Posted: Fri Mar 25, 2011 2:22 am Post subject: interaction between incident and change
Hi, I am looking to improve the way that incident and change teams at the place I work interact with each other. At the moment there is no interaction adn initially I wanted to set up a monthly meeting to get the ball rolling... Does anyone have any suggestions on what sort of issues would be looked at and discussed in these meetings? Are there standard things that should be discussed?
Joined: Mar 04, 2008 Posts: 1893 Location: Helensburgh
Posted: Fri Mar 25, 2011 2:39 am Post subject:
Sounds like you have incident and change silos. This is one of the real risks when you design your organizational structure around a process framework.
The reality is that work requirements flow across any such artificial boundaries. So one suggestion is reorganize so that you do not have silos.
But that's probably not very practical, at least in the short term. So another idea is to set up improvement targets and "man" the initiatives with multi-disciplinary groups, making the two (or more) sets of staff focus on a common objective and let them work out that achieving it requires finding good ways of working together and that it is in all their interests to do so.
If you want regular meetings they need to have positive forward looking objectives or they may degenerate very rapidly and exacerbate the blame culture. The objectives must be real and not simply to make them sit together. So if you do not have a pressing need to start meetings that would naturally involve these two groups, they are unlikely to succeed. _________________ "Method goes far to prevent trouble in business: for it makes the task easy, hinders confusion, saves abundance of time, and instructs those that have business depending, both what to do and what to hope."
William Penn 1644-1718
Conduct a weekly meeting to discuss the incidents(Open, Resolved, closed) by inviting the stake holders where the change implementation team is part of it. It becomes easy for you to plan the change implementation for the week/month ahead.
Conduct a weekly CAB meeting to discuss about the changes in pipeline, scheduled for implementation by involving the Incident management team.
gr8 to see everyone talking about meets, its good to sync personnel of each field. but unfortunately the question is more serious here and let me make it most serious 'what will happen incase these two dont meet at all'. the consequences are well known. many times an immature change triggers incidents and more than half changes are initiated by incidents.
I think the tools or suits you are useing to work on both processes must be integrated. A suit must have Change, Incident, problem, release and configuration properly integrated so that any record can be used to facilitate goals of individuals.
Unfortunately if you dont have such suite, you will have to think on design level to make extra effort so that they are synced. you will have to make both understand that one's mistake will eat another's weekends. _________________ ------------------------------------------------------
ITIL V3 Certified --Intermediate level
Service Transition management.
Manage the change and change the management to an improvised tool
Joined: Sep 16, 2006 Posts: 3370 Location: London, UK
Posted: Fri Apr 01, 2011 9:43 pm Post subject:
Tools are tools. The process should work w/o a tool
All a tool is used for is to automated and track things. Which can be kept on a sheet of paper
Do not get all worked up over a tool
It is more important that the IM Mgr or his shift leads 1) start attending CABs and receive the agenda, minutes and FSC and that the CM team also sit in reviews of major incidents which may be based on changes
This way they have a two way communication
The IM / SD Mgr needs to work with the CM team
This may requrie - shocking - some training - awareness for the CM Team and the IM / SD team on what the other does _________________ John Hardesty
ITSM Manager's Certificate (Red Badge)
Change Management is POWER & CONTROL. /....evil laughter
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