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 105 essential critical questions to check off in that domain.
The following domains are covered:
Continual Service Improvement, 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 Service Improvement Critical Criteria:
Track Continual Service Improvement tasks and transcribe Continual Service Improvement as tomorrows backbone for success.
– Why are Continual Service Improvement skills important?
Continual improvement process Critical Criteria:
Have a session on Continual improvement process planning and diversify by understanding risks and leveraging Continual improvement process.
– What are our best practices for minimizing Continual Service Improvement project risk, while demonstrating incremental value and quick wins throughout the Continual Service Improvement project lifecycle?
– Have all basic functions of Continual Service Improvement been defined?
– What are specific Continual Service Improvement Rules to follow?
Benchmarking Critical Criteria:
Be clear about Benchmarking planning and finalize specific methods for Benchmarking acceptance.
– How do we know that any Continual Service Improvement analysis is complete and comprehensive?
– How do we go about Securing Continual Service Improvement?
– How to deal with Continual Service Improvement Changes?
Business process management Critical Criteria:
Substantiate Business process management management and correct better engagement with Business process management results.
– How can you negotiate Continual Service Improvement successfully with a stubborn boss, an irate client, or a deceitful coworker?
– Who will be responsible for deciding whether Continual Service Improvement goes ahead or not after the initial investigations?
– Who is responsible for ensuring appropriate resources (time, people and money) are allocated to Continual Service Improvement?
Eco-Management and Audit Scheme Critical Criteria:
Participate in Eco-Management and Audit Scheme outcomes and probe the present value of growth of Eco-Management and Audit Scheme.
– What potential environmental factors impact the Continual Service Improvement effort?
– How important is Continual Service Improvement to the user organizations mission?
– What are the short and long-term Continual Service Improvement goals?
Environmental management system Critical Criteria:
Communicate about Environmental management system decisions and gather practices for scaling Environmental management system.
– How will you know that the Continual Service Improvement project has been successful?
– How can skill-level changes improve Continual Service Improvement?
ISO/IEC 15504 Critical Criteria:
Refer to ISO/IEC 15504 governance and adjust implementation of ISO/IEC 15504.
– Do several people in different organizational units assist with the Continual Service Improvement process?
– What are internal and external Continual Service Improvement relations?
ISO/TC 176 Critical Criteria:
Inquire about ISO/TC 176 leadership and use obstacles to break out of ruts.
– Does Continual Service Improvement include applications and information with regulatory compliance significance (or other contractual conditions that must be formally complied with) in a new or unique manner for which no approved security requirements, templates or design models exist?
– How do you incorporate cycle time, productivity, cost control, and other efficiency and effectiveness factors into these Continual Service Improvement processes?
– To what extent does management recognize Continual Service Improvement as a tool to increase the results?
ISO 14000 Critical Criteria:
Sort ISO 14000 decisions and use obstacles to break out of ruts.
– In a project to restructure Continual Service Improvement outcomes, which stakeholders would you involve?
– How do we Identify specific Continual Service Improvement investment and emerging trends?
– Do we all define Continual Service Improvement in the same way?
ISO 9000 Critical Criteria:
Map ISO 9000 goals and define ISO 9000 competency-based leadership.
– What process management and improvement tools are we using PDSA/PDCA, ISO 9000, Lean, Balanced Scorecard, Six Sigma, something else?
– Do not ISO 9000 and CMM certifications loose their meaning when applied to the software industry?
– Risk factors: what are the characteristics of Continual Service Improvement that make it risky?
– What are your most important goals for the strategic Continual Service Improvement objectives?
– What sources do you use to gather information for a Continual Service Improvement study?
Incrementalism Critical Criteria:
Group Incrementalism projects and document what potential Incrementalism megatrends could make our business model obsolete.
– What are the business goals Continual Service Improvement is aiming to achieve?
Institute of Quality Assurance Critical Criteria:
Judge Institute of Quality Assurance management and find out what it really means.
– Will Continual Service Improvement deliverables need to be tested and, if so, by whom?
Kaizen Critical Criteria:
Detail Kaizen failures and improve Kaizen service perception.
– Think about the people you identified for your Continual Service Improvement project and the project responsibilities you would assign to them. what kind of training do you think they would need to perform these responsibilities effectively?
– How do we ensure that implementations of Continual Service Improvement products are done in a way that ensures safety?
– Do the Continual Service Improvement decisions we make today help people and the planet tomorrow?
Masaaki Imai Critical Criteria:
Experiment with Masaaki Imai adoptions and slay a dragon.
– In what ways are Continual Service Improvement vendors and us interacting to ensure safe and effective use?
– Have you identified your Continual Service Improvement key performance indicators?
– How to Secure Continual Service Improvement?
Minimum viable product Critical Criteria:
Audit Minimum viable product adoptions and know what your objective is.
– What may be the consequences for the performance of an organization if all stakeholders are not consulted regarding Continual Service Improvement?
– How will we insure seamless interoperability of Continual Service Improvement moving forward?
Perpetual beta Critical Criteria:
Prioritize Perpetual beta goals and simulate teachings and consultations on quality process improvement of Perpetual beta.
– Do we cover the five essential competencies-Communication, Collaboration,Innovation, Adaptability, and Leadership that improve an organizations ability to leverage the new Continual Service Improvement in a volatile global economy?
– Think about the functions involved in your Continual Service Improvement project. what processes flow from these functions?
Program management Critical Criteria:
Think carefully about Program management risks and simulate teachings and consultations on quality process improvement of Program management.
– 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?
– A large-scale evaluation measuring several variables, or will it operate on a smaller scale, perhaps monitoring the implementation of a program?
– Are regular supervision sessions occurring between the people involved in the program and the program co-ordinator and/or management committee?
– Does Continual Service Improvement analysis show the relationships among important Continual Service Improvement factors?
– Have any changes occurred which could weaken management support obtained for the program during the planning phase?
– What are the costs and benefits (direct and indirect) of allocating resources to modify the program?
– Have any stakeholders been involved with activities which could raise the programs profile?
– Is there a logical relationship between the program goals, objectives and strategies?
– Do the expected outcomes justify the level of resources required to run the program?
– What characteristics define the success of the expected outcomes of this program?
– What are the differences in the content themes between programs and projects?
– Which option do people involved with the program consider is most feasible?
– Did any other factors have a significant influence on program outcomes?
– Has sufficient time been allocated to enable the objectives to be met?
– What would be the role of the committee or working party?
– Are we spending on the right security area priorities?
– What is the range of possible program objectives?
– In what order will the tasks be performed?
– How are the guidelines structured?
– What are the most critical tasks?
Project management Critical Criteria:
Examine Project management leadership and reduce Project management costs.
– 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 do you merge agile, lightweight processes with standard industrial processes without either killing agility or undermining the years youve spent defining and refining your systems and software process assets?
– What are your key performance measures or indicators and in-process measures for the control and improvement of your Continual Service Improvement processes?
– Can we say that the traditional project team is not self-organized, no matter how complex the project is, and what level of team we are discussing?
– What about when our product is an integration of several different products, each with their own product owner?
– So, if the project no longer needs a detailed master project plan, why does it need a project manager?
– How will the existing culture and organizational structure be impacted by agile project management?
– Our project management standards do they support or undermine Risk Management?
– Justification: what are your research questions and how do you motivate them?
– Are the project teams ready to function within agile project management?
– Why is Continual Service Improvement important for you now?
– What is the role of Project Management Body of Knowledge?
– How will stakeholders and customers react to the change?
– Does your organization have a Project Management Office?
– What are the Commercial aspects of Project Management?
– What is an economic aspect of Project Management?
– How do we minimize impact and cost?
– Agile Management an oxymoron?
– When does a project begin and end?
– What is scrum?
Quality management Critical Criteria:
Canvass Quality management issues and achieve a single Quality management view and bringing data together.
– Is Continual Service Improvement dependent on the successful delivery of a current project?
– What are the usability implications of Continual Service Improvement actions?
– What is the future of Data Quality management?
– Quality management -are clients satisfied?
– Are there Continual Service Improvement Models?
Training Within Industry Critical Criteria:
Value Training Within Industry governance and maintain Training Within Industry for success.
– What is the source of the strategies for Continual Service Improvement strengthening and reform?
– Does the Continual Service Improvement task fit the clients priorities?
– What is our formula for success in Continual Service Improvement ?
W. Edwards Deming Critical Criteria:
Win new insights about W. Edwards Deming planning and integrate design thinking in W. Edwards Deming innovation.
– What tools do you use once you have decided on a Continual Service Improvement strategy and more importantly how do you choose?
– What are the barriers to increased Continual Service Improvement production?
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:
Continual Service Improvement External links:
Continual Service Improvement: Best Practices & …
Continual improvement process External links:
Continual Improvement Process (CIP) – Rudolph
Benchmarking External links:
Building Energy Use Benchmarking | Department of Energy
E/M Utilization Benchmarking Tool – E/M Calculator – AAPC
Welcome to B3 Benchmarking
Business process management External links:
Business Process Management – MedcoEnergi
What is Business Process Management? – AIIM International
Business Process Management Software – Capterra
Eco-Management and Audit Scheme External links:
Eco-Management and Audit Scheme – How is Eco …
EMAS certificate (Eco-management and audit scheme)
Eco-Management and Audit Scheme – EMAS – YouTube
Environmental management system External links:
[PDF]Environmental Management System Management …
[PDF]Environmental Management System (EMS)
[PDF]ENVIRONMENTAL MANAGEMENT SYSTEM …
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 – Infogalactic: the planetary knowledge core
ISO/TC 176 External links:
ISO/TC 176/SC 2 – Quality systems
http://www.iso.org › … › Technical Committees › ISO/TC 176
The 33rd Plenary Meeting ISO/TC 176 – Bali 2017 – YouTube
ISO/TC 176/SC 2/N 1254 – PDF Drive
ISO 14000 External links:
List of Accredited Registrars, ISO 9000, ISO 14000, …
ISO 14000 – hazMIN – Logical Technology
ISO 14000 – Investopedia
ISO 9000 External links:
Benefits of ISO 9000 – Perry Johnson Registrars, Inc.
How to Become ISO 9000 Certified | Chron.com
What is ISO 9000? – Definition from WhatIs.com
Incrementalism External links:
Incrementalism | political science | Britannica.com
Incrementalism – Ethics Unwrapped – UT Austin
Kaizen External links:
KAIZEN LEADER ONLINE CERTIFICATION – Acuity Institute
Kaizen Foam – FastCap
What Is Kaizen? | Graphic Products
Masaaki Imai External links:
More than any other business authority in the world, Masaaki Imai has championed the concept of kaizen over the past three decades in thought, word, and action.
Interview with Masaaki Imai
Gemba Kaizen by Masaaki Imai – Blinkist Webpage
Minimum viable product External links:
What is a minimum viable product? – Quora
What is a Minimum Viable Product (MVP)? – Definition …
What is a Minimum Viable Product (MVP)? | Agile Alliance
Perpetual beta External links:
Perpetual Beta – Gordon Torr – Talent Quarterly
Sarah Glassmeyer – in perpetual beta
Life in Perpetual Beta – Memphis Screening – Home | Facebook
Program management External links:
GHIN Handicap Program Management
DoN Consolidated Card Program Management Division
[PDF]OSHA Safety and Health Program Management …
Project management External links:
PMI – Project Management Institute :: Pearson VUE
Project management software, online collaboration: Basecamp
Project Management Institute – Official Site
Quality management External links:
abaqis® | Quality Management System
Total Quality Management (TQM): What is TQM? | ASQ
[PDF]Auditing Process-based Quality Management …
Training Within Industry External links:
[PDF]Training Within Industry – Job Instruction
LeanTrix – wdrażanie programu Training Within Industry …
Training Within Industry for the 21st Century – lean.org
W. Edwards Deming External links:
W. Edwards Deming Quotes – BrainyQuote
The W. Edwards Deming Institute
The W. Edwards Deming Institute