some IT KPIs for their service providers.
We outsource lots of IT but we would like more IT KPIs than we have.
So it's case of identifying who the individuals were,
working with them to identify what KPIs they can hold off and
getting them to deliver them monthly to me and
then I can share that data with the management team.
>> Right, so just let me check something then.
When we say IT KPIs, what do we mean?
>> So traditionally, its the number of how many tickets are sent
each month to the IT provider service desk.
>> All right, okay.
So queries?
>> Yes, queries. >> Yeah.
>> How many are delivered within the service level agreement times.
>> Right.
>> What percentage of the time are their service up?
>> Right, okay. >> So
it's quite straightforward data which I can't get a hold of, or
don't know how to get a hold of, but the people who work with that do.
So it's a case of helping them to get a hold of that data and
then putting it into their regular routine to submit it to me, on a monthly basis.
>> Right, so just to check my understanding.
You're trying to get hold of a resource to do something that needs to be done.
>> Yeah.
>> And within your own skill set.
As I'm in a situation myself so I can relate to it.
You get people to come to work with you but
you don't actually fully understand what they're going to do to help you.
>> Correct.
>> Yeah, okay. >> Yes so,
I mean there's two key pieces of what work is.
I need to understand what I'm doing.
>> Yes.
>> And for why.
>> Yes. >> And
then I need to be able to relay that on to someone else so that there's clarity,
so we all know what the agreed purpose is.
And then as well as feedback and results to make sure that this is what you wanted.
>> Right. >> And if not to start again.
>> Right, so in this situation then when you're looking to get this
project delivery and effectively outsource part of the process.
>> Yes >> What management skills did you use then
to utilize these extra areas of expertise that you needed to have
to do these bits of work that you couldn't do yourself?
>> I think it's partly understanding what needs to be done.
>> Right. >> because I know very little about
servers and sort of having worked in the technical side,
but obviously there's people who do.
So it's a case of I need to explain
what my requirements are in quite a straightforward way.
And they have to communicate back to us.
So it's about communicating my needs clearly,
getting him to understand what's need to be done,explaining to them why they need
to do it which when you know the direct manager requires a bit of certain skills.
>> [LAUGH] >> And the habit is to get them to doing
it continually month after month.
>> Right, okay so we've seen a number of key skills that are starting to emerge
here in this particular situation Jan is sharing with us.
So the need to recruit additional resource to do some specialist
skills which Jan doesn't have as part of his skill set.
And the areas that have been highlighted of being particularly important is getting
us greater understanding of what needs to be done as you can.
Bear in mind that there are some potential blind spots there.
Being able to identify that required resource.
Being able to relate to them as best as you can, what needs to be done.
And then, being persuasive in Jan's particular scenario to ask for
that to be done on a month by month basis.
And this, in the context where this additional resource doesn't report
directly into Jan in terms of team leader and subordinate.
So Jan, how did you actually move this project forward, then,
in this particular situation?