Processes

Processes are examples of closed-loop systems because they provide change and transformation towards a goal and utilize feedback for self-reinforcing and self-corrective action (see Figure 2.2). It is important to consider the entire process or how one process fits into another.

Figure 2.2 A basic process

Process definitions describe actions, dependencies and sequence. Processes have the following characteristics:

• 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.
• 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.
• 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.
• Responds to a specificevent: 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 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.

Date: 2014-12-29; view: 884