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Podcast Episode 4: Tribal Knowledge with Earl Begley

Thanks to our friends at ManageEngine for sponsoring this podcast. Episode 4 of the ITSM Review podcast hosted by Barclay Rae. Guests: Early Begley, Total Quality Manager, University of Kentucky (Earl’s posts on The ITSM Review , Earl on LinkedIn) Martin Thompson, ITSM Review Agenda “50 Completely Unexplainable Stock Photos No One Will Ever Use” Axelos: Promote short sprints for... 

Things I didn’t learn in ITIL school

While at the Pink Elephant Conference back in February, I successfully completed an ITIL intermediate class/exam and the really cool part of this is, that I’ve been able to use the knowledge gained in the course to change my company’s adoption plan and help streamline our strategy. I was discussing this sequence of events and outcomes with colleagues. Our conversation kept circling back to the... 

Strategy, IT value & buzzwords – is there an elephant in the room?

Meeting Sophie Danby from ITSM Review This was my first time attending the Pink Elephant conference and I must say, I was very impressed. I had heard that Pink is the “must-attend” service management conference and I’m pleased to say that Pink did not disappoint. The Pink staff, the sessions, and the people all are top notch, even the food was great. To post every highlight would simply... 

Why is configuration management so tough?

IT Hoarders – do you really need all those old IT items that you no longer use? Overheard at a recent conference: “Oh, we are working on configuration management…Why? Because it’s an ITIL process” I cringed. The conversation continued with “…yeah, I don’t know why it’s not going well. We bought <well-known tool name here> which has a CMDB. We have been adding configuration... 

2013: A Year in ITSM Review

Merry Christmas and a Happy New Year! As 2013 begins to draw to a close, I thought it would be nice to finish off the year with a final article that’s an overview of what has happened at the ITSM Review over the last 12 months.  That’s right, this will be our last post for 2013 because the entire team is heading off to fill their faces with mince pies and sherry. But don’t worry we’ll be back... 

ITSM Big 4 – the practitioner view

What would your four key topics be? For 2014 itSMF UK has decided to focus on four key topics that will drive its agenda for the next 12 months.  These topics will be the basis for all of its content, events, SIGs, Regionals, and Masterclasses throughout next year. The aim is to create a sense of coherence and continuity across all of its activities and give its members (and the wider ITSM community... 

Lather, rinse and repeat your process

Lather, Rinse and Repeat (LRR). Straightforward instructions. Hard to mess up. Or is it? If you follow these instructions, when do you stop? The phrase has come to be indicative of two things; a) a way of pointing out instructions, if taken literally, would never end (or would continue at least until you run out of shampoo), or b) “a sarcastic metaphor for following instructions without... 

Is Darth Vadar in your ITSM project?

When I started my current role of Total Quality Manager, my CIO lovingly dubbed me “Darth Vader”. In his view, Darth is the ultimate project manager and the CIO wanted the same qualities in me. The CIO needed me to brutally prioritize tasks, make decisions based on data, honor commitments, manage risk, be persuasive, take on the big problems, and not be afraid to get my hands dirty. Recently, the... 

The ITSM Diet

I am undergoing a very personal transformational change right now. I am trying to learn how to eat in the real world and maintain a healthy weight. I had really let myself go. No exercise, eating too much, eating the wrong things and not caring. The results: 360 lbs.; the inability to walk at least 50 feet without wheezing; acid reflux; and an impressive expanding waistline. I felt horrible. My body... 

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... 

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