Benchmarks Benchmarking (also known as ‘best practice benchmarking’ or ‘process benchmarking’) is a process used in management, particularly strategic management, in which organizations evaluate various aspects of their processes in relation to best practice, usually within their own sector. Continual Service Improvement Model The improvement process can be summarized in six steps: Corporate Governance Corporate governance is about promoting corporate fairness, transparency and accountability (J. Wolfensohn, President, World Bank, Financial Times, 21 June 1999).
The most recent and highly visible example of a renewed emphasis on corporate governance is the Sarbanes-Oxley Act (SOX) of 2002 in the
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Deming Cycle The Deming Cycle is critical at two points in CSI: 1. while implementing CSI, and 2. for the application of CSI to services and service management processes.
At implementation, all four stages of the Deming Cycle are used.
With ongoing improvement, CSI draws
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External and internal drivers There are two major areas within every organization driving improvement: aspects which are external to the organization such as regulation, legislation, competition, external customer requirements, market pressures and economics; and, secondly, aspects which are internal to the organization such as organizational structures,
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Governance Ensuring that Policies and Strategy are actually implemented, and that required Processes are correctly followed.
Governance includes defining Roles and responsibilities, measuring and reporting, and taking actions to resolve any issues identified. Knowledge Spiral Metric Something that is measured and reported to help manage a Process, IT Service or Activity. Service Measurement (principle) there are four reasons to monitor and measure:
• to validate
• to direct
• to justify
• to intervene
The four basic reasons to monitor and measure lead to three key questions: ‘Why are we monitoring and measuring?’, ‘When do we stop?’ and ‘Is anyone using
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