Join Mark Thomas for an in-depth discussion in this video Prioritization, part of Cert Prep: ITIL Foundations.
- So many things we are going to prioritize in the model, in the ITIL framework, let's take incidents for example we prioritize incidents, yeah we do. You might see priority one, p two, p three, you might see sev one, sev two, sev three depending on how you name those. You might prioritize changes high, medium or low. You might prioritize problems, you might prioritize releases. A lot of ways which you can look at prioritization, a lot of it is based on customer input and the needs from the customer when we look at the prioritization, but how do we really calculate this? Is there a secret sauce? Well, there is and there isn't.
It's unique to every different organization. So you look at this prioritization, I like to call this the complex calculation of urgency and impact. And so, let's start with impact, what exactly is impact? It's the direct effect on a business. If we don't get this incident resolved quickly or if we don't get it resolved, what is going to be the pain factor on this? How many people are involved? What business units are involved? Are there any critical processes that are being hindered or stopped because of this incident or this even or this activity that we need to look at.
When did it occur, what benefit does the change bring? So that might be what we might be looking at from a change side. Is there risk to life and limb, that's obviously very important when we are looking at impact. Services affected, financial loss, business reputation, lot of stuff comes in when we are talking about impact. How is this going to affect us? Now, the other piece of this is urgency. It's a measure of effect of deadlines, at what point do we need to look at, what's the now factor? Someone calls "this needs to be done now." Well, now means different things to different people.
If somebody calls and says: "The data center "is on fire, we need to put the fire out now." Then they actually mean right now. But if someone calls and says "Hey, its time "to update the XYZ tables now." I know they mean sometime this month, so now means different things. So, when you combine urgency and impact, it helps you prioritize and when you prioritize, what you're now doing is putting in order the ammount of time, effort and money you are going to put into that specific incident or that specific change and so on.
So I like to look at it from a quadrant standpoint, again in my, just kind of a simple view here, we might look at urgency here, oops, on the left hand side let me fix that there, we might look at urgency and we might look at impact. So, clearly what you might say is "Oh yeah, well everything that sits up in this box "right up here, this is going to be all "my higher priority stuff right?" Well, not necessarily, so there might be some things we might find up in here or over here that we determine it might be low impact but high urgency, so it might have a higher priority as well, so you might start to take a look at how you cordon those pieces off in terms of how you do that.
So, again, when I told you there is no specific calculation it's dependent on the organization and specific activities or aspects of this incident or this change or this problem or so on. So, urgency and impact. Urgency is what is the pain factor we're going to have. Impact is how big this is and when we combine the two, look at urgency and impact, it now helps us look at our prioritization, which is how much effort, time and money this specific ticket or this specific change is going to need for us to restore service for example.
ITIL® is a registered trade mark of AXELOS Limited. This ITIL Foundations course is offered by Interface Technical Training, ATO of EXIN.
Skill Level Advanced
Qualification scheme3m 51s
1. Service Life Cycle
2. Service Management as a Practice
3. Key Principles, Models, and Concepts
4. Life-Cycle Phases
5. Life-Cycle Processes: Part One
6. Life-Cycle Processes: Part Two
7. Service-Management Functions
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