Service Management Success Story March 2015
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The document describes different levels of process maturity for service management. It indicates that the organization has achieved a level 4 "Managed" maturity for most processes. At this level, trends are analyzed to eliminate issues, processes are regularly measured and reported on. Availability is measured at the application level. The document also provides updates on the maturity of several key service management processes within the organization from March 2015, noting improvements such as formal reporting for the service desk and regular reviews for incident and problem management. It identifies next steps such as agreeing on service levels with the business.
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A presentation from Steve Muzzy, Brevard Schools, to Memphis Public Schools Principals and Leadership Professional Development Event. Steve was privileged to be joined by Dr. Terry Holliday who is now the great Commissioner of Education in the state of Kentucky
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KRSN Sastry has over 8 years of experience in IT infrastructure management, operations management, and incident management. He is currently working as a team lead at CMS, where he manages a desktop support team of 40 engineers. Previously he has worked as a program manager at Inknowtek, managing a team of 60 engineers providing EUS services. He has also worked as an incident manager at Wipro for 6 years, managing teams of 30 engineers supporting over 800 clients across India and the Middle East.
Process Management by Jan Mohammed.pptx
This is a very generic presentation on Process Management concepts and its design + implementation. Use it to understand what process management entails and to coach your teams / customers.
Faheem- CV
Faheem Ahmed Shariff is a quality analyst and process analyst with nearly 6 years of experience implementing six sigma at various industries. He has extensive experience analyzing metrics, conducting root cause analysis, and implementing best practices. He is skilled at statistical analysis and using tools like control charts, Pareto analysis, and fishbone diagrams to identify issues, improve processes, and reduce defects. He is also experienced in process automation, documentation, auditing, and driving continuous improvement initiatives.
Quality Assurance Training Manual
The Quality Assurance department ensures the integrity of Ashford University's registrar policies and processes through auditing, reporting, and attentiveness to standards. This training manual provides guidelines for QA leads to audit various reports and ensure accuracy of registrar data and processes. It describes the roles and responsibilities of QA leads I, II, and analysts. It also includes report auditing guidelines and required data for the Enrollment Verification, FERPA, and other registrar reports. The manual aims to support new QA employees in understanding departmental goals and standards.
QI-Leadership-Assessment_Group-Scoring-Slides algemeen.pptx
This document outlines a process for a leadership group to assess their organization's quality improvement (QI) culture. The group will engage in a facilitated discussion to administer the Organizational Culture of Quality Self-Assessment Tool (SAT) through group scoring. The assessment is based on 6 foundational elements of QI with 14 sub-elements. Placeholder slides are included to guide scoring of each sub-element. The results will be used to prioritize strategies from the QI Roadmap to address any gaps and incorporate them into the organization's QI plan.
Three Ways to Transition From “Fire Fighting” Mode to Boost Gains
Learn what's needed to stop “fighting fires” on the plant floor and acquire the capabilities to grow and sustain your hourly, daily, monthly, and yearly gains. Part 2 of a 3 part series.
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The document discusses key aspects of managing a successful service desk, including:
1. The service desk's role is to act as a single point of contact for all IT issues and demonstrate its value to the organization.
2. Characteristics of a successful service desk include leadership, consistency, commitment to quality standards, clear policies and strategies, effective people and resource management, and customer and employee satisfaction.
3. Developing a clear vision and mission statement helps align service desk goals with organizational goals and inspires commitment. The statement should define the service desk's purpose and objectives.
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continuous improvement in school management (4) .pdf
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Stephen "Steve" Muzzy Memphis Schools Presentation
Stephen "Steve" Muzzy Memphis Schools Presentation
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QI-Leadership-Assessment_Group-Scoring-Slides algemeen.pptx
Three Ways to Transition From “Fire Fighting” Mode to Boost Gains
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Service Management Success Story March 2015
- 1. Technology Directorate March 2015 Service Management Success Story
- 2. •Strategic objectives and goals aligned to overall strategic business goals and objectives •Continuous process for improvement implemented for all processes •Strategic objectives and goals aligned to overall strategic business goals and objectives •Continuous process for improvement implemented for all processes Level 5 – Optimised •Service focussed with objectives and targets linked to business objectives/goals •Services are fully defined •Availability is measured at service level •All processes are fully integrated •Service focussed with objectives and targets linked to business objectives/goals •Services are fully defined •Availability is measured at service level •All processes are fully integrated Level 4 – Managed •Trends analysed and steps taken to eliminate root cause of issues •Processes are measured and reported on regularly •Awareness of availability at application level •Trends analysed and steps taken to eliminate root cause of issues •Processes are measured and reported on regularly •Awareness of availability at application level Level 3 - Proactive •Processes defined, but assigned little importance, resource or focus •Activities related to processes are unco-ordinated, inconsistent and without direction •Awareness of availability at component level •Processes defined, but assigned little importance, resource or focus •Activities related to processes are unco-ordinated, inconsistent and without direction •Awareness of availability at component level Level 2 - Reactive •Ad-hoc IT service •Few processes defined •Work typically driven by customer contact •Success depends on individual effort and heroics •Ad-hoc IT service •Few processes defined •Work typically driven by customer contact •Success depends on individual effort and heroics Level 1 – Initial/Chaotic Process Maturity Levels
- 3. Maturity Level – March 2015
- 4. Service Desk Service Desk is now recognised as a strategic function Introduction of formal reporting to measure service Customer feedback via change champions and tech bars
- 5. Incident Management Service levels are regularly monitored and any breaches reviewed All incidents are regularly reviewed to monitor progress
- 6. Problem Management Problem records are reviewed twice a week All Problems are updated to reflect workarounds Problems are escalated to Change Management if urgent
- 7. Change Management Scope, quality criteria, roles and responsbilities defined in process Staff trained on process Regular reviews and reporting in place
- 8. Configuration Management Change Management took priority over past few months Awaiting resource (due to start April)
- 9. Service Level Management Needs Business Relationship Management function to agree service levels with business
- 10. Questions?