Incident Management Process Governance with a twist

[Benson112]

Hi All,

I need a fwe ideas here because im going mad.

I have been tasked with creating a process governance procedure for an Incident Management Process which has no SLA's, OLA's, KPI's or even targets. Impossible? I think so. It is not possible for me to create such things as this spreads across 20 different counties, which as you can imagine would take a very long time.

So my question is, what options do i have?

Thanks all

[SwissTony]

Hi Benson....

If I understand correctly you have to create a governance procedure for managing the Incident Management process. In which case you need to define the objective, some guidelines for what the Incident Mgmt process should be doing (using ISO20k Part 1 as a guide is possible).....

Once you have the guidelines you can create a measurement of conformity. Based on that you can identify areas that need improvement & what needs to be done to improve, create a continual improvement plan, et voila.

Is that what you meant?

[Benson112]

thanks Tony...this is exactly my problem. Ive been given no idea on the goal of the procedure, just "Create on ASAP".

But your post has helped me alot...i just need to read up on ISO20k

I think what you say is pretty much what they are after, how do we measure conformity, but i just dont know where to start!

[SwissTony]

It's nearly christmas after all.....

Think people, documentation, tools, risk, etc & you can't go far wrong.

[Diarmid]

Worth looking at COBIT as well.

The essence of governance is to ensure that process conforms to organizational policies, legal requirements, and aligns with business objectives and strategy.

So perhaps your first task is to identify these. I guess it might be interesting to ask the high heid yins what their policies and requirements are in regard to the IT services because without clear answers you do not have a basis for performing governance.

Just to help muddy your waters, IT governance should be an integral part of governance in general and not some stand-alone bolt-on.

Sorry, I realise this may not help much just now.
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"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

[UKVIKING]

Also

Hire Diarmid
_________________
John Hardesty
ITSM Manager's Certificate (Red Badge)

Change Management is POWER & CONTROL. /....evil laughter

[Diarmid]

Yes!!
_________________
"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

[Timo]

If they don't have SLA, OLA, etc... no process objectives... just create something, cut and paste from somewhere on the web. Won't matter either way cause they don't seem to know want anyway.

[Caperz]

Gday guys (that have been around here for a while),

How do we go about getting an Incident Management forum going so that posts like this can be added ?
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ITIL V3 Capability - Operational Support & Analysis Certified

[Diarmid]

What's wrong with the ITIL Service Desk section? I think bensonmum (sorry 112) was just half asleep when he posted this under problem.

Or do you mean something different?
_________________
"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

[Benson112]

Thanks for the replys all, im kind of with Timo here, i think they just want a tick in the box. But i dont like to produce rubbish thats got my name all over it.

From what i can gather, the main objective here is to beat up an out-sourcer if they dont follow our process.

Looks like ive got a bit of work on my hands hey!

[Diarmid]

Benson112,

if you have outsourced from a position of weakness (in terms of process and control) then you are in severe danger of ending up in fights that won't help anyone and will harm your services. Especially as you have wide geographic spread.

With the best will in the world (and that's not so likely) the supplier will have to protect his position and his reputation from issues emanating from the weaknesses in your management system. As soon a something real goes wrong there is going to be a dispute about where the fault lies.

The only way to achieve your objective is to strengthen your processes, building governance controls into them at the same time. It will be best if you work in co-operation to co-ordinate with your supplier.
_________________
"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

[SwissTony]

Sounds like you could benefit from bringing Diarmid in as a consultant, & save yourself a great deal of time getting it right from the begining.