Service Design / Figure 3.11 The Generic Process Elements

A process is a structured set of activities designed to accomplish a specific objective. A process is a structured set of activities designed to accomplish a specific objective. A process takes one or more inputs and turns them into defined outputs. A process takes one or more inputs and turns them into defined outputs. Inputs Outputs Turns

Service Design / Figure 3.11 The Generic Process Elements A process is a structured set of activities designed to accomplish a specific objective. A process includes all of the roles, responsibilities, tools and management controls required to reliably deliver the outputs. A process may also define or revise policies, standards, guidelines, activities, processes, procedures and work instructions if they are needed. A process includes all of the roles, responsibilities, tools and management controls required to reliably deliver the outputs. A process may also define or revise policies, standards, guidelines, activities, processes, procedures and work instructions if they are needed.

Service Design / Figure 3.11 The Generic Process Elements Organizations will have different capabilities with respect to process development and management. CMMI for Service describes those capabilities. Organizations will have different capabilities with respect to process development and management. CMMI for Service describes those capabilities. MaturityLevel Key Process Area Common Features KeyPractices contains Organized by contain Goals Commitment Ability Activity Measurement Verification

Service Design / Figure 3.11 The Generic Process Elements Organizations will have different capabilities with respect to process development and management. CMMI for Service describes those capabilities. MaturityLevel Key Process Area Common Features KeyPractices contains Organized by contain Goals Commitment Ability Activity Measurement Verification MaturityLevels

Service Design / Figure 3.11 The Generic Process Elements "A process is a leverage point for an organization’s sustained improvement.“ "A process is a leverage point for an organization’s sustained improvement.“ CMMI 1 - Performed CMMI for Services, Version 1.2 – Generic Practices A Performed process is a process that accomplishes the work necessary to produce work products. A Performed Performed process is a process that accomplishes the work necessary to produce work products.

Service Design / Figure 3.11 The Generic Process Elements "A process is a leverage point for an organization’s sustained improvement.“ CMMI 1 - Performed CMMI for Services, Version 1.2 – Generic Practices A Managed process is a performed process that is planned and executed in accordance with policy; employs skilled people who have adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description. A Managed process is a performed process that is planned and executed in accordance with policy; employs skilled people who have adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description. 2 - Managed

Service Design / Figure 3.11 The Generic Process Elements "A process is a leverage point for an organization’s sustained improvement.“ CMMI 1 - Performed CMMI for Services, Version 1.2 – Generic Practices A Defined process is a managed process that is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines; has a maintained process description; and contributes work products, measures, and other process improvement information to the organizational process assets. A Defined process is a managed process that is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines; has a maintained process description; and contributes work products, measures, and other process improvement information to the organizational process assets. 2 - Managed3 - Defined

Service Design / Figure 3.11 The Generic Process Elements "A process is a leverage point for an organization’s sustained improvement.“ CMMI 1 - Performed CMMI for Services, Version 1.2 – Generic Practices A Quantitatively Managed process is a defined process that is controlled using statistical and other quantitative techniques. The product quality, service quality, and process- performance attributes are measurable and controlled throughout the project. A Quantitatively Managed process is a defined process that is controlled using statistical and other quantitative techniques. The product quality, service quality, and process- performance attributes are measurable and controlled throughout the project. 2 - Managed3 - Defined 4 – Quantitatively Managed

Service Design / Figure 3.11 The Generic Process Elements "A process is a leverage point for an organization’s sustained improvement.“ CMMI 1 - Performed CMMI for Services, Version 1.2 – Generic Practices An Optimizing process is a quantitatively managed process that is changed and adapted to meet relevant current and projected business objectives. An optimizing process focuses on continually improving process performance through both incremental and innovative technological improvements. An Optimizing process is a quantitatively managed process that is changed and adapted to meet relevant current and projected business objectives. An optimizing process focuses on continually improving process performance through both incremental and innovative technological improvements. 2 - Managed3 - Defined 4 – Quantitatively Managed 5 - Optimized

Service Design / Figure 3.11 The Generic Process Elements “Most organizations are striving to move from Level 2 (Managed) to Level 3 – (Defined). This involves significant organizational attention to the development and maintenance of process assets. 1 - Performed CMMI for Services, Version 1.2 – Generic Practices 2 - Managed3 - Defined Organizational Process Focus To plan and implement organizational process improvement based on a thorough understanding of the current strengths and weaknesses of the processes and process assets.. EstablishEstablish and maintain the description of the process needs and objectives for the organization AppraiseAppraise the processes of the organization periodically and as needed to maintain an understanding of their strengths and weaknesses IdentifyIdentify improvements to the organization's processes and process assets. EstablishEstablish process action plans ImplementImplement and deploy process action plans IncorporateIncorporate process-related work products, measures, and improvement information derived from planning and performing the process into the organizational process assets.

Service Design / Figure 3.11 The Generic Process Elements “Most organizations are striving to move from Level 2 (Managed) to Level 3 – (Defined). This involved significant organizational attention to the development and maintenance of process assets. 1 - Performed CMMI for Services, Version 1.2 – Generic Practices 2 - Managed3 - Defined Organizational Process Definition To establish and maintain a usable set of organizational process assets. EstablishEstablish and maintain a set of standard processes and maintain descriptions of approved life-cycle models. and maintain tailoring criteria and guidelines for the set of standard processes. and maintain the measurement repository and maintain the process asset library.

Service Design / Figure 3.11 The Generic Process Elements “Most organizations are striving to move from Level 2 (Managed) to Level 3 – (Defined). This involved significant organizational attention to the development and maintenance of process assets. 1 - Performed CMMI for Services, Version 1.2 – Generic Practices 2 - Managed3 - Defined Organizational Process Performance o establish and maintain a quantitative understanding of the performance of the set of standard processes in support of quality and process- performance objectives, and to provide the process performance data, baselines, and models to quantitatively manage the organization’s projects To establish and maintain a quantitative understanding of the performance of the set of standard processes in support of quality and process- performance objectives, and to provide the process performance data, baselines, and models to quantitatively manage the organization’s projects. SelectSelect the processes or process elements in the set of standard processes that are to be included in the process performance analyses. EstablishEstablish and maintain definitions of the measures that are to be included in the organization's process performance analyses. and maintain quantitative objectives for quality and process performance for the organization. and maintain the organization's process performance baselines. and maintain the process performance models for the set of standard processes. and maintain the process asset library. 4 – Quantitatively Managed

Service Design / Figure 3.11 The Generic Process Elements A business process is a collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers. A business process is a collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers. There are three main types of business processes: ManagementManagement processes, the processes that govern the operation of a system. OperationalOperational processes, processes that constitute the core business and create the primary value stream. SupportingSupporting processes, which support the core processes processes.

Service Design / Figure 3.11 The Generic Process Elements A business process can be decomposed into several sub- processes, which have their own attributes, but also contribute to achieving the goal of the super-process. A business process can be decomposed into several sub- processes, which have their own attributes, but also contribute to achieving the goal of the super-process.

Service Design / Figure 3.11 The Generic Process Elements A business process can be decomposed into several sub- processes, which have their own attributes, but also contribute to achieving the goal of the super-process.

Service Design / Figure 3.11 The Generic Process Elements A business process can be decomposed into several sub- processes, which have their own attributes, but also contribute to achieving the goal of the super-process.

Service Design / Figure 3.11 The Generic Process Elements A business process can be decomposed into several sub- processes, which have their own attributes, but also contribute to achieving the goal of the super-process.

Service Design / Figure 3.11 The Generic Process Elements A business process can be decomposed into several sub- processes, which have their own attributes, but also contribute to achieving the goal of the super-process.

Service Design / Figure 3.11 The Generic Process Elements 1.describes a 'mega-process' such as Change Management. In practices this level strives to give readers a broad, high-level understanding of the process in question. At this level of abstraction the entire process should be able to be displayed on a single page.. 2.translates a Level 1 process such as Change Management into major process functions. Process Level 2 process documentation depicts the inputs, outputs, controls, mechanisms and major activities for each process function. 3.defines and sequences the main events within each process function. At this level of decomposition, we would find the detailed activities associated with, to continue the example, Change Administration processes such as Reviewing & Closing RFCs, Updating Change FSC, etc. and depicts in increasing details the inputs, outputs, controls, mechanisms and major activities for each process event. 4.defines the sub processes and activities within a main process. At this level of detail, Change Managements' Emergency Change Advisory Board process would be captured in fine enough detail so that the subject matter experts and process performers can clearly understand how the process relates to their work 5.defines the supplemental procedures and reference material used to guide, clarify or instruct how tasks are performed. The analysis of business processes typically includes the mapping of processes and sub-processes down to activity level. Typically up to five levels of decomposition can be followed with decompositions below levels 3 at the discretion of the sub- organizations.

Service Design / Figure 3.11 The Generic Process Elements There are a number of different modelling languages in use: The objective of BPMN is to support business process management for both technical users and business users by providing a notation that is intuitive to business users yet able to represent complex process semantics.

Service Design / Figure 3.11 The Generic Process Elements There are a number of different modelling languages in use: Used to specify, visualize, modify, construct and document the artefacts of an object-oriented software intensive system. UML aims to be a standard modeling language which can model concurrent and distributed systems.

Service Design / Figure 3.11 The Generic Process Elements There are a number of different modelling languages in use: Standard executable language for specifying interactions with Web Services. Processes in Business Process Execution Language export and import information by using Web Service interfaces exclusively.

Service Design / Figure 3.11 The Generic Process Elements There are a number of different modelling languages in use: Consists of a hierarchical series of diagrams, text, and glossary cross referenced to each other. The two primary modeling components are: functions (represented on a diagram by boxes), and data and objects that interrelate those functions (represented by arrows).

Service Design / Figure 3.11 The Generic Process Elements There are a number of different modelling languages in use: The position at which the arrow attaches to a box conveys the specific role of the interface. The Controls enter the top of the box. The Inputs, the data or objects acted upon by the operation, enter the box from the left. The Outputs of the operation leave the right-hand side of the box. Mechanism arrows that provide supporting means for performing the function join (point up to) the bottom of the box. Trigger The process is often initiated by an event.

Service Design / Figure 3.11 The Generic Process Elements There are a number of different modelling languages in use: introduced swimlanes to indicate what department or individual was responsible for specific processes. added a top lane where he showed how the process-in-scope interacted with the customer of the process. added lanes below in which he showed external support processes Modified traditional workflow diagrams by introducing three important innovations.

Service Design / Figure 3.11 The Generic Process Elements A Robust Process has... 1.identified process objectives 2.identified 2.identified and involved executive support 3.identified process ownership wtih requisite responsibility and authority for process 4.key and secondary customers and stakeholders and suppliers are identified and consulted 5.process inputs and outputs are identified 6.process is based on sound business model 7.process hierarchy is understood 8.execution is enforceable 9.process is designed to provide service metrics 10.process metrics are recorded and analyzed (not just collected) 11.documentation is thorough, accurate, and easily understood 12.process contains all value-added steps 13.process guarantees accountability 14.process provides incentive for compliance and penalties for avoidance or circumvention 15.process is standardized across all appropriate departments and remote sites 16.process is streamlined as much as possible and practical 17.process is automated wherever practical but only after streamlining 18.process integrates with all other appropriate processes

Service Design / Figure 3.11 The Generic Process Elements Today, leading companies use a combination of integration techniques to implement their end to end business processes. Today, leading companies use a combination of integration techniques to implement their end to end business processes. Businesses need technologies for the management of business processes that are genuinely usable, very flexible and capable of integrating systems across all kinds of business and technology barriers.

Service Design / Figure 3.11 The Generic Process Elements Taking control of complete processes, all the way to the customer. Business Process Management is the capability to discover, design, deploy, execute, interact with, operate, optimize and analyze end to end processes, and to do it at the level of business design, not technical implementation.

Service Design / Figure 3.11 The Generic Process Elements