the purpose of a company is to create customer value customer value is created through processes
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Assessing Processes:Where Are We Now With Our Processes?
An Approach for Conducting Process Maturity AssessmentsUsing Established Industry Criteria & Best Practices
1. The purpose of a company is to create customer value
2. Customer value is created through processes
3. Business success results from superior process
performance
4. Superior process performance is achieved by having:• Superior process design
• The right people
• The right environment
Four Core Principles of Business
Principles
Acme is all about which processes need to exist within an organization for the management of the
IT infrastructure to the optimal level of IT service quality at a justifiable cost
Where are we now?
Identify problems about IT Infrastructure, its management
and its businessPerform a gap analysis against industry standard best
practicesCharacterize the problems in terms of business concernsCollect information pertaining to the problemsDraw up a clear, strong and balanced business position
What is a Process
“…structured, measured sets of activities designed to
produce a specified output.”
(T.H. Davenport)
• Inputs
• Throughputs
• Outputs
• Cycle times
New emphasis– (How) work is done vs. product based (what)
– End to end
– Customer Satisfaction
If it does not make at least three people mad it probably is not a process!
Generic Process Model
Activities and Sub-activities
ProcessInput and Input Specifications
Output and Output Specifications
Resources Roles
Process Owner
Process Goal
Quality parameters and key performance indicators
Process Control
Process Enablers
Example Process Model: Change Mgmt
Prioritizing changes, assessing impact,scheduling, reviewing, management reporting,
meetings
RFC’s from Problem Management process
Output to Configuration Mgmt process
Output to Release Management process
Resources: Capacity Manager, Configuration
Manager, Release Manager
Roles: CAB; CAB/EC
Owner: Change Manager
Goal: Minimize change impact, cost reduction opportunities of $xx.
Timeliness of processing RFC’s; Effectiveness of prioritizing and scheduling changes; Accuracy
of changes
Process Control
Process Enablers
Define input requirements: frequency, reliability, accuracy, etc
Activities
Define output requirements: frequency, reliability, accuracy, etc
Types of Work Found In A Process
• Value add: (work for which a customer is willing
to pay)–Products and services
• Non-Value add: (no direct value for the customer
but is required to get the value added work done)– Administrative overhead, management, glue
• Waste: (work that neither adds or enables value)–Redundant activities, reports that no one reads, work
having to be done over due to error
Improvement Activities
• Business Process Reengineering streamlines non-
value added work and eliminates waste
• Acme is an enabling framework (baseline)
• Professionalizing of work: (worker professional)–Customer focused (not task)
–Everyone focuses on process and end results
–More complex roles (job vs. career)
–Personal effectiveness as a team player
A professional is someone who has the responsibility of achieving a result rather then performing a task.
What is a Process Assessment
• Standardized survey which determines the quality and effectiveness of the IT service management practices in an IT organization.
• A repeatable method of objectively gaining an understanding of the quality, structure, maturity and bottlenecks of an IT organizations’ service management processes.
Assessment Objective
• Assess IT management practices against a best practice reference set of processes. (Acme)
• Provide an objective snapshot of the current situation in terms of process maturity.
• Identify key problem areas in relation to organizational needs.
• Adaptable for any IT organization regardless of platform, location or services.
• Create a sound foundation for improvement.
What's Involved?
Intake Questionnaire
Intake Questionnaire
Problem DefinitionScope
Organizational Context
Selection of Interviewees
Kick-offPresentation
Kick-offPresentation
Culture SurveyQuestionnairesCulture SurveyQuestionnaires
ProcessQuestionnaires
ProcessQuestionnaires Data Entry
for ToolAnalysis
&Report
Generation
Data Entry for ToolAnalysis
&Report
Generation
ReportHandover
&Presentation
ReportHandover
&Presentation
ScopeReason
Explanation
Problem DefinitionOrganizational
Context
What Answers? Problem Definition
Answer Formulation
Organizational Context
Phase Description
1. Initiation
2. Realization/ Awareness
3. Control
4. Integration
5. Optimization
Concrete Evidence of Development
Resources Allocated
Formalized
Synergy Between Processes
Proactive & Continuous SelfImprovement
0. Absence Nothing Present
How Does it Work?
GenericProcess Maturity
Levels
“Levels of OrganizationalDevelopment”
How Does it Work?
Phase Description
1. Initiation
2. Realization/ Awareness
3. Control
4. Integration
5. Optimization
Concrete Evidence of Development
Resources Allocated
Formalized
Synergy Between Processes
Proactive & Continuous SelfImprovement
0. Absence Nothing Present
Characteristics
Visible Results Management Reports Task / Authorities Defined Active Rather than Reactive Documentation Formal Planning
How Does it Work?
Characteristics & Bottlenecks
1
2
3
4
5
Key Process Areas
Key Process Area Characteristics
0
Incident Mgmt.
Daily Contact Between IT Division & Users
General Operation Support
Management Reporting
1st Line Incident Support
1st Line Incident Support
How Does it Work?
Characteristics & Bottlenecks
0
1
2
3
4
Question Lists:
Are incidents and questions registered?
How much of the registered data is actually used by the IT organization?
Can category codes be assigned to questions and incidents?
…...
1st Line Incident Support
Question lists are used as guides for the interview. The interviewer
must probe for depth.
5
Questions:
a) No registration takes place
b) There are no guidelines for registration and the registered information is only used by the specialist who deals with the call
c) There are agreements as to what must be registered, but this does not always occur as nobody uses the information
d) The data that we register is used for incident status monitoring and progression and little else
e) The data we register is analyzed to see whether trends can be identified and as support for other IT management processes e.g SLM, availability management
f) …..
1
2
3
4
5
How Does it Work?
Are incidents notified and questions raised registered?
How much of the registered data is actually used by the IT organization?
Can category codes be assigned to questions and incidents?
…...
0
Scoring
Process Assessment: What is the Result?
Report
• Objective
• Organization and Environment
• Indication of Organizational Culture
• Results of the Survey
• Conclusions
• Recommendations
Absence
“There is absolutely nothing there”
The process does not exist or cannot be defined
Initiation
“There is something there, but we are not aware of
it”• Policy statements at tactical level
• Words but no deeds
• No allocated means
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
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