ITIL describes a process framework for IT service management, but does not provide the detailed process design needed for organizationally embedding and automating the IT processes described. Jeroen Bronkhorst, Jeroen Wiebolt and Ruud Ligtenberg present a number of principles that serve as the prem ... (read more)

 

Despite Lean Six Sigma being around for over twenty years now, it is remarkable that a significant number of companies and individuals still don't really know what it is. Oh, they've heard of it, and may even have been involved in it, but when it comes to defining it or reaping the huge benefits it ... (read more)

 

The Six Sigma methodology is particularly compatible with ITIL. This relationship is very similar to the relationship of services to the business and how those services are managed via the ITIL processes. This paper will be useful to all ITIL practitioners, process owners and managers. (read more)

 

CMMI® (Capability Maturity Model® Integration) models are collections of best practices that help organizations to improve their processes. The first CMMI model was developed by a product team from industry, government, and the Software Engineering Institute (SEI) for the application of process imp ... (read more)

 

As IT organizations mature, they are realizing that it is no longer adequate to just deliver IT services. They must transform and become a true business partner, effectively supporting business objectives in a cost competitive way. To this aim, ITIL version 3 (V3) has incorporated continual service ... (read more)

 

Integrating PRINCE2™ and Six Sigma provides a way of harnessing the best aspects of two world-renowned project management methods. With PRINCE2™ you get control, with strong attention to the quality aspects of project management, a unique insight into the specification of products using Product Desc ... (read more)

 

The successful implementation of any Six Sigma project depends on the ability of Six Sigma professionals such as black belts to break down a large project into smaller manageable sub-projects. This breaking down of mammoth projects into several smaller projects is technically referred to as work bre ... (read more)

 

To ensure process- based service management works, organizations need to make clear choices in organizational structure. Wim Hoving and Jan van Bon analyze the “process management drama” and describe how you can use the Process Management Matrix as a tool to make the right division of tasks, respon ... (read more)

 

This White Paper describes how service delivery is managed: obtaining the required service levels and quality within agreed costs, managing performance and managing risks. The customer organization must be able to check that: 1.the service does what it is required to do 2.the service is being deliv ... (read more)

 

A solid Lean Six Sigma deployment requires a mechanism for recording, storing, viewing, and reporting on the on-going project work. This level of visibility and transparency drives management support and builds internal awareness of the benefits of continuous improvement. The infrastructure provided ... (read more)