Articles by David
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Cost Transparency Part 3 - Reporting the Business Value of IT Costs
Cost Transparency Part 3 - Reporting the Business Value of IT Costs
By David Cannon
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Cost Transparency Part 2 - Making IT Valuable, not Expensive
Cost Transparency Part 2 - Making IT Valuable, not Expensive
By David Cannon
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Cost Transparency Part 1 - Beat the Budget Cycle Blues
Cost Transparency Part 1 - Beat the Budget Cycle Blues
By David Cannon
Contributions
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Here's how you can juggle multiple projects and deadlines as an IT Operations Manager.
For every adjustment, someone is going to have to give something up. Our most important job in these situations is to facilitate communication between the impacted stakeholders, especially if more than one project is involved. The accountable decision makers will need to negotiate the trade-offs. If our resources are the constraint, don't be bullied into performing heroic activities to please everybody. Make it clear to stakeholders that there is a constraint and one or more tasks is going to have to shift - it is up to them to decide which, and up to us to advise them what is possible.
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Here's how you can juggle multiple projects and deadlines as an IT Operations Manager.
One the biggest challenges is the variety of tasks coming from multiple sources. Routine operational work, resolving incidents, making changes, security administration, project work (from multiple projects originating in different parts of the organization). It is important to get all tasks into a single queue per team using a single prioritization method based on the business impact of doing (or failing to do) the task, and the effort required. This relies on up to date configuration management data, resource availability, and clear communication with task stakeholders. When there is contention and a deadline must slip, don't try to make decisions for others - escalate and be a facilitator to get a decision from impacted stakeholders
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You’re struggling to get your team to work together. What’s the first step you should take?
Don't forget the importance of shared goals. High performing teams know the importance of what they're working towards and are motivated to find a way to overcome their differences for the greater good. Teams that lose this focus tend to turn to reactive, often personally motivated, measures to reinforce their sense of value and contribution. A good leader keeps the team focused on the things that really matter, and helps them to put less important things in perspective. This sometimes means shielding them from some of the politics and less constructive behaviors from other parts of the organization - sometimes from senior people who are driving their own agenda.
Activity
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📈 Optimising service value & investments. The adoption of #ITIL delivers significant savings in operational costs, enabling to shift these savings…
📈 Optimising service value & investments. The adoption of #ITIL delivers significant savings in operational costs, enabling to shift these savings…
Liked by David Cannon
Experience & Education
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PeopleCert
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Licenses & Certifications
Publications
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ITIL 4 Digital and IT Strategy
TSO
Other authors -
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ITIL v3 Service Strategy (2011)
TSO
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ITIL v3 Service Operation (2007)
TSO
Other authors -
Honors & Awards
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Lifetime Achievement Award
IT Service Management Forum
Languages
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English
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Afrikaans
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