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This chapter is from the book

Form and Content of Process Catalog Entries

Each Process Catalog entry has the form shown on these two pages. The entry begins with a definition of the IT business process.

Below this description you will find a scale indicating the current automation and stability levels of a process. You can highlight the numbers that represents the current level of automation and stability for each process at your site. Shading indicates typical values for best-practices organizations.

Items in the catalog use two styles of bullet. Solid bullets () serve only to mark the item. Open bullets () indicate items that you should compare to your site's current processes. You can mark the items that you have implemented.

Tasks

Skills

Tasks are the activities that typically make up the process as it is implemented at many large firms today.

Not all tasks are listed—only those viewed as especially important or easily overlooked

You should add tasks unique to your IT organization

Skills itemizes the typically required skills and abilities to implement this process.

Not all skills are listed—only those viewed as especially important or easily overlooked

Staffing

Automation Technology

Staffing indicates typical staffing in large IT organizations.

At smaller sites, one employee might perform the functions of several staff members

For sites pursuing best practices, all positions mentioned in this section should have counterparts in current staff responsibilities

Automation Technology is a list of representative technologies that can automate the tasks that make up the IT process.

Inclusion in the list does not constitute an endorsement

Nor is absence from the list a tacit comment

Best Practices

Metrics

Best Practices are the activities that the best-run IT organizations use.

Best-practice items should be compared to activities at your site as part of the gap analysis

Metrics are the quantifiable aspects of operations that should be tracked for purposes of measuring quality of deliverables and success or failure of the implementation of best practices.

Metrics are commonly compared year after year

Metrics can sometimes be compared to external benchmarks

Process Integration

Futures

Process Integration refers to other IT processes in this Catalog that integrate with the current process.

This information is useful when making changes in the current process as it indicates other processes that might be affected

Futures indicates any likely advances in technology that could affect the way that this process is performed at IT sites.

Futures may also include changes in the manner in which business is conducted, for example, a shift to e-Business transactions

Best Practices

Metrics

Consistent, cross-platform approach to application optimization

Periodic review of new technology impacts on business applications

Regular reassessment of technology needs over time to assure that (1) old hardware and software are performing adequately and (2) new technology may provide a stepwise improvement in performance

Continuous application performance improvement

Explicit definitions of critical requirements for new and enhanced applications

Percentage improvement in tuned applications

Number of errors in changed applications

Amount of investment relative to degree of improvement

System resources consumed

Number of emergency optimization needs/requests

Average time to respond to new requests

Number of tuning efforts/analyst

Process Integration

Futures

No Items

Automated tuning and self-optimizing applications

Application componentization and reuse


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