ISO 20000: Importance of the Deming cycle. David Billouz

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1 ISO 20000: Importance of the Deming cycle. David Billouz Managing partner, MSD Partners 2nd Deputy itsmf Czech Republic

2 The Deming cycle W. Edwards Deming in the 1950's proposed that business processes should be analyzed and measured to identify sources of variations that cause products to deviate from customer requirements. He recommended that business processes be placed in a continuous feedback loop so that managers can identify and change the parts of the process that need improvements. As a teacher, Deming created a (rather oversimplified) diagram to illustrate this continuous process, commonly known as the PDCA cycle for Plan, Do, Check, Act*: PLAN: Design or revise business process components to improve results DO: Implement the plan and measure its performance CHECK: Assess the measurements and report the results to decision makers ACT: Decide on changes needed to improve the process

He recommended that business processes be placed in a continuous feedback loop so that managers can identify and change the parts of the process that need improvements.

3 Deming cycle and ISO 9001

4 Planning and ITSM ITSM Requirements Métiers Business Utilisations/Clients Users/Customers New services à modifier Other processes: Providers, customers Resources ER Ex Qi Ug Ie R n E c Me Es N T S Check Maintain, Audit Control Management commitment é et Engagement and responsibility de la Direction Act Amé Continuous improvement Continue Do Implement œ ITSM de Services ÉService Delivery Processes Plan Planning ITSM de Services Service S S a a t t i i s s f f a a c c t t i i o o n n Ré Business results Métiers Satisfaction Users/Customers New or Improved services é Other processes: Providers, customers Satisfaction Team and des Employees é satisfaction Release Control processes Resolution processes Ré Relationship processes Relation Client/ itsmf processes Czech Republic 2007

Processes Plan Planning ITSM de Services Service S S a a t t i i s s f f a a c c t t i i o o n n Ré Business results Métiers Satisfaction Users/Customers New or Improved services é Other

5 ITSM planning An ITSM plan must at least contain: The scope of the ITSM of the IT services provider The goals and requirements of the ITSM The processes to execute The roles and responsibilities of the Management and other implicated actors of the ITSM The interfaces between processes The approach The resources

to execute The roles and responsibilities of the Management and other

6 ITSM planning ITSM contains a process to manage the services and their changes according to the following events: IT services improvement IT services modifications Infrastructure standardization Legal requirements Mergers and acquisitions

events: IT services improvement IT services modifications

7 ITSM implementation The IT services provider implements the plan to manage the delivery of services including: The resources allocation The roles and responsibilities allocation The budget allocation The risks management at the level of the services The reporting

allocation The roles and responsibilities allocation The budget

8 ITSM control The IT services provider must apply methods demonstrating the ability of the processes to reach the ITSM goals: ITSM requirements have to be compliant with the standard Efficiency of the ITSM maintenance plan Audits plan The IT services provider must control, measure and review

have to be compliant with the standard Efficiency of the ITSM

9 ITSM improvement Policy: A quality improvement policy must exist and be published The roles and responsibilities linked to the improvement activities have to be clearly defined Continuous improvement: Any improvement idea has to be assessed and can be authorized. A process must exist in order to: Improve other processes Define cross improvement processes

defined Continuous improvement: Any improvement idea has to be assessed and can be

10 ITSM improvement Continuous improvement activities: Gather ad analyze referential data for the improvement of the IT services provider Identify, planning and implement improvements Consult with all the involved resources Set goals for quality, costs and resources

provider Identify, planning and implement improvements Consult

11 ITSM improvement Continuous improvement activities: Measure and report the IT services improvements Review and modify policies if necessary Ensure that any improvement actions have been implemented and reach their goals

and modify policies if necessary Ensure that any

12 PDCA example with SLM P D C A

13 12 SLM processes: a PDCA application Promote and entrench a business, quality and service culture Identify services and customers Identify current contracts and agreements Define current IT capabilities Produce a Service Catalog Define and Document Process

customers Identify current contracts and agreements Define

14 12 SLM processes: a PDCA application Prepare SLAs/OLAs and include Implement Pilot SLA, OLA Establish and formalize roles Publicize the existence of SLAs, OLAs Rollout remaining SLAs, OLAs Analyze, Report, Review

15 Conclusion The Deming s cycle is important in ISO because of: The continuous aspect of improvements Its ability to be a guideline for quality of ITSM The scope of application which can be global ITSM or any ITSM process The best example of PDCA implementation is SLM

for quality of ITSM The scope of application which can be global

16 Conclusion SLM acts as a guide for establishing good, sound business relationships. But before you can establish and maintain an effective SLM process, your organization must commit to a culture that promotes a business mindset, service orientation and continuous improvement. This is a key critical success factor.

But before you can establish and maintain an effective SLM process, your

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