ITIL Implementation - Process Controlling
| diese Seite auf Deutsch |
|---|
Step 7: Establish Process Controlling
Now it is known which ITIL processes are to be introduced, how these are structured, and which interfaces to other processes exist.
Before these processes are defined in more detail, one should think about ways to judge if they are running according to expectations. This takes place by the establishment of a suitable process controlling.
A coherent process controlling not only helps to assess whether the objectives followed with the ITIL introduction are achieved, but also has long-term benefits, in that it delivers the necessary data for a continuous process improvement.
How to decide whether a process “runs well” or not? Objective criteria (quality measurements, also known as Key Performance Indicators [KPIs]) must be determined for this purpose.
Only then, when it is clear which quality measurements a process must achieve, can its inner details be confidently designed with these goals in mind.
Determine the Process Owners
Successful management of a process depends on Process Owners who identify themselves closely with their task, and who are sufficiently empowered and equipped with the necessary means. It is therefore important to have the Process Owners (as the ones responsible for running the processes after their implementation) as active participants in the implementation project, so they should be named at an early stage.
In most cases, this step was taken implicitly during an earlier project phase: With the assignment of the ITIL roles, the choice of the Process Owners is often straightforward (the Problem Manager will, for example, be the owner of the Problem Management process).
Define IT Metrics and Measurement Procedures
With the aid of objective, pre-defined quality criteria the Process Owners are in a position to assess whether their processes are running “well”, and are thus able to decide upon the need for process improvements.
There are also quantitative measurements, which are used by the Process Owner to steer the resources within a process (e.g. the number of Incidents received by the Service Desk over the course of time).
Objective of this Project Step
- Determination of measurements (KPIs) for the processes to be introduced
- Definition of measurement procedures for the KPIs
Prerequisites
- Structure of the Service Management processes to be introduced
Results/ Deliverables
- Measurements (KPIs) for the processes to be introduced
- Measurement procedures for the KPIs
Description
Quality criteria (or KPIs) help to decide whether a process is running according to expectations. The first step when selecting suitable KPIs must therefore be to decide upon the overall objectives of a process (Example: a high first-resolution rate at the Service Desk).
With these objectives in mind, it will be possible to select KPIs which are suitable to measure a successful process execution.
The ITIL Wiki contains a choice of suitable KPIs. These KPIs were taken from the ITIL recommendations; they have been in some parts supplemented with elements from COBIT. Where necessary, further suggestions for KPIs are available in several books on IT Service Management. It should however be noted, that process controlling is not about setting up as extensive an arsenal of KPIs as possible: Practice has proven that an over-complex structure of measurements creates a disproportionate amount of effort, gains little acceptance, and after a short period, is no longer applied.
Quality measurements should also not be seen as a “universal cure”, but as a practical assistance for process participants and Process Owners. If too much importance is placed upon the achievement of isolated measurements, this often restricts the view for the greater good of all parties envolved in an undesired way.
Which KPIs are eventually chosen is dependent, amongst other things, upon the available possibilities for their measurement. A measurement procedure is to be defined for every KPI. Ideally, KPIs can be computed automatically, e. g. via a Service Desk system. The measurement procedures defined here are therefore also requirements for the systems to be implemented.
Target values for the KPIs define “success” in an objective way and set goals for the Process Owner. It must be noted, however, that target values (like first-time resolution rates) cannot be easily transferred from business to business without precaution.
It is recommendable not to define fixed KPI targets initially, but to merely select suitable KPIs and start measuring. Once a statistically significant number of measurement results are present after a certain time, there will be a more solid base for setting targets.
Success Factors
Only KPIs which are actually measurable must be used Not as many as possible, but rather few significant measurements should be defined, so that the measurement and the reporting of the KPIs may be executed with a justifiable amount of time and effort.
IT Management should make a point of the fact that the use of KPIs serves the purpose of improving processes and not the penalisation of employees. There might otherwise be the danger of the participants developing strategies in order to tweak the statistics in their favour, which would be against the interests of the IT organisation on the whole.
Targets for KPIs (especially in the initial phase after the introduction of new processes) are to be reviewed at regular intervals; it is not always necessarily best to strive for top grades – under certain circumstances it is, for example, acceptable to have a lower initial resolution-rate at the Service Desk, if many of the enquiries necessitate specialist knowledge.
Define the Reporting Procedures
Reporting on process quality is the final element within process control.
Reporting procedures define which KPIs are reported in which form to particular recipients.
Objective of this Project Step
- Definition of contents and recipients of the reports on process quality
Prerequisites
- Measurements (KPIs) for the processes to be introduced
Results/ Deliverables
- Overview of the different reports on process quality
- Recipients or target-groups for the reports
- Structures/ templates for the different reports
Description
Starting from a list of the target-groups, the information needs of the recipients are determined.
This allows to define a variety of reports, with targeted selections of KPIs or statistical evaluations, resulting in a template for each of these reports.
Success Factors
- The reports should show a degree of detail which is adjusted to the requirements of the relevant target-group, so that for instance, IT Management receives an overview of important metrics, problem areas and measures for process improvement
- The Process Owners, however, require more detailed information in order to manage their processes
Following Process Activity
Step 8: Design the Processes in Detail
