It isn't that we haven't been making progress, it's simply that we haven't done a good job of keeping communication going out. Previously, all of our blogs were simultaneously written for and published in a hardcopy newsletter. Quite frankly, that was JUST TOO MUCH WORK!
So now, we are going to just blog here and we think we'll be able to post at least once per week.
Now, to get everyone up-to-date - - -
Previously at PIM Central (PIM=Process Improvement Management), we had developed the core PIM process and were testing it out with an Incident Management effort. What's happened since then and what is happening now - - -
- Incident PIM has completed the process design and it is officially production. The documentation is on BYU's eRoom here https://eroom.byu.edu/eRoom/OIT/OITPolicies/0_3096
- The introductory round of training was completed for 230+ people in OIT
- The second round of training starts July 10 - it will be very different from the first. We're going to be doing a very hands-on simulation that will have people working through the process and learning about the key concepts through experience. 28 sessions are scheduled from July 10 through Sept 1
- Key concepts to focus on for Incident PIM are: Teamsork, Accountability Model, Collaboration, New Statuses, New Priority Matrix
- We're really excited about the Accountability Model - with it, each OIT group has 100% accountability for certain types of incidents. Service Desk for incidents that affect an individual, Operations for incidents that affect systems, and Engineering for incidents that require a Design Change. The old 'dummy' escalation model is hereby banished from our world (you know, escalate all incidents to the next group 'up' if you can't solve it) We're still learning how to make it work, but it sure feels like the right thing to do!
- Some of the updates haven't yet been implemented because of tool constraints
- The Process Advisory Team (PAT) charter has been approved and they will start to meet monthly
- The PAT will focus on getting the metrics in place that are documented in the Continuous Improvement Plan
- Change PIM is far into the design process after doing a lot of learning about ITIL Change recommendations and looking into what gaps we have at BYU
- The new design accounts for Change from the large perspective, starting with University IT Objectives down through detailed change plans - the information flow and communication channels will greatly increase OIT's ability to eliminate surprises and increase the effectiveness of our changes
- A comprehensive Risk Analysis model has been developed and extensively tested - this will allow us to size change models so that the process is scalable without adding excess bureauacracy (we hope!!!)
- We've been able to capitalize on Leadership Council's directives and models including the 5-box work model and the system container panels concepts to build and tie-together the Change process
- Problem PIM is also into the design process
- The new design is really starting to clarify how Problem Management fits into our work and is clearly going to be the link between Design Incidents (Engineering accountable) and Change Management (implementing the design change into production)
Best of all - EVERY ONE of these PIM efforts have led to great collaborative conversations between all OIT groups. Relationships have been built and strengthened. It has extended the conversation into other efforts and smoothed the way for coming to agreement. It's a good thing.