Designing Processes

1. Designing Processes Hendershott Consulting Inc Web Presence: www.hci-itil.com Email: len.hendershott@rogers.com Service Design / Figure 3.11 The Generic Process Elements

2. Designing Processes A process is a structured set of activities designed to accomplish a specific objective. A process includes all of the roles, responsibilities, tools and management controls required to reliably deliver the outputs. A process may also define or revise policies, standards, guidelines, activities, processes, procedures and work instructions if they are needed. Service Design / Figure 3.11 The Generic Process Elements

3. Designing Processes Organizations will have different capabilities with respect to process development and management. CMMI for Service describes those capabilities. contains Maturity Level Key Process Area Organized by Common Features contain Goals Key Practices Commitment Ability Activity Measurement Verification Service Design / Figure 3.11 The Generic Process Elements

4. Designing Processes Organizations will have different capabilities with respect to process development and management. CMMI for Service describes those capabilities. contains Maturity Level Maturity Levels Key Process Area Organized by Common Features contain Goals Key Practices Commitment Ability Activity Measurement Verification Service Design / Figure 3.11 The Generic Process Elements

5. Processes Maturity Levels CMMI for Services, Version 1.2 – Generic Practices "A process is a leverage point for an organization’s sustained improvement.“ CMMI A Performed process is a process that accomplishes the work necessary to produce work products. 1 - Performed Service Design / Figure 3.11 The Generic Process Elements

6. Processes Maturity Levels CMMI for Services, Version 1.2 – Generic Practices "A process is a leverage point for an organization’s sustained improvement.“ CMMI 2 - Managed A Managed process is a performed process that is planned and executed in accordance with policy; employs skilled people who have adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description. 1 - Performed Service Design / Figure 3.11 The Generic Process Elements

7. Processes Maturity Levels CMMI for Services, Version 1.2 – Generic Practices "A process is a leverage point for an organization’s sustained improvement.“ CMMI 3 - Defined 2 - Managed A Defined process is a managed process that is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines; has a maintained process description; and contributes work products, measures, and other process improvement information to the organizational process assets. 1 - Performed Service Design / Figure 3.11 The Generic Process Elements

8. Processes Maturity Levels CMMI for Services, Version 1.2 – Generic Practices "A process is a leverage point for an organization’s sustained improvement.“ CMMI 4 – Quantitatively Managed 3 - Defined 2 - Managed A Quantitatively Managed process is a defined process that is controlled using statistical and other quantitative techniques. The product quality, service quality, and process-performance attributes are measurable and controlled throughout the project. 1 - Performed Service Design / Figure 3.11 The Generic Process Elements

9. Processes Maturity Levels CMMI for Services, Version 1.2 – Generic Practices "A process is a leverage point for an organization’s sustained improvement.“ CMMI 4 – Quantitatively Managed 5 - Optimized 3 - Defined 2 - Managed An Optimizing process is a quantitatively managed process that is changed and adapted to meet relevant current and projected business objectives. An optimizing process focuses on continually improving process performance through both incremental and innovative technological improvements. 1 - Performed Service Design / Figure 3.11 The Generic Process Elements

10. Processes Maturity Levels CMMI for Services, Version 1.2 – Generic Practices “Most organizations are striving to move from Level 2 (Managed) to Level 3 – (Defined). This involves significant organizational attention to the development and maintenance of process assets. 3 - Defined Organizational Process Focus To plan and implement organizational process improvement based on a thorough understanding of the current strengths and weaknesses of the processes and process assets.. 2 - Managed • Establish and maintain the description of the process needs and objectives for the organization • Appraise the processes of the organization periodically and as needed to maintain an understanding of their strengths and weaknesses • Identify improvements to the organization's processes and process assets. • Establish process action plans • Implement and deploy process action plans • Incorporate process-related work products, measures, and improvement information derived from planning and performing the process into the organizational process assets. 1 - Performed Service Design / Figure 3.11 The Generic Process Elements

11. Processes Maturity Levels CMMI for Services, Version 1.2 – Generic Practices “Most organizations are striving to move from Level 2 (Managed) to Level 3 – (Defined). This involved significant organizational attention to the development and maintenance of process assets. 3 - Defined Organizational Process Definition To establish and maintain a usable set of organizational process assets. 2 - Managed • Establish and maintain a set of standard processes • Establish and maintain descriptions of approved life-cycle models. • Establish and maintain tailoring criteria and guidelines for the set of standard processes. • Establish and maintain the measurement repository • Establish and maintain the process asset library. 1 - Performed Service Design / Figure 3.11 The Generic Process Elements

12. Processes Maturity Levels CMMI for Services, Version 1.2 – Generic Practices “Most organizations are striving to move from Level 2 (Managed) to Level 3 – (Defined). This involved significant organizational attention to the development and maintenance of process assets. 4 – Quantitatively Managed 3 - Defined Organizational Process Performance To establish and maintain a quantitative understanding of the performance of the set of standard processes in support of quality and process-performance objectives, and to provide the process performance data, baselines, and models to quantitatively manage the organization’s projects. 2 - Managed • Select the processes or process elements in the set of standard processes that are to be included in the process performance analyses. • Establish and maintain definitions of the measures that are to be included in the organization's process performance analyses. • Establish and maintain quantitative objectives for quality and process performance for the organization. • Establish and maintain the organization's process performance baselines. • Establish and maintain the process performance models for the set of standard processes. • Establish and maintain the process asset library. 1 - Performed Service Design / Figure 3.11 The Generic Process Elements

13. Process Model A business process is a collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers. • There are three main types of business processes: • Management processes, the processes that govern the operation of a system. • Operational processes, processes that constitute the core business and create the primary value stream. • Supporting processes, which support the core processes. Service Design / Figure 3.11 The Generic Process Elements

14. Process Model A business process can be decomposed into several sub-processes, which have their own attributes, but also contribute to achieving the goal of the super-process. Service Design / Figure 3.11 The Generic Process Elements

15. Process Model A business process can be decomposed into several sub-processes, which have their own attributes, but also contribute to achieving the goal of the super-process. Service Design / Figure 3.11 The Generic Process Elements

16. Process Model A business process can be decomposed into several sub-processes, which have their own attributes, but also contribute to achieving the goal of the super-process. Service Design / Figure 3.11 The Generic Process Elements

17. Process Model A business process can be decomposed into several sub-processes, which have their own attributes, but also contribute to achieving the goal of the super-process. Service Design / Figure 3.11 The Generic Process Elements

18. Process Model A business process can be decomposed into several sub-processes, which have their own attributes, but also contribute to achieving the goal of the super-process. Service Design / Figure 3.11 The Generic Process Elements

19. Process Model The analysis of business processes typically includes the mapping of processes and sub-processes down to activity level. Typically up to five levels of decomposition can be followed with decompositions below levels 3 at the discretion of the sub-organizations. describes a 'mega-process' such as Change Management. In practices this level strives to give readers a broad, high-level understanding of the process in question. At this level of abstraction the entire process should be able to be displayed on a single page.. translates a Level 1 process such as Change Management into major process functions. Process Level 2 process documentation depicts the inputs, outputs, controls, mechanisms and major activities for each process function. defines and sequences the main events within each process function. At this level of decomposition, we would find the detailed activities associated with, to continue the example, Change Administration processes such as Reviewing & Closing RFCs, Updating Change FSC, etc. and depicts in increasing details the inputs, outputs, controls, mechanisms and major activities for each process event. defines the sub processes and activities within a main process. At this level of detail, Change Managements' Emergency Change Advisory Board process would be captured in fine enough detail so that the subject matter experts and process performers can clearly understand how the process relates to their work defines the supplemental procedures and reference material used to guide, clarify or instruct how tasks are performed. Service Design / Figure 3.11 The Generic Process Elements

20. Process Notation There are a number of different modelling languages in use: Business Process Modeling Notation (BPMN) The objective of BPMN is to support business process management for both technical users and business users by providing a notation that is intuitive to business users yet able to represent complex process semantics. Service Design / Figure 3.11 The Generic Process Elements

21. Process Notation There are a number of different modelling languages in use: Unified Modeling Language (UML) Used to specify, visualize, modify, construct and document the artefacts of an object-oriented software intensive system. UML aims to be a standard modeling language which can model concurrent and distributed systems. Service Design / Figure 3.11 The Generic Process Elements

22. Process Notation There are a number of different modelling languages in use: Business Process Execution Language (BPEL) Standard executable language for specifying interactions with Web Services. Processes in Business Process Execution Language export and import information by using Web Service interfaces exclusively. Service Design / Figure 3.11 The Generic Process Elements

23. Process Notation There are a number of different modelling languages in use: Integration Definition for Function Modeling (IDEF) • Consists of a hierarchical series of diagrams, text, and glossary cross referenced to each other. The two primary modeling components are: • functions (represented on a diagram by boxes), and • data and objects that interrelate those functions (represented by arrows). Service Design / Figure 3.11 The Generic Process Elements

24. Process Notation There are a number of different modelling languages in use: Integration Definition for Function Modeling (IDEF0) The process is often initiated by an event. • The position at which the arrow attaches to a box conveys the specific role of the interface. • The Controls enter the top of the box. • The Inputs, the data or objects acted upon by the operation, enter the box from the left. • The Outputs of the operation leave the right-hand side of the box. • Mechanism arrows that provide supporting means for performing the function join (point up to) the bottom of the box. Trigger Service Design / Figure 3.11 The Generic Process Elements

25. Process Notation There are a number of different modelling languages in use: Rummler-Brache (swimlanes) Modified traditional workflow diagrams by introducing three important innovations. • introduced swimlanes to indicate what department or individual was responsible for specific processes. • added a top lane where he showed how the process-in-scope interacted with the customer of the process. • added lanes below in which he showed external support processes Service Design / Figure 3.11 The Generic Process Elements

26. Process Characteristics A Robust Process has ... identified process objectives identified and involved executive support identified process ownership wtih requisite responsibility and authority for process key and secondary customers and stakeholders and suppliers are identified and consulted process inputs and outputs are identified process is based on sound business model process hierarchy is understood execution is enforceable process is designed to provide service metrics process metrics are recorded and analyzed (not just collected) documentation is thorough, accurate, and easily understood process contains all value-added steps process guarantees accountability process provides incentive for compliance and penalties for avoidance or circumvention process is standardized across all appropriate departments and remote sites process is streamlined as much as possible and practical process is automated wherever practical but only after streamlining process integrates with all other appropriate processes Service Design / Figure 3.11 The Generic Process Elements

27. Business Process Management Today, leading companies use a combination of integration techniques to implement their end to end business processes. Businesses need technologies for the management of business processes that are genuinely usable, very flexible and capable of integrating systems across all kinds of business and technology barriers. Service Design / Figure 3.11 The Generic Process Elements

28. Business Process Management Taking control of complete processes, all the way to the customer. Business Process Management is the capability to discover, design, deploy, execute, interact with, operate, optimize and analyze end to end processes, and to do it at the level of business design, not technical implementation. Service Design / Figure 3.11 The Generic Process Elements

29. Hendershott Consulting Inc Email: len.hendershott@rogers.com ITIL process site: hci-itil.com Service Design / Figure 3.11 The Generic Process Elements