UNDERSTANDING YOUR RELATIONSHIP WITH QUALITY, SERVICES & PROCESS

Imaginary Friends

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AGENDA

Takeaways

• Understand the importance of ‘consensus based’ knowledge

• Decrypt the relationship and purpose of common (seemingly) disparate best-practise

models

• Show where to get free information to accelerate and simplify your journey

• Demonstrate how easy the language is to use and apply to your business

Topics

• Making sense of the alphabet soup

• There’s no such thing as a service industry

• Process: understanding the middle child

• Applying the language

• Audits = AWESOME!!!

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And Standards!

Statutes!

And

Frameworks!

OH MY!

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Best Practice Guidance

Requirements &

Applied Guidance

IT Governance

Enterprise Governance

Business Drivers (Context)

Balanced

ScorecardCOSO

COBIT

ISO 9001

QMS

ISO 27001

ISMS

ISO 20000-1

SMS

QA ProceduresSecurity

PrinciplesITIL

Business

Motivation Model

Performance:

Business Goals

Conformance:

ASIC, ACCC,

Sarbanes Oxley

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WHY ‘BEST PRACTICE’?

Local Knowledge

(Proprietary)

Shared Knowledge

(Best Practice)

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‘Consensus Based’

WHY ‘BEST PRACTICE’?

Local Knowledge

(Proprietary)

Shared Knowledge

(Best Practice)

Publicly Available

Easy to Acquire

Proven & validated across diverse environments

Well documented

Vetted; Improved Continuously

ISO, ITIL, COBIT, PRINCE2. LEAN, Six Sigma

Deeply Embedded

Difficult to adopt & Replicate

Limited experience

Single organisation or person

Poorly documented

Adapt Adopt

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WHY ‘BEST PRACTICE?’: COMMON LANGUAGE

Incident

Fault

ProblemDefect

Issue

Error?

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Best Practice Guidance

Requirements &

Applied Guidance

IT Governance

Enterprise Governance

Business Drivers (Context)

Balanced

ScorecardCOSO

COBIT

ISO 9001

QMS

ISO 27001

ISMS

ISO 20000-1

SMS

QA ProceduresSecurity

PrinciplesITIL

Business

Motivation Model

Performance:

Business Goals

Conformance:

ASIC, ACCC,

Sarbanes Oxley

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COMMON LANGUAGE: BUSINESS PLANNING

Business

Drivers

(Context)

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COMMON LANGUAGE: BUSINESS MOTIVATION MODEL

Best Practice Guidance

Requirements &

Applied Guidance

IT Governance

Enterprise Governance

Business Drivers (Context)

Balanced

ScorecardCOSO

COBIT

ISO 9001

QMS

ISO 27001

ISMS

ISO 20000-1

SMS

QA ProceduresSecurity

PrinciplesITIL Process

Business

Motivation Model

Performance:

Business Goals

Conformance:

ASIC, ACCC,

Sarbanes Oxley

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COMMON LANGUAGE: HTTP://PASCAL.COMPUTER.ORG

TERMINOLOGYManagement System

System?

Language

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Process Approach

17

SYSTEM EXAMPLE: COMPUTER SYSTEM

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ISO 9001:2015 – QUALITY MANAGEMENT SYSTEM

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ISO 9004 – MANAGING FOR SUSTAINED SUCCESS

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9001:2015 Clause 10

Improvement

9001:2015 Clause 6

Planning

9001:2015 Clauses 7 & 8

Support & Operation

9001:2015 Clause 9

Performance

Evaluation

ISO 20000 – SERVICE MANAGEMENT SYSTEM

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PROCESS APPROACH

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Functionally Driven Organisation

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Division

GO

AL

FEEDBACK

AC

TIV

ITIE

SR

ES

UL

T“Vertical Specialists”

Functionally Driven

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Customer

R&D

GO

AL

FE

ED

BA

CK

AC

TIV

ITIE

SR

ES

UL

T

SALES

GO

AL

FEEDBACK

AC

TIV

ITIE

SR

ES

UL

T

CONSULTING

GO

AL

FEEDBACK

AC

TIV

ITIE

SR

ES

UL

T

Functionally driven

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Process Approach

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Customer

IT SalesConsultingR&D

GOAL

FEEDBACK

PROCESS ACTIVITIES RESULT

Process driven

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Service???

Customers

Organisation

Service Units

Business Units

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Customer(s)

Organisation

Service Units

ServicesBusiness Units

Services

SuppliersServices

“‘There is no such thing as a service industry. There are only industries whose service components

are greater or less than those of other industries.”

“Everybody is in service.”

Professor Theodore Levitt,

Harvard Business School

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Service

Pro

cess

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80% of operational problems

can often be attributed to

people and process issues.

Only a portion of the

remaining 20% is actually

technology related – some

being external disasters.

Process40%

People40%

Other20%

Gartner Security Conference presentation "Operation Zero Downtime," D. Scott

Operational Problems

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Process

Function

•Role

•Customer

•UserProcedure

Work Instruction

Language

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ROLES (POSITIONS)

Process

Activity 1 Activity 2 Activity 3

Metrics

inputsDesired

Outcome

Trigger

Customer

Inputs Seat Guests Take Order Prepare Food Customer

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FUNCTIONS

Process

Activity 1 Activity 2 Activity 3

Metrics

inputsDesired

Outcome

Trigger

Customer

Front of HouseKitchen

Management

Seat Guests Take Order Prepare FoodInputs Customer

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Seat Guest

Greet Guest

Locate Seat

Seat Guest

Take Order

Review Specials

Take Order

Deliver to Kitchen

Prepare Food

You get the idea

No, seriously I think you do

Don’t make me type anything

else…

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ActionsTasksActivity

Seat Guest

Greet Guest1. Good <time of day>!

2. Welcome to Chez Process!

3. Do you have a reservation?

4. Proceed to Locate Seat.

Locate Seat ????

Seat Guest1. Pull out chairs2. Unfold napkins3. Place napkins on guest lap4. Fill water glasses.5. Provide waiter name

Training

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“Say what you do and do what you say”

1. Document what you do.

2. Perform to your documentation.

3. Record the performance as evidence.

4. Continually improve based on performance.

Quality

Assurance

Audit Compliance Simplification

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Documents = Intentions Records = Evidence

Audit

Documents vs Records

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Tools• Aligned to documentation

• Automate processes• Provide evidence

Procedures

Process

Policy

Intent

Evidence

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Work Instruction

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Level 1

(Descriptive)

• What is expected?

• Standards & Frameworks

• Policies

Level 2

(Descriptive)

• What should happen?

• Process Models & Flowcharts

• Process Descriptions

Level 3

(Prescriptive)

• How will it be done? By whom (Role)?

• Procedures

Level 4

(Prescriptive)

• How to do it? What was done?

• Work Instructions

• Tools

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“Business processes are the business; products and

services are only the by-product of the processes.”

– Business Process Management: The Third Wave

Process driven

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What is BPM?

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What is BPM?

WWW.PRACTISEGROUP.COM

TWITTER: @palmerph

LINKEDIN: https://au.linkedin.com/in/phillippalmer

phillip@practisegroup.com

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