Process Evaluation Report Template

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              Process Evaluation Report
                               [Company Name]


                              [Company Name]
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Notes:
    The following template is provided for writing an ITIL Process Evaluation Report
       document.
    [Inside each section, text in green font between brackets is included to provide
       guidance to the author and should be deleted before publishing the final
       document.]
    Inside each section, text in black font is included to provide a realistic example
       in which a process (in this case the Incident Management Process) is evaluated
       in a company called “The Organization”. A fictitious “Audit Commission” is also
       mentioned as an external partner for independent auditing.
    You are free to edit and use this template and its contents within your
       organization; however, we do ask that you don't distribute this template on the
       web without explicit permission from us.


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                                                  Table of Contents
1.      INTRODUCTION .......................................................................................................... 4
1.1     Purpose......................................................................................................................................... 4
1.2     Scope............................................................................................................................................ 4
1.3     Overview ...................................................................................................................................... 4

2.      PROCESS ACTIVITY DATA ...................................................................................... 5
2.1     Feedback ...................................................................................................................................... 5
2.2     Measurements .............................................................................................................................. 5
2.3     Documentation ............................................................................................................................. 6
2.4     Maturity Assessment .................................................................................................................... 6
2.5     Process Audits.............................................................................................................................. 7
2.6     Benchmarking .............................................................................................................................. 8

3.      GAP ANALYSIS ........................................................................................................... 9

4.      RECOMMENDED INITIATIVES ............................................................................... 10

5.      ANNEX ......................................................................................................................... 11
5.1     Glossary ..................................................................................................................................... 11
5.2     List of Tables ............................................................................................................................. 12
5.3     Bibliography .............................................................................................................................. 12




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1. Introduction
   [A Process Evaluation is performed to evaluate the behavior and effectiveness of
   a specific process. Process evaluations should be done regularly as part of the
   Continual Service Improvement in the organization.
   A Process Evaluation Report is a main output of a Process Evaluation. In the
   Introduction you will be declaring the purpose, scope, and overview of the
   document itself.]


1.1 Purpose
   [Specify what the intention of the whole document is. Mention the name of the
   process that is been evaluated. This name should also appear as part of the
   document’s title.]

   In the last years, “The Organization” has implemented a program to increase the
   excellence in the provision of the IT services. A fundamental part of that has been
   the implementation of initiatives for the Continual Service Improvement of the IT
   services. That includes process evaluations in all of the main IT process on a
   regular basis. The purpose of this document is to document the findings of the
   Process Evaluation performed in October 2012 for the Incident Management
   Process in “The Organization”.

1.2 Scope
   [Define here to which extent the selected Process Evaluation has been applied.]

   The Process Evaluation summarized in this document encompasses all of the
   components in the Incident Management Process along all of the facilities of “The
   Organization”, including the Headquarters, branches and temporary facilities.

1.3 Overview
   [Describe here the structure of the rest of the document along with the history
   and purpose for each section.]

   To evaluate the process, data is collected in a number of ways. Section 2,
   Process Activity Data, consolidate data collected with each of the methods
   employed to evaluate the process. Each method is aimed to evaluate the process
   from a specific point of view.

   In section 3, Gap Analysis, gaps identified from the previous methods are
   summarized.

   Section 4, Recommended Initiatives, a set of initiatives for improvement is listed
   to close each of the gaps previously identified.




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2. Process Activity Data
   [This section summarizes data acquired for each of the methods used to evaluate
   the process. The number of sections will vary according to the methods that are
   applicable in your own case.]


2.1 Feedback
   [Customer and user feedback is important to assess the perception that they
   have about the quality of services and the processes that support them.]

   Processes in “The Organization” are continually monitored for customer and user
   perception. The survey framework set as part of the Incident Management
   Process monitoring is taken as a source for this evaluation. Data gathered in the
   previous month is the basis for this report.

   The following table consolidates and summarizes the values obtained:
   Survey                                            Target          Value
   User surveys
   Quality of service support                        7.0             7.12
   Technical knowledge                               7.0             7.89
   Quality of solutions                              7.0             7.28
   Readiness                                         7.0             7.01
   Customer surveys
   Alignment to business goals                       7.0             7.64
   Quality of service support                        7.0             7.45
   Statistics combined
   Average user/customer survey score                7.0             7.56
                                  Table 1. Surveys.

   Results show an acceptable user and customer satisfaction with the service and
   processes.

2.2 Measurements
   [Measuring is an essential step in getting an understanding of how things are
   going. A measurement framework should have been developed and implemented
   to get effective reports.

   Consolidate and explain here the results obtained.]

   As part of the Service Management, processes are continually monitored. The
   same measurement framework set for the process monitoring and control is also
   used as the source for this evaluation. Data collected in the previous month is the
   basis for this report.

   The following table consolidates and summarizes the values obtained:


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   CSF         KPI                                     Target           Value
   Align incident management activities and priorities with those of the business
               Percentage of incidents handled         98 %             98.89 %
               within agreed response time
   Resolve incidents as quickly as possible
               Mean elapsed time to solve              1 hrs.           1.25 hrs.
               incidents of priority = 1
               Mean elapsed time to solve              3 hrs.           2.70 hrs.
               incidents of priority = 1
               Percentage of incidents solved at       67 %             84.82 %
               the first tier
   User satisfaction
               Average user/customer survey score 7.0                   7.56
                              Table 2. Process Measurements.

   Data show that the indicator whose value fails expectation was the mean elapsed
   time to solve incidents of priority = 1. The indicator was affected for unexpected,
   repeated failures in a critical database system. An initiative is recommended to
   increase redundancy and auto-healing in this critical system.


2.3 Documentation
   [Check that process documentation exists and is updated.]

   All the predefined documentation for the process was certified to be:
         Available.
         Aligned with the Best Practices.
         Comprehensive.
         Updated.
         Properly handled.


2.4 Maturity Assessment
   [Assess the process in relation to best practices. The goal is to identify gaps and
   assign priorities for actions.]


   The Incident Management Process has been evaluated and assigned maturity
   levels in a scale from 1 to 5. The levels attained are shown in Table 3. Process
   Maturity Levels.




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   Indicator                                           Maturity Level
   Capacity       1-Ad hoc           2-Conscious       3-Capable            4-Mature         5-Optimum
   Importance     1-Unimportant      2-Low priority    3-Important          4-Very           5-Critical
                                                                            important
   Automation     1-Limited          2- Limited        3-Effective inside   4-Effective      5-Enterprise-
                  automation         integration       domain               across           wide
                                                                            domains          integration
   Governance     1-Unclear          2-Clear in        3-Clear in all       4-Clear across   5-Business
                                     some domains      domains              domains          aligned
                                  Table 3. Process Maturity Levels.

   Results are as follow:
       Capacity: the process is deemed capable in many management domains.
       Importance: the process is considered very important for the
          effectiveness of the IT services.
       Automation: there exist many tools for monitoring and automation of
          process, with some automation inside the management domains.
          Automation across management domains is poor.
       Governance: governance is clearly understood inside all the domains
          and across the critical domains. Information needed for decision making is
          available.

   As a conclusion, an improvement initiative is advised as an immediate step to
   increase the integration of the existing automation tools based on System Center.

2.5 Process Audits
   [Process audits, usually by an external party, are conducted to certify compliance
   with standards and regulations. Mention here the findings of the most recent
   audit(s), if any, whose conclusions are relevant to the process and can be
   included as part of this process evaluation.]

   To ensure an independent point of view of the company’s IT infrastructure control
   and the adherence to industry-related regulations, an agreement is in place with
   the “Audit Commission” for the periodic auditing of “The Organization” IT
   processes. For a complete report, refer to the report ("The Organization". IT
   Processes Audit Report. Last quarter 2012.)

   Here is a summary of the findings relevant to the Incident Management Process:

        1. All of the recommendations from the previous audit were implemented.
           Most of the problems have been solved.
        2. Concerns remains about security and integrity. A unified approach is
           suggested.




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2.6 Benchmarking
   [Fill in this section if you can gauge and compare the process with other
   processes, with the same process in other parts of the organizations or with the
   same process in other organizations.]


   As part of the agreement with “The Audit Commission”, maturity levels are rated
   against the average of the same process in other organizations. The results are
   shown in the following table:

   Indicator                   Companies’ average             “The Organization”
                               benchmark                      benchmark
   Capacity                    3                              3
   Importance                  3                              4
   Automation                  2                              2
   Governance                  3                              3
                                Table 4. Benchmark.

   As shown in the table above, “The Organization” currently ranks in or above the
   median for the companies surveyed by “The Audit Commission”. Nevertheless,
   as many competitors are implementing programs to enhance their IT services, it
   is important to implement improvement initiatives to maintain services to business
   in competitive levels.




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3. Gap Analysis
   [One of the most important outcomes of the process evaluation is to identify gaps
   for which implement improvement initiatives. These gaps are measured against
   desirable levels like best practices recommendations, other companies’ results or
   in-house identified targets. Summarize here the gaps identified in the preceding
   sections.]


   As a result of the Incident Management Process evaluation, the following gaps
   have been identified:
      a. Critical incidents are not solved as fast as agreed in the SLA. One KPI
          (mean elapsed time to solve incidents of priority = 1) is not guaranteed to
          succeed under the current process structure.
      b. The maturity level in the category Automation is still too low (2 out of 5).
          The other indicators may be enhanced as well.
      c. Security and integrity is still a concern when compared to industry
          accepted practices.




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4. Recommended Initiatives
   [For each finding identified in the previous section, enumerate initiatives to close
   the gap.]


   For each gap identified in the previous section, the following initiatives are
   recommended:

   Gaps                                          Initiatives
   Critical incidents are not solved as fast          Increase availability through
   as agreed in the SLA                                   redundancy and backup
                                                          technologies.
                                                      Implement auto-healing
                                                          procedures using the available
                                                          Service Management tools.
   The maturity level in the category                 Increase automation across
   Automation is still too low                            management domains.
                                                      Expand licenses for new options
                                                          in the Service Management
                                                          tools.
   Security and integrity is still a concern          Redesign interaction with
                                                          Security Management and
                                                          Access Management.
                                                      Expand integration along the
                                                          Service Management tools.
                              Table 5. Gaps vs. Initiatives.




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5. Annex
     [Insert here anything you may like to attach to support the document.]



5.1 Glossary
   [This section provides the definitions of terms, acronyms, and abbreviations
   required to understand this document.]


    Term                Definition

    Access              The process responsible for allowing users to make use of IT services, data or other
    Management          assets.
                        Inspection and analysis to check whether a standard or set of guidelines is being
    Assessment          followed, that records are accurate, or that efficiency and effectiveness targets are being
                        met.
    Audit               Formal inspection and verification to check whether a standard or set of guidelines is
                        being followed, that records are accurate, or that efficiency and effectiveness targets are
                        being met.

    Availability        Ability of an IT service or other configuration item to perform its agreed function when
                        required.

    Benchmark           A baseline that is used to compare related data sets as part of a benchmarking exercise.

    Capacity            The maximum throughput that a configuration item or IT service can deliver.

    Compliance          Ensuring that a standard or set of guidelines is followed, or that proper, consistent
                        accounting or other practices are being employed.

    Critical  Success   Something that must happen if an IT service, process, plan, project or other activity is to
    Factor (CSF)        succeed.

    Customer            Someone who buys goods or services. The customer of an IT service provider is the
                        person or group who defines and agrees the service level targets.

    Gap Analysis        An activity that compares two sets of data and identifies the differences. Gap analysis is
                        commonly used to compare a set of requirements with actual delivery.

    Governance          Ensures that policies and strategy are actually implemented, and that required processes
                        are correctly followed.

    Incident            An unplanned interruption to an IT service or reduction in the quality of an IT service.

    Integrity           A security principle that ensures data and configuration items are modified only by
                        authorized personnel and activities.

    Key Performance     A metric that is used to help manage an IT service, process, plan, project or other
    Indicator (KPI)     activity.

    Maturity            A measure of the reliability, efficiency and effectiveness of a process, function,
                        organization etc.

    Process             A structured set of activities designed to accomplish a specific objective.




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        Term                   Definition

        Redundancy             Use of one or more additional configuration items to provide fault tolerance.

        Service     Level      An agreement between an IT service provider and a customer.
        Agreement (SLA)

        User                   A person who uses the IT service on a day-to-day basis.

                                                  Table 6. Glossary.




5.2 List of Tables
       [This section includes a list of all of the tables in the document.]


Table 1. Surveys. ......................................................................................................... 5
Table 2. Process Measurements. ................................................................................. 6
Table 3. Process Maturity Levels. ................................................................................. 7
Table 4. Benchmark. .................................................................................................... 8
Table 5. Gaps vs. Initiatives........................................................................................ 10
Table 6. Glossary. ..................................................................................................... 12




5.3 Bibliography
Audit Commission. (2012). "The Organization". IT Processes Audit Report. Last quarter
       2012.




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