a pragmatic approach to Continual Service Improvement. Enough theory: this is how to actually manage an improvement programme. Improvement changes the way people think and behave. Improving the practices and tools are secondary to changing culture. You can change software in minutes. You can change process in days. But people take much longer to change. Improvement should happen in an incremental manner: evolution not revolution. Improvement is not a project - improvement is normal behaviour for professionals: to devote a certain percentage of our time to improving the systems we work with. We should all expect that things will be better next year. We should all expect that we will make a difference and leave systems better than we found them. Improvement is business as usual. This presentation looks at the huge amount fo potential improvement in most organisations, and how improvement goes on as part of the professional's daily work. We describe a method of breaking the task down to make it manageable, and then organising that improvement based on small increments, agile approach, empowering staff and a "relaxed" attitude - a pragmatic way of dealing with our constraints. More here http://www.basicsm.com/tipu

1. Tipu
A pragmatic approach
to managed improvement

2. Improvement
• All professionals want to improve
• It is expected
• Make a difference
• Transfer knowledge
• Everyone wants next year to be better

3. Much improvement is done by
projects
?

4. But what about the rest?

5. Business as usual (BAU)
We do it as part of BAU, in our “spare time”

6. Pros and cons
• We own the task
• Work on our own domain, reap the
benefits
• Small is beautiful
• Frustrating when the urgent trumps the
important
• So much to do, so little time
• Working in isolation

7. How do we coordinate that effort?
• Have a plan
• Empower staff
• Create teams
• Coordinate the work
• Executive support

8. Professionalism

9. How do we make the list of work
achievable?

10. valueneed/problem/risk
outputsprogramme
outcomesimprovement
objectivesorganisation
Value

11. COBIT goals cascade
Enterprise goals
IT-related goals
IT-related processes
IT activities

12. Risk
Probability / frequency
Impact

13. Risk: Impact
Financial
• Revenue, profit
• Costs to deal with a negative
outcome
• Replacement costs
Customer
• Customer safety
• Customer satisfaction
• Standard of customer service
Internal (or Operational)
• Regulatory compliance
• Other standards
• Process efficiency and
effectiveness
• Professionalism and
personal liability
Growth (or Organisation or
Development)
• Competitive advantage
• Reputation/ credibility
• New customers

15. How do we make the list of work
achievable?
?

16. Risk
Unknown
Known
Managed
Mitigated
Eliminated

18. "Relaxed"
• Loose management
• Pragmatic
• Imperfect
• Incomplete
• Noble failure
• Play the averages

20. Manage risk
• Align to goals
• Communicate risks
• Programme management
• CSI Board
• Service Excellence team
• Service Architect

21. Approach
• Survey current state and priorities
• CSI Programme implementation
• CSI Plan
• Iterative cycles (“Agile sprints”)
• or work flow (“Kanban”)
• Review and replan

23. Service improvement programme and plan created
Cultural change programme and team
Work programme initiated
Best Places to Work survey
Service principles and updated business principles
complete
A Service Plan to guide service management
Management practices framework
Operational readiness roles, process and meetings
Operational readiness checklist
Operational readiness templates
Service catalogue revised
Services defined and reviewed with customers
Customer satisfaction surveys designed and implemented
Improved document search tools

24. Knowledge management policy draft, and categorisation of
document types
Work tracking codes include BAU tasks
Separation of problems and incidents
Problem process designed and Problem Manager role
created
Root cause analysis technique documented
Started tracking problems
Risk policy revised
Risk capture process designed
Change management processes for normal, emergency and
standard
Request For Change form introduced
Initiated project for infrastructure monitoring
Identified some deficiencies in Change Management tool

25. Requirements gathering for service management toolset
New work assignment template
IT Continuity Plan template
Knowledge meta-data collection tool
Started collecting knowledge meta-data
Major Incident Management process
IT events calendar established and functioning
Change management procedures handbook

26. • Business as usual
• Integrates with projects
• Professional
• Agile, nimble, iterative
• Managed risk
• Coordinated empowerment
• Grass roots
• Public domain

27. Managed improvement
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