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Appendix B provides detailed information about using process models and definitions to complement a process led approach to implementing IT Infrastructure Library guidance in a programme of continuous improvement. Figure 3.1 represents a model that can be used by an organisation as the framework for process improvement.
Figure 3.1 - Process improvement model
In short, if you can draw up a process model of best practice - or any practice in fact that is more effective than your current way of doing things - then you can compare that model with a description of your current practice and use it to define improvements. If you do this in the light of your business direction or critical success factors, you can define measures of how you can demonstrate improvements and achievements that are truly useful.
As a process based method, the IT Infrastructure Library is particularly suited to use in this way. Appendix B provides more information and a case study.
There are a number of different methods and notations by which processes can be defined and documented - each often associated with a specific design/modelling tool.
Taking a fairly generic view, Figure 3.2 illustrates the typical components one might find in a process definition.
Figure 3.2 - Typical components in a process definition
Each process can be broken down into a series of tasks. For each task, there will be Inputs and Outputs (shown as Real World Objects, RWO, in the diagram). Whether these RWOs have a physical form, e.g. as a piece of paper, or are merely held as electronic information, is irrelevant.
Each task will be executed by a role. This may be embodied in a human being or performed by a piece of software. If human-centric, then there will be a set of competencies that an individual needs in order to perform the role.
The execution of the role is governed by a set of rules. These will range from the simple ("All boxes on the form should be completed") to the very complex ("Credit is only allowed if a set of criteria are met according to an algorithm").
Often, a process will span various organisational boundaries. It is important, therefore, that each process should have an owner. This is another role.
The process owner is responsible for the process definition itself, which should be treated as a CI, subject to all the usual Change control rigours. The process owner is responsible for ensuring that all that are involved in the execution of the process are kept informed of any Changes that occur.
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