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Example Incident Mgmt Initiation

Example Incident Mgmt Initiation

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Example Incident Mgmt Initiation

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  1. 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

  2. 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

  3. 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

  4. 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

  5. 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

  6. 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

  7. 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

  8. 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.” • Proactive • Quality Section • Continually monitored improvement • Policy integrated with business policy • Integral responsibilities/self control • Innovation

  9. Where Are We Now? Some Typical Scores 0. Absence 1. Initiation 2. Awareness 3. Control 4. Integration 5. Optimization Problem Management Change Management Incident Management Release Management Configuration Management 5 4 3 2 Service Desk 1 Continuity Management Availability Management Service Level Management Capacity Management Finance Management = Control

  10. Process Assessment: What itis Not! • Employee Performance Assessment • Compliance Audit • Technical Survey • Plan of Approach

  11. 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

  12. Defining goals • Goals for improving the business use of IT should be ambitious but alsounderstandable, 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

  13. 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

  14. Five Stages for Process Implementation Communication Strategy 1: Assessment of Current Situation 2: Define a Project Plan Organization 3: Define Processes to Implement Process model Procedures Authority matrices Management information QA procedures Support tools Specifications for: Develop Quality Assurance procedures Develop Management Information reports and procedures Tool Selection 4: Embedding Improvements in Organization 5: Assessment New Situation/Review Project

  15. 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

  16. 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!

  17. Where are we now? achievements Future business IT capabilities Business environment?Opportunities?Threats, impositions?Changes, constraints?Business Strategy? New IT opportunities?What type of IT usage?Business value of IT? (problem statement) Where do we wantto be? Financial Customer goals How do we look to stake-holders? How do our customers see us? (aims, objectives & needs) How do we get there? measures Innovation Internal Can we continue to improve and create value? What must we excel at? (actions, targets & metrics) results Are we improving? (implementation, measurements & feedback) Measurement Lifecycle