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Authors

Randy Steinberg

Randy Steinberg

Randy has over 25 years of hands-on IT Service Management and operations experience gained from many clients around the world. He was the lead author for the ITIL 2011 Service Operation book. He was a Global Head of Service Management for a worldwide media company with 176 operating centers around the globe. He recently led a major IT Service Management transformation project for a large government agency crossing implementation of management technologies, process, organizational and governance changes that was awarded an ITIL project of the year award from itSMF. Randy is also the author of several popular ITIL books: Implementing ITSM, Measuring ITSM, Servicing ITSM and Architecting ITSM. Randy has implemented IT solutions for one client that went on to win a Malcolm Baldrige award for the quality of their IT services. He carries ITIL Expert, ISO20000 and PMP certifications.

Contributions by Randy Steinberg

Radical Incident Reduction – The 30-30-30 Program

Want to pump up your IT delivery with a program that excites executives, provides great business value and greatly lowers unplanned labor costs, incident volumes and service outages? The 30-30-30 Program is a fast-paced attention getting program that targets a 30% reduction in incident counts, 30% reduction in resolution times and a 30% increase in support staff skills for getting to root causes and eliminating the incidents they cause. This presents how the program works and presents some examples used in a large IT organization. The approach described can be used in any IT organization.

Randy Steinberg by Randy Steinberg

Re-Thinking the Service Desk – From Call Taking To Strategic Service Delivery Center

The Service Desk has been traditionally viewed as the IT organization that helps employees of a company with the computer related problems. It has generally been accepted as the primary customer interface and touchpoint where people can get help with IT issues, problems and requests. This is a very limited view of what the Service Desk can be. In fact, the Service Desk is the only organization within IT positioned to be the strategic service management nerve center across the entire IT enterprise.

Randy Steinberg by Randy Steinberg

Metrics That Matter – A Model For IT Decision Making

Many IT organizations mistakenly start their IT metrics efforts by looking at their monitoring and reporting tools and then backing into the metrics that those tools provide. Improvement focus then becomes limited to the tool sets available versus what is really critical to success. We’ve also seen the monthly IT service reports or web portal that few look at. They are frequently ignored because the metrics in them have little meaning or significance for the audience viewing them. There is opportunity to provide value to IT leadership by giving them the visibility to make timely accurate decisions using a metrics model that supports decision making.

Randy Steinberg by Randy Steinberg

High Velocity Service Management – Getting Lean With A Framework For Finding Waste

IT operates with a lot of inefficiencies. Presented here is a Lean framework to find out where these may exist in your organization. Use this framework to identify your efficiency opportunities and projects to address them. By tackling them in sprints or chunks of time you can greatly improve the efficiency of your operations and proactively move the ball towards high velocity ITSM.

Randy Steinberg by Randy Steinberg

IT Is Undergoing a Fundamental Management and Operational Change And We're Not Looking

Without our realizing it, the primary role of IT as an engineering organization has been shifting to one of service integration. The practice of understanding business requirements and designing, building and deploying IT solutions is giving way to integrating pieces, parts and services to meet those same business requirements. IT executives who don't understand this shift will face severe challenges in meeting business needs at cost and availability levels that are acceptable to the business.

Randy Steinberg by Randy Steinberg

Prioritizing Projects In Your Portfolio – Take Out The Emotion!

Far too many times, IT organizations struggle with finding a fair means to prioritize the projects they will invest in. These sometimes turn into near war zones where each business unit fights to get their pet projects into the mix. Company politics may divert funding to those business units with the most clout versus what may be truly best for the business. Managing the portfolio can be done more effectively with use of an agreed scoring system based on key criteria. Through this, decisions can be made based on facts and scores versus raw emotions and competing business agendas.

Randy Steinberg by Randy Steinberg

What’s In Your IT Portfolio?

Modern IT Management practices shift the focus from managing IT as a pile of assets, projects and technologies to managing IT by the services the business actually consumes. With this, IT is actually managed as a portfolio of investments in services that are being delivered.

Randy Steinberg by Randy Steinberg

IT is Undergoing a Fundamental Change and We're Not Looking

Without our realizing it, the primary role of IT as an engineering organization has been shifting to one of service integration. IT executives who don't understand this shift will face ever increasing challenges in meeting business needs at cost and availability levels acceptable to the business.

Randy Steinberg by Randy Steinberg