Ticketing service management tool
The tools offered by the information systems area are understood as pieces that support the daily activity of the business and that help to maintain existing operations. By incorporating different software modules , or by installing hardware components , greater efficiency and effectiveness is achieved in the performance of the tasks of a company unit, a specific department and even each of the workers of the company.
The fact of having tools already designed to support certain processes implies the incorporation of these processes in the company. In the field of service management , the development of internationally recognized standards has triggered the appearance of tools designed based on them.
In short, the company is changing through the incorporation of technological tools, turning the information systems department into a true engine of change.
Ultimately, it's about efficiently using the 3 Ps:
1. People : customers, users and IT staff.
2. Processes : defined by standards such as ITIL.
3. Products : technological tools.
One of the main problems facing the IT department is that customers rarely know the technology requirements they need. Therefore, organizations have to try to translate business requirements into solutions or services that is what the customer really demands. The user does not want technological products, the user is requesting a service.
In the absence of a ticketing tool, it is practically impossible to agree on reasonable SLAs , both with the client and with the different providers. This is so because there is no reliable monitoring information that faithfully evidences the deviations on them.
The implementation of a ticketing tool based on international service management standards allows us to turn this reality around. The fundamental objective to implement it must be the desire to provide a service with the highest quality.
The scope and sophistication of service management support tools have grown rapidly in recent years in relation to the increasing reliance on IT service companies .
The effective and efficient delivery of IT services also depends on the development and implementation of an integrated set of service management tools. These service management tools must be able to support the processes described and presented in the IT infrastructure library (ITIL).
One of the main objectives of ITIL is the management of the information used for quality management and optimization of IT services . As a general rule, a tool should support 100% of the mandatory necessary functional requirements and 80% of the desired functional.
The following is the list of compatibility requirements that have been taken from the two ITIL books ( IT , Infrastructure Support Tools, and Service Delivery Tools):
1. Incident management : the objective is to give continuity to the client by restoring services as quickly as possible in the event of a service interruption or incident.
2. Problem management : the goal is to ensure the stability of the IT infrastructure and IT services and eliminate errors in the IT environment.
3. Change management : ensuring that standardized methods and techniques are used for the efficient and timely handling of all changes in order to avoid change-related incidents.
The process of implementing a ticketing tool is much more than just adding new software . It is about modifying the processes of the company to offer a better service.
The objectives that a project of these characteristics should pursue are:
1. Unify ticket management tools.
2. Establish a single methodology for ticket management.
3. Make it possible to monitor the ticket life cycle.
4. Allow the extraction of conclusions that allow to optimize the processes.
5. Improvement and transparency of communication with the client / user.
With the new methodologies, the IT department goes from being a manager of technological infrastructures, software and hardware, to a manager of services. To be successful in this shift in focus, the organization has to vary as well.
The difference between technology management and service management can be better understood by the analogy presented by the differences between a group and a team:
• Group : set of individuals or collection of small groups working in parallel according to a common or shared goal.
• Team : shares the same characteristics of a group, but, in addition, a team acts and performs its tasks according to formal roles and a predefined game plan (services and processes).
When an organization implements a more service-oriented management, two additional layers appear above the traditional silos of the technology area. These two new layers correspond to the Service Owner and the Process Owner.
The Service Owner is responsible for a specific service within an organization, regardless of where the technology components reside or the professional capabilities necessary to support it.
The Process Owner is responsible for the overall quality of the process and oversees the management and compliance of the organization with the process flows, procedures, data models, policies and technologies associated with IT business processes.