On mission within the ErDF IT Operator, which several years ago started an implementation approach of certain processes and best practices from ITIL®, I intervene within the field of « Tool and Methods Support ».
As referent of a OI-ERDF group for the incident management, for REX (Retour d'EXpérience) and for application downtime, I collaborate with different actors of these processes in order to provide them with advice to the implementation and propositions of improvement. I then ensure the application, even the formalisation of procedures and instructions in the perimeter devolved according to the processes, and also participate in the implementation of control measures. Everyday is thus varied, combining steering committees, substantive work on the processes and actions in permanent link to the operational.
It is how I implemented, for example, a monthly quality control of the incident change in order to identify and initiate actions of improvement; this through analyses realised on a Business Objects environment and on exchange instances with the OI-ErDF operational staff, the Quality Managers and the Outsourcer.
The ITIL® approach, and in particular the incident management, is a concept which has reached maturity in a majority of major accounts, regardless of the business sector. But a good number of best practices also find themselves within a SME without it being necessarily implemented in such a formal manner.
After 13 years of experience in IT support, whether it be in ITIL®-orientated environments or not, I can say that the issues, methods and tools are generally similar, but that the way to respond to the organisational challenges must be focused. Thus, thanks to my varied experience, so much in terms of infrastructure size (Major Accounts, IT Consulting Services, SME) than in business sector (Software package editing, Pharmaceutical industry, Administration...), I bring a generic view whilst ensuring myself to satisfy the requirements and specificities of the client.
My mission's wealth is completed by a relationship with the operation outsourcer strongly involved in the processes' activities. I must therefore also take into account the issues and constraints of the outsourcing contract's management. Finally, belonging to a sector gathering the other activities' referents (a Quality team, an outsourcing steering team and tool referents) enables me to participate in more global thinking and refine my skills on an expanded perimeter.