Process Improvement Calculations Tools
Process Improvement Calculations Tools
Process Improvement Calculations Tools
1
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
AGENDA
2
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
THE CSIWhat
MODEL
is the vision?
How do we keep
the momentum
going?
Business vision,
mission, goals and
objectives
Baseline
assessments
Where do we want
to be?
Measurable targets
How do we get
there?
Measurements &
metrics
Crown Copyright 2011. Reproduced under license from the Cabinet Office Figure 3.1 Continual Service Improvement model CSI 3.1.1
A PROCESS ASSESSMENT IS
4
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
ASSESSMENT OBJECTIVES
5
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
LIFECYCLE PROCESSES
SERVICE STRATEGY
Service Strategy for IT Services
Service Portfolio Management
Business Relationship
Management
Financial Management for IT
Services
Demand Management
SERVICE DESIGN
Design Coordination
Service Catalog Management
Service Level Management
Availability Management
Capacity Management
IT Service Continuity Management
Information Security Management
Supplier Management
SERVICE OPERATION
Event Management
Incident Management
Request Fulfillment
Problem Management
Access Management
SERVICE TRANSITION
Transition Planning and Support
Change Management
Service Asset & Configuration
Management
Release & Deployment Management
Service Validation
Change Evaluation
Knowledge Management
Functions
Service Desk
Technical Management
IT Operations Management
Application Management
Crown Copyright 2011. Reproduced under license from the Cabinet Office
Figure 1.1 Service Strategy
PROCESS MODEL
Process Control
Process
owner
Process
documentation
Triggers
Process
objectives
Process
feedback
Process
Activities
Process
inputs
Procedures
Metrics
CSFs/KPIs
Roles
Improvements
Work
instructions
Including
process reports
& reviews
Process Enablers
Process
resources
Process
outputs
Process
capabilities
Crown Copyright 2011. Reproduced under license from the Cabinet Office. Based on Figure 2.5 Service Strategy 2.2.2
All Survey
Responses
are
Confidential
9
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
PINKSCAN ASSESSMENT
FRAMEWORK
10
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
PINKSCAN ASSESSMENT
FRAMEWORK
Process Maturity Levels vs. Management Targets
Process consistency and practice
CMM based
Process Importance
Benchmark for Improvements
Degree of integration with other processes
Culture Assessment
Process Readiness (Mgmt., Staff, Contractors)
Recommendations
11
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
Description
0. Non-Existent
1. Initial
This may be done from time to time across the organization but is not done consistently
each time. We have talked about developing something like this but we have not yet started
to do so.
2. Repeatable
There may be procedures for this in some parts of the organization but since they are not
formally documented or adopted there is a high reliance on individual knowledge,
experience and informal relationships.
3. Defined
We have standardized this across the organization with documented objectives, activities,
procedures, roles and metrics. All of the people who perform the process activities have
received appropriate training and are expected to follow them in accordance with the
documentation.
4. Managed
This is fully recognized and accepted throughout the organization as the way we work. We
have performance standards that we use to measure this activity and report against planned
results.
5. Optimized
Everyone involved in this process across the organization being assessed assures
consistency by considering this as part of their everyday activities. As an organization we
continually use feedback to ensure this activity aligns with overall business and IT goals a to
identify improvement opportunities.
6. I Dont Know
Choose this response if you have no knowledge of how this statement relates to the
organization being assessed.
12
PROCESS ASSESSMENT
MILESTONES
Date
Date
Online
Process
Surveys
Assessment
Planning and
Preparation
Assessment
Awareness
and
Kick-Off
Online
Culture Survey
Opportunity Definition
Scope Definition
Organizational Context
Selection of Assessment
Team, stakeholders and
participants
Assessment scheduling
Online Tool Administration
Date
Date
Date
Date
Date
Facilitated
Workshops
Data
Analysis
and
Report
Generation
Communication
Of
Assessment
Results
Scope
Reason
Explanation
Context
ITIL
Refresh
Opportunity
Definition
Answer
Formulation
Findings
Scores
Quick Wins
Road map
13
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
From: [email protected]
To:
Sent:
Subject: Message From Karl Kowalski: You Are Invited To Participate In A Process Maturity Assessment
University of Alaska Baseline Assessment - JUN2012
We are launching an assessment to determine the level of IT Service Management process maturity in
our organization. Your input is a valuable part of this assessment. The survey opens on 25-Jun-12
and closes on 12-Jul-12.
To participate, click on the link below and enter your user name and password. Please keep your
password confidential.
https://online.pinkelephant.com/PinkSCAN.htm
User name: [email protected]
Password: uoa099
15
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
PARTICIPANT VIEW:
MATURITY STATEMENTS
16
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
PA RT I C I PA N T V I E W: 5 I N T E G R AT I O N S TAT E M E N T S
PARTICIPANT VIEW: 5
IMPORTANCE STATEMENTS
18
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
GUIDELINES: RESPONDING
TO SURVEY
Your answers for maturity should indicate the
as is for UAF
Your answers for importance should indicate
how important the statement is based on the
current priorities
If the process element or activity does not
exist, select Non-Existent
If you do not understand the statement or you
dont know how to respond then score it as I
Dont Know
19
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
VALIDATION WORKSHOPS
20
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
EXAMPLE PINKSCAN
RESULTS
22
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
Final Report
Assessment objective
Results of the survey
Process scores
Conclusions
Recommendations
Indication of organizational culture
23
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
PINKSCAN MATURITY
RESULTS
24
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
25
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
26
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
MATURITY EXAMPLE
Change Management
27
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
LEVEL 0: NON-EXISTENT
We do not do this.
Change Management Scoring Characteristics:
No process designed, no procedures and documentation
No clear definition of a change
No recording of changes is taking place
No evaluation of change impact
No knowledge of changes taking place between IT groups or by
the Service Desk
No reporting is taking place
28
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
LEVEL 1: INITIAL
We know we need to do something, but have not started.
Change Management Scoring Characteristics:
No responsibility for the process no Process Owner or Process
Manager
Loosely defined processes, procedures and roles & responsibilities
that are used differently across IT groups for their changes
Change requests are logged but there are no standards in place
and the logging is ad hoc
Impact and priority codes may exist but no standards for using
them
No historical or accurate data for trend analysis, for instance no
knowledge of the number of changes implemented
29
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
LEVEL 2: REPEATABLE
The work is being accomplished in areas of strength, but Change
Management is not well defined or consistently followed.
Change Management Scoring Characteristics:
Processes and procedures are developed as needed (reactively)
and may not be consistent across IT
Requests for Change have to be authorized
Change records are being updated ad hoc
Simple planning; scheduling of individual changes
There is no view of all changes
Authorization/competencies are unclear
Management reports are developed reactively
30
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
LEVEL 3: DEFINED
Change Management is defined, understood, practiced and measured.
Change Management Scoring Characteristics:
Change policies, standardized workflow and procedures are established
and have been documented
A Change Management Process Owner has been designated and other
roles and responsibilities (e.g.: a CAB) are defined and established
Formal communication, awareness and training programs have been
established for all Change Management roles
All Requests for Change are logged and reviewed using guidelines
Standardized change categories are used
Changes are being authorized by the appropriate authority based on
impact
Management reports are used for controlling Change Management
activities
31
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
Level 4: Managed
Change Management is fully recognized and accepted throughout the
organization. We have performance standards that we use to measure this
process and we report against planned results.
Change Management Scoring Characteristics:
Well-defined processes, procedures, and standards included in all
IT staff job descriptions
Changes are logged and tracked through the life of the change
Changes are logged in an integrated tool with integration to other
processes
Change Management activities are guided by service level values
and configuration data
Effective management reports are tied to service levels and used
by management of various departments
32
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
LEVEL 5: OPTIMIZED
Change Management is done consistently; everyone involved considers this
as part of their everyday activities. We continually use feedback to ensure
this process aligns with overall business and IT goals and to identify
improvement opportunities.
Change Management Scoring Characteristics:
Change Management is fully recognized across the organization and is
institutionalized as part of the everyday activities of those involved
with the process activities
Change Management activities are regularly reviewed to make sure
they are fit for purpose and to improve service
Optimization of procedures and coordination with other departments is
a continuous effort
Change logging and reporting is tailored to support and integrate with
other processes
Reports serve as input for quality improvement of the various IT
departments
Third parties are included in the Change Management process
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
33
QUESTIONS?
Any questions
before we move
on to the ITIL
overview?
34
WHAT
A SERVICE?
Services
are aIS
means
of delivering business value to
customers by facilitating outcomes customers want to
achieve without the ownership
of specific costs and risks
People
People do
do not
not want
want quarter-inch
quarter-inch drills.
drills.
They
They want
want quarter-inch
quarter-inch holes.
holes.
Professor
ProfessorEmeritus
EmeritusTheodore
TheodoreLevitt,
Levitt,
Harvard
Business
School
Harvard Business School
36
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
SERVICE-BASED
ORGANIZATIONS
Organizations whose mission, goals, objectives,
operating models, governance and functional
structures are developed to focus on:
Externally defining and delivering value through services
rather than internally focusing only on the management of the
systems or technologies
The management and delivery of (IT) services to the customers
to create business value in a cost efficient way supported by:
37
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
ITIL is a Service
Management Framework.
This means that the
processes described by ITIL
exist for the primary
purpose of planning,
delivering and supporting
IT services.
SERVICE CATALOG
MANAGEMENT
39
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
40
41
Service Catalog
Business Service Catalog
Business
Process 1
Service A
Support
Services
Business
Process 3
Business
Process 2
Service B
Hardware
Service C
Software
Service D
Service E
Applications
Data
42
Description
Defining a Service
Hierarchy of Services
Business Services
Supporting Services
Those services typically invisible to the customer but which are essential to the
delivery of Business Services, e.g., infrastructure, network, and application
services, etc.
43
44
45
46
47
Change Management
48
CHANGE MANAGEMENT
Goals:
To respond to the customers changing business
requirements while maximizing value and
reducing incidents, disruption and re-work
To respond to the business and IT
requests for change that will align the
services with the business needs
49
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
Description
Normal Change
Standard Change pre-approved
Emergency Change requires immediate attention; impacts
business significantly
Change Types
Change Advisory
Board (CAB)
Description
Emergency Change
A sub-set of the CAB that makes decisions about highAdvisory Board (ECAB) impact Emergency Changes.
Forward Schedule of
Change or Change
Schedule
Post Implementation
Review (PIR)
51
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
52
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
KNOWLEDGE
MANAGEMENT
53
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
54
55
Knowledge
Knowledge Transfer
Transfer
Managing
Managing Data,
Data,
Information,
Information, &
&
Knowledge
Knowledge
Learning styles
Knowledge visualization
Driving behaviors
Seminars, webinars and advertising
Journals and newsletter
Discussion forums and social media
Incident Management
57
58
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
Description
Incident
Prioritization
Categorization
Hierarchical
Escalation
Functional Escalation
Major Incident
Closing Incidents
In ITIL, only the Service Desk can close Incidents once the user/customer has
verified that service is restored
Incident Ownership
In ITIL, the Service Desk owns the incident from cradle to grave
59
Initial
InitialDiagnosis
Diagnosis
Escalation
Escalation
Investigation
Investigation&&Diagnosis
Diagnosis
Resolution
Resolution&&Recovery
Recovery
Closure
Closure
60
PROBLEM MANAGEMENT
61
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
Problem Management
Objectives:
Prevent Problems and resulting Incidents from happening
Eliminate recurring Incidents
Minimize the impact of Incidents that cannot be prevented
Problem
62
PinkSCAN Kickoff Presentation University of Alaska - Fairbanks, June 22, 2012
Description
Problem
Workaround
Root Cause
Known Error
Major Problem
Review
A review conducted to learn any lessons for the future. What we did
correctly; what we did wrong; what we could do better; how to
prevent recurrence
63
Create
CreateKnown
KnownError
Error
Categorization
Categorization
Prioritization
Prioritization
Change
Change
Needed?
Needed?
Initial
InitialDiagnosis
Diagnosis
Resolution
Resolution
Workaround?
Workaround?
Closure
Closure
Problem
Major
Major
Problem?
Problem?
64
QUESTIONS?
[email protected]
www.pinkelephant.com
65