Operations | Monitoring | ITSM | DevOps | Cloud

If you’re still unpacking the latest terminology from Gartner’s 2023 AIOps market update, you aren’t alone. Subject matter experts from Moogsoft recently joined thought leaders from TIAA and Windward Consulting for a debrief on the panel interview Accelerating Your AIOps Journey Webinar. Almost half of technology leaders looking to improve productivity and fuel greater collaboration are struggling to explain AIOps use cases, benefits, and value to other business leaders.

Defined severity levels quickly get responders and stakeholders on the same page on the impact of the incident, and they set expectations for the level of response effort — both of which help you fix the problem faster. But sometimes, for whatever reason, a severity level just doesn’t get set. Maybe there’s confusion around what severity level to use. Or maybe you have a low barrier to declaration and your responders just need a little nudge.

On-call responsibilities are a crucial part of many industries, ensuring that businesses can provide round-the-clock support to their customers. However, the demanding nature of on-call duty can lead to burnout and reduced productivity if not managed effectively. In this article, we will explore various strategies and tips to make on-call more manageable, enabling professionals to maintain a healthy work-life balance and deliver exceptional service.

In the dynamic landscape of IT service management, ITSM, two concepts reign supreme - Incident Management and Problem Management. They might seem similar, and many use these terms interchangeably, but they serve distinct purposes. Through this article, we’ll navigate the nuanced differences between Incident Management and Problem Management, and apply these concepts in our own approach to incident management.

In the heat of an incident, having a clear and shared understanding of what’s going on is absolutely crucial to effective response. But often what actually happens is that people involved in incidents build their own picture and narrative of the event, shaped by their own expertise, their past experiences, and what they’re seeing and hearing as the incident develops. The pictures and perspective people build is often referred to as a mental model.

For technical teams, the findings from DORA provide a model for measuring and improving performance. With almost a decade of data gathered from more than 33,000 professionals worldwide, the capabilities and frameworks detailed by the research help teams pinpoint areas for improvement and areas to celebrate. The team at DORA categorizes capabilities into three sections: Technical Capabilities, Process Capabilities and Cultural Capabilities.