Introduction to Processes and Functions

Introduction to Processes

• A process is defined as a logically related series of activities executed to meet the goals of a defined objective
• Consists of two kinds of activities:
1. The activities to realize the goal (operational activities concerned with the throughput)
2. The activities to manage these (control activities)
• The control activities make sure the operational activities (the workflow) are performed in time, in the right order
• Concerns about:
• Objectives of processes
• Relationships with other processes
• Inputs, outputs, outcomes
• Control activities
• Policies and standards
• Throughput
• Process owners
• Performance indicators


• Described using Procedures /Work instructions

Procedures; Work Instructions

• A procedure: a specified way to carry out an activity or a process
• Concerns about:
• How
• Who
• Work instructions: defines how 1 or more activities in a procedure should be carried out in detail

Procedures
Example: Procedure to prepare a project schedule

• Activities:
• identify tasks, resources & constraints
• identify relationships between tasks, task durations, lead/lag times
• prepare schedule
• Outcome: a project schedule

Function

• Function: a subdivision of an organization specialized in fulfilling a specified type of work with responsibility for specified end results
• Example: IT services department
• Function: To ensure service standards of defined IT services are met given the resources, agreed practices and own body of knowledge

Process elements in IT Services Management

• Project: A temporary set up to achieve an objective
• Program: A group of projects to achieve an overall set of related objectives
• Portfolio : A set of projects and or programs, possibly unrelated bought together for the sack of control, coordination of the portfolio in its totality
• In ITIL, a service portfolio is a set of services managed by a service provider

Differences between Process & Project

• Process
• Continuous in nature
• Aims at repeatable string of activities
• Important enough to be standardized
• Focus at the specific sequence of activities and the related quality
• Project
• One - Off
• Aim at changing a situation
• Include money, time & quality normally
• Focus more at the time and money constraints
• Involve more resources when compare with process

Information flow

• Processes within departments

Process activities involve different departments

• Communications in IT services organizations
• Types of organizations:
• Hierarchical
• Flat
• Network
• Project
• Process
• Formal structures on communication
• Reporting
• Meeting
• Online facilities
• Notice board
• Types of Communications in IT services organizations
• Routine operational communication
• Communication between teams
• Performance reports
• Communication during projects
• Communication when there are changes
• Communication in case of exceptions
• Communication in case of emergencies
• Training for new or adapted processes and service designs
• Communication with service production teams regarding service strategies and design

Process Management

• IT services generally depend on several departments, customers or disciplines
• Example: There is an IT service to provide users with access to an accounting program on a central computer, this will involve several disciplines. The computer center has to make the program and database accessible, the data and telecommunications department has to make the computer center accessible, and the PC support team has to provide users with an interface to access the application
• The objective is to contribute to the quality of the IT services
• Quality management and process control are part of the organization and its policies
• Using a process approach, best practices for ITSM describe how services can be delivered, using the most effective and efficient series of activities
• For processes that span several departments, the process owner can monitor the quality of a service by monitoring particular aspects of quality, such as availability, capacity, cost and stability
• Service organization can match the quality aspects with the customer’s demands
• The structure of such processes can ensure that good information is available about the provision of services, so that the planning and control of services can be improved
• Help to maintain the quality of IT services among service providers and partners as they change
• Makes service providers far less sensitive to organizational change and much more flexible

Source: OGC