Tipu: agile service improvement
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The document discusses a pragmatic approach to managed improvement within organizations, emphasizing the need for coordination, empowerment, and executable plans for staff. It addresses the importance of balancing urgent tasks with significant improvements and outlines a risk management framework aligned with organizational goals. Various strategies and tools for implementing service improvement programs and achieving operational readiness are also highlighted.
Tipu: agile service improvement
- 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
- 9. How do we make the list of work achievable?
- 11. COBIT goals cascade Enterprise goals IT-related goals IT-related processes IT activities
- 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? ?
- 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