The job is not done until…

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In this episode we talk about the consequences of not filling in time and notes in tickets. Talk about management consequences like that you cannot staff correctly, cannot figure out where staff needs training, when asked if IT needs more staff we wouldn’t know, don’t know what is taking IT the most time to support, you have to fire someone because you can’t show why we need them, etc.

Scenario:

CFO – I need you to reduce IT costs. What opportunities do you see to reduce or streamline systems and staff?

IT Manager – We are busier than ever. I don’t think we can reduce any cost on personnel or system.

CFO – How do you know?

Oh, oh! The IT Manager either does not have the information at all, or knows that the information she has is not accurate. IT Managers hate these conversations as much as CFOs, CEOs or Presidents. IT Managers hate them because they know they are busy keeping the lights on and these questions come off as if they are not doing their job. Executives hate them because they always get the same answers and they don’t understand how to run Technology well enough to take out the hatchet themselves. There are many symptoms that serve as the catalyst to this unwelcome conversation:

  • Technology service delivery is slow
  • There is no Executive Report showing IT contributions to revenue
  • Technology costs have increased but efficiencies have not
  • Reports coming from the Technology department have nothing to do with business performance

These symptoms can be alleviated by sound Information Technology Service Management (ITSM) practices. There is one specific practice that falls by the wayside and is usually the root cause of most of these issues. I present to you, Documentation! More specifically, Helpdesk documentation of systems and user requests.

Think of this, the main goal of IT should be to add value to the organization by constantly improving their business processes through optimization and to add value to service delivery. That being the case, the IT department should be the most optimized and efficient department in the organization. The IT Manager should have readily available data about issue trends, service downtime, system performance, training opportunities for technical staff or system users. Having this type of information will enable the IT Manager to answer the questions quickly by pulling up a report or a dashboard that will show her the necessary data to make strategic decisions about her department’s optimization opportunities.

One of the common issues that IT Managers face in their department is the lack of documentation because many technicians don’t see it’s value. They are too busy fixing and deploying stuff and documenting time and resolutions seems like a nuisance. They are too busy and have to jump on the next call. This is how many technicians perceive the task of documenting. It is a mundane task to be done after they “finished” the job. It is something to satisfy the caprice of their manager.

Tell your non-documenting technician that “The job is not completed until it is documented“. Documenting arms the IT Manager with data that sheds light on issues that can be solved by training, consolidating systems and hiring the right staff for the job. With reports that map to business outcomes it also shows the value of IT to the business which includes IT staffing justifications. So pretty please, with sugar on top, document your work.

We love working on issues like this with you so look for solutions to these issues by visiting http://circadianit.com  to learn about our services.