WO2001008037A2 - Systeme, procede et article de fabrication destines a determiner des niveaux de capacite d'operations pour des besoins d'evaluation d'operation dans une recherche de maturite operationnelle - Google Patents

Systeme, procede et article de fabrication destines a determiner des niveaux de capacite d'operations pour des besoins d'evaluation d'operation dans une recherche de maturite operationnelle Download PDF

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Publication number
WO2001008037A2
WO2001008037A2 PCT/US2000/020353 US0020353W WO0108037A2 WO 2001008037 A2 WO2001008037 A2 WO 2001008037A2 US 0020353 W US0020353 W US 0020353W WO 0108037 A2 WO0108037 A2 WO 0108037A2
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capability
level
management
assessment
attributes
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PCT/US2000/020353
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English (en)
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WO2001008037A3 (fr
Inventor
Nancy S. Greenberg
Colleen R. Winn
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Accenture Llp
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Priority to AU62384/00A priority Critical patent/AU6238400A/en
Publication of WO2001008037A2 publication Critical patent/WO2001008037A2/fr
Publication of WO2001008037A3 publication Critical patent/WO2001008037A3/fr

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    • G—PHYSICS
    • G06—COMPUTING; CALCULATING OR COUNTING
    • G06Q—INFORMATION AND COMMUNICATION TECHNOLOGY [ICT] SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES; SYSTEMS OR METHODS SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES, NOT OTHERWISE PROVIDED FOR
    • G06Q10/00—Administration; Management
    • G06Q10/10—Office automation; Time management

Definitions

  • the present invention relates to IT operations organizations and more particularly to evaluating a maturity of an operations organization by determining capability levels of process areas.
  • frameworks and gap analysis have been used to capture the best practices of IT management and to determine areas of improvement. While the frameworks and gap analysis are intended to capture weaknesses in processes that are observable, it does not provide data with sufficient objectivity and granularity upon which a comprehensive improvement plan can be built.
  • a system, method, and article of manufacture consistent with the principles of the present invention are provided for determining capability levels of a process area as a part of an operational maturity investigation.
  • a plurality of process attributes are first defined along with a plurality of generic practices for each of the process attributes. Also defined are a plurality of capability levels in terms of groups of the process attributes. Each of the process attributes are then rated based on achievement of the corresponding generic practices. It is then determined which of the capability levels is achieved by a process area. Such determination is based on the rating of the process attributes of the capability levels. Thereafter, the capability level is outputted for gauging a maturity of an operations organization.
  • the capability levels may each be achieved upon the ratings of the process attributes of the capability level surpassing a predetermined amount.
  • each capability level may be defined by the process attributes of a lower capability level and further defined by at least one more process attribute.
  • the process attributes may include process performance, performance management, work product management, process definition, process resource, process measurement, process control, continuous improvement, and/or process change.
  • the capability levels may include performed informally, planned and tracked, well defined, quantitatively controlled, and/or continuously improving.
  • the present invention provides a basis for organizations to gauge performance, and assists in planning and tracking improvements to the operations environment.
  • the present invention further affords a basis for defining an objective improvement strategy in line with an organization's needs, priorities, and resource availability.
  • the present invention also provides a method for determining the overall operational maturity of an organization based on the capability levels of its processes.
  • the present invention can thus be used by organizations in a variety of contexts.
  • An organization can use the present invention to assess and improve its processes.
  • An organization can further use the present invention to assess the capability of suppliers in meeting their commitments, and hence better manage the risk associated with outsourcing and sub-contract management.
  • the present invention may be used to focus on an entire IT organization, on a single functional area such as service management, or on a single process area such as a service desk.
  • Figure 1 is a schematic diagram of a hardware implementation of one embodiment of the present invention.
  • Figure 2 is a flowchart illustrating generally the steps associated with the present invention
  • Figure 3 is an illustration showing the relationships of the process category, process area, and base practices of the operations environment dimension in accordance with one embodiment of the present invention
  • Figure 4 is an illustration showing a measure of each process area to the capability levels according to one embodiment of the present invention.
  • Figure 5 is an illustration showing various determinants of operational maturity in accordance with one embodiment of the present invention.
  • Figure 6 is an illustration showing an overview of the operational maturity model
  • Figure 7 is an illustration showing a relationship of capability levels, process attributes, and generic practices in accordance with one embodiment of the present invention.
  • Figure 8 is an illustration showing a capability rating of various attributes in accordance with one embodiment of the present invention.
  • Figure 9 is an illustration showing a mapping of attribute ratings to the process capability levels determination in accordance with one embodiment of the present invention.
  • Figure 10 is an illustration showing assessment roles and responsibilities in accordance with one embodiment of the present invention
  • Figure 11 is an illustration showing the process area rating in accordance with one embodiment of the present invention.
  • the present invention comprises a collection of best practices, both from a technical and management perspective.
  • the collection of best practices is a set of processes that are fundamental to a good operations environment.
  • the present invention provides a definition of an "ideal” operations environment, and also acts as a road map towards achieving the "ideal" state.
  • Figure 1 is a schematic diagram of one possible hardware implementation by which the present invention may be carried out. As shown, the present invention may be practiced in the context of a personal computer such as an IBM compatible personal computer, Apple Macintosh computer or UNIX based workstation.
  • a personal computer such as an IBM compatible personal computer, Apple Macintosh computer or UNIX based workstation.
  • FIG. 1 A representative hardware environment is depicted in Figure 1, which illustrates a typical hardware configuration of a workstation in accordance with one embodiment having a central processing unit 110, such as a microprocessor, and a number of other units interconnected via a system bus 112.
  • the workstation shown in Figure 1 includes a Random Access Memory (RAM) 114, Read Only.
  • RAM Random Access Memory
  • ROM Read Only Memory
  • I/O adapter 118 for connecting peripheral devices such as disk storage units 120 to the bus 112
  • a user interface adapter 122 for connecting a keyboard 124, a mouse 126, a speaker 128, a microphone 132, and/or other user interface devices such as a touch screen (not shown) to the bus 112
  • communication adapter 134 for connecting the workstation to a communication network 135 (e.g., a data processing network) and a display adapter 136 for connecting the bus 112 to a display device 138.
  • a communication network 135 e.g., a data processing network
  • display adapter 136 for connecting the bus 112 to a display device 138.
  • the workstation typically has resident thereon an operating system such as the Microsoft Windows NT or Windows/95 Operating System (OS), the IBM OS/2 operating system, the MAC OS, or UNIX operating system.
  • OS Microsoft Windows NT or Windows/95 Operating System
  • IBM OS/2 operating system the IBM OS/2 operating system
  • MAC OS the MAC OS
  • UNIX operating system the operating system
  • a preferred embodiment of the present invention is written using JAVA, C, and the C++ language and utilizes object oriented programming methodology.
  • Object oriented programming has become increasingly used to develop complex applications. As OOP moves toward the mainstream of software design and development, various software solutions require adaptation to make use of the benefits of OOP.
  • OOP is a process of developing computer software using objects, including the steps of analyzing the problem, designing the system, and constructing the program.
  • An object is a software package that contains both data and a collection of related structures and procedures. Since it contains both data and a collection of structures and procedures, it can be visualized as a self-sufficient component that does not require other additional structures, procedures or data to perform its specific task.
  • OOP therefore, views a computer program as a collection of largely autonomous components, called objects, each of which is responsible for a specific task. This concept of packaging data, structures, and procedures together in one component or module is called encapsulation.
  • OOP components are reusable software modules which present an interface that conforms to an object model and which are accessed at run-time through a component integration architecture.
  • a component integration architecture is a set of architecture mechanisms which allow software modules in different process spaces to utilize each others capabilities or functions. This is generally done by assuming a common component object model on which to build the architecture. It is worthwhile to differentiate between an object and a class of objects at this point.
  • An object is a single instance of the class of objects, which is often just called a class.
  • a class of objects can be viewed as a blueprint, from which many objects can be formed.
  • OOP allows the programmer to create an object that is a part of another object.
  • the object representing a piston engine is said to have a composition-relationship with the object representing a piston.
  • a piston engine comprises a piston, valves and many other components; the fact that a piston is an element of a piston engine can be logically and semantically represented in OOP by two objects.
  • OOP also allows creation of an object that "depends from” another object. If there are two objects, one representing a piston engine and the other representing a piston engine wherein the piston is made of ceramic, then the relationship between the two objects is not that of composition.
  • a ceramic piston engine does not make up a piston engine. Rather it is merely one kind of piston engine that has one more limitation than the piston engine; its piston is made of ceramic.
  • the object representing the ceramic piston engine is called a derived object, and it inherits all of the aspects of the object representing the piston engine and adds further limitation or detail to it.
  • the object representing the ceramic piston engine "depends from" the object representing the piston engine. The relationship between these objects is called inheritance.
  • the object or class representing the ceramic piston engine inherits all of the aspects of the objects representing the piston engine, it inherits the thermal characteristics of a standard piston defined in the piston engine class.
  • the ceramic piston engine object overrides these ceramic specific thermal characteristics, which are typically different from those associated with a metal piston. It skips over the original and uses new functions related to ceramic pistons.
  • Different kinds of piston engines have different characteristics, but may have the same underlying functions associated with it (e.g., how many pistons in the engine, ignition sequences, lubrication, etc.).
  • a programmer would call the same functions with the same names, but each type of piston engine may have different/overriding implementations of functions behind the same name. This ability to hide different implementations of a function behind the same name is called polymo ⁇ hism and it greatly simplifies communication among objects.
  • composition-relationship With the concepts of composition-relationship, encapsulation, inheritance and polymo ⁇ hism, an object can represent just about anything in the real world. In fact, our logical perception of the reality is the only limit on determining the kinds of things that can become objects in object- oriented software. Some typical categories are as follows:
  • Objects can represent physical objects, such as automobiles in a traffic-flow simulation, electrical components in a circuit-design program, countries in an economics model, or aircraft in an air-traffic-control system.
  • Objects can represent elements of the computer-user environment such as windows, menus or graphics objects.
  • An object can represent an inventory, such as a personnel file or a table of the latitudes and longitudes of cities.
  • An object can represent user-defined data types such as time, angles, and complex numbers, or points on the plane.
  • OOP allows the software developer to design and implement a computer program that is a model of some aspects of reality, whether that reality is a physical entity, a process, a system, or a composition of matter. Since the object can represent anything, the software developer can create an object which can be used as a component in a larger software project in the future.
  • OOP enables software developers to build objects out of other, previously built objects.
  • C++ is an OOP language that offers a fast, machine-executable code.
  • C++ is suitable for both commercial-application and systems-programming projects.
  • C++ appears to be the most popular choice among many OOP programmers, but there is a host of other OOP languages, such as Smalltalk, Common Lisp Object System (CLOS), and Eiffel. Additionally, OOP capabilities are being added to more traditional popular computer programming languages such as Pascal.
  • Encapsulation enforces data abstraction through the organization of data into small, independent objects that can communicate with each other. Encapsulation protects the data in an object from accidental damage, but allows other objects to interact with that data by calling the object's member functions and structures.
  • Class hierarchies and containment hierarchies provide a flexible mechanism for modeling real-world objects and the relationships among them.
  • Class libraries are very flexible. As programs grow more complex, more programmers are forced to adopt basic solutions to basic problems over and over again.
  • a relatively new extension of the class library concept is to have a framework of class libraries. This framework is more complex and consists of significant collections of collaborating classes that capture both the small scale patterns and major mechanisms that implement the common requirements and design in a specific application domain. They were first developed to free application programmers from the chores involved in displaying menus, windows, dialog boxes, and other standard user interface elements for personal computers. Frameworks also represent a change in the way programmers think about the interaction between the code they write and code written by others.
  • event loop programs require programmers to write a lot of code that should not need to be written separately for every application.
  • the concept of an application framework carries the event loop concept further. Instead of dealing with all the nuts and bolts of constructing basic menus, windows, and dialog boxes and then making these things all work together, programmers using application frameworks start with working application code and basic user interface elements in place. Subsequently, they build from there by replacing some of the generic capabilities of the framework with the specific capabilities of the intended application.
  • Application frameworks reduce the total amount of code that a programmer has to write from scratch.
  • the framework is really a generic application that displays windows, supports copy and paste, and so on, the programmer can also relinquish control to a greater degree than event loop programs permit.
  • the framework code takes care of almost all event handling and flow of control, and the programmer's code is called only when the framework needs it (e.g., to create or manipulate a proprietary data structure).
  • a programmer writing a framework program not only relinquishes control to the user (as is also true for event loop programs), but also relinquishes the detailed flow of control within the program to the framework. This approach allows the creation of more complex systems that work together in interesting ways, as opposed to isolated programs, having custom code, being created over and over again for similar problems.
  • a framework basically is a collection of cooperating classes that make up a reusable design solution for a given problem domain. It typically includes objects that provide default behavior (e.g., for menus and windows), and programmers use it by inheriting some of that default behavior and overriding other behavior so that the framework calls application code at the appropriate times.
  • default behavior e.g., for menus and windows
  • Behavior versus protocol Class libraries are essentially collections of behaviors that one can call when one wants those individual behaviors in a program.
  • a framework provides not only behavior but also the protocol or set of rules that govern the ways in which behaviors can be combined, including rules for what a programmer is supposed to provide versus what the framework provides.
  • a preferred embodiment of the invention utilizes HyperText Markup Language (HTML) to implement documents on the Internet together with a general-pu ⁇ ose secure communication protocol for a transport medium between the client and the Newco. HTTP or other protocols could be readily substituted for HTML without undue experimentation. Information on these products is available in T. Berners-Lee, D. Connoly, "RFC 1866: Hypertext
  • HTML Markup Language - 2.0
  • R. Fielding H, Frystyk, T. Berners-Lee, J. Gettys and J.C. Mogul, "Hypertext Transfer Protocol - HTTP/1.1 : HTTP Working Group Internet Draft” (May 2, 1996).
  • HTML is a simple data format used to create hypertext documents that are portable from one platform to another.
  • HTML documents are SGML documents with generic semantics that are appropriate for representing information from a wide range of domains.
  • HTML has been in use by the World-Wide Web global information initiative since 1990. HTML is an application of ISO Standard 8879; 1986 Information Processing Text and Office Systems; Standard Generalized Markup Language (SGML).
  • SGML Standard Generalized Markup Language
  • HTML has been the dominant technology used in development of Web-based solutions.
  • HTML has proven to be inadequate in the following areas: Poor performance; • Restricted user interface capabilities;
  • UI User Interface
  • Custom “widgets” e.g., real-time stock tickers, animated icons, etc.
  • client-side performance is improved.
  • Java supports the notion of client-side validation, offloading appropriate processing onto the client for improved performance.
  • Dynamic, real-time Web pages can be created. Using the above-mentioned custom UI components, dynamic Web pages can also be created.
  • Sun's Java language has emerged as an industry-recognized language for "programming the Internet.”
  • Sun defines Java as: "a simple, object-oriented, distributed, inte ⁇ reted, robust, secure, architecture-neutral, portable, high-performance, multithreaded, dynamic, buzzword- compliant, general-pu ⁇ ose programming language.
  • Java supports programming for the Internet in the form of platform-independent Java applets.”
  • Java applets are small, specialized applications that comply with Sun's Java Application Programming Interface (API) allowing developers to add "interactive content” to Web documents (e.g., simple animations, page adornments, basic games, etc.). Applets execute within a Java-compatible browser (e.g.,
  • ActiveX Technologies to give developers and Web designers wherewithal to build dynamic content for the Internet and personal computers.
  • ActiveX includes tools for developing animation, 3-D virtual reality, video and other multimedia content.
  • the tools use Internet standards, work on multiple platforms, and are being supported by over 100 companies.
  • the group's building blocks are called ActiveX Controls, small, fast components that enable developers to embed parts of software in hypertext markup language (HTML) pages.
  • ActiveX Controls work with a variety of programming languages including Microsoft Visual C++, Borland Delphi, Microsoft Visual Basic programming system and, in the future, Microsoft's development tool for Java, code named "Jakarta.”
  • ActiveX Technologies also includes ActiveX Server Framework, allowing developers to create server applications.
  • One embodiment of the present invention includes three different, but complementary dimensions that together provide a framework which can be used in assessing and rating the IT operations of an organization.
  • the following three dimensions constitute the framework of the present invention: 1) Operations Environment Dimension, 2) Capability Dimension, and 3) Maturity Dimension.
  • the first dimension describes and organizes the standard operational activities that any IT organization should perform.
  • the second dimension provides a context for evaluating the performance quality of these operational activities. This dimension specifies the qualitative characteristics of an operations environment and orders these characteristics on a scale denoting rising capability.
  • the final dimension uses this capability scale and outlines a method for deriving a capability rating for specific IT process groups and the entire organization.
  • the Operations Environment and Capability dimensions provide the foundation for determining the quality or capability level of the organization's IT operations.
  • the Operations Environment dimension can be viewed as a descriptive mapping of a model operations environment.
  • the Capability dimension can be construed as a qualitative mapping of a model operations environment.
  • the Maturity dimension builds on the foundation set by these two dimensions to provide a method for rating the maturity level of the entire IT organization.
  • FIG. 2 is a flow chart illustrating the various steps associated with the different dimensions of the present invention. As shown, a plurality of process areas of an operations organization are first defined in terms of either a goal or a piupose in operation 200. The process areas are then grouped into categories, as indicated in operation 202. It should be noted that the categories are grouped in terms of process areas having common characteristics.
  • process capabilities are received for the process areas of the operations organization.
  • Such data may be generated via a maturity questionnaire which includes a set of questions about the operations environment that sample the base practices in each process area of the present invention.
  • the questionnaire may be used to obtain information on the capability of the IT organization, or a specific IT area or project.
  • category capabilities are calculated for the categories of the process areas in operation 206.
  • a maturity of the operations organization is subsequently determined based on the category capabilities of the categories in operation 208.
  • the user-specified or measured parameters i.e., capability of each of the process areas, may be inputted by any input device, such as the keyboard 124, the mouse 126, the microphone 132, a touch screen (not shown), or anything else such as an input port that is capable of relaying such information.
  • the definitions, grouping, calculations and determinations may be carried out manually or via the CPU 110, which in turn may be governed by a computer program stored on a computer readable medium, i.e., the RAM 114, ROM 116, the disk storage units 120, and/or anything else capable of storing the computer program.
  • a computer readable medium i.e., the RAM 114, ROM 116, the disk storage units 120, and/or anything else capable of storing the computer program.
  • dedicated hardware such as an application specific integrated circuit (ASIC) may be employed to accomplish the same.
  • any one or more of the definitions, grouping and determinations may be carried out manually or in combination with the computer.
  • the outputting of the determination of the maturity of the operations organization may be effected by way of the display 138, the speaker 128, a printer (not shown) or any other output mechanism capable of delivering the output to the user. It should be understood that the foregoing components need not be resident on a single computer, but also may be a component of either a networked client and/or a server.
  • the Operations Environment Dimension is characterized by a set of process areas that are fundamental to the effective technical execution of an operations environment. More particularly, each process is characterized by its goals and pu ⁇ ose, which are the essential measurable objectives of a process. Each process area has a measurable pu ⁇ ose statement, which describes what has to be achieved in order to attain the defined pu ⁇ ose of the process area.
  • goals refer to a summary of the base practices of a process area that can be used to determine whether an organization or project has effectively implemented the process area.
  • the goals signify the scope, boundaries, and intent of each process area.
  • the process goals and pu ⁇ ose may be achieved in an IT organization through the various lower level activities; such as tasks and practices that are carried out to produce work products. These performed tasks, activities and practices, and the characteristics of the work products produced are the indicators that demonstrate whether the specific process goals or pu ⁇ ose is being achieved.
  • work product describes evidence of base practice implementation. For example, a completed change control request, a resolved trouble ticket, and/or a service level agreement (SLA) report.
  • SLA service level agreement
  • Process Categories The operations environment is partitioned into three process areas: Process Categories, Process Areas and Base Practices which reflect processes within any IT organization.
  • Figure 3 depicts and summarizes the relationship of the Process Categories 300, Process Areas 302, and Base
  • a Process Category has a defined pu ⁇ ose and measurable goals and consists of logically related set of Process Areas that collectively address the pu ⁇ ose and goals, in the same general area of activity.
  • Process Categories The pu ⁇ ose of Process Categories is to organize Process Areas according to common IT functional characteristics. There are four process categories defined in the present invention: Service Management, Systems Management, Managing Change, and IT Operations Planning. Process Categories are described as follows:
  • Process Areas are the second level in the operations hierarchy.
  • the elements of this level are a collection of Base Practices that are performed to achieve the defined pu ⁇ ose of the Process
  • Process Areas refer to a collection of Base Practices that are performed sequentially, concurrently and/or iteratively to achieve the defined pu ⁇ ose of the process area.
  • the pu ⁇ ose describes the unique functional objectives of the process area when instantiated in a particular environment. Satisfying the pu ⁇ ose statement of a process area represents the first step in building process area capability.
  • Process Areas for the Service Management Category include service level management, operations level management, service desk, user administration, and service pricing.
  • the pu ⁇ ose of service level management may be to document the information technology services to be delivered to users. Note that this pu ⁇ ose states a unique functional objective (to establish requirements), and provides a context (service level).
  • Base Practices are the lowest level in the operation hierarchy. Base Practices are essential activities that an IT organization performs to achieve the pu ⁇ ose of a Process Area. A base practice is what an IT organization does.
  • Base Practices of service level management may be to assess business strategy, audit current service levels, determine service requirements and IT's ability to deliver services, prepare a draft SLA, identify the charge-back structure, and agree to SLAs with customers.
  • the Process Areas are expressed in terms of their goals, whereas Base Practices are tasks that need to be carried out to achieve those goals.
  • Base Practices may have work products associated with them.
  • a work product is evidence of base practice implementation, for example, a completed change control request, a resolved trouble ticket, and/or a SLA report.
  • a service desk example of a process area and associated base practices is as follows:
  • Example The Service Desk will receive requests of all types, including requests for new users, moves, and updates to software or hardware. All requests are logged and tracked in the same manner as incidents and problems.
  • Capability Dimension refers to formalizing the process performance into quantifiable range of expected results based on the process capability level that can be achieved by following the process.
  • Process capability dimension characterizes the level of capability of each process area within an organization. In other words, the process capability dimension describes how well the processes in the process dimension are performed.
  • the Capability Dimension measures how well an IT organization performs its operational processes. In determining capabilities, the Base Practices are viewed as a guide to what should be done. The related Generic Practices deal with the effectiveness in which the Base Practices are carried out. Capability Levels, Process Attributes, and Generic Practices describe the Process Capability. The present invention has five levels of Process Capability that can be applied to any Process Area. The Capability Dimension provides a means to formalize and quantify the process performance. The Capability Dimension describes how well the processes are performed as contrasted with Base Practices that describe what an IT organization does.
  • Capability Dimension consists of three components: Capability Levels, Process Attributes, and Generic Practices. These are described below.
  • Capability Levels indicate increasing levels of process maturity and are comprised of one or more generic practices that work together to provide a major enhancement in the capability to perform the process.
  • the Capability Level is the highest level of the Capability dimension.
  • the Capability Level of a process determines its performance and effectiveness.
  • Each Capability Level has certain Process Attributes associated with it.
  • a Process Attribute is comprised of a set of Generic Practices that provide criteria for improving performance.
  • a particular Capability Level is achieved when all the Process Attributes associated with it and with preceding levels are present. Therefore, once the Capability Level is determined, those Process Attributes - and associated Generic Practices - that are required to enhance capability can be identified. In other words, Capability Levels offer a staged guideline for improving the capability to perform the defined processes.
  • Capability Levels provide two benefits: they acknowledge dependencies and relationships among the Base Practices of a Process Area, and they help an IT organization identify which improvements should be performed first, based on a plausible sequence of process implementation.
  • Each level provides a major enhancement in capability to that provided by its predecessors in the fulfillment of the process pu ⁇ ose. For example, at capability Level 1, Base Practices are performed. The performance is ad hoc, informal, and unpredictable. At capability Level 2, the performing of Base Practices are planned and tracked versus just performed - thereby offering a significant improvement over Level 1 practice.
  • Capability Levels are applied to each Process Area independent of other
  • Process Areas An assessment is performed to determine Process Capability for each Process Area, as illustrated in Figure 4.
  • an assessment refers to a diagnostic performed by a trained team to evaluate aspects of an organization's IT operations environment processes.
  • the trained team determines the state of the operational processes, identifies pressing operational process related issues, and obtains organizational support for a process improvement program.
  • Process Areas can, and may, exist at different levels of capability.
  • the ability to rate Process Areas independently enables an IT organization to focus on process improvement priorities driven from business goals and strategic directions. An example of this is illustrated in Figure 4.
  • process attributes refer to features of a process that can be evaluated on a scale of achievement (performed, partially performed, not performed, etc.) which provide a measure of the capability of the process.
  • measures of capability are based on a set of nine Process Attributes. Process Attributes are used to determine whether a process has reached a given capability. The nine Process Attributes are:
  • the attributes are evaluated on a four-point scale of achievement. Achieving a given Capability
  • Level depends on the rating assigned to one or more of these attributes.
  • Generic Practices refer to activities that contribute to the capability of managing and improving the effectiveness of the operations environment Process Areas.
  • a generic practice is applicable to any and all Process Areas.
  • Tt contributes to overall process management, measurement, and the institutionalization capability of the Process Areas.
  • Operational Maturity Dimension characterizes the maturity of an entire operations IT organization.
  • maturity refers to the degree of order (structure or systemization) and effectiveness of a process.
  • the degree of order determines its state of maturity. Less mature processes are less ordered and less effective; more mature processes are more ordered and more effective.
  • the Capability Dimension focuses on the determination of the capability of individual processes, within an operations organization, in achieving their stated goals and pu ⁇ ose.
  • the Operational Maturity Dimension determines the IT organizational maturity by focusing on a collection of processes at a certain level of capability in order to characterize the evolution of the operations
  • Maturity in the overall context of present invention, is applied to an IT organization as a whole.
  • the Maturity Level is determined by the Capability Level of the four Process Categories: Service Management, Systems Management, Managing Change, and IT Operations
  • Operational maturity is defined by a staged model, wherein a operational maturity level 500 cannot be reached until all Process Categories driving it have themselves reached a certain maturity level. Similarly, a category Capability Level 502 cannot be reached until all Process Areas 302 contained in it have reached a certain Process Capability Level 504. This staging is illustrated in Figure 5.
  • Maturity Level refers to a sequence of key intermediate states leading to the goal state. Each state builds incrementally on the preceding state.
  • the assessment tool of the present invention is flexible to accommodate an assessment of a Process Category or just a Process Area. As shown in Figure 5, an assessment could end at the Process Area Level with the Process Capability Level or Process Area Maturity determined. An assessment could also be performed to assess all the Process Areas within a Process Category to determine the Process Category Maturity Level.
  • the framework of the present invention which consists of the three dimensions described previously, is illustrated in Figure 6.
  • the Operations Environment Dimension 600 the box in the center of Figure 6, divides all IT processes into Process Categories 300.
  • Process Categories 300 divide into a finite number of Process Areas 302.
  • Process Areas 302 consist of a finite number of Base Practices 304.
  • Each Process Area within a category is assigned a Capability Level 504 based on the performance of Process Attributes 601 comprised of a finite number of Generic Practices 602 applicable to that process (shown in the box on the right).
  • the IT organization's operational maturity 603 present invention is based on a clustering of process capabilities, as illustrated in the third box to the left.
  • the framework of the present invention is designed to support an IT organization's need to assess and improve their operational capability.
  • the structure of the model enables a consistent appraisal methodology to be used across diverse Process Areas.
  • the distinction between essential operations and process management-focused elements therefore allows a systematic approach to process improvement.
  • Capability Dimension of the present invention measures how capable an IT organization is in achieving the pu ⁇ ose of its various Process Areas.
  • Capability Levels, Process Attributes, and Generic Practices describe the Process Capability.
  • the Capability Levels, their characteristics, the Process Attributes, and the Generic Practices that comprise them are discussed in more detail.
  • the present invention has five levels of Process Capability that can be applied to any Process Area. As mentioned before, Generic Practices are grouped by Process Attributes, and Process Attributes determine the Capability Level. Capability Levels build upon one another; levels cannot, therefore, be skipped.
  • Figure 7 tabulates the relationship of Generic Practices and Process Attributes to Capability Levels.
  • Level 1 Level 2
  • GP Generic Practices
  • Level 1 Performed Informally At this Level, all Base Practices are generally performed, but operations may be ad hoc and occasionally chaotic. Consistent planning and tracking of performance is not performed. Good performance depends on individual knowledge and effort. Operational support and services are generally adequate, but quality and efficiency depend on how well individuals within the IT organization perceive that tasks should be performed. The capability to perform an activity is not generally repeatable or transferable.
  • ATT 1A Process Performance - the extent to which the execution of the process employs a set of practices which uses identifiable input work products to produce identifiable output work products that are adequate to satisfy the pu ⁇ ose of the process.
  • a process may exist but it may be informal and undocumented.
  • Process Area performance is dependent on how efficiently the Base Practices are implemented.
  • Work products such as completed change control requests, resolved trouble tickets, etc., which are related to base practice implementation are periodically reviewed and placed under version control. Corrective action is taken when variances in services and work products occur.
  • ATT 2 A Performance Management - the extent to which the execution of the process is managed in order to produce work products within a stated time and resource requirement.
  • the related Generic Practices are: GP2.1 Establish and maintain a policy for performing operational tasks.
  • Policy is a visible way for the operations environment personnel and the management team to set expectations.
  • the form of policies varies widely depending on the local culture. Policy typically specifies that plans are documented, managed and controlled, and that reviews are conducted. Policy provides guidance for performing the operational tasks and processes.
  • Resources include adequate funding, appropriate physical facilities, skilled people, and appropriate tools. This practice ensures that the level of effort, appropriate skills mix, tools, workspace, and other direct resources are available to perform the operational task and processes.
  • Training provides a common basis for repeatable performance. Even if the operations personnel or management have satisfactory technical skills and knowledge, there is almost always a need to establish a common understanding of the operational process activities and how skills are applied in them. Training, and how it is delivered, may change with process capability due to changes in how the process is performed and managed.
  • measurement implies that the metrics have been defined and selected, and data has been collected. Building a history of measures, such as cost and schedule variances, is a foundation for managing by data. Quality measures may be collected and used, but result in maximum impact at Level 4 when they are subjected to quantitative process control.
  • Open communication ensures that there is common understanding, that decisions are consensual, and that team members are kept aware of decisions made. Communication is needed when changes are made to plans, products, processes, activities, requirements, and responsibilities.
  • the commitments, expectations, and responsibilities are documented and agreed upon within the project group. Commitment may be obtained by negotiation, by using input and feedback, or through joint development of solutions to issues. Issues are tracked and resolved within the group. Communication occurs periodically and whenever the status changes. The participants have access to data, status information, and recommended actions.
  • Process Attribute ATT 2B Work Product Management - the extent to which the process is managed to produce work products that are documented and controlled, and that meet their functional and nonfunctional requirements, in line with the work product quality goals of the process.
  • Requirements may come from the business customer, policies, standards, laws, regulations, etc. The applicable requirements are documented and available for verification activities.
  • Base Practices are performed with the assistance of an available, well-defined, and operations-wide process infrastructure. The processes are tailored to meet the specific needs of a certain practice.
  • Data from using the process are gathered to determine if modifications or improvements should be made. This information is used in planning and managing the day-to-day execution of multiple projects within the IT organization, and for short and long-term process improvement.
  • ATT 3 A Process Resource - the extent to which the execution of the process uses suitable skilled human resources and process infrastructure effectively to contribute to the defined business goals of the operations environment.
  • GP3.1 Define policies and procedures at an IT level. Policies, standards, and procedures are established at an IT level for common use throughout the operations environment.
  • GP3.2 Define tasks that satisfy the process purpose and business goals consistently and repeatedly. This includes:
  • ATT 3B Process Definition - the extent to which the execution of the process uses a definition, based upon a standard process, that enables it to contribute to the defined business goals of the IT organization.
  • this practice embodies the pro-active planning of personnel. This includes the selection of proper work forces, training, and dissemination.
  • GP 3.4 Provide feedback in order to maintain knowledge and experience.
  • the standard process repository is to be kept up-to-date, through a continuous feedback system based on experiences gained from using the defined process.
  • ATT 4A Process Measurement - the extent to which measures are used to ensure that the implementation of the process supports its execution, and contributes to the achievement of IT organizational goals.
  • GP4.1 Establish measurable quality objectives for the operations environment. These quality objectives can be tied to the strategic quality goals of the IT organization, the particular needs and priorities of the customer, or the tactical needs of a specific group or project.
  • Process definitions are modified to reflect the quantitative nature of process performance.
  • ATT 4B Process Control the extent to which the execution of the process is controlled through the collection and analysis of measures that correct the performance of the process in order to reliably achieve the defined process goals.
  • the related Generic Practices are:
  • GP4.3 Provide adequate resources and infrastructure for data collection.
  • GP4.4 Use data analysis methods and tools to manage and improve the process. This includes the identification of analysis and control techniques appropriate to the process; the provision of adequate resources and infrastructure for analysis and process control; analysis of available measures to identify process control parameters; and, identification of deviations and employment of corrective actions.
  • Level 5 is the highest achievement level from the viewpoint of Process Capability. Continuous process improvement is enabled by quantitative feedback from the process and from pilot studies of innovative ideas and new technology. A focus on widespread, continuous improvement should permeate the IT organization. The IT organization should establish quantitative performance goals for process effectiveness and efficiency, based on its business goals and strategic objectives.
  • Process Attribute ATT 5A Continuous Improvement - the extent to which changes to the process are identified and implemented to ensure continuous improvement in the fulfillment of the defined business goals of the IT organization.
  • Improvements may be based on incremental operational refinements or through innovations, such new technologies. Improvements may typically be driven by the following activities:
  • ATT 5B Process Change - the extent to which changes to the definition, management, and performance of the process is controlled to better achieve the business goals of the IT organization.
  • the deployment activities include:
  • Identifying improvement opportunities in a systematic and proactive manner to continuously improve the process Establishing an implementation strategy based on the identified opportunities to improve process performance according to business goals. Implementing changes to selected areas of the tailored process according to the implementation strategy.
  • Rating Framework The rating framework requires identification of objective attributes or characteristics of a practice or work product of an implemented process to validate that Base Practices are performed, and Generic Practices are followed. Assessment Indicators determine Process Attribute ratings which then are used to determine Capability Level.
  • Assessment Indicators refer to objective attributes or characteristics of a practice or work product that supports an assessor's judgment of performance of an implemented process.
  • Assessment Indicators to help rate the Process Attributes.
  • Assessment Indicators are objective attributes or characteristics of a practice or work product that supports an assessor's judgment of performance of an implemented process.
  • Assessment Indicators are evidence that Base Practices are performed, and Generic Practices are followed.
  • the indicators are not intended to be regarded as a mandatory checklist to be followed, but rather are a guide to enhance an assessment team's objectivity in making their judgments of a process's performance and capability.
  • the rating framework adds definition and reliability to the present invention, and thereby improves repeatability.
  • Assessment Indicators are determinants of Process Attribute ratings for each Process Capability attribute.
  • Each assessed process profile consists of a set of Process Attribute ratings.
  • Each attribute rating represents a judgment by the assessment team of the extent to which the attribute is achieved.
  • Figure 8 illustrates the Process Attribute rating represented on a four-point scale of achievement.
  • the indicators determine attributes rating which then are used to determine Capability Level.
  • the rating scale defined below is used to describe the degree of achievement of the defined capability characterized by Process Attributes. Once the appropriate rating for each Process
  • Attribute is determined, ratings can be combined to assign the Capability Level achieved by the assessed process.
  • Figure 9 represents the mapping of attribute ratings to the process Capability Levels determination.
  • the first step is to identify if the appropriate Base Practices are performed at all.
  • the necessary foundation for improving the capability of any process is to at least demonstrate that the Base Practices are being performed.
  • the assessment team may then formulate an objective judgment of process performance attribute through different means such as analysis of the work products (i.e., reviewing completed trouble tickets), demonstration of evidence of process implementations (i.e., are escalation procedures documented and understood?), interviews with process performers (i.e., discuss daily activities with Service Desk personnel), and other means as appropriate (i.e., does the Service Desk have a dedicated phone number that users should call to report incident/problems/requests or a dedicated email address, etc.).
  • Achievement of Base Practices is an indication that Process Area goals are being met.
  • the increasing capability of a process to effectively achieve its goals and objectives is based upon attribute rating.
  • the attribute rating is determined by the performance of the associated Generic Practices.
  • Evidence of effective performance of the Generic Practices associated with a Process Attribute supports the assessment team's judgement of the degree of achievement of the attributes.
  • Process Category capabilities are determined from capability ratings of its Process Areas. Once all Process Areas of a category are rated the lowest rating assigned to a Process Area becomes the category rating as well. Similarly, the operational maturity rating is determined from Process Category rating within the IT organization. Once all Process Categories are rated then the lowest rating assigned to a Process Category becomes the IT organizational maturity.
  • an assessment team collects the evidence on the implementation of the processes being assessed and determines their compatibility as defined in the framework of the present invention.
  • the objective of the assessment is to identify the di ferences and the gaps between the actual implementations of the processes in the assessed operational IT organization with respect to the present invention.
  • Using the framework of the present invention ensures that results of assessments can be reported in a common context and provides the basis on which comparisons can be based.
  • the assessment process is used to appraise an organization's IT operations environment process capability. Defining a reference model ensures that results of assessments can be reported in a common context and provides the basis on which comparisons can be based.
  • An IT organization can perform an assessment for a variety of reasons. An assessment can be performed in order to assess the processes in the IT operations environment with the pu ⁇ ose of improving its own work and service processes. An IT organization can also perform an assessment to determine and better manage the risks associated with outsourcing. In addition, an assessment can be performed to better understand a single functional area such as systems management, on a single process area such as a performance management, or on the entire IT operations environment.
  • Team members include the client sponsor, the assessment team lead, assessment team members, and client participants.
  • assessment scope refers to organizational entities and components selected for inspection.
  • a clear understanding of the pu ⁇ ose of the framework, constraints, roles, responsibilities, and outputs are needed prior to the start of the assessment. Therefore, in preparation for the assessment, the assessment team lead and the client sponsor work together to reach agreement on the scope and goals of the assessment. Once agreement is reached, the assessment team lead ensures that the IT operational processes selected for the assessment are sufficient to meet the assessment pu ⁇ ose and may provide output that is representative of the assessment scope.
  • An assessment plan is developed based on the goals identified by the client sponsor.
  • the plan consists of detailed schedules for the assessment and potential risks identified with performing the assessment.
  • Assessment team members, assessment participants, and areas to be assessed are selected.
  • Work products are identified for initial review, and the logistics for the on-site visit are identified and planned.
  • the assessment team members must receive adequate training on the framework of the present invention and the assessment process. It is essential that the assessment team be well-trained on the present invention to ensure that they may have the ability to inte ⁇ ret the data obtained during the assessment.
  • the team must have comprehensive understanding of the assessment process, its underlying principles, the tasks necessary to execute it, and their role in performing the tasks.
  • Gather Assessment Input Maturity questionnaires are distributed to participants prior to the client site visit. Maturity questionnaires exist for each process area of the present invention, and tie back to base practices, process attributes and generic practices. Completed questionnaires provide the assessment team with an overview of the IT operational process capability of the IT organization. The responses assist the team in focusing their investigations, and provide direction for later activities such as interviews and document reviews. Assessment team members prepare exploratory questions based on Interview Aids and responses to the maturity questionnaires.
  • Interview Aids refers to a set of exploratory questions about the operations environment which are used during the interview process to obtain more detailed information on the capability of the IT organization.
  • the interview aids are used by the assessment team to guide them through interview sessions with assessment participants.
  • a Kick off meeting is scheduled at the start of the on-site activities.
  • the pu ⁇ ose of the meeting is to provide the participants with an overview of present invention and the assessment process, to set expectations, and to answer any questions about the process.
  • a client sponsor of the assessment may participate in the presentation to show visible support and stress the importance of the assessment process to everyone involved.
  • Data for the assessment are obtained from several sources: responses to the maturity questionnaires, interview sessions, work products, and document reviews. Documents are reviewed in order to verify compliance. Interviewing provides an opportunity to gain a deeper understanding of the activities performed, how the work is performed, and processes currently in use. Interviewing provides the assessment team members with identifiable assessment indicators for each Process Area appraised. Interviewing also provides the opportunity to address all areas of the present invention within the scope of the assessment. Interviews are scheduled with IT operations managers, supervisors, and operations personnel. IT operations managers and supervisors are interviewed as a group in order to understand their view of how the work is performed in the IT organization, any problem areas of which they are aware, and improvements that they feel need to be made. IT operations personnel are interviewed to collect data within the scope of the assessment and to identify areas that they can and should improve in the IT organization.
  • the pu ⁇ ose of solidifying this information is to summarize and consolidate information into a manageable set of findings.
  • the data is then categorized into Process Areas of the present invention.
  • the assessment team must reach consensus on the validity of the data and whether sufficient information in the areas evaluated has been collected. It is the team's responsibility to obtain sufficient information on the components of the present invention within the scope of the assessment for the required areas of the IT organization before any rating can be done.
  • follow- up interviews may occur for clarification.
  • Initial findings are generated from the information collected thus far, and presented to the assessment participants.
  • the pu ⁇ ose of presenting initial findings is to obtain feedback from the individuals who provided information during the various interviews. Ratings are not considered until after the initial findings presentations, as the assessment team is still collecting data.
  • Initial findings are presented in multiple sessions in order to protect the confidentiality of the assessment participants Feedback is recorded for the team to consider at the conclusion of all of the initial findings presentations
  • assessments associated with the foregoing service desk example are as follows
  • Process Measurement GP4 1 Establish measurable quality Service levels are based on strategic objectives for the services of the operations business needs vs industry standards environment's standard and defined processes
  • GP4 2 Determine the quantitative process Metrics are automatically collected capability of the defined process from the problem management tool (vs collected manually)
  • GP4 3 Provide adequate resources and Ties to systems management are in infrastructure for data collection place Tickets are automatically created when systems management tools detect faults Adequate resources are in place to analyze and report on Service Desk data
  • the rating process may begin.
  • the first step in the rating process is to determine if Process Area goals are being met. Process Area goals arc considered met when all base practices are performed. Each process attribute for each Process Area within the assessment scope is then rated. Process attnbutes are rated based on the existence of and compliance to generic practices.
  • the Assessment Indicator Rating template the assessment team identifies assessment indicators for each process area to determine whether or not process attributes are achieved. Ratings are always established based on consensus of the entire assessment team. Questionnaire responses, interview notes, and documentation are used to support ratings; confirmation from two sources in different contexts (e.g., two people in different meetings) ensures compliance of an activity.
  • the team reviews all weaknesses that relate to the associated generic practices. If the team determines that a weakness is strong enough to impact the process attribute, the process attribute is rated "not achieved.” If it is decided that there are no significant weaknesses that have an impact on a process attribute, it is rated "fully achieved.” For a Process Area to be rated “fully achieved,” all process attributes for the Process Area must be rated “fully achieved.” A Process Area may be rated fully achieved, largely achieved, partially achieved, or not achieved.
  • Assignment of a maturity level rating is optional at the discretion of the sponsor. For a particular maturity level rating to be achieved, all Process Areas within and below the maturity level must be satisfied. For example, for an IT organization to be rated at maturity level 4, all Process Areas at level 4, level 3 and at level 2 must have been investigated during the assessment, and all Process Areas must have been rated achieved by the assessment team. The final findings presentation is developed by the team to present to the sponsor and the IT organization the strengths and weaknesses observed for each Process Area within the assessment scope, the ratings of each Process Area, and the maturity level rating if desired by sponsor.
  • the final assessment results are presented to the client sponsor. During the final presentation, the assessment team must ensure that the IT organization understands the issues that were discovered during the assessment and the key issues that it faces. Operational strengths are presented to validate what the IT organization is doing well. Strengths and weaknesses are presented for each process area within the assessment scope as well as any issues that affect process and are un-related to the present invention. A Process Area profile is presented showing the individual Process Area ratings in detail.
  • An executive overview session is held in order to allow the senior IT Operations manager to clarify any issues with the assessment team, to confirm his or her understanding of the operational process issues, and to gain full understanding of the recommendations report.
  • the assessment team collects feedback from the assessment participants and the assessment team on the process, packages information that needs to be saved for historical purposes.
  • Figure 10 describes the roles and responsibilities of those involved with the assessment process.
  • FIG. 11 represents the indicator types and their relationship to the determination of Process Area rating.
  • assessment indicators consist of base practices and general practices. At the next level, the base practices and general practices are assessed by process implements, work products, practice performance, resources and infrastructure.
  • Base Piactice 1 1 3 Determine Service Requirements What is the process by which service requirements are defined? Who is involved in this process?
  • KPIs Key Performance Indicators
  • SLA Management involves the creation, management, reporting, and discussion of Service Description Level Agreements (SLAs) with users and the providers within Information Technology (IT)
  • SLAs Service Description Level Agreements
  • IT Information Technology
  • SLA Definition The SLA document defines, in specific and quantifiable terms, the level of service that is to be delivered to users In the enterprise environment, many design and configuration alternatives are available that affect a given system's response time, availability, development cost, and ongoing operational costs
  • a SLA clarifies the business objectives and constraints for an application system, and forms the basis for both application design and system configuration choices
  • SLA Control It is important that the services described in SLAs are carefully aligned with current business needs, monitored to ensure that they are performed as described, and updated in line with changes to business needs
  • PA Purpose OLA Management involves the creation, management, reporting, and discussion of Operations Level Agreements with providers within the organization, as well as external suppliers and vendors
  • An OLA is an agreement between the IT organization and those delivering the constituent services of the system OLAs enable the IT organization to provide the level of service stipulated in a Service Level Agreement as supporting services are guaranteed m the OLA OLA Management involves the following
  • OLA Definition An OLA outlines the type of service that will be delivered to the users from each service provider OLA Definition works with service providers to define
  • OLAs are defined for suppliers who are external to the IT organization They may take the form of maintenance contracts, warranties, or service contracts Further formal or informal OLAs may also be created for internal suppliers, depending on the size of the organization
  • OLA Control It is important that the services described in OLAs are carefully aligned with current business needs, monitored to ensure that they are performed as described, and updated in line with changes to business needs
  • OLA Review The reports generated from tracking OLAs are reviewed to ensure that the OLAs are carefully aligned with current business needs and if necessary updated to be in line with business needs In enterprise environments, this process becomes more complex as more components are required to perform these services
  • PA's Base 1 2 1 Determine operational items Practices 1 2 2 Group related operational items
  • PA Goals To define a quantifiable service level that represents a minimum level of service for each service delivered
  • IT will create reports based on data gathered internally when possible These reports will be cross-referenced with those from the external vendor to ensure accuracy
  • OLAs contain e.g. workloads, cost of service, targets, type of support etc.
  • OLA outline each key business application e.g. penalties, tools used to maintain the OLA
  • Process Area OLA Management involves the creation, management, reporting, and discussion of Description Operations Level Agreements with suppliers and vendors
  • OLAs enable the IT organization to provide the level of service stipulated in a Service Level Agreement as supporting services are guaranteed in the OLA
  • An OLA is an agreement between the IT organization and those delivering the constituent services of the system Operational Level Management involves the following
  • OLA Definition An OLA outlines the type of service that will be delivered to the users from each service provider OLA Definition works with seivice providers to define
  • OLAs are defined for suppliers who are external to the IT organization They may take the form of maintenance contracts, warranties, or service contracts Further formal or informal OLAs may also be created for internal suppliers, depending on the size of the organization OLA Reporting The actual production of trend reports are necessary to monitor and meter the effectiveness of an OLA
  • OLA Control It is important that the services described in OLAs are carefully aligned with current business needs, monitored to ensure that they are performed as described, and updated in line with changes to business needs
  • OLA Review The reports generated from tracking OLAs are reviewed to ensure that the OLAs are carefully aligned with current business needs and if necessary updated to be in line with business needs In enterprise environments, this process becomes more complex as more components are required to perform these services
  • the Service Desk consists of the following functions:
  • Incident Management An incident is a single occurrence of an issue that affects the delivery of normal or expected services. Incident Management strives to resolve as high a proportion of incidents as possible prior to passing them on to other areas.
  • Problem Management A problem is the underlying cause of one or more incidents. Problem Management utilizes the skills of experts and support groups to fix and prevent recurring incidents by determining and fixing the underlying problems causing the incidents.
  • Request Management is responsible for coordinating and controlling all activities necessary to fulfill a request from a user, vendor, or developer. Requests can be raised as change requests with Change Control, or planned, executed, and tracked by the Service Desk. Request Management is responsible for coordinating and controlling all activities necessary to fulfill a request from a user, vendor, or developer. Further sub- functions of Request Management are: Request Logging Impact Analysis Authorization Prioritization
  • the Service Desk provides a single point of contact for users with problems or specific Description service request
  • the Service Desk forms part of an organization's strategy to enable users and business communities to achieve business objectives through the use of technology
  • the Service Desk main objectives are:
  • the Service Desk consists of the following functions
  • Incident Management An incident is a single occurrence of an issue that affects the delivery of normal or expected services Incident Management strives to resolve as high a proportion of incidents as possible prior to passing them on to other areas
  • Problem Management A problem is the underlying cause of one or more incidents Problem Management utilizes the skills of experts and support groups to fix and prevent recurring incidents by determining and fixing the underlying problems causing the incidents
  • Request Management is responsible for coordinating and controlling all activities necessary to fulfill a request from a user, vendor, or developer Requests can be raised as change requests with Change Control, or planned, executed, and tracked by the Service Desk Request Management is responsible for coordinating and controlling all activities necessary to fulfill a request from a user, vendor, or developer Further sub- functions of Request Management are Request Logging Impact Analysis Authorization Prior ittzation
  • Performance reports (resolution, response, trending, etc )
  • Base Practice 1 4 1 Determine projected service/equipment costs and depreciation schedule for distributed technical environment
  • Base Practice 1 4 6 Define products/services in terms useful to customers
  • Base Practice 1 4 7 Determine service price costs and model/evaluate costs
  • Base Practice 1 4 8 Determine cost allocation plans for services and equipment
  • Service Pricing & Cost Service Costing & Pricing projects and monitors costs for the management of operations, provision of service, equipment installation, etc Based upon the projected cost and business needs, a service pricing strategy may be developed to re-allocate costs within the organization If developed, the service pricing strategy will be documented, communicated to the users, monitored and adjusted to ensure that it is both comprehensive
  • Billing & Accounting The purpose of Billing & Accounting is to gather information for calculating actual cost, determine chargeback costs and bill users for services rendered
  • Base Practice 2 1 8 Link multi-step batch processes based on success/failure of previous jobs 1. What procedures are in place for initiating, monitoring or stopping jobs?
  • Process Area Production Scheduling determines the requirements for the execution of scheduled jobs Description across a distributed environment A production schedule is then placed to meet these requirements, taking into consideration other processes occurring throughout the distributed environment (e g , software and data distribution, and remote backup/restoration of data )
  • BP Description Re-initiahzing printers can be powering on off a printer to starting/stopping a print queue in a distributed environment
  • Process Area Output and Print Management monitors all of the printing and/or done across a distributed Descnption environment and is responsible for managing the printers and the printing for both central and remote locations
  • Base Practice 2 3 1 Transfer files on a scheduled basis
  • Can file types e.g. VSAM, PDS, etc.
  • Can file types e.g. VSAM, PDS, etc.
  • Process Area File Transfer and Control initiates and monitors the files being transferred throughout the Description system as part of the business processing (e g , nightly batch runs) File transfers can take place in a bi-directional fashion between hosts, servers and woikstations
  • directories e.g. authentication information, access control profiles, etc.
  • Process Area Network Services Process Area is comprised of the following two areas Description
  • Directory Ser-vices is the function of publishing and maintaining organized inventories of information resources to make them available to networked customers
  • Directory Management can apply to internal directories as well as the publishing of directory information for global directory services
  • DNS ensures that IP services are provided to devices within an enterprise Whether dealing with a new or existing capability, the communications address management function demands that high-level business requirements be taken into consideration
  • Example Backups can be scheduled and performed during low network traffic times Begin an incremental backup at I 00am and confirming that the backup is completed befoi e network traffic picks up in the morning, or doing complete backups on weekends when the network traffic is low
  • Base Practice 2 5 1 Test Central/Remote Backup/Restore/ Archival Procedure Periodically

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Abstract

La présente invention concerne un système, un procédé et un article de fabrication destinés à déterminer des niveaux de capacité d'une zone d'opérations dans une recherche de maturité opérationnelle. Plusieurs attributs d'opération sont d'abord définis en même temps que plusieurs pratiques générales pour chacun des attributs d'opération. Plusieurs niveaux de capacité sont aussi définis en termes de groupes des attributs d'opération. Chaque attribut d'opération est alors classé d'après la réalisation de chaque pratique générale correspondante. On détermine alors quels sont les niveaux de capacité atteints dans une zone d'opérations. Une telle détermination est basée sur la classement des attributs d'opération des niveaux de capacité. Après quoi, le niveau de capacité est établi afin d'effectuer une mesure de la maturité d'une organisation d'opérations.
PCT/US2000/020353 1999-07-26 2000-07-26 Systeme, procede et article de fabrication destines a determiner des niveaux de capacite d'operations pour des besoins d'evaluation d'operation dans une recherche de maturite operationnelle WO2001008037A2 (fr)

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US11568336B2 (en) * 2019-02-06 2023-01-31 Mitsubishi Electric Corporation Information-technology-utilization evaluation device, information-technology-utilization evaluation system, and information-technology-utilization evaluation method

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