The Rain in Spain

When Dr. Higgins attempts to improve Eliza Doolittle’s speech in My Fair Lady, he starts with the basics: practicing speaking with marbles in her mouth, repeating basic sounds and words, the most famous being “the rain in Spain is mainly in the plain”. The parallels with an organization seeking to improve its processes are similar in that the basics must be mastered first before one can be the belle of the embassy ball.

What are some of the basics that an organization can put into place while attempting to improve? Some choices are:

Strategy: Easily the most neglected area of organizations worldwide and IT organizations in particular, certain basic techniques of Strategy should be implemented. While full blown strategy methodologies might be a bit much for the beginning effort towards improvement, fundamental techniques of demand analysis, financial management and portfolio management should be implemented.

Customer Point of Contact for Negotiation: While organizations do have this in place in some fashion, it is rarely enacted formally enough to bring its true value and benefits to the table. ITIL’s Service Level Management process is a well defined methodology for achieving this objective. The ability to not merely interact and form a point of contact with the customer but to build a relationship and understand their needs allows for superior alignment of IT with customer’s requirements. This effort returns rich rewards and is definitely much value for money.

Change & Configuration Management: Again implemented by most organizations but not adequately. A good first step for organizations committed to improvement would be to evaluate what they have in place and tighten up and further align with what users require. At an organization that I consulted for in the past, they had a home grown Change/Configuration management tool that had fields and options that users did not need or use and did not have needed fields and options. Clearly they could have benefitted immensely with a properly thought out tool that fitted with their needs better.

Service Desk, Incident and Problem Management: Another set of those processes that most organizations do have in place but could desperately use an overhaul and update of. Common service desk shortcomings are lack of current information made available to service desk personnel, increasing call volumes and increasing and more complex changes to the service. Incident and Problem management also suffer from lack of communication from change and configuration management typically.

Continuous improvement: While there may not exist an organizational maturity to reach six sigma levels at the present, certain basic improvement techniques can certainly be implemented. A basic technique of Root Cause Analysis and resolution to prevent similar mishaps occurring in the future is easy and requires minimal investment. Therefore, there is no reason to not implement a RCA system of continuous improvement, no matter how limited resources are available in the organization.

It is often argued that times are too challenging or resources not available to implement process improvements by those not enthusiastic about improvements. However, there are small and simple steps that can be carried out that yield rich returns for the effort expended. It is possible to get started without a great deal of investment and disruption. With the improvement and stability gained with these initial steps, further and more complex process improvement endeavors can then be undertaken. Even if an organization is dedicated to a large scale process improvement effort, the basics must first be completed successfully. Remember, the rain in Spain is mainly in the plain.

Awareness

Welcome to the first posting of the IT Process Improvement blog. My goal in publishing this blog is to provide a site where we may share our experiences, learn what’s new, and network with like-minded folks. Experts, novices and everyone in between are welcome to participate and contribute with their perspectives, questions and comments. My posts will vary in technical depth and subject coverage depending on the topic of the post but I will attempt to compose the posts in a way that everyone benefits from the read. Feedback is welcome at viveks@comwick.com.

The title and central theme of this blog site is “IT Process Improvement”, but what do these words really mean? It would behoove us to fully comprehend and understand the significance and implications of this much used but much misunderstood phrase.

“IT” or “Information Technology” is defined by the Information Technology Association of America (ITAA) as “the study, design, development, implementation, support or management of computer based information systems, particularly software applications and computer hardware”. But what do we mean by “information systems”? “Information systems” refer to a system of persons, tools, data records and activities that process data and information in an organization. Therefore, “IT” can be thought of as the use of computers and software to convert, store, protect, process, transmit and retrieve data within an organization.

“Process” as defined in the ITIL (IT Infrastructure Library) body of knowledge is “a structured set of activities designed to accomplish a specific objective”. ITIL further explains that correctly defined processes are measurable, provide specific results, are customer-centric and are traceable to a specific trigger.

“Improvement” as defined by the dictionary is “a change or modification by which a more valuable or desirable condition is achieved”.

So now that we have clarity on each of the individual words, putting it together we may state that “IT Process Improvement” may be defined as “changes and modifications made to a structured set of activities that organizations utilize to manipulate their data utilizing computer software and hardware, that results in value being added to the activities” Or to put it more simply, the goal of IT process improvement is to add value to the organization and its customers by modifying the activities carried out by the organization to achieve its goals.

I had stated earlier that this is a much used but misunderstood phrase. It is much used because management in general and senior management in particular wants to “improve their processes” and be in a “state of continuous improvement”. Their attempts to implement the various process techniques and methodologies then create buzzwords that circulate around the water-coolers and cubicles of the organization. However, companies are rarely successful with their process improvement attempts and most of these well-meant undertakings peter out like poorly maintained jalopies. And this is where the “much misunderstood” statement comes in. Management must be clear right from the beginning about what their goals regarding process improvement are, what they plan to achieve and in what time period, what the costs and impacts to the business will be and the steps that they will take to achieve this. The staff of the organization should be educated on the process model to be followed and the benefits of implementation to the organization as well as to their own work lives emphasized. My experience with attempting to implement IT process improvements in the past has ALWAYS run into these two snags:

1. Unrealistic expectations of the process implementation and its benefits by Senior Management.



2. Resistance by the staff due to:


1. generic resistance to change (inertia, apathy, laziness) and



2. fear of a negative impact on their career and status in the organization if their work should actually be measured and metrics reported.

On the other hand, competition is intense. Perhaps more so in IT than in any other industry in the history of the world. Those that do not change and change fast, simply die. This has been more than validated in the current recession/depression ensuing worldwide. A point that is being made clear by the spate of bankruptcies and layoffs manifesting worldwide is that companies that did not position themselves to be extremely competitive are paying the price. Not staying competitive was never an option and IT process improvement which was generally considered a luxury by both IT and business decision makers has been proven to be a necessity. It was never a luxury in the past and never will be in the future, either. In reality it is an indispensible way that any organization can gain a significant advantage over its competitor in cost-control, superior product design and service delivery and customer satisfaction which obviously translates into increased sales and increased profits. Details of how IT process improvement creates a competitive edge will be addressed in future posts.

So the conundrum we have here is that a state of continuous improvement must be attained if an organization wishes to survive and yet achieving this state of “continuous improvement” requires more than just studying the process techniques or even attaining a certification or two. It takes AWARENESS. Awareness of the need to improve, awareness of the tools, techniques and methodologies out there. Awareness of the roadblocks that one will almost certainly encounter along the way. Awareness by the staff and employees that this is not a way for them to lose their jobs but a necessary part of everyday life to simply exist. And this awareness must exist at every level of the organization for the improvement initiative to be successful.

Hence my desire to publish this blog; I hope that in doing so, I will steadily, week by week, reach out to the IT community and increase the levels of awareness out there so that IT process improvement will be a much more accepted and successful undertaking carried out by organizations worldwide. Fortunately, forward thinking organizations such as SEI, ASQ, PMI, OGC, IFPUG etc. provide a rich source of knowledge and tools for use by IT professionals to stay competitive. Stay tuned for awareness of these techniques and more in future posts at the “IT Process Improvement” blog.