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

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

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

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

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

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

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

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

Process Assessment: What it is Not! Employee Performance Assessment Compliance Audit Technical Survey Plan of Approach

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

Defining goals Goals for improving the business use of IT should be ambitious but also understandable, 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

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

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

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

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!

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