Transcript No Slide Title

Example Incident Mgmt Initiation
• No recording of Incidents
• Users can approach different departments
• Solutions of previous incidents are not available
• No insight in the number of incidents
• No Historical data for trend analysis
Awareness
“We know the process exists, but we do not control it”
“The work is being accomplished, areas of strength, but the
process is not well defined, consistent and repeatable.”
• Aimed at tool
• Positions created but not defined
• Reactive
• Lots of overtime / redundant activities / Process waste
• Measurement not comprehensive, results not generally used for
process improvement
Example Change Management Awareness
• Requests for changes exists
• Requests for changes have to be authorized
• Simple planning
• No overall view of all changes
• Authorization/competencies unclear
• Limited insight in change process and its benefits
• No formal review of changes
Control
“We have the process under control. The process is defined,
understood, practiced and measured. The product is consistent
to
the goals and objectives defined within the process charter.”
•
Visible results
•
Management reports
•
Tasks, responsibilities and authorities defined
•
Active not reactive
•
Tuning demand and supply
•
Documentation
•
Formal planning
Example Problem Management Control
• Problems are recorded
• Process is defined
• Reporting on problems
• Analysis is done for trends and to prevent
possible problems
• Still a narrow scope
• Problem Management effectiveness can be
defined and expressed
Integration
“This process interrelates formally with other
processes of similar maturity”
• Clear direction
• Documented quality norms for process inputs and outputs
• Active relations with other processes
• Effective Management reports
• Improvements in significant steps
• Links to strategic objectives
Example Service Level Management Integration
• Information about the services is recorded in the
Service Catalogue
• SLA’s are drawn up in consensus between
customers and IT
• Other processes provide information to SLM
• Service Improvement programs are initiated
Optimization
“A state of Utopia, the process as strong integration with IT
and business processes and goals. A culture of continuous
improvement is embedded within the organization.”
•
•
•
•
•
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Proactive
Quality Section
Continually monitored improvement
Policy integrated with business policy
Integral responsibilities/self control
Innovation
Where Are We Now? Some Typical Scores
0. Absence
1. Initiation
2. Awareness
3. Control
Problem Management
Change Management
4. Integration
Incident Management
5. Optimization
Release Management
Configuration Management
Service Desk
Continuity Management
Availability Management
Service Level Management
Capacity Management
Finance Management
= Control
Process Assessment: What it is Not!
• Employee Performance Assessment
• Compliance Audit
• Technical Survey
• Plan of Approach
Where do we want to be?
 Achieve a better alignment of IT capabilities with your
organisations business needs and strategy
 Establish what uses your organization should make of IT
 Optimise the value of IT to the business from a balanced
perspective
 Improve control of IT costs to the business
 Improve control of IT service provision to the business
Defining goals
• Goals for improving the business use of IT should
be ambitious but also understandable, achievable,
affordable and manageable
• Goals should be specified in terms of measurable,
objectives and preferably tied to a defined and
limited time period
S.M.A.R.T
How do we get there?
 Identify risk areas highlighted by the gap analysis
 Decide upon the key managerial issues in relation to
improving your business’s use of your IT infrastructure
 Develop an effective strategy for improving the business
use and the management of IT
 Formulate a mission statement to communicate your
strategy for improving the provision of IT to your business
 Elaborate your goals and strategy into action plans,
projects, policies and guidelines
Five Stages for Process Implementation
1: Assessment of Current Situation
2: Define a Project Plan
Specifications for:
3: Define Processes to Implement
Develop Quality
Assurance
procedures
Develop Management
Information reports and
procedures
Tool Selection
4: Embedding Improvements in Organization
5: Assessment New Situation/Review Project
Organization
Management
information
QA procedures
Support tools
Communication Strategy
Process model
Procedures
Authority matrices
Measurement Advice
“Measurements should induce the parts to do what is
good for the whole, and measurements should direct
managers to those parts that need their attention.”
E. Goldratt
Critical Measurement Attributes
• Value indicators (customer perspective i.e.
profitability, business agility, etc)
• Process quality norms
• Throughput and cycle time targets
• Process compliance
Each attribute must be measured to fully understand the
effectiveness of a process to the organizational goals!
Measurement Lifecycle
Where are we now?
Future business
Business environment?
Opportunities?
Threats, impositions?
Changes, constraints?
Business Strategy?
Financial
How do we look
to stake-holders?
Innovation
Can we continue
to improve and
create value?
achievements
(problem statement)
IT capabilities
New IT opportunities?
What type of IT usage?
Business value of IT?
Where do we want
to be?
Customer
goals
(aims, objectives &
needs)
How do our
customers see us?
How do we get there?
Internal
measures
(actions, targets &
metrics)
Are we improving?
results
(implementation,
measurements &
feedback)
What must we
excel at?