This document discusses methods and techniques for continual service improvement. It provides notes on assessment and benchmarking. Assessments compare operational processes to performance standards to identify areas for improvement. Benchmarking involves evaluating processes against best practices in the industry. The document lists benchmarking procedures, costs, value, and benefits. It explains that assessments and benchmarking are formal methods used to gauge performance and identify ways to enhance processes.

1. Continual Service Improvement
Methods and Techniques
• Write a short note on Assessment.
• Write a short note on Benchmarking.
• List and explain CSI methods and techniques.
Mustufa Sir

2. Preview
• Assessment
– When to assess?
– What to assess?
• Benchmarking
1. Benchmarking procedure
2. Benchmarking costs
3. Value of benchmarking
4. Benefits
Mustufa Sir

3. Assessments
• Assessments are the formal
mechanisms for comparing the
operational process environment to
the performance standards.
• The purpose of assessments
improved process capability and/or
to identify potential shortcomings
that could be addressed.
• The advantage of assessments is
they provide an approach to sample
particular elements of a process or
the process organization which
impact the efficiency and the
effectiveness of the process.
Mustufa Sir

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6. When to assess?
• Plan (project initiation) – Assess the targeted
processes at the inception of process
introduction to form the basis for a process
improvement project.
• Plan (project midstream) – A check during
process implementation or improvement
activities.
• Do/Check (process in place) – Upon the
conclusion of a process project, it is important to
validate the maturation of process and the
process organization through the efforts of the
project team.
Mustufa Sir

7. What to assess?
• Process only
• People, process and technology.
• Full assessment.
Mustufa Sir

8. Benchmarking
• Benchmarking is a process used in management,
particularly strategic management, in which organizations
evaluate various aspects of their processes in relation to
best practice, usually within their own sector.
• This then allows organizations to develop plans on how to
adopt such best practice, usually with the aim of increasing
some aspect of performance.
• Benchmarking may be a onetime occurrence event, but is
often treated as a continuous process in which
organizations continually seek to challenge their practices.
• Benchmarking is actually a logical sequence of stages that
an organization goes through to achieve continual
improvement in its key processes.
Mustufa Sir

9. 1. Benchmarking procedure
• Benchmarking can be applied to any business
process or function, a range of research
techniques may be required.
• They include:
– Informal conversations with customers, employees, or
suppliers
– In-depth marketing research
– Surveys
– Questionnaires
– Re-engineering analysis
Mustufa Sir

10. 2. Benchmarking costs
• Visit costs – This includes travel- and
accommodation-related expenses for team
members who need to travel to the site.
• Time costs – Members of the benchmarking
team will be investing time in researching
problems, finding exceptional companies to
study.
Mustufa Sir

11. 3. Value of benchmarking
• Organizations have a growing need to get a clear
view on their own qualities and performances
with regard to their competitors and in the eye of
their customers.
• It isn’t sufficient any more to have self-
assessment reports on the status of the IT
performance; it is important to test and compare
it with the view the market has on the
performance of the organization.
Mustufa Sir

12. 4. Benefits
• Achieving economy in the form of lower prices
and higher productivity on the part of the
service provider
• Achieving efficiency by comparing the costs of
providing IT services and the contribution
these services make to the business with what
is achieved in other organizations.
Mustufa Sir

13. Reference:
Mustufa Sir

14. Thank you…
All the best
Mustufa Sir