Guides
11 guides on ITSM. Practical writing from the team building Atlas, useful whether or not you buy anything.
Treating every ticket the same way sends outages to the back of a queue and sends routine requests to the on-call phone. Four labels prevent both.
A team of five has the same kinds of work as a team of five hundred: requests, outages, problems and changes. It needs the habits, not the apparatus.
A service level agreement is a promise. Make it one you can keep, measure it honestly, and report misses without defensiveness.
A service desk is the single point of contact between the people who provide a service and the people who use it. Good ones make requests easy, answers fast and patterns visible.
Most ITSM purchases go wrong by starting from a feature matrix. Start from the practices you will run, then check which requirements they impose.
IT service management is how an organisation designs, delivers and improves the IT services that other people rely on. It is a set of habits before it is a tool.
A change request should be short enough to complete and complete enough to approve. These are the fields that earn their place.
An emergency change is a change that cannot wait for the normal route. It needs a faster path, but not an absent one. The safeguards you keep are the ones that are cheap and effective.
A change advisory board reviews changes that carry real risk. Run well, it is short and useful. Run badly, it is the reason people ship around the process.
Change management controls how modifications reach live systems, so that the benefit of a change is not outweighed by the incident it causes. This guide covers the types, the approvals and the record.
Incident management restores service. Problem management removes the reasons the incidents keep coming. Without it, a team can respond brilliantly and still be woken by the same failure every month.
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