The tail wags the dog - tools & service desks - PRDDOI rather than PDCA.

The tail wags the dog. The software package insists on, or is configured to insist on, meaningless statuses and priorities, so they're filled in arbitrarily. 

The service desk suffers particularly from having tools that make it easy to measure something. Whatever that something might be, when it is measured and rewarded, behaviour will follow. 

The behaviour will follow the something - most certainly not the something else that the business, the management or the customers actually value.

One good exercise, to drive this problem home, is to run a simulation, or a thought-experiment simulation, where the software tools have all broken. The aim is to develop tools on paper, or laminated cards, or similar mechanical devices that allow proper handling of incidents. [the HP/AXELOS/G2G3's race to results simulation does just this]

Quite a lot of the ITIL advice turns out to be essential. Quite a lot of the stuff that software tools do turns out to be of no value at all.

It is a good way of demonstrating the wisdom inherent in ITIL, which is the value it gives to service management and service governance.

The solution to this situation lies in understanding exactly what the value of a particular incident is to the business and how best to react to mitigate the damage and then, only then, deciding how to design the process and software to support it.

As always, if you don't spend time, effort and money on working out exactly what the requirements are, you'll end up spending much more trying to fix the mess your assumptions have made.

First understand requirements. Then, iteratively, work to produce the best design you can. Then measure how it meets the requirements - don't measure things just because they're there or easy to measure - and improve what you're doing so it meets those requirements better.

Plan - Requirements - Design - Deployment - Operation - Improvement - Plan is not as snappy as Plan - Do - Check - Act, but it's more acurate: PRDDOI rather than PDCA.

Last modified on Friday, 22 August 2014 07:53
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Peter Brooks


  • University of Natal, Pietermaritzburg, BSc. 1979
  • Major Subjects; Maths & Physics

Industry Qualifications

  • ITIL V2 Manager’s Certificate in IT Service Management
  • ITIL V3 ITIL Expert Certification
  • ISO20000 Consultant’s Certificate Management
  • Fellow in Service Management (FSM)® (prISM)


  • Certified ISEB instructor for ITIL Foundations + Service Manager courses
  • FISM - Fellow of the Institute of IT Service Management
  • Marketing and Business Development Director itSMF International
  • Marketing Director itSMF South Africa
  • Member of itSMF South Africa Western Cape

Consulting Delivery

  • Governance
  • Policy Consulting - start up organisation
  • Service Governance
  • Business Analysis
  • OpenView Network and System Management; design and implementation.
  • Secure web implementation.
  • HP Service Desk implementation.
  • Application, System, and Network Consolidation.
  • Business Disaster Recovery process consulting, implementation and testing.
  • ITIL process management (practical consulting delivery):
Service Portfolio    Service Strategy    Service Desk
Incident Problem Configuration
Change Release Capacity
Financial Availability Service level

Specialties and interests

ASM Adaptive Service Model
Service Governance Business Analysis
CSF Capacity
Consulting Demand
Governance HP OpenView
KPI Metric Design and Implementation
Metrics Open Source
Policy Requirements
SANS15000 Security
Service Desk Teaching
Training Service Management
Dialetheism :Service governance
Physics :Philosophy
Psychiatry :Maths


I have never been further
As08-16-2593.jpg north Helsinki Helsinki 60°10′15″N 024°56′15″E
south Dunedin Dunedin 45°52′S 170°30′E
west Sausalito Sausalito Coordinates: 37°51′33″N 122°29′07″W ]
east Rotorua Rotorua 38°08′16″S 176°15′05″E
... and higher than Title=3.050 m3.050 m
... and Title=faster than 320 kphfaster than 320 kph (on the ground)






Adopting Service Governance

Collaborative Consulting
ISBN: 978-0113314652 ISBN: 978-0113313914
Webinar: Adopting Service Governance: Governing portfolio value for sound corporate citizenship Review in International Best Practice
Issues in corporate governance and service governance as a solution  
AXELOS interview with Peter Brooks  
Service Governance in the Cloud  




Adopting Service Governance.png
Adopting Service Governance - Governing portfolio value for sound corporate citizenship - AXELOS 2015 ISBN: 978-0113314652
Collaborative Consulting.jpg
Collaborative Consulting – TSO 2013 ISBN: 978-0113313914
  Review - Ivor Macfarlane
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An Integrated Requirements Process - Governing Cost & Risk in Business Analysis - itSMFsa 2013 ISBN: 978-1490489162
  Review - David Lowe
  Review - Karen Ferris
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Metrics for Service Management: Designing for ITIL – VHP 2012 ISBN-13: 978-9087536480
Metrics for IT Service Management.jpg

Metrics for IT Service Management – VHP 2006 ISBN-13: 978-9077212691











Definition of Service Governance

Service Governance describes the means of achieving effective corporate and portfolio governance, within the ‘comply or explain’ framework, by designing the service portfolio as the overarching management system that monitors & controls corporate financial performance & value delivery.

From '''Adopting Service Governance''' Service Governance - Best Practice

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