Service Design / Figure 3.11 The Generic Process Elements
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Designing Processes Service Design / Figure 3.11 The Generic Process Elements HENDERSHOTT CONSULTING INC Web Presence: www.hci-itil.com Email: [email protected]
Service Design / Figure 3.11 The Generic Process Elements
Service Design / Figure 3.11 The Generic Process Elements
Slide 2
A process is a structured set of activities designed to
accomplish a specific objective. A process is a structured set of
activities designed to accomplish a specific objective. A process
takes one or more inputs and turns them into defined outputs. A
process takes one or more inputs and turns them into defined
outputs. Inputs Outputs Turns
Slide 3
Service Design / Figure 3.11 The Generic Process Elements A
process is a structured set of activities designed to accomplish a
specific objective. A process includes all of the roles,
responsibilities, tools and management controls required to
reliably deliver the outputs. A process may also define or revise
policies, standards, guidelines, activities, processes, procedures
and work instructions if they are needed. A process includes all of
the roles, responsibilities, tools and management controls required
to reliably deliver the outputs. A process may also define or
revise policies, standards, guidelines, activities, processes,
procedures and work instructions if they are needed.
Slide 4
Service Design / Figure 3.11 The Generic Process Elements
Organizations will have different capabilities with respect to
process development and management. CMMI for Service describes
those capabilities. Organizations will have different capabilities
with respect to process development and management. CMMI for
Service describes those capabilities. MaturityLevel Key Process
Area Common Features KeyPractices contains Organized by contain
Goals Commitment Ability Activity Measurement Verification
Slide 5
Service Design / Figure 3.11 The Generic Process Elements
Organizations will have different capabilities with respect to
process development and management. CMMI for Service describes
those capabilities. MaturityLevel Key Process Area Common Features
KeyPractices contains Organized by contain Goals Commitment Ability
Activity Measurement Verification MaturityLevels
Slide 6
Service Design / Figure 3.11 The Generic Process Elements "A
process is a leverage point for an organizations sustained
improvement. "A process is a leverage point for an organizations
sustained improvement. CMMI 1 - Performed CMMI for Services,
Version 1.2 Generic Practices A Performed process is a process that
accomplishes the work necessary to produce work products. A
Performed Performed process is a process that accomplishes the work
necessary to produce work products.
Slide 7
Service Design / Figure 3.11 The Generic Process Elements "A
process is a leverage point for an organizations sustained
improvement. CMMI 1 - Performed CMMI for Services, Version 1.2
Generic Practices A Managed process is a performed process that is
planned and executed in accordance with policy; employs skilled
people who have adequate resources to produce controlled outputs;
involves relevant stakeholders; is monitored, controlled, and
reviewed; and is evaluated for adherence to its process
description. A Managed process is a performed process that is
planned and executed in accordance with policy; employs skilled
people who have adequate resources to produce controlled outputs;
involves relevant stakeholders; is monitored, controlled, and
reviewed; and is evaluated for adherence to its process
description. 2 - Managed
Slide 8
Service Design / Figure 3.11 The Generic Process Elements "A
process is a leverage point for an organizations sustained
improvement. CMMI 1 - Performed CMMI for Services, Version 1.2
Generic Practices A Defined process is a managed process that is
tailored from the organizations set of standard processes according
to the organizations tailoring guidelines; has a maintained process
description; and contributes work products, measures, and other
process improvement information to the organizational process
assets. A Defined process is a managed process that is tailored
from the organizations set of standard processes according to the
organizations tailoring guidelines; has a maintained process
description; and contributes work products, measures, and other
process improvement information to the organizational process
assets. 2 - Managed3 - Defined
Slide 9
Service Design / Figure 3.11 The Generic Process Elements "A
process is a leverage point for an organizations sustained
improvement. CMMI 1 - Performed CMMI for Services, Version 1.2
Generic Practices A Quantitatively Managed process is a defined
process that is controlled using statistical and other quantitative
techniques. The product quality, service quality, and process-
performance attributes are measurable and controlled throughout the
project. A Quantitatively Managed process is a defined process that
is controlled using statistical and other quantitative techniques.
The product quality, service quality, and process- performance
attributes are measurable and controlled throughout the project. 2
- Managed3 - Defined 4 Quantitatively Managed
Slide 10
Service Design / Figure 3.11 The Generic Process Elements "A
process is a leverage point for an organizations sustained
improvement. CMMI 1 - Performed CMMI for Services, Version 1.2
Generic Practices An Optimizing process is a quantitatively managed
process that is changed and adapted to meet relevant current and
projected business objectives. An optimizing process focuses on
continually improving process performance through both incremental
and innovative technological improvements. An Optimizing process is
a quantitatively managed process that is changed and adapted to
meet relevant current and projected business objectives. An
optimizing process focuses on continually improving process
performance through both incremental and innovative technological
improvements. 2 - Managed3 - Defined 4 Quantitatively Managed 5 -
Optimized
Slide 11
Service Design / Figure 3.11 The Generic Process Elements Most
organizations are striving to move from Level 2 (Managed) to Level
3 (Defined). This involves significant organizational attention to
the development and maintenance of process assets. 1 - Performed
CMMI for Services, Version 1.2 Generic Practices 2 - Managed3 -
Defined Organizational Process Focus To plan and implement
organizational process improvement based on a thorough
understanding of the current strengths and weaknesses of the
processes and process assets.. EstablishEstablish and maintain the
description of the process needs and objectives for the
organization AppraiseAppraise the processes of the organization
periodically and as needed to maintain an understanding of their
strengths and weaknesses IdentifyIdentify improvements to the
organization's processes and process assets. EstablishEstablish
process action plans ImplementImplement and deploy process action
plans IncorporateIncorporate process-related work products,
measures, and improvement information derived from planning and
performing the process into the organizational process assets.
Slide 12
Service Design / Figure 3.11 The Generic Process Elements Most
organizations are striving to move from Level 2 (Managed) to Level
3 (Defined). This involved significant organizational attention to
the development and maintenance of process assets. 1 - Performed
CMMI for Services, Version 1.2 Generic Practices 2 - Managed3 -
Defined Organizational Process Definition To establish and maintain
a usable set of organizational process assets. EstablishEstablish
and maintain a set of standard processes and maintain descriptions
of approved life-cycle models. and maintain tailoring criteria and
guidelines for the set of standard processes. and maintain the
measurement repository and maintain the process asset library.
Slide 13
Service Design / Figure 3.11 The Generic Process Elements Most
organizations are striving to move from Level 2 (Managed) to Level
3 (Defined). This involved significant organizational attention to
the development and maintenance of process assets. 1 - Performed
CMMI for Services, Version 1.2 Generic Practices 2 - Managed3 -
Defined Organizational Process Performance o establish and maintain
a quantitative understanding of the performance of the set of
standard processes in support of quality and process- performance
objectives, and to provide the process performance data, baselines,
and models to quantitatively manage the organizations projects To
establish and maintain a quantitative understanding of the
performance of the set of standard processes in support of quality
and process- performance objectives, and to provide the process
performance data, baselines, and models to quantitatively manage
the organizations projects. SelectSelect the processes or process
elements in the set of standard processes that are to be included
in the process performance analyses. EstablishEstablish and
maintain definitions of the measures that are to be included in the
organization's process performance analyses. and maintain
quantitative objectives for quality and process performance for the
organization. and maintain the organization's process performance
baselines. and maintain the process performance models for the set
of standard processes. and maintain the process asset library. 4
Quantitatively Managed
Slide 14
Service Design / Figure 3.11 The Generic Process Elements A
business process is a collection of related, structured activities
or tasks that produce a specific service or product (serve a
particular goal) for a particular customer or customers. A business
process is a collection of related, structured activities or tasks
that produce a specific service or product (serve a particular
goal) for a particular customer or customers. There are three main
types of business processes: ManagementManagement processes, the
processes that govern the operation of a system.
OperationalOperational processes, processes that constitute the
core business and create the primary value stream.
SupportingSupporting processes, which support the core processes
processes.
Slide 15
Service Design / Figure 3.11 The Generic Process Elements A
business process can be decomposed into several sub- processes,
which have their own attributes, but also contribute to achieving
the goal of the super-process. A business process can be decomposed
into several sub- processes, which have their own attributes, but
also contribute to achieving the goal of the super-process.
Slide 16
Service Design / Figure 3.11 The Generic Process Elements A
business process can be decomposed into several sub- processes,
which have their own attributes, but also contribute to achieving
the goal of the super-process.
Slide 17
Service Design / Figure 3.11 The Generic Process Elements A
business process can be decomposed into several sub- processes,
which have their own attributes, but also contribute to achieving
the goal of the super-process.
Slide 18
Service Design / Figure 3.11 The Generic Process Elements A
business process can be decomposed into several sub- processes,
which have their own attributes, but also contribute to achieving
the goal of the super-process.
Slide 19
Service Design / Figure 3.11 The Generic Process Elements A
business process can be decomposed into several sub- processes,
which have their own attributes, but also contribute to achieving
the goal of the super-process.
Slide 20
Service Design / Figure 3.11 The Generic Process Elements
1.describes a 'mega-process' such as Change Management. In
practices this level strives to give readers a broad, high-level
understanding of the process in question. At this level of
abstraction the entire process should be able to be displayed on a
single page.. 2.translates a Level 1 process such as Change
Management into major process functions. Process Level 2 process
documentation depicts the inputs, outputs, controls, mechanisms and
major activities for each process function. 3.defines and sequences
the main events within each process function. At this level of
decomposition, we would find the detailed activities associated
with, to continue the example, Change Administration processes such
as Reviewing & Closing RFCs, Updating Change FSC, etc. and
depicts in increasing details the inputs, outputs, controls,
mechanisms and major activities for each process event. 4.defines
the sub processes and activities within a main process. At this
level of detail, Change Managements' Emergency Change Advisory
Board process would be captured in fine enough detail so that the
subject matter experts and process performers can clearly
understand how the process relates to their work 5.defines the
supplemental procedures and reference material used to guide,
clarify or instruct how tasks are performed. The analysis of
business processes typically includes the mapping of processes and
sub-processes down to activity level. Typically up to five levels
of decomposition can be followed with decompositions below levels 3
at the discretion of the sub- organizations.
Slide 21
Service Design / Figure 3.11 The Generic Process Elements There
are a number of different modelling languages in use: The objective
of BPMN is to support business process management for both
technical users and business users by providing a notation that is
intuitive to business users yet able to represent complex process
semantics.
Slide 22
Service Design / Figure 3.11 The Generic Process Elements There
are a number of different modelling languages in use: Used to
specify, visualize, modify, construct and document the artefacts of
an object-oriented software intensive system. UML aims to be a
standard modeling language which can model concurrent and
distributed systems.
Slide 23
Service Design / Figure 3.11 The Generic Process Elements There
are a number of different modelling languages in use: Standard
executable language for specifying interactions with Web Services.
Processes in Business Process Execution Language export and import
information by using Web Service interfaces exclusively.
Slide 24
Service Design / Figure 3.11 The Generic Process Elements There
are a number of different modelling languages in use: Consists of a
hierarchical series of diagrams, text, and glossary cross
referenced to each other. The two primary modeling components are:
functions (represented on a diagram by boxes), and data and objects
that interrelate those functions (represented by arrows).
Slide 25
Service Design / Figure 3.11 The Generic Process Elements There
are a number of different modelling languages in use: The position
at which the arrow attaches to a box conveys the specific role of
the interface. The Controls enter the top of the box. The Inputs,
the data or objects acted upon by the operation, enter the box from
the left. The Outputs of the operation leave the right-hand side of
the box. Mechanism arrows that provide supporting means for
performing the function join (point up to) the bottom of the box.
Trigger The process is often initiated by an event.
Slide 26
Service Design / Figure 3.11 The Generic Process Elements There
are a number of different modelling languages in use: introduced
swimlanes to indicate what department or individual was responsible
for specific processes. added a top lane where he showed how the
process-in-scope interacted with the customer of the process. added
lanes below in which he showed external support processes Modified
traditional workflow diagrams by introducing three important
innovations.
Slide 27
Service Design / Figure 3.11 The Generic Process Elements A
Robust Process has... 1.identified process objectives 2.identified
2.identified and involved executive support 3.identified process
ownership wtih requisite responsibility and authority for process
4.key and secondary customers and stakeholders and suppliers are
identified and consulted 5.process inputs and outputs are
identified 6.process is based on sound business model 7.process
hierarchy is understood 8.execution is enforceable 9.process is
designed to provide service metrics 10.process metrics are recorded
and analyzed (not just collected) 11.documentation is thorough,
accurate, and easily understood 12.process contains all value-added
steps 13.process guarantees accountability 14.process provides
incentive for compliance and penalties for avoidance or
circumvention 15.process is standardized across all appropriate
departments and remote sites 16.process is streamlined as much as
possible and practical 17.process is automated wherever practical
but only after streamlining 18.process integrates with all other
appropriate processes
Slide 28
Service Design / Figure 3.11 The Generic Process Elements
Today, leading companies use a combination of integration
techniques to implement their end to end business processes. Today,
leading companies use a combination of integration techniques to
implement their end to end business processes. Businesses need
technologies for the management of business processes that are
genuinely usable, very flexible and capable of integrating systems
across all kinds of business and technology barriers.
Slide 29
Service Design / Figure 3.11 The Generic Process Elements
Taking control of complete processes, all the way to the customer.
Business Process Management is the capability to discover, design,
deploy, execute, interact with, operate, optimize and analyze end
to end processes, and to do it at the level of business design, not
technical implementation.
Slide 30
Service Design / Figure 3.11 The Generic Process Elements