Tag: Sean Robinson

Fresh Links Sundae – February 9, 2014 Edition

dreamstime_xs_17786066 (240x224)Fresh Links Sundae encapsulates information I have come across during the past week. Often they are from the people whose work I admire or resonate with me. I hope you will find these ideas thought-provoking at the minimum. Even better, I hope these ideas will, over time, help my fellow IT pros make better decisions, be awesome, and kick ass!

Successful problem management process requires KPIs and targets that can be leveraged to improve the effectiveness of the IT services. Rob England gives a list of suggested KPIs that can be incorporated into your problem management effort. Measuring problem management (The IT Skeptic)

Many IT organizations have no formalized way of communicating with the business. Thom Salo explains how instituting a Business Relationship Management (BRM) process can help to strengthen the working relationship between IT and business. ITIL’s BRM: How Business Relationship Management Shows the Love (Plexent Blog)

The speed of business change is accelerating, but IT still needs to continue its effort to transform from a cost center to value creator. Pearl Zhu examines the forces behind the changes and suggests how IT can transform itself. How to Run IT as a ‘Digital Horse’? (Future of CIO)

A majority of Software Asset Management (SAM) managers today spend the bulk of their time on inventory-related activities that should have been automated. Sean Robinson believes that is not the best use of SAM manager’s time and advocates other proactive approaches that SAM managers should consider. How do SAM managers spend their time? (The ITAM Review)

When you try to improve your IT services, regular review of certain activities are critical. Ryan Ogilvie recommends some practical examples which we should be reviewing with some regularity. What Happened? Performing Service Management Reviews (Service Management Journey)

Sometimes, there is a significant difference whether your boss is a micromanager, or is micromanaging you. Bob Lewis explains the difference and suggests approaches that can be taken to deal with the situation. Dealing with a micromanaging boss (IS Survivor Publishing)

When designing your organizational processes around agile, a number of structure-related considerations have to be taken into account. Mike Cottmeyer explains what those structural considerations are and shares his experience. How to Structure Your Agile Enterprise (LeadingAgile)

When use cases are not clear, business stakeholders, developers, and testers cannot do an effective job. Laura Brandenburg outlines the most common use case mistakes that can lead to ambiguity. 7 Use Case Mistakes That Confuse Your Stakeholders (Bridging the Gap)

Marshall Goldsmith believes an incorrect assumption of almost all leadership development programs is “if they understand, they will do.” He explains why that assumption is not valid in leadership development and offers recommendations on what changes a leader should consider making. If They Understand, They Will Do (Marshall Goldsmith Personal Blog)

Many of us set noble goals but often find it difficult to reach them. Jeff Haden suggests that you need to pay more attention to the systems you deploy than simply focusing on the goals themselves. An Almost Foolproof Way to Achieve Every Goal You Set (Inc.com)