Improve IT Services

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					IT Alignment: Using 6 s to Improve IT Services

Lower Spec. Limit

Upper Spec. Limit

Prepared for IQAA October 13, 2006

Seminar Map
DOCTRINE
Introduction

RESULTS
Implementation

Why Quality

Improvement Change Mgt.

Process Theory

Challenges

Six Sigma

ITIL

COBIT

Programmed Solution

Allied Framework

QA

July 2006

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2

Why Quality

Excellence is not an exception. It is a prevailing attitude.

Colin Powell, U.S. Secretary of State

Patrick L. Musto 952.469.4510

Why Quality Is Important

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Why Quality Is Important
Ford, Dodge recall thousands of vehicles: Focus cars from 2000-2002, Dodge Durango SUVs affected The Associated
PressUpdated: 11:54 a.m. ET Feb. 7, 2005

DETROIT - Ford Motor Co. is recalling 358,857 Focus cars because their rear passenger doors may not latch properly, the National Highway Traffic Safety Administration and a Ford spokeswoman said Monday. The NHTSA also said Monday that DaimlerChrysler AG is recalling 26,000 Dodge Durango sport utility vehicles from the 2005 model year because the fuel tank filler valve may not fully close after refueling. Fuel could leak from the vehicle if the valve isn’t closed.
July 2006 Proprietary and Confidential to Patrick L. Musto Copyright 2006 5

Common State of Affairs

S.O.P. H.O.F.

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The CIO Challenge
• CIO Reporting Structure & Compensation • IT Budgets & Cost Center • Outsourcing • Focus on Creating Business Value • Create Powerful Propositions for IT-Enabled Change • Optimize the Information Technology Investment Agenda • Transform Information Technology to Deliver Improved Capability & Business Results
July 2006

We keep hearing WHAT we should do… but HOW?
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Focus: Cost, Quality & Value
Issues Where is the return on IT investments? How do we reduce costs AND improve service quality? We do not agree on terminology? How do we ensure IT efforts are focused on what is important? Answers Enabling business through technology improvements. Cost reduction AND service improvement are achievable. Business/customerfocused IT initiatives. Common language and alignment.

•
• • •

•
• •

•

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Views
• Strategic
– Long-Term Goals – Alignment With Corporate Objectives

• Tactical
– Short-Term Goals

• Operational
– Day-to-Day Processes

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Quality & Profit
Operating Profit
(billions)

Hours/Vehicle
(avg. assembly time)

Defects*
(per 100 vehicles)

Toyota Nissan Honda Daimler Chrysler GM Ford
July 2006

12.7 7.5 6.1 5.7 3.8 3.6

21.83 16.83 22.27 28.04 24.44 26.14

196 258 215 311 264 287
* Various sources as reported in Business Week, 12/17/03, p. 117 10

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Process Theory

They say the world has become too complex for simple answers. They are wrong.

Ronald Reagan, 40th U.S. President

Patrick L. Musto 952.469.4510

Process
• Policy
– The reason we do what we do – Why

• Hierarchy
– Top-Down Control – Bottom-Up Support

• Process
– A series of actions, tasks that must be executed to deliver or produce a result – Who, what, when, where

• Domain
– Logical process grouping – Keep processes in order – Support one another

• Procedures - Functions
– Actions – Individual tasks that support one another – How

Policy Process Procedures Records
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Urgency

The Value Chain
Service Delivered

Compelling Need

Customer Request

Input
Delivery VALUE Partner Delivery Partner VALUE Delivery VALUE Partner

Output
Delivery Partner

Common Objectives
CONTROL
© 2005 Patrick L. Musto

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Linking Processes
INPUT
People

PROCESS

OUTPUT

Process

Activity

Activity

Output

OUTCOME Service

Technology

What YOU See

“How” PROCESS is Working

What Your CUSTOMER “Experiences”

CSF’s

KPI’s

KGI’s
*Adapted from Patrick Musto, “Measurement Guidelines,” 1999

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Causality
Productivity
Customer (Dis)Satisfaction Profitability

Incident Management

Problem Management

Change Management

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Production
DEMAND Customer Needs, Requirements, Specifications Value Chain INBOUND Manufacturing Service

DESIGN

INPUT

Raw Materials Design Manufacture Deliver Ship Service

Resources Design Build Release Implement Support

OPERATIONS
OUTBOUND MARKETING SALES SERVICE

PRODUCTION

VALUE ADD PRODUCTION

OUTPUT

CONSUMER
July 2006 Proprietary and Confidential to Patrick L. Musto Copyright 2006

END USER
16

Production Process
Demand

Design

Production

Business, Customers, Users

Business Requirements

Application Management Application Development

Service Management

Systems Management Infrastructure Management

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Six Sigma

“IT always gets caught up in insatiable demands and lost ROI. Six Sigma gives us a very precise way to demonstrate the real value of technology, and it helps us improve the way we deliver that value.”
Charles Costa, CIO, Chase Financial Services

Patrick L. Musto 952.469.4510

Process Variables
Controlled Variables

Process Inputs

Process Outputs

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6 s Process
Define Measure Analyze Improve Control
Key Process Input Variables
•Customer Requirements •Team & Charter • Champion •Sponsor •Critical Inputs •Validate Objective •Measurement System •Process Capability •Identify Sources of Variation •Brainstorm •Experiment •Plan •Implement •Control Plan •Monitor •Fail Safe

100-200

25-40
10-25

5-10
3-5

It’s hard to be aggressive when you don’t know who to hit. Vince Lombardi
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6s
Six sigma process capability means results will fall outside the limits only 3.4 times out of 1 million opportunities

Lower Spec. Limit

Upper Spec. Limit

Improvement may be very precisely and quantitatively measured, defined, controlled and agreed.

Required Existing

Lower Spec.

Upper Spec.

72.91 90.72 Delivery Cycle Time (Hrs.)
July 2006 Proprietary and Confidential to Patrick L. Musto Copyright 2006 21

6 s Relevance
DPMO* 690,000 308,000 66,800 6,210 320 3.4 YIELD 30.9% 69.2% 93.3% 99.4% 99.98% 99.9997% SIGMA LEVEL 1.0 2.0 3.0 4.0 5.0 6.0

*Defects Per Million Opportunities

Sigma Level
USPS

99.0%
20,000 Lost Items / Hour 200,000 Wrong Prescriptions / Year

99.9997%
7 Lost Items / Hour 68 Wrong Prescriptions / Year 1 Short Runway Landing / 5 Years
22

Pharmacy

Airlines

2 Short Runway Landings/Day

July 2006

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ITIL
Today's IT leaders must prove that IT investments deliver strategic and competitive advantage. The results of IT spending should be measurable in key financial metrics and ratios, such as improved revenue growth, increased profitability and lower overhead.
Tom Pisello, Network World, 8/04/2003

Patrick L. Musto 952.469.4510

Full Spectrum

© 2005 Patrick L. Musto

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ITIL Service Management
Core Tactical Disciplines
Service Support
 Incident Mgt.
 Problem Mgt.  Change Mgt.  Release Mgt.  Configuration Mgt.    

Service Delivery
 Service Level Mgt.
Capacity Mgt. Availability Mgt. Service Continuity Mgt. Financial Mgt.

SERVICE DESK Pivotal Function of Service Management Security
July 2006 Proprietary and Confidential to Patrick L. Musto Copyright 2006 25

Service Delivery
Service Level Management IT Service Continuity Management

Availability, Capacity Management
Financial Management
© 2005 Patrick L. Musto

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Problem/Error Control

© 2002 Patrick L. Musto July 2006 Proprietary and Confidential to Patrick L. Musto Copyright 2006 27

ITIL Objectives
• Scalability
– Increase infrastructure flexibility

• Capacity
– Define & tune the appropriate infrastructure

• Availability
– Improve to customer- defined and agreed levels

• Throughput
– Increase, manage

• Cost
– Reduce cost while improving quality

• Utilization
– Optimize

C U S T O M E R

SERVICE LEVEL MANAGEMENT

IT OPERATIONS
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SERVICE DESK & PROBLEM MGT.

E N D U S E R

July 2006

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Components in Infrastructure

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COBIT

“Risk comes from not knowing what you’re doing.”

Warren Buffett

Patrick L. Musto 952.469.4510

COBIT Focus
Strategic Alignment
Value Delivery

Resource Management

GOVERNANCE

Risk Management

Performance Measurement
July 2006 Proprietary and Confidential to Patrick L. Musto Copyright 2006 31

Domains
• Plan & Organize
– Alignment & Optimization – Clarity – Risks

• Deliver & Support
– – – – – – – – Services Prioritized Cost Optimization Systems Useable CIA in Place Proactive Detection Internal Controls Business Linkage Compliance Reporting

• Acquire & Implement
– – – – Projects Meet Needs Projects On Time New Systems Work Changes Seamless

• Monitor & Evaluate

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Processes
• 34 Process Areas
– Measured By
• KPI • KGI • Maturity

• For Each Process
– High Level Control Objective – Detailed Control Objective – Management Guidelines – Maturity Model Criteria

– Bounded by Activity Goals – Controlled by Objectives – Verified by Audit Guidelines
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COBIT Example
• Domain: Acquire & Implement • Process: Manage Changes • HL Control Objective:
– Control over the IT process of “Manage Changes” – …that satisfied the business requirement for IT of “responding to business requirements of…” – …by focusing on “Controlling impact assessment…” – …is achieved by “Defining and communicating change procedure…” – …and is measured by “Number of disruptions or data errors caused by inaccurate…”
July 2006 Proprietary and Confidential to Patrick L. Musto Copyright 2006 34

COBIT Example (Con‟t)
• Detailed Control Objectives:
– Change Standards and Procedures – Impact Assessment, Prioritization, Authorization – Etc.

• Management Guidelines
– Inputs / Outputs – RACI Functions / Activities – Goals & Metrics

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Allied Frameworks

“No problem can be solved from the same level of consciousness that created it.” Another way of putting it: “No problem can be solved within the paradigm it was created inside of.”
Albert Einstein

Patrick L. Musto 952.239.7277

Historical Alliance
MBNQA
Malcolm Baldrige National Quality Award United States definition of quality to promote quality, quality TQM awareness, excellence and to CMM Total Quality promote best practices Capability Maturity Model Management sharing A model for software maturity A broad, systematic, customerevaluation including focused and process-centered practices required approach to Improvement: to raise the maturity of •Customer Focused software development •Process Centric BSC and maintenance •Strategic Balanced Scorecard •Systematic Comprehensive framework to fill

the gap between vision, strategy and performance

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Allied Strength
Six Sigma
High performance approach to sustainable breakthrough improvement focused on waste, rework and errors reduction. Targets defects, variability through a focus on people, process, technology, materials and design.

COBIT
Control Objectives for Information Technology. A governance framework and control practices consisting of 34 processes across 4 domains.

ITIL

Information Technology Infrastructure Library Industry standard of best practices for infrastructure management consisting of ten key processes and one function across two Domains.

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Suite Spot
Systematized Closed Loop Control
Process Improvement Process Design Process Management CI – SPC – ANOVA – BSC – VOC – DOE

IT Governance & Control Practices
Plan & Organize Acquire & Implement Deliver & Support Monitor & Evaluate

ITSM Realization Model SIX SIGMA

COBIT

ITIL

Service Delivery Service Support Service Desk Security ICT Infrastructure Management Application Management Business Perspective Service Management Implementation

„Suite‟ Spot

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Criteria
Holistic / Systemic Flexible / Adaptable Governance Roles / Responsibilities Customer Centric Continuous Improvement

ITIL

COBIT

Six Sigma

Process Centric
IT Best Practices Framework Measures Maturity / Capability Measurement Implementation Methodology Interdependency Sensitive Cost Sensitive Organizational Drivers / Hierarchy
Very Strong Relationship July 2006 Strong Relationship Weak Relationship No Relationship 40

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Value Engineering
• Value1
– Created when a firm creates competitive advantage for its buyer – lowers its buyer‟s cost or raises its buyers performance .

•

Keys to Value2
– Differentiation – Cost Reduction Persistence & Consistency – Scalable Processes
1. Porter, Competitive Advantage 2. Moore, Dealing With Darwin July 2006 Proprietary and Confidential to Patrick L. Musto Copyright 2006 41

Algorithm of Value
ITSM - ITIL Business / IT Alignment

+

COBIT

+

Six Sigma

=

VALUE

Strategic Alignment

CTQ

Aligned to

Value-Add

Value Delivery KPI / KGI Process Objectives Performance Measurement

Process Capability

Realize Business Goals

Quality

Control

At Required Performance Levels

Efficiency Effectiveness

Resource Management Risk Management

DOE

With a Minimum of Waste CostEffectively REALIZATION

Cost Control
Framework

Resource Management
Objectives

Cost Validation
Implementation

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Implementation

“Think strategic, act tactical – have a strategic plan but tackle it in practical, tactical chunks. Take the lessons learned from each experience and continually modify your strategy.”
Paul Desmond, Network World, 11/10/2003

Patrick L. Musto 952.469.4510

DMAIC
Practical Problem Statistical Problem

Define
Problem Statement, Scope CTQ Projected Financial Impact Sponsor, Team, Charter

Measure
SIPOC C&E Process Capability Baseline Measurement System Capability Process Objectives & Validation

Practical Solution

Analyze
FMEA Multi-Variant Analysis Critical Inputs Best Practice/CTQ Gaps Prioritization

Improve
Verify Critical Inputs Optimize Critical Inputs Roles & Responsibilities Process Objectives Documentation

Statistical Solution

Control
Control Plan Long-Term Capability Plan Audit & Review Criteria
July 2006 Proprietary and Confidential to Patrick L. Musto Copyright 2006 44

CSIP Phases

What is the vision? Business Objectives MAINTENANCE: How do we maintain momentum? Assessment Continuous Improvement Control Plan Customer Feedback Where are we now? Assessments Where do we want to be? How do we get there? What are the quality criteria? Process Improvement 6s CTQ: Monitoring, Measures, Reporting Measurement Targets
Gap Analysis

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Leveraging Resources
ITSM - ITIL Executive Overview F/NR/B Requirements COBIT Six Sigma

PLAN
What Is The Vision? CTQ Workshops

Where Are We Now?

Survey - Assessment
Gap Analysis Process Facilitation Best Practices Framework

Maturity - Capability Process Objectives KPI - KGI

SIPOC/Variables As-Is Process Costs Measurement Targets DO Process Design Improvement Tools Team/Project Mgt. CHECK Costs Measurement Targets ACT

Where Do We Want To Be?

How Do We Get There?

Process Objectives

What Are The Quality Criteria?

Traceability Matrix

Compliance/Audit Requirements

How Do We Maintain Momentum?

Governance Objectives Continuous Improvement

Control Objectives

Control Plan Continuous Improvement

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Change Management
ITIL Ensure that standardized methods and procedures are used for efficient and prompt handling of all changes in order to minimize the impact of change-related incidents upon service quality and consequently to improve day-to-day operations.

COBIT (AI6) Management of the process of manage changes that satisfies the business requirement for IT of responding to business requirements in alignment with the business strategy, whilst reducing solution and SOLUTION service delivery defects and rework.
July 2006 Proprietary and Confidential to Patrick L. Musto Copyright 2006 47

Process Objectives
KEY WORD
Standardized

METHODOLOGY / SOURCE
ITIL Process Framework, Assessment COBIT Process Maturity Measurement Assessment Tree, SIPOC

Efficient & Prompt
Service Quality Minimize Incidents

CTQ Workshop – Functional/Non-Functional Rqts.
Incident & Problem Data Analysis COBIT Objectives Six Sigma Tool Set ITIL Gap Analysis CTQ Workshops, Traceability Matrix Application Development Assessment Executive Overview; Service Level Management Incident Pareto, QFD, Measurement Assessment
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Improve

Business Requirements Strategic Objectives

Reduce Defects, Rework
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Control Objectives
Change Standards & Procedures AI 6.2 Impact Assessment, Prioritization, Authorization AI 6.3 Emergency Changes AI 6.4 Change Status Tracking & Reporting AI 6.5 Change Closure & Documentation
AI 6.1

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Value: Understand Customer
• Availability is at the heart of customer satisfaction • Availability is dependent upon understanding how the customer uses IT • Even when things go wrong, you can still maintain customer satisfaction

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Define
DISCIPLINE
ITIL Six Sigma ITIL / COBIT

INPUT
Executive Overview / Workshop

OUTPUT
Vision, Commitment, Authority, Empowerment CTQ, Traceability Matrix Maturity, Capability

VOC Workshop
Survey / Assessment

5
4 3 2 1 0

OPTIMIZED: Auto; reviewed

MANAGED/MEASURABLE: Manual

DEFINED: Initial impact analysis; emerging classification

REPEATABLE/INTUITIVE: Unstructured; rudimentary; error-prone

INITIAL/AD HOC: Unauthorized changes; practices vary

NON_EXISTENT: No defined process
July 2006 Proprietary and Confidential to Patrick L. Musto Copyright 2006 51

Define
DISCIPLINE INPUT OUTPUT
Six Sigma, ITIL ITIL Process Architecture CTQ, Specifications QFD Grid Use Case

Process Roles, Tasks

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Define - Measure
DISCIPLINE
ITIL ITIL, Six Sigma Six Sigma

INPUT
Process Mapping SIPOC Pareto

OUTPUT

Data Analysis
VOC Findings

CTQ Elaboration; Traceability Matrix

BR – Business Requirements FR – Functional Requirements NFR – Non-Functional Requirements TR – Technical Requirements

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Measure
DISCIPLINE
COBIT Six Sigma, COBIT

INPUT
Measurement Audit CTQ Evaluation

OUTPUT
KPI/KGI Capability
CTQ Tree, KPI/KGI

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Analyze
DISCIPLINE
Six Sigma ITIL ITIL, Six Sigma, COBIT ITIL & Process Arch.

INPUT
Causes Process Interdependencies Process Best Practice Gap

OUTPUT
C & E Diagram Prioritization Matrix Process Map, KGI/KPI Weighted Gaps

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Gap Analysis

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Analyze - Improve
DISCIPLINE
ITIL Process Architecture Six Sigma

INPUT
Process Roles, Tasks Faults & Risks Controls Control Plan

OUTPUT
Use Case FMEA Control Plan Control Plan Calendar

Six Sigma, COBIT
Six Sigma

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Improve
• Change Process
– Define Change Models – Mandate CAB Participation – Publish CAB Minutes – Publish FSC/PSA – Revise PIR – Publish Reports – Reassign Manager

• Related Processes
– – – – – –
1.5 1.4 1.3 1.2 1.1 1.0 0.9 0.8 0.7 0.6 0.5 0 Baseline 0.5 Baseline

Service Review Meetings Service Catalog Empower Service Desk Define Incidents Revisit Release Configuration Audit
Improvement Breakthrough UCL=1.393 Mean=1.249 LCL=1.104

Subgroup

Individual Value

50 Improvement 1

100 Breakthrough

1

Moving Range

0.4 0.3 0.2 0.1 0.0 UCL=0.1770 R=0.05417 LCL=0

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Control
• Purpose
SIX SIGMA COBIT ITIL

„Suite‟ Spot

– – – – –

Prevents “Backsliding” Preserves Project Investment Empowers Process Owner Justifies Endeavor Provides Opportunity for Cascaded Scorecard – Ensures “Planned Response” – Impacts Culture

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Control
• Difficult Final Stage…
– – – – – – – Planned Response – Easily Neglected Steppingstone to CI Matures as Process Capability Increases Provides Data (KPI‟s, KGI‟s) via Cascaded Scorecard Ensures Planned Response Run Chart (Control Plan) Enables Learning Organization – Essence of Self-Correcting Algorithm Enables Effective Strategy Evaluation
Upper Spec. Limit

Lower Spec. Limit

Those who remain ignorant of history are doomed to repeat it. George Santayana
July 2006 Proprietary and Confidential to Patrick L. Musto Copyright 2006 60

Improvement

"Start by doing what's necessary; then do what's possible; and suddenly you are doing the impossible."

St Francis of Assisi

Patrick L. Musto 952.469.4510

Summary
6

1

2

PLAN
SIX SIGMA COBIT
4

DO
ITIL 3

Best in Class

4

ACT

„Suite‟ Spot
3

CHECK

1

Goal

7

2

5

Baseline
July 2006

Measure
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Suite Spot Project Impact
Improvement Initiated Breakthrough Improvement

3.5

IT Process Capability

3.0 2.5
(0-5 Maturity)

2.0 1.5 1.0 0.5 0.0
A

Six Sigma Launched

ITIL / COBIT Incorporated

B

C

D

Time
July 2006 Proprietary and Confidential to Patrick L. Musto Copyright 2006 63

Challenges

“”Nothing is more difficult to carry out, nor more doubtful of success, nor more dangerous to handle than to initiate a new order of things.”

Niccolo Machiavelli

Patrick L. Musto 952.469.4510

Initiative Challenges
• Define
– Clear Roles
• Core & extended team • Committed sponsor • Process owner

• Measure
– Measurement System
• Capability • Accuracy & Integrity • Reasonableness

– Tools
• Right tool • “Eyes attached to brain”

– Buy-in
• • • • • Team Management Sponsor CFO Vision alignment

– Socialize
• CFO • Unions • Users
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Initiative Challenges
• Analyze
– Process-led discovery – Scope
• Manage • Redefine if necessary

• Improve
– Communicate
• Status & progress • Success • Next steps

– Team
• Coach & guide • Judicious tool selection

– Duration
• 6 months limit • Momentum • Team tolerance

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Summary: Programmed Solution

"Example moves the world more than doctrine."
Henry Miller

Patrick L. Musto 952.469.4510

Production Process
Demand

Design

Production

Business, Customers, Users

Business Requirements

Application Management Application Development

Service Management

Systems Management Infrastructure Management
1. Critical To Quality (CTQs) 2. Reduction of Waste & Non-Value-Add Activities 3. Identifies Costs of Waste
July 2006 Proprietary and Confidential to Patrick L. Musto Copyright 2006 68

Deliverables Map
Benefits, Problems Business & IT Goals, Measures

Map, Inputs, Outputs, Issues

Implementation Checklist

CTQ Tree Traceability Matrix

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Infrastructure Realization

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Critical Success Factors
ITSM - ITIL Leadership Commitment Business Strategy Documentation COBIT Personalized Objectives Integrated w/ Best Practices Metrics Repository Planning Expertise Feed Back Loop Maturity Audit Management Communications Objectives Six Sigma Scope Alignment MSA Financial Tracking Resource Management Project Pipeline Momentum Project Management Reporting Implementation

Planning
Professional Development Baseline / Roadmap Maintenance / Control Program Management Communications Framework

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Right Combination
ROI Program
Roadmap

Service Delivery

Recommendations Assessment Goals

Right TOOLS Right ROADMAP Right PROCESS Right PEOPLE

R I G H T R E S U L T S
© 2005 Patrick L. Musto

Compelling Need

Right SUPPORT
System Support
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Compelling Need

Executive Overview CTQ Stakeholder Engagement

Organizational Alignment

GOALS

Vision

Strategic Planning

“Vision”

Executive Overview P-P-T Assessment

RECOMMENDATIONS

Assessment

Gap Analysis Metrics Inventory

Individual Process Goals, Objectives, Tasks, Metrics

“Where We Are Today”
Background Goals, Objectives Milestones

“Where We Want To Be”
RACI Communication Plan Deliverables Alignment Risks
73

Roadmap

KPI’s, Interdependencies Financials Vision

“How We’ll Get There”
July 2006

Program Contacts Quality Framework

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Interdependencies

Process Goal Process Objective

Deliverables
Action Identifier Inter-Dependency
PARALLEL INITIATIVES •People •Process •Technology
© 2005 Patrick L. Musto

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Program Management
• Responsibilities
– Organizational “Lessons Learned” – Team – Program Integrity
People on Team Communicati on Paths

2

1

3 6
15 30 45

3 15
105 435 990

• Communication
– Planning – Information Distribution – Performance Reporting

N(n-1)/2=paths
July 2006 Proprietary and Confidential to Patrick L. Musto Copyright 2006 75

Integrated Templates
Gap Analysis Process Diagram Process Detail Program Roadmap

© 2005 Patrick L. Musto

July 2006

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PROGRAM

Compelling Need

Vision

Training
Baseline Measures Available Reports Training Implement Strategies

Goals & Recommendations
Overview CTQ Assessment Metrics

Roadmap
Background Vision Alignment Goals, Deliverables RACI, Risks Communications

Project Management
ROI Program Mgt. Launch Integration CSF

Assessment “The Right Process”

Culture “The Right People”

Business Benefits

People
Process Technology Interdependencies Communications Financials

Drivers Set Direction Final Output Executive Support

Common Direction C&E BSC

Formulae Variables Data Calculation

Requirements Evidence Revised Calculation Corp. Hurdles Recommendations

Compelling Stories Summarize Visualize Value Ladder

ROI

Scope

Criteria

Alignment

Calculation

Proof

Analysis

Package

Launch “The Right Results”
Sell
© 2005 Patrick L. Musto

Governance

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Program “The Right Roadmap”

Business Case “The Right Support”

Overview Vision Stakeholder Strategy

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Thank You
These documents, courseware, illustrations, exercises examples, recommendations, templates and study guides contain proprietary information which is protected by copyright. All rights reserved. No part of this document may be photocopied, reproduced or translated to another language without the prior consent of Patrick L. Musto. This material is provided “as is.” No warranty of any kind is expressed or implied including fitness for purpose. Patrick L. Musto shall not be liable for content errors or for incidental or consequential damages including lost profits in connection with the use of this material.

Patrick L. Musto 952.239.7277
pmusto@charter.net
Process Architect, ITSM Consultant, Trainer Six Sigma Belt - ITIL Master - Member ASQ


				
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