BECOMING AN IT SERVICE MANAGEMENT PROFESSIONAL
By David Lareau
I started taking an interest in IT Service Management and the best practices suggested in the ITIL framework when I became a new IT manager. I was responsible of setting up a ticketing tool and establishing key indicators in order to monitor the performance of the team and its impact on the company. I got in contact with IT Chapter during my search for references and expertise from industry specialists. So, I completed my two ITIL certifications with Olivier Abecassis, Svetlana Sidenko and their entire team. They were key in the growth of my passion for IT Service Management.
Then, I was put in charge of an IT service team at Videotron. We’d receive up to 700 calls daily and the Service Level rate had to be raised significantly. Under the guidance from our experienced director, Lina Beaudry, and with the help of my colleague David Jourdan, I took my ITSM expertise to the next level. I put into practice concepts like the IT services “shift left” (subject of my next article), I recruited high-performance resources and surrounded myself with specialists like Modeste Nignan in the field of Asset Management ITAM in order to reach and exceed the objectives.
At some point, I had the chance to work with the team responsible for ITSM tools at Videotron. Thus, I was able to see the power and emergence of advanced technologies in the field such as BMC Atrium, Moogsoft and Dynatrace. Those tools and the experts with whom I worked like Keith Yim-Lim, Carl Audet, Alexis Rioux and André Joly were key in predicting critical incidents, acting proactively before they occurred and precisely tracing their impact on the IT infrastructure components.
FIRST 100 DAYS GUIDE FOR THE NEW IT MANAGER
When I shared my new position as Director of Managed Services at Mediagrif, with Olivier Abecassis, VP of IT Chapter, he suggested that I create the First 100 Days Guide for the New IT Manager. The idea was to guide new IT directors through their role as head of a technology teams, like the bestseller in the business literature “The 100 first days In a New Executive job” by Robert Hargrove.
I liked his idea, and far from pretending to write a bestseller like Hargrove, I immediately knew that this short guide would be very useful for me and could serve others who also lead IT teams.
I targeted three priorities for action around which I have listed a few action points. I am hoping it will allow new leaders to create an impact and develop their team, ultimately making their organization more productive.
The three priority areas that I will tackle are: business continuity, profitability and proactivity. So, don’t miss my next publication, as it will focus on setting up the building blocks to ensure proper business continuity.