Join us as we explore the Incident to Problem process flow, how a defined and measurable Problem process can increase not only efficiency but lead IT engagement with your business.
Walking through tangible not just box ticking Incident & Problem improvements and the role these play in ensuring effective, scalable Service Delivery whatever the maturity of the service desk environment.
This Webinar is sponsored by FrontRange: http://www.frontrange.com/
Join us as we explore the Incident to Problem process flow, how a defined and measurable Problem process can increase not only efficiency but lead IT engagement with your business.
Walking through tangible not just box ticking Incident & Problem improvements and the role these play in ensuring effective, scalable Service Delivery whatever the maturity of the service desk environment.
This Webinar is sponsored by FrontRange: http://www.frontrange.com/
We believe that healthcare can be different by respecting the people on the frontlines of healthcare. For University of Utah Healthcare, respect means supporting healthcare workers through aligned tools. The Value Summary is an attempt to create a common language of value improvement in healthcare through a one-page summary document. It is more than a form; it is a planning guide, a way to share and spread ideas, and a path to earn continuing education credit. It is the currency of value improvement work at University of Utah Healthcare.
Model Governance and Validation: Best Practices and Common PitfallsMarkSpong1
Modeling is the cornerstone of the actuarial profession. As insurance products grow in complexity, actuarial models too become increasingly complex and subsequently prone to errors. In this session, the presenter will go through common model governance frameworks in the life insurance industry, best practices and useful tools in model validation exercises, as well as common pitfalls of existing model risk management structures.
A review of a systematic decision-making process to manage risk. The objective is to enhance mission performance by minimizing the unnecessary risks (probable losses) while taking the mission supportive risks (probable gains).
Eliminate Turbulence Between IT and the Business with Business Value DashboardsTeamQuest Corporation
Learn how to communicate IT’s value to business stakeholders. Gain an understanding of business value metrics (BVM) and how to leverage BVMs to translate operational data into business-driving information. Discover how to use Business Value Dashboards (BVD) to add context, algorithms, and business dimensions to IT data. Learn best practices for managing your BVD to align with the business long-term. Give executives the answers they need – clearly displayed, anytime, anywhere – to drive results.
Software project management circumscribes the expertise, procedures, and tools necessary to manage the development of the products. Project Management is a method of managing, designating & clocking the resources to accomplish the software development obligations.
What is Business Performance Management?Corporater
In this presentation on Business Performance Management, you will learn:
• The essentials of Business Performance Management (BPM)
• How to align strategy and tactics using BPM
• About BPM software
You will also gain insights on how to run your business more efficiently by measuring, managing and driving performance.
Paying attention to outcomes pays off in big ways. Yet many companies fail to take the time to systematically figure out how to measure performance. As a result, the business doesn't flourish as it should. Instead, it stagnates. This presentation highlights the nine success factors of a balanced performance scorecard.
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
This PPT provide a huge information about services support process. In this PPT I described all steps of services support process from the beginning to end.
View the slides for the introduction to the International Auditing and Assurance Standards Board's recently proposed quality management standards. In this webcast, IAASB members and Task force chairs, Imran Vanker and Lyn Provost discuss the proposed ISQM 2, Engagement Quality Reviews, and ISA 220 (Revised), Quality Management for an Audit of Financial Statements. Video available at www.iaasb.org/quality-management
The quality management standards are currently open for public consultation until July 1, 2019.
Benchmarking Your Policy & Procedure Management Program in 2017NAVEX Global
Learn the key finding of NAVEX Global's 2017 Policy & Procedure Management Benchmark Report including the state of policy management; modern processes and tools; impact of legal and regulatory risks; and key takeaways and recommendations.
IT organizations are faced with a rapidly evolving environment coupled with a
more headcount-constrained staff, where standardization on optimal systems
and procedures is a critical success factor.
Cross Process Governance: How to Balance Agility & ComplianceJason Bloomberg
Organizations have numerous, disparate ways of leveraging IT to automate or otherwise support the variety of business processes that constitute the operation of the business, typically focused on achieving business outcomes through continual optimization.
But when the organization seeks to be innovative, the story gets tricky when they treat innovation itself as a set of business processes. Innovation requires disruption, thus requiring a different management approach from traditional BPM-friendly "better-faster-cheaper" management techniques that drive optimization but limit innovation and resilience.
As a result, we're faced with the dilemma: invest heavily in custom integration to govern all our processes, thus sacrificing the agility drivers of innovation and resilience, or govern many of the processes manually in a piecemeal fashion, risking holes in our compliance.
The answer: cross-process governance that leverages dynamic constraint satisfaction. Implement technology that is able to interpret and apply diverse metadata across the organization, including policies, rules, and other governance-related information, maintaining compliance "on the edges," while disruptive innovation takes place as needed across the organization.
We believe that healthcare can be different by respecting the people on the frontlines of healthcare. For University of Utah Healthcare, respect means supporting healthcare workers through aligned tools. The Value Summary is an attempt to create a common language of value improvement in healthcare through a one-page summary document. It is more than a form; it is a planning guide, a way to share and spread ideas, and a path to earn continuing education credit. It is the currency of value improvement work at University of Utah Healthcare.
Model Governance and Validation: Best Practices and Common PitfallsMarkSpong1
Modeling is the cornerstone of the actuarial profession. As insurance products grow in complexity, actuarial models too become increasingly complex and subsequently prone to errors. In this session, the presenter will go through common model governance frameworks in the life insurance industry, best practices and useful tools in model validation exercises, as well as common pitfalls of existing model risk management structures.
A review of a systematic decision-making process to manage risk. The objective is to enhance mission performance by minimizing the unnecessary risks (probable losses) while taking the mission supportive risks (probable gains).
Eliminate Turbulence Between IT and the Business with Business Value DashboardsTeamQuest Corporation
Learn how to communicate IT’s value to business stakeholders. Gain an understanding of business value metrics (BVM) and how to leverage BVMs to translate operational data into business-driving information. Discover how to use Business Value Dashboards (BVD) to add context, algorithms, and business dimensions to IT data. Learn best practices for managing your BVD to align with the business long-term. Give executives the answers they need – clearly displayed, anytime, anywhere – to drive results.
Software project management circumscribes the expertise, procedures, and tools necessary to manage the development of the products. Project Management is a method of managing, designating & clocking the resources to accomplish the software development obligations.
What is Business Performance Management?Corporater
In this presentation on Business Performance Management, you will learn:
• The essentials of Business Performance Management (BPM)
• How to align strategy and tactics using BPM
• About BPM software
You will also gain insights on how to run your business more efficiently by measuring, managing and driving performance.
Paying attention to outcomes pays off in big ways. Yet many companies fail to take the time to systematically figure out how to measure performance. As a result, the business doesn't flourish as it should. Instead, it stagnates. This presentation highlights the nine success factors of a balanced performance scorecard.
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
This PPT provide a huge information about services support process. In this PPT I described all steps of services support process from the beginning to end.
View the slides for the introduction to the International Auditing and Assurance Standards Board's recently proposed quality management standards. In this webcast, IAASB members and Task force chairs, Imran Vanker and Lyn Provost discuss the proposed ISQM 2, Engagement Quality Reviews, and ISA 220 (Revised), Quality Management for an Audit of Financial Statements. Video available at www.iaasb.org/quality-management
The quality management standards are currently open for public consultation until July 1, 2019.
Benchmarking Your Policy & Procedure Management Program in 2017NAVEX Global
Learn the key finding of NAVEX Global's 2017 Policy & Procedure Management Benchmark Report including the state of policy management; modern processes and tools; impact of legal and regulatory risks; and key takeaways and recommendations.
IT organizations are faced with a rapidly evolving environment coupled with a
more headcount-constrained staff, where standardization on optimal systems
and procedures is a critical success factor.
Cross Process Governance: How to Balance Agility & ComplianceJason Bloomberg
Organizations have numerous, disparate ways of leveraging IT to automate or otherwise support the variety of business processes that constitute the operation of the business, typically focused on achieving business outcomes through continual optimization.
But when the organization seeks to be innovative, the story gets tricky when they treat innovation itself as a set of business processes. Innovation requires disruption, thus requiring a different management approach from traditional BPM-friendly "better-faster-cheaper" management techniques that drive optimization but limit innovation and resilience.
As a result, we're faced with the dilemma: invest heavily in custom integration to govern all our processes, thus sacrificing the agility drivers of innovation and resilience, or govern many of the processes manually in a piecemeal fashion, risking holes in our compliance.
The answer: cross-process governance that leverages dynamic constraint satisfaction. Implement technology that is able to interpret and apply diverse metadata across the organization, including policies, rules, and other governance-related information, maintaining compliance "on the edges," while disruptive innovation takes place as needed across the organization.
From Plan to Process: Governance and Lleadership Implications of RIS3Orkestra
Presentation by James Wilson at the Regional Studies Association OPEN DAYS 2014 University Session "Operationalising Smart Specialisation:
Enabling the Entrepreneurial Discovery Process in practice"
Process-Centric Governance and Information ArchitectureSimon Rawson
All content is produced by processes, intended for the support or consumption of other processes. This is a premise I have propounded for over a decade. I have challenged thousands of people over nearly a decade to disprove this statement and offered $100 to anyone who can find an example which proves otherwise. I still have that $100 tucked away.
This presentation shows a high level process-centric information architecture, and tools to map processes and associate the content inputs and outputs. It shows examples of governance structures for ECM/KM projects, and the topics a governance strategy/plan should cover.
Finally, lessons learned about the common characteristics of highly successful ECM/KM projects are described.
The control plan is one tool or method used to describe a set of the activities and/or procedures that are needed to control a process and deliver a quality output (Y). The overall objective of the control plan is to maintain stability and control of a process ultimately minimizing and controlling variation.
This framework was created during a challenging ICT implementation project. I needed a way to get reluctant people excited and ready for their new working ways and processes, so I tested and tried different things. The one that worked was a combination of strategy, continuous change readiness measurements, picking the correct change management theory, communicating differently (and in different schedules) for different target audiences, using HR to pick the correct people to the core team and using the project management method, which suited the organization. This was an extreme experiment, but it worked. I've since tested it or parts of it in action in other change programs as well.
Learn how to implement a well thought-out management of change process into your operations to lessen impacts on safety, environment and reliability. Putting into place such a process will not only save you money on maintenance costs but help you to recognize and prioritize the changes which carry the most added value for your business. All of this is done, of course, as part of a simple and efficient process.
Building Your Own Change Management FrameworkJason Little
The only "best practice" for change management is accepting the un-certainty that comes with complex change. Here are some tips for how to create your own custom change management framework by picking practices from different tools and frameworks
Predictive Analytics & Decision Solutions [PrADS], a subsidiary of Dun & Bradstreet provides cutting edge analytics solutions and actionable insights to leading organizations globally , The following presentation provides an overview of the services offered
The Journey to Integrated Risk Management: Lessons from the Field Resolver Inc.
In a rapidly changing world, companies struggle to keep up with constantly shifting compliance and risk exposure, both external and internal. Regulatory pressure and increasing executive demand for risk insight present evolving challenges for risk, audit, and compliance professionals who are being asked to do more with less. Governance, Risk, and Compliance (GRC) tools help organizations integrate their assurance activities across the three lines of defense, enable more efficient and effective assurance programs, and ultimately sustain the programs. Companies at the beginning of the GRC technology implementation lifecycle often fail to think through all of the components and key activities necessary to ensure a successful initiative. Those that forge ahead without analysis and planning may find that they missed opportunities to converge their risk and compliance programs, their business processes were not ready for automation, the new technology doesn’t work as anticipated, and timelines for completion can’t be met. In fact, without proper planning, companies may not be using GRC tools to their full potential and realizing the value promised to management and key stakeholders.
7 Key Elements for Operation Quality ImprovementQuEST Forum
7 Key Elements for Operation Quality Improvement presented by Tin Chung Shea - Huawei Technologies Co., Ltd. Tin Chung Shea describes the 7 key elements of improving operation quality: management commitment, process, tools, competence, document and knowledge management, continuous improvement and cyber security. which improve quality.
13. 5 Customer Building A Six Sigma Quality Program Quality Assurance Customer Sat Customer Quality Scorecard Service Assurance Six Sigma Quality Tools Analysis & Discovery Toolbox Root Cause Analysis Incident Reviews DMAIC Problem Solving SQC Service Improvement Teams Incident Response -- Capacity Planning -- Reliability and SLA’s Change Agents Quality Champions Process Team Steering Committee Senior Management / Customers / Resource Providers Policy Quality & IT Governance Programs Office Standards-Based Policies and Procedures Leadership
14. 6 53,440 60,000 50,000 40,000 30,000 4,960 20,000 192 3 10,000 - 3 Sigma 4 Sigma 5 Sigma 6 Sigma What Six Sigma Performance means to Customers Assurance, Reliability & Integrity Delivers 100% Satisfaction Reducing Defective Business Transactions
16. 8 Management Systems Model (Improvement Teams) Service Teams Manage Specific Services (Product / Portfolio Leadership & Resources) Influence Process (common resource) Teams Process Teams Manage Critical and Common Processes (i.e. Reliability, Security & Continuity) Influence Service (specific) Teams CUSTOMER LEADERSHIP TEAM (Business Strategy, Organization & Management)
17. 9 Improvement Teams Deliver Results Define Total Imp by Target = 99%, Total Actual Imp = 95% C o n t r o l Measure Analyze Service Availability Improve
18. 10 Good Improvement Teams Eliminate Defects Define Total Imp by Target = 98%, Total Actual Imp =96% C o n t r o l Measure Analyze Improve
19. 11 Customer Building an IT Governance (Risk Management) Program Quality Assurance Certification Compliance Measure & Audit Service Assurance Risk Management Programs Prevention & Preparedness Technology Availability & Recovery Planning Business Availability Planning (Business Support Functions) Analysis & Discovery Business Impact Analysis IT Governance Improvement Teams Policy Steering Committee Key corporate stakeholders / clients / resource providers Quality & IT Governance Programs Office Standards-Based Policies and Procedures Leadership
20. Quality & IT Governance Address More than Catastrophic Disasters 12 *Ref: HP Continuity Planning
21. 13 Quality & IT Governance Mitigate Exponential Risks *Ref: HP Continuity Planning