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What IS a Process?

Ross Wise here again…While I was working on some process improvements the other day it occurred to me that it could be very easy for people to get confused over the different elements that make up a process. So I thought I would jot a few down for everyone to help clear things up… First we have the process itself. This is a collection of specific high level steps that can happen in either a linear or parallel fashion to achieve specific objectives or outputs. It consists of a number of elements: Procedures : detailed instructions for the completion of a given process step Flowchart : a diagram showing the order and connection of process steps and decisions Inputs : the raw materials you use to create the process output Outputs : the end product or service resulting from doing the process steps and procedures Triggers : events that initiate the process Roles : the assigned responsibilities given to individuals using or executing the process Resourc

The 7-Step Improvement Process

One of the most interesting concepts that I've found in the V3 Continual Service Improvement (CSI) book is the 7 Step Improvement process. This process provides a structure for defining, analyzing and using metrics to improve services and service management processes. Prior to beginning the process, it is important to determine the: Vision Strategy Tactical goals Operational goals These will be defined during Service Strategy (vision and strategy) and Service Design (tactical and operational goals). With that in place, the process consists of 7 practical steps: Define what you should measure Define what you can measure (then do a gap analysis between this and Step 1) Gather the data Process the data Analyze the data Present and use the information Implement corrective actions This process provides a framework for ensuring that the data being collected and resulting metrics align with the strategic and tactical goals of the organizatio

COBIT User Guide for Service Managers

COBIT Download - Free for ISACA members, cheap for everyone else! Aimed at providing specific guidance on how to use COBIT when performing a particular role, this guide focuses on service managers, providing them a better understanding of the need for IT governance and how to apply good practices in their specific roles and responsibilities. It facilitates easier use and adoption of COBIT and ITIL concepts and approaches, and encourages integration of COBIT with ITIL. Download here

IT Ops or IT Slops? Definitions Matter: Part One

This blog was written by Kevin Behr, co-author of Visible Ops You can visit Kevin's blog at: http://blog.kevinbehr.com/ “I wish we had dedicated project resources. I am so busy with operations that I just don’t have time for projects.” “Why does every IT issue get escalated to my top network and security people?” “I don’t care if you have enough time. I need this stuff done now.” “It takes me more time to fill out a change request than to make the actual change.” “We spend over 70% of our time doing operations which only leaves me 10-15% to work on projects after I read my email.” Sound Familiar? I love the provocative statement that Goldratt made (I paraphrase): “Technology CAN (not does) provide value IF and only IF it diminishes a business constraint.” Before you go off emailing me that technology has many other values please reflect deeply on this statement. Please reflect deeply on what business value IT provides. I love the notion of continuity that the “diminishes” brings to

Payback time for ITIL

This article was written by Bob Mathers and printed in CIO Canada on March 8, 2009. Since it covers one of my favorite topics, the ROI of ITIL, I am sharing the whole article with you. The ‘version 3’ updates of the Information Technology Infrastructure Library, released in the spring of 2007, have breathed new life into ITIL. Certainly, it has sparked renewed interest from CIOs.   By applying a common language and best-practice guidelines for managing basic functional processes, ITIL goes beyond a basic focus on infrastructure cost efficiency and personnel productivity. As such, it is especially popular within organizations that are committed to performance improvement and seek to take their strategies to the next level. Increasingly, however, many executives are questioning the payback of investments in ITIL. It’s not that ITIL has failed. Indeed, evidence shows that a vast majority of executives involved in ITIL initiatives believe that the guidelines have produced benefits

Change Impact Analysis

I've been spending time within the Service Transition book. Did you know that ITIL V3 has a prescription for performing an impact analysis of a proposed change in the form of 7 "R" questions? Who RAISED the change? What is the REASON for the change? What is the RETURN required from the change? What are the RISKS involved in the change? What RESOURCES are required to deliver the change? Who is RESPONSIBLE for the build, test and implementation of the change? What is the RELATIONSHIP between this change and other changes? Frankly, I would add or clarify a couple of questions: What is the COST of the change?" (broken away from the Resources question) What is the TIMELINE for implementing the change? Other than that, I believe that these are meaningful and well-rounded questions, They can serve as a good foundation for a Request for Change template and informed Change Advisory Board discussions.

ITIL Certification Builds IT Workers' Skills in Economic Downturn

By: George Spafford The news is full of failing companies and lost jobs, and the IT job market has not been spared the current economic recession. It is a worrisome time for everyone. We can view the recession's effects on the IT economy from two different perspectives: (1) that of employees, who fear losing jobs and worry about having the right skills, and (2) that of employers, which need to improve operating effectiveness and efficiency. While separate, these views are not mutually exclusive. Continuing education and the pursuit of IT Infrastructure Library (ITIL)certifications can benefit both groups in terms of building IT skills and improving IT operational efficiency. Building IT skill sets with ITIL certification Firms hire workers based on their skill sets. While many organizations understand the value of developing IT workers' skills, others discard employees when skills no longer align with a company's needs. In their responses to employee surveys, it's