Giva Blog

For any IT organization, the management of change is a challenging process to implement.

Over the years, the process of implementing change has become codified around a core best practice concept known as Change Management.

For IT leaders, CIOs, and IT professionals trained using ITIL® methodologies, the concept of Change Management has been replaced with a new, more dynamic framework known as Change Enablement.

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IT support leaders often need to decide the best service approach for their entire organization. Forcing themselves to ask the question: "Which is better, an IT help desk, service desk, or IT service management?"

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The 80/20 Rule is the principle that 80% of the effects come from 20% of the causes. It's often used in business to help identify how to operate more efficiently. It can be applied to almost every area of business, including IT Service Management (ITSM).

IT service organizations and teams are focused on providing the best possible service to their internal customers. Efficiency has always been integral to ITSM. Monitoring Key Performance Indicators (KPIs) and dashboards, and adherence to Service Level Agreements (SLAs) is essential to producing successful outcomes in ITSM.

But how do IT service managers and IT leaders know how and where to focus the team's resources and time?

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Is it worth it for companies to encourage IT certifications for their technology employees? What certifications are organizations most interested in? Gaining competency in various areas helps expand the possibilities for your company's growth and an individual's job opportunities. If you're seeking a job in the IT industry, you want to know the best option to land the position you want.

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Many medium to large-scale businesses have dedicated Chief Information Officers, or CIOs for short. These individuals are typically in charge of technical processes related to IT and managing data flow and storage. Smaller organizations may also have an individual in charge of these areas, but it may not be their first or only priority.

In recent times, CIOs have faced many challenges. These hardships are generally driven by a power struggle, not between people, but rather around responsibilities. Do they manage traditional IT functions like hardware fixes and software updates or do they drive the transformation of technology in the workplace to remain efficient and competitive? With cyber risks at an all-time high and customers being as demanding as ever, finding a balance between IT function and digital transformation are critical to becoming a forward-thinking organization.

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The Health Insurance Portability and Accountability Act (HIPAA) can be a tricky yet necessary protocol to follow. A common misconception of those on the "outside looking in" is that HIPAA only applies to healthcare organizations like hospitals and other specialty clinics.

When looking into who is covered by HIPAA, you may be surprised to learn that several more entities have a responsibility to adhere to HIPAA guidelines as a covered entity. Some of these organizations are not even directly involved with healthcare.

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In the IT sector, internal and external relationships are often governed by legal or quasi-legal documents. In IT and ITSM, the terms "Master Service Agreement" and "Service Level Agreement" are often used interchangeably. 

However, there are differences between the two kinds of agreements that can impact how you want to use them in your organization. While both can be used for similar purposes — such as establishing clear expectations for internal IT service providers or external vendors — what separates them and how they're used are sufficiently different that it's worth taking the time to understand why this is important.

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So, what is the meaning of an SLA, or what does SLA stand for, anyway?

The term Service Level Agreement (SLA) is basically self-defining: two parties (service provider and customer) officially agreeing on the level of service by which they both are willing to abide. However, defining and creating an effective SLA between an ITSM team and the rest of the organization, or between a third-party provider and a business isn't always that easy.

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IT asset life cycle management is a mission-critical function for every business.

Whether those IT assets are cloud based from software vendors, hardware, or on-site systems, the planning, procurement, management, and maintenance of them is crucial to the operational success of an organization.

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