How do you get all your IT staff to be on the same page quickly and effectively in terms of conforming and enhancing the ITIL 4 PRACTICES? The Problem-solving for ITIL® methodologies can help with this. This methodology is the “how-to” for many of the ITIL practices, dimensions, and guiding principles. We can help with…

Read More

ITIL 4 has evolved from the previous Life Cycle Model to a Service Value System and the Service Value Chain Activities. With this came the introduction of Guiding Principles, Four Dimensions, Governance, and Practices. The various practices embodied in General Management, Service Management, and Technical Management Services have become more professional and rely heavily on…

Read More

One of the key ideas of the new ITIL 4 approach is to create value together. Creating value in collaboration with both your suppliers/vendors and customers. The key is to have the “chain of development and delivery” as strong as possible. In the old days, we generally expected the Supplier/Vendor to be the Solution Provider…

Read More

“Most of our Incidents are TOO COMPLEX for these techniques!” We get this ‘excuse’ a lot of times when workshop participants are attending our workshops. I get it! It is difficult to try something new when everybody else is watching; especially if it is a Priority 1 incident. The reason why this is happening is that…

Read More

It does not matter how good your planning is or how well you’ve put your project plan together, there will always be unforeseen circumstances that need to be resolved! This is the eight blog by Mat-Thys in the series “Managing Projects: The Forgotten Art Of Influencing People To Get Results” The problem-solving process is normally…

Read More

Whenever we get involved with a team to help them to rescue their project, we quickly encounter the term “not aligned.” I mean this happens 100% of the time, which means there is always an element of misalignment. Here are a few examples: Misalignment of the customer’s expectations to those of the project team. In…

Read More

Whenever something goes wrong in a project’s performance it is often blamed on “scope creep.” Scope creep has become such a familiar feature in project management that it is mostly accepted as the correct reason and even worse, being accepted as a fact of project life. The prevailing belief is that it cannot be helped,…

Read More

It is difficult to get teams to collaborate under normal Management situations, let alone having to collaborate effectively in a multifaceted and time pressurized DevOps situation. I have personally found in DevOps problem-solving situations it is really effective to ask the question “What makes sense?” “What makes sense?” I am sure you would be surprised…

Read More

It is a serious mistake to assume that all resources allocated to your project are equally motivated to see your project becoming a success. It could be possible that a critical resource does not have any insight or interest in your project whatsoever and they are one of the resources to deliver a critical component…

Read More