Service Transition- Processes

1Service Transition- ProcessesKnowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsThe CMDB is a set of one or more connected databases and information sources that provide a logical model of the IT infrastructure. It captures Configuration Items (CIs) and the relationships that exist between them.

The Definitive Media Library (DML) is defined as one or more locations in which the definitive and approved versions of all software CIs are securely stores.2Service Transition- ProcessesKnowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsTo ensure that standardized methods and procedures are used for controlled, efficient and prompt handling of all Changes, in order to minimize the impact of Change-related Incidents upon service quality, and consequently to improve the day-to-day operations of the organization.Change Management acts as the greatest contributor to the CMDB, as Changes to CMDB must be assessed and authorized by Change Management first.The objective of Change Management process is to ensure that changes are recorded and then:EvaluatedAuthorizedPrioritizePlannedTestedImplementedDocumentedAnd reviewed in controlled manner.

3Service Transition- ProcessesKnowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsThe CM process should be designed and planned in conjunction with Release and Deployment and Service Asset Configuration Management (SACM) process.This helps service provider evaluate the impact of change on current and planned services and release.Request for Change (RFC):It is a formal communication seeking an alteration to one or more configuration items.Change Models : Defines how various categories of changes are assessed & authorized, with different mechanisms and activities used to process and deliver changes based on the change type.Service Change: A service change is a change to an existing service or the introduction of the new service. Service Transition- Processes4Knowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic Concepts

Service Transition- Processes5Knowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsThe 7Rs of Change Management:When assessing Changes, it is important to have answers to the following seven questions:

Who RAISED the change? What is the REASON for the change? What is the RETURN required from the change? What are the RISKS involved in the change? What RESOURCES are required to deliver the change? Who is RESPONSIBLE for the build, test and implementation of the change? What is the RELATIONSHIP between this change and other changes?

Service Transition- Processes6Knowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsRolesScopeProcess ActivitiesThe scope of CM process covers changes to baseline Services Assets and CIs across the entire Service Life cycle. Managed IT servicesManage the BusinessManage Business processesManage Business OperationsExternal operationsManage external servicesManage the suppliers businessService portfolioService Operation6Service Transition- Processes7Knowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsRolesScopeProcess ActivitiesThe CM process activities include:Planning and controlling changes.Change and release scheduling.Communication.Change decision making and change authorization.Ensuring there are remediation plans.Measurement and control.Management reporting.Understanding the impact of change.Continual improvement.

Service Transition- Processes8Knowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsRolesScopeProcess ActivitiesCreate RFCRecord the RFCReview RFCAsses and Evaluate changeAuthorize changePlan updatesCoordinate change implementationReview and close change recordAuthorize change proposalUpdate Change and Configuration Information in CMSInitiatorRequestedChange ManagementReady for evaluationReady for changeChange AuthorityAuthorizeChange ManagementScheduledChange ManagementImplementedEvaluation ReportService Transition- Processes9Knowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsRolesScopeProcess ActivitiesCM should briefly consider each request and filter out any that seem to be:Totally impractical .Repeats of earlier RFCs that have been accepted, reject and still under considerationIncomplete submission

The change should be assigned a category and priority.Priority is made up of impact and urgency.

RequestFilter

Service Transition- Processes10Knowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsRolesScopeProcess ActivitiesFormal authorization is obtained for each change from a change authority that may be a role, person or a group of people.The level of authority varies according to the role.Business Executive BoardIT management boardCAB or Emergency CABLocal authorizationStandard ChangeChange that impacts only a local or service group Change impacts multiple services or organizational divisionsHigh cost/risk Change requires decision from executiveChange AuthorityExample of configuration level impactedLevel 1Level2Level 3Level 4Communications escalations for RFC, risks and issuesCommunications decision and actionsService Transition- Processes11Knowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsRolesScopeProcess ActivitiesAuthorized Changes:

Should be passed to the appropriate technical group.CM is responsible for ensuring that changes are implemented as scheduled. Should include back out and recovery procedures (along with documented authorities to invoke) for each authorize change, so that if error occurs during or after implementation, these procedures can be quickly activated with minimum impact on service quality.Change is reviewed:

On completion of change, results should be reported for evaluation. For major changes, there will be more customers and shareholders. To include any Incidents arising as a result of the change.

Post Implementation Review:

To confirm that the changes has met its objectives.That the initiator and stakeholders are satisfied with the results.That there have been no unexpected side-effects.

Service Transition- Processes12Knowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsRolesScopeProcess ActivitiesService Transition- Processes13Knowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsRolesScopeProcess Activities

Service Transition- Processes14Knowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsTo deploy new releases into production, transition support to service operation, and enable its effective use in order to deliver value to the customer.To ensure that there are clear and comprehensive release and deployment plans that enables the customers and business change projects to align there activities with the plans.To ensure that a release package can be built, installed, tested and deployed efficiently to a deployment group or a target environment successfully and on schedule.

Service Transition- Processes15Knowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsA Release Unit describes the portion of a service of IT infrastructure that is normally released together according to the organizations release policy. The unit may vary depending on type(s) or item(s) of service asset or service component such as hardware or software.

Service Transition- Processes16Knowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsA Release Package may be a single release unit or a structured set of release units, including the associated user or support documentation that is required.

Service Transition- Processes17Knowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsOptions for the deployment of Releases:BIG BANG APPROACH:The new or changed service is deployed to all user areas in one operation. This will often be used when introducing an application change and consistency of service across the organization is considered important. The negative aspect of the Big Bang approach is that it increases the risk and impact of a failed Release.PHASED APPROACH:The service is deployed to a part of the user base initially, and then this operation is repeated for subsequent parts of the user base via a scheduled rollout plan.versus

Service Transition- Processes18Knowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsOptions for the deployment of Releases:PULL APPROACH:Used for software releases where the software is made available in a central location but users are free to pull the software down to their own location at a time of their choosing or when a workstation restarts.PUSH APPROACH:Is used where the service component is deployed from the centre and pushed out to the target locations.versus

Service Transition- Processes19Knowledge ManagementService Asset and Configuration ManagementChange ManagementRelease and Deployment ManagementObjectivesBasic ConceptsOptions for the deployment of Releases:AUTOMATED APPROACH:The use of technology to automate Releases. This helps to ensure repeatability and consistency. The time required to provide a well designed and efficient automated mechanism may not always be available or viable.MANUAL APPROACH:Using manual activities to distribute a Release. It is important to monitor and measure the impact of many repeated manual activities as they are likely to be inefficient and error prone.versusSERVICE OPERATION20THE SERVICE LIFECYCLE21Service StrategyService DesignService TransitionContinual Service ImprovementIT Budget Patterns of Business ActivityService Portfolio InformationIT Operation ManagementTechnical ManagementService DeskApplication ManagementIncident ManagementRequest FulfillmentEvent ManagementProblem ManagementAccess ManagementService OperationService Operation FunctionsService Operation ProcessSKMSSuccessful ChangeRelease PackagesInfrastructure Changes

Service Improvement Plans

Service CatalogueSLAs. OLAs, UCsAvailability MetricsCapacity Plan Information Security Measures

Service Design PackageIntroductionService Operation:Provide guidance on achieving effective and efficient delivery and support of the services.Ensures value for customers and service providers.Realizes strategic objectives through service operations, making it critical capabilities.Maintains the status quo, adapting to the changing business and technological environments

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Purpose of Service Operation23The main purpose of Service Operation is to co-ordinate and perform the activities and processes necessary to:Deliver services at agreed levels to business users and customers in order to manage the services.Continuously manage the technology used to deliver and support the services. Service Operation- Processes and FunctionsIncident ManagementEvent ManagementProblem ManagementRequest FulfillmentAccess Management

Service DeskTechnical ManagementIT Operations ManagementApplication Management

24ProcessesFunctionsService Operation- Processes25Incident ManagementEvent ManagementObjectivesBasic ConceptsProblem ManagementRequest FulfillmentAccess ManagementRestore normal service operation as quickly as possibleMinimize the adverse impact on business operationsEnsure that the best possible levels of service quality and availability are maintained.Normal service operation is defined here as service operation within SLA limits.ScopeProcess ActivitiesRolesRolesService Operation- Processes26Incident ManagementEvent ManagementObjectivesBasic ConceptsProblem ManagementRequest FulfillmentAccess ManagementScopeProcess ActivitiesImpact is a measure of the effect of an Incident, Problem, or a Change on a business process. Priority is a category used to identify a relative importance of an Incident, a Problem, or a Change.Priority is used to identified the required for actions to be taken.

Urgency is a measure of how long it will be until an Incident, a Problem or a Change has a significant impact on the business. HighMedLowHigh123Med234Low345UrgencyImpactPriorityService Operation- Processes27Incident ManagementEvent ManagementObjectivesBasic ConceptsProblem ManagementRequest FulfillmentAccess ManagementScopeProcess ActivitiesAn Incident is an unplanned interruption to or a reduction in the quality of an IT service. Anything that could effect the IT service in the future also categorized as an Incident.Escalation is an activity that obtain additional resources, when needed, to meet services level targets or customer expectation. Escalation are of two types:Functional Escalation: Based on knowledge or expertise, also known as Horizontal Escalation.Hierarchal Escalation: For corrective actions by authorized line management, also known as Vertical Escalation. When resolution of an incident will not be in time or satisfactory

FunctionalHierarchal

RolesService Operation- Processes28Incident ManagementEvent ManagementProblem ManagementRequest FulfillmentAccess ManagementObjectivesBasic ConceptsScopeProcess ActivitiesIncident Management includes any event which disrupts, or which could disrupt, a service.This includes events which are communicated directly by users, either through the Service Desk or through an interface from Event Management to Incident Management tools.Both Incidents and Service Requests are reported to the Service Desk, this does not mean that they are the same.Service requests are dealt with by the Request Fulfillment process.RolesIncident Management- Process Activities29From Event ManagementFrom Web InterfaceUser Phone CallEmail Technical StaffIncident IdentificationIncident LoggingService RequestTo Request FulfillmentIncident PrioritizationMajor Incident ProcedureFunctional Escalation 2/3 LevelHierarchic Escalation Needed?Investigation & DiagnosisManagement EscalationIncident CategorizationMajor IncidentInitial DiagnosisFunctional Escalation Needed?Resolution & RecoveryIncident ClosureEndYesNoYesNoYesService Operation- Processes30Incident ManagementEvent ManagementProblem ManagementRequest FulfillmentAccess ManagementObjectivesBasic ConceptsScopeProcess ActivitiesRolesService Operation- Processes31Incident ManagementEvent ManagementProblem ManagementRequest FulfillmentAccess ManagementObjectivesBasic ConceptsScopeProcess ActivitiesRolesService Operation- Processes32Incident ManagementEvent ManagementObjectivesBasic ConceptsProblem ManagementRequest FulfillmentAccess ManagementTo provide the capability to detect events, make sense of them and determine if the appropriate control action has been provided.If these events are programmed to communicate operational information as well, they can be use as a basis for automating routine Operation Management activities as part of operational monitoring and control.Service Operation- Processes33Incident ManagementEvent ManagementObjectivesBasic ConceptsProblem ManagementRequest FulfillmentAccess ManagementAn Event can be defined as a change of state that has significance for Management of Configuration Item (including IT Services).

This can be detected by technical staff or be automated alerts or notifications created by CI monitoring tools.An Alert is a warning that a threshold has been reached, a changed has occurred, or a failure has occurred.

Alerts are mainly created and managed by System Management tools and Event Management process.

Service Operation- Processes34Incident ManagementEvent ManagementObjectivesBasic ConceptsProblem ManagementRequest FulfillmentAccess ManagementEM assist in identifying what constitutes normal versus unusual operations versus an exception, oftentimes generating Event Notifications.There are many different types of events, for example:

Events that signify regular operation (e.g. A scheduled backup occurred successfully) Events that signify an exception (e.g. A scheduled backup failed) Events that signify unusual but not exceptional operation. These are an indication that thesituation may require closer monitoring (e.g. No backup initiated within last 72 hours)

Service Operation- Processes35Incident ManagementEvent ManagementObjectivesBasic ConceptsProblem ManagementRequest FulfillmentAccess ManagementThe main objective of the Request Fulfillment process is deal with the service requests from users. Providing information to users and customers about the availability of services and the procedure for obtaining them Providing a channel for users to request and receive standard services.Assisting with general information, complaints and comments.Sourcing and delivering the components of requested standard services.

Service Operation- Processes36Incident ManagementEvent ManagementObjectivesBasic ConceptsProblem ManagementRequest FulfillmentAccess ManagementService Request is a request normally generated by user asking for information, advice, or a standard change.Usually, a service request is handled by a Service Desk and does not require Request for Change. Some examples are reset of password or to provide standard IT services for new user.Request models are defined to deal with service requests that occurs frequently and required consistent handling to meet agreed service levels. Service Operation- Processes37Incident ManagementEvent ManagementObjectivesBasic ConceptsProblem ManagementRequest FulfillmentAccess ManagementTo prevent problems and resulting incidents from happening.To eliminate recurring incidents.To minimize the impact of incidents that cannot be prevented.Service Operation- Processes38Incident ManagementEvent ManagementObjectivesBasic ConceptsProblem ManagementRequest FulfillmentAccess ManagementProblem: Unknown underlying cause of one or more Incidents

Known Error: Known underlying cause. Successful diagnosis of the root cause of a Problem, and workaround or permanent solution has been identifiedKEDB: Known Error Database, where Known Errors and their documented workarounds are maintained. This database is owned by Problem Management.Workaround: The pre-defined and documented technique in which to restore functionality to the user with the required functionality. A workaround is NOT a permanent (structural) solution, and only addresses the symptoms of errors. These workarounds are stored in the KEDB (or Service Knowledge Management System).Problem Management- Process Activities39Service DeskEvent ManagementIncident ManagementProactive Problem ManagementSuppliers/ContractorProblem DetectionProblem LoggingCategorizationPrioritizationInvestigation & DiagnosisCMSWorkaround?Create Known Error RecordKnown Error DatabaseChange Needed?Change ManagementYesResolutionNoClosureMajor Problem?YesMajor Problem ReviewEndNoService Operation- Processes40Incident ManagementEvent ManagementObjectivesBasic ConceptsProblem ManagementRequest FulfillmentAccess ManagementRoles

Service Operation- Processes41Incident ManagementEvent ManagementObjectivesBasic ConceptsProblem ManagementRequest FulfillmentAccess ManagementAccess Management is the process of granting authorized users the right to use a service, while preventing access to non-authorized users.Granting authorized users the access to their Required services

Ensure that the access provided is of Right level

Access management derives guidance from Information Security Management

Service Operation- Processes42Incident ManagementEvent ManagementObjectivesBasic ConceptsProblem ManagementRequest FulfillmentAccess ManagementAccess: Level & Extent of functionality that users can enjoy.

Identity: Unique Information about the user which confirms his status within the organization.

Rights: Actual settings which ensure that users get the required access.

Service & Service Groups: Set of services to which users can get the access in one go.

Directory Services: A specific type of tool to help manage the Access or Rights..

Service Operation- Functions43Service DeskTechnical ManagementIT Operations ManagementApplication ManagementObjectives

Organizational Structure

To support the agreed IT service provision by ensuring the accessibility and availability of the IT organization and by performing various supporting activities. Service Operation- Functions44Service DeskTechnical ManagementIT Operations ManagementApplication ManagementObjectives

Organizational Structure

USERUSERUSERUSER

Technical ManagementApplication ManagementIT Operations Management3rd Party SupportRequest FulfillmentThe Service Desk is co-located within or physically close to user premises.Local Service DeskService Operation- Functions45Service DeskTechnical ManagementIT Operations ManagementApplication ManagementObjectives

Organizational Structure

Centralized Service DeskA centralized Service Desk serves multiple user groups from different physical locations.Service Operation- Functions46Service DeskTechnical ManagementIT Operations ManagementApplication ManagementObjectives

Organizational Structure

Virtual Service DeskA Service Desk that has no physical structure, but instead relies on technology to coordinate call resolution across disparate Service Desk staff and to provide a centralized Knowledgebase.Service Operation- Functions47Service DeskTechnical ManagementIT Operations ManagementApplication ManagementObjectives

Organizational Structure

Follow the Sun Model

Utilizing multiple Service Desks across different time-zones in order to provide 24x7 availability of the Service Desk. Typically there will still be a centrally managed Knowledgebase to enhance the quality of support delivered.

Service Operation- Functions48Service DeskTechnical ManagementIT Operations ManagementApplication ManagementRoleObjectives

Provides the detailed technical skills and resources needed to support the ongoing operation of the IT infrastructure.Plays an important role in design, testing, release and improvement of IT services.the Technical Management (TM) departments are also responsible for the daily operation of a subset of the IT Infrastructure.

Service Operation- Functions49Service DeskTechnical ManagementIT Operations ManagementApplication ManagementRoleObjectives

To help plan, implement and maintain a stable technical infrastructure to support the organizations business processes through:Well designed and highly resilient, cost effective topology.The use of adequate technical skills to maintain the technical infrastructure in optimum condition.Swift use of technical skills to speedily diagnose and resolve any technical failures that do occur.

Service Operation- Functions50Service DeskTechnical ManagementIT Operations ManagementApplication ManagementRoleObjectives

Is responsible for daily operational activities needed to manage IT infrastructure.

Is performed according to the performance standards define during the Service Design.Consists of two sub functions that are unique and generally formal organizational structure:

IT Operations ControlFacilities Management

Service Operation- Functions51Service DeskTechnical ManagementIT Operations ManagementApplication ManagementRoleObjectives

IT Operations Control

Generally staffed by shifts of operators and ensures that routine operational tasks are carried out. Also provides centralized monitoring and control activities, usually using an Operations Bridge or Network Operations Centre. Event Management is a process carried out by IT Operations Control.Facilities Management

Management of the physical IT environment, usually data centers or computer rooms. In some organizations many physical components have been outsourced and Facilities Management may include the management of the outsourcing contracts.

Service Operation- Functions52Service DeskTechnical ManagementIT Operations ManagementApplication ManagementRoleObjectives

The maintenance of status quo to achieve the stability of organizations day-to-day processes and activities. Regular scrutiny and improvements to achieve improved service at reduce costs while maintaining stability.Applications of operational skills to quickly diagnose or resolve any IT operations failures that occurs. The objectives of IT Operations Management includes:Service Operation- Functions53Service DeskTechnical ManagementIT Operations ManagementApplication ManagementRoleObjectives

The Application Management processes the necessary technical know-how for controlling and monitoring the applications. Application Management also supplies the necessary resources for supporting the ITSM lifecycle.Supports and maintains operational applications. Plays an important role in design, testing and improvement of applications that form part of IT Services.Service Operation- Functions54Service DeskTechnical ManagementIT Operations ManagementApplication ManagementRoleObjectives

Support the organizations business processes by helping to identify functional and manageability requirements for application software.Assisting in the decision whether to build or buy an application.Assist in the design and deployment of those applications and provide ongoing support and improvement of those applications;The objectives of Application Management are to:CONTINUAL SERVICE IMPROVEMENT55THE SERVICE LIFECYCLE56Service StrategyService DesignService TransitionContinual Service ImprovementService & Process ImprovementIT Budget Patterns of Business ActivityService Portfolio InformationService Design PackageService CatalogueSLA. OLA, UCsAvailability, Capacity Information Security

Service Knowledge Management SystemSuccessful ChangeTesting & Validation Results

IT Operation ManagementTechnical ManagementService DeskApplication ManagementIncident ManagementRequest FulfillmentEvent ManagementProblem ManagementAccess ManagementService OperationService Operation FunctionsService Operation ProcessCMDBContinual Service Improvement in Service Lifecycle57

The success of CSI depends on how to identifying and using improvement opportunities throughout the entire Lifecycle.

Continual Service Improvement58The PurposeThe Objectives

To align IT Services with changing business needs.Identify and implement improvements to the IT Services that supports business process.Review, analyze and make recommendations on improvements opportunities in each Lifecycle phase.Review and analyze Service Level achievements.Improve:IT service qualityThe efficiency and effectiveness of enabling ITSM processes.The cost-effectiveness of delivering IT services.

Binds all the other elements of the Service Lifecycle together and ensures that both the services and the capabilities for providing them continually improves and matures.The Measure

Continual Service Improvement59The PurposeObjectives

The Measure

You cannot measure what you cannot control.

You cannot control what you cannot measure.You cannot measure what you cannot define.

Continual Service Improvement-The Deming Cycle60

The Deming CycleContinual Service Improvement-The Deming Cycle61

InputsContinual Service ImprovementManagement ResponsibilitiesCSIImplement CSIMonitor, Measure and Review CSIModify CSIOutputsContinual Service Improvement Model62How do we keep the momentum going?What is the Vision?Where are we now?Where do we want to be?How do we get there?Did we get there?Business, Vision, Mission , Goals and objectives.Baseline AssessmentMeasureable TargetService and Process ImprovementMeasurement and MetricsContinual Service Improvement Model63Business ValueBaselinesBalanced ScorecardMetrics & MeasurementsRole of MeasurementReason to Measure

These four factors monitor and measure business value

Strategic Vision

Target and Metrics

Changes and Corrective ActionsCorrective Actions

IT PerformanceFactual EvidenceOrganizations Management FrameworkContinual Service Improvement Model64Business ValueBaselinesBalanced ScorecardMetrics & MeasurementsRole of MeasurementReason to Measure

Why do we need to measure?

ValidateDirectJustifyInterveneContinual Service Improvement Model65Business ValueBaselinesBalanced ScorecardMetrics & MeasurementsEstablish baseline as makers or starting pointsFor later comparisonAs initial data points to determine if service needs to be improved.Baseline:Needs to be documentedHave to be at:Strategic LevelTactical LevelOperational LevelContinual Service Improvement Model66Business ValueBaselinesBalanced ScorecardMetrics & MeasurementsGives the overview of the health of the organizations on four main areas: Customer, Financial, Internal and Knowledge.The Balance Scorecard is the presentation and final result of various level of metrics and measurement.

Continual Service Improvement Model67Business ValueBaselinesBalanced ScorecardMetrics & MeasurementsThere are 3 types of metrics that an organization will need to collect to support CSI activities as well as other process activities:Technology Metrics: Often associated with component and application-based metrics such as performance, availability etc.Process Metrics: Captured in the form of KPIs and activity metrics for the service management processes which determine the overall health of a process.Service Metrics: The results of the end-to-end service. Component metrics are used to calculate the service metrics. The Service Level Manager(s) and Service Owners are responsible for defining appropriate service metrics.CSI-7 Steps Improvement Process68GOALThe CSI Manager is responsible for the success of all improvement activities.The Service owner is accountable for a specific services within the organization, regardless of where the underpinning technology components, processes or professional capabilities resides.The Service Manager is an important role that manages the development, implementation, evaluation and ongoing management of new and existing product and services. 1.Define What You should Measure2. Define What You can Measure3. Gather the Data4. Process the Data5. Analyze the Data6. Present and Use the Information7. Implement Corrective ActionsIdentify Vision & Strategy