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Release Management – How To (Part 2)   

Following on from Part 1 of our article on how to do Release Management – here are some tips on Release acceptance, rollout planning and communication & training. Acceptance Any development code that results in a change to the live environment should be under the control of Change Management and be managed by the Release Management process. If you are finding that a high number of Release... 

Collaboration – The Unconquered Peaks

Philippa Hale of Open Limits Ltd This article has been contributed by Philippa Hale, Director and Senior Consultant at Open Limits Ltd.   Collaboration, across diverse teams and between levels of the hierarchy remain the twin, unconquered peaks for many organisations. This is also true of collaboration internally, within IT functions. Poor collaboration is often revealed to be the fatal flaw... 

Change Management: Responding to a Crisis

Keep Calm… One of the things that isn’t covered as much as it should be is how to respond to a crisis directly linked to Change activity. This is one of those things where despite your Change process, despite your sparkly toolset and fab policies & work instructions, something has gone pear-shaped on a massive scale and you’re staring down the barrel of a Change Management related crisis. Here... 

Tough Talk – Why Crucial Conversations are the heart of ITSM adoption

I started the day with great expectations. We had a new process. We had spent a lot of time designing and tweaking. And so I went into my meeting excited to explain the new process. Alas, I was not ready for what was about to happen. Barely ten minutes into the explanation of the process, the first salvo was fired: “This is not what we do. That will not work.” The exchange over the process... 

CHANGE: Don't be a Statistic!

Change is inevitable, how you manage the organizational aspects will make all the difference For decades the industry experts have been telling us that 70% of organizational change fails. These experts include recognizable names such as Kotter, Blanchard, and McKinsey. It’s a scary story! This means that 70% of changes fail to recognize a return on investment, and achievement of stated goals and... 

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