The document provides contact information for an individual with 15 years of experience in healthcare consulting including project management. It then lists visions and goals for a healthcare system including providing quality care, comprehensive access to information, and reducing costs. Several key aspects of project success and common causes of project failure are identified. Finally, it discusses various tools and frameworks for managing change including defining the need for change, shaping a vision, mobilizing commitment, and monitoring progress.
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
Your Challenge
Internal stakeholders usually have different – and often conflicting – needs and expectations that require careful facilitation and management.
Vendors have well-honed negotiating strategies. Without understanding your own position and leverage points, it’s difficult to withstand their persuasive – and sometimes pushy – tactics.
Software – and software licensing – is constantly changing, making it difficult to acquire and retain subject matter expertise.
Our Advice
Critical Insight
Conservatively, it’s possible to save 5% of the overall IT budget through comprehensive software contract review.
Focus on the terms and conditions, not just the price.
Learning to negotiate is crucial.
Impact and Result
Look at your contract holistically to find cost savings.
Guide communication between vendors and your organization for the duration of contract negotiations.
Redline the terms and conditions of your software contract.
Prioritize crucial terms and conditions to negotiate.
In this webinar recording, James Taylor, CEO of Decision Management Solutions and Claye Greene, Managing Director of Government Solutions Provider TechBlue share learnings and best practices from their extensive experience helping clients modernize their legacy systems with the targeted decision management approach. You will learn why you don’t need to modernize the whole application, why focusing on business rules is not enough; decision management is the essential ingredient and how to use decision modeling to identify and scope targeted legacy modernization efforts.
ITIL Change Management - Plan and deploy changes with confidence Freshservice
The document discusses change management best practices for standardizing the change process, preventing issues, and ensuring successful changes. It outlines a change lifecycle process including planning, approval, pending review, pending release, and closure. It also discusses using a sandbox environment for testing changes, and implementing maintenance windows. Finally, it introduces a new CAB Workstation tool for streamlining change advisory board meetings.
The document provides an overview of ITIL (Information Technology Infrastructure Library) and best practices for IT service management. It defines key concepts like ROI (return on investment), TCO (total cost of ownership), and VOI (value on investment) and discusses how implementing ITIL frameworks can provide financial and non-financial benefits to organizations through improved IT processes, cost efficiencies, and better service delivery. It also outlines different certification options and recommends doing an assessment to establish a baseline and improvement plan for an organization's ITIL journey.
Integral Process Solutions is a consulting firm that provides process improvement services to help clients reduce costs and improve quality in IT. They assess clients' project and process capabilities to develop new processes that improve performance, align with business objectives, and monitor key initiatives. Their approach involves phasing in improvements through assessment, integration and maintenance. They aim to provide customized solutions that save clients time and money by leveraging the consultants' experience in managing IT operations.
Business analysts know that modeling business processes, rather than writing about them, defines them more accurately. Business process models make it easier to validate requirements, easier to see opportunities for improvement and easier to manage the process once it is implemented. Replacing traditional specifications with logical business process models based on standard notations like BPMN improves requirements and increases the likelihood of project success.
Yet over-complex processes are common. Complex process models make it harder to engage business owners and reduce the manageability of implementations. One of the prime causes of over-complex processes is the inclusion of decision-making in process designs. Business analysts that identify the decisions in their processes and model them separately – not part of the process but supporting it – find they can simplify process designs, increase agility and bring business users and IT into better alignment. With the publication of a new standard notation - OMG's Decision Model and Notation - and the inclusion of decision modeling in the BABOK, it's time for business analysts to improve their process models by modeling decisions.
Key learning points:
Decisions are central to straight through processing, process innovation and process effectiveness.
Process models obscure decision-making and become over-complex when it is embedded
A standards-based approach to decision modeling is a key technique for process analysts
The document provides contact information for an individual with 15 years of experience in healthcare consulting including project management. It then lists visions and goals for a healthcare system including providing quality care, comprehensive access to information, and reducing costs. Several key aspects of project success and common causes of project failure are identified. Finally, it discusses various tools and frameworks for managing change including defining the need for change, shaping a vision, mobilizing commitment, and monitoring progress.
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
Your Challenge
Internal stakeholders usually have different – and often conflicting – needs and expectations that require careful facilitation and management.
Vendors have well-honed negotiating strategies. Without understanding your own position and leverage points, it’s difficult to withstand their persuasive – and sometimes pushy – tactics.
Software – and software licensing – is constantly changing, making it difficult to acquire and retain subject matter expertise.
Our Advice
Critical Insight
Conservatively, it’s possible to save 5% of the overall IT budget through comprehensive software contract review.
Focus on the terms and conditions, not just the price.
Learning to negotiate is crucial.
Impact and Result
Look at your contract holistically to find cost savings.
Guide communication between vendors and your organization for the duration of contract negotiations.
Redline the terms and conditions of your software contract.
Prioritize crucial terms and conditions to negotiate.
In this webinar recording, James Taylor, CEO of Decision Management Solutions and Claye Greene, Managing Director of Government Solutions Provider TechBlue share learnings and best practices from their extensive experience helping clients modernize their legacy systems with the targeted decision management approach. You will learn why you don’t need to modernize the whole application, why focusing on business rules is not enough; decision management is the essential ingredient and how to use decision modeling to identify and scope targeted legacy modernization efforts.
ITIL Change Management - Plan and deploy changes with confidence Freshservice
The document discusses change management best practices for standardizing the change process, preventing issues, and ensuring successful changes. It outlines a change lifecycle process including planning, approval, pending review, pending release, and closure. It also discusses using a sandbox environment for testing changes, and implementing maintenance windows. Finally, it introduces a new CAB Workstation tool for streamlining change advisory board meetings.
The document provides an overview of ITIL (Information Technology Infrastructure Library) and best practices for IT service management. It defines key concepts like ROI (return on investment), TCO (total cost of ownership), and VOI (value on investment) and discusses how implementing ITIL frameworks can provide financial and non-financial benefits to organizations through improved IT processes, cost efficiencies, and better service delivery. It also outlines different certification options and recommends doing an assessment to establish a baseline and improvement plan for an organization's ITIL journey.
Integral Process Solutions is a consulting firm that provides process improvement services to help clients reduce costs and improve quality in IT. They assess clients' project and process capabilities to develop new processes that improve performance, align with business objectives, and monitor key initiatives. Their approach involves phasing in improvements through assessment, integration and maintenance. They aim to provide customized solutions that save clients time and money by leveraging the consultants' experience in managing IT operations.
Business analysts know that modeling business processes, rather than writing about them, defines them more accurately. Business process models make it easier to validate requirements, easier to see opportunities for improvement and easier to manage the process once it is implemented. Replacing traditional specifications with logical business process models based on standard notations like BPMN improves requirements and increases the likelihood of project success.
Yet over-complex processes are common. Complex process models make it harder to engage business owners and reduce the manageability of implementations. One of the prime causes of over-complex processes is the inclusion of decision-making in process designs. Business analysts that identify the decisions in their processes and model them separately – not part of the process but supporting it – find they can simplify process designs, increase agility and bring business users and IT into better alignment. With the publication of a new standard notation - OMG's Decision Model and Notation - and the inclusion of decision modeling in the BABOK, it's time for business analysts to improve their process models by modeling decisions.
Key learning points:
Decisions are central to straight through processing, process innovation and process effectiveness.
Process models obscure decision-making and become over-complex when it is embedded
A standards-based approach to decision modeling is a key technique for process analysts
Managing change in digital transformation involves following a systematic change management process. This includes recognizing the need for transformation, identifying the current and desired future states, and developing a vision and strategy. It is important to plan the transformation process, implement it in an agile manner, and continuously monitor progress. The transformation must also be sustained long-term through reinforcement. Managing issues and learning throughout is key to successfully guiding an organization through digital change.
For a copy of this presentation - please email marketing@leonardo.com.au
Process Measurement is critical in ensure successful process based management
It needs to be aligned and based on your view of the organisation i.e. your process architecture
It is the means of governing process performance
It is the key enabler for demonstrating process change
It supports and it part of the ongoing nurturing of a process mindset – which includes a measurement friendly culture
Understanding and managing process performance i.e. measures improves the organisation’s process capability
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Transforming An Organisations IT Service ManagementMichael Moyal
This short case study illustrates how we helped a multi-national organisation transform its IT Service Management (ITSM) capabilities in only eight weeks utilising the our BPMA (Business Process Modelling and Analysis) methodology and the Process Master tool
Decision management and business rules management systems are the ideal platform for an agile and cost-effective compliance approach. In regulated industries like financial services, leading companies are building compliance into every process and system with consistency and transparency across the entire organization and with the agility to meet ever more challenging deadlines. Companies that fail to do so incur huge costs with manual checks and balances and risk significant fines.
In this webinar James Taylor, CEO of Decision Management Solutions and Jan Purchase, Director and Founder of Investment Banking Specialists Lux Magi, share know-how and best practices from their extensive experience of helping clients implement decision management and business rules management systems to conquer complexity, improve agility, lower costs and measure ongoing effectiveness in financial compliance.
The webinar includes illustrations of how the decision management approach has been applied in compliance projects and a walkthrough of real decision model from one of these.
The dirty little secret is out…no one believes in Problem Management. Yes, we all want to follow best practices, but we seem to always fall short. The reasons are many, but we know it comes down to people, process and technology. That being said, we will take a look at some of the common pitfalls some have experienced and how you can mitigate some of the challenges and realize real “tangible” benefits as a result of implementing Problem Management for the service desk.
Watch the full webinar: https://www.brighttalk.com/webcast/8533/63149
The call center was facing declining performance and the risk of losing its major client. A Lean Six Sigma expert analyzed the processes and discovered that representatives were judged primarily on how available they were to take calls, limiting time for research. This led to unresolved inquiries that increased call volume. The expert split the team into call-taking and research groups, implemented daily metrics, and set up a system to track outstanding research issues. These changes improved first-call resolution from 50% to 90% and five-day resolution from 62% to 98%, securing renewal of the client's contract.
The document discusses implementing IT service management processes and tools. It notes that simply implementing tools without proper processes often fails to achieve goals. The key is adopting a process-focused, customer-centric approach using ITIL best practices. Tools should support processes and provide visibility into services and customer satisfaction to deliver business value and financial returns.
The Role of Lean Six Sigma in Contact CentersArt Hall
This document discusses how contact centers can apply Lean Six Sigma methodologies to improve processes and customer satisfaction while reducing costs. It covers preparing a contact center for Lean Six Sigma, applying the techniques, challenges to avoid, and success factors. Case studies show how Lean Six Sigma helped reduce nuisance calls, streamline customer onboarding, and improve a new online payment feature launch. Training employees, executive support, and viewing the contact center holistically are emphasized as critical success factors.
Stuart Howitt: Honey, I Shrunk the IncidentitSMF UK
Stu Howitt presented on how Capital One improved their incident management processes. They were facing issues like high incident volumes, low system availability, and rising customer impacts. To solve this, Capital One implemented several initiatives across multiple teams. They improved problem management practices and integrated them with incident management. They also improved communication, dashboards, severity definitions, and partnered more closely with stakeholders. The results were a reduction in major incidents from 2016 to 2018, showing the improvements were successful.
The Service Management Office - Driving it performance in the face of rising ...3gamma
1) An SMO (Service Management Office) provides a central point of focus and expertise for driving efficiency and effectiveness in IT service delivery through shared processes, resources, and continuous improvement.
2) The core capabilities of an SMO include process governance, methods/templates, process architecture, supplier integration, ITSM tool ownership, and performance reporting.
3) Establishing an SMO can help optimize costs, reduce risks, improve agility, better align IT and business, ensure supplier integration, and strengthen collaboration. Key considerations before implementing an SMO include analyzing organizational maturity, processes, capabilities, and sourcing strategies.
The document discusses quality assurance in information technology. It defines total quality management concepts such as setting quality measures and standards based on customer needs, making quality a shared responsibility throughout the organization, and focusing on correcting processes rather than short-term fixes. It also discusses defining an IT quality function with objectives to improve user satisfaction and reduce defects, and strategies to design a small, focused quality function with roles such as a quality leader and quality advocates.
Bizagi and Stone Coast Fund Services: How Centers of Excellence Speed Up Digi...Bizagi
The Stone Coast Story – Digital Transformation Webinar Series
Right now digital leaders are using Centers of Excellence (CoEs) to speed up digital change in the enterprise. According to Gartner, “Centers of excellence accelerate the uptake of new technologies and optimize core capabilities with higher efficiency and lower costs.”
In this interactive session you’ll hear the story of hedge fund administration and consulting firm Stone Coast, currently building their CoE team to provide digital leadership, best practices and training in order to embed a culture of process digitization.
View this presentation to explore:
•When a CoE is the right strategy for accelerating progress
•Four practical steps in building your Center of Excellence
•Why Stone Coast Fund Services chose to build its CoE
•Your questions about how to create your own CoE
The document discusses implementing Problem Management according to ITIL best practices. It describes what Problem Management is, its goals, definitions, objectives, benefits, and key steps to implementation. Problem Management aims to resolve the root causes of incidents to minimize their adverse impacts and prevent recurrence. The summary provides an overview of the key points covered in the document.
This document discusses extending a business architecture to include regulatory architecture using decisions and decision modeling notation (DMN). It describes how a financial services company built a regulatory decision architecture by identifying key decisions from regulations, modeling decision requirements, and establishing automation boundaries. This helped connect business architecture to regulations, simplify implementation of rules, and inject analytics into decision-making processes. Challenges included gaining skills in decision management and integrating technologies, but a decision-centric approach drove process simplification and improved decision-making.
Making Problem Management Work for Your OrganizationAtlassian
Houston, we have a problem. Too many companies are fixated on the definitions of ITIL and problem management instead of actually getting value out of them. When you don't have a bonafide problem management policy, plus the training and skills to back it up, your team is likely to spend too much energy on ineffective activities. But there's hope. IT veteran John Custy will introduce the concepts you need to understand, dispel a few misconceptions, and explain the different problem management methodologies. He'll also cover the pros and cons of each methodology, and when to use each of them.
The new Decision Model and Notation (DMN) standard has been used to gather requirements for and to design Enterprise IT Management dashboards at two Fortune 200 Financial Corporations. These dashboards are used to manage 100+ projects being released every 2 weeks into production across hundreds of critical applications ranging from mainframe, client-server, web and mobile applications.
Presentation from BBC2014
Decision Modeling is a new Technique in v3 of the BABOK(r) Guide. It has also become a key element of the Business Intelligence and Business Process Management Perspectives. At the June 2014 IIBA Bay Area Event, James Taylor presents Decision Modeling as a technique (following the new Decision Model and Notation standard), shows how modeling decisions improves business analysis and requirements specification, and discusses the role of decision modeling in business process, business rules, business intelligence and analytic projects.
1. The thesis studied the feasibility of implementing Six Sigma in the private services sector in Syria using a case study of a major telecommunication company.
2. By applying the DMAIC methodology to the archiving process, the researcher found the initial sigma level was 3.72, similar to companies not using Six Sigma.
3. Through identifying variation causes and error reduction, the sigma level improved to 4.41 by utilizing an existing new technology.
4. The study concluded Syrian companies can achieve significant quality improvements like reduced variation and mistakes by adopting Six Sigma.
A virtual assistant is an independent contractor who works remotely using their own equipment rather than being employed in an office. This allows businesses to access administrative support at a lower cost than hiring a traditional employee since there are no benefits or payroll taxes to pay. Virtual assistants can help businesses of any size complete tasks more efficiently and focus on core operations. Some key benefits they provide include cost savings, increased productivity, quick completion of projects, and access to qualified help normally only available to large companies.
Managing change in digital transformation involves following a systematic change management process. This includes recognizing the need for transformation, identifying the current and desired future states, and developing a vision and strategy. It is important to plan the transformation process, implement it in an agile manner, and continuously monitor progress. The transformation must also be sustained long-term through reinforcement. Managing issues and learning throughout is key to successfully guiding an organization through digital change.
For a copy of this presentation - please email marketing@leonardo.com.au
Process Measurement is critical in ensure successful process based management
It needs to be aligned and based on your view of the organisation i.e. your process architecture
It is the means of governing process performance
It is the key enabler for demonstrating process change
It supports and it part of the ongoing nurturing of a process mindset – which includes a measurement friendly culture
Understanding and managing process performance i.e. measures improves the organisation’s process capability
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Transforming An Organisations IT Service ManagementMichael Moyal
This short case study illustrates how we helped a multi-national organisation transform its IT Service Management (ITSM) capabilities in only eight weeks utilising the our BPMA (Business Process Modelling and Analysis) methodology and the Process Master tool
Decision management and business rules management systems are the ideal platform for an agile and cost-effective compliance approach. In regulated industries like financial services, leading companies are building compliance into every process and system with consistency and transparency across the entire organization and with the agility to meet ever more challenging deadlines. Companies that fail to do so incur huge costs with manual checks and balances and risk significant fines.
In this webinar James Taylor, CEO of Decision Management Solutions and Jan Purchase, Director and Founder of Investment Banking Specialists Lux Magi, share know-how and best practices from their extensive experience of helping clients implement decision management and business rules management systems to conquer complexity, improve agility, lower costs and measure ongoing effectiveness in financial compliance.
The webinar includes illustrations of how the decision management approach has been applied in compliance projects and a walkthrough of real decision model from one of these.
The dirty little secret is out…no one believes in Problem Management. Yes, we all want to follow best practices, but we seem to always fall short. The reasons are many, but we know it comes down to people, process and technology. That being said, we will take a look at some of the common pitfalls some have experienced and how you can mitigate some of the challenges and realize real “tangible” benefits as a result of implementing Problem Management for the service desk.
Watch the full webinar: https://www.brighttalk.com/webcast/8533/63149
The call center was facing declining performance and the risk of losing its major client. A Lean Six Sigma expert analyzed the processes and discovered that representatives were judged primarily on how available they were to take calls, limiting time for research. This led to unresolved inquiries that increased call volume. The expert split the team into call-taking and research groups, implemented daily metrics, and set up a system to track outstanding research issues. These changes improved first-call resolution from 50% to 90% and five-day resolution from 62% to 98%, securing renewal of the client's contract.
The document discusses implementing IT service management processes and tools. It notes that simply implementing tools without proper processes often fails to achieve goals. The key is adopting a process-focused, customer-centric approach using ITIL best practices. Tools should support processes and provide visibility into services and customer satisfaction to deliver business value and financial returns.
The Role of Lean Six Sigma in Contact CentersArt Hall
This document discusses how contact centers can apply Lean Six Sigma methodologies to improve processes and customer satisfaction while reducing costs. It covers preparing a contact center for Lean Six Sigma, applying the techniques, challenges to avoid, and success factors. Case studies show how Lean Six Sigma helped reduce nuisance calls, streamline customer onboarding, and improve a new online payment feature launch. Training employees, executive support, and viewing the contact center holistically are emphasized as critical success factors.
Stuart Howitt: Honey, I Shrunk the IncidentitSMF UK
Stu Howitt presented on how Capital One improved their incident management processes. They were facing issues like high incident volumes, low system availability, and rising customer impacts. To solve this, Capital One implemented several initiatives across multiple teams. They improved problem management practices and integrated them with incident management. They also improved communication, dashboards, severity definitions, and partnered more closely with stakeholders. The results were a reduction in major incidents from 2016 to 2018, showing the improvements were successful.
The Service Management Office - Driving it performance in the face of rising ...3gamma
1) An SMO (Service Management Office) provides a central point of focus and expertise for driving efficiency and effectiveness in IT service delivery through shared processes, resources, and continuous improvement.
2) The core capabilities of an SMO include process governance, methods/templates, process architecture, supplier integration, ITSM tool ownership, and performance reporting.
3) Establishing an SMO can help optimize costs, reduce risks, improve agility, better align IT and business, ensure supplier integration, and strengthen collaboration. Key considerations before implementing an SMO include analyzing organizational maturity, processes, capabilities, and sourcing strategies.
The document discusses quality assurance in information technology. It defines total quality management concepts such as setting quality measures and standards based on customer needs, making quality a shared responsibility throughout the organization, and focusing on correcting processes rather than short-term fixes. It also discusses defining an IT quality function with objectives to improve user satisfaction and reduce defects, and strategies to design a small, focused quality function with roles such as a quality leader and quality advocates.
Bizagi and Stone Coast Fund Services: How Centers of Excellence Speed Up Digi...Bizagi
The Stone Coast Story – Digital Transformation Webinar Series
Right now digital leaders are using Centers of Excellence (CoEs) to speed up digital change in the enterprise. According to Gartner, “Centers of excellence accelerate the uptake of new technologies and optimize core capabilities with higher efficiency and lower costs.”
In this interactive session you’ll hear the story of hedge fund administration and consulting firm Stone Coast, currently building their CoE team to provide digital leadership, best practices and training in order to embed a culture of process digitization.
View this presentation to explore:
•When a CoE is the right strategy for accelerating progress
•Four practical steps in building your Center of Excellence
•Why Stone Coast Fund Services chose to build its CoE
•Your questions about how to create your own CoE
The document discusses implementing Problem Management according to ITIL best practices. It describes what Problem Management is, its goals, definitions, objectives, benefits, and key steps to implementation. Problem Management aims to resolve the root causes of incidents to minimize their adverse impacts and prevent recurrence. The summary provides an overview of the key points covered in the document.
This document discusses extending a business architecture to include regulatory architecture using decisions and decision modeling notation (DMN). It describes how a financial services company built a regulatory decision architecture by identifying key decisions from regulations, modeling decision requirements, and establishing automation boundaries. This helped connect business architecture to regulations, simplify implementation of rules, and inject analytics into decision-making processes. Challenges included gaining skills in decision management and integrating technologies, but a decision-centric approach drove process simplification and improved decision-making.
Making Problem Management Work for Your OrganizationAtlassian
Houston, we have a problem. Too many companies are fixated on the definitions of ITIL and problem management instead of actually getting value out of them. When you don't have a bonafide problem management policy, plus the training and skills to back it up, your team is likely to spend too much energy on ineffective activities. But there's hope. IT veteran John Custy will introduce the concepts you need to understand, dispel a few misconceptions, and explain the different problem management methodologies. He'll also cover the pros and cons of each methodology, and when to use each of them.
The new Decision Model and Notation (DMN) standard has been used to gather requirements for and to design Enterprise IT Management dashboards at two Fortune 200 Financial Corporations. These dashboards are used to manage 100+ projects being released every 2 weeks into production across hundreds of critical applications ranging from mainframe, client-server, web and mobile applications.
Presentation from BBC2014
Decision Modeling is a new Technique in v3 of the BABOK(r) Guide. It has also become a key element of the Business Intelligence and Business Process Management Perspectives. At the June 2014 IIBA Bay Area Event, James Taylor presents Decision Modeling as a technique (following the new Decision Model and Notation standard), shows how modeling decisions improves business analysis and requirements specification, and discusses the role of decision modeling in business process, business rules, business intelligence and analytic projects.
1. The thesis studied the feasibility of implementing Six Sigma in the private services sector in Syria using a case study of a major telecommunication company.
2. By applying the DMAIC methodology to the archiving process, the researcher found the initial sigma level was 3.72, similar to companies not using Six Sigma.
3. Through identifying variation causes and error reduction, the sigma level improved to 4.41 by utilizing an existing new technology.
4. The study concluded Syrian companies can achieve significant quality improvements like reduced variation and mistakes by adopting Six Sigma.
A virtual assistant is an independent contractor who works remotely using their own equipment rather than being employed in an office. This allows businesses to access administrative support at a lower cost than hiring a traditional employee since there are no benefits or payroll taxes to pay. Virtual assistants can help businesses of any size complete tasks more efficiently and focus on core operations. Some key benefits they provide include cost savings, increased productivity, quick completion of projects, and access to qualified help normally only available to large companies.
The document announces a one-day training workshop on "Service Excellence using Six Sigma Tools" presented by Sahib Karim Khan. The workshop will cover understanding the six sigma service improvement process, identifying customer needs, increasing customer retention, recognizing customer irritation signals, and applying the DMAIC model. Sahib Karim Khan has over eight years experience in customer service and operations management and is a certified six sigma professional and trainer.
As the head of marketing for ClubsGalore, Sparta, NJ’s Michael Perry oversees marketing campaigns, media buys, and lead generation for his company. Michael Perry’s professional interests in consumer behavior and organizational design extend into his personal life, and the Sparta resident is a proponent of Six Sigma methodology.
Virtual Assistant Industry in the Philippinesronsalvador
This document introduces virtual assistant (VA) jobs available to Filipinos. It describes that VAs can work from home, earn dollars online by doing tasks like data entry, writing, and customer service over the internet. It promotes an online VA training course that teaches Filipinos how to become VAs for $500 pesos. The course guarantees a refund if unsatisfied, provides one paid project, and pays referrals.
It’s a well known fact: More companies focus on customer service effectiveness during a downturn than when sales are buoyant and the economy is on the boil. The approach is right. Customer retention becomes a key focus area during a downturn, as it is 10 times more expensive to create a totally new customer than selling some more of your existing product portfolio to existing customers. Most companies lose some 20-25% of their customer base annually for a variety of reasons. An effective retention strategy will in fact be able to squeeze growth out of arresting attrition! Many companies will also take the approach that the existing customer base is an asset worth protecting and what better way to keep customers than by providing exceptional customer service!
Lean-Six Sigma may conjure up visions of a complex production / logistics based initiatives designed to improve industrial processes and drive costs out. Little is in fact known about lean-Six Sigma applied to the customer service environment. In this paper we will explore some approaches and find some pretty good arguments why lean-six sigma based programs are particularly effective in the customer service environment.
- Motorola developed the concept of Six Sigma in 1987 to improve quality standards and reduce defects.
- Six Sigma aims to reduce defects to 3.4 defects per million opportunities by focusing on statistical process control and reducing variation. It was later adopted by other companies like GE.
- The key purpose of Six Sigma is to make customers happier by meeting their requirements and reducing defects, while also increasing company profits through cost savings from quality improvements.
Applicability and results of lean six sigma implementation in various industries like automotives, continuous process plants, manufacturing, engineering parts, textiles, Information technology, telecom and R&D to name a few. Also deals with the advantage levered by a six sigma trained student or professional.
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Introduction to lean six sigma. Principles of Lean Six Sigma presented through case studies illustrating how top companies use this approach to improve processes and gain competitive advantage. This is chapter one from a new book that will be available soon. Contact us at info@evidek.com for more information.
Role of operations, objectives of operations marshjohn
The chapter discusses the strategic role and objectives of operations management. It outlines three key roles: 1) Implementing strategy by operationalizing plans; 2) Supporting strategy by contributing to decisions; and 3) Driving strategy by developing long-term capabilities. It also presents a four-stage model of operations' contribution to competitiveness from correcting problems to giving a strategic advantage. Broad strategic objectives are discussed for stakeholders like customers, suppliers, shareholders and employees. Finally, the five competitive objectives - quality, speed, dependability, flexibility and cost - are defined in the context of providing a competitive advantage through operations performance.
An introductory revision presentation looking at the key operational objectives set by businesses. These include cost and volume targets, quality, efficiency and environmental.
This document provides an overview of Six Sigma and the Mumbai Dabbawalas. It begins with an introduction to Six Sigma that defines key terms like sigma, defects, and the goals of Six Sigma to eliminate defects and satisfy customers. It then explains the Six Sigma methodology of DMAIC and DFSS. The next section discusses the Mumbai Dabbawalas and how their lunch delivery system achieves Six Sigma levels of quality with minimal resources. The Dabbawalas' coding system, daily operations, and achievements are outlined. The document concludes by emphasizing the leadership commitment, training, and cultural change needed for successful Six Sigma implementation.
This document provides an overview of operations management at Albert David India's Ghaziabad manufacturing unit. It describes the company background, objectives of the study, existing production processes, quality management practices, and recommendations. The production process involves transferring raw materials into dispensing silos, weighing, mixing, drying, milling, blending, and pressing into tablets. Programmable logic control was recently introduced to increase automation and efficiency across manufacturing operations.
KFC considers several factors when choosing facility locations such as proximity to customers, costs, infrastructure, and labor quality. The document outlines KFC's process layout which moves raw materials to cooking, assembly, and finished goods delivery. KFC's good layout reduces bottlenecks, minimizes costs, increases safety and morale, and utilizes space efficiently. Their standardized processes and facility layout allow KFC to identify new locations and launch competitive products at low cost.
Introduction and objectives of the projectrihan696
The document provides an overview of a school management system project. It includes chapters on introduction, system study, system analysis, system design, system testing, implementation, maintenance, and conclusion. The objectives are to computerize the manual school management system to reduce paperwork and increase efficiency. The key modules covered include student records, fee collection, faculty information, timetables, exam results, and library management. Visual Basic 6.0 is used for the front-end and SQL Server 2000 is used for the back-end database. A feasibility analysis was conducted and the system was found to be technically, economically, and operationally feasible.
The document provides information on various quality models and standards including Six Sigma, Total Quality Management (TQM), ISO 9001. It discusses the goals, methodology, and evolution of Six Sigma. It explains the key principles and structure of TQM and ISO 9001. It also provides a case study on how Toyota has implemented TQM based on principles of customer focus, continuous improvement, and total participation.
This slide deck will help you appreciate the application of statistics (and now data science) in the field of Quality Management and Process Improvement. And why is there a need to produce a consistent "in spec" product at 99.9997% of the time.
Maximize ROI of Insurance Digital Transformation Initiatives with Proven Data...Precisely
Many insurance carriers are transforming the way they do business by deploying new software technologies, migrating data and services to the cloud, and leveraging artificial intelligence (AI) to speed decision-making. Data is at the heart of all these initiatives, and it has a direct impact on success or failure. When that data is integrated into upstream or downstream processes, it can also have a broader impact on the operational, analytical, and compliance needs of the organization. The traditional, and often ad-hoc, tools and processes that organizations employ to support data quality, data integrity, transaction reconciliation, and exception management are often inadequate. They do not provide the speed, technical agility, and intelligence demanded by digital transformation initiatives.
Join us to explore proven methods of how insurance carriers are maximizing ROI and minimizing the time-to-value of digital transformation initiatives by:
• Aligning data governance with organizational and project objectives to reduce implementation effort and duration
• Leveraging automated controls for data quality, including balance and reconciliation of data in motion to avoid operational disruptions and maintain regulatory compliance
• Increasing efficiency and capability through centralized data integrity solution
EzyPro has expanded its foot print with the integration of computerized maintenance management system. With this from a compliance and quality management system the scope has expanded to a productivity, problem-solving and efficiency enhancing software as a service
Your Challenge
Companies understand the importance of business process improvement (BPI) and recognize the touted benefits: cost savings, waste elimination, and process efficiency.
With this said, 70% of companies that embark on process improvement initiatives fail.
The high probability of failure is attributed to a number of factors, including lack of continuous improvement and failing to define measurable outcomes.
Our Advice
Adopt a forward-facing outlook. Don’t focus solely on the current state, set improvement targets upfront to drive the initiative.
Break problems down into root-cause variables. Don’t look at the symptom, dive deeper and alleviate the root cause.
Empower business analysts. Create a practical process improvement methodology that your analysts can follow.
Impact and Result
Kick off process improvement by identifying the goals and defining the improvement targets.
Start by referring to the operating model and identifying level 1, 2, and 3 processes. Once the team understands the relationship between processes, they can begin to map a level 3 process using a standard mapping notation.
Use qualitative and quantitative techniques for analyzing the root cause rather than the symptoms.
Ensure the design is aligned with the initial improvement targets. Focus on value-added activities.
Consistently monitor the process and assess the root-cause variables to gauge the success of the process improvements.
The document discusses how business improvement software solutions can help companies increase revenue, contain costs, and manage capital resources more effectively in a rapidly changing business environment. It provides examples of how solutions can help gain insights into customers and sales, identify areas for cost containment, and generate customized reports for decision makers. The company discussed, Guilford Group, offers business analysis, software development, and technical expertise across various industries to deliver business-driven solutions that improve results.
This document discusses information quality management. It provides an overview of information quality management including definitions, tools, and strategies. Specifically, it discusses:
- Six common quality management tools - check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms.
- Components of an effective information quality management function including creating a clear mission, setting specific objectives, developing simple strategies, and designing a small focused quality function.
- Past lessons from total quality management including setting quality measures based on customer needs and making quality a shared responsibility.
The document is a reference for anyone seeking to learn more about information quality management practices and implementing quality standards within an organization's information technology systems.
Six Sigma Green Belt Certification training course integrates Six Sigma, a methodology to standardize defect measurement and improve processes, and Lean, a framework to manage waste. Lean Six Sigma focuses on data and measurement in order to deliver high-quality products and services to customers.
This TUV SUD's Lean Six Sigma Green Belt Certification is one of the most industry-recognized Quality management certifications for professionals across the globe.
To know more about Lean Six Sigma Green Belt Certification trainings worldwide, please contact us at -
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The document discusses CMMI (Capability Maturity Model Integration), an internationally recognized standard for process improvement in software development. It provides an overview of CMMI and how it helps organizations improve processes, ensure quality, increase customer satisfaction and realize cost savings. Specific examples are given of organizations that achieved returns on investment from 5:1 to 13:1 after implementing CMMI. The relationship between CMMI and other frameworks like COBIT, ITIL and ISO 27001 is also summarized.
TIPA (Tudor IT Process Assessment) is an internationally-recognized framework that uses the principles of the ISO/IEC 15504 (SPICE) standard for IT process assessment within an organization. The framework offers a turnkey solution to determine the maturity levels of IT processes that are aligned with IT best practices such as ITIL® and ISO/IEC 20000, and enables process improvements.
THE POWER OF DIGITAL TECHNOLOGIES AND POSITIVE TRANSFORMATION ON BUSINESSES.pdfPaul Mbua
The training focused on The Power of Digital Technologies and the positive transformation they can have on their businesses.
Objectives Included:
•Clear Understanding of digital transformation
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• Digital transformation framework and strategy
• Effective use of tools and their Application
JSR Micro leveraged BPM to scale its growing operations effectively and efficiently. It defined goals to ensure consistent process execution, complete audit documentation, and improved throughput times. Key components included iterative execution, process focus/ownership, and flexible technology. Example processes discussed were issue management, specification change, and engineering support. Lessons included being guided by goals, strong process owner partnerships, modeling before automating, and continuous improvement. The presentation provided strategies for using BPM to grow a business.
This document describes a Kaizen/employee suggestion platform that aims to save costs, increase profitability, and engage employees. It discusses how the platform can fully automate the suggestion submission and implementation process. The platform uses best practices and AI to evaluate suggestions. It also allows integration with other systems and secure cloud storage. Case studies show how it has increased employee engagement and suggestion rates while reducing costs and improving quality for clients in various industries.
The document provides an overview of changes to the requirements definition process at an internal company. Key points:
- A new, standardized requirements definition process is being implemented across the company to better align requirements with business needs and strategy.
- Training sessions on the new process will be held in July and August, and recorded versions will be made available.
- The process aims to reduce risks and costs through clear documentation and prioritization of requirements.
- Roles and responsibilities in the new process are defined, including for business analysts.
Business Change and Transformation Services V4Robert Topley
This document outlines services to help master successful business change. It discusses how change fails due to lack of execution, governance, operational excellence, people transformation, and IT solutions delivery. It provides examples of services in each area, such as change readiness assessments, program governance reviews, process maturity reviews, stakeholder analyses, and project management, to improve the chances of successful change outcomes.
Itil & Process Concepts Awareness Tadawul 5 Of March 2007Abdulaziz AlFaify
1. The document provides an introduction to ITIL (Information Technology Infrastructure Library) framework and IT processes, focusing on key concepts such as processes, service management, and ITIL certifications.
2. It explains important ITIL processes like incident management, problem management, change management, and release management. The goal of these processes is to improve service quality and reduce costs.
3. Implementing ITIL involves understanding processes, aligning people and roles, and using technology to support efficient service delivery and management. ITIL adoption brings benefits like improved services, reduced costs, and better alignment of IT with business needs.
Rapid Response is a strategic framework that uses lean principles to enhance customer satisfaction by quickly addressing requests and driving business innovation through responsiveness. It transforms IT's brand by reducing costs through demand management while building credibility for strategic initiatives. Rapid Response borrows the lean concept of Little's Law to prioritize requests and reduce lead times without impacting quality or capacity.
The document discusses key topics in operations management including Six Sigma, acceptance sampling, Taguchi loss function, House of Quality, and robustness. It provides details on Six Sigma such as its goal of reducing defects to 3.4 per million and the DMAIC methodology. Acceptance sampling uses statistical sampling to determine if production lots meet standards. The Taguchi loss function quantifies the costs of deviations from a target value. House of Quality is a tool that integrates customer needs into product development. Finally, robust design aims to create products that maintain performance over a wide range of conditions.
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We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
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• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
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This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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1. Applying Six Sigma and Lean processes to Information
Technology Service Delivery
Hightower Consulting
Stephen Hightower
(407) 810-2746
Stephen@Hightower-Consulting.com
July 13, 2012
2. Does your IT organization suffer from credibility problems due to cost
overruns, not meeting schedules and not meeting customer expectations?
Walk into any world class manufacturing facility and you’ll see a variety of
metrics, repeatable processes, an emphasis on quality and a focus on
continuous improvement. Everything related to inventory, production,
backlog, shipments and quality are present in every measurement.
There are certifications for adherence to industry standards (ISO, Six
Sigma, etc.) that are recognized around the world as standards for quality
and excellence.
Information Technology (IT) service delivery can benefit from the same
processes and management techniques to delivery high quality, world-
class solutions in an IT environment.
As W. Edwards Deming, the father of the Total Quality Management
movement, would tell you, the key to quality is consistency, which is
3. determined by repeatable processes. The impact of Dr. Deming’s
teachings on American manufacturing and service organizations has been
profound. He led a sweeping quality revolution that is improving the
competitive position of the United States.
But how many IT organizations utilize these same disciplines? The
answer is not many, but the good news is that more and more people
whose product is IT service are recognizing the value of metrics-based
Quality management methodologies in achieving real quality and customer
satisfaction. The migration to the cloud and the ubiquity of mobile devices
is driving IT organizations to re-engineer, innovate and most of all,
measure their services in new and meaningful ways.
The goal, as in most industries, is a much better product at a reduced
price – in this case improving distributed computing service
reliability/speed while reducing the total cost of ownership. The path to
meeting this objective requires team involvement and a commitment to
4. stay the course. Depending upon where you are in your maturity level of
service, this can take place in four basic stages.
The first stage is Ground Zero, which is characterized by the following:
• Informal Processes are the rule
• Cycle times cannot be predicted with any accuracy for repeat
requests
• Everyday a different priority emerges and closure remains
elusive
• Expedite everything because you can’t trust the process
• Customer satisfaction is a problem and getting worse
• Lack of planning and mismanagement of customer
expectations
Obviously, this is not your optimal state, but many people find
themselves in this environment and don’t know how to break the
cycle.
5. The next stage, Baseline, consists of taking small steps to achieve a
basic understanding of the environment. As the saying goes, “How do
you eat an elephant? One bite at a time”. This is extremely important
to remember during this process, since this is not an overnight
transition and takes a dedicated, focused effort to achieve. This stage
is characterized by:
• Understanding and quantifying your work-flow (input, production,
backlog, restore to service)
• Evaluating the maturity level of the organization for people, process
and technology
• Identifying top problems and applying root cause corrective action
• Establishing basic metrics related to availability and performance to a
baseline
• Standardizing service delivery processes
• Practicing basic configuration management
• Stabilizing customer satisfaction in some areas
6. Moving into the third stage, Managing By the Numbers, marks the
beginning of sound operating processes and ensuring that customer
satisfaction starts to improve. This stage is characterized by:
• Predictable cycle times for standard services
• Documented, repeatable processes
• Critical processes are understood and process control engineering
principles are implemented
• Trending of problems and failure analysis
• Automation is being put into the process for analysis
• Customer satisfaction starts to improve in certain areas
The fourth stage is Proactive and Predictive Support for the
customer. This is where world-class manufacturing organizations
reside. In an IT environment, the following characteristics are found:
• Forecasts are accurate
• Cycle time reduction programs are in place while quality of service
improves
• Market share is increased through more services being provided by
the IT organization
7. • Integrated Change Control in place across the organization
• Total Quality Management and Continuous Improvement are a part of
the culture.
• Customer satisfaction has a good baseline and is improving
Listed below are a few of the many benefits that came from
implementing a Six Sigma service delivery model in a large, complex
IT organization:
• Improving the quality of the Service Desk so that First Call Resolution
(FCR) for problems was improved from a 32% FCR to a sustained
78% FCR. This translated to saving over $1,000,000 on an annual
basis due to improved productivity for the business and cost
reductions to the IT organization.
• As a result of applying Six Sigma and Lean techniques dramatic
increases were seen in customer satisfaction. The composite
8. improvement for restore to service in the desktop area improved by 30
percent and customer satisfaction increased by 42 percent.
• The critical service delivery processes were identified, and due to the
program’s early success influenced leaders to move to a 4.2 Sigma
level. The transformational program slashed failure rates from
30,000+ a year to 3,000 a year, and saved $2 million during the first
year of implementation.
The Chief Information Officer for the business that benefited from the
Six Sigma implementation for IT service delivery said, “ We reduced
the total cost of ownership dramatically while improving our service.
Our customer satisfaction has improved by applying these principles
to our environment. Operational metrics provide an early warning
indicator when service declines and we take pro-active steps to
address the issues before they result in a crisis”.
9. Stephen Hightower is an experienced industry executive and has
applied these concepts in a variety of industries utilizing lean, six
sigma and business process re-engineering to drive continuous
improvement into all aspects of IT service delivery. Stephen has
held many roles including CIO, CTO as well as managing large
Manufacturing, Quality, and Strategic Planning organizations
throughout his career and has seen the power of putting a
disciplined approach to managing IT services so that the “Trains
always run on time”.
Stephen is the Managing Director for Hightower Consulting as
well as the Chief Strategy and Technology Officer for
CollaborateMD, a software medical billing company.