A5 Quality Management

A4 Balanced Scorecard

A3 CMMI

The Capability Maturity Model® Integration (CMMI) is a process improvement approach developed by the Software Engineering Institute (SEI) of Carnegie Mellon University. CMMI provides organizations with the essential elements of effective processes. It can be used to guide process improvement across a project, a division, or an entire organization. CMMI helps integrate traditionally separate organizational function s, set process improvement goals and priorities, provide guidance for quality processes and provide a point of reference for appraising current processes. For more information, see http://www.sei.cmu.edu/cmmi/

A number of IT consultancy organizations have built the maturity model into their ITSM assessment services as a way of assisting organizations prepare for and judge process improvements – including those in the Service Operation area. Organizations may wish to use some form of the model to help drive their path towards independent ISO/ISE 20000 accreditation

A new approach to strategic management was developed in the early 1990s by Drs. Robert Kaplan (Harvard Business School) and David Norton. They named this system the ‘Balanced Scorecard’. Recognizing some of the weaknesses and vagueness of previous management approaches, the balanced scorecard approach provides a clear prescription as to what companies should measure in order to ‘balance’ the financial perspective. The Balanced Scorecard suggests that the organization is viewed from four perspectives, and it is valuable to develop metrics, collect data and analyse it relative to each of these perspectives:

• The Learning and Growth Perspective
• The Business Process Perspective
• The Customer Perspective
• The Financial Perspective.

Some organizations may choose to use the Balanced Scorecard method as a way of assessing and reporting their IT quality performance in general and their Service Operation performance in particular.

Further details are available through the Balanced Scorecard User Community at www.scorecardsupport.com

There are distinct advantages of tying an organization’s ITSM processes, and Service Operation processes in particular, to its quality management system. If an organization has a formal quality management system such as ISO9000, Six Sigma, TQM etc. then this can be used to assess progress regularly and drive forward agreed service improvement initiatives through regular review s and reporting.

Many organizations have used a regular annual audit or external assessment as a way of determining the required improvements – and then their Quality Management system to drive through the specific programme s of work.

Дата добавления: 2014-12-23