ITIL 2011 Process Review

Process Overview Cold War walkabout service architectures and configuration management minus lowliness of vital at and a lot of in this lesson revenue a crisis review in this model will take a few minutes and review processes which are some of the information you probably won't covered in your vital foundations, however because when it comes configuration management process in future lessons when I think is worthwhile take a few minutes just to recover the risks to this was monotype about the attributes of process with them exam process losses and hounds differ from other things talk about prices models risk of sexual understand the process is specifically will talk about some of the item processes particularly into the management illustrate this loss and relentless the prices most people are comfortable whilst the critical success factors which will recognise a successful Internet highlights the business value of 1.1: Apis and metrics because that's how we measure whether the process is effective and efficient last about risk will talk about prices maturity in the capability maturity model to business is all about so what is story to Woodward's processes defined as a means of delivering" in output to redefine some of steps to provide value to a customer without a lot of in the last lesson about value coming the components of utility and warranty prices and services are different things how overwhelmingly in title but more about that in future lessons throwdown sticker prices anything else attributes of the processes and having might differ from functions this should become a material that you used to from your vital foundations, in general prices are defined triggers have distinct beginnings and ends for instance the incident management process has to imagine email or phone ringing in a service desk are the monitoring system administrator because of threshold is breached without going the incident management process would start and would continue to work through its prices until services restored in which case there would the process where functions on the other hand is organisational units for performing some types of work are several functions are taught about the item publications the service desk meanwhile functions make use of processes to perform the work for instance the service that makes use of the Internet management process in order to restore service to users may also make use of the risk management process the distinction between processes and services depend upon organisational design was the difference between incident management process and Internet management service to plans it depends on how your organisation's demand with regard to be considered some nuances of the distinction not really important from progresses this course, I mention here to the may consider them if you across the situation would the debate between whether incident management is a process also the entries can be bought Processes and Functions To review with apartments Mr exists to provide customer support for personal computers you are manager of this organisation and a tense your estate agents working for you field calls from users across organisation 10,000 people were outcomes and is worn into access the risk system so you can keep track of call volumes and types of calls the users are experiencing ages can then look how to oracles unwitting in order troubleshoot user issues and hopefully restore service to this example was the function was process in the centre take a few minutes and think about battery ensures this takeover to this example was the function the function is the service that you manage to function because the union the organisation which exists to provide end-user support – the function was the process which process is the services committee use the answer will be instrumental process, Nigel Best practices prescribed of the management processes tried with restoring normal service operations to customers as quickly as possible while minimising the average business impact of those instruments the developer clearly in this example service desk is making use of the Internet management process prices of warning all prioritising and seeking resolution of the basic steps of incident management in dysfunction in the prices the same thing in this is the point the monograph all the functions make use of processes to medium business objective on behalf of customers in this particular example the function room service desk is making use of the incident management process in and restore service as quickly as possible which is the business objective and which they are performing process on behalf of the trust to functions and processes are not the same bank oftentimes our students and customers are confused to now about prices model with prices model it's a conceptual representation of process in this graphic which comes from the items service operations publication the prices is broken down the three layers the process control the the top of process itself in the process enables about as you can see on the left-hand side there are specific triggers an process" was process" prices to 7 activities and procedures and work instructions through the use of our people singing and process will to produce outputs as outputs are then evaluated using key performance indicator to the prices are time at the top of process control where the process of the process documentation and the policies and objectives are all governing the process activities at the bottom course of process enables of resources and capabilities are concerned is the process for Critical Success Factors Swastika million and talk about the attributes of processes was in the makes processes processes were first we thought about the process level inputs and outputs will include far in the appointment process is important "in the biggest series of procedures or activities or steps it how the process works apply session have fine and specific results should also be measurable in addition there includes a to find triggers that is there is a defined activity that starts a particular process likewise processes must undefined beginnings and ends with the incident management process for instance will event the suggestion was outage is reported to the service desk in ends with services restored they also consume resources and capabilities in the much create value for customers and is really the point of process should have a clearly defined values statement from the customers so in these are some the attributes of processes with helping define what is processes for how measured and controlled your framework is a final processes in describes the best practice will processes required to provide IT service management is one scope than just the processes with significant will be out of framework of processes that are considered best practices in the industry across the world have to provide IT service management and talk about critical success factors critical success factor for process defines its reason for being is widely do the process is the attributes by which the process is deemed successful based on the stated objective of all so will this mean list recommended and talk about critical success factors which is really important that you able to articulate the critical success factors if your process of the idea of a critical success factor is tied directly to the idea must provide value to customers prices the doesn't create value is worth doing a critical success factor is how we describe the issue you articulate the value proposition of the process solid-state incident management for example one of the critical success factors of incident management trigger minute didn't think about the remember the objective incident management is to restore normal service operations as quickly as possible all minimising the business disruption to those incidents the do occur so what the critical success factors for incident management from business value prospective one is and maintains the quality of IT services was calling all his define conformist will require from services prospective users have an expectation that services will be available via not available because they're experiencing an Internet incident management should have the aim of maintaining the quality and availability of those IT services is to increase the visibility and communication of incidents to the business and the support staff the business should be notified maintenance occur so they can implement any kind of players they may have to what was the support staff needs to be notified to the get work on trying restore service windings management activities of the priorities of the business not all incidents are created equal high-priority incidents should have high-priority to restore service in the most attention though should be aligned with the business goals not the IT go it also ensures the standard methods and procedures are used for incident management division prompt response of the ways the standard methods and procedures can help us provide valuable customers analysis which 11 understanding is this a crime incident was something new entirely in documentation documentation is an input to the problem management process will enable a document that the incident occurred when it started with impact of urgency was how high-priority wise and should we spend the energy to do records announces after-the-fact is also useful to from going management of your service desk manager you want you to understand what you call volumes and into volumes look like other related specific configuration islands to you one and only all the time-of-day is all the things the standard methods and procedures can help us understand and that's trying to critical successful also reporting of incidents is important that we can escalate hierarchy only of the management chain for instance the may have significant business disruption will also want our historical warnings the trend analysis provide analysis chronological order key performance indicators metrics that indicate the performance of processes in the time directly to this idea of critical success factor to KPI the key attribute of processes they'll measurable KPI key performance indicator is how we measure KPI should be chosen can fully they do impact behaviours in the should be considered in conjunction with the maturity of an organisation will talk about specific examples of the big remember the old management average what gets measured gets down if you measurable one thing is very possible you will set behaviour the resulting unintended consequences to consider what is it you are measuring and how will those are measurements impact behaviours of the people are performing a process and management was KPI's link to the critical success factors to monitor the process performance to take a minute think of a key performance indicator of the critical success factor of resolve incidents as quickly as possible minimising the impact of the business that critical success factor is related directly to incident management to how to measure were the KPI's the would consider trigger minute was the video and think about country usually will you be out of framework thinks of as KPI's are considered best practices around incident management the first meantime to restore service on average how long is take guests to recover services in able to slices out the type of incident weathers and infrastructure of and bushes an application of and however in general what the looters about most is how fast and resolved to compromise and in meantime to restore service is will always we can measure we also consider the breakdown of incidents each stage life cycle how long the splendid investigation dynamics to take is a long time performing a recent incident occurred to monitoring systems in place how long the second one was fortunate is rolled different ways to slice the didn't consider how many incidents are in each stage of the incident was nonrepresentative incidents resolved without need for a visit this is offering our own key metric and dispatched type organisations is very expensive to send someone to science board would much rather resolve incidents on the following the customer or even the yard have themselves are so can measurable the number and percentage of incidents are resolved without the need to read a site visit number of incidents resolved without impact of the business the incidents which can do occur around the business impact oftentimes these are infrastructure events and duly resiliency high availability architected solutions to businesses in occur to how many of those relative to the entire population of the incident universe and resolved without impact in the business risk resolutions rates number of incidents resolved without reference will support again this is a very common service desk matter how many times can we restore service to user without having escalate the incident and have the folds of the to way to these are some of the key performance indicators the tied directly to the critical success factor of resolving incidents as quickly as possible all minimising the impact of the business meantime to restore service breakdown of incidents life-cycle number and percentage of incidents resolved without need for a visit coming incidents resolved without impact of the business of risk resolution each of those KPI's measure a different way of looking at the same critical success factor in each one said different behaviours within the organisation to which one the impact were the work comes in you have to consider role organisation and decide what would be best in the specific situation Process Maturity While we're talking global about processes the attributes the critical success factors in the key performance indicators like to spend the coupledom is talking about an assessment model, capability maturity model integration the capability maturity model is an assessment model for processes it helps us assess the maturity of process using the see my scale the cinema my scale is a maturity model rings processes of skilled wonder far one being the least mature in five being the most mature it provides insight into this idea maturity or effectiveness of the process and it can provide management with the blueprint of investment into processes based on the original investment and critical success factors is important the processes the most critical to organisation almost wholly invested in an almost mature others that are less important or perhaps are not linked directly to the business valuable competitive advantage the organisation possesses may not need as much investment this same moral resume among all can provide management with an idea of where they stand and would like to be. As the couple minutes about this mature remarkable this is not meant to be an in-depth discussion ravages introduce you to the idea of process maturity based on 15 scale will also maturely is considerable initial the attributes of an initial process is that they are unpredictable and poorly controlled and largely reacted as processes mature they become appealable these computer) projects and they are also often reactive villainies can be performed over and over again on the scale we come to the defined phase is characterised from the organisations proactive is often measurable and we are oftentimes working are whether or not the process is performing as desired and become manage the become even more measured and control is one thing to measure the process is not Langford to be predictable and in control and was not least you to the place were process is in the optimising space is focusing on continuously improving the process and the same my scale to processes will wonder far oftentimes consulting organisations will come in and evaluate title or even other processes using this mature remarkable images management the view of where was strong in will week from process engineering point so in summary in this lesson we learned the processes have specific attributes the measurable have distinct beginnings and ends them triggers and other attributes the problems last week I cannot critical success factors in the should be defined to describe the value of the service and in fact the item framework specifically defines critical success factors which process within the framework likewise key performance indicators to measure the process performance against those critical success factors once again the idle publications catalogue a series of best practice key performance indicators bioprocess Micronesian successor and prices virtually can be assessed and measured to management to make investment decisions based on business need using the concept of process maturity and that's the lesson I hope you won't something and I look forward to you in future was

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