Class 1

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  • The role of the teacher includes promoting human relationships, affirming and recognizing students’ input, providing opportunities for students to develop a sense of group cohesiveness, maintaining the group as a unit, and helping students to work together in a mutual cause.
  • The purpose of a lecture is to clarify information, supported by various audio-visuals. information handouts, student presentations and reading assignments
  • Discussion to solicit and involve the student in content transmittal. The discussion promotes understanding and clarification of concepts, ideas, and feelings.
  • the fastest-growing industries and there is every indication that that trend will not change an organization's network is its lifeblood.
  • The goal of facilitation is to provide information for IT students training and the systematic approach to delivering effective instruction with high impact for both the participants and the organization.
  • 1. Identify the components, skills and knowledge critical to successful delivery of IT solutions to your business. 2. E nsure you retain the skills or add those needed to manage the vendor, the projects, and the service levels— not those required to manage technical resources. 3. E stablish a governance process where you regularly review service level performance with the service provider, identify issues and problems, and put a value on and celebrate success. 4. Determine the root cause of shortfalls and problems. Be prepared to request changes from the service provider or in your own organization. 5. Map the benefits, improvements and success from the SaaS relationship to business performance improve ment for your “customers.” 6. U se what you learn from correcting problems to avoid problems in the future. Make continuous improvement part of the relationship.
  • Before buying we normally assess the quality such as the appearance, usefulness for the task as the customer we have few opportunities to influence the product quality. This is because the product is produced in a factory. By effectively controlling the production plant, the manufacturer will try to deliver a fairly constant quality. In this example of the manufacture, sales and consumption of the product are quite separate.
  • The perception of the customer is essential in the provision of services. Customers will generally use the following questions to assess the quality of the service: • Does the service align with my expectations? • Can I expect a similar service the next time? • Is the service provided at a reasonable cost?
  • A continuing dialogue with the customer is essential to refine the services and to ensure that both the customer and the supplier know what is expected of the service.
  • Reasonable costs may be considered a "derived requirement". Once it has been agreed on what is to be expected of the service, the next step is to agree on what it may cost. At this stage the service provider has to be aware of the costs they incur, and the current market rates for comparable services. A customer will be dissatisfied with a service provider that occasionally exceeds the expectations but disappoints at other times. Providing a constant quality is one of the most important, but also one of the most difficult aspects of the service industry.
  • Supplying products or services requires activities. The quality of the product or service depends largely on the way in which these activities are organized. Deming’s quality life cycle provides a simple and effective model to address quality. The model assumes that to provide appropriate quality, the following steps must be undertaken repeatedly:
  • Quality management also means continuously looking for opportunities to improve the organization and implementing quality improvement activities.
  • a policy matter within the organization. It is the whole of the measures and procedures which the organization uses to ensure that the services provided continue to fulfill the expectations of the customer and relevant agreements.
  • Some organizations require their suppliers to hold an ISO 9001 or ISO 9002 certificate. Such a certificate proves that the supplier has an adequate quality system, the effectiveness of which is regularly assessed by an independent auditor.
  • Experience with improving the quality of IT services has shown that it is rarely sufficient to simply define current practices. The causes of a mismatch between the service provided and the customer’s requirements are often related to the way in which the IT organization is managed. A permanent quality improvement focus demands a certain degree of maturity of the organizatio
  • In the IT industry, the most widely used model for process improvement/maturity is the Capability Maturity Model (CMM). This process improvement method was developed by the Software Engineering Institute (SEI) of Carnegie Mellon University. CMM was created specifically with the improvement of software creation in mind. As a way of measuring the process behind software creation, the model can be applied to any process.
  • This changing culture to talk about issues, with a view to making improvements, reflects an overall increase in the maturity of organizations
  • Japan has 11,000 trade regulations. The European Union has 10,000 regulations that specify how goods are to be made and marketed.
  • CMMI helps integrate traditionally separate organizational functions, set process improvement goals and priorities, provide guidance for quality processes, and provide a point of reference for appraising current processes.
  • Class 1

    1. 1. Week One Introduction Strategic Corporate Objective Appling Best Business Practice IT Service Management
    2. 2. LESSON NO.2 <ul><li>Continuing lecture on communication skills with good business policies explain the support industry with: services, quality, organization, policy and process management </li></ul><ul><li>Explain IT Service Management. </li></ul>
    3. 3. LESSON NO.2 <ul><li>Lecture Objective: Service Desk (function): Understanding its role and function in the IT infrastructure and its relationship Provide the background for the development of a systematic approach to IT Service Management. </li></ul>
    4. 4. Lesson 1 introduction <ul><li>Welcome to Conestoga College, course outline, delivery strategy, polices, </li></ul><ul><li>Lesson 1 introduction strategic corporate objective (Appling best business practice) </li></ul>
    5. 5. Introduction <ul><li>The role of the teacher includes promoting human relationships, affirming and recognizing students’ input, providing opportunities for students to develop a sense of group cohesiveness, maintaining the group as a unit, and helping students to work together in a mutual cause. </li></ul>
    6. 6. SUBJECT OF WEEKLY LESSON <ul><li>IT Service Management - Corporate Objective arguing the Business case Service Desk (function): Understanding its role and function in the IT infrastructure and its relationship with The Computer Support Industry </li></ul>
    7. 7. IT Service Management <ul><li>Information flows into, through and from it. In order to compete in global markets, productivity must remain high. At the same time, the costs for maintaining high levels of productivity must be reduced. </li></ul>
    8. 8. IT Service Management <ul><li>To control the real and hidden support costs. Investment in an integrated technologies while maintaining high customer-satisfaction levels. Emphasis is given to problem solving and troubleshooting, team dynamics, and interpersonal communication skills and technologies used in providing exceptional customer support. </li></ul>
    9. 9. Appling best business practice <ul><li>The IT Service Management processes are best understood as concepts about the organizations, quality and services which influenced the development of the discipline. Familiarity with these terms also helps to understand the links between all these topics services, quality, organization, policy and process management. </li></ul>
    10. 10. Business practice <ul><li>Provide the background for the development of a systematic approach to IT Service Management. </li></ul>
    11. 11. The various elements of the IT Infrastructure <ul><li>The Strategic Corporate Objective is used to help the organization understand the most important consideration for any business, is that the Organization’s Objectives are met (customer satisfaction increased market share, lower costs, improved business practices </li></ul>
    12. 12. Processes <ul><li>An example of a Business Processes {e-bay} The process is a series of activities carried out to convert an input into an output </li></ul><ul><li>Business Processes. . We can associate the input and output of each of the processes </li></ul>
    13. 13. Quality <ul><li>Quality characteristics and standards to provide information about the results to be obtained by the process and monitor the quality of the products and services provided by the organisation. </li></ul>
    14. 14. Business Strategy <ul><li>You can’t do this without aligning your strategy with the business strategy. You can’t deliver effective IT services without knowing about the demands, needs and wishes of your customer ). Organization’s objectives to be met must be a series of corporate business units working together as a </li></ul>
    15. 15. Infrastructure <ul><li>Each business processes needs a variety of services and Service Provision in order to work. The next level of The Strategic Corporate Objective is </li></ul><ul><li>Service Management Provides effective and efficient process driven management, supporting the IT objectives of delivering services that are required by the business. </li></ul>
    16. 16. Organization Service Management <ul><li>It is at this layer that IT professionals manage all the infrastructure (including hardware, software, tools, etc.) in order to deliver the Organizational Objectives, and a set of best business practice and processes. </li></ul>
    17. 17. Service Provision <ul><li>Customer Relationship Management ( CRM ) is the science of developing a customer-centered organization. With a CRM focus, a company utilizes every opportunity to build long-term, mutually satisfying relationships. </li></ul>
    18. 18. Business Processes <ul><li>Provision of services and quality, addressing the relationship between the quality experienced by the customer's organizational end users, and the associated quality management by the provider of the IT services. Customer Support with CRM </li></ul>
    19. 19. Process management <ul><li>Organization and policies. addresses concepts such as vision, objectives, policies and discusses issues such as planning, corporate culture and Human Resource Management. This section also discusses the coordination between the business processes of a company and the IT activities. </li></ul>
    20. 20. control of IT service processes <ul><li>Organizations are often highly dependent on their IT services and expect the IT services not only to support the organization, but also to present new options to achieve the objectives of the organization. Traditionally, the high expectations of customers of IT Services tend to change significantly over time </li></ul>
    21. 21. Organizations <ul><li>Providers of IT services can no longer afford to focus on technology. </li></ul><ul><li>Organizations now have to consider the quality of the services they provide and focus on the relationship with their customers. </li></ul>
    22. 22. Service processes <ul><li>To provide this high quality level of service requires full management of the IT infrastructure; hardware, software, tools, processes, procedures, documentation and relationships. </li></ul>
    23. 23. Elements of services <ul><li>Services are provided through interaction with the customer. Services cannot be assessed in advance, but only when they are provided. The quality of a service depends to some extent on the way in which the service provider and the customer interact. </li></ul>
    24. 24. Elements of services <ul><li>In contrast to the manufacturing process, customer and provider can still make changes when the services are being delivered. How the customer perceives the quality of the service and what the provider thinks they supply will depend on their personal experiences and expectations of the people involved. </li></ul>
    25. 25. Unique aspects of services <ul><li>Internal marketing is the notion that a unique aspects of services have led to a concept called service organization that must focus on its employees, or internal market, before successful programs can be directed at customers. </li></ul>
    26. 26. Services <ul><li>Services are activities, deeds, or other basic intangibles offered for sale to consumers in exchange for money or something else of value. </li></ul><ul><li>In Canada over 60 cents out of every consumer dollar is spent on buying services. There are certain commonalities between services as products that set them apart from tangible goods. </li></ul>
    27. 27. Five elements of services <ul><li>Intangibility </li></ul><ul><li>Is a unique feature of services in that services cannot be held, touched, or seen before purchase?  A major marketing need for services is to make them tangible or show the benefits of using the service. </li></ul><ul><li>Inconsistency </li></ul><ul><li>The second &quot;I&quot;, refers to the fact that service quality varies.  Services are provided by people who have different capabilities and also vary in their job performance from day to day.  Inconsistency can be reduced through standardization and training. </li></ul>
    28. 28. Five elements of services <ul><li>Inseparability </li></ul><ul><li>Refers to the fact that the consumer does not (and cannot) separate the service from the deliverer of the service. </li></ul><ul><li>Inventory Of services , the fourth &quot;I&quot;, highlights the fact that inventory carrying costs are more subjective and related to idle production capacity. </li></ul><ul><li>Idle production capacity </li></ul><ul><li>Is when the service provider is available but there is no demand . </li></ul>
    29. 29. Service continuum <ul><li>The process of providing a service is a combination of production and use, in which the provider and customer participate simultaneously. </li></ul><ul><li>Enable the IT group to provide reliable Information Systems to meet the requirements of the business processes, and the way these services are delivered to the external customers. This in turn enables the organisation to meet its Business Objectives. </li></ul>
    30. 30. The Service Continuum <ul><li>Services vary in terms of their degree of tangibility and whether they are good or service dominant.  </li></ul>
    31. 31. Service Continuum <ul><li>The range of services is referred to as the service continuum Consumers evaluates a service by comparing their expectations with their actual experience. </li></ul><ul><li>Gap analysis is used to identify differences between expectations and experience on five service quality dimensions. Tangibles, reliability, responsiveness, assurance, empathy </li></ul>
    32. 32. Continuing Dialogue <ul><li>The supplier should continuously assess how the service is perceived and whether the customer expectations have shifted. </li></ul><ul><li>When service quality is high, all customers become accustomed to that being the base level of service. </li></ul><ul><li>This is a real problem for the service provider who must negotiate the mine-field of changing the service or changing the price. </li></ul>
    33. 33. Reasonable Costs Constant Quality <ul><li>Extract: Quality is the totality of characteristics of a product or service that bears on its ability to satisfy stated and implied needs (ISO-8402). </li></ul>
    34. 34. Dr. Edward Deming American statistician some of Deming’s typical statement: <ul><li>‘ The customer is the most important part of the production line.’ </li></ul><ul><li>‘ It is not enough to have satisfied customers, the profit comes from returning customers and those who praise your product or service to friends and acquaintances.’ </li></ul><ul><li>‘ The key to quality is to reduce variance.’ </li></ul>
    35. 35. Deming’s typical statement: <ul><li>‘ Break down barriers between departments.’ </li></ul><ul><li>‘ Managers should learn to take responsibility and provide leadership’ </li></ul><ul><li>‘ Improve constantly.’ </li></ul>
    36. 36. Deming’s typical statement: <ul><li>Institute a vigorous program of education and self-improvement.’ </li></ul><ul><li>‘ Institute training on the job.’ </li></ul><ul><li>‘ The transformation is everybody's job.’ </li></ul>
    37. 37. Quality Assurance <ul><li>Plan: What should be done, when, by whom, how, using what? </li></ul><ul><li>Do: Implementation of the planned activities. </li></ul><ul><li>Check: Determine if the activities provided the expected result. </li></ul><ul><li>Act: Adjust the plans based on information gathered while checking. </li></ul>
    38. 38. Quality Management <ul><li>The responsibility of everyone working in the organization. </li></ul><ul><li>Every employee has to be aware of his/her contribution to the organization which affects the quality of the work delivered by colleagues and eventually the services provided by the organization as a whole. </li></ul>
    39. 39. Quality Assurance <ul><li>Quality assurance ensures that improvements resulting from quality management are maintained. </li></ul>
    40. 40. Quality System <ul><li>The organizational structure related to responsibilities, procedures and resources for implementing quality management. </li></ul><ul><li>The ISO 9000 series of standards is often used to develop, define, assess and improve quality systems. </li></ul>
    41. 41. Quality System <ul><li>ISO is the International Standards Organization. A quality system that complies with the ISO standard </li></ul>
    42. 42. Organizational Maturity <ul><li>The European Foundation for Quality Management (EFQM) model can be useful in determining the maturity of an organization. </li></ul><ul><li>It identifies the major areas to be considered when managing an organization (9 in total). </li></ul>
    43. 43. Deming’s Quality Life-Cycle <ul><li>Deming’s Quality Life-Cycle is incorporated in the EFQM model. Based on the outcomes from &quot;result areas&quot; actions are taken (strategy, policies). </li></ul><ul><li>These actions serve to underpin the planning (e.g. the structure of the processes), which should lead to the desired results. </li></ul>
    44. 44. The European Foundation <ul><li>The European Foundation for Quality Management was set up in 1988 by fourteen large European companies, with the support of the European Commission. </li></ul>
    45. 45. The European Foundation <ul><li>The objective of the EFQM is to promote Total Quality Management, aimed at excelling in customer satisfaction, employee satisfaction, and appreciation by society, and performance results. </li></ul>
    46. 46. The European Foundation <ul><li>The EFQM ‘Model of Business Excellence’, generally known simply as the EFQM model, is widely accepted as the major strategic framework for managing an organization aimed at the balanced, continuing improvement of all aspects relevant to the business. </li></ul>
    47. 47. Capability Maturity Model <ul><li>Within CMM the levels are: </li></ul><ul><li>Initial - the processes occur ad hoc. </li></ul><ul><li>Repeatable - the processes have been designed so that the service quality should be repeatable. </li></ul><ul><li>Defined - the processes have been documented, standardized and integrated. </li></ul>
    48. 48. Maturity Model <ul><li>Optimizing - the organization consciously optimizes the design of its processes to improve the quality of its services, or to develop new technology or services </li></ul><ul><li>Managed - the organization measures the results and consciously uses them to improve the quality of its services. </li></ul>
    49. 49. Maturity Model <ul><li>The management regularly assesses the operation of the quality system, and uses the results of internal audits to implement improvement measures where necessary; </li></ul><ul><li>The supplier’s procedures are documented and communicated to those affected by them; </li></ul><ul><li>The customer complaints are recorded, dealt with in a reasonable time, and used to improve the service where possible; </li></ul>
    50. 50. ISO-9000 <ul><li>ISO - 9000 refers to standards for registration and certification of a manufacturer’s quality management and quality assurance system. </li></ul>
    51. 51. ISO-9000 <ul><li>The supplier controls the production processes and can improve them. </li></ul><ul><li>An ISO certificate does not provide an absolute guarantee about the quality of the service provided. </li></ul><ul><li>However, it does indicate that the supplier takes quality assurance seriously and is prepared to discuss it. </li></ul>
    52. 52. ISO-9000 <ul><li>The new ISO 9000 series of standards, ISO-9000-2000, puts even greater emphasis than the previous standard on the ability of an organization to learn from experience and to implement continuous quality improvement. </li></ul>
    53. 53. ISO-9000 <ul><li>Green marketing represents marketing efforts to produce, promote, and reclaim environmentally sensitive products. </li></ul><ul><li>ISO- 14000 consists of worldwide standards for environmental quality and green marketing practices. </li></ul>
    54. 54. ISO-9000 <ul><li>The European Union’s ISO - 9000 standards, though not trade regulations, have the same effect on business practice. </li></ul>
    55. 55. CMMI <ul><li>Capability Maturity Model® Integration (CMMI) is a process improvement approach that provides organizations with the essential elements of effective processes. </li></ul><ul><li>It can be used to guide process improvement across a project, a division, or an entire organization. </li></ul>

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