Andrew Sauter

Sydney, Australia | Partner of Thinking Dimensions Global
Andrew provides consulting, facilitation and implementation of proven tools and techniques to remove unnecessary costs, for both IT & Business in any industry, by empowering staff and the organization's culture with the essential skills required to address any situation at any level. Andrew’s strength lies in having an in-depth knowledge of IT and IT departments, which enable tangible results to the major IT challenges experienced by Top 1000 companies.

Recent Posts

Capturing the Correct Data is Critical for Finding Root Cause

By Andrew Sauter on Dec 17, 2014 11:03:50 PM

Do you know what the right questions to ask are to only get the relevant data to solve an incident and find root cause?

This is one of the BIGGEST challenges for individuals, teams and companies globally. In fact this is one of the main reasons we are in business, along with, of course, knowing the correct fault! (For information on the correct fault, see previous blog.)
What often happens in incident investigations is many questions are asked and many answers are given. The biggest issue with this is 80% of the information received is irrelevant! Unless you have a structured approach with a common language that only asks specific questions that uncovers the relevant 20%, using the WHAT, WHO, WHERE, WHEN, PATTERN & PHASE dimensions, then you are probably being paralysed by irrelevant data.
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How to use Risk Analysis for Change Management effectively

By Andrew Sauter on Dec 10, 2014 3:08:00 PM

Do you have the majority of incidents being caused as a result of project or other releases into production?

Do you often have a 'Bad Feeling' about a changes that are going in? 

Thats right, the dreaded RISK word. In most cases Risk analysis conjures up bad thoughts and ways to quickly address the risk tabs in the change record adequately enough to get the change approved. Maybe a quick 'cut & paste" from a similar change? I have seen this, been guilty of doing it, and seen many other poor practices in companies I have worked for and consulted with over the last 28 years in my career.

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Finding the Right Fault is the Key to Superior Incident Investigation

By Andrew Sauter on Nov 26, 2014 4:35:00 PM

How often do you have incidents that take far too long to resolve or restore service? Do your Incident Statements have fault wording like Slow, Degraded, Poor performance, etc?  If this is the case, then this vague wording is a primary reason why! Wording like this should be banned from incident statements.

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Managing Stakeholder Expectations during a Major Incident

By Andrew Sauter on Oct 29, 2014 11:34:31 PM

One of the biggest challenges in running an incident management is managing the expectations of the Technical & Business stakeholders. Everyone is entitled to understand what happened, whats the impact, what the current status is and how long do we expect to have the issue. However, this is usually done in a sporadic way.

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Core Process and Information Issues in Major Incident Management

By Andrew Sauter on Oct 22, 2014 3:50:21 PM

Major Incident Management only becomes frustrating when the team cannot restore service or solve the incident in the specified time. Those seemingly more complex incidents that ‘hang around’ for hours or even days are the ones that put teams under the most pressure and call for reasons and/or changes to understand why it took so long.
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