challenging conventional wisdoms for managing IT services

table of contents

1: Thinking like a customer
Is process the new king?
Expectations are not needs
The collaborative imperative
From mass-production to make-to-order
A scintillating experience
Can’t get no satisfaction
Concluding comments
2: Services, Frameworks, SIAM and Stuff
What is an IT Service?
Why ITIL is no longer enough?
The emergence of SIAM
When is a Lifecycle not a Lifecycle?
Implementing processes
Concluding comments
3: Is Governance a legitimate alternative to work?
What is IT Service Governance?
The IT Service Governance Pyramid
IT Service Governance and IT Service Assets
Why IT Service Governance fails?
Concluding comments
4: Static processes for fluid situations
Classifying IT Services
Failing 1: Senior Management
Failing 2: Incident Categorisations
Failing 3: Key Performance Indicators vs. Service Level Agreements
Failing 4: Process Alignment
Failing 5: Demand Amplification
Failing 6: Process Selection
Failing 7: Process Purists
Concluding comments
5: The value of IT Service Information Reporting
The IT Service Reporting Pyramid
Concluding comments
6: The quality of third party your efforts deserve
The origin of the issues
Addressing the issues
RFP: Reusing Failed Practices?
Changing the approach
You’ve got to pick-a-pocket or two
Who’s transforming who?
Making it work
Being a preferred client
Integrating service providers
Avoiding third party lock-in
Concluding comments

7: The skilled incompetence of management
The Anti-Art of Compromise
Don’t let your biases make decisions
The goal of training is performance
The manager’s bloomers
Talking the talk
To-Be or not To-Be
In praise of managers
Be the manager you want your manager to be
Concluding comments
8: IT Organisation or Socio-technical system?
Determinism or Choice
The upside-down IT organisation
Family matters
DevOps or Dev-Ooops
And the winner is
That which differentiates us from other animals
Of prestige and self-fulfilment
Concluding comments
9: Leadership - We learn to do by doing
Setting the context
What is Leadership?
What it takes to be a Leader
Leaders wear many hats
Concluding comments
Developing a Vision: An example
10: Improving on improving
Dis-continual improvement
Follow the transformational process
Don’t rely on third parties to transform your IT services
Not falling into the pitfalls
Charging IT back
Concluding comments
11: Only make original mistakes
The table of good counsels
The new conventional wisdoms
Concluding comments
12: For the old year lies a-dying
The need for service-based thinking
The impact of service-based thinking
On a cloudy day
Concluding comments
Words for the Wise
Words from the Unwise