Process Maturity – How do I measure it?

In order to manage and control processes and services, they have to be monitored and measured. The design of the measurement methods and metrics used to measure process are critical to success and might even be the most crucial element. In practice we tend to see Critical Success Factors and Key Performance Indicators defined in the process documentation but is anything being done with those?

We not only need to define the metrics for measuring the process but also must ensure that the design and implementation of the process also includes a system for ongoing monitoring, reporting and most important action for continual improvement of the process. Without it the process is destined to fail.

Process designers must assert caution and use wisdom when defining the metrics and measurements for the process. Careful consideration must be given to how these measurements are going to affect and change the behavior of the practitioners and stakeholders that produce or receive value from this process. Rest assured that measuring the process will affect people and we must ensure the outcome is one that is conducive to success. Selecting only measurements that encourage progression towards meeting business objectives or desired behavioral change should be selected.

The process design ensures that we have the capability to improve the process over time. Think about it. Is a process ever perfect? Is the demand from the business ever static in today’s world? The emphasis should be on the quality, speed, and cost in order to meet the dynamic needs of the business and the outcomes of the products and services that service provider delivers. Therefore, measurement methods and metrics should reflect these requirements and be designed to measure the ability of processes to them. Be careful though. The process measurements selected need to be appropriate for the capability and maturity of the processes being measured. Immature processes are not capable of supporting complex measurement methods. ITIL describes four types of metrics that can be used to measure the capability and performance of processes. You might find these helpful.

Progress - Milestones and deliverables in the capability of the process
Compliance - Compliance of the process to governance requirements, regulatory requirements and compliance of people to the use of the process
Effectiveness - The accuracy and correctness of the process and its ability to deliver the ‘right result’
Efficiency - The productivity of the process, its speed, throughput and resource utilization. Measurements and metrics should develop and change as the maturity and capability of a process develops. Initially, with immature processes the

Be cautious with these, the first two levels of metrics should be used to measure the progress and compliance of the process initially. You should ensure that the process is consistent and being followed. As the process maturity develops, effectiveness and efficiency metrics can be added with an understanding that progress and compliance are still paramount.

Four Service Characteristics

Recently I came across several articles by researchers and experts that laid out definitions and characteristics of services. ITIL provides us with a definition that can help drive the creation of value-laden services: A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. An area that ITIL is not so clear is in terms of service characteristics. Several researchers and experts put forth that services have four basic characteristics (IHIP): Intangibility—Services are the results of actions not things. They have no physical presence and represent a logical set of elements. One way to think of service is “work done for others.” Heterogeneity—Also known as “variability”; services are unique items because of the mechanisms used to deliver services, which is people. Because the people element adds variability, the service is variable. This holds true, especially for the value proposition—not eve...

What Is A Service Offering?

The ITIL 4 Best Practice Guidance defines a “Service Offering” as a description of one or more services designed to address the needs of a target customer or group. As a service provider, we can’t stop there! We must know what the contracts of our service offering are and be able to put them into context as required by the customer. Let’s explore the three elements that comprise a Service Offering. A “Service Offering” may include: Goods, Access to Resources, and Service Actions 1. Goods – When we think of “Goods” within a service offering these are the items where ownership is transferred to the consumer and the consumer takes responsibility for the future use of these goods. Example of goods that are being provided in the offering – If this is a hotel service then toiletries or chocolates are yours to take with you. You the consumer own these and they are yours to take with you. ...

What is the difference between Process Owner, Process Manager and Process Practitioner?

This article was originally published in 2015. With the Introduction of ITIL 4, some of this best practice has changed. See ITIL 4 and the Evolving Role of Roles . Updated Definitions in ITIL 4: Process Owner: In ITIL 4, the concept of 'processes' has expanded into broader 'practices.' Consequently, the Process Owner is now often referred to as the 'Practice Owner.' This individual is accountable for the overall design, performance, integration, and improvement of a specific practice within the organization. They ensure that the practice achieves its intended outcomes and aligns with the organization's objectives. Process Manager: Now commonly known as the 'Practice Manager' in ITIL 4, this role is responsible for the day-to-day management of the practice. The Practice Manager ensures that activities are carried out as intended, manages resources assigned to the practice, and oversees the practitioners performing the work. Process Practit...

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