understanding your relationship with services &...
TRANSCRIPT
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UNDERSTANDING YOUR RELATIONSHIP WITH QUALITY, SERVICES & PROCESS
Imaginary Friends
PRACTISE GROUP PTY LTD 1
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AGENDA
Takeaways
• Understand the importance of ‘consensus based’ knowledge
• Decrypt the relationship and purpose of common (seemingly) disparate best-practise
models
• Show where to get free information to accelerate and simplify your journey
• Demonstrate how easy the language is to use and apply to your business
Topics
• Making sense of the alphabet soup
• There’s no such thing as a service industry
• Process: understanding the middle child
• Applying the language
• Audits = AWESOME!!!
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And Standards!
Statutes!
And
Frameworks!
OH MY!
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PRACTISE GROUP PTY LTD 4
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PRACTISE GROUP PTY LTD 5
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Best Practice Guidance
Requirements &
Applied Guidance
IT Governance
Enterprise Governance
Business Drivers (Context)
Balanced
ScorecardCOSO
COBIT
ISO 9001
QMS
ISO 27001
ISMS
ISO 20000-1
SMS
QA ProceduresSecurity
PrinciplesITIL
Business
Motivation Model
Performance:
Business Goals
Conformance:
ASIC, ACCC,
Sarbanes Oxley
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WHY ‘BEST PRACTICE’?
Local Knowledge
(Proprietary)
Shared Knowledge
(Best Practice)
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‘Consensus Based’
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WHY ‘BEST PRACTICE’?
Local Knowledge
(Proprietary)
Shared Knowledge
(Best Practice)
Publicly Available
Easy to Acquire
Proven & validated across diverse environments
Well documented
Vetted; Improved Continuously
ISO, ITIL, COBIT, PRINCE2. LEAN, Six Sigma
Deeply Embedded
Difficult to adopt & Replicate
Limited experience
Single organisation or person
Poorly documented
Adapt Adopt
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WHY ‘BEST PRACTICE?’: COMMON LANGUAGE
Incident
Fault
ProblemDefect
Issue
Error?
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Best Practice Guidance
Requirements &
Applied Guidance
IT Governance
Enterprise Governance
Business Drivers (Context)
Balanced
ScorecardCOSO
COBIT
ISO 9001
QMS
ISO 27001
ISMS
ISO 20000-1
SMS
QA ProceduresSecurity
PrinciplesITIL
Business
Motivation Model
Performance:
Business Goals
Conformance:
ASIC, ACCC,
Sarbanes Oxley
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COMMON LANGUAGE: BUSINESS PLANNING
Business
Drivers
(Context)
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COMMON LANGUAGE: BUSINESS MOTIVATION MODEL
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Best Practice Guidance
Requirements &
Applied Guidance
IT Governance
Enterprise Governance
Business Drivers (Context)
Balanced
ScorecardCOSO
COBIT
ISO 9001
QMS
ISO 27001
ISMS
ISO 20000-1
SMS
QA ProceduresSecurity
PrinciplesITIL Process
Business
Motivation Model
Performance:
Business Goals
Conformance:
ASIC, ACCC,
Sarbanes Oxley
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COMMON LANGUAGE: HTTP://PASCAL.COMPUTER.ORG
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TERMINOLOGYManagement System
System?
Language
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Process Approach
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17
SYSTEM EXAMPLE: COMPUTER SYSTEM
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ISO 9001:2015 – QUALITY MANAGEMENT SYSTEM
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ISO 9004 – MANAGING FOR SUSTAINED SUCCESS
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9001:2015 Clause 10
Improvement
9001:2015 Clause 6
Planning
9001:2015 Clauses 7 & 8
Support & Operation
9001:2015 Clause 9
Performance
Evaluation
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ISO 20000 – SERVICE MANAGEMENT SYSTEM
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PROCESS APPROACH
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Functionally Driven Organisation
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Division
GO
AL
FEEDBACK
AC
TIV
ITIE
SR
ES
UL
T“Vertical Specialists”
Functionally Driven
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Customer
R&D
GO
AL
FE
ED
BA
CK
AC
TIV
ITIE
SR
ES
UL
T
SALES
GO
AL
FEEDBACK
AC
TIV
ITIE
SR
ES
UL
T
CONSULTING
GO
AL
FEEDBACK
AC
TIV
ITIE
SR
ES
UL
T
Functionally driven
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Process Approach
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Customer
IT SalesConsultingR&D
GOAL
FEEDBACK
PROCESS ACTIVITIES RESULT
Process driven
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Service???
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Customers
Organisation
Service Units
Business Units
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Customer(s)
Organisation
Service Units
ServicesBusiness Units
Services
SuppliersServices
“‘There is no such thing as a service industry. There are only industries whose service components
are greater or less than those of other industries.”
“Everybody is in service.”
Professor Theodore Levitt,
Harvard Business School
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Service
Pro
cess
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80% of operational problems
can often be attributed to
people and process issues.
Only a portion of the
remaining 20% is actually
technology related – some
being external disasters.
Process40%
People40%
Other20%
Gartner Security Conference presentation "Operation Zero Downtime," D. Scott
Operational Problems
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Process
Function
•Role
•Customer
•UserProcedure
Work Instruction
Language
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ROLES (POSITIONS)
Process
Activity 1 Activity 2 Activity 3
Metrics
inputsDesired
Outcome
Trigger
Customer
Inputs Seat Guests Take Order Prepare Food Customer
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FUNCTIONS
Process
Activity 1 Activity 2 Activity 3
Metrics
inputsDesired
Outcome
Trigger
Customer
Front of HouseKitchen
Management
Seat Guests Take Order Prepare FoodInputs Customer
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Seat Guest
Greet Guest
Locate Seat
Seat Guest
Take Order
Review Specials
Take Order
Deliver to Kitchen
Prepare Food
You get the idea
No, seriously I think you do
Don’t make me type anything
else…
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ActionsTasksActivity
Seat Guest
Greet Guest1. Good <time of day>!
2. Welcome to Chez Process!
3. Do you have a reservation?
4. Proceed to Locate Seat.
Locate Seat ????
Seat Guest1. Pull out chairs2. Unfold napkins3. Place napkins on guest lap4. Fill water glasses.5. Provide waiter name
Training
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“Say what you do and do what you say”
1. Document what you do.
2. Perform to your documentation.
3. Record the performance as evidence.
4. Continually improve based on performance.
Quality
Assurance
Audit Compliance Simplification
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Documents = Intentions Records = Evidence
Audit
Documents vs Records
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Tools• Aligned to documentation
• Automate processes• Provide evidence
Procedures
Process
Policy
Intent
Evidence
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Work Instruction
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Level 1
(Descriptive)
• What is expected?
• Standards & Frameworks
• Policies
Level 2
(Descriptive)
• What should happen?
• Process Models & Flowcharts
• Process Descriptions
Level 3
(Prescriptive)
• How will it be done? By whom (Role)?
• Procedures
Level 4
(Prescriptive)
• How to do it? What was done?
• Work Instructions
• Tools
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“Business processes are the business; products and
services are only the by-product of the processes.”
– Business Process Management: The Third Wave
Process driven
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What is BPM?
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What is BPM?
WWW.PRACTISEGROUP.COM
TWITTER: @palmerph
LINKEDIN: https://au.linkedin.com/in/phillippalmer
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