Managing Continuous Improvement

it governanceThrough a combination of management planning, choreographed execution and automated triggers, IT teams are able to achieve significant improvements in productivity, higher levels of customer satisfaction, lower downtime and a reduction in operational costs.

Well designed processes, with carefully thought through actions are managed with the aid of a management system. Managers are able to put operational staff on “autopilot”. Staff are able to follow regularly updated instructions about work tasks to be performed at designated locations, communicated to and displayed on each individual role’s ”To Do” list together with information regarding the task, the priority, sequence of execution and collaboration required.

In most organisations there is considerable reliance on the staff employed to get the required work completed in the specified manner, and within the required timeframe.

Codes of corporate governance encourage companies to deploy a system by which the current and future use of IT is directed and controlled. A system that increases visibility empowers management to track service levels through realtime dashboards that give managers key information about progress from both business and technological perspectives.

Management systems built using dynamic infrastructure deliver the scalability and flexibility needed to support unpredictable business workloads and enable organisations to integrate business and technical management, generate new services and make changes, while reducing business risks and fulfilling regulatory compliance obligations.

In most organisations it is expected that there will be a rapid and effective response to requests for service, particularly when these can deliver substantial business benefits.

To ensure that service levels are consistently high, management must be able plan and deploy personnel rapidly with pinpoint accuracy to the required locations. They must be able to orchestrate and communicate who has to perform what, where and when, as well as what task is next and where the next task is located. Planning of activities would be in accordance with a customised business process or using a streamlined IT process model (e.g. ITIL) that incorporates interfaces to related processes and which focuses attention on approval steps, cost, quality assurance, security and compliance checks applicable to the task at hand.

Processes should be defined for staff to execute assigned tasks at the designated locations, while regularly updating management and other stakeholders of the challenges encountered and progress at each location.