I have often been asked about how to implement a good design coordination process. My response is have you ever thought of implementation of a new process from a CSI approach? First let’s understand what the purpose and objective of a design and coordination process should be. Ensuring that the goals and objectives are met by providing and maintaining a single point of coordination and control for all activities and processes within the design stage of the lifecycle. If we approach this from a Continual Service Improvement perspective the first question to ask is:
What’s the vision?
Come to an accord among key stakeholders about what it is you want to create and what the underpinning critical success factors should be in support of the defined goals and objectives of the organization. Will they ultimately support the long term mission and vision of the business leadership?
Where are we now?
Set that baseline starting point about the current condition of where your service design activities are. Remember these must be measured and agreed. Questions need to be asked and assessments need to be made. What activities are currently performed and by whom? What are the challenges and weaknesses that are being experienced? What is working well? What are the pain points that are being expressed by both the business and your IT organization? What skills and capabilities are listed in your skills library and which will we need to acquire into the future?
Where do we want to be?
This is where we now agree on priorities for improvement. These of course, will be based on the overall vision for Service Design and the current state of affairs. The guiding principle should be that the implementation of the Service Design Coordination process should ensure a reliable, repeatable, consistent delivery of the resources to deliver the practices of Service Design.
How do we get there?
Through the implementation of an agreed and detailed plan on how to move from the “AS IS” state to the “TO BE” state.
Did we get there?
Through the use of defined and agreed metrics, KPIs and CSFs determine if the improvements to the Service Design processes and activities have been successful in meeting the agreed “TO BE” state. If a gap continues to exist between the new current state and the desired state, then another cycle of improvements will be necessary. Remember that these improvements can be implemented in a phased approach.
How do we keep the momentum going?
By using are ongoing monitoring and measuring capabilities to ensure the level of performance of our new Service Design practices become part of our culture and that they can continue to meet the ever changing needs of the organization.