SMQ Flashcards
INC MGMT Car Mechnical Picture being fixed
Can you describe a time when you had to modify or completely overhaul an existing ITSM process? What was the reason and the outcome?
At RT, we had recurring issues in our incident management process, leading to delayed resolutions. I initiated a review and found that the process lacked clear escalation protocols. We overhauled it by defining clear escalation tiers and integrating automated notifications. The outcome was a reduction in incident resolution times and improved team efficiency.
Surfing the wave with Laptop
How do you keep up with the latest trends and best practices in IT Service Management?
Continuous learning is crucial in our field. I attend ITSM webinars, workshops, and have subscription to several journals. I’m also a member of ITSMF, which allows me to network with peers and stay updated on best practices.”
Describe a situation where you had to implement a new tool or technology to improve an ITSM process. How did you manage the change?
In my previous role, we introduced a new out of the box request catalogue in ServiceNow to streamline our request management process. We initiated a phased roll out, starting with elaboration with service owners, followed by a pilot phase and training sessions. A focus on gathering feedback and addressing concerns throughout ensured a relatively smooth transition.
How do you handle resistance or pushback when introducing new ITSM processes or changes?
Resistance is often due to a lack of understanding or fear of change. I address this by ensuring transparent communication about the reasons for the change and its benefits. I also involve key stakeholders early in the decision-making process, ensuring they feel ownership and are more receptive to the changes.
Describe a time when you had to coordinate with multiple teams or departments to achieve a common goal. How did you ensure everyone was aligned and on track?
At RT I led a cross-departmental initiative to set up the process council. This was a weekly meeting that had PRE-reads and was open to owners, leaders and SME’s. These sync-up sessions provided, clear documentation, intention and KPIs and ensured everyone was aligned and on the same page. We also used collaborative tools like Teams to track and post progress and facilitate communication.
How do you manage expectations with operational team managers, especially when transitioning new services?
Open EARLY communication is key. I ensure operational team managers are involved early during the service development phase. This way, they are aware of the upcoming changes, can provide input, and set clear expectations. Regular updates and feedback loops help in managing any potential challenges.
Having reviewed the St John of God Mission and Values Statement, can you provide an example from your past roles where you had to make a decision or take an action that was heavily influenced by similar values?
Absolutely. At my previous company our core values were CARE, CURISOITY and COURAGE. similar to St John of God’s emphasis on compassionate care. I was an advocate for calling out bad behaviours, i was always curious and not afriad to ask which leads into having the courage to do so.
Can you describe a particularly challenging situation related to ITSM or service transition that you’ve faced? How did you handle it?
During a major service transition at [previous company], we encountered unexpected compatibility issues. I immediately convened a task force, engaged with the vendor, and initiated a contingency plan. Through collaborative problem-solving and leveraging our team’s expertise, we resolved the issue with minimal service disruption.
In the context of reporting compliance, how do you handle scenarios where certain teams or departments consistently show non-compliance?
In such scenarios, I believe in understanding the root cause. It could be a lack of training, unclear processes, or tool inefficiencies. Based on the cause, I’d initiate targeted interventions, be it training sessions, process overhauls, or tool upgrades, and continuously monitor for improvements.
Where do you see the future of IT Service Management heading, especially in healthcare settings like St John of God?
The future of ITSM is shaped around high velocity ITSM. This is basically AGILE IT Service Management for RAPID CHANGE in a world of DEVOPS, LEAN IT, and CLOUD COMPUTING. This in my view, is deeply intertwined with digital transformations.
