IT service management Archive | OTRS

Assessment: How mature is your ITSM?

Tobias Kortas — Tue, 23 Sep 2025 06:00:00 +0000

Assessment: How mature is your ITSM?

2025-09-23
Tobias Kortas

ITSM

Every serious improvement starts with a reality check. To get closer to their goals step by step, companies must reliably identify where they stand and where they want to go.

In fact, many companies overestimate their ITSM maturity level. Most are still in a relatively early stage. In other words, there’s still huge potential for growth. Big leaps can be made with just a few activities.

So where do you really stand with ITSM (or ESM; Enterprise Service Management)? By using the following ITSM assessment, you will quickly and easily find out.

Background

Determining ITSM maturity may sound technical, but in practice it’s quite simple. Maturity essentially reflects the extent to which organizations have developed their ITSM. It shows how effective and goal-oriented their service management capabilities are. It also indicates areas for improvement.

What does ITSM maturity mean?

ITSM maturity describes an organization’s ability to use ITSM in line with industry standards. It helps identify areas on which to focus in order to provide a better customer experience.
A maturity matrix (as shown below) provides valuable guidance. Using a scale, organizations can evaluate and compare their ITSM maturity.

The five key maturity levels are:

Level #1: Ad hoc
Level #2: Repeatable
Level #3: Defined
Level #4: Managed
Level #5: Optimized

Why is ITSM maturity important?

It is essential to know your level of ITSM maturity. This is an essential prerequisite for continuous process improvement, achieving business objectives, and leveraging IT as a strategic resource.

In short: those who know their level of ITSM maturity have a solid foundation to optimize practices, achieve success, and turn ITSM into measurable results.

Study: The State of SMB IT for 2026

Our study is called The State of SMB IT for 2026. It provides exclusive data on the ITSM maturity of small and medium-sized businesses (SMBs). It is based on an online survey conducted between March 14 and April 4, 2025, commissioned by EasyVista and OTRS AG.

A total of 1,051 executives and IT professionals were surveyed. They work in companies ranging from 51 to 1,000 employees. The companies are located in Brazil, Germany, France, the UK, Italy, Spain, Hungary, Portugal, Malaysia, Mexico, and the US.

ITSM maturity: The status quo

Most SMBs are still in relatively early ITSM maturity stages, relying on fragmented tools and reactive approaches. Only 12% describe their ITSM approach as fully mature and proactive.

Forty-nine percent report well-structured processes. Twenty-six percent have partially structured processes, and 12% still operate with ad hoc, reactive procedures. In contrast, 56% view ITSM as a strategic driver of business success.

This highlights a significant gap between reality (early development stages) and ambition (using ITSM for strategic goals and efficiency). Many SMBs find themselves at a dead end. They are aware of the need for modernization but are hindered by low investment and legacy technologies.

Outlook

ITSM is increasingly becoming a strategic driver for business success. This makes achieving a higher maturity level a necessity.

The outlook for SMBs is mixed. New opportunities, such as AI integrations and automation, could help them achieve more efficient service delivery. On the other hand, challenges like fragmented tools, limited budgets, and lack of staff continue to hold them back.

The path forward does not necessarily depend on high IT budgets. Rather, it’s about taking targeted action: improving workflows, equipping teams with the right tools, and enhancing security.

In other words: achieving the highest possible level of ITSM maturity is crucial. It can unlock success without massive investment.

The formula for success: Improve existing processes purposefully instead of starting over repeatedly.

The 5 Dimensions of Service Management ITSM Maturity

ITSM maturity is multi-layered though not overly complex. It is derived from the ITIL maturity model. It is a multidimensional model that covers the following:

Process maturity: Are there clearly defined, consistent processes? Is automation in place? Are KPIs being measured? Are processes reviewed and optimized regularly?
Governance & strategy: Does ITSM measurably support business goals? Is there a service catalog and SLAs? Are responsibilities clearly defined (e.g., service owners, process owners)? Are compliance and risk management integrated?
Organization & culture: Do employees have the necessary ITIL, automation, and security skills? Does IT work in silos or cross-functionally with other departments? Are employees included in change management? Are self-service portals being used?
Technology & tools: Are advanced features such as a CMDB, automation, and AI capabilities in use? Are portals user- and mobile-friendly? Are simple requests already automated?
Measurement & outcomes: Are metrics in use, such as First Contact Resolution, MTTR, SLA compliance, or change success rate? Does IT deliver concrete business value? How is customer satisfaction measured (feedback, NPS, CSAT)? How proactive is IT (e.g., preventive root cause analysis)?

Examples of ITSM maturity in practice

#1: Extreme example of low maturity

With very low ITSM maturity, processes are ad hoc, chaotic, reactive, undocumented, and highly person-dependent. There’s no clear strategy or accountability, silos dominate, and collaboration is limited. Tools are used in isolation, and issues are only addressed reactively.

The first step here would be to document and standardize processes.

#2: Positive example of very high maturity

Here, processes are optimized and highly automated. Processes are innovative and value-driven.

Additionally, ITSM is closely aligned with business goals and measurable results, with excellent service as the guiding principle. AI-powered methods and advanced integrations are in use. Business value is delivered reliably and cost-effectively.

ITSM maturity matrix

Evaluating your own ITSM maturity may seem quite complex. It can be done relatively easily by using a schematic approach.

To do this, assign the following five dimensions to each of the five maturity levels (stages) – ad hoc, repeatable, defined, managed, and optimized.

A maturity model can be used in practice by rating each dimension—processes, governance, organization, technology, results—on a scale of 1 to 5. This clearly shows where the respective strengths and weaknesses lie.

Calculation examples

On this basis, ITSM maturity can be quantified and compared with concrete numbers. Scores range from 5 to 25. If each dimension scores 1 (5 * 1), the lowest maturity level of 5 is reached. With all top scores of 5, the ideal maturity of 25 is achieved.

However, scores are not necessarily consistent across dimensions. For example:

4 + 2 + 3 + 5 + 2 = 16 (medium maturity)

This example is realistic but not a benchmark. Maturity is highly individual and should mainly help define the next logical ITSM steps.

It is not unusual to see mature processes paired with a weak ITSM strategy. Another example is advanced technology combined with an underdeveloped organization.

Tip: If certain areas matter more than others, you can apply weighting to dimensions. For example, processes often carry greater importance, which can be reflected by a higher weighting factor.

Perspective

It’s best not to treat ITSM maturity too concretely. Instead, the matrix should serve as a practical tool for several key purposes:

Gain a valid, quantified evaluation of ITSM’s status quo.
Have sufficient data to enable comparisons with peers and competitors.
Most importantly: identify the next logical steps and align them with business goals.
Refer to the matrix for continuous improvement efforts.

Conclusion: ITSM maturity reveals opportunities

In a perfect world, no one would need an ITSM maturity model. Everything would already be optimized and automated. But perfection only exists in theory. In reality, most organizations are still in early development stages.

The goal of maturity assessment is clear: to provide insights into the meaningful next steps and goals. Unlike a simple benchmarking tool, it’s a powerful instrument for driving continuous improvement. Conversely, it can also show where no optimization is needed.

Often, however, there’s significant room for improvement. A lower maturity level should be seen as an opportunity. It offers evidence of untapped potential to make ITSM processes more efficient and more valuable to the business.

Learn how OTRS can help you optimize your ITSM.

Tobias Kortas

ITSM

Device Management Software and Its Connection to Service Management

Tobias Kortas — Tue, 26 Aug 2025 06:46:50 +0000

Device Management Software and Its Connection to Service Management

2025-08-26
Tobias Kortas

ITAM, ITSM

Modern IT landscapes are complex—and growing even more so. Countless assets and a wide variety of devices are managed by IT teams. At the same time, the business expects IT to deliver strong services.

A dedicated Mobile Device Management (MDM) solution is not only a key component for handling these challenges effectively. It also enables outstanding monitoring, significant time savings, and a high Return on Investment (ROI).

This article outlines how device management software creates real added value. It considers the benefits of pairing MDM solutions with a ticketing system. The article examines its role in IT Service Management (ITSM) or Enterprise Service Management (ESM). Finally, it gives an overview of various budget considerations.

What Is Device Management Software Today?

Mobile Device Management refers to software solutions and related strategies that efficiently manage, monitor, and secure endpoints regardless of location or operating system. Endpoints are devices such as laptops, tablets, or smartphones. Intelligent device management means that devices running in the environment are remotely identified, monitored and maintained.

Integrations with other tools are essential to gain a holistic view of IT environments. In addition, automation provides smart ways to save valuable resources.

Connections and Overlaps

Mobile Device Management is part of IT Asset Management (ITAM). Today, MDM is evolving into intelligent endpoint management. This combines MDM with customer management—leveraging AI-driven analytics and increasingly relying on automation.

In modern IT operations, it makes sense to connect device management with IT Service Management (ITSM). Device management helps support hardware. ITSM supports service processes. Request management, problem management, incident management, or change management are examples of service processes.

On this basis, IT environments can be managed holistically with ease.

ITSM becomes Enterprise Service Management (ESM) when its principles are extended to other areas of the business.. Device management also complements ESM. It helps teams manage both services and technology through a central platform, structured processes, and clear responsibilities. While ESM orchestrates services, MDM becomes a crucial service component (more on this later).

Key Functions—and Their Role in Providing Services

When combined with service management, Mobile Device Management brings several significant practical advantages. Even small teams can gain a surprisingly good overview of large diversified IT environments.

After device enrollment, MDM functions and service management work together to offer a number of benefits.

Device history and inventory data: Tckets can be auto-populated with prior device information. This could include device properties or earlier service cases. This saves time, provides clarity, and marks the first step toward adequately resolving a support request. It also helps technicians understand if someone is using a personal device.
Software and patch management: Installations, updates, and patches can be managed across many devices through MDM software. This helps proactively avoid disruptions which aligns perfectly with proactive problem management. Teams can eliminate root causes before they lead to problems and incidents.
Remote maintenance: Being able to easily maintain devices remotely is essential in MDM. For instance, if a device is lost or stolen, teams can make sure work data is not compromised by remotely wiping the device. When done reliably, first-level support experiences huge relief, as users contact support far less often with maintenance issues.
Automatic escalations: Device security is easier to manage. For instance, if devices violate security or compliance policies, automatic escalations can be triggered. This resolves issues as quickly as possible.
Policy management: Policies can be directly integrated into change management processes. This includes information on how devices, apps, and data should be used.

Integration with a Ticketing System

It’s already clear that Mobile Device Management has strong relevance for service management. To make work easier, the mobile device management solution should be integrated with a ticketing system.

Here’s how integration with a ticketing system makes sense:

Relevant device information is automatically available in tickets through a shared data foundation.
Events within MDM tools automatically trigger ticket creation.
Response times and SLA (Service Level Agreement) compliance improve.
Self-service portals can integrate device-related content (e.g., tailored suggestions for a “slow device”).

The combined power of device management and a ticketing system propels IT teams forward.

The key lies in having all device data and service processes in view. In this way, teams can act efficiently and logically.

Device Management in the Context of Enterprise Service Management (ESM)

Device management software plays an increasingly strategic role in Enterprise Service Management (ESM). It benefits the IT department but all other areas of the business.

A typical example is employee onboarding. HR initiates a service request. By using device management, IT can automatically provide, configure, and deliver the appropriate device. At the same time, these steps can be documented, managed, and tracked through the central ticketing system.

This is an excellent example of ESM in action.

In short: When device management is systematically integrated into the ESM platform, seamless, end-to-end processes emerge that increase efficiency and transparency across the enterprise.

IT saves time and is positioned as a driver of strategic services. IT becomes the heart of the digital organization.

AI in Device and Service Management

Artificial Intelligence (AI) holds a prominent place in service management. But it also optimizes and accelerates processes in device management.

Several use cases for AI come into play. For instance, device and ticket data can be used to generate predictions that support maintenance processes. AI also enables intelligent routing decisions in device management, such as when certain device types are frequently affected.

In service management, AI applications help in many ways. They can:

classify tickets,
generate responses,
provide real-time translations, or
perform sentiment analysis. Sentiment analysis gauges the emotional tone of inquiries.

AI creates numerous opportunities. It accelerates processes. It helps teams handle higher volumes, achieve better results, and generate forward-looking insights. The potential in this area is far from fully realized.

How Integrated Device Management Software Helps Save Budget

Using resources intelligently, acting efficiently, achieving Return on Investment (ROI): these have always been important in business. Today, they are even more critical due to increasing market pressure.

When organizations ask whether to implement an MDM solution, budget is taken into account in two ways:

The solution must be worth its price. The price includes the acquisition cost. It also includes factors that go into Total Cost of Ownership, such as training or maintainance.
The software should pay off and generate more financial value than it costs. Ideally, benefits such as productivity gains, automation, or error reduction should outweigh the expenses.

This is precisely what integrated device and service management achieves:

By reducing manual effort (e.g., in incidents and problems), support costs decrease.
Proactive monitoring extends device lifespans, reducing the need for costly replacements.
By providing key context information, device management enables faster and more comprehensive problem resolution.
License and asset management are optimized, ensuring licenses and devices are used more efficiently and in a coordinated manner.
Transparency on device status and usage enables well-founded, targeted investment decisions.
Remote device management makes it easier to enforce security, thus protecting the business from potential fines.

Conclusion

Device management plays a crucial role in IT operations and strongly overlaps with ITSM and ESM. It can also be described as the data-driven backbone of AI-powered automation.

Efficiency, security, and cost control are pressing topics—heavily supported by intelligent, integrated device management. That’s why it makes sense to integrate device management with a ticketing system or an ESM platform. It saves costs long-term, unifies processes, and maintains a holistic overview of IT-related workflows.

At the same time, device management remains a vital subcategory of IT Asset Management. It enables comprehensive device administration and application management regardless of location and operating system. This creates the foundation for fast remote support, delivers valuable automation, and ultimately saves considerable time and money.

Organizations that successfully leverage MDM software solutions to manage devices lay the foundation for intelligent data use and integration with ITSM and ESM processes. This includes automation and AI benefits.

Tobias Kortas

ITAM, ITSM

ESM vs. ITSM: Differences and Similarities

Tobias Kortas — Tue, 05 Aug 2025 08:32:49 +0000

ESM vs. ITSM: Differences and Similarities

2025-08-05
Tobias Kortas

ESM, ITSM

Enterprise Service Management (ESM) extends the principles of IT Service Management (ITSM) to the entire organization. The value of service management increases when companies are able to apply it effectively across different departments. In addition to technical aspects, business and strategic orientations become more prominent.

However, ESM isn’t always the right choice. Whether a company should focus on ITSM or ESM depends on various individual factors.

This article clarifies the differences and similarities between the two. It also explains under which conditions ESM makes the most sense.

What is IT Service Management (ITSM)?

IT Service Management (ITSM) is a strategic approach to delivering IT as a service. Using workflows and tools, IT services are created, implemented, delivered, and managed with a focus on customer needs.

The goal of ITSM software is to help IT teams manage services better. It provides the tools and processes they need. This can improve business performance, boost productivity, and increase customer satisfaction.

ITSM helps core IT functions. It supports organizations in reaching their business goals. It also keeps costs low by using budgets wisely.

ITIL® is the de facto framework for ITSM, featuring 34 practices. Key ITIL processes include:

Benefits of ITSM

Companies can benefit greatly from ITSM when the IT department plays a central role.

Key advantages include:

Effective and secure management of the IT environment
Rapid resolution of incidents and problems
Transparent and traceable implementation of changes
Fast and efficient deployment of innovations like new applications
Clear visibility into IT assets and their interdependencies

ITSM Software

Organizations use dedicated software solutions for ITSM that support services through features like incident and change management. Key aspects include simple setup, high usability, and maximum flexibility.

A Practical Example

The Saxony State Office for Schools and Education (LaSuB) had problems with its IT support system. The request management system was complex, unclear, and inefficient.

With OTRS, request management is now centralized and clearly structured, enabling better service. Requests and related notes can be quickly and easily forwarded to the appropriate colleagues. This allows even small teams to operate efficiently.

What is Enterprise Service Management (ESM)?

Enterprise Service Management (ESM) aims to enable efficient, transparent, and highly collaborative service management across all departments. It adopts ITSM principles and technologies. Teams apply these concepts to areas such as HR, Legal, Facility Management, Finance, or Marketing. This creates a consistent service approach that improves quality and reduces workload.

In short: As a cross-departmental or cross-industry concept, ESM uses ITSM practices as a model to achieve better organization, visibility, transparency, communication, and efficiency.

Benefits of Enterprise Service Management

When used correctly, ESM offers the major benefit of improving organization-wide processes. It is also strategically beneficial with respect to achieving company goals.

Key advantages include:

Better service experience for customers and employees—without long wait times, miscommunications, or data loss
Reduced stress and increased satisfaction among support agents due to better structure and transparency
Cost savings through efficient processes and workflows—both direct and opportunity costs
Continuous improvement and long-term success through active management of the service portfolio
Consistency, fewer errors, and more time for complex, value-added work thanks to process automation

ESM Software

Companies also use dedicated software for ESM to improve efficiency, increase security, and enhance customer satisfaction. Important features include process orientation, integrations and automation, self-service, scalability, as well as reporting and analytics.

ESM Examples: Onboarding and More

Onboarding is an important process. New employees feel it strongly, and a bad experience can cause early resignations.

A functional ESM system simplifies the process with automated workflows and clear communication. Everyone knows what to do. All the needed resources are ready from day one. This includes a detailed plan, hardware, account info, learning materials, and training registration.

Other examples include:

Internal self-service: Employees can find helpful answers on a portal. It has FAQs, guides, and solutions. No long email threads are needed.
Approval processes: Without ESM, requests may get lost or delayed. With structured approvals, status tracking, escalation handling, and defined timelines, processes become smooth and transparent
Integrations: Connecting tools and systems automates data flows and enables information sharing across platforms

Similarities and Differences Between ESM and ITSM

ESM is an extension of ITSM, so the concepts are closely related. Their common core is “SM” (Service Management). The difference is in the focus: “E” stands for Enterprise, while “IT” stands for Information Technology. ESM covers the entire organization, while ITSM focuses on the IT department.

Shared Features

Both ESM and ITSM enable efficient and goal-oriented service management through:

Efficient workflows that improve collaboration and save time and money
Automation for consistency, fewer errors, and time savings
Knowledge bases with FAQs, guides, and learnings for fast support
Self-service portals for customers or employees, improving accessibility and handling simple requests 24/7
Use of frameworks like ITIL® to standardize and optimize processes
Strong focus on customer and service orientation
Similar software tools to manage tickets, workflows, and services

In essence, both are built on the same foundation and pursue similar goals.

Key Differences

ITSM is concerned with IT services such as system upgrades, access control, and application delivery. ESM, in contrast, also covers non-technical areas such as HR onboarding or customer service. It also includes business-focused processes in finance, legal, and marketing.

Here are the main differences:

ITSM focuses on IT-related services
ESM addresses non-technical and business-oriented services across departments
ESM is more strategically aligned with goals like cost savings, high service quality, and customer satisfaction
ITSM is well-established with standardized processes, often using ITIL®
ESM often requires pre- work since not all departments are used to process-based work

Conclusion: ITSM delivers IT services, while ESM expands service delivery across the organization.

The key takeaway: ESM holds tremendous potential. It’s less widely adopted than ITSM but offers broad use cases. Companies that enable process-based work across departments can significantly optimize their internal workflows and gain a competitive edge.

ITSM or ESM: What Should Companies Choose?

ITSM and ESM are not mutually exclusive—they blend together. IT departments with extensive ITSM experience can act as enablers, helping apply these practices elsewhere in the company.

Where process orientation exists, an iterative implementation of ESM is highly recommended. Automation, standardized workflows, and access to knowledge bases streamline operations, save time, and improve outcomes.

The best approach is to build on the overlap of ITSM and ESM—essentially evolving ITSM step-by-step into a comprehensive ESM strategy.

What works well in IT may also benefit the entire organization. For example, HR departments, which handle many complex processes and inquiries, can benefit significantly from structured service management.

When to Stick with ITSM

IT departments deal with incidents, root causes, change management processes, and asset tracking. In such a complex, interdependent environment, structured and transparent service management is essential.

If other departments are not prepared for process-oriented work, they might only need basic service management. In that case, ITSM could be sufficient.

When to Use ESM

Enterprise Service Management is always a good choice when various departments handle broader service needs. For example, the Facility Management team might trigger workflows when new workstations are needed.

Since many service processes involve multiple departments, ESM is particularly valuable. A prime example is onboarding a new employee. Onboarding typically involves IT, HR, Facility Management, Legal, and the employee’s future department.

If organizations are ready to streamline processes and implement automation where appropriate, they should take that step.

Final Thoughts: Expand What Works

ITSM and ESM aren’t alternatives—they’re different expressions of the same principle. If ITSM is already working well in your organization, consider extending it to ESM.

Since ESM is still relatively underused, early adopters can gain a significant advantage. It also offers strategic value, helping achieve important business goals like high customer retention (CRR).

ESM isn’t automatic—it requires a foundation of process-oriented work. But when that’s in place, ESM offers enormous potential for highly structured, results-driven service management.

Contact us to learn how we can support your ITSM and ESM journey.

Get first-hand insights into how OTRS can support you.

Tobias Kortas

ESM, ITSM

The Best Knowledge Management Software: Best Practices, Criteria, Comparison

Author OTRS — Tue, 08 Jul 2025 06:00:03 +0000

The Best Knowledge Management Software: Best Practices, Criteria, Comparison

2025-07-08
Author OTRS

ITSM

The way an organization manages its knowledge base can significantly impact productivity, innovation, and customer satisfaction. With the increasing complexity of the digital work environment, companies must rely on leading knowledge management solutions.

The goal is to ensure that their teams operate efficiently, make informed decisions, and provide exceptional service.

This article highlights the importance of Knowledge Management (KM) systems. It also lists best practices and key criteria for evaluating available software. We will compare the main KM platforms. This will help us understand why more companies are choosing OTRS.

The Importance of Knowledge Management

Knowledge is a fundamental resource for any organization. However, information silos and diversified teams make acquiring and distributing complete, correct, and timely information increasingly difficult. This is where knowledge management (KM) becomes fundamental.

Effective KM enables organizations to collect, store, share, and use knowledge to improve operational performance. It helps employees quickly find important information. It cuts down on repeated work and encourages ongoing learning and teamwork.

Good knowledge management (KM) practices help businesses in many ways. They allow faster responses to customer requests. They also make it easier to onboard new employees.

The main advantages of knowledge management include:

• Greater efficiency: time spent searching for information is reduced.
• Better decision-making process: it’s simpler and more immediate to make data-based decisions.
• Better customer experience: quick and consistent responses increase the user experience quality.
• Risk management: when employees leave the company, disruptive information losses don’t occur.
• Innovation support: a knowledge management system encourages the sharing and development of ideas.

KM success doesn’t just happen because a company has the right tools. It requires a consistent strategy and practices.

Useful Practices for Knowledge Management

Implementing effective knowledge management doesn’t just mean choosing software. It requires a combination of corporate culture, processes, and technology. It’s important to:

1. Create a Knowledge Sharing Culture

Encourage employees to share what they know. Reward contributions made to the knowledge base and facilitate the documentation and retrieval of information.

2. Identify and Prioritize Knowledge Resources

It’s important to first gain valuable knowledge. This includes customer service procedures for solving problems, process documentation, company information, decision trees, and lessons from successful projects.

3. Standardize Documentation

Use clear templates and guidelines to ensure that all knowledge base articles are consistent, easy to read, and actionable.

4. Use Tags and Categories

Structure content logically with tags, categories, and metadata to make retrieval fast and intuitive.

5. Maintain and Review Content

Keep knowledge bases updated. Make organizing and sharing information a dedicated aspect of someone’s role. Assign content review tasks based on workloads and responsibility levels to ensure frequent reviews. Archive or remove any outdated information.

6. Measure Usage and Impact

Management should monitor how users use content, what they search for, and what they can’t find in order to refine KM activities.

These practices constitute the foundations on which to build a solid knowledge management system. The next step is finding the top knowledge management tool to support them.

Essential Software Features and Evaluation Criteria

Choosing the best knowledge management software means looking at how well the tools support KM best practices. It should also fit the needs of the business. Here are the key characteristics and criteria to consider:

1. Search Functionality

Users must be able to quickly find relevant information. Advanced search features such as full-text search, filters, and AI-powered search suggestions are essential.

2. Content Management

KM tools make content creation and management simple and consistent. They should offer WYSIWYG editors, templates, version control, and publishing workflows.

3. Categories and Tags

The ability to organize content using tags, folders, or taxonomies helps users navigate easily within large volumes of information.

4. Collaboration Tools

Collaboration features such as comments, co-editing, and feedback mechanisms allow teams to continuously improve informational resources.

5. User Access Control

Granular permissions ensure that the right people can view, edit, or publish content while protecting sensitive information.

6. Analytics and Reporting

Drawing insights from usage patterns helps us find popular articles and identify content gaps. This improves the knowledge base over time.

7. Integration Capabilities

The knowledge management system should work with your CRM, help desk, project management, and other business tools. This approach ensures people can access knowledge when and where they need it.

8. AI and Automation

Modern KM tools use generative AI to suggest content, assign tags automatically, and create drafts. This speeds up content development and customization. AI powered knowledge management continues to develop and will boost productivity even further in years to come.

9. Scalability and Customization

As an organization grows, the KM system must grow too. To promote sustainable development, tools must be scalable, customizable, and free from the need to write complex code.

10. Mobile and Multi-channel Access

Organizations should give access to knowledge in many ways. This includes mobile devices, chatbots, portals, and support tickets. It should be available wherever your users are.
Now, with these criteria in mind, let’s look at some of the best knowledge management solutions available today.

Comparison of Leading Solutions

As you begin to explore solutions, it’s important to understand what knowledge management is. It is the management of organizational information.

It differs from other similar options. Other types of knowledge management include:

Educational content is managed in learning management system (LMS)
Documents is stored in document management system
Website content is handled by a content management system

The focus in this article is on solutions that specifically secure organizational information.

Here’s a comparison of some of the most common knowledge management tools based on the criteria described above.

1. Confluence

Confluence by Atlassian is a popular tool for teamwork. It helps teams gather, organize, and manage information easily. It lets users create organized pages, edit content in real-time, and keep a version history for project alignment.

It integrates well with Jira, the agile tool for planning, monitoring, releasing, and supporting high-quality software. Confluence is mainly used by development teams that need to coordinate software documentation and workflows.

Key Features:

Predefined page templates
Simultaneous editing
User permissions and notifications
Hierarchical page structure
Tight integration with Jira

Main Advantage: allows teams to centralize documentation, outline project roadmaps, and monitor progress collaboratively.

Ideal for: software development and product teams that already work in the Atlassian ecosystem.

2. Zendesk Guide

Zendesk Guide provides self-service and knowledge base functionality. It allows customer support teams to publish useful articles, provide automatic content suggestions, and monitor knowledge base performance. Leveraging artificial intelligence and machine learning, it simplifies ticket deflection and improves customer experience.

Key Features:

Customizable help center layouts
AI-based content suggestions
Multi-language support
Tools for monitoring article relevance and quality
Integrated feedback and reporting functions

Advantages: allows users to find answers on their own, helping to reduce support volume and improve service efficiency.

Ideal for: customer support teams that already use Zendesk for ticket management, live chat, or help desk functions.

3. Guru

Guru is simple and easy to use. Guru offers browser extensions and Slack integration to provide knowledge during workflows.

Its artificial intelligence can answer direct questions. It uses a large and growing knowledge base. You can get real answers with cited sources.

Key Features:

Intuitive interface and browser-based access
Real-time synchronization and verification reminders
Integration with Slack and Teams

Main Advantage: intuitive interface to use for storing and retrieving knowledge.

Ideal for: real-time knowledge sharing within sales and support teams.

Why OTRS Stands Out from Other Knowledge Management Software

The best knowledge management software depends on your goals, size, and current technology. OTRS is notable for its complete features at every level.

OTRS combines robust knowledge management with specific features for services, ticketing, automation, and security.

It’s ideal for companies that want a single platform. It supports both internal and external knowledge bases. It has a flexible design and works well with ITIL practices. It’s also particularly suitable for IT departments, customer support teams, and regulated sectors.

For organizations that need a powerful, customizable, and scalable solution that covers all essential KM elements, OTRS offers comprehensive functionality for most needs.

Investing in the right knowledge management software is not just about storing information. It is about giving your employees the knowledge they need to work more productively and efficiently.

Author OTRS

ITSM

Helpdesk Ticketing Systems: Criteria, Use Cases, Benefits, and Tips

Tobias Kortas — Fri, 20 Jun 2025 06:00:26 +0000

Helpdesk Ticketing Systems: Criteria, Use Cases, Benefits, and Tips

2025-06-20
Tobias Kortas

Customer Service

Effective customer support and service are crucial for companies and their clients. As a key element of customer service, the helpdesk – closely related to but not to be confused with the proactive nature of a service desk – handles incoming requests.

In addition to the skills of the support staff, software support plays a vital role. With the right tools, issues and requests can be easily recorded, categorized, and routed to the appropriate teams.

This article outlines how businesses can choose the most suitable helpdesk ticket system.

The 6 Most Important Criteria for Helpdesk Ticket Systems

Several criteria are important when it comes to helpdesk ticket systems. Companies should define their own focus areas based on their specific needs and expectations.
Here are the six key factors to consider:

#1: User-Friendliness

Intuitive systems are essential—they should offer a smooth experience for both support teams and customers. The system must simplify and streamline services. Complex handling is a serious drawback. A good helpdesk system should support and integrate multiple channels like email, chat, and phone seamlessly.

#2: Workflows and Automation

Effective helpdesk software includes preconfigured workflows that teams can work with efficiently. It’s also valuable when the system can assign tickets to the right team or individual based on predefined rules. Templates for automatic confirmations, responses, and escalation rules can save significant time.

#3: Scalability and Stability

The software should scale as your organization grows. An increase in tickets, users (agents), and data should not be a problem. Even during peak usage, the system should remain stable and responsive.

#4: Security and Compliance

While operational support is the main focus, security is just as critical. Granular role-based access controls protect sensitive data from misuse. The system must also comply with legal regulations such as data retention requirements and the General Data Protection Regulation (GDPR).

#5: Flexible Licensing Options

Helpdesk software typically comes in two models: cloud-hosted (web-based) and on-premises (locally installed). Each model has its own benefits: cloud solutions are low-maintenance and less error-prone, while on-premises solutions offer full control. Ideally, vendors should offer both, giving customers the freedom to choose.

#6: Integration and Customizability

Often overlooked, but crucial: how well does the system fit into your organization’s existing tech stack? APIs are essential for integrating the helpdesk with tools like CRM systems or knowledge bases.

Other important features include ticket categorization (e.g., via Kanban view), reporting and analytics, self-service portals, and AI capabilities such as automatically generated ticket summaries.

Use Cases for Helpdesk Ticket Systems

Helpdesk systems offer daily benefits in many areas—especially in IT Service Management (ITSM), customer support, HR support, project management, and facility management. In fact, helpdesks can add value across nearly all business functions.

They are especially valuable in customer service environments like contact centers and IT support. When managing high volumes of tickets and conversations, helpdesks bring clarity, transparency, and traceability—especially when requests come from various channels (phone, email, social media, messaging apps).

Why Should Companies Use Helpdesk Software?

Helpdesk software allows businesses to work efficiently, stay organized, and provide better service. Customers receive quicker, higher-quality support, and employees benefit from streamlined workflows. Structuring, organizing, documenting, and optimizing communication saves time and resources and boosts customer satisfaction.

Good reason to use Dedicated Helpdesk Software

Here are the most important reasons to use helpdesk software:

Efficient communication management
Improved cost-efficiency
Centralized handling of requests
Better-informed support teams
SLA tracking and control
Transparent and traceable communication
Easy access to answers via knowledge bases
Simplified cross-team collaboration
Process automation
Scalable and customizable workflows
Role-based access control and security features
Continuous improvement through analytics and feedback

Every company can benefit from helpdesk software in its own way. The importance of each factor will vary depending on specific use cases.

Generally speaking: The larger the support operation and the higher the request volume, the more beneficial a software solution becomes.

Key Factors for Evaluation

To properly assess helpdesk systems, companies need to focus on the right criteria. The basic principle: choose a system that brings the most value to your organization. Ideally, users should benefit from intuitive handling and a system that runs without major disruptions.

Critical evaluation criteria include:

Features and Functions:
- Service portal / interface
- Knowledge management
- Search>
- Dashboard
- User roles and permissions
- Ticket status, assignment, and prioritization
- Automation
- Process management
- Data encryption
- Reporting and tracking
User-friendliness
Customer service
Cost-performance ratio
Referral rate
Hosting model (Managed/Cloud vs. On-Premises)
Go-live time (implementation duration)

No one-size-fits-all solution exists. Companies must compare their requirements with what each system offers.

That said, a sound comparison is possible based on standardized criteria. Recommendations can also serve as a valuable starting point to identify which solutions to evaluate more closely.

The Most Important Benefits of Helpdesk Ticketing Systems

There are strong reasons to use helpdesk software. While specific features may vary between providers, several universal benefits stand out:

#1: Centralization

Helpdesk software brings together processes such as multi-channel communication, knowledge management, asset tracking, documentation, reporting, and analytics in one place. For customer service, this means unifying support channels like email, phone, and chat—enabling seamless transitions between channels.

#2: Better Customer Service

Companies use helpdesks primarily to improve communication with customers. The quality of service has a major impact on how a business is perceived. The right helpdesk solution simplifies processes for everyone involved, resulting in faster and smoother service experiences.

#3: Automation

Automation reduces manual effort and frees up time for more important tasks. Many routine tasks in helpdesk operations incur opportunity costs. AI chat, workflow automation, auto-generated tickets, self-service portals, and knowledge bases speed up processes and boost efficiency.

#4: Contextualization

Context is key—especially in helpdesk communication. A good system connects related information, making conversations and documents easy to track and reference. This ensures that users can fully understand the background of each ticket.

#5: Knowledge Management and Documentation

Access to accurate information is either a major asset or a major headache. Strong knowledge management via a well-structured knowledge base, along with solid documentation, is essential for a successful helpdesk system.

#6: Analytics

Analytics provide valuable insights to help improve service management over time. Agents can track ticket status, identify trends, and understand their performance—enabling targeted optimizations.

Tips for Choosing the Right Helpdesk Solution

Here are some key tips to guide your decision-making process:

#1: Prioritize Individual Needs

Different organizations have different goals, industries, team structures, and use cases. Go beyond general criteria and define what your team needs most. Ask yourself: Which system helps us best achieve our goals?

#2: Focus on the Cost-Value Ratio

More features for less money is a common goal. However, balance is key. A low-cost system isn’t always the best value, and a higher-priced solution may deliver more value. Focus on the benefit first, price second.

Don’t just consider upfront costs. Look at the Total Cost of Ownership (TCO)—a metric that reveals long-term differences between providers.

#3: Usability Is More Than a Buzzword

Many vendors claim their system is user-friendly. But true usability means users can leverage the system’s full potential without obstacles. Powerful features are worthless if no one can use them effectively. Often, it’s the simple tools that bring the biggest wins.

#4: Consider the “Concurrent Agents” Licensing Model

“Concurrent agents” refers to the number of agents logged in at the same time. This model is especially cost-efficient for companies with high agent turnover (e.g., call centers). You pay only for the maximum number of simultaneous users, not the total number of agents.

Example: A call center with 100 agents in 4 shifts only needs 25 concurrent licenses.

#5: Prioritize Practical AI and Automation

AI and automation are only valuable if they’re useful in practice. Don’t implement features just for the hype—make sure they solve real problems and improve outcomes.

#6: Don’t Underestimate Go-Live and Support

A fast, smooth implementation is critical. Often, helpdesk software is acquired to address urgent issues. The faster the “go live,” the sooner teams can benefit. Post-implementation support also plays a vital role in ongoing success.

#7: Don’t Compromise on Security and Compliance

Security threats and data breaches are very real risks. Helpdesk systems must offer robust security features (like encryption) and help users comply with regulations such as GDPR.

Conclusion: Helpdesk Software Offers Versatile Benefits

Helpdesk ticket systems offer value in many ways and across many functions. When aligned with a team’s or organization’s needs, they provide substantial benefits for both staff and customers.

Not all factors will matter equally in every case, but decision-makers should prioritize the most relevant criteria and advantages. Key blind spots—such as implementation time, user-specific usability, and total cost of ownership—deserve special attention.

Tobias Kortas

Customer Service

ITSM vs. ITIL: The differences between the discipline and the framework

Tobias Kortas — Tue, 20 May 2025 07:20:41 +0000

ITSM vs. ITIL: The differences between the discipline and the framework

2025-05-20
Tobias Kortas

ITSM

ITSM stands for IT service management. People often use this and the term Information Technology Infrastructure Library (ITIL) interchangeably. They have many important parallels, but it is still important to differentiate between the two. This article explains how the terms relate to each other – and how they are best used.

What is ITIL?

ITIL®️ is a set of best practices to approach IT service management. The framework provides a series of processes designed to enable effective ITSM.

Key objectives are to successfully manage IT services and improve IT support and service level management. With the help of the framework, companies can better plan and implement their services. This ensures high quality and controls service management costs.

In addition to ITIL, there are other, less popular frameworks. COBIT (Control Objectives for Information and Related Technologies) or CMMI (Capability Maturity Model Integration) also offer guidelines for ITSM.

(Note: ITIL®️ is a registered trademark of Axelos Limited who provides the latest version of ITIL and ITIL certification.)

What is ITSM?

ITSM helps IT teams deliver IT services effectively and with high satisfaction. It’s not only about running the IT infrastructure smoothly, but it is also about optimizing business value creation.

In addition to the IT infrastructure, the focus is on service. ITSM aims to meet the needs of users and customers in the best possible way by using defined measures and processes. It is important to solve service problems, continuously improve IT services and adapt them to new requirements.

ITSM aligns IT services with the company’s requirements and objectives. Companies can use it to identify potential risks to service provision.

The most important ITSM processes are:

● Incident Management (processing faults and incidents)

● Problem Management (identifying the causes of recurring faults)

● Change Management (implementing changes)

● Service Request Management (processing user requests)

The differences between ITIL and ITSM

Despite frequent confusion between ITSM and ITIL, they do differ significantly from each other in some respects.

ITSM deals with all the processes and activities involved in providing IT services. It refers to the management of all activities related to IT services. Overall, ITSM has a much broader focus.

ITIL is a framework. It aims that makes these services better and more efficient. It’s important as a quality standard with its best practices.

In short: ITSM is the what and ITIL is the how of ITSM. While ITSM describes what is actually done, ITIL explains how this should ideally be done.

ITIL is also more customer-centric, while ITSM focuses more on the service provider. This is because ITIL aims to improve service quality. ITSM, on the other hand, aligns IT services with the company’s own requirements and objectives.

Conclusion: ITSM is a broad approach to managing IT services, including topics like itsm tools, people and processes. ITIL provides specific guidance and recommendations to implement ITSM effectively.

The similarities

ITSM and ITIL both support a structured approach to IT delivery, but they should not be confused. Despite this, people closely intertwine the terms, because the combination offers the best output. ITIL describes the path to success in ITSM.

ITSM and ITIL have the following in common:

● Goals: Both improve IT services and increase customer satisfaction.

● Processes: Both rely on clearly defined processes such as incident and problem management.

● Service orientation: Both are about services and not about areas such as the technical infrastructure.

● Continuous improvement: Continual service improvement is an important principle for both ITSM and ITIL.

● Measurability: Both use key performance indicators and service quality benchmarks to quantify the services provided.

ITSM and ITIL are also similar in these respects:

● Both enable good IT services. However, ITSM focuses a little more on the company. ITIL focuses a little more on the customer. Nevertheless, both see IT as services offered to the customer.

● They work together. ITIL clearly supports ITSM. Effective ITSM in practice relies heavily on ITIL as the de facto standard.

● The processes are more or less the same, but TSM focuses more on objectives. ITIL focuses more on the necessary procedures.

Consideration: ITSM vs. ITIL

ITSM and ITIL work together. Although there are several other frameworks for ITSM, most users closely link ITIL to ITSM.

For example, when companies implement ITSM, ITIL provides important guidance. Over time, companies adopt their own unique processes and procedures by using ITIL.

Leaders can now ask a new question. On which of these two pillars should companies focus?

The outcome depends heavily on whether the team focuses more on what is needed or how it should be done. ITSM guides the “what.” ITIL guides the “how.”

It is crucial for organizations to choose the approach that best suits their needs, requirements and goals.

Reasons to focus on ITIL

Many professionals regard ITIL as the most important framework and the standard for information technology service management. Although the best practices described are not obligations, they carry great weight as recommendations when developing a service strategy.

Among other things, these reasons and advantages can be a good reason to deal with ITIL rather than ITSM:

When companies are beginning with ITSM, ITIL supports them in doing so. If you follow best practices, you will have an excellent structure for your own IT services.
ITIL places great emphasis on improving the quality of IT services. This automatically leads to higher customer satisfaction and loyalty, which are important building blocks for a company’s profitability.
There is a strong focus on continuous improvement in ITIL. This supports the business in being agile, adaptable and able to adapt to future developments.
ITIL contains standardized processes and workflows that companies can use again and again. This saves them time and money while making them more productive overall.
Those who rely on ITIL are not starting from scratch. This happens because the framework retains what is working well. It only makes changes where necessary.

Reasons to focus on ITSM itself

ITSM is a lived practice that is specifically tailored to the respective company. ITIL is more theoretical. It does not generate any added value on its own.

Despite the importance of ITIL, the bottom line is how ITSM works so that practical improvements can be implemented directly.

The following reasons and advantages speak in favor of a stronger ITSM focus than ITIL:

1. ITSM is a more flexible approach than ITIL. It adapts easily to the requirements of very different organizations.

2. Even though ITIL is a de facto standard, there are many other ITSM frameworks. Focusing on ITSM promises cross-method work. Teams can combine the best of different frameworks with one another.

3. It’s the business that counts. ITSM focuses on the business. Functional ITSM dovetails IT services with business objectives.

4. Optimizing a few processes in a targeted manner is more effective than trying to do everything at once. ITSM lets teams focus on core processes and their practical application.

5. Smaller teams, in particular, will find ITSM a more manageable approach with more practical relevance. It allows them to organize their day-to-day work flexibly and according to their own capabilities.

Conclusion of the trade-off between ITSM and ITIL

Ideally, ITSM and ITIL work together as a powerful combination. Anyone who operates ITSM should pay attention to the ITIL set of guidelines. And ITIL presupposes a clear discussion of ITSM.

The only question is where companies should focus their efforts. This must be individualized according to objectives and any current areas for improvement. As a best practice guideline, ITIL offers excellent orientation. ITSM is more flexible and places greater emphasis on business aspects.

Summary

ITSM and ITIL are equally important for managing IT services in organizations effectively and efficiently. For users, it is crucial to know the differences in order to make dedicated use of both concepts. ITSM describes the goal and puts it into practice. ITIL provides the methodology to do so effectively.

Both terms improve IT services and increase customer satisfaction. Both also use clearly defined processes.

Businesses must ask themselves how they can best combine ITSM and ITIL. If each company pursues its own approach here, it is always necessary to weigh the options individually. Ultimately, however, the measures always serve one goal – providing good ITSM.

Find out how OTRS ITSM software can support implementation of your efforts in this area.

Tobias Kortas

ITSM

Trouble Ticket System: Functions and Areas of Application

Bernd Maus — Fri, 09 May 2025 09:16:47 +0000

Trouble Ticket System: Functions and Areas of Application

2025-05-09
Bernd Maus

ITSM

Efficient handling of incidents and service requests is a key component of modern IT and support structures. In complex system environments, standardized processes enable traceable and scalable case management. Trouble ticket systems support the structured documentation, classification, and tracking of requests throughout their entire lifecycle.

This article explores the fundamentals, core features, and practical use cases.

What is a Trouble Ticket System?

People also call a trouble ticket system a ticketing system. It is software that helps keep track of incidents, requests, and tasks. Teams use this software in service processes. Each “ticket” is part of a process that follows a defined handling workflow.

The concept originated in the 1980s in the context of technical call centers. The rise of IT service management standards such as ITIL© further formalized it.

Early implementations of trouble ticket software were often simple databases or email-based systems. Specialized platforms with escalation logic, status tracking, and workflow management later replaced these.

Relevance in IT and Service Management

In IT service organizations, trouble ticket systems are central tools for structured case management and quality assurance. They support standardized processing of incidents, service requests, and changes. Furthermore, they provide transparency for efficient service level management, resource allocation, and continuous improvement.

Facility management or customer service teams also use ticket systems.

They ensure clear assignment responsibility and audit-proof documentation. As systems become more complex and accountability requirements increase, the importance of ticketing systems continues to grow.

Core Functions and System Architecture

Trouble ticket systems offer key functionalities and a modular architecture that enable reliable case handling, clear responsibilities, and automated workflows.

Ticket Creation and Management

Tickets can be created by end users, service staff, or automatically via monitoring systems. Those processing tickets capture relevant information—such as issue description, affected systems, timestamps, and contact details.

Trouble ticket management includes editing, categorizing, taking notes, reading ticket histories, and linking related tickets. Filtering, sorting, and tracking ensure efficient case handling and evaluation down the road. Modern systems also offer templates, automated classification, and integration with knowledge bases to speed up ticket resolution and improve solution quality.

Prioritization, Escalation, and SLAs

Teams process support tickets based on urgency and business impact. This assessment determines handling order.

Escalation mechanisms activate automatically if response or resolution times are exceeded. These times are called SLAs, or Service Level Agreements. They also trigger if there is no activity.

Agents escalate tickets to higher support levels or alert management staff. Contracts typically define SLAs and key metrics for maintaining service quality.

Agents address critical issues promptly by evaluating priorities and ticket escalations.

User Roles and Access Control

Trouble ticket systems distinguish between different user roles, each with specific permissions. Typical roles include end users, service agents (1st to 3rd level), administrators, and system owners. Depending on the role, users can create, comment on, edit, or close tickets.

Role-based access ensures data security, process compliance, and clear responsibility assignment. In large organizations, this is essential when handling multiple clients, reporting, and ensuring compliance with regulations, especially regarding data protection and auditability.

Status Models, Workflows, and Communication

Status models define various ticket processing states such as “Open”, “In Progress”, “Waiting for Response”, “Resolved”, or “Closed”. The ticket statuses enable clear process control and early detection of bottlenecks. Combined with workflows—i.e., defined rules and transitions—responsibilities can be automatically assigned, notifications triggered, or escalations begun.

Ideally, communication between users and support happens directly within the ticket to preserve context and history. Transparent communication and consistent documentation are essential for efficient processes, quality assurance, and analysis.

Learn how OTRS can support your service with its integrated ticketing system.

Technological Foundations and Integrations

System Architectures (On-Premise vs. Cloud-Based)

IT teams select local (on-premise) or cloud-based trouble ticket system operation. Teams have a ligher level of control and can more easily customize on-premise solutions. They do, however, require internal maintenance.

Cloud-based systems are quick to set up and can grow easily. They need less maintenance but have some outside dependencies. These systems must also follow rules, especially for sensitive data.

Interfaces to Third-Party Systems (e.g., CMDB, Monitoring, ERP)

Modern ticketing systems offer interfaces to other IT systems. Integration with a CMDB allows for contextual information about affected assets. Here are a few examples:

Monitoring tools can automatically generate tickets upon detecting faults.

Connections to ERP or time-tracking systems enable seamless process and cost control.

Live chat solutions allow agents to create talk remotely with a customer while creating a ticket.

Use Cases and Ticket Lifecycle

Various business operations use trouble ticket systems — wherever structured case handling, traceability, and defined responsibilities are essential. Depending on the industry and use case, functional requirements and integration depth vary.

IT Service Management (ITSM)

As mentioned earlier, ticketing systems are foundational to structured and standardized IT support processes. They enable core ITIL processes, particularly incident, problem, and change management.

Classification and escalation ensure efficient handling. They also enable audit-proof documentation and systematic root cause analysis. Integration with monitoring and asset management systems allows for proactive issue detection and improved response times.

Customer Service, Facility Management, HR

Outside of IT, ticketing systems are widely used. In customer support, they facilitate structured handling of inquiries, complaints, customer issues or support requests. In facility management, they help track maintenance tasks, malfunctions, or cleaning schedules. In HR, they support processes such as onboarding, leave requests, or internal support.

In all cases, ticket systems promote transparency, accountability, and consistent communication. They also generate valuable data for process optimization and efficiency improvements in non-technical service areas. And, they ensure a positive customer experience.

Learn how OTRS can increase efficiency across various application areas with tailored solutions.

Ticket Lifecycle: From Creation to Resolution

The lifecycle of a ticket begins with its creation—manually by a user or automatically by a system. It is then classified (e.g., incident, request, change) and prioritized. The responsible agent or team is assigned to the ticket.

During processing, there may be follow-up questions, escalations, or status changes. The entire process is documented. Agents close the ticket after successful resolution.

Depending on the system, metrics such as handling time are automatically recorded for reporting purposes.

Challenges and Best Practices

Successfully implementing a trouble ticket system requires more than technical deployment. Scalability, user acceptance, and the thoughtful use of modern technologies are key to long-term value.

Scalability and User Acceptance

A ticketing system must be able to scale with organizational growth—both functionally and in user capacity. Ease of use is critical: only intuitive systems with low barriers to entry achieve widespread adoption. Training and feedback loops foster long-term acceptance.

Automation and AI Support

Automation—e.g., using templates or prefilled responses—can streamline routine tasks. Automatic ticket assignment, classification, or prioritization boosts resolution process efficiency and frees up staff for higher-value work.

AI can help detect patterns in incoming requests, suggest solutions to frequently asked questions, and generate predictions. However, such technologies must be purposefully implemented and regularly reviewed to avoid errors and meaningfully support workflows.

Outlook

Role in Modern Support Structures

In service-driven organizations, trouble ticket systems are key control instruments. They ensure transparency, efficiency, and traceability in handling requests. When considered as integration platforms, they connect technical systems, organizational processes, and human communication.

Trends: Self-Service, Automation, Predictive Analytics

Future developments focus on greater user autonomy via self-service portals, intelligent automation, and predictive analytics. These allow for proactive issue identification and targeted resource management. Such trends not only boost efficiency but also transform support into a strategic function within the organization.

Want to learn more about OTRS?

Bernd Maus

ITSM

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ITSM Glossary

Tobias Kortas — Wed, 07 May 2025 08:20:44 +0000

ITSM Glossary

2025-05-07
Tobias Kortas

ITSM

The field of IT Service Management (ITSM) is full of important terms and concepts. This glossary provides clarity and a quick overview of relevant knowledge.

Artificial Intelligence (AI)

Artificial Intelligence (AI) is used in ITSM in various ways, mostly to accept requests, classify tickets, or generate responses. AI-based translations, summaries, sentiment analyses, or solution suggestions are also part of the spectrum. As AI features increasingly penetrate the market, users should always consider them based on benefits – such as time savings or concrete service improvements.

Asset Management

Asset Management, also known as IT Asset Management (ITAM), deals with the entire lifecycle of IT resources – hardware, software, and cloud resources. It involves planning, procuring, deploying, maintaining, decommissioning, and disposing of assets.

Change Management

In ITSM, Change Management controls and coordinates changes to infrastructure to reduce risks and prevent disruptions to IT services. Along with Incident Management and Problem Management, it is one of the core disciplines of ITSM.

Chatbots

Chatbots are primarily used in customer service, providing users with quick access to knowledge and information and enabling efficient self-service. These bots communicate either through text or voice messages, answering (frequently asked) questions and handling requests. AI chatbots, which use natural language processing and machine learning to understand queries in context and provide increasingly better answers, are becoming more prevalent.

Configuration Management

Configuration Management is a key process in ITSM that enables effective recording, management, and control of IT assets such as hardware, software, and networks. By always having reliable information about the IT infrastructure, fewer errors occur, changes can be better implemented, and systems are more stable. An important element is the Configuration Management Database (CMDB) for storing configuration data.

Configuration Management Database (CMDB)

A Configuration Management Database serves as a central data repository and is often described as the heart of an ITSM system. It functions as a storage facility and maintains information about a company’s IT environment. A CMDB proves to be the foundation for high-quality IT customer service as well as stable systems and applications.

Continuous Improvement

In ITSM, continuous improvement aims to continuously evaluate and optimize IT services and their management. This ensures that optimizations are carried out systematically, structurally, and in accordance with the goals and strategies of the respective company. “Continual Service Improvement” (CSI) plays an important role in the ITIL framework as one of five core areas.

Data Management

Data Management is about using data securely and efficiently. The challenge is to apply adequate strategies, methods, and technologies to maintain reliable, clean, and up-to-date data. It is crucial that this data is of high quality, accessible, and has integrity.

Endpoint Management

Endpoint Management aims to manage and secure all endpoints – such as computers, laptops, smartphones, tablets, or IoT devices – in a corporate network. The critical factor is achieving a secure, legally compliant, and efficient IT infrastructure, as well as creating good conditions for remote maintenance.

End-to-End Solution

This refers to a comprehensive, integrated solution that covers the entire lifecycle of IT services – from planning to continuous improvement. End-to-end solutions are characterized by a holistic approach, integration of all ITSM processes, self-service, configuration management, workflow automation, and AI support.

Enterprise Service Management

Simply put, Enterprise Service Management (ESM) is the same as ITSM, but applied to additional business areas beyond IT. The goal is to establish good service company-wide and design efficient workflows. This includes standardized processes, self-service portals for user requests, automation for better efficiency, and a central platform to monitor and optimize services.

Escalation Management

Escalation Management comes into play when customer problems cannot be resolved at the first contact – see First Contact Resolution. The problem (often in the form of a ticket) moves hierarchically upward until someone with the right expertise can make a decision. By helping customers quickly find appropriate solutions, escalation management increases customer satisfaction and prevents conflicts.

First Contact Resolution

As the name suggests, First Contact Resolution (FCR) achieves a solution during the first customer contact. It is an important metric for support and a key component of customer satisfaction. A high FCR rate can be achieved especially with predominantly uncomplicated service requests.

Help Desk

A Help Desk serves to receive and process user requests – it contributes significantly to a positive customer experience by developing quick and helpful solutions. Dedicated software, commonly referred to as a ticket or issue tracking system, is used to support service employees.

Incident Management

Incident Management forms a core process in ITSM and a central component of the ITIL framework: it deals with quickly identifying, analyzing, and resolving disruptions (incidents) in IT services. Effective incident management reduces downtime, minimizes negative impacts on business operations, and improves service quality.

Incident Response

Incident Response involves appropriate procedures to respond to a disruption (incident). After an event such as a cyberattack, those responsible determine the causes, close security gaps, and restore the affected systems. Ideally, a special solution such as a SOAR (Security Orchestration, Automation and Response) system is used for this.

I&O Management

I&O Management (Infrastructure & Operations Management) involves managing and optimizing IT infrastructure and IT operational processes to ensure they are efficient, secure, and reliable. For example, an ITSM solution can improve operational processes by enabling structured incident and change management.

IT Change Management

Change Management is an ITIL core process for introducing new IT services or modifying existing services in a structured, secure, and successful manner. The primary maxim is to avoid unnecessarily affecting business operations – through minimizing risk and maximizing control – and to ensure stable services.

ITIL

ITIL® (Information Technology Infrastructure Library) is a best practice guide and the de facto standard in IT Service Management. The framework serves to plan, provide, and support IT services. It also offers comprehensive guidance for effectively managing IT infrastructures. ITIL® is a registered trademark of Axelos Limited.

ITOM

ITOM (IT Operations Management) deals with managing and monitoring infrastructure, services, and processes in IT. By reducing failures, operating more efficiently, and reliably providing IT services through ITOM, companies create high service quality and consistency. ITOM includes administrative processes as well as hardware and software support and customer services.

IT Service Catalog

An IT Service Catalog provides customers or end users with a clear and structured overview of available IT services and hardware and software options. By creating transparency about services and their conditions, such a catalog standardizes and streamlines the provision of IT services. It originates from the ITIL® framework, where it is officially mentioned as a best practice.

Knowledge Base

A Knowledge Base provides easy access to relevant knowledge, information, and instructions. Such a database is often integrated into a self-service portal and proves to be a central source of information with its knowledge base articles, videos, and detailed descriptions. A distinction is made between an internal knowledge base for employees and an external database for customers.

Knowledge Management

Knowledge Management involves systematically capturing, structuring, making accessible, and effectively using knowledge. A knowledge base is often used to make it centrally accessible in the form of articles, videos, how-to descriptions, or FAQ content. Knowledge management is important both internally – for example, to make strongly pronounced individual knowledge usable for colleagues – and externally, such as part of a self-service area.

Patch Management

Patch Management involves managing, testing, and implementing software updates (patches). By closing security gaps, fixing errors, and effecting improvements, this process keeps systems secure, stable, and up to date. Patches can be both small changes like bug fixes and larger adaptations with new functions.

Problem Management

In ITSM, problems are the underlying causes of incidents (disruptions). Resolving a problem can therefore mean the end of multiple disruptions. The teams responsible for problem management identify problem sources and develop solutions and preventive measures to prevent similar incidents in the future. Along with Incident Management and Change Management, Problem Management forms a core area of ITSM.

Process Automation

In ITSM, the ability to automate processes using software saves a lot of time and (opportunity) costs: By eliminating particularly time-consuming routine tasks, employees can focus more on value-creating work. Since processes usually consist of several workflows, such automations are quite complex and require well-functioning processes.

Process Management

Process Management involves planning, analyzing, and optimizing business processes. In ITSM, ITIL helps to visualize and control processes to clearly define and standardize procedures. The focus is primarily on recurring tasks. Depending on their nature, processes can be both optimized and automated.

Self-Service (Portal)

Self-Service in ITSM offers the ability to independently, easily, and quickly access relevant information. For example, users of a self-service portal can access instructions, status displays, FAQs, and problem solutions, and create tickets, place orders, and manage user accounts. Self-service relieves the support team and provides users with quick answers, making the service more pleasant, satisfying, and effective for everyone involved.

Service Desk

A Service Desk forms the central point of contact for IT services and support within a company. It consists of the appropriate staff and a software solution (ITSM software, ticket system). Accessibility through various channels is important to solve disruptions, request services, solve problems, or initiate IT changes.

Service Level Agreement (SLA)

Service Level Agreements (SLAs) prove essential in ITSM to set clear expectations and assess service quality through reliable criteria. Such a contractual agreement between a service provider and a customer includes service descriptions, goals and metrics, responsibilities, as well as escalation processes and reports. Possible specifications concern response times to tickets, resolution times, and availabilities.

Service Request Management

Service Request Management aims to adequately fulfill and respond to requests in ITSM – such as password resets, software installations, or access requests. Typically, those responsible use a ticket system or an integrated self-service portal to record, prioritize, approve, and implement requests.

Ticketing System

A ticketing system serves as a central instrument for structuring, documenting, and tracking IT processes so that requests, disruptions, and problems can be effectively processed. A ticket system often includes a self-service portal that allows users to independently make requests and track their status. Automation functions and AI applications enable efficient ITSM, allowing users and their customers to achieve their goals without much effort.

Total Cost of Ownership (TCO)

When companies acquire ITSM software, they usually focus primarily on the pure acquisition price. With a focus on Total Cost of Ownership (TCO), they think more holistically and realistically, as this involves costs over the entire lifecycle. This makes hidden costs and savings potential visible and helps avoid unexpected follow-up costs.

For example, low acquisition costs may lead companies to favor an on-premise solution, whereas a cloud solution – in terms of TCO – usually has an advantage due to lower costs for hardware, maintenance, and electricity.

Workflow Automation

Automated workflows save a lot of time in ITSM, simplify processes, and lead to consistent results. By automating workflows through appropriate technologies, companies gain productivity and reduce errors. Examples of automation concern notifications, access rights, ticket assignments and categorizations, or approval processes.

Workflow Management

Workflow Management focuses on organizing and optimizing work processes. By defining structured and repeatable workflows for ITSM, incidents, service requests, and changes can be processed efficiently, consistently, and transparently.

A distinction is made between optimizations – targeted improvements of processes – and automations, which require already (almost) perfect workflows. A prominent example of workflow management concerns systematically recording, prioritizing, and escalating disruptions.

Tobias Kortas

ITSM

10 Best Practices for Successful Service Management

Tobias Kortas — Tue, 25 Feb 2025 08:49:42 +0000

10 Best Practices for Successful Service Management

2025-02-25
Tobias Kortas

Best Practices, Customer Service

Service management: the importance

Service management is concerned with creating interfaces between a company’s products and its customers. It should focus on the customer. All contact points between the customer and the company must work well. These points should be checked often and improved.

Requirements and goals

You can see how well support services are doing by looking at customer satisfaction. Cases of persistent problems or major customer disappointment are a particular point of focus.

Service management is not just about offering customers services. Rather, it is about taking a comprehensive approach to providing the best possible experience for customers.

Strategic aspects and processes

Companies must first identify the overarching purposes of service management and how these relate to the company’s goals.

The right processes and workflows are also needed to ensure that customers receive fast, reliable, comprehensive and helpful solutions. In IT, for example, this includes tried and tested processes for incident, problem and change management.

Software solutions and analytical aspects

The right software solution can also speed up service delivery, improve work management, and offer customers a quick result. An example of this is automating workflows or offering automated customer service to reduce waiting times and service costs.

Finally, data analysis is also a core area of focus. Companies can obtain and evaluate direct customer feedback as well as examine their own workflows. Data points out many ways to optimize workflows.

Whether service level agreements (SLAs) are being met is particularly important in IT Service Management (ITSM). Certain key performance indicators (KPIs) are also becoming increasingly important for companies. For example, first call resolution (FCR) defines the proportion of support inquiries resolved on the first contact.

Best practices for service management

How companies prepare their service teams can differ a lot. They may have different priorities and goals they want to reach.

Nevertheless, there are some best practices that can generally prove useful.

Best practice #1: Develop a sound strategic direction

If you don’t know the goal, you can’t find the right path. Therefore, the first step is to define a clear service management strategy. This should outlines high level service objectives and related these to business goals. Based on this, it is possible to make an informed judgment about how successfully the current services are working.

Areas in which there is potential for improvement require special dedication in the strategy. This is the case when there is a challenge from either the business or customer perspective.

For example, the support team may help customers with problems. However, they might not explain the product features well enough. As a result, customers have a limited perspective on what’s possible.

This means the company is not taking advantage of up-selling and cross-selling opportunities. It may even risk losing customers who aren’t getting enough value from the offering.

It is important for all key stakeholders to work together on the strategy. They should create sensible and realistic measures. These measures should combine the benefits for the company and the benefits for the customers.

Best practice #2: Set a clear customer focus

The customer should be the top priority for all services. A strategy that company representatives consider useful but does not clearly serve the customer is of little value.

In the best-case scenario, service management corresponds exactly to the needs that customers express. These needs are identified either through direct feedback or indirectly through problems they have experienced. For example, a well-developed knowledge management system can be extremely useful for solving problems.

Customers must also always receive immediate information about issues and maintenance times. Ideally, this transparency should encompass all aspects of customer communication. To ensure that the quality is also right, teams need regular training and access to new developments and trends. This ensures team member growth and awareness.

Best practice #3: Align with standard frameworks such as ITIL

ITIL®️ (Information Technology Infrastructure Library) and other ITSM frameworks provide valuable guidance when it comes to IT service management. Predefined processes, practices, and guidelines help us use our resources well. They also create a strong base for high service quality.

For example, ITSM processes such as service request, incident, problem and change management benefit greatly from applying standards. The ITIL principle of using a configuration management database (CMDB) helps with asset management in many service areas.

The CMDB manages data about hardware and software. It can also contain information on service contracts, customers or service level agreements (SLAs). Regular service reviews for process optimization also pay off.

Best practice #4: Introduce self-service

Self-service gives customers more flexibility and independence. Self-service means that companies offer their customers additional options that are geared towards the reality of their lives. Modern customers no longer want to be dependent on the working hours of the service desk.

An example of providing self-service is when a customer solves a simple application problem by interacting with chatbot from their sofa in the evening.

The self-service options include:

Knowledge databases
Frequently asked questions (FAQ) with short answers
(AI) chatbots
Community forums
Independent bookings and scheduling
Independent creation of product configurations

Best practice #5: Use AI and automation

Artificial intelligence (AI) holds immense potential for optimizing customer service. The main benefits of AI are greater efficiency, time savings and more accuracy. Machine learning (ML) and the handling of big data also enable detailed analyses and an optimized, personalized service.

Practical applications of AI may include:

Summarizing ticket content,
Defining types of services or
Classify tickets.

Agents also benefit. They may:

Receive suggested answers to inquiries based on data on frequently asked questions,
Use sentiment analysis to understand the customer’s attitude and emotions or
Receive automatic translations.

Workflow automation is frequently used in ITSM too. It saves time, increases productivity and avoids errors. In some cases, process automation makes sense as well.

Best practice #6: Build a knowledge base

Knowledge is key to providing service that customers want. Creating a knowledge base and making it centrally accessible provides external customers with additional and better service options. It also helps internal employees with details about approvals, processes, solutions, and more.

It is important that companies regularly maintain, optimize and supplement knowledge bases. This is because content quickly becomes outdated. Customer requirements also change, especially with constant new developments.

It is also advisable to think about various forms of media. Knowledge content can be perfected and expanded using multimedia, such as videos, in order to maximize its benefits.

Best practice #7: Define KPIs and metrics

What companies want to achieve strategically with the service is an important factor, but it must be measurable. Well-defined KPIs and metrics are needed to measure the achievement of objectives. Doing so provides a baseline for optimizing services in a targeted manner and in line with corporate objectives.

Consider the following as an example:

Company goal: The customer retention rate (CRR) must be increased, i.e. customers should remain loyal to the company.

KPI: To increase customer satisfaction, problems should be solved as quickly as possible.

Metrics: First Call Resolution (FCR; percentage of problems resolved on first contact); Net Promoter Score (NPS) to measure customer satisfaction.

Best practice #8: Maintain continuous improvement

Those who do not improve will be overtaken. This explains why continuous improvement is so important. The principle is linked to a cyclical approach in which services are regularly examined, evaluated and optimized.

The Kaizen principle states that change for the better should take place. Those responsible do not have to strictly follow this principle, but it helps to implement improvements. These may be large or small improvements. They can be done on a regular basis in order to offer customers good, helpful and comprehensive service.

Best practice #9: Pay attention to security and compliance

Data security is an absolute necessity in service management. After all, confidential, personal and sensitive data and information must not be leaked. For example, it is important to comply with standards such as ISO 20000, ISO 27001 and the General Data Protection Regulation (GDPR).

A recovery plan should also be in place for IT emergencies. The best possible incident management can be achieved by using a cyber defense solution.

Regular security checks and precise access management are also a good ideas. These should be done on a day-to-day basis.

Best practice #10: Adapting trends and current developments

The world doesn’t stand still, and customer needs change. Similarly, service offerings shouldn’t always stay the same and should expand as much as possible. This could include new self-service options, AI features or a high degree of personalization.

Trends and current developments include the following:

Use of AI features that expand the range of services and provide low-threshold answers.
Distinctive omnichannel support so that customers can flexibly choose their preferred channels.
Dynamic, multimedia self-service that can be used to solve problems.

Use cases that highlight ITSM best practices

In many cases, companies have succeeded in significantly improving management processes and reducing costs through the consistent implementation of best practices.

Using structured service management and best practices often leads to clear results. These results include shorter processing times, happier customers, and better transparency. For example:

By looking for and improving inefficient service processes, companies can speed up processing times.
By implementing ITSM tools, companies can enhance transparency regarding assets and save money on licensing.
By standardizing and organizing communication, companies offer consistency and efficiency to customers.

Here are a couple of specific customer use cases.

Example #1: SIEVERS-GROUP – standardize processes when supporting multiple departments

SIEVERS-GROUP, an IT system house, faced the challenge of making support more efficient. It wanted to offer its own customers higher quality and optimize service delivery. The aim was to use a central solution for seven different departments. As a prerequisite for this, relevant KPIs first had to be visible and measurable.

With OTRS, SIEVERS-GROUP now has uniform processes for ticket processing throughout the company. Customers experience significantly more transparency and optimized communication. Service quality is measured using the right KPIs.

Additionally, improvements can be quickly made when necessary. As a next step, SIEVERS-GROUP has plans to introduce a configuration management database (CMDB).

Find out more about the SIEVERS-GROUP use case.

Example #2: EMAPTA – incorporate more flexibility and compliance

EMAPTA, a personnel services company based in the Philippines, was frustrated by the lack of structured workflows for service provision. Compliance also needed to be improved in order to achieve ISO/IEC 2000 certification, among other things.

With OTRS as a service management system, EMAPTA now provides significantly higher workflow compliance, greater thoroughness. Customer needs are now better met.

OTRS as a service management solution

OTRS was developed in alignment with these best practices. It can be used in a variety of ways for service management. Teams benefit from fewer errors, optimized service delivery, customizable interfaces and guaranteed security.

Users can use numerous features to optimize their workflows, provide better service and increase customer satisfaction.

Conclusion: Best practices make a decisive difference

Service management means not just offering customers support. It also means taking a holistic view of customer communication and optimizing it as far as possible. Overarching strategic aspects are important here. It is also important to consider how customers perceive the service and the extent to which their requirements are met.

Best practices for service management each deal with important sub-topics. These can also be linked together in a meaningful way. Ideally, this results in improving customer satisfaction.

In most cases it also makes sense to focus on individual practices within the company. Clear KPIs and associated metrics for services should be defined. The path to success often lies in fixed standards, structured workflows and continuous improvements.

In many cases, companies with the right best practices and the right software solution can make the decisive difference in providing sensible and successful service management.

Tobias Kortas

Best Practices, Customer Service

IT change management: background, objectives and checklist

Tobias Kortas — Mon, 25 Nov 2024 11:11:07 +0000

IT change management: background, objectives and checklist

2024-11-25
Tobias Kortas

ITSM

Definition: What is IT change management?

Changes to the IT infrastructure occur regularly. IT change management is the process for implementing these in a structured and controlled manner. It reduces potential service disruptions and better aligns IT objectives with business goals.

Adequate IT change management is based on proven standards, such as ITIL^® (ITIL^®️ is a registered trade mark of Axelos Limited. All rights reserved.). It helps to ensure the continuous operation of critical systems.

Change management vs. IT change management

Change management generally refers to the structured implementation of changes in organizations. Its goal is to successfully adapt people, processes and systems. IT change management is a specific sub-area that focuses on IT system management including their stability and security.

Change management encompasses all organizational changes. IT change management focuses on technical changes and their potential impact on the IT infrastructure.

IT change management and release management

Their focus is the key difference between IT change management and release management. IT change management is about making individual changes to IT systems in a controlled manner without causing major disruption.

Release management is concerned with software releases. It includes the planning, coordinating and providing software releases which often of several changes. It also executes a successful rollout.

„In a nutshell: Where IT change management reviews and approves changes, release management delivers finished, tested changes to the production environment.“

Tobias Kortas

Examples of IT change management

IT change management occurs frequently in organizations and in various contexts. Time and again, companies are asked to implement new software, install relevant updates and optimize existing processes.

Example #1: Introducing a critical software update

An application needs to be updated. Its potential effects are first identified.

Then, there is a risk assessment. It is used as a basis for analyzing the consequences for the IT infrastructure.

Finally, those responsible check the update in a test environment. This prevents as many errors as possible in the live environment.

Once the update has been approved for use on the live system, detailed planning takes place. This includes time windows, backup strategies and potential rollback procedures. Rollback proceduares are defined in order to be able to react quickly in the event of problems.

During the update, the IT team monitors the systems to avoid disruptions. After successful implementation, IT documents the result – and informs everyone involved of the current status.

Example #2: Switching to a cloud-based infrastructure

A company wants to switch from local servers to a cloud-based infrastructure. Change management begins by analyzing the requirements in more detail and evaluating the benefits and risks of cloud migration. Finally, a change plan is drawn up that describes the gradual transition – including employee training and price adjustments.

IT services are then gradually transferred to the cloud. Adequate communication ensures that everyone involved – from IT team members to end users – is sufficiently informed and prepared. Monitoring is also carried out to ensure that the new IT services function smoothly and problems are resolved quickly.

Important components of IT change management

IT change management is made up of a number of components. Here is some information on the most important terms in this context.

Request for Change (RfC)

A change request (CR) or a Request for Change (RfC) forms the basis for a corresponding process. This can be triggered in many ways. Examples include by a problem management process, a simple IT problem or even a process optimization.

A request for change is a formal inquiry to change something in an IT system or process.

„The aim: planned changes should be adequately evaluated, analyzed together with possible risks and approved. “

Tobias Kortas

An RfC can include the following information, among others:

Description of the change
Reasons for the change
Affected systems or product versions
Steps required
Date for specific implementations
Resources for implementation
Time required
Cost estimate

Forward Schedule of Change (FSC)

This term refers to a calendar or plan in which all planned changes for a specific period are recorded. A Forward Schedule of Change provides a tried and tested overview of upcoming steps. It is used to avoid conflicts and implement changes systematically, with the necessary approvals and a minimum of risk.

Post Implementation Review (PIR)

An evaluation of a completed change is carried out after a particular change has been made. This is called a post-implementation review.

Its importance should not be underestimated. This step provides an evaluation of whether the change process was successful. It also ensures the desired results have been achieved.

IT changes often need to be readjusted and many processes are never really completed – in line with continuous improvement. Possible problems or optimization potential should come to light as early as possible.

Classification of changes

Changes to be made are usually classified according to their importance and urgency. The IT Infrastructure Library (ITIL) – the de facto standard for best practices in IT Service Management (ITSM) – defines the following categories.

Standard change

A standard change is a pre-approved, low-risk and frequently implemented change that follows a defined, repeatable process. Such known changes do not require detailed approval and risk assessment, so they are quick and easy to implement. Common examples include resetting a password or adding a user.

Normal changes

This form of change is planned, repeated and standardized. Depending on the scope and risk, the changes can be minor, significant or serious. They are naturally less urgent than emergency changes. Examples include software updates, hardware replacements, rights adjustments, configuration changes or the onboarding and offboarding of employees.

Emergency changes

This is where things get explosive. As the name suggests, emergency changes are unexpected and usually have to be implemented immediately. The aim is to immediately mitigate negative situations and threat scenarios, resolve a major incident, or prevent serious consequences.

One example is post-attack recovery. Infected devices need to be isolated and cleaned quickly to prevent malware or ransomware from spreading further.

The IT change management process

An IT change management process implements changes in the IT infrastructure in a controlled and efficient manner to meet growing requirements and market changes. Changes should be as automated as possible.

The objectives include improved control and traceability of changes, clear responsibilities and continuous optimization. This promotes transparency and efficiency. It minimizes disruptions in IT operations.

Overall, the IT change management process contributes to the company’s competitiveness. It enables participation in trends and implementation of smooth changes

Roles and responsibilities

Adequate change management in IT involves a number of important tasks for which individuals must take responsibility. There is no universally valid list of roles and responsibilities. Rather, the specific people involved depend on the company’s internal processes.

Nevertheless, some roles can be identified that are usually part of IT change management:

Change Advisory Board (CAB)

A Change Advisory Board (CAB) usually consists of representatives from different IT and business teams. In the CAB meeting, people evaluate, approve or reject complex and high risk changes, in particular. The focus here is on possible effects and whether a planned change will actually be implemented. Sometimes an Emergency Change Advisory Board (ECAB) – a smaller, fast-acting committee – is also used for emergency changes.

Change Manager

This function coordinates and monitors the entire change process and manages the Change Advisory Board. It reviews the relevant requests, decides for or against planned changes and applies project management to the corresponding implementations. This is often also referred to as a change owner.

Change initiator

This refers to individuals or teams who propose or request changes. These are often developers or system administrators, for example, who have identified opportunities for improvement or bug fixes.

Change Implementer

This refers to IT employees or administrators who ultimately implement the corresponding change. They may be tasked with installing software, running updates or adapting configurations.

Change tester

The task here is to check possible changes so that there are no complications as a result of the changes.

Configuration manager

This role is responsible for ensuring that changes to the system configuration are documented. They make sure that the Configuration Management Database (CMDB) is updated and that configuration items are tracked. This ensures documentation of lessons learned.

The most important goals
of IT change management

The objectives of an IT change management process are quite simple – implement planned, necessary and desirable changes.

However, this only describes the execution, the change process itself. The overarching goals (keyword: management) can be manifold.

The most important objectives are listed here:

1. High level of control

Changes need the right processes to be successful. With a dedicated approval process, organizations can better control them and manage each step effectively. By carefully planning changes, for example, errors and disruptions in operations can be avoided. Such control leads to good results.

2. Continuous improvement

The stakes are high with IT changes. Just think of the consequences of failed updates or implementations at company level.

„For large-scale changes good management brings about continuous improvements. This helps to avoid missteps in the medium to long term, keep pace with trends and achieve high quality. “

Tobias Kortas

3. Faster implementation

Effective IT change management allows changes to be carried out more quickly. This saves costs, time and resources in equal measure. For many employees, functional IT is the basic prerequisite for being able to work effectively. Important achievements include, for example, rapid – yet complete – approval and implementation processes.

4. Collaboration of IT teams

The DevOps approach shows the way. IT teams must work together in a goal-oriented cross-departmental way. This ensures a suitable overall vision and results-oriented working. ITSM, ITOM, development and operations teams must be well coordinated and collaborate with each other in order to implement relevant changes quickly and effectively.

5 Communication, documentation and transparency

Good communication is the basic prerequisite for IT teams and stakeholders to successfully complete important change projects. Documenting completed work steps and creating transparency creates an ideal basis for teamwork – an important prerequisite for change projects. Adequate process management is just as crucial as an intact flow of information for good IT change management.

Checklist for IT change management

To ensure that changes are planned as precisely as possible and progress is monitored, it can prove useful to work with a checklist.

The following contents may prove useful:

Requirement and documentation

Change request submitted and documented
Stakeholders informed
Requirements recorded

Categorization and prioritization

Change category defined
Prioritization completed
Resources and requirements checked

Roles and responsibilities

Responsibilities assigned
Tasks delegated
Communication plan drawn up for stakeholders

Risks and impacts

Risks analyzed
Impacts evaluated
Emergency and recovery plans drawn up

Planning and approval

Required approvals obtained
Compliance checked
Schedule created
Project plan created
Rollout plan developed
Communication planned
Resources secured

Implementation and review

Change tested
Change automated
Function and feedback checked
Implementation monitored and communicated
Documentation
Service desk training

Completion and monitoring

Change completed
System documentation updated
KPIs and change performance evaluated
Report and improvements documented

Conclusion: a comprehensive, decisive process

Changes are often critical – and IT affects companies on a holistic level. Adequate IT change management is required to operate efficiently. Change processes, such as the implementation of new software, should be standardized and structured. It is also crucial to adequately communicate and document relevant information and work steps.

The focus should be on the purposes and objectives of the respective changes and their anticipated consequences. Changes must have the greatest possible positive effect. They must also be of low risk and introduce as few negative effects as possible.

In change management, many eventualities must be considered, goals set, strategies outlined, stakeholders informed and appropriate tests carried out. An IT change never really stops. It should always be the focus of “daily business” through consistent monitoring and the resulting measures.

Find out how OTRS can support you in IT change management.

Tobias Kortas

ITSM

IT Operations: definition, applications, best practices

Tobias Kortas — Fri, 27 Sep 2024 07:50:14 +0000

IT Operations: definition, applications, best practices

2024-09-27
Tobias Kortas

Best Practices, ITSM

Definition: What is ITOps?

In IT operations, or ITOps, processes and tools are managed. This helps keep the business running smoothly.

The goal is to provide and manage high-quality IT services. These services should be available at all times for both internal and external users.

IT operations must enable companies and their customers to have permanent access to suitable software, cloud solutions, tools and data. It is also responsible for the IT infrastructure, ensuring quick problem solving and high levels of security.

Meaning in ITIL^®

ITOps is a core area in IT Service Management (ITSM) and defined in the IT Infrastructure Library (ITIL^®️ is a registered trade mark of Axelos Limited. All rights reserved.). It is responsible for ensuring that the IT infrastructure and supporting services – both in day-to-day business and during maintenance – function without any problems.

In principle, ITOps covers all ITIL processes. For example, it is important to respond quickly and consistently to incidents in ITIL Incident Management. This helps ensure that ongoing operations are not affected. IT Operations is closely paired with Problem Management to determine the underlying causes of incidents.

ITOM and ITSM

ITOM is the abbreviation for IT Operations Management. It oversees the work of ITOps. It manages services and aligns the IT requirements of a company with the work being done. This leads to quality business operations.

Essentially, ITOM should ensure that the IT infrastructure is ready and permanently available. It also keeps an eye on the capacity and performance of the respective resources.

ITSM falls under ITOM and includes other areas, such as continuous improvement, IT strategy and service design. Sub-disciplines, such as change management, are subordinate to this. ITOM is hardly visible to the end user as it focuses on service management behind the scenes.

Background: A key difference of ITOM is that it is proactive. It does not react to reported incidents, problems or change requests alone. Rather, it works proactively to avoid that incidents in the first place.

In contrast, incident management in ITSM does. With ITOM, IT teams notify users about possible problems ahead of time. This is different from ITSM, where users report incidents to the teams.

Connection with DevOps

ITOps and DevOps both aim to run IT systems reliably and efficiently. However, their roles and responsibilities differ. ITOps enables the stable and smooth functioning of the infrastructure. DevOps enables the agile and collaborative provisioning of software applications.

In a modern IT environment, it is advisable that ITOps and DevOps to work closely together. This ensures that all relevant areas are seamlessly covered. Additionally, they can both benefit from automation and the principle of continuous improvement.

ITOps: areas of application

IT operations have an impact on various processes and factors. This section deals with the individual areas to which they relate.

IT infrastructure

IT Operations enables the IT infrastructure to be efficient, secure, stable, available at all times and scalable. It works to prevent service interruptions.

Infrastructure management also ensures better use of resources. It helps follow guidelines, like compliance, and supports new technologies. By automating and standardizing processes, ITOps builds a strong and cost-effective infrastructure. This infrastructure meets the needs of the company.

Networks

ITOps operates and monitors networks. This involves data center management, security and other factors, such as the hardware used. The network infrastructure and its integrity are very important. Communication, network security, and remote access also play key roles.

IT Operations monitors and maintains networks so that they are permanently available without outages.
By sensibly regulating load distribution and managing traffic, ITOps creates good network utilization and speed.
By implementing firewalls, VPNs or intrusion detection systems, ITOps protects networks from attacks.
By adapting networks to increasing requirements, ITOps creates scalability – for example through segmentation and cloud-based solutions.
Rapid responses to network disruptions and root cause analysis help to solve problems and prevent future outages.

Security

IT Operations can prove to be extremely important for security and incident response. For example, by monitoring systems, suspicious activity and threats can be detected at an early stage.

To support this, regular updates and patches can eliminate security gaps. ITOps is also responsible for access controls, encryption techniques and other measures to protect sensitive data. If security incidents have already occurred, incident management restores systems and minimizes damage.

Problem solving

Solving problems adequately is extremely important for IT operations. Ideally, this starts with predicting potential problems and creating opportunities for prevention. Understanding how a specific problem could affect you helps you see how serious it is and how quickly you need to act. If problems do occur, the aim is to respond and recover as quickly as possible.

In general, ITOps should effectively manage ongoing operations as well as possible. This leads to IT weaknesses being handled as well as outages, security incidents and other events being thwarted.

Best practices for IT operations

IT operations should not only function, but also have the best possible impact. After all, it’s about achieving relevant goals, making a difference, and ideally, being efficient in the process.

Analyze and audit data

One thing is certain: Data must form the basis for IT process decisions and business services. Consistent, target-oriented and robust decisions can only be made with accurate data.

This presupposes a number of requirements for data, such as the following:

Accuracy
consistency
comprehensive content
timeliness

On this basis, meaningful measures can be developed to optimize IT operations.

Evaluate solutions

In order to optimize IT operations, the existing IT landscape should be regularly compared with available solutions. A good knowledge base of internal processes on the one hand and suitable solutions on the other are crucial. Of course, a decision can also be made that the existing IT landscape is already completely sufficient.

In order to arrive at an ideal solution, a dedicated comparison is required:

What requirements do the IT processes and the status quo entail?
What are the current ITOM goals? How can they be achieved?
Which specific solutions fit the requirements and objectives?

Align with KPIs

IT should work – that is already clear. It must also support relevant growth in business services. Its operations have long since become a decisive factor in achieving corporate goals.

This means that IT operations acts as a strategic business unit. To fulfill this role, they should establish KPIs that align with corporate level goals.

Introduce automation

Anything that runs automatically saves effort and costs and frees up time for more value-added and innovative activities. More importantly, however, automation reduces errors and prevents the resulting problems.

However, steps such as process automation or workflow automation must be well thought out and require clear work steps. Anyone who automates a process that is not sufficiently good will duplicate errors and produce them again and again.

Check AI implementations

Increased use of AI is not just a trend. It makes perfect sense in many areas. When used correctly, AI leads to fast and satisfactory results, fewer errors and more time for value-added activities.

AI in ITSM is a pioneering area. It promises benefits such as shorter resolution times, better and more flexible service and increased efficiency.

However, IT teams should carefully evaluate which AI and machine learning solutions promise real improvements. They must understand individual use cases and practical applications.

While AI offers many benefits, practical experience and clear goals are what truly matter. These factors help decide which solutions, tools, services, and features make a real difference.

Embrace collaboration

Collaboration has many benefits. They can only achieve a solid overall result if they collaborate closely with each other.

For IT operations, this applies above all to areas such as DevOps or IT security. It also serves as a partner to the business. Teams should collaborate with various operational teams about needs and expectations.

Team members should take responsibility to collaborate frequently.

Design clear documentation

Clearly documenting configurations, processes and changes is a basic requirement. It is crucial that this is also clear and can be viewed and understood by all those involved via a knowledge base. In practice, missteps and mistakes occur too quickly, so a granular approach is needed.

Plan with scalability in mind

The world is constantly changing, and the IT infrastructure is changing as well. What works today may be inadequate tomorrow. Those responsible need to be aware of this and keep an eye on possible future developments. If the company and the associated IT requirements grow, the infrastructure must reflect this.

Engage in proactive monitoring

Problems don’t usually appear out of nowhere. They announce themselves. When people who monitor systems and services are dedicated and organized, they can find problems quickly. This helps them prevent incidents from happening.

The main point is to keep working on this task in real time. They should aim to stop problems from happening before they start.

ITOps and the use of ticket systems

IT operations is a core area in ITSM. It requires a high level of responsibility as well as a pronounced need for organization, structure and an overview.

By covering these requirements, a ticketing system creates efficiency, transparency and traceability. It helps manage areas such as critical processes, problem solutions, service request handling and changes. In short: work is faster and more reliable, which improves the relationship with the business and its customers.

This starts with systematically recording, prioritizing and assigning inquiries and problems. Clear documentation of all processes is very important. It provides a central source of information for key tasks. This includes solving problems and managing changes.

In addition, analyses and statistics integrated into a ticket system can serve to optimize processes. For example, it may bring current or recurring problems to light.

Finally, it improves communication both inside and outside the organization. Users can interact clearly and focus on tasks while staying well-informed.

Conclusion: ITOps – an important pillar for business success

IT operations plays a key role as a core ITSM area. Modern companies are highly dependent on functional and goal-oriented IT. It forms an important pillar of success for companies as a whole.

With many challenges, change requests, detailed security needs, and problems, keeping regular IT operations running is often hard. Aligning IT effectively with KPIs and business goals, introducing meaningful automation and implementing relevant AI complicates the task.

It is therefore clear that those responsible in ITOps have important roles with a high impact. This work needs a clear structure. It can improve a lot with best practices and a good ticket system.

Learn how OTRS can support and optimize your IT operations.

Tobias Kortas

Best Practices, ITSM

20 Best Practices for IT-Change-Management

Tobias Kortas — Wed, 18 Sep 2024 08:42:05 +0000

20 Best Practices for IT-Change-Management

2024-09-18
Tobias Kortas

Best Practices, ITSM

IT change management is a structured approach to handling technology changes. It plays an important role in IT service management (ITSM). In other areas of the company, change management may deal with adaptations to goals, processes or teams as well.

Companies should understand how to start a change management process. The best practices below will help teams improve their processes. These tips are based on others’ experiences, key frameworks, and useful knowledge.

Why is change management important?

Changes to critical IT systems and services can cause serious interruptions and disruptions that might affect users. Suppliers and service providers should avoid this as far as possible.

A thought-out change management process evaluates the potential impact of suggested changes to ensure minimal disruptions.

Of course, dedicated change management is also useful in many other areas, including the following during:

Introduction of new systems and software
Implementation of new processes
Process optimizations
Organizational restructuring
Introduction of new project methods
Adaptation of business strategies
Relaunches and implementation of new marketing channels
Implementation of new communication channels such as AI chatbots

In these areas processes involved can be critical to the business and extremely error-prone. It is therefore obvious that the right best practices make a huge difference in change management. In many cases, success depends on how exactly those responsible initiate, implement and follow up the change processes.

10 ITIL^®-Related Change Management Best Practices

The following best practices are aligned with the ITIL (ITIL^®️ ist ein eingetragenes Warenzeichen von Axelos Limited. Alle Rechte vorbehalten.) framework and are particularly relevant for ITSM teams. They could also be adapted for other areas. Changes to IT services and infrastructures should be systematic and structured in order to be successful and minimize risk.

The practices mentioned here can be modified, revised and expanded upon based on your business. (More on this in the following section.)

Practice #1: Develop a format for change requests (RFC)

Every change should begin with a Request for Change (RFC). It should include all relevant information, such as the change’s benefits, risks, implementation details and a rollback plan.

Practice #2: Set up a Change Advisory Board (CAB)

Establish a team of key stakeholders who evaluate, prioritize and approve upcoming changes. An Emergency CAB (ECAB) can be established for urgent cases. The CAB should have an established approval process in place for determining if a change should be implemented.

Practice #3: Categorize upcoming changes

Assign upcoming changes to categories. This makes it easier to have a quick overview of how important and urgent they are. The following classification can be useful:

Standard changes have been approved in advance, are often recurring and carry only a low risk.
Normal changes require formal approval.
Emergency changes. These should be carried out as quickly as possible to resolve critical problems – faster approval is used.

Practice #4: Clearly define roles and responsibilities

Managing change typically requires a:

Change Manager – person who oversees the entire process
Change Requester – person who asks for the change
Change Implementer – person who ensures that changes are implemented

It’s not necessary to keep these titles and breakdown of responsibility. What is important is for clear responsibilities to be defined so that change processes run in a structured and effective manner.

Practice #5: Conduct risk assessments

Changes are always associated with risks – sometimes these are smaller and sometimes larger. Question how the change may negatively impact:

operations,
processes and workflows
security
compliance
data protection
employees
other technology, or
customers

Ideally, stakeholders should be aware of these risks at the onset and take steps to mitigate them when possible.

Practice #6: Ensure effective communication

Regularly discuss changes with stakeholders to promote the positive aspects of the change and increase its acceptance. This also helps people and teams prepare themselves for the upcoming change. In most cases, basic information on planned changes, status and potential problems are sufficient.

Practice #7: Conduct testing

Before making a change, test the technology and its implementation methods, especially in critical environments and processes. Do so in a safe environment such as a test system.

Practice #8: Conduct and document audits

Change management processes should be documented so that they can be analyzed. This ensures compliance. Regular audits check how effective the processes are and identify potential areas for improvement.

Practice #9: Schedule a change review

Change management does not end with the implementation of a change. Rather, in the post-implementation review (PIR), change managers ensure that changes are successful. They evaluate results and check for errors.

Practice #10: Continuously improve technology and processes

Changes that have been made become part of an ongoing process and thus become routine. To ensure long term success, teams should subject them to continuous improvement.

10 Best Practices – Independent of ITIL

While ITIL forms an excellent basis for IT change management, the framework simply offers recommendations. To improve your change management and set yourself apart from the competition, go beyond ITIL. Consider these additional best practices in addition to the framework.

Practice #1: Consider ITIL as a guideline

To use the ITIL framework profitably, don’t try to follow it strictly. Rather, align your teams around precisely those points that prove helpful for in your company. ITIL is simply a stable foundation on which ITSM teams can build.

“It seems strange: But a good practice can be to throw good practices overboard and replace them with more suitable ones.”

Tobias Kortas

Practice #2: Communicate change goals and benefits

Why is a change necessary at all? Too often, teams only have a basic understanding of this. Instead, the background should be clear.

For example, a team requests a change to implement granular authorization management in the software, because certain customers have problems with their compliance requirements. The customers are threatening to leave.

The benefit for the company would be to avoid current customer churn as well as offer prospective customers an additional advantage. Stakeholders should understand this.

Practice #3: Get communication teams involved

Marketing, PR, and internal communications should know about important changes. This way, all communication channels can be used effectively.

The knowledge manager is also a key communicator. They can be made easier for people to adapt to the change by keeping documentation in a knowledge base.

Practice #4: Remember project management

Implementing change management is only one step towards making changes successful. Project management should be considered to keep tabs on the timeline and budget of the pending change.

Practice #5: Redefine the CAB’s scope

The ITIL Change Advisory Board (CAB) is a helpful approach. However, it can make changes more complicated and slow them down. Experienced teams, in particular, should be able to work agilely, quickly and flexibly.

This can be achieved by only requiring approvals for risky changes. In this way, the CAB supports teams strategically.

Bonus tip: Checklists, automation and peer reviews are quick alternatives to engaging the CAB on smaller changes.

Practice #6: Weigh individual risk tolerance

Making a decision based on risks depends on how much a team or company can handle those risks. The higher the risk tolerance, the more proactively and freely extensive changes can be made. Discuss this with management and leadership teams.

Practice #7: Track data to improve long-term decision

Ongoing adjustments and iterations will be needed until the desired result is achieved. Collecting data, like the effects of a new implementation or customer feedback, helps teams improve change management over time.

Practice #8: Automate change processes

There are definitely some change processes for which automation makes sense. Standard and routine changes are particularly suitable for this. With the right software, teams can work together better. This helps them save time and effort.

It is a good idea to automate processes that are already efficient and well-developed. These processes are easier to repeat and have fewer errors.

Practice #9: Celebrate successes

Successes do not happen by chance. Celebrating them can increase productivity and motivation immensely.

This does not mean that managers have to call one celebration after another. However, the employees involved in change management should experience appreciation and recognition. This will make them feel better and be more motivated to perform, making overall projects much more likely to succeed.

“Celebrating successes creates a good basis for further - sometimes even greater - successes.”

Tobias Kortas

Practice #10: Evaluate long-term impacts

Many change projects fail because they are too short-term. The long-term consequences and the wider context often remain unclear. After all, it is a considerable challenge to recognize these, assess them, and keep an eye on them in the long term.

However, if these are known at an early stage, teams can act with foresight and anticipate the subsequent effects. The best situation is when we know as many factors as possible. Changes should focus on long-term effects. This includes both the change project itself and its context.

Conclusion: Best Practices Pave the Way for Good Changes

Change for the better: This is the epitome of the Japanese Kaizen method for process optimization and the aim behind so many management initiatives. Clearly planned changes in ITSM and other areas help businesses achieve this goal.

The right practices and methods are of immense value to teams. They can bring quality to change management and optimize it sustainably.

In any case, best practices offer more guidance than fixed rules. They provide valuable assistance in identifying the most promising procedures. How companies, teams or individual employees proceed is, however, almost always an individual matter.

Seeking to automate change management practices? Learn how OTRS can support your change management team today.

Tobias Kortas

Best Practices, ITSM

IT Service Catalog: Definition, Benefits and Best Practices

Tobias Kortas — Wed, 11 Sep 2024 11:51:14 +0000

IT Service Catalog: Definition, Benefits and Best Practices

2024-09-11
Tobias Kortas

Best Practices, ITSM

The world of IT services is complex. Numerous services are available in the modern corporate world. A catalog identifies these and provides users with an overview about what’s possible. This article provides an overview of the service catalog and how it may be structured.

What is an IT service catalog?

A service catalog can be compared to a menu in a restaurant: Customers or end users are given a clear and organized overview of which IT services, hardware options, and software options they can take advantage. It is a central directory of all available IT services.

The IT service catalog serves an important instrument of communication between the IT department and the end users. It offers transparency about offered services.

It also highlights what information and steps are needed to obtain each service. This improves overall efficiency because service requests are standardized.

Background: The IT service catalog has its origins in Information Technology Infrastructure Library (ITIL^®️). (ITIL^®️ is a registered trade mark of Axelos Limited. All rights reserved.); it was officially introduced as best practice in ITIL V3.

What is the difference between an IT service catalog and a self-service portal?

In IT Service Management (ITSM), the self-service portal and the ITIL service catalog both play a role, albeit a slightly different one in each case.

Where a service catalog provides information about available IT services, a self-service portal allows users to request services directly, find answers to frequently asked questions (FAQs) and obtain further information.

In short, the catalog is informative, providing structure and definition. The portal is interactive. It empowers employees to take advantage of the IT services offered by an organization.

What Should Be Included in an IT Service Catalog?

Think of the menu again: It outlines dishes, ingredients, and the price. A service catalog is just a little more extensive than a menu card.

If you are building an IT service catalog, consider the following as part of the structure:

Overview

Name – preferably according to an established and intuitive nomenclature
Brief description of the service
Category, such as network, application or security services

Description of the service – What does the service include?

Target group – specific departments, end users, external customers, etc.
Benefits and purpose for each service
Requirements for successful implementation
Limits of the service – What does the service not (or no longer) cover?

Scope and availability

Service Level Agreements (SLAs): Response and resolution time
Performance indicators (KPIs), if applicable – How is performance measured?
Availability – usually a percentage for a guarantee (e.g. 98%)

Terms of use

Access – Who may use the service? / How is access regulated
Technical requirements and organizational prerequisites

Provider

Responsible persons and contact persons
Ordering – What is the procedure?
Support information – What is the best way to contact the service desk? How can the helpdesk and escalation procedures be used?
Which processes need to be run through?

Costs and billing

Pricing model – How are the costs and fees broken down?
Billing details – How is billing carried out

Depending on the requirements, there may be additional points. In some cases, information on:

security and compliance,
relevant processes,
supporting services, or
the expiration date of services may be important.

A service catalog should leave as few questions as possible unanswered so that users are fully informed and only need to contact the right person if they have unusual questions.

IT Service Catalog Benefits

A user friendly IT service catalog is essential for managing IT more effectively and providing better service. Both providers and end users benefit greatly.

These are the key benefits of an IT service catalog:

Benefit #1 – Clear and organized overview

An IT service catalog clarifies exactly which services are available. This means that everyone involved knows what’s offered and how to use the existing services. All users receive standardized information so that there are no misunderstandings or communication problems.

Benefit #2 – More efficient use

By documenting IT services centrally, there are fewer redundant inquiries or unnecessary deployments. Users select the appropriate services and don’t waste resources. Service delivery is improved as service request management can be standardized and even automated to a certain extent.

Benefit #3 – Optimized service quality

Clear service level agreements (SLAs) define exactly what users can expect and what the IT department is obliged to do. SLAs also make it easier to monitor and control performance and quality. All this increases service quality as it provides structure and clarity.

Benefit #4 – More budget control

The catalog provides information on the costs of individual IT services so that users can plan their budgets realistically and with foresight. On the other hand, providers can better analyze demand and optimize their service portfolios accordingly.

Benefit #5 – Higher customer satisfaction

The principle is simple: if users can learn about IT services quickly and easily, their satisfaction increases. It also sets clear expectations so that there is no dissatisfaction caused by misunderstanding.

Benefit #6 – IT strategy and governance

With a catalog, IT services can be better aligned with goals – simply through transparency and clarity. Service catalog management helps enable IT governance.

Benefit #7 – Good communication of innovations

Providers can easily integrate new services into the existing catalog, making it easier for them to implement new technologies and services. Users are also more likely to adopt them because they can clearly understand the benefits.

Best Practices for Creating an IT Service Catalog

Implementing and maintaining an IT service catalog requires a strategic approach. Here are some best practices for creating and managing an IT service catalog:

Involve stakeholders

Encourage users to provide qualified input. Constantly communicate with users (employees, customers, etc.) during the creation of a service catalog and incorporate their feedback. Even the finished catalog can be subject to continuous improvement based on surveys or stakeholder meetings.

Start with the most popular services

This much-quoted principle applies to the content of service catalogs. Companies should start with IT services that are in high demand, such as incident management. In this way, users quickly understand the value of the catalog. Additional services can then be added to the catalog.

Describe services clearly and precisely

It may seem trivial, but good descriptions are extremely important. Don’t let details get lost in or essential information missed. For example, the purpose and benefits of the service in question should be stated first. It is also important to explain exactly what it does and does not include.

“Intuitive navigation is key: users need to find what they are looking for as quickly as possible.”

Incorporate restrictions

People need different IT services depending on their role, position, department and other requirements. Show services dynamically based on role. This significantly improves the overview and user experience and prevents confusion.

Integrate the catalog into ITSM software

IT service catalogs can be perfectly integrated into IT service management (ITSM) software. This creates seamless processes and workflows for agents and end users. Process automation is also recommended to effectively manage orders, provisioning, approvals and more.

Prioritize user-friendliness

The user interface is extremely important: the catalog should be intuitive to use, including easy navigation and clear menus. Visual elements such as icons and diagrams can help. As a general rule, if something is not easy to use, users will quickly put it aside.

Make it easily accessible – even on mobile devices

The catalog should be easily accessible, such as through a self-service portal. Also, consider mobile access. This is crucial so that users can access the catalog from anywhere.

Offer training

No one should simply present users with an IT service catalog and expect them to be able to use it on their own. Basic training is important. In many cases, short videos and instructions added to a knowledge base or FAQs are sufficient. The important thing is that users are informed and know how to use the catalog.

Conclusion: IT Service Catalog – An Important Tool

An IT service catalog is an important tool – especially for complex and multi-layered IT services. It is of great importance for IT service management. Ideally, it provides users with transparent and clear information, resulting in a noticeable improvement in service quality. Providers also have more control over their IT strategy, can communicate more effectively and enjoy greater customer satisfaction.

The overview helps everyone understand the scope of services, service level agreements, terms of use, responsible parties, contact persons and information on costs and billing.

When creating an overview, it is advisable to involve stakeholders immediately, start with the most popular services and focus on clear and precise descriptions. User-friendliness and easy access – including mobile access – are of great importance. Integrating the catalog into ITSM software and offering users training on how to use the IT service catalog are also important.

Learn how OTRS can support you with ITSM and an IT service catalog.

Tobias Kortas

Best Practices, ITSM

IT support – definition, tasks, and tips

Tobias Kortas — Fri, 19 Jul 2024 14:21:25 +0000

IT support performs an important task for companies. This is the organization that customers reach out to for help with all types of technical inquiries. IT support services can vary greatly – from helping people with standard processes to solving complex technology problems. This article sheds light on what exactly IT support is about and how to get started in the field.

AI in ITSM – Importance, Examples and Study

Tobias Kortas — Mon, 03 Jun 2024 13:43:11 +0000

Recently, there has been a lot of AI hype in ITSM. Companies have recognized that artificial intelligence (AI) and automation can significantly increase efficiency, shorten resolution times, improve service availability and much more. Find out all about how AI is revolutionizing IT service management here.

Achieving corporate objectives with IT governance

Tobias Kortas — Thu, 16 May 2024 09:03:20 +0000

We face numerous challenges in the corporate world. With advanced digitalization and the importance of the technology environment, success depends heavily on the role of IT. Governance, or oversight, is needed to ensure that IT initiatives strategically align with corporate objectives. This article explains IT governance and discusses how it can be achieved.

What are the advantages of artificial intelligence?

Tobias Kortas — Thu, 02 May 2024 12:26:44 +0000

Artificial intelligence (AI) is a defining topic in the corporate world. Plenty of organizations are implementing AI systems to automate tasks or make better decisions, for example. This article looks at the specific advantages and disadvantages of artificial intelligence - and how companies can make the best possible use of this technology.

AI summaries of texts: tips and importance in ITSM

Tobias Kortas — Fri, 12 Apr 2024 07:38:06 +0000

Artificial intelligence (AI) is becoming increasingly important. The main challenge for companies is using the new technologies effectively. AI-supported summaries of content are a useful way to act more easily, quickly and productively. This article shows how this can best be achieved – and how summaries can be connected to knowledge bases.

Incident Management – Meaning, Objectives and Process

Bernd Maus — Mon, 11 Dec 2023 10:00:24 +0000

Effective incident management is a key prerequisite for smooth and secure company or organization operation. The following provides a detailed overview of the importance, objectives, roles and processes related to incident management.

IT Change Management Process: How to effectively handle technical changes

Tobias Kortas — Thu, 09 Nov 2023 14:41:58 +0000

The only thing that is truly constant is change, especially within business context. In fact, modern leaders rely on various frameworks for handling change. In the IT organization, the most common framework for handling change to a service is the ITIL change management process. In this article, we'll take a look at this process, its advantages and its role in the future of ITSM.

Problem Management: The path to real solutions

Tobias Kortas — Mon, 06 Nov 2023 07:58:49 +0000

Solving problems is extremely valuable for companies. This is because it guarantees smooth operations and processes in the long term. Here we take a closer look at problem management, its benefits and background as well as provide practical tips for your team.

IT Services Defined. Plus, 10 Helpful Examples.

Tobias Kortas — Thu, 02 Nov 2023 14:14:12 +0000

In the modern corporate world, information technology (IT) services largely determine success and failure. IT forms the backbone of a company and gives it creative power. To stay competitive in business, technology must support profitability and sustainability. In this article, we offer a definition of IT services and present 10 important examples of what these are. This gives you a comprehensive overview of this important area.

What is an IT Service Desk?

Enrico Schwenke — Wed, 22 Feb 2023 15:24:51 +0000

What is a service desk and how does it differ from a help desk? What advantages does it offer, what tasks does it have, and how does service desk software provide support?

Service Level Management (SLM) – Objectives and Processes

Bernd Maus — Wed, 14 Dec 2022 12:44:03 +0000

Service Level Management (SLM) is an ITIL discipline and the basis for the successful implementation of IT service SLAs. Learn how to ensure that all service level management objectives are met and how ITIL 4 processes can help.

Service Level Agreement (SLA) – Definition and Implementation

Bernd Maus — Mon, 31 Oct 2022 08:58:22 +0000

A service level agreement (SLA) is a general agreement between a customer and a service provider. It defines services and related response times. What does an SLA contain, and how is it used?

Customer Service Templates

Author OTRS — Thu, 18 Aug 2022 18:28:25 +0000

Customer Service Templates provide OTRS agents with ready-to-use and customizable text templates. Keeping consistent information for the customer and saving admin time!

Change Management – Models, Processes and Software

Bernd Maus — Mon, 25 Jul 2022 10:40:28 +0000

Change Management – Models, Processes and Software

2022-07-25
Bernd Maus

Digital Transformation, ITSM

Change Management enables the structured implementation of activities that are necessary to achieve the goals of an organization or company. Learn two of the most important models and reduce your company’s risk during the change process. With the right software, you reduce the risks for your company in the change process.

Change Management – Definition

Change management is the planned and structured implementation of transitional goals in an organization and company. It aims to move the company, organization or environment from one state to a new state. For this purpose, various models and defined processes are used to ensure the effectiveness and quality of the actions taken at every stage of the change process. At the same time, possible risks must be controlled and minimized.

The history of change management goes back to the beginning of the 20th century. Based on the idea of continuously improving work processes and organizational structures, the necessary phases in the change process were identified and defined as change management (CM).

Change through communication, persuasion, leadership and structure.

Companies, and therefore also their managers and employees, are subject to constant change and to the challenge of implementing transformation within the company’s day-to-day business across the various corporate levels and departments. It is, therefore, important to establish change management as a fixed component of governance and corporate culture in order to create the best possible conditions for change.

Good communication is an essential component of CM, because the change can only be implemented successfully if the various stakeholders understand the planned changes. Convincing all stakeholders, and moreover the entire company, of the necessity and the reasons for the planned change activates everyone toward success. Without everyone working together, it is difficult, if not impossible, to implement a change successfully.

Motivation and structure are needed to successfully manage the change process through all phases. Setbacks must be overcome and obstacles or problems must be eliminated.

Only if all of the above factors are incorporated into change management can the change be implemented as a successful and positive experience for all employees. A positive experience is the basis for establishing lasting and meaningful change management in the company.

"If you always do what you always did, you will always get what you always got."

Abraham Lincoln

Change Management Models and Processes

Implementing changes in a company often fails for one of three reasons: a lack of willingness, a lack of understanding the change’s necessessity or a failure to recognize the added value of the established goal.

To help counter this, different change management models can help to establish the readiness for change in a company. These can be used to support and implement the planned changes. An important part of change management is constantly controlling the actual state in order to prevent a dilution of the planned goals or a relapse into old behaviors. The quality of the measures taken is also subject to constant control in order to meet the requirements of the set goal.

The model which is best for the company should always be decided on a case-by-case basis, according to the challenges of the set company goal and the needs of the employees.

Two of the most well-known methods in change management:

Kurt Lewin – 3 Phase Change Management Model

Kurt Lewin divides the process of change management into 3 phases— roughly recognizing the need for change, acting on it, and anchoring the introduced changes.

Phase 1: Unfreeze

Realizing the need for change. The status quo is questioned and awareness of the need for change is established in the company. Structures are broken down in order to be able to initiate the change process.

Phase 2: Change

Leaving the current status to try out proposed solutions. Successful solutions or partial solutions are established.

Phase 3: Refreeze

Introduction of the new ways of working or solutions to all affected areas of the company with the aim of permanent integration. The changes are to be established and adopted as usual in the company until the next change occurs.

Kotter’s Change Management Model

Establish a common understanding
Problems should be recognized as such and acceptance of the necessary change should be created.
Gain allies for the change and create a leadership team
Leadership and an understanding of the common goals are decisive factors for the successful implementation of a planned change. The change process itself requires a management team to support it. To this end, it should have competencies in the areas that are to be effected.
Strategy development
Development of the communication strategy and recommendations for action based on the project managers input.
Communication of the goal
Communicate the strategy throughout the organization to get employees’ buy-in to the changes. Clearly articulate any recommendations for action.
Removal of potential obstacles
Identification and elimination of obstacles, such as knowledge gaps, staff shortages, or structural problems.
Communicate successes
Successes and milestones achieved should be communicated during the implementation phase in order to maintain motivation.
Steadily driving the change process forward
Do not be discouraged by setbacks. Encourage employees to continue taking risks and accepting possible setbacks. Do not lose sight of the objective despite interim successes.
Establishment of the achieved change in the corporate culture
Anchor new processes permanently in the company. Use the successes achieved through the initial changes to motivate employees. Make the reason fort he change clear, and thereby increase acceptance of the change.

Agile Change Management

Taking into account the basic principles of change management, Agile Change Management follows a “sprint” approach. In other words, small changes are implemented within a short period of time. Changes are implemented in small, multidisciplinary teams and the success of the changes achieved is checked in a short period of time in order to be able to react quickly to possible problems. After each change, efforts are evaluated and adjustments are made if needed. In this way, opportunities and problems can be quickly identified and incorporated into the larger change process.

The agile approach of an open and never-ending change process differs significantly from classic change management thinking, which basically includes a start and end point of the change process through the different phases outlined above.

ITIL® Change Management

In principle, the change management approach should be applied in all areas of a company. In the course of the digital transformation, however, it is particularly important in the area of IT. IT teams must react to changes and ensure that the competitiveness of the company is supported in the best possible way by the IT infrastructure.

A particular focus in ITIL change management (ITIL^®️ is a registered trade mark of Axelos Limited. All rights reserved.) is the classification of components and an evaluation of possible risks in order to prevent impairments to or interruption of operations.

The ITIL framework provides helpful and defined processes for IT service management and guidance for managing technical changes.

Service Transition – is the change process described in ITIL and it describes the following phases:

Transition Planing & Support
Change Management & Evaluation
Release & Deployment Management
Application Management
Service Validation & Testing
Service Asset & Configuration Management
Knowledge Management

Change Management Software – The right tool for your success

In order to involve all those responsible for a change in tasks or responsibilities, software that covers and bundles all the requirements of a change process is of considerable advantage.

Dependencies and responsible parties can be defined and automatically integrated into the communication.
Communication regarding the change process is always traceable and audit-proof without email chaos.
Classification and documentation of configuration items (CIs) are included through a configuration management database CMDB.
Priorities, due dates and reminders ensure workflow compliance.
Business processes management guide teams safely through the change process.

As change management software, OTRS is highly flexible and customizable. Learn how OTRS supports you in change management.

Bernd Maus

Digital Transformation, ITSM

Grey market provider: Even if the price is tempting, it is worth taking a closer look!

Matheus Assis Baeta — Mon, 25 Nov 2019 10:00:36 +0000

Four reasons why working directly with the product manufacturer is better for your business.

Improving Enterprise-Wide Service Operations

Christopher Kuhn — Wed, 12 Jun 2019 08:00:24 +0000

Have you ever thought about using ITIL to structure other areas of your business than IT?

How ITIL 4 Increases Business Flexibility

Francisco Cruz — Mon, 15 Apr 2019 09:00:34 +0000

ITIL 4 can help you to break out of silo thinking through more flexibility.