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  • In recent decades IT developments have changed the way that most businesses operate. The changes are most evident in the various business processes
  • Since the introduction of the PC, LAN, client/server technology and the Internet organizations can bring their products and services to markets faster than ever before. These developments are responsible for the transition from the industrial to the information age. In the information age, everything has become faster and more dynamic.
  • Traditional hierarchical organizations often find it difficult to respond to rapidly changing markets, and therefore there is now a trend towards less hierarchical and more flexible organizations. The emphasis is now on horizontal processes, and decision-making authority is increasingly granted to personnel at a lower level.
  • These characteristics and standards provide information about the results expected of the process. The standards for the output of each process have to be defined so that the complete processes meet the corporate objective/s.
  • the process can be said to be effective . If the activities in the process are also carried out with the minimum required effort and cost, then the process can be called efficient . process management is to use planning and control to ensure that all processes are effective and efficient.
  • The management of the organization can exercise control on the basis of the quality of the process as demonstrated by data from the results of each process. In most cases, the relevant performance indicators and standards
  • A procedure may include stages from different processes Without clear indicators, it would be difficult for a process owner to determine whether the process is under control, and if planned improvements are being implemented.
  • Most businesses are organized in a hierarchy. They have departments, which are responsible for a group of employees. There are various ways of structuring departments. Processes that span several departments can monitor the quality of a service by monitoring certain aspects of delivery; such as availability, capacity, cost and stability. A service organization will then try to match these quality aspects with the customer’s demands. The structure of such processes can ensure that good data about the provision of services is available, so that the planning and control can be improved.
  • The main aim of SLM is to ensure the quality of the IT services provided, at a cost acceptable to the business. The Service Desk offers "first line" support to users. Users need help if they are not sure how to behave in a specific situation when using IT services or if they need assistance to solve a particular issue involving IT. As well, the Service Desk is the central point of contact where incidents or inaccuracies in IT systems can be reported. The Service Desk is the face of the IT department to the clients. Furthermore, the Service Desk is an important source of management information.
  • The Service Desk offers "first line" support to users. Users need help if they are not sure how to behave in a specific situation when using IT services or if they need assistance to solve a particular issue involving IT. the true objectives of this functional area are: To provide a single point of contact for Customers To facilitate the restoration of normal operation service with minimal business impact on the Customer within agreed service levels and business priorities
  • the role of the Service Desk has become crucial. Businesses rely on the IT service to stay on top of the market and be competitive. The service provided by the Service Desk tends to be broader than just the IT part of business hence the change in name from Helpdesk (which was more IT related) to Service Desk. It plays a vital role in IT Service management as from a customer point of view; the service desk is the IT Service Provider and therefore plays a critical part in how the customer perceives the IT organization as a whole. Among the activities performed by the Service Desk are Incident Recording and Incident Control. These used to be part of the Helpdesk Process but are now called Incident management
  • Each of the different types of flow charts tends to provide a different aspect to a process or a task. Flow charts provide an excellent form of documentation for a process, and quite often are useful when examining how various steps in a process work together.
  • When dealing with a process flow chart, two separate stages of the process should be considered: the finished product and the making of the product. In order to analyze the finished product or how to operate the process, flow charts tend to use simple and easily recognizable symbols. The basic flow chart symbols below are used when analyzing how to operate a process.
  • HISTORY AND BACKGROUND As a whole, flow charting has been around for a very long time. In fact, flow charts have been used for so long that no one individual is specified as the "father of the flow chart". The reason for this is obvious. A flow chart can be customized to fit any need or purpose. For this reason, flow charts can be recognized as a very unique quality improvement method.
  • EXAMPLE Process Flow Chart- Finding the best way home this is a simple case of processes and decisions in finding the best route home at the end of day.

Class 3 Class 3 Presentation Transcript

  • Week Three ISO 2000/ITIL Service Delivery Business processes
  • ISO 2000/ITIL
    • ITIL Service Management ITIL Service Management is primarily known as the process and service-focused approach of what was initially known as IT Management. Processes should always have a defined objective. The objective of ITIL Service Management processes is to contribute to the quality of the IT services. 
  • ISO 2000/ITIL
    • Quality management and process control form part of the organization and its policies ITIL (the best known approach to IT Service Management) does not dictate how an organization should be structured. ITIL cleverly describes the relationships between the activities in processes, which are relevant to any organization.
  • ISO 2000/ITIL
    • ITIL also provides a framework that allows experiences to be shared in different organizations due to the fact that it provides us with a common language.
  • ISO 2000/ITIL
    • Processes define the working procedures, competencies and responsibilities that guarantee to the customer when delivering the technical support, expert support or management and outsourcing. These processes follow the practical experience, as well as the international recommendations such as the ITIL methodology.
  • Incident Management
    • Definition Control including recording, classification, co-ordination, matching and resolution IT Service Management
  • Problem Management
    • Definition of a problem and identification of problems and prevention of further incidents
  • Service Management
    • ITIL Service Support Processes  
    • ISO 2000    
  • Configuration Management
    • Defining a configuration item and the configuration management database impact of Configuration Management on other IT processes.       
  • Change Management
    • Definition of a change and request for change description of change control
  • Release Management
    • Scope and concepts definition of definitive software library and definitive hardware store description of planning, testing and implementing.
  • Process structure
    • When arranging activities into processes, a process structure, we can often show that certain activities in the organization are uncoordinated, duplicated, neglected, or unnecessary.
  • Input = Output
    • the objective of each process and its relationships with other processes.
    • A process is a series of activities carried out to convert an input into an output .
  • Process management
    • Process owner is responsible for the process results.
    • Process manager is responsible for the structure of the process, and reports to the process owner.
    • Process operatives are responsible for defined activities, and report to the process manager.
  • Monitored results
    • The activities results in clear points where the quality of processes can be monitored.
    • control of the process can then be left to the process manager.
    • The process owner will assess the results based on a report of performance indicators and whether they meet the agreed standard.
  • Procedures and work instructions
    • A procedure is a description of related activities, and by whom they are carried out.. A procedure defines who does what, and varies depending on the organization.
  • Work instructions
    • Defines how one or more activities in a procedure should be carried out.  
  • Service Delivery Processes
    • Service Level Management: Definition of a service catalog; identifying, negotiating, monitoring and reviewing service level agreements).
  • Financial Management
    • IT Services reviews of budgeting , charging, IT accounting and analysis of costs and charging policies.
  • Availability Management
    • Review of reliability, availability, resilience, maintainability and serviceability, calculating availability, review of planning, monitoring and reporting.
  • Capacity Management
    • Review of application sizing, workload, performance, demand and resource management and their inputs to modeling, definition of the capacity management database and contents of the capacity plan.
  • Continuity Management
    •    Re-view of business continuity, risk analysis and risk management, defining assets, threats, vulnerabilities and countermeasures (protection and recovery), development, testing and maintenance of the IT Service Continuity Plan, IT recovery options and management roles.
  • Service Desk
    • Service Desk is the central point of contact where incidents or inaccuracies in IT systems can be reported. The Service Desk is the face of the IT department to the clients. Furthermore, the Service Desk is an important source of management information.
  • Function Description
    • The Service Desk is not regarded as a process within IT but as a function.
    • Function The action for which a person or thing is particularly fitted or employed.
      • Assigned duty or activity. A specific occupation or role
  • FLOW CHARTS
    • Quality Improvement Tool
    • Flow charts used specifically for a process.
    • A flow chart is defined as a pictorial representation describing a process being studied or even used to plan stages of a project. Flow charts tend to provide people with a common language or reference point when dealing with a project or process.
  • FLOW CHARTS
    • Four particular types of flow charts have proven useful when dealing with a process analysis: top-down flow chart, detailed flow chart, work flow diagrams, and a deployment chart.
  • flow chart symbols
  • ANSI standard symbols
    • In order to analyze the second condition for a flow process chart, one should use the ANSI standard symbols. The ANSI standard symbols used most often include the following:
  • Standard Symbols
  • Tip for a flow chart.
    • INTERPRETATION
    • Define the boundaries of the process clearly.
    • Use the simplest symbols possible.
    • Make sure every feedback loop has an escape.
    • There is usually only one output arrow out of a process box. Otherwise, it may require a decision diamond.
  • Tip for a flow chart.
    • INTERPRETATION
    • Analyze flow chart of actual process.
    • Analyze flow chart of best process.
    • Compare both charts, looking for areas where they are different. Most of the time, the stages where differences occur is considered to be the problem area or process.
    • Take appropriate in-house steps to correct the differences between the two separate flows.
  • flow chart
  • flow chart
  • Process Flow Chart