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Matthew Hooper
Works at Integrated Solutions Management
Attended Minuteman
Lives in MA, USA
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Matthew Hooper

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CIO's are soon going to here about DevOps and be faced with the question, is this the right thing for me?  My thoughts...
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Excellent conversation about Innovation Culture and how corporations are taking the wrong approach by +Matt Beran & +Mark Kawasaki 

Awesome podcast guys... wish I was on this one.
Leave a Reply Cancel reply. You must be logged in to post a comment. Search. Recent Posts. EP34 Do you hear what I hear · EP29 Default · EP32 Shadow IT Rehab · EP31 Start hitting your contextually aware objectives · EP30 All Your Base. Recent Comments. Archives. February 2015 · January 2015 ...
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Also a reminder to get episodes 35 and 36 posted on our site (they are youtube already though)
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Matthew Hooper

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My feedback as an exhibitor for Fusion14 - Exhibitors, what say you?

Food and drivers for attendees was significantly under whelming if not insulting to the attendees and exhibitors.  Gourmet breakfasts were served in hallways, while exhibitor bait was a box lunch.   Why is breakfast not served in the exhibit hall?  Why is Tuesday afternoon not a exhibiting opportunity? Why are banners for sponsors not lining the walls of the party? Why are sponsor logo's not lining the header of the registration desk? How much did HDI pay for sponsorship at the ITSMF event?  They were significantly more branded and advertised then any other sponsor.  While we appreciate the partnership between these organizations, they are  2 separate and distinct organizations.  ITSMF is supposed to offer service management professionals, not support professionals.  We had very few scanned Directors or above.  If ITSMF national conference is going to become the bi-annual HDI event, we are not sure we see the value of sponsorship.
Matthew Hooper's profile photoRyan Ogilvie's profile photoAndy Atencio's profile photoRob England's profile photo
Puzzled. Many of the conferences I go to are not for profit 
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Matthew Hooper

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Why deploying 1 process at a time is a total fail in ITSM!
My first blog on
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I'm filing this away for a definite read. Personally, I hate the term "deploy" as it gives the impression an organization isn't doing anything until a process is "deployed." In reality, every company is already doing some form of every process, even if they're doing it in a very, very immature/ad-hoc state.
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Matthew Hooper

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+Stephen Mann  threw out a question on the value of Problem Management on +ServiceNow  community.  Here was my response - re-posted in public.  Any debaters?

Tips for Problem Management Success
My suggestions here are focused on the typical scenario.  Reactive Problem Management stemming from Incidents.
1) Set expectation with management that proper Problem Management is expensive.  Every time a Problem is declared, a cash register bell should go off in the acting Problem Manager's head:  "Cha-Ching".
2) There is no 1 Problem Manager.  There can be 1 Problem Management Process Owner, who oversees the global process and qualifications for declaration of a problem.  However, Problem Managers must be a role Functional Managers play in dictating that a systemic Problem warrants the expense of investigation or additional tools & outside resources to find, test, validate and remedy.
3) If you don't have Services models in your CMDB and relating releases & incidents to system CI's then just STOP.   You are failing to operate any reasonable Problem Management process.  Focus on your Incident Process.  Add more Knowledge to your Incident, and start mapping major Incidents to your CI's off-line.  This will build a foundation of system relationships for you to effectively evaluate root cause analysis, determine points of failure and truly remedy systemic failure points.   Otherwise you are just going to be managing a queue of easy to fix issues and call it Incident and a queue of tougher to fix issues and cal it Problem.  That is NOT Problem Management.  That's just poor Incident and a failure to incorporate major & high impact incidents into your process.
4) Remember the goal:  The goal is not to get issues into the Problem Management queue, it's to efficiently and definitively get them out.  Resolving systemic business impacting issues that can not wait for a new architecture or technology refresh is your goal with Problem Management.  Problem's usually take rebuilding test code, a lab, consultants or diagnostic tools.  Which brings me to my last point.
5) Throw out ITIL's definition of a problem.  A series of Incidents where the Root cause is unknown doesn't matter.   If you are using laptops & operating systems in your environment (pick your poising apple or MS) guess what?  You are going to have a lot of repeat incidents where the root cause is unknown.  As the @theitskeptic would say "Who gives a flying fox".  Problem Management has one definition and mission:  Find and Prevent systemic system failures that constitute major business impacts.
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Mostly agree, except for for the first statement; more expensive (business cost) not to do it. It will take resources to do well (obtain value).
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Matthew Hooper

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A perspective every CIO should read
Here's my Big Idea post for 2015: "Multi-Speed IT".
This is my contribution to the development of this area:
Different teams will have different needs, different system structures, different culture especially acceptance of DevOps, different customers with different risk appetites. Any attempt to impose an A-or-B choice of lifecycle methodology on them is not much more helpful than trying to shoe-horn them all into one approach.

It is time we accepted flexibility in lifecycle design for IT changes. Instead of dictating how changes and releases must happen, we should set policy for the bounds in which they happen and the business rules that must be obeyed, and leave them to it.

#IT   #CIO   #devops   #agile  
Enterprises are wrestling with the conflicting needs to chase competitiveness in a world of endlessly changing technology, whilst still remaining mindful and careful. In IT we are caught in the same bind. I have written about this squeeze before in "To Protect and Serve".
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Matthew Hooper

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Feedback from Fusion14 Presentation - wish they would chart me against the whole of speakers.  Don't know if this is good or bad.

Session Statistics: Please note that the session data below does not include pre-conference, keynote or breakfast briefing data. Core sessions needed at least ten evaluations to be considered for analysis.            
·        High session score: 4.91
·        Median session score: 4.22
·        Mean session score: 4.20
·        Low session score: 2.92
Title: Session 601: ITSM Next, Matthew Hooper

Number of Attendees: 76

Number of Evaluations: 11

Average Overall Scores:

·        Overall this session was: 4.73
·        Speaker(s) expertise/knowledge of subject: 4.82
·        Speaker(s) presentation skills: 4.82
·        Value of Q&A segment: 4.09
·        Compliance with non-commercialism policy: 4.50
·        Practicality: 4.36
·        Should this session be repeated next year: 91%
·        Would you recommend this speaker for future events: 100%
·        Was the session content what you thought it would be:  91%
Attendee Comments:
·        dynamic
·        A+
·        Excellent speaker and content.  One if the best sessions
Joel Pomales's profile photoGregory Murphy's profile photoAndy Atencio's profile photo
Sounds like you did really well. Suprised by the low rate of return on the surveys. Seems low compared to what we use to get. 
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Matthew Hooper

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Does priority really = Impact + Urgency.   I don't think so... here's why.

First off, let's talk about regular daily Incidents and not a Major Incident or system wide outage.

How Urgency is (or should be) determined from 1st tier support agent:
"Will you have to escalate to your manager in an hour, by the end of the day, end of the week, or never?"

How Impact can be determined:
"Is this affecting a customer directly, just you, your team, your dept, or the whole business?"

So let's say that it's just impacting a single user (who is not a VIP), and we'll give that an impact level 4.

However, they will escalate to their supervisor within the hour. Which has an urgency level 1.

According to ITIL's guidance we would triangulate on a grid the 1 and 4 to reach a priority level 4
I    1   2   3   4
m  2   3   4   5
p   3   4   5   6
a   4   5   6   7

So based on this strategy ITIL's guidance is to set response times based on Priority.
This incident is currently a P4.  Not likely the organization has set a 1 hour response time for a P4.

We already know however, that in an hour the user is going to escalate.  Now it's affecting the team.  Impact is changing do to IT's lack of response.

To me this does not make sense, nor would I believe any supervisor would want to allow an escalation to happen.
You would respond quickly, but just have Susie the desktop support person swing by.  You are not going to throw a lot of resources at it, but you will respond.

So here is where I'm at.  Why do we create a fictitious calculated Priority.  When in fact we really need the detail behind the two separate aspects.  What is the Impact?  & What is the Urgency?

I say keep them separate.  You are going to respond based on Urgency, you know you are.  So do that.

How you respond is then determined by impact.   The greater the impact, the higher caliber resource or more management you throw at it.

That's why I don't think calculating these into a matrix and then reverse engineering the response times to some broad based SLA makes any sense and don't advocate it.
Matthew Hooper's profile photoDena Wieder-Freiden's profile photoBill Banks (Fritz)'s profile photoRob England's profile photo
I absolutely agree that incident management is - at best - a necessary evil. Tell the customer that you're planning to fix twice as many incidents next month and see if it makes them happy.
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Matthew Hooper

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How have you sold your enterprise on the value of Problem Management?
We recently ran a problem management webinar (the on demand link will be added when available) and we had a number of questions related to the value, that's business value, of problem management. So for those of you that have mastered getting, and continuing to get, the requited investment in ...
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Executive leader - helping business achieve greater agility & success
leadership, marketing, branding, technology, ITSM, ITIL, sales process, marketing process, IT process
  • Integrated Solutions Management
    President - Commercial Services, 2014 - present
    Leading the enterprise business organization of ISM, my team helps companies achieve excellence through integrated communication and processes. Utilizing FRITz(R) the Framework for IT Success, we create agility & efficiency for technology dependent enterprises.
  • SMAK
    CEO / Co-founder, 2011 - 2012
  • Inforonics
    CMO / CIO, 2009 - 2011
  • Vigilant
    CEO / CTO Co-Founder, 2004 - 2009
  • Sofsense
    CTO, 2000 - 2004
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    Everything IT, 1994 - 2000
  • Acorio
    VP of Strategy, 2013 - 2014
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MA, USA - Utah
CEO Co-Founder of SMAK. I have a professional bio here:

This one is for my personal side of life.  Not that I have much of one, but the one I have I love.

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started businesses, raised teenagers, deployed BMCFootprints (which made the other 2 look like a walk in the partk)
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  • Newbury College
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Matt Hooper
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