What is involved in Continual Service Improvement
Find out what the related areas are that Continual Service Improvement connects with, associates with, correlates with or affects, and which require thought, deliberation, analysis, review and discussion. This unique checklist stands out in a sense that it is not per-se designed to give answers, but to engage the reader and lay out a Continual Service Improvement thinking-frame.
How far is your company on its Continual Service Improvement journey?
Take this short survey to gauge your organization’s progress toward Continual Service Improvement leadership. Learn your strongest and weakest areas, and what you can do now to create a strategy that delivers results.
To address the criteria in this checklist for your organization, extensive selected resources are provided for sources of further research and information.
Start the Checklist
Below you will find a quick checklist designed to help you think about which Continual Service Improvement related domains to cover and 86 essential critical questions to check off in that domain.
The following domains are covered:
Continual improvement process, Benchmarking, Business process management, Eco-Management and Audit Scheme, Environmental management system, ISO/IEC 15504, ISO/TC 176, ISO 14000, ISO 9000, Incrementalism, Institute of Quality Assurance, Kaizen, Masaaki Imai, Minimum viable product, Perpetual beta, Program management, Project management, Quality management, Training Within Industry, W. Edwards Deming:
Continual improvement process Critical Criteria:
Map Continual improvement process adoptions and reinforce and communicate particularly sensitive Continual improvement process decisions.
– How do your measurements capture actionable Continual Service Improvement information for use in exceeding your customers expectations and securing your customers engagement?
– How can we improve Continual Service Improvement?
Benchmarking Critical Criteria:
Match Benchmarking quality and integrate design thinking in Benchmarking innovation.
– A compounding model resolution with available relevant data can often provide insight towards a solution methodology; which Continual Service Improvement models, tools and techniques are necessary?
– What are your results for key measures or indicators of the accomplishment of your Continual Service Improvement strategy and action plans, including building and strengthening core competencies?
– Who will be responsible for deciding whether Continual Service Improvement goes ahead or not after the initial investigations?
Business process management Critical Criteria:
Differentiate Business process management leadership and catalog what business benefits will Business process management goals deliver if achieved.
– Will Continual Service Improvement deliverables need to be tested and, if so, by whom?
– How can the value of Continual Service Improvement be defined?
– Is a Continual Service Improvement Team Work effort in place?
Eco-Management and Audit Scheme Critical Criteria:
Communicate about Eco-Management and Audit Scheme management and adjust implementation of Eco-Management and Audit Scheme.
– Who will provide the final approval of Continual Service Improvement deliverables?
– Are there Continual Service Improvement Models?
Environmental management system Critical Criteria:
Incorporate Environmental management system results and perfect Environmental management system conflict management.
– How will you know that the Continual Service Improvement project has been successful?
– What are the long-term Continual Service Improvement goals?
ISO/IEC 15504 Critical Criteria:
Detail ISO/IEC 15504 decisions and suggest using storytelling to create more compelling ISO/IEC 15504 projects.
– Who will be responsible for making the decisions to include or exclude requested changes once Continual Service Improvement is underway?
– Meeting the challenge: are missed Continual Service Improvement opportunities costing us money?
ISO/TC 176 Critical Criteria:
Merge ISO/TC 176 results and triple focus on important concepts of ISO/TC 176 relationship management.
– Do those selected for the Continual Service Improvement team have a good general understanding of what Continual Service Improvement is all about?
– What are the disruptive Continual Service Improvement technologies that enable our organization to radically change our business processes?
– Why is it important to have senior management support for a Continual Service Improvement project?
ISO 14000 Critical Criteria:
Review ISO 14000 risks and find answers.
– Are there Continual Service Improvement problems defined?
ISO 9000 Critical Criteria:
Cut a stake in ISO 9000 adoptions and forecast involvement of future ISO 9000 projects in development.
– What process management and improvement tools are we using PDSA/PDCA, ISO 9000, Lean, Balanced Scorecard, Six Sigma, something else?
– Who is the main stakeholder, with ultimate responsibility for driving Continual Service Improvement forward?
– Do not ISO 9000 and CMM certifications loose their meaning when applied to the software industry?
– How does the organization define, manage, and improve its Continual Service Improvement processes?
Incrementalism Critical Criteria:
Interpolate Incrementalism planning and probe Incrementalism strategic alliances.
– What are the key elements of your Continual Service Improvement performance improvement system, including your evaluation, organizational learning, and innovation processes?
– Does Continual Service Improvement create potential expectations in other areas that need to be recognized and considered?
– What are all of our Continual Service Improvement domains and what do they do?
Institute of Quality Assurance Critical Criteria:
Devise Institute of Quality Assurance failures and simulate teachings and consultations on quality process improvement of Institute of Quality Assurance.
– Does Continual Service Improvement appropriately measure and monitor risk?
– Why is Continual Service Improvement important for you now?
Kaizen Critical Criteria:
Tête-à-tête about Kaizen issues and perfect Kaizen conflict management.
– What management system can we use to leverage the Continual Service Improvement experience, ideas, and concerns of the people closest to the work to be done?
– Who is responsible for ensuring appropriate resources (time, people and money) are allocated to Continual Service Improvement?
– How will we insure seamless interoperability of Continual Service Improvement moving forward?
Masaaki Imai Critical Criteria:
Investigate Masaaki Imai quality and summarize a clear Masaaki Imai focus.
– Do we monitor the Continual Service Improvement decisions made and fine tune them as they evolve?
Minimum viable product Critical Criteria:
Have a meeting on Minimum viable product tactics and report on setting up Minimum viable product without losing ground.
– Consider your own Continual Service Improvement project. what types of organizational problems do you think might be causing or affecting your problem, based on the work done so far?
Perpetual beta Critical Criteria:
Trace Perpetual beta planning and oversee implementation of Perpetual beta.
– What is the source of the strategies for Continual Service Improvement strengthening and reform?
– Do we have past Continual Service Improvement Successes?
Program management Critical Criteria:
Adapt Program management management and slay a dragon.
– Rapidly increasing specialization of skill and knowledge presents a major management challenge. How does an organization maintain a work environment that supports specialization without compromising its ability to marshal its full range of Human Resources and turn on a dime to implement strategic imperatives?
– If the project/program is not fully funded for the year, how will this affect the project/programs implementation and what is being done to address this issue?
– Are regular supervision sessions occurring between the people involved in the program and the program co-ordinator and/or management committee?
– What level or types of outcomes correspond to the programs objectives and are most useful as the focus of the evaluation?
– Who will require an evaluation report(s) or a report on the implementation of the program?
– What precautions will be undertaken to minimise bias during the collection of data?
– What advice or comments could be made to people interested in a program like this?
– Which program is responsible for the accuracy and integrity of the information?
– How do you hold people accountable when you do not have position power?
– Is there community support to sustain parts, or all of, the program?
– Do alternative sources of resources need to be found and obtained?
– What kind of organizational support will help sustain the program?
– What kind of conclusions are likely to follow from the results?
– Have any changes occurred which could reduce external support?
– What skills or resources can the target group offer?
– What is the range of possible program objectives?
– Is the communication strategy being implemented?
– How much money is required for the program?
– Is the program on, or close to, budget?
– Were the training materials reviewed?
Project management Critical Criteria:
Study Project management risks and grade techniques for implementing Project management controls.
– There is lots of discussion about the role of a project manager; whether a project manager is needed in the agile world or not. How much and which way a traditional project manager has to change his/her management style or way of working in order to be an agile project manager?
– Partial solutions can only be used if the information support is being developed for a process that has not yet been computerised. Namely, if users already use an old IT solution – will they partly use the old one and partly the new one?
– How can a company arrange a new project if the management does not know when they will finish the current projects and when the employees will be free to take on a new project?
– Are there implications for the observed success of agile to date that reflects on our larger understanding of organizations and their fundamental nature?
– Does the software Quality Assurance function have a management reporting channel separate from the software development project management?
– What of the risk of rework if initial architecture work overlooks what turns out to be critical? what is the probability of this happening?
– Exactly how does one go about adapting the agile project management model for collocated teams to virtual ones?
– Are there metrics and standards that can be used for control of agile project progress during execution?
– Will the metrics and measurement techniques to determine project success (or failure) need to change?
– How are agile principles being applied in large projects and multi-site projects?
– How difficult is agile project management for outsourced or off-shored projects?
– Will reporting methods be different for agile versus traditional projects?
– How do we create a culture that supports project management?
– Does your organization have a Project Management Office?
– What work wouldnt get done if no more funds were added?
– What are the Commercial aspects of Project Management?
– How do we deal with change when it happens?
– How does cost of change affect software?
– What is agile project management?
– When does a project begin and end?
Quality management Critical Criteria:
Chat re Quality management leadership and interpret which customers can’t participate in Quality management because they lack skills.
– Is Continual Service Improvement dependent on the successful delivery of a current project?
– Think of your Continual Service Improvement project. what are the main functions?
– What is the future of Data Quality management?
– Are we Assessing Continual Service Improvement and Risk?
– Quality management -are clients satisfied?
Training Within Industry Critical Criteria:
Frame Training Within Industry adoptions and know what your objective is.
– Is the Continual Service Improvement organization completing tasks effectively and efficiently?
W. Edwards Deming Critical Criteria:
Discuss W. Edwards Deming failures and look at it backwards.
– Are there any disadvantages to implementing Continual Service Improvement? There might be some that are less obvious?
This quick readiness checklist is a selected resource to help you move forward. Learn more about how to achieve comprehensive insights with the Continual Service Improvement Self Assessment:
Author: Gerard Blokdijk
CEO at The Art of Service | http://theartofservice.com
Gerard is the CEO at The Art of Service. He has been providing information technology insights, talks, tools and products to organizations in a wide range of industries for over 25 years. Gerard is a widely recognized and respected information expert. Gerard founded The Art of Service consulting business in 2000. Gerard has authored numerous published books to date.
To address the criteria in this checklist, these selected resources are provided for sources of further research and information:
Benchmarking External links:
Benchmarking (Book, 1998) [WorldCat.org]
Welcome to B3 Benchmarking
Utility Tracking – Energy Benchmarking | WegoWise
Business process management External links:
Workflow Software, Business Process Management …
HEFLO BPM | Business Process Management
Eco-Management and Audit Scheme External links:
Eco-Management and Audit Scheme – How is Eco …
EMAS II (Eco-Management and Audit Scheme) by I. …
EMAS certificate (Eco-management and audit scheme)
Environmental management system External links:
[PDF]Environmental Management System Programs …
[PDF]ISO 14001 Environmental Management System Audit …
ISO/IEC 15504 External links:
http://ISO/IEC 15504 Information technology – Process assessment, also termed Software Process Improvement and Capability Determination (SPICE), is a set of technical standards documents for the computer software development process and related business management functions.
ISO/IEC 15504-5:2012(en), Information technology ? …
ISO/IEC 15504-33000 is the international standard that defines the framework and requirements for process assessment and process improvement. Process maturity is measured by analyzing the way the process is performed and managed.
ISO/TC 176 External links:
ISO/TC 176/SC 2/N 1254 – PDF Drive
ISO/TC 176 – Revolvy
ISO 14000 External links:
ISO 14000 Flashcards | Quizlet
List of Accredited Registrars, ISO 9000, ISO 14000, …
What is ISO 14000 and 14001? – Definition from WhatIs.com
ISO 9000 External links:
What is ISO 9000? – Definition from WhatIs.com
Benefits of ISO 9000 – Perry Johnson Registrars, Inc.
List of Accredited Registrars, ISO 9000, ISO 14000, …
Incrementalism External links:
Incrementalism (Model) Flashcards | Quizlet
Incrementalism | political science | Britannica.com
Incrementalism | HuffPost
Kaizen External links:
Kaizen Foam – FastCap – Woodworking Tools
When and how to use kaizen events – Reliable Plant
The Kaizen Way to Wellness | Dr. Tomas Hemgren
Masaaki Imai External links:
Masaaki Imai – Quality Gurus
Masaaki Imai (Author of Gemba Kaizen) – Goodreads
Gemba Kaizen: A Commonsense Approach to a Continuous Improvement Strategy, Second Edition [Masaaki Imai] on Amazon.com. …
Perpetual beta External links:
Perpetual Beta – Broyhill Asset Management
Life in Perpetual Beta (2010) – IMDb
Perpetual Beta – TV Tropes
Program management External links:
DoN Consolidated Card Program Management Division
Project management External links:
LearnSmart IT & Project Management Online Training …
Quality management External links:
Quality Management Training Solutions from BSI
abaqis® | Quality Management System
Training Within Industry External links:
Training Within Industry | Manufacturing Extension …
Training Within Industry – TERRA Staffing Group
Training Within Industry (TWI) – Optima
W. Edwards Deming External links:
W. Edwards Deming Quotes – BrainyQuote
The W. Edwards Deming Institute
W. Edwards Deming Quotes – BrainyQuote