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  1. Steven Boardman

    Steven Boardman

    Hornbill Product Specialists


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      24

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      1,979


  2. James Ainsworth

    James Ainsworth

    Hornbill Product Specialists


    • Points

      16

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      3,031


  3. AlexTumber

    AlexTumber

    Hornbill Developer


    • Points

      11

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      879


  4. Deen

    Deen

    Hornbill Staff


    • Points

      11

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      538



Popular Content

Showing content with the highest reputation since 06/12/2020 in all areas

  1. 5 points
    @Alisha @Paul Alexander @Sean Teehan @Keith @HGrigsby @Aaron Summers @Martyn Houghton @Lyonel @Jeremy @m.vandun @Adrian Simpkins @samwoo The ability to change the owner of a snippet was made available in the Service Manager update yesterday As mentioned in the wiki details below, you will need the Service Desk Admin role, but you will then be able to both change the owner, and have an option to make yourself the owner of snippets owned by other users. https://wiki.hornbill.com/index.php/Snippets
  2. 3 points
    The fixes are being applied now. @Ann-MarieHolloway i'll let you know when your instance is updated.
  3. 2 points
    Hi Would it be possible to associate a project rate for a resource, without having to manually enter the project rate when you add the resource? Thanks Darren
  4. 2 points
    @Jeremy They use the maintenance window setting, autoUpdate.maintenanceWindow , in the Admin Tool under system Cheers Martyn
  5. 2 points
    In this latest update, Team Hornbill have combined all of the fantastic new Service Manager features that were released in first two quarters of 2020, into a single update. If you missed some of these new features whilst they were being rolled out in the various Service Manager updates, please have a look at the link below for a refresher on this new functionality that is available to all subscribers right now. Here is a direct link to the latest edition: https://wiki.hornbill.com/index.php/Service_Manager_Quarterly_Update_2020_Q1/Q2 For links to our previous update round ups, please check out the Whats New Wiki Page
  6. 2 points
    @NickH one more thing, in your business process where the email template is being used - make sure you update the Email Template Entity from the default Request to ChangeRequest
  7. 2 points
    HHH for the Views and Advanced filter there will be a condition you can set for Last Update By Type where you can select between customer, analyst, and system.
  8. 2 points
    Hi @Adrian Simpkins, Thanks for your post and I'm glad you're liking the changes :-) So after several discussions with the different teams at Hornbill, including Service and Project Manager, we've decided to take a slightly different approach with Default Timesheet Categories... This sort of problem/discussion has come up a few times internally at Hornbill recently (as we add more applications to our platform) and the main question usually circles back to which app owns the data. In this case, it's quite obvious that Timesheet Manager owns the actual timesheet categories (they would not exist if timesheet manager did not exist), but the idea of setting default categories is not necessarily the responsibility of Timesheet Manager. As we've found with different apps, they all appear to have different requirements. To that extent, and due to the fact so much was changing with this most recent update, we took the decision to leave default timesheet categories as they are for now, with the view that each app that wants to plug into Timesheet Manager now has the task of working out how they want to offer this configuration. The result of this will be multiple different interfaces for default categories that are configured differently per app and within each app. I don't know for sure, and until I see the technical spec but I would imagine that Service Manager would not only look to offer default categories based on request type, but also by service as well. So for example, as a service owner, you configure which default categories you want for your service and for each request type. As a Project Manager, maybe you want to configure different default categories for the different roles that the project members have in your project. As with all new Hornbill functionality, with our continuous deployment methodology, you'll receive the updates to each application that contains the new default timesheet category configuration just as soon as the functionality is ready. Alex
  9. 2 points
    @Adrian Simpkins, We're currently implementing a feature that provides the option to add Notices to a Request, this can be achieved automatically (i.e. via the BPM) or manually. This is on our 90-day development window and we're hoping to make it available in the coming weeks. Ehsan
  10. 2 points
    Thank you @David Hall I'll leave you guys investigate and keep refreshing the page for updates.
  11. 2 points
    We are having very similar issue that we are missing large amounts options, no request list screen etc. I have not updated the system in the past week. Service Desk Manager is missing from our applications.
  12. 2 points
    @Paul Alexander I have a similar situation and in my case for Service Requests it was down to the missing analyst not having the role for which gave them access to that type of requests. Might be worth double checking the role permissions between the two that work and the one that does not. Cheers Martyn
  13. 2 points
    @Bob Dickinson @Martyn Houghton, Well could create a bpm operation, "Get Team Mentions", that given a team would return the markup for mentioning the team i.e. would return in a variable ref " {'user a','urn:sys:user:usera'} , {'user b,'urn:sys:user:userab'} , {'user c','urn:sys:user:userc'} ". This could then be injected into the content property of Timeline update operation... so the markup would be like this:- Please can you check this request and action as blah blah blah &[global['flowcodes']['getMetionsRes'].userMentions] This said we do have ability to send notification only to a user but i am working on trying to get it so can easily inject link to associated object (in this case a request). If it cannot be generic might have to add it as a SM specific bpm operation.
  14. 1 point
    so the start and end times will need to be pointed to either your form where you ask the times or to the scheduled times of the change are done manually. take a look at this, scroll down to Change Requests and the update request section https://wiki.hornbill.com/index.php/Service_Manager_Business_Process_Workflow
  15. 1 point
    @Dave Longley this is the one you need...
  16. 1 point
    We have noticed that incidents that are being generated from emails by an analyst are not including the attachments in the request and are 'leaving' them in the emails. Has anyone else noticed this issue?
  17. 1 point
    Hi @Jeremy @Adrian Simpkins sorry for the slight delay in getting back to you, our developers have found an issue and are looking to resolve it. @Jeremy unfortunately we were not able to replicate the issue under your scenario i.e. Attachment form configured. We're aiming for the resolution which is in the works to resolve all issues We'll update you more on this soon Regards Mohamed
  18. 1 point
    @Daniel Dekel thank you, that is why we have so many issues with people filling out longer forms then as this is 15 minutes! Thanks for the quick response.
  19. 1 point
    Thanks @Steve G, its been a long week so far.
  20. 1 point
    @Adrian Simpkins glad to know that it is not just us! @Mohamed
  21. 1 point
    Hi @Nikolaj, This is now possible, if you're using v3.6.0 or above of the LDAP Import Tool. We've provided a pre-import action called LDAP Timestamp to Date & Time, which will take a field value containing an LDAP timestamp, and convert it into the YYYY-MM-DD HH:MM:SS format: So if you inject the Output of this action into one of the users fields (I've chosen Attrib 4, below) then the readable datetime will be written into the field: The user I've imported: Ansd the users record in Hornbill: Hope this helps. Steve
  22. 1 point
    @Michael Sharp @Martyn Houghton Changes/improvements to this are currently in the works so you should see something soon Gerry
  23. 1 point
    Regarding the visibility of archived users, this is something that we are aware of and we will look to provide a feature to allow filtering. At the moment it may be a case that a user was recently archived but their time spent prior to being archived is still applicable as part of the reports.
  24. 1 point
    @Paul Alexander this has been fixed, preview should be working for you again
  25. 1 point
    Yes, this comes as part of having a maintenance plan.
  26. 1 point
    Hi Alberto, This change is still in the backlog and not yet scheduled. We will continue to assess the change and I'll let you know if there is any progress. Regards, James
  27. 1 point
    @RobW We do hold the information on who the previous owner was, and who the new owner is, so you can report on the number of times a request is assigned away from an agent , and who the new agent is. Below is an example of this based on the previous owner, i.e for every reassignment, you may draw from this that they have reassigned the tickets to someone else, but it could of been someone else who reassigned it away from them (if that makes sense) There is a sample dashboard in out sandbox instance which may help here https://admin.hornbill.com/demo/app/com.hornbill.servicemanager/analytics/dashboards/15/ You can login to view this as grahamc / H0rnbill Click on the edit button on the top left widget to see the details, as an example it could be something like this for what you are after SELECT h_previous_user_id As Analyst, COUNT(h_request_id) AS Assignments from h_itsm_request_team_assignment inner Join h_itsm_requests on h_request_id=h_pk_reference WHERE h_previous_user_id!='No previous owner' Group by h_previous_user_id order by Assignments desc Limit 5 If you were looking to create an admin report, you would need something like this report - feel free to upload and tweak reassignments.report (1).txt Hope that helps
  28. 1 point
    @Adam Toms if you use the business process engine, to update a custom field on the request with the cost code from the progressive capture questions, then the custom fields can be used in your reports You will need to use a Request > Get Request Details > Progressive Capture Answers node first, then a Request > Update Request > Custom Fields nodes and inject the required PC answer into a custom field, using the variable picker and then report on this. Hope that helps
  29. 1 point
    @Alberto M it will show as a smile in the next Collaboration build
  30. 1 point
    What you should be able to do is if you use one of the custom fields on a user to specify that they are a VIP, the BPM of a request can check for this value and automatically add a notice to the request. This will put a very visible banner across the top of the request to make sure it isn't missed when someone views the request.
  31. 1 point
    Hi @James Ainsworth I think this function was released shortly after my post/suggestion above and works really well for us actually. We do use the suspend/focus/action locking to good effect. Thanks for coming back to me though, much appreciated! Mike.
  32. 1 point
    @Gerry Is DKIM support in place and if so how do we configure it
  33. 1 point
    would like an option to hide "supported by" user as call loggers are emailing and calling analyst direct.
  34. 1 point
    @Dave Longley, We are making several changes to the service view and this will be one of the options. Regards, Daniel.
  35. 1 point
    @Victoria Heeley there was an issue is no image was used. This has been fixed, but will require a Service Manager update to be released (probably looking at a week or so). In the meantime, you can include an image as a workaround
  36. 1 point
    @Paul Alexander, It sure is same under lying issue. Fixed in the build that will be going out today. Cheers
  37. 1 point
    Hi @Alisha we have a story to address this, i'll add you as an interested party and let you know as this progresses.
  38. 1 point
    @Victor @Victoria Heeley - @Bob Dickinson has already added Victoria as a connection to the change this morning
  39. 1 point
  40. 1 point
    Thank you @Victor I had subscribed, but then changed my name and forgot! I have now re-subscribed
  41. 1 point
    @Ann-MarieHolloway The fix for the specific error mentioned by Daniel in the post is for those who have already just updated to the latest update of Service Manager and have not performed an application reload manually, the subscription issue is an entirely separate issue that is being investigated right now. Kind Regards, Dave
  42. 1 point
    Please review the message for this thread and follow https://status.hornbill.com/. We are looking into the issue and will fix and update as soon as possible.
  43. 1 point
    All, Could you please click on "Reload Application Cache" button as demonstrated below for the Service Manager application via the Admin Tool (https://admin.hornbill.com/[InstanceId])> System > App Store > Hornbill Service Manager tile.
  44. 1 point
    Remote Working Part 2: – The “New Normal” is unlikely to happen for most organizations! In Part 1, I introduced the idea that Remote Working seems simple, and this could be the new normal for many organisations who have workforce made up of knowledge workers.  When the lockdown for COVID-19 kicked in, all businesses had to adapt and quickly. There was no time to plan, it just had to happen. Of course, for some businesses this was catastrophic because it meant an immediate end to trading.  For other companies, like Hornbill, we are fortunate that our workforce, with the aid of a computer and internet access, are able to work from home almost as effectively as being in the office. Our story is one mostly of a “non-event”, the government announced that people should work from home, we instructed our workforce and that was that. Pretty much everything we use is either in the cloud or already accessible via VPN and people in the company largely already had the ability to “work from home”, so when the instruction was given, it just happened. Immediately, there was a general feeling of success, we did it, we done the thing we never planned to do, everyone was working from home, and I think like many other companies we probably gained an instant belief that working from home could easily be the new normal.  At that point, it is very easy to focus on the benefits, the potential cost savings, the improved life/work balance, the removal of commute times and the congestion and forced social proximity on crowded transport systems.  Where is the downside? When I really started to think about what remote working means, it became apparent to me that its possibly not as simple as the initial outcome might suggest. I created The Reality Curve above to try and map out some of the key points that I considered, and how these fit into the phases of a transition to a remote working model, and that’s the key point, it is a business transition. There should be no surprise that there is a big dip in optimism levels once the initial transition has happened, if you choose to ignore this I am sure it will lead to a lot of issues later on. The fundamental problems are organisational, and the dependency on traditional management practices, as well as employee expectations are very problematic.  Traditional management practices centre around a “place of work”, everything from the Employee Handbook to employee value assessments are based around very traditional approaches, rooted in the command-and-control structures established in the the early years of the industrial revolution.  As a business, when we employ someone, the is making an investment, and through various means, the business measures value back for that investment over time. The reason why I make this specific point, is people are an “ongoing” investment, the biggest single investment almost all businesses make. Its important to always measure the return on any investment, and because these investments are ongoing we need to look very carefully at exactly how we measure this people capital ROI. For some roles it is easy to measure, for example, salespeople, who are typically targeted on revenue from deals they work and close, and this is measured quite stringently. It is remarkably easy to make judgements about the ROI for this type of role, it is also remarkable simple (by comparison to other roles) to set required performance levels. For many other roles though, that’s not the case, often people are measured by other, softer, more human measures. Like “Bill is always on the case when there is a problem” or “Jane always does a great job organising events” and so on.  It is these softer roles where the office base is the cornerstone to this measurement, people “in the office” are present, visible and its obvious to other people who gets involved and who does not, great subliminal input for a manager who is responsible for those people. One of the first indications that someone is not pulling their weight is often when they turn up late/go home early, its visible to their manager, their team mates and other people in the company. Aside from presence, an office environment creates a “vibe”, and from that vibe, culture is built.  Team culture is terribly important in all businesses, the right culture is critical component to what makes a company succeed. I like to think of culture as a “community of people aiming for the same goal”, and in that community, the most important thing that happens is, people build trust between each other.  People make continual ongoing assessments about who are the contributors and even, who is being carried, this happens by observation and day-to-day interactions. Just like in social situations, the more interactions and observations, the more trust that’s built (or not), so interactions play an incredibly important role in building a company culture and for a business like Hornbill, the stage for these interactions and that visibility is of course in the office. When team Hornbill went home on March 23rd, we left the office, but that culture, that established trust and those relationships were already forged, and that is the key reason why the transition to home-working was so easy to achieve. It was not the technology, or our organisational structure or our collaboration and business tools all in the cloud, those things helped of course, but it was really the trust and relationships within the established team that made it work. The real problems I believe start forward of this initial success. When onboarding new team members, traditionally, we have an office base, and this is the cornerstone to our onboarding process – everything we do is geared up in this way, new members are trained “on the job”, they get to sit with, observe and work with their co-workers, and managers rely really heavily on this “learn on the job” approach to get people settled in, up to speed, and productive. While they are learning, they also start forging relationships and building trust. Like many cloud companies, we have remote teams and workers in our domestic market (UK) as well as internationally (in our case North America, Australia and Europe) but most of these people, when first employed, worked out of our main offices, we have not so far had the need to recruit people who are remote workers from day one. So I started to think about what it would be like if we did not have an office base at all, and the majority of our workforce were remote working, if we were hiring people who were all remote workers from day one, in any geography, how would this work? That’s where it becomes apparent to me that the way we currently do it will simply not work. In fact, I expect that hiring would become far more difficult and more risky, with a higher likelihood of failure, and this creates a problem as we try to scale, or even replace people who we might just lose through natural attrition. It is a compelling question for me as despite wider market maelstroms, we are winning business, we are growing and we are actively hiring even in the midst of the COVID-19 lockdown. The lack of an office would also mean less face-to-face interactions, less observations and so what happens to that trust that was once built through these interactions, how long before it dissipates and how do new employees “learn on the job” and get the opportunity to build relationships and join that same circle of trust. All these issues start to paint a very different picture, I have listed a whole bunch of things along the downslope of The Reality Curve infographic headlining this article. When you consider all these points, you have to conclude that there is a large amount of organisational change to do if you are going to be successful at transitioning from an office base to a remote working model.  I would propose its likely the effort and buy-in required from all levels of the organisation, and the difficulties that will need to be overcome, might just be large enough to leave you wanting to just get back to “the old normal” as quickly as possible, something I expect will be the reality for many organisations asking themselves these same questions. If you’re brave, and forward-looking, you might see this as an opportunity for organisational change and go for it. If you want to make this change, it’s also worth noting that this is a time-limited opportunity, the threat of COVID-19 second spike, or future coronaviruses are compelling time-bound events, but most importantly, as of today, you do have a team who have pre-existing relationships and trust already established, they probably do have the motivation to make home-working work for them which is on your side. You will need their commitment to forge a new culture, a new operating model and new ways of working, if your people are willing to make the change, and adopt a whole new way of working, then I believe you have the opportunity of a lifetime to transform your organisation and gain many benefits that such a transition to remote working could bring. For me at Hornbill, I am still undecided to be honest, much of the decision really depends on how the team at Hornbill ultimately feel about the changes that would be required to make it work. In the next article I am going to get into some detail behind the key organisational and management practices that I believe will have to change for Hornbill, and what those changes might look like. As ever, please feel free to comment below and let me know what you think…
  45. 1 point
    @Martyn Houghton You're a genius....thank you! This person left and then came back again, and he wasn't given the Incident Management role. That's brilliant though...thanks again.
  46. 1 point
    @Adam Toms for your filter, on the date criterion, try this:
  47. 1 point
    Hi all, just to add to this - it started today. Notification previews generated by tickets logged before today were working fine yesterday, but the same tickets are producing the same time format PeterL pasted above.
  48. 1 point
    Hi @Jeremy, For Customer Portal, the translation key is "guest.com.hornbill.servicemanager.portals.portal.home.requestView.details.timeline.readOnly". For the Employee Portal, the translation key is "guest.com.hornbill.servicemanager.portals.servicePortal.home.requestView.details.timeline.readOnly". i hope this helps. Ehsan
  49. 1 point
    Morning @Kelvin Just a little update here. You can currently achieve what you want using the team picker, however it does involve using a few extra nodes, to get the team name from the URN Value. After you have got your task : 1. Use the the following node Input your task custom question answer into the input text field as a variable and set the from to 14 - this will remove the first 14 characters from the URN value, and this will give you the teamid value. 2. You now need to get the team name using the teamid, so to get this use the Collaboration > Application > Get Organisation Details node and in the ID field, use the variable picker to inject the RESULT output value from the node in step 1. 3. You can now use the assign to team node, and use the NAME value as a variable from the node in step 2. We are looking at ways to simplify this, but for now it will allow you a way to achieve what you are after.
  50. 1 point
    @Gerry, I agree with @Martyn Houghton here. A password should have a configurable life duration. As this expiry date approaches a notification should be sent and/or if you login you should get an on-screen notification. After the expiry date you should be forced to change your password. There should also be some settings that block people using the same password again to go alongside the other Password Policy settings. Thanks for the response Gerry.
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