The ITSM Iron Triangle: Incidents, Changes and Problems

The ITSM Iron Triangle: Incidents, Changes and Problems (Pre-Order) (Soft Cover)
  • An innovative work of business fiction demonstrating how ITIL® best practice can ensure the success of your IT process implementation projects.
  • Based on real-life, up-to-date scenarios to validate your own experience.
  • Offers practical tips and key strategies to implement ITIL into your business and to tailor it to your needs.
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When your project is people-dependent, how do you get their buy-in?

Attitudes and behaviour are the biggest barriers to making changes within organisations. IT process implementation is no different. How do you do it? What is the key? What are the pitfalls? It is one thing to be told how to do these things, but wouldn’t it be better to hear how someone else has handled similar problems?

Learn from previous experience

Meet the book’s hero, Chris. Chris is assigned a seemingly impossible task – a problem that many previous project managers couldn't fix. Will Chris go the way of previous project managers and be 'given the opportunity to be more successful elsewhere' – or will Chris deliver the objectives and impress company leadership?

Changing attitudes, working together, finding solutions

For this project to be successful, Chris needs to change the way colleagues and superiors approach the problem. Learn from the successes – and mistakes – as you join in the search for workable solutions and attempts to bring colleagues and superiors on board.

By reading this book, you will understand:

  • what your colleagues want and how to obtain their support
  • how to communicate your goals in way that inspires, and encourage colleagues to take ownership of relevant parts of the process
  • how to build your own credibility and the importance of measuring and communicating your successes
  • how to communicate about the project to staff at all levels
  • how to identify your clients and keep them happy
  • the importance of communicating the 'Why', as well as the 'What' and the 'How' of your project


1. Change in Assignment; 2. Into the Fire; 3. Turning up the Heat; 4. Searching for the Right Place to Start; 5. Investigating the Wetware; 6. Managing Service Outages; 7. Time to Refocus; 8. The Five Questions; 9. What is that Light at the End of the Tunnel?; 10. Not Everyone Likes Answers; 11. Why Service Outages are like Dandelions; 12. When No One is Around; 13. The Right Thing the Wrong Way; 14. Going Through them Changes; 15. Some Fingers Point and Some Hands Clap; 16. What Have you Done for me Today?

About the Author

Daniel McLean has worked in IT for more than 20 years, and for more than ten years has been designing, implementing and operating processes to support ITSM. His work focuses on bringing the best practices from the ITSM Standards into practical operational processes that are tailored to the needs of the particular organisation. Daniel has developed and delivered customized ITIL courseware to a number of organisations and was a peer reviewer during the development of the ITIL 2007 v3 Service Strategy element of the ITIL framework. He holds many honours in IT and related areas.

Buy the ITSM Iron Triangle and learn practical tips and key strategies to implement ITIL into your business.

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Showing comments 1-4 of 4
1. David Edwards on 30.10.2015, said:

quick, easy to read, read in about 2 hours. make you think about your experiences, pickup if your org needs real insight on how to approach itil, in small defined bites.
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2. David on 17.09.2014, said:

Quick, easy to read, read in about 2 hours. Makes you think about your experiences - pickup if your organisation needs real insight on how to approach ITIL, in small defined bites.
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3. Jennifer on 13.11.2013, said:

The ITSM Iron Triangle is an excellent book for readers wanting to implement ITIL for the first time. The book is written in a story format that is easy to understand and walks through the process of setting up and establishing incident management, problem management, and change management as seen through the eyes of “Chris”. This book is not an instructional guide on “how to”, but a look at the everyday challenges of trying to establish the main principles of Service Operation. The book starts with Chris being told by the CIO that his new assignment is to fix the issues arising from continual outages and he is given 30 days to show progress towards that goal. The only previous ITIL training that he has had is the ITIL Foundation Course with no real world experience in applying what he has learned. At the end of every chapter there are tips that would have helped in making the previous area of implementation easier. Each chapter walks through a different process in the initial implementation stage. It begins with the first outage and how to handle yourself under pressure. It then goes in to choosing the portions of best practices that best apply to your situation and the different ways to get buy in for your changes. Most times one of the greatest challenges to making change in a company is people’s natural aversion to change. This book shows how Chris handled these issues with Senior Management down to individual teams, which proved critical to the success of the new ITSM processes. Throughout the book Chris not only is able to create a working incident management process but also gets buy-in from other stakeholders and implement problem and change management. I would recommend this book to anyone looking to implement ITSM practices in their company for the first time and are not sure where to start. The book is very easy to read and is filled with useful information and tips.
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4. Susan on 27.02.2012, said:

I love stories. Not just books, many of which contain great information, but stories with characters and plots that engage the reader at an emotional level. I assumed The ITSM Iron Triangle, by Daniel McLean, with a graphic of Incidents, Problems and Changes on the cover, would focus on the relationships between these three critical ITIL processes. But it turned out to be a thought-provoking story, full of illustrations of the real-world conversations, objections, politics and emotions that pose the greatest challenges to successful ITSM implementations. It focuses on the first and most critical factor in the People – Process – Technology concept, but in an illustrative rather than theoretical way through the eyes of Chris. Chris is a relatively new employee assigned a very visible task of reducing a fairly significant number of Sev 1 incidents, in the midst of politics, finger-pointing and inconsistent support from management. The concepts are simple and well-illustrated through his journey. For example, he uses a great analogy, likening Incident, Problem and Change Management to Firefighters, the Arson Squad, and Building Inspectors, respectively. Chris learns how important it is to share the vision in clear, simple terms to his management, as ITIL concepts can be complex and sometimes difficult to summarize for the executives who need to be convinced with limited exposure. This book would be ideal for practitioners who have completed their ITIL Foundation training and so are somewhat familiar with these three critical ITIL processes, and are ready to use this newfound knowledge in the real world. But even the experienced might benefit from the reminders highlighted at the end of each chapter in “Tips that would have helped Chris.” Although the main concepts, relationships and benefits of these three processes are repeated throughout the book, the focus is very much on the cultural aspect, which is only covered at a high level in most ITIL / ITSM publications. This is an extremely quick read, and one I found hard to put down. In fact, I read it once for the purposes of this review, then read it again to take notes and make an action plan to apply personally. I doubt many in the industry could read the book without recognizing key players or similar situations in their own experiences, although many were exaggerated for illustration purposes. Much of this is Corporate America Politics 101, but it’s not a bad reminder for those of us who get so engrossed in getting the “hard” stuff done that we forget the “soft” aspects can be even more critical.
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