Download - Itsm Maturity 2011
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April2011Preparedby:BrianNewcomb
ITSMProcessMaturityAssessment
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TABLEOFCONTENTSExecutiveSummary......................................................................................................................................................................................3
DetailedAssessmentResultsandRecommendations..................................................... ..................................................... ..........5
AdvisoryGroupSurveyResults(ExternalSurvey)....................................................................................................................7
ReadinessandAwareness(InternalAssessment).............................................. ..................................................... .................10
MaturityAssessmentResults(Internal).......................................................................................................................................13
DetailedProcessInformation.................................................................................................................................................................24
CommonProcessImprovementRecommendations...............................................................................................................24
IncidentManagement:CurrentProcessMaturity2.62..........................................................................................................24
ProblemManagement:CurrentProcessMaturity0.73..........................................................................................................24
ChangeManagement:CurrentProcessMaturity1.11............................................................................................................24
ConfigurationManagement:CurrentProcessmaturity0.37...............................................................................................24
ServiceDesk:CurrentMaturity2.45..............................................................................................................................................25 ServiceLevelManagement:CurrentMaturity1.29.................................................................................................................25
AvailabilityManagement:CurrentMaturity0.66.....................................................................................................................25
SecurityManagement:CurrentMaturity2.16............................................. ..................................................... ..........................26
ITServicecontinuityManagement:CurrentMaturity1.11.............................................. ....................................................26
OtherITILProcesses..................................................................................................................................................................................27
ReleaseManagement........................................................................................................................................................................27
ServicePortfolioManagement.....................................................................................................................................................27
ServiceCatalogmanagement........................................................................................................................................................27Demandmanagement......................................................................................................................................................................27
CapacityManagement......................................................................................................................................................................28
FinancialManagement.....................................................................................................................................................................28
SupplierManagement......................................................................................................................................................................28
TransitionPlanningandSupport................................................................................................................................................28
ServicevalidationandTesting.....................................................................................................................................................28
KnowledgeManagement.................................................................................................................................................................28
EvaluationManagement..................................................................................................................................................................29
RequestFulfillment...........................................................................................................................................................................29
Accessmanagement..........................................................................................................................................................................29
Eventmanagement............................................................................................................................................................................29
7-StepImprovementProcess........................................................................................................................................................30
References.......................................................................................................................................................................................................31
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EXECUTIVESUMMARY
FINDINGSANDRECOMMENDATIONS
A process maturity assessment was completed to determine a current maturity for many of the ITInfrastructureLibrary(ITIL)basedITServiceManagementprocesseswithintheOfficeoftheCIO(OCIO)at
The Ohio State University. The scores were based on a 0-5 scale as defined in ITILs ProcessMaturity
Framework(PMF).Thisframework,basedonconceptsdevelopedbytheSoftwareEngineeringInstituteat
Carnegie Mellon details levels ofmaturity byassigning the followingnumericvalues: 0-none, 1-Initial, 2-
Repeatable, 3-Defined, 4-Managed, 5-Optimized. Thesevaluesrepresent the levelto which theprocess is
executedinaconsistentandefficientmanorandarenotnecessarilyadirectmeasureofperformance.
Thefollowingresultswereobtained.
This assessment was performed at an executive level and serves and is compared against the identical
assessment from 2009 as part of an ongoing assessment and improvement effort within the IT Service
ManagementProgram.Ideally,anadditionalassessmentprocessshouldbeestablishedtoquerydeeperintotheorganization.
Whilethiswasaninternalreviewofprocessmaturity,membersoftheCIOAdvisoryCommunitycompleted
an external survey. Results from this survey were used to validate the findings of the review from an
externalperspective.Nocontradictionswerenotedwhenevaluatingthisdata.
2.16
1.11
2.45
2.62
1.11
0.73
1.29
0.66
0.37
2.40
1.65
1.43
1.23
0.95
0.79
0.75
0.70
0.60
0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00
Security
Continuity
ServiceDesk
Incident
Change
Problem
ServiceLevelMgt
Availability
Conig
Process
ProcessMaturityScore
2011
2009
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Significant increases in the maturity scores for Incident Management and the Service Desk are seen as
comparedwiththosetwoyearsago.WiththeexceptionofanincreaseinServiceLevelManagementdueto
significantprogresswiththeservicecatalog,theotherprocessesremainedrelativelyunchanged.
WiththeimprovementsmadeinreactiveprocessessuchasIncidentManagementandtheServiceDesk,focus
maynowbeturnedtoincreasingcontrolandproactiveefforts.Theassessmentindicatedthatsomeofthe
next priorities for improvement include change management and problem management. Configuration
management,whilenotatoppickfromtheaudienceassessedwillalsobeacriticalprocesstoimproveasthe
organizationlookstogaincontroloftheenvironmentandbecomemoreproactive.
Inaddition to thematurity assessment, an internal readiness and awareness assessmentwas performed.
Thisassessmentidentifiedanincreaseintrainingfromthepreviousassessment,aswellasimprovementsin
theuseofacommonvocabularybutleftplentyofroomforimprovement.Otherareaswithinthereadiness
assessmentwererelativelyunchangedfrom2009furtheridentifyingopportunitytobetterpromoteaculture
of customer focus and a service-based organization. Additional communication using multiple delivery
methods should be continued and combined with continued training, which provides the reasoning to
addresswhycertainprocessesarebeingdevelopedanddesignedacertainway.Training,alongwithother
communication and organizational change efforts, continues to be critical in a successful processimprovementprogram.
The IT Service Management Program provides a level of coordination and leadership to IT process
improvementefforts.Thisprogramwasestablishedfollowingthe2009assessmentandcontinuestowork
withtheorganizationsleadershiptoidentifypriorityopportunities,allocateresources,andprovidesupport
fortheadvancementofacustomerfocused,servicebasedorganization.
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DETAILEDASSESSMENTRESULTSANDRECOMMENDATIONS
2011 2009
Security 2.16 2.40
Continuity 1.11 1.65ServiceDesk 2.45 1.43
Incident 2.62 1.23
Change 1.11 0.95
Problem 0.73 0.79
ServiceLevelManagement 1.29 0.75
Availability 0.66 0.70
ConfigurationManagement 0.37 0.60
Anumberofprocesscontrolquestionswerepresentedtotheassessmentgroupmadeupofseniordirectors
anddirectorswithintheOfficeoftheCIO.Theparticipantswereaskedtosubmitaresponseof0-5foreach
question.Theseresponseswerethenaveragedtodetermineafinalvalueforeachprocess.
AnexternalfacingsurveywasalsoreleasedtotheCIOAdvisoryCommunity.Thissurveyhad19questions
andservedtovalidatetheresultsobtainedfromthisinternalassessmentbyensuringthatself-ratedanswers
werenotoverorunderstated.
Boththeinternalassessmentandtheexternalsurveyweredeliveredinthesamewayandwithidentical
questionsasthe2009assessment,whichservedastheinitialandbaselineassessmentfortheOCIO.
The2011assessmentresultedinmaturityscoresrangingfrom0.37(nearnon-existent)to2.62(between
repeatableandnearingdefined).ClearincreasesinmaturitywereseeninboththeIncidentManagement
processandtheServiceDeskfunction.Thisisconsistentwiththegoalsofveryspecificandhighprofile
improvementeffortsundertakenasaresultofthepreviousassessment.Anothernotedincreasewaswithin
ServiceLevelManagement.Whilethisprocessiscurrentlybeingimplemented,furtheranalysisshowsthat
theincreaseislargelyattributedtoasignificantincreaseintheonespecificquestionwithintheServiceLevel
Managementsectionoftheassessmentthataskedabouttheexistenceofaservicecatalog.Anothermajor
effortrecentlypublishedthefirstdefinitiveservicecatalogfortheOCIO,andthiswasreflectedinthe
assessment.
Theremainingprocessesdidnotchangesignificantly.WithfocusoverthelasttwoyearsonIncident
Management,ServiceCatalogManagement,andtheServiceDesk,otherprocessescontinuedtooperateasin
thepast.Someminordecreasesarealsonoted.Whilenotsignificant,itispossiblethatoperationalneeds
resultedinad-hoceffortsinadvanceofformalprocessimprovementthathaveintroducedadditional
inconsistency.ItisalsopossiblethatcurrentprocessstatesaremorevisibleandtheOCIOisraisingthebar
internallyleadingtoslightlytougherrating.
Reviewingtheresultsofthereadinessandawarenesssection,verylittlemovementwasnoted.Thissection
focusedontheoverallITServiceManagementconceptsincludingvaluecreation,aservicebasedculture,
servicelifecycle,andacustomerfocus.Thisobservationreinforcestheneedtoimproveawarenessand
culturechangeattheprogramlevel,andinadditiontoproject/processlevelcommunications.Continued
trainingwillalsoprovidesupportforthiseffort.Onthe2011assessment,allbutoneoftheaudience
surveyedwasabletorespondthattheyhadatleastITILfoundationstraining.Thisisanincreasefromthe
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2009assessmentand,giventhatthisassessmentiscompletedattheseniordirectoranddirectorlevel,
demonstratessupportandcommitmentfromtheorganizationsleadership.Continuingthistrainingatdeeper
levelsoftheorganizationwillsupportadvancingtheoverallconceptsofITServiceManagement.
Improvementeffortsoverthelasttwoyearshaveprovensuccessfulataprocesslevelforthetargetedareas.
Still, opportunity for continued growth in several other key process areas exists. The improvements in
IncidentManagementandtheServiceDeskprovideamoreeffectivewaytoreact.Totakethenextstepatan
operationallevel,effortsmustfocusonreducingtheamountofreactivework,providingbetterplanningand
controltotheorganizationandallowingresourcestoallocatemoretimetoproactiveactivities.
Lookingahead,theassessmentrevealedthatthenextmostimportantprocesstoimprovewasChange
ManagementfollowedclosebyProblemManagement.Theexternalsurveyvalidatedthisandalsoservedto
reflectontheimprovementsofIncidentManagement,whichwasthetopofthelistforthisquestiontwoyears
ago.Othersignificantareasofopportunitynotedintheexternalsurveyalignwithongoingimprovementsin
ServiceLevelManagementandRequestFulfillment.
OtherareasofpriorityincludeITServiceContinuityManagementandInformationSecurityManagement.
Effortsareunderwaytoimproveanumberofsecurityitemsandthecoordinationofeffortswithapplicable
ITSMprocessesandbestpracticeshouldcontinue.ITServiceContinuityManagementisstillassessedatan
initiallevelofmaturity.Infact,althoughaminimalchange,thisprocessisonethatshowedadecreasein
maturity.Cautionisadvisedindelayingpriorityofthisprocessimprovement.Unfortunately,thisprocess
usuallycallsforasignificantinvestmentwithnopromiseofreturn,andisoftenminimizedforthatreason.
Priorityshouldbeplacedonimprovementofthisprocessbeforeadisasterforcesemergencyprioritization.
An IT Service Management program was established following the 2009 assessment and services to
coordinate improvement efforts, manage implementation projects, and provide leadership to assist the
organizations adoption of consistent and efficient processes based on leading best practice. While the
organizationhascommittedtoseveralkeyinitiativesoutsideITServiceManagement,resourcesarealways
tightandtheprogrammustworkwiththeorganizationsleaderstoinvestresourcesinawaythatprovides
themostimprovementbalancedagainstotherkeycommitmentsanddaytodayoperation.Temptationtoinitiate IT process improvement outside the program should be avoided to avoid future rework and
additionalinconsistency.ThiswillallowthebestopportunityfortheOCIOtoadvanceasoneorganization
anddeliverthemostvaluetoTheOhioStateUniversity.
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ADVISORYGROUPSURVEYRESULTS(EXTERNALSURVEY)
0 10 20 30 40
2011
Always
Usually
Sometimes
Never
0 10 20 30 40
Iamadvisedofproposed
changesthataffectmyIT-
relatedservices.(ChangeMgt)
Expectationsforthe
performanceoftheservices
deliveredbytheIT
organizationareavailableto
me.(SLM)
Reviewsofmeasurement
aroundthedeliveryofIT
servicesareavailabletome.
(SLM)
IamabletomakeITservice
requestsfromasingle
location(onestopshopping)containingdetails,costs,etc.
fortherequest.(RF/Tools)
IknowwheneachITservice
isexpectedtobeavailable,or
Iknowwheretoindthat
information.(Availability
Mgt)
PeriodsofITservice
downtimeforregular
maintenanceareknownand
acceptable.(AvailabilityMgt/
SLM)
Thereisacommitmentwithin
theITmanagementteamand
otherITstafftoprotectthe
organization'sinformation.
(Security)
ITstaffmembersworkwith
mewhenchangestothe
securityofaservicemay
affectmyabilitytohandlethe
businessofmyarea.
Iamawareofsafeguardsin
placetoensurecontinuation
oftheservicesuponwhichmybusinessdepends.(Service
Continuity)
2009
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0 10 20 30 40
2011
Always
Usually
Sometimes
Never
0 10 20 30 40
WhenIreportanITissue,it
remainsopenuntilithas
beenconirmedbymethat
theissuehasbeenresolved
tomysatisfaction.(Incident
MyITissuesarehandledina
consistentmannereachtime
IcontacttheITorganization.
(IncidentMgt)
Staffwiththerequiredskills
areidentiiedandassigned
toworkwithmeto
investigateandanalyzemore
complexissues.(Incident
The"rootcause"ofmyIT
issueiscommunicatedtome.(ProblemMgt)
Wheninstructionstoresolve
myITissueisfound,Ihave
accesstothatinformation.
(ServiceDesk/Tools)
Ihaveanopportunitytoprovideinputintomajor
changestomyITservices.
(ChangeMgt)
Whenthereisanissuewith
anITservicethataffectsme,
theITstaffseemtoknow
whattoinvestigateto
resolvetheissue.(Conig
ThereisasingleareaIcan
contactforanyITissueImay
have.(ServiceDesk)
TheITServiceDeskstays
involvedwithmyissueuntil
Iamsatisiedwiththe
outcome.(ServiceDesk)
2009
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ExternalOpinionQuestion:
TheaspectofITServiceimprovementthatismostimportanttome,is:
35%
20%
32%
13%
2011
MyITserviceissuesare
consistentlyresolvedquickly
andeficiently.(IncidentMgt)
MyITserviceissuesare
preventedordon'treoccur.
(ProblemMgt)
Myproductivitydoesn't
decreaseduetosystemchanges.
(ChangeMgt)
IknowwhatITservicesareavailableandhowtogetthem.
(SLM/Availability)
47%
17%
23%
13%
2009
MyITserviceissuesare
consistentlyresolvedquickly
andeficiently.(IncidentMgt)
MyITserviceissuesare
preventedordon'treoccur.
(ProblemMgt)
Myproductivitydoesn't
decreaseduetosystemchanges.
(ChangeMgt)
IknowwhatITservicesare
availableandhowtogetthem.
(SLM/Availability)
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READINESSANDAWARENESS(INTERNALASSESSMENT)
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$ %"#
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MATURITYASSESSMENTRESULTS(INTERNAL)
0 1 2 3 4 5
TheOrganizationhasclearlydeined
processgoals,objectives,documented
policies,activitiesandproceduresfor
Clearrolesandresponsibilitiesforthe
IncidentManagementprocesshavebeen
identiied,deined,documentedand
ThedeinitionofanIncidentisclearly
understoodasdistinctandseparate
fromaProblem;thisdeinitionisapplied
Thereareclearpoliciesanddeinedand
consistentproceduresforloggingall
Incidents.Incidentsarecategorizedusinga
methodthatenablesmeaningful
reporting.
Ameasurementframeworkhasbeen
establishedforIncidentManagement
thatidentiies,measuresandreportson
AllIncidentsareassignedapriority
basedonimpactandurgency.
Thedeinitionofandprocedurefor
handlingaMajorIncidentbasedon
impactandurgencyisclearly
Customersareinformedofthestatusof
Incidentsthataffecttheminaconsistent
anddeinedmanner.
Incidentclosurepoliciesandprocedures
statethatIncidentclosurebeperformed
onlybytheServiceDeskandthatclosure
Proceduresareinplacetoassessthe
usersatisfactionlevelsrelatedtothe
resolutionoftheIncident.
ThereisasearchableKnowledge
Databasethatcontainswork-arounds,resolutions,andknown-errors,aswell
IncidentManagementexistsasa
standardizedandrepeatableprocess
acrossourorganization.
IncidentManagement
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0 1 2 3 4 5
TheOrganizationhasclearlydeined
processgoals,objectives,documentedpolicies,activitiesandproceduresfor
theProblemManagementprocess.A
Clearrolesandresponsibilitiesforthe
ProblemManagementProcesshave
beenidentiied,deined,documented
andappointed.
Thereisaprocedurebywhich
potentialproblemsareclassiiedin
termsofcategory,urgency,priority
andimpactandassignedfor
TheProblemManagementprocess
ownerundertakesproactiveproblemmanagement(lookingforpotential
areasoffailure,beforetheyoccur).
TheProblemManagementprocess
owneranalyzesincidentinformation
tolookforincidenttrends.
Problemrecordsincludecurrent
statusoftheprobleminvestigation,
categorizationoftheproblem,andany
changesinstatusfortheproblem.
ProblemManagementensures(followingaPostImplementation
Review)thatChangeshavebeen
successfullyimplementedbefore
AllProblemsandKnownErrorsare
linkedtoConigurationItemswhen
relevant.(PMtoSACM)
Ameasurementframeworkhasbeen
establishedforProblemManagement
thatidentiies,measuresandreports
onmetricsalignedtoKey
ProblemManagementexistsasa
standardizedandrepeatableprocess
acrossourorganization.
ProblemManagement
2011
2009
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0 1 2 3 4 5
TheOrganizationhasclearlydeined
processgoals,objectives,documented
policies,activitiesandproceduresforthe
ChangeManagementprocess.Ashared
repositoryofChangeManagement
Clearrolesandresponsibilitiesforthe
ChangeManagementProcesshavebeen
identiied,deined,documentedand
appointed.
AroleexistswithintheChange
Managementprocesswhichisresponsible
forthecoordinationofeachChangebeing
built,tested,implemented,thenreviewed
accordingtothespeciicationscontained
AChangeauthorizationmodeldeinesvariousChangecategories,andwhatlevel
ofauthorizationisrequiredforthedifferent
Changecategories.
AChangeAdvisoryBoard(CAB)existsasa
formalbodyresponsibleforreviewingand
authorizingChanges.
AnEmergencyCABtoreviewandauthorize
emergencyChangesexists.
AnITManagementBoardisresponsiblefor
reviewingandauthorizingChangesbearing
signiicantrisktothebusinessand/orthat
impactmultipleservicesororganizational
areas
Businessrepresentatives(fromnon-IT
areasoftheUniversity)areinvolvedwith
thereviewofmajorproposedchanges.
Changesareassessedforpotentialimpacts
toexistingservicesasdeinedinServiceLevelAgreements.(ChgtoSLM)
ChangeManagement
2011
2009
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0 1 2 3 4 5
Ameasurementframeworkhasbeen
establishedforChangeManagement
thatidentiies,measuresandreports
onmetricsalignedtoKey
ARequestforChangeisusedtorecord
andcontrolallinformationrelatedto
Changesandproposedchanges.
ThepriorityforasubmittedChange
Requestisdeterminedthroughthe
assessmentoftheChangeimpactand
urgency.
A"calendarofChange"is
communicatedtoallChange
stakeholders(whichincludesthe
ServiceDesk).
AllChanges(includingemergency
Changes)aretestedpriorto
implementation.
ThescopeofChangeManagement
includesChangestotheService
Portfolio,Changestoexistingservices,
impactstotheSecurityPlan,aswellas
ChangeManagementexistsasa
standardizedandrepeatableprocess
acrossourorganization.
ChangeManagementCont.
2011
2009
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0 1 2 3 4 5
TheOrganizationhasclearlydeined
processgoals,objectives,documentedpolicies,activitiesandproceduresfor
AServiceAssetandConiguration
Managementprocessownerwith
accountabilityfortheprocessacross
Clearrolesandresponsibilitiesforthe
ConigurationManagementProcess
havebeenidentiied,deined,
AllConigurationItems(CIs),
attributes,owners,andrelationships
arerecordedandmaintainedina
TheConigurationManagementDatabase(CMDB)providesalogical
modelofallserviceassetsusedin
ConigurationItems(CIs)containedin
theCMDBincludeservices,systems,
hardwareandsoftwarecomponents,
ThereisaDeinitiveSoftwareLibrary
andaDeinitiveHardwareStore
withintheorganization(physical
Ameasurementframeworkhasbeen
establishedforServiceAssetand
ConigurationManagementthatRegisteredConigurationItemsare
physicallyidentiiedthroughlabeling
accordingtoorganizationalpolicy
Ascheduledandregularlyoccurring
auditisusedtoverifytheaccuracyof
theConigurationManagement
TheConigurationManagement
Databaseauditincludesacomparison
ofConigurationItemsinthe
ServiceAssetandConiguration
Managementprovidesuptodateinformationaboutinfrastructureand
ConigurationManagementexistsasa
standardizedandrepeatableprocess
acrossourorganization.
Con=igurationManagement
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2009
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0 1 2 3 4 5
TheOrganizationhasclearlydeined
processgoals,objectives,documented
policies,activitiesandproceduresfortheServiceDeskfunction.
Clearrolesandresponsibilitiesforthe
ServiceDeskfunctionhavebeen
identiied,deined,documentedand
appointed.
ThereisaServiceDeskinplacewhichis
theknowncontactpointforallIT
inquiriesandproblems.
CallsrecordedbytheServiceDeskare
distinguishedasincident,requestfor
change,orservice(orinformation)
request.
TheServiceDeskensuresthattheend
usersareadvisedofupcomingexpected
servicechangesand/oroutages.
ReportsforserviceDeskmetrics,suchas
numbersofcallsreceived,typesofcalls,
etc.areeasilyaccessible.
Thereisausersatisfactionsurveysystem
inplace.
TheServiceDeskprovidestrending
informationandcustomersatisfaction
ratingreportstoManagement.
TheServiceDeskproactivelyadvises
usersofthestatusoftheircallswhen
certaintimelimitsarereached.
Thereisanescalationprocessinplacefor
callsthatcannotberesolvedatirstpoint
ofcontactwiththeServiceDesk.
Thereisaregular,reportedreviewof
ServiceDeskperformanceagainst
expectedKeyPerformanceIndicators
(KPIs)andCriticalSuccessFactors(CSFs).
ServiceDesk
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2009
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0 1 2 3 4 5
TheOrganizationhasclearlydeined
processgoals,objectives,documentedpolicies,activitiesandproceduresfor
theServiceLevelManagement
process.Asharedrepositoryof
ServiceLevelManagement
AServiceLevelManagementprocess
ownerwithaccountabilityforthe
processacrosstheorganizationhas
beenappointed.Theprocessowner
hastheauthoritytoensure
compliancetoandgovernanceofthe
Clearrolesandresponsibilitiesforthe
ServiceLevelManagementProcess
havebeenidentiied,deined,
documentedandappointed.
ServiceLevelAgreements(SLAs)--
whichdeinealltheservicesand
levelsofservicesprovidedbyITfor
thecustomers--existforallservices.
OperationalLevelAgreements(OLAs)
-whicharealignedwithrequirements
deinedintheSLAs--havebeen
documentedandagreedamong
individualproviderITgroupswithin
theorganization.
ServiceLevelAgreementsare
regularlyreviewedtoensuretheyare
currentandaligned--andre-
negotiatedwhenneeded--with
customerrequirements.
SupplierManagementexistsasaprocesstomanagecontractswith
externalsuppliers.
ServiceLevelManagement
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0 1 2 3 4 5
ThereisaServiceCatalogthat
describestheservicesofferedbytheITorganization.
Servicelevelsachievedbyall
operationalservicesaremonitored
andmeasuredagainsttargetswithin
SLAs,OLAs,andContracts.
Regularcommunicationsandreports
concerninglevelsofservicecontained
withinServiceLevelAgreements
occurwithITmanagement,the
ServiceDesk,andallinternal
Servicereviewmeetingsareheld
regularlywithcustomerstodiscuss
ServiceLevelachievementsandany
plansforimprovementsthatmaybe
required.
ServiceImprovementProgramsare
usedtoimprovethequalityofservices
andareinitiatedforservicesthatare
underperforming.
ServiceLevelAgreements,Operational
AgreementsandUnderpinning
ContractsarestoredinaDeinitive
DocumentLibraryandarecontrolled
asConigurationItemsinthe
ServiceLevelManagementexistsasa
standardizedandrepeatableprocess
acrossourorganization.
ServiceLevelManagementCont.
2011
2009
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0 1 2 3 4 5
TheOrganizationhasclearlydeined
processgoals,objectives,documented
policies,activitiesandproceduresfor
theAvailabilityManagementprocess.
AsharedrepositoryofAvailabilityAnAvailabilityManagementprocess
ownerwithaccountabilityforthe
processacrosstheorganizationhas
beenappointed.Theprocessowner
hastheauthoritytoensure
Clearrolesandresponsibilitiesforthe
AvailabilityManagementProcesshave
beenidentiied,deined,documented
andappointed.
TheAvailabilityManagementProcess
areaprovidesinformationtothe
ChangeManagementprocessarea
abouttheimpactofproposedchanges.
Thereareregularreviewsofcurrent
infrastructureagainstrequired
availability(KPIsandCSFs),witha
viewtooptimizingequipment
(loweringcost)whilemaintaining
Acceptedperiodsofservicedowntime
formaintenanceareknownand
acceptedbythecustomer/businessrepresentative.
Thereisanacceptedprocedurefor
investigatingreasonsforhigh
unavailability.
Trendanalysisiscarriedouton
availabilitydata,tohelpidentify
potentialfuturebottlenecks.
AvailabilityManagementexistsasa
standardizedandrepeatableprocess
acrossourorganization.
AvailabilityManagement
2011
2009
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0 1 2 3 4 5
TheOrganizationhasclearlydeined
processgoals,objectives,documentedpolicies,activitiesandproceduresfor
ASecurityManagementprocess
ownerwithaccountabilityforthe
processacrosstheorganizationhas
Clearrolesandresponsibilitiesforthe
SecurityManagementProcesshave
beenidentiied,deined,documented
Thereisaclearunderstandinginthe
organizationofwhoisresponsiblefor
ITsecurity.
ThereisacommitmentwithintheITmanagementteamandotherITstaff
toprotecttheorganization's
Therearephysicalbarriersinplace
preventingunauthorizedaccessto
criticalITequipment.
Therearepreventativesystemsin
placetoprotectagainstelectronic
attacks(e.g..Firewalls).
Thereareclearstepsinplacefor
handlingandreportinganysecurity
breaches.
Thecostofprovidingsecurityis
knownandbalancedagainstthevalue
oftheinformationbeingprotected.
Thereareproceduresinplaceto
ensurethatthesystemsprotectingthe
organizationareupdatedtothelatest
Thereareregularreviewswith
supplierstoensurethattheirsecurity
measuresareadequate.
Thereareregularreviewswith
clients/customerstoensurethatthe
ITsecuritymeasuresdonothamper
SecurityManagementexistsasa
standardizedandrepeatableprocess
acrossourorganization.
ITSecurityManagement
2011
2009
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0 1 2 3 4 5
TheOrganizationhasclearlydeined
processgoals,objectives,documented
policies,activitiesandproceduresfor
theContinuityManagementprocess.
AsharedrepositoryofContinuityAContinuityManagementprocess
ownerwithaccountabilityforthe
processacrosstheorganizationhas
beenappointed.Theprocessowner
hastheauthoritytoensure
Clearrolesandresponsibilitiesforthe
ContinuityManagementProcesshave
beenidentiied,deined,documented
andappointed.
ThereisaregularBusinessImpact
Analysis(BIA)thatreviewsthe
servicesusedbythebusinessandthe
impact(monetaryandnon-monetary)
iftheyarelost.
Thereisadocumentedandtested
recoveryplaninplacewhichis
understoodbytheserviceproviders
andcustomersforeachservice.
Regularbackupsofcriticaldataare
taken,tested,andthesebackupsarestoredsecurely.
Thecostofcontinuityplanningis
balancedagainstthevaluetothe
business.
Thereareregularreviews(including
testing)onperformanceofthis
processareaagainstdocumentedKey
PerformanceIndicators(KPI's).
ContinuityManagementexistsasa
standardizedandrepeatableprocess
acrossourorganization.
ITServiceContinuityManagement
2011
2009
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DETAILEDPROCESSINFORMATION
PROCESSDEFINITIONSANDRECOMMENDATIONS
COMMONPROCESSIMPROVEMENTRECOMMENDATIONS.
Toincreasetheconsistencyandefficiencyofanyprocess,thefollowingcommonactivitiesarerecommended.
Effortsshouldbemadetoapplythesetoanyprocessestablished.
Clearlydefineprocessgoals,objectives,documentedpolicies,andproceduresfortheprocess. DefineaprocessownerandestablishaRACIauthoritymatrixfortheprocess. Provideappropriatecommunicationandtrainingtostaffasapplicable. Maintainallprocessdocumentationinashared,communicatedlocation. Establishameasurementframeworkthatidentifies,measures,andreportsonmetricsalignedtoKey
PerformanceIndicators(KPIs)anddefinedCriticalSuccessFactors(CSFs)
INCIDENTMANAGEMENT:CURRENTPROCESSMATURITY2.62
TheprimaryobjectiveofincidentmanagementistoreturntheITservicetousersasquicklyaspossible.
Based on the results of the previous assessment, a major effort to improve Incident Management was
undertaken. Thisresultedin a formalprocess,new tooling,and provided thefoundation forfuture ITSM
efforts.
PROBLEMMANAGEMENT:CURRENTPROCESSMATURITY0.73
Theprimaryobjectiveofproblemmanagementistopreventincidentsfromhappeningandminimizeimpact
ofincidentsthatcannotbeprevented.
Recently,improvementeffortswereundertakingtodefinetheproblemmanagementprocessfortheOCIO.Process documentation and tooling are in place, however, resource constraints led to holdingoff on the
remainingworktorollouttheprocess.
Nextstepswhichleadtoamorematureproblemmanagementprocessinclude:
Provideawarenessandtrainingonthedocumentedprocess ImplementtheprocesswithintheOCIO
CHANGEMANAGEMENT:CURRENTPROCESSMATURITY1.11
Theprimarygoalofchangemanagementistoenablebeneficialchangestobemadewithminimumdisruption
toITservices.
Currently,amajoreffortisunderwaytoformallydefinethisprocessandimplementitacrosstheOCIO
CONFIGURATIONMANAGEMENT:CURRENTPROCESSMATURITY0.37
ConfigurationmanagementisincludedintheServiceAssetandConfigurationManagementprocessandis
responsibleformaintaininginformationaboutconfigurationitems(anycomponentthatneedstobemanaged
inordertodeliveraservice)andtheirrelationships.
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Theneed tobetter track assets and various levels of configuration item tracking continue toresult inan
extremelyinconsistent,inefficientsetofactivitiesacrosstheOCIO.Itislikelythatalevelofre-workwillbe
requiredwhenformalprocessisdefined.Theamountofreworkwillincreaseasadditionaltimepasseswith
thecurrentapproach.
Keyactivitieswhichwillleadtoamorematureconfigurationmanagementprocessinclude:
Definethelifecycleprocessforassetsfromprocurementtodisposal. Maintain a configuration management database with configuration items that include services,
systems,hardware,software,databases,documentationandsupportstaffroles.
EstablishdocumentationdefiningtherelationshipsofCIstobusinessprocessesandservicestothebusiness.
SchedulearegularaudittocompareconfigurationiteminformationintheorganizationtothedataintheCMDB.
SERVICEDESK:CURRENTMATURITY2.45
TheservicedeskservesasthecustomerssinglepointofcontactforallITservices.
Together with the Incident Management improvements, the service desk has been re-aligned under the
guidanceoftheCustomerExperienceorganizationwithin theOCIO. Theeffortsareclearin the increased
maturityscoreforthisarea.
Recommendationswhichwillleadtoanevenmorematureservicedeskinclude:
ContinuetoconsolidateusercontactpointswithintheOCIOforincreasedefficiency. Establish a consistent process for customer and user communications regarding any changes to
services.
SERVICELEVELMANAGEMENT:CURRENTMATURITY1.29
Theservice levelmanagement process involves agreementamong the customers and theprovidersof IT
servicesregardingthedefinitionandexpectationsoftheservice.
CurrenteffortsareunderwaytodocumenttheServiceLevelManagementprocessanddefineagreedservice
levelsforOCIOservices.
Keyactionstofollowonthecurrenteffortsinclude:
Continuedcommunicationandawareness.Thisprocessiskeyinadvancingtowardabusinessfocusandbeyondtheconstraintsofatechnologyfocus.
EstablishaprocesswherebyregularcommunicationsandreportsregardingSLAKPIsandCSFsoccurbothinternallyandwiththecustomers.
Establishaserviceimprovementprogramforunderperformingservices.AVAILABILITYMANAGEMENT:CURRENTMATURITY0.66
TheavailabilitymanagementprocessoptimizesthecapabilityoftheITInfrastructure,servicesandsupport
organizationtodeliveracosteffectiveandsustainedlevelofavailability.
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EstablishaprocessforavailabilitymanagementtoparticipateintheChangeManagementprocessbyprovidinginputabouttheimpactofproposedchanges.
Establishaprocedurefortheinvestigationofreasonsfortheunavailabilityofaservice. Establishamethodbywhichtrendanalysisiscarriedoutonavailabilitydatatoproactivelyidentify
potentialfutureserviceissues.
SECURITYMANAGEMENT:CURRENTMATURITY2.16
Thesecuritymanagementprocessensuresthatthesecurityaspectswithregardtoservicesandallservice
managementactivitiesareappropriatelymanagedandcontrolledinlinewithbusinessneedsandrisks.
Keyactionsthatwouldleadtoamorematuresecuritymanagementprocessinclude:
Ensureallappropriatesecurityrelatedpoliciesaredocumented,accessible,andcommunicated. Ensurepoliciesdefineanappropriatelevelofsecurityrelativetothetypeofdata,risk,andbusiness
requirements.
ImplementcontrolsspecifiedinISO27002 EstablishaformalInformationSecurityManagementSystem(ISMS)assuggestedinISO27001.
ITSERVICECONTINUITYMANAGEMENT:CURRENTMATURITY1.11
ITServiceContinuityManagement(ITSCM)supportstheoverallbusinesscontinuityplan(BCP)byensuring
that therequired IT technical and service facilities canbe resumed within required and agreedbusiness
timescales.
TheOCIOmaintainsemergencyplansbasedonuniversitybusinesscontinuityprogramrequirements,butno
formalservicebasedcontinuityprocessisdefinedorowned.
Theimportanceofthisprocessisoftenminimizeduntilitistoolate.
KeyactionsthatwouldleadtoamorematureITsecuritymanagementprocessinclude:
PerformregularBusinessImpactAnalysis(BIA)andriskanalysis. EnsurethatITservicecontinuityrecoveryplansaredefinedandtestedforeachservice. Ensurethecostofrecoveryplanningisbalancedagainstthevaluetotheuniversityandincludedin
theoverallcostmodeloftheservice.
ProvideinformationtoServiceLevelManagementtobettersetcustomersexpectationofservices.
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OTHERITILPROCESSESProcessesdefinedinITILthatwerenotformallyassessedarelistedbelow.Foreachofthese,recommended
actionsincludeallactivitiesnotedinthecommonactivitiesabove.Additionally,specificinformationisnoted
whenavailable.
RELEASEMANAGEMENTReleasemanagementistheprocessresponsibleforplanning,scheduling,andcontrollingthemovementof
releases to test and live environments. The primary objective is to ensure that the integrity of the live
environmentisprotectedandthatthecorrectcomponentsarereleased.
ReleaseManagementcurrentlyexistsacrosstheOCIOinmultiplelevelsofmaturity.Mostformally,thisprocess
existsaspartoftheSoftwareDevelopmentLifecycle(SDLC)withintheEnterpriseApplicationsorganizationand
the Configuration Management team within the Infrastructure organization. Opportunities to improve
consistencyandincreasematuritywilldevelopasaresultofimprovedperformanceofChangeManagement.
SERVICEPORTFOLIOMANAGEMENT
Service portfoliomanagement is a method for governing investments in servicemanagement across the
enterpriseandmanagingthemforvalue.Theserviceportfolioincludestheservicepipeline(newservices
beingdeveloped),theservicecatalog(servicescurrentlyofferedinoperation),andretiredservices(services
nolongeroffered).
KeycomponentsofTheServicePortfolioManagementprocesshavebeenimplementedwithsuccesswhilefuture
opportunitiesalsoexisttoprovideevenmorevaluetotheOCIO.Theservicecataloghasbeencreated.While
establishingthecatalog,visibilitytoservicesearlierinthelifecyclehavebeenrealized.VisibilityofOCIOservices
inoneplacealongwiththetotalcostofownershipeffortsofFinancialManagementhavealsoprovideddatafor
decisions regarding retirement of services. Future improvement opportunities for the Service Portfolio
Management process includedefinitionof formalownership anda defined approachtomakingthe strategic
decisionaboutwhetheraserviceshouldbeoffered.
SERVICECATALOGMANAGEMENT
ThegoalofServiceCatalogmanagementistoprovideasinglesourceofconsistentinformationonallofthe
agreedservicesandensurethatitiswidelyavailabletothosewhoareapprovedaccesstoit.
ServiceCatalogManagement isa formally recognized processwithintheOCIOwith anamedprocessowner.
Recentimprovementsestablisheda consistentdefinition fora Service andpresentedan official list ofOCIO
Servicesinawebaccessibleservicecatalog.ThevalueofthecatalogwillcontinuetogrowasdatafromService
LevelManagement becomes available and is published. While this process was not formally assessed, one
specific question within the Service LevelManagement section may provide some information of progress
movingfromanaverageresponseof0.69to2.65overthetwo-yearperiod.Seethetopofpage19ofthisreport.
DEMANDMANAGEMENT Activities of demand management are focused on understanding customer demand for services and the
provisionofcapacitytomeetthesedemands.Thisisstrategicallyaccomplishedbyanalysisofpatternsof
businessactivityanduserprofiles.
DemandManagementrequires supportingdata. Thisprocess offersopportunities as improvements continue
withrelationshipmanagement,definitionsofOCIOservicesintheServicesCatalogareformalized,andresulting
dataofotherprocessesbecomesavailable.
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CAPACITYMANAGEMENT
CapacitymanagementensuresthatthecapacityofITservicesandtheITInfrastructureisabletodeliverat
agreedservicelevelsinacosteffectiveandtimelymannerbyconsideringallresourcesrequiredtodeliverthe
service.
CapacityManagement presents a clear area of opportunity for the OCIO. As more reactive processes are
stabilized,resourcesandsupportingdatawillbecomeavailabletoinvestigatetheseopportunities.
FINANCIALMANAGEMENT
Financialmanagement,bothaprocessandafunction,isresponsibleformanagingandITserviceproviders
budgeting,accounting,andchargingrequirements.
FinancialManagementisaformallyrecognizedprocesswithintheOCIOwithanamedprocessowner.Recent
improvements provided a defined service based cost model and templates for calculation of total cost of
ownershipTCO.EffortscontinuetoproduceaTCOforeachOCIOservicethatwillsupportvalidationoffeesand
charges,budgets,andaccounting.
SUPPLIERMANAGEMENTSupplierManagementistheprocessresponsibleforensuringthatallcontractswithsupplierssupportthe
needsofthebusiness,andthatallsuppliersmeettheircontractualcommitments.
SupplierManagementisaformallyrecognizedprocesswithintheOCIOwithanamedprocessowner.Current
effortshaveprovidedmorevisibilityandimprovementsinendoftermcontractrenewals.Contractscustodians
havealsobeenassociatedwitheach contract to serveas aprimary contactwithintheOCIOatrenewaland
negotiations. Whileno specificsectionof theassessmentaddressedthisprocess,one specificquestion inthe
ServiceLevelManagementsectionfocusedonSupplierManagement(bottompage18).Theaverageresponse
for this question moved from a 0.63 to a 1.35. Further efforts may include increased communication of the
process,establishmentofa supplierscorecardandmore formallink fromsupplierstoOCIOservicesandservice
levels.
TRANSITIONPLANNINGANDSUPPORT
Transitionplanningandsupportistheprocessresponsibleforplanningallservicetransitionprocessesand
coordinatingtheresourcesthattheyrequire.
TheactivitiesofthisprocessalignwiththeOCIOsprojectmanagementmethodology.Improvementscontinueto
beimplementedunderformalleadershipofthePortfolioandProgramManagementOfficewithintheOCIO.
SERVICEVALIDATIONANDTESTING
Theservicevalidationandtestingprocess isresponsibleforvalidationand testingofa neworchangedIT
service by ensuring that the services matches its design specification and will meet the needs of the
university.
Activities from thisprocessarecurrentlybeing consideredwithin theSharedServicesGroupwithin theOCIOs
EnterpriseApplicationteam.Formalizationoftestingandqualityassuranceprocesseswithinthisgroupwill
inherentlyworktoimprovethisprocess.
KNOWLEDGEMANAGEMENT
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Knowledge management is responsible for gathering, analyzing, storing and sharing knowledge and
informationwithinanorganization.Theprimarypurposeistoincreaseefficiencybyreducingtheneedto
rediscoverknowledgeandmakingthatknowledgeavailabletoenablebetterbusinessdecisions.
TheOCIOhasastarttoKnowledgeManagementonanumberoffronts.Traditionally,theKnowledgeBaseused
bytheservicedeskhasbeenthekeycomponent,however,KnowledgeManagement,encompassesmuchmore.
Manyothersystemsinplace,includingServiceKnowledgeManagementSystem,recordnewdataeverydaythat
feedtheKnowledgeManagementprocess.
EVALUATIONMANAGEMENT
TheevaluationprocessassessesaneworchangedITservicetoensurethatriskshavebeenmanagedandto
help determinewhether toproceedwith the change. Itis alsoperforms comparisonsbetweenthe actual
outcomeandtheintendedoutcomeoronealternativewithanother.
At a high level, some of these activities are performed within the OCIO project management methodology.
FurthermaturingofthismethodologyalongwithimprovementsinChangeManagementandStrategy/Service
PortfolioManagementwillcontinuetorefinetheactivities.
REQUESTFULFILLMENT
Requestfulfillmentisfocusedonmanagingthelifecycleofservicerequestsmanagingtherequestfromstart
tofinish.Thisprocessisoftencloselyassociatedwiththeservicedesk.
RequestFulfillmentisanofficiallyrecognizedprocessintheOCIOwithanamedprocessowner.Improvementsin
RequestFulfillmenthavebeguninclosecoordinationwithIncidentManagement,ServiceCatalogManagement,
andServiceLevelManagement.Majorcustomervisibleimprovementwillberealizedwiththereleaseofa self-
servicerequestcatalogthatallowsuserstoorderorrequestitemsfromtheOCIOandtracktheirprogress.
ACCESSMANAGEMENT
TheaccessmanagementprocessisresponsibleforallowinguserstomakeuserofITservices,data,orother
assets.Accessmanagementhelpsprotecttheconfidentiality,Integrity,andavailabilityofassetsbyensuringonly authorizedusersareable toaccess ormodify theassets. Accessmanagement isoftenreferredto as
RightsmanagementorIdentitymanagement.
This process continues to mature as efforts within the Identity Management program define process and
implementnewtoolsformanagementofOSUidentities.
EVENTMANAGEMENT
The event management process is responsible for managing events (any change of state which has
significanceforthemanagementofaconfigurationitemorservicei.e.analertornotification)throughtheir
lifecycle.
Major activities of this process exist inmany areas of the OCIO including Infrastructure andSecurity. Thesystem/eventmonitoring taking place currently leverage many different technologies and are managed by
variousteams.Thereisaninconsistentlevelofcorrelationordefinition.Tomaketheseactivitiesevenmore
effective,andincreasematurityinthisprocess,eventsbeingmonitoredshouldbeformallydefinedalongwith
identificationofappropriateactionstobetriggeredbythoseevents.Theseeffortswillalsoindirectlyincrease
performance in Incident Management, Service Level Management, Capacity Management, Configuration
Management,andothers.
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7-STEPIMPROVEMENTPROCESS
The7-stepimprovementprocessdefinedinITILconsistsofastandard,continuousapproachtoimprovement
basedonthePlan,Do,Check,ActcycledescribedbyW.EdwardsDeming.The7stepsinclude:
1. Definewhatyoushouldmeasure.2. Definewhatyoucanmeasure.3. Gatherthedata.4. Processthedata.5. Analyzethedata.6. Presentingandusingtheinformation.7. Implementingcorrectiveaction.
After processes aredocumented and implementedas part of the IT ServiceManagement program, the 7-step
improvementprocessmaybeusedtomanageon-goingcontinualimprovementefforts.
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REFERENCESITGovernanceInstitute.(2007).ControlObjectivesforIT.RollingMeadows:ITGI.
OfficeofGovernmentandCommerce.(2007).ContinualServiceImprovement.London:TSO.
OfficeofGovernmentandCommerce.(2007).ServiceDesign.London:TSO.
OfficeofGovernmentandCommerce.(2007).ServiceOperation.London,UnitedKingdom:TSO.
OfficeofGovernmentandCommerce.(2007).ServiceStrategy.London:TSO.
OfficeofGovernmentandCommerce.(2007).ServiceTransition.London:TSO.
SoftwareEngineeringInstitute.(2009).CMMIforServices,Verson1.2.Pittsburgh:CarnegieMellonUniversity.