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Управление ИТ в реальном масштабе
- 1. Управление ИТ в реальном масштабе Роман Журавлёв
- 2. Как устроено управление ИТ
- 4. …еще более общая картина
- 8. Функции и организационная структура
- 11. Как организовать управление ИТ
- 12. Лучшие / Хорошие практики – что это? Standard Best Practices Good Practices Other Practices [ лидеры отрасли ] [ общепринятые практики / формализованные нормы ] [ те, кому все равно ]
- 23. Что с этим делать?
- 25. 8 шагов Коттера 2 3 4 5 8 7 6 1 Создайте ощущение необходимости изменений Сформируйте группу поддержки Создайте картину целевого состояния Сообщите о цели Стимулируйте остальных двигаться к цели Обеспечьте быстрые победы Объединяйте улучшения, стимулируйте изменения Сделайте изменения привычными
- 27. Спасибо! [email_address] [email_address] www.realitsm.ru
Notes de l'éditeur
- Первый слайд презентации (больше этот дизайн нигде не используется)
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- Align IT Service Management to changes in the business (20%) 1.1 Adapt the management system to support the business (10%) Balanced Scorecard Critical Success Factors Customer Effectiveness Efficiency Fit for purpose Framework Key Performance Indicators Management System Maturity Metrics Organization Chart Policies Processes Service Service Level Requirements Service Provider Supplier Targets User
- ITILv3Foundation Cleverics LLC ver.1.3(30072009) Process A structured set of Activities designed to accomplish a specific Objective. A Process takes one or more defined inputs and turns them into defined outputs. A Process may include any of the Roles, responsibilities, tools and management Controls required to reliably deliver the outputs. A Process may define Policies, Standards, Guidelines, Activities, and Work Instructions if they are needed. Function A team or group of people and the tools they use to carry out one or more Processes or Activities. For example the Service Desk. The term Function also has two other meanings: An intended purpose of a Configuration Item, Person, Team, Process, or IT Service. For example one Function of an e-mail Service may be to store and forward outgoing mails, one Function of a business process may be to dispatch goods to Customers. To perform the intended purpose correctly, The computer is Functioning'. 2.6 FUNCTIONS AND PROCESSES ACROSS THE LIFECYCLE 2.6.1 Functions Functions are units of organizations specialized to perform certain types of work and be responsible for specific outcomes. They are self-contained with capabilities and resources necessary for their performance and outcomes. Capabilities include work methods internal to the functions. Functions have their own body of knowledge, which accumulates from experience. They provide structure and stability to organizations. Functions are a way of structuring organizations to implement the specialization principle. Functions typically define roles and the associated authority and responsibility for a specific performance and outcomes. Coordination between functions through shared processes is a common pattern in organization design. Functions tend to optimize their work methods locally to focus on assigned outcomes. Poor coordination between functions combined with an inward focus lead to functional silos that hinder alignment and feedback critical to the success of the organization as a whole. Process models help avoid this problem with functional hierarchies by improving cross-functional coordination and control. Well-defined processes can improve productivity within and across functions. 2.6.2 Processes 2.3: Process A process is a set of coordinated activities combining and implementing resources and capabilities in order to produce an outcome, which, directly or indirectly, creates value for an external customer or stakeholder . Processes that provide transformation towards a goal, and utilize feedback for self-reinforcing and self-corrective action, function as closed-loop systems (Figure 2.14). It is important to consider the entire process or how one process fits into another. Process definitions describe actions, dependencies and sequence. Processes have the following characteristics: Processes are measurable - we are able to measure the process in a relevant manner. It is performance driven. Managers want to measure cost, quality and other variables while practitioners are concerned with duration and productivity. They have specific results - the reason a process exists is to deliver a specific result. This result must be individually identifiable and countable. While we can count changes, it is impossible to count how many Service Desks were completed. So change is a process and Service Desk is not: it is a function. Processes have customers - every process delivers its primary results to a customer or stakeholder. They may be internal or external to the organization but the process must meet their expectations. They respond to specific events - while a process may be ongoing or iterative, it should be traceable to a specific trigger. Functions are often mistaken for processes. For example, there are misconceptions about Capacity Management being a service management process. First, Capacity Management is an organizational capability with specialized processes and work methods. Whether or not it is a function or a process depends entirely on organization design. It is a mistake to assume that Capacity Management can only be a process. It is possible to measure and control capacity and to determine whether it is adequate for a given purpose. Assuming that it is always a process with discrete countable outcomes can be an error.
- ITILv3Foundation Cleverics LLC ver.1.2(31052009) Например, ФА – эксплуатация (отдел администрирования с группами администрирования рабочих мест и инфраструктуры) Ф B – техническая поддержка (одноименный отдел) Ф C – управление приложениями (одноименный отдел) Ф D – администрирование ИБ (группа ИБ) Ф E – архитекторы (подгруппа системной архитектуры) Ф F – бизнес-анализ (одноименная подгруппа) (Отдел Г – отдел автоматизации, группа 2 – группа Архитектуры и Анализа) С процессом на следующем слайде никак не связано.
- ITILv3Foundation Cleverics LLC ver.1.2(31052009) Какой процесс- неважно!!!!!!
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- ITILv3Foundation Cleverics LLC ver.1.3(30072009) Все стремятся к счастью. В рай для ИТ провайдеров. Те, кто сумел внедрить успешные инновации, становятся лидерами Те, кто следует за лидерами, осваивают наиболее бесспорные и универсальные из инноваций, превращая их в общепринятые практики. Общепринятые практики, подтвердившие свою эффективность, ложатся в основу стандартов. Те, кто не следует общим практикам и не соответствует стандартам, остаются вдали от счастья… например, потому что их счастье не похоже на рай для ИТ провайдеров. У них – другие идеалы.
- Обычный слайдFour processes are concerned with effectiveness : a. Agree with your customer what you will deliver. We can call this the contract management process. b. Deliver what you have agreed. We can call this the operations management process. c. Repair anything that goes wrong. We can call this the recovery management process. d. Change your service if your customer wants another service. We can call this the change management process. • Two processes are concerned with efficiency : e. You know what you use to deliver your service with. We can call this the configuration management process. f. You adjust (to) conditions that may prevent you from delivering tomorrow what you have agreed today. We can call this the risk management process.
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