The principles behind ITSM Best Practice have a very clear purpose: they allow organisations to follow the most efficient route to effectively solve an IT-related incident, without wasting unnecessary time, effort and financial resources.
Incidents are normally prioritised based on specific criteria, and clear processes are set out and must be followed both by end users who experience an incident and Service Desk analysts who deal with it.
If this is the theory of Best Practice, in reality things are a bit different. Prioritisation based on incident features, in fact, often struggles to overcome the one based on user ‘rank’.
In many organisations some processes are put aside when it comes to the CEO needing help, even if they are just having issues opening an email attachment sent by a friend on their iPhone, or are circumvented and speeded up by users who escalate the incident to their boss in order to have higher priority.
Implementing ITSM Best Practice ‘on paper’ might not be enough to reach efficiency, then, if the culture of ‘executive exception’ kills off all Service Management efforts. But is it acceptable to have some sort of two-tiered system for IT Support where priority is often given to senior or key people, and to what extent?
First of all, it is important to note that it is not down to the Service Desk analyst to decide whether or not to give priority to a senior manager. Unless there is a known rule – e.g. ‘the CEO always comes first no matter what’ – they should always refer to the Service Desk or Service Delivery manager on a case-by-case basis. It is they who ultimately decide if the IT Director’s faulty keyboard is to be dealt with before the glitch in Joe Bloggs’ email or not.
But when this system gets out of hand and flexibility is the rule rather than the exception, perhaps it is time to reflect upon the issue and its consequences – like inefficiencies, delays in incident resolution and even financial loss. To analyse the situation, one must first identify where the problem originates and who is to blame: the indulgent IT staff who allow it to happen or senior management who take advantage of their position and expect to have a special service because of who they are?
In any case, it is more a cultural issue than a technical one, but whose culture needs to be changed and how the organisation should go about changing the system is something that needs to be given a lot of thought. Perhaps some ITSM Best Practice awareness should be delivered throughout the company, including all Service Desk staff and all end users regardless of position.
Also, some strict policies should be put into place stating that only a small percentage of ‘executive exception’ can be allowed based on specific criteria – for instance, the importance of that operation to the business. If the CEO’s faulty keyboard happens during an important presentation aimed at winning new business, then it can be put before an email system glitch, if the latter does not have major negative consequences for the business.
A balance is definitely required when dealing with this problem which is so common in IT departments of companies of all sizes and across all sectors. It is down to each organisation, though, to decide whether this sort of flexibility is acceptable, to what extent it should be allowed and what to do to avoid it causing inefficiencies.
Best Practice is a framework, not a step-to-step guide and should be adopted and adapted to each specific environment; an appropriate amount of tailoring is always necessary for it to produce cost-efficiency, and ultimately contribute to business success.