. IT Magazines (Portugal)
. Bit
. PC Guia
. Redes
. Desenvolvimento
. AskASP
. Cascading Style Sheets (CSS)
. DevASP
. DevGuru
. Perl.com
. PHP.NET
. W3C
. Bases de Dados
. Informix
. Oracle
. Blogs
. Alniyat
. Bitites
. ISMS
. IT-Mania
. lixo@net
. Nerd Tec
. SC Blog
. WebTuga
. IT Jobs (Portugal)
. IT Jobs
. Firewall Grátis
. Comodo
. Guarddog
. Jetico
. Kerio
. PCTools
. Sygate
. WIPFW
. Anti-Vírus Grátis
. PC Tools
. Anti-Spyware Grátis
. a2 Free
. Ad-aware
. Data Recovery Grátis
. Fóruns
. PTCoders
. Speedway
. Portais
. Tutoriais
From Linkedin Questions & Answers:
We know that change is challenging. We know that despite our best efforts most change programmes are less than a successful. I'd love to know what you consider the toughest obstacles and how you manage to overcome them. Answer: The fear of the unknown and bringing people away from their confort zone is the biggest obstacle. People tend to be paranoid regarding changes and I really can't say that I blame them. The number of unmanaged changes that occur in acompany feeds into a bad reputation of changes. Question:
What do you think is the biggest barrier to change?
The best way to overcome this is to build a structure of effective governance around changes. Ensure Changes are properly managed through its lifecycles always including regression plans (Can't say I have seen many so far). Erradicating "stealth" changes will ensure that your reputation on changes is unharmed as well as ensuring all key stakeholders are involved to sign-off any change.
Resolving tickets might be difficult to assess.
If a user submits a request support ticket just saying something like "I have a problem in Oracle", I must assure I collect all the information needed in order to troubleshoot the problem he is facing. The possible support ticket classifying must be Pending or Suspended. However If the problem presented by the user is somehow known and you can present him with a highly probable solution, I can simply send it to him while classifying the ticket as resolved.
Some might say that I am trying to loose ownership or accountability on the user's request making his customer experience worse. Nevertheless we, as a “Resolver” group must think on our customers as a whole. When I classify the ticket as resolved I am making myself available to another customer that also needs my help. This will improve Customer experience globally.
So, how will differentiate when to resolve or when to suspend? I will resolve whenever I have a highly probable solution, not a possible solution. Possible solutions are troubleshooting ("Please can you try this, can you try that..."). I will resolve when the probability of the solution presented is so high that I am almost sure I just have to wait on the feedback from the user to confirm the resolution or not. If not I will have to return to the troubleshooting.
Ok, now how about Closing Ticket's?
Easy! There are no Grey areas here. Every time you have a resolved case with a confirmed resolution you will close the ticket. And if you have a Standard Problem you will certainly have a standard solution. This is an obvious direct Close.
This must seem of little importance, whenever I suspend a ticket I am adding work to my stack that is pending and requires an action from me. If I resolve the ticket my work is done or not, but at least the next action needed must be from the user. Not you can focus on other issues/tickets. Closing the ticket is the main goal. No pending issues for me or for the user.
Graph below might help you!
Destroy all enemy units for victory (30+ weapons). |
| Play this free game now!! |
Get the sheep across the road and into a pen. |
| Play this free game now!! |
You have documents that the 'Corporation' want. Can you escape? |
| Play this free game now!! |
The enemy is approaching and you are all that stands in the way. |
| Play this free game now!! |
Your favorite Miniclip friends have challenged each other to race! |
| Play this free game now!! |