It service management strategy document,video creator free download for windows 7,audio editing software for android - For Begninners

Various consulting and industry groups have advanced pre-requisites and suggestions for commencing IT service improvement initiatives. In a recent article, Kelly Cannon, CIO at Nationwide Insurance for three years, saw many an IT trend come and go. Michael Marks expands upon the project scope theme and adds two additional "tips" for a successful ITIL implementation. Start small - IT organizations know what disciplines operate least efficiently and contribute to user dissatisfaction.
Without a sensible and easily understood vision, a Service Management implementation program can deteriorate into a list of confusing, incompatible projects that can take the organization in the wrong direction, or even nowhere at all.
Empower staff to act on the Vision - In the empowering phase two important aspects need to be stressed, i.e. When describing MOF, Micorosft advances the following commentary with regard to the ordering of service improvement initiatives. Technet site a suggestion for what it considers some quick wins for implementing ITIL processes.
Service DeskMerge multifunctional service desk into one central point of contact, either virtually or physically. Incident ManagementEstablish consistent definitions of incident severities to ensure proper response by support staff to logged incidents.
Release ManagementEnsure that Operations Acceptance Testing (OAT) is carried out as a separate exercise to User Acceptance Testing (UAT). Configuration ManagementProduce a "logical" CMDB from existing system data (for example, inventory, human resources, purchasing) rather than a "physical" CMDB.
Availability ManagementUse historical analysis on hardware mean time before failure (MTBF) in order to proactively replace equipment before it fails.
Capacity ManagementInput threshold figures for CPU, memory, and disk to Service Monitoring and Control. Service Level ManagementSummarize service level agreements into two pages or less so that they are easier to read. Service Monitoring and ControlIdentify system baselines to establish accurate thresholds for monitoring and alerting on normal and abnormal system utilization.
IT Service Continuity ManagementEnsure that documentation copies are stored at an off-site location either electronically or physically.
Lack of Tactical Management Processes - IT organizations after having implemented operational processes such as Incident Management, Configuration Management and Change Management, immediately jump to Service Level Management to have Service Level Agreements and service level reports.
Bad Change Management - it is important to spend enough time to deal with resistance an implementation of a new way of working introduces.
Proactive, an Australian Consulting firm specializing in ITSM, suggests that, all other things being equal, there is a natural order to implementing ITIL processes. The Art of Service, with headquarters in Brisbane, Australia, provides service management consulting and ITIL accredited education services with service and systems management professionals in Asia Pacific. Review the support tools used, and the interfaces to change management and configuration management including inventory management, and the operational use of the current system within the IT provider. Plan and implement the service desk using tools designed for this function which support incident control. Implement at least the inventory elements of configuration management required for incident control and change management. Extend the incident control system to allow other domains such as Computer Operations and Network Control staff to log incidents directly. Implement the balance of 'reactive' Problem Management (problem control, error control and management reporting) and configuration management. The proactive parts of Problem Management should be implemented as staff are released from reactive duties by gradually improving service quality. This approach reduces the development overhead experienced at any one time for the 4 IT infrastructure management systems in question (incident management, problem management, change management and configuration management).
In 2004, Kevin Behr, Gene Kim and George Spafford published "The Visible Ops Handbook, Starting ITIL in 4 Practical Steps".
Catalytic - Each phase returns more resources to the organization than it consumed, thus fueling the nest phase.
Auditable - Each phase creates auditable processes that generate on-going documentation in order to prove controls are working and effective. Kevin Behr, Gene Kim and George Spafford, The Visible Ops Handbook, Information technology Process Institute, 2004, p.
Phase 2: "Catch & Release" and 'Find Fragile Artifacts" - Often, infrastructure exists that cannot be repeatedly replicated.
Phase 3: Establish Repeatable Build Library - The highest return on investment comes from implementing effective release management processes. Phase 4: Enable Continuous Improvement - The previous steps have progressively built a closed loop between the release, control and resolution process domains.
Baseline assessments provide information on where the IT organization is currently located relative to those goals. Service Improvement Programs (SIP) are managed projects to bridge the gap between the current baseline and the desired service. Despite all the processes mentioned in ITIL, as a comprehensive framework it is incomplete.
Before initiating one or more service improvement projects based upon ITIL recommendations, it is often necessary to consider some key areas first.
Prior to assessing the AS-IS state of ITIL processes a realistic assessment of the organizations capabilities to implement and sustain process development needs to be undertaken. While this would normally be considered under Availability Management implementation, this information is so important for implementing ITIL processes that it is advanced as a key, preparatory exercise to implementing any ITIL area.
The overall costs of an IT Service are influenced by the levels of Availability required and the investments required in technology and services provided by the IT support organization to meet this requirement. However, it is important to reflect that the UnAvailability of IT also has a cost - UnAvailability isn't for free either.
The cost of an IT failure could simply be expressed as the number of business or IT transactions impacted, based on either an actual figure (derived from instrumentation) or an estimate. The advantage of this approach is the relative ease of obtaining the impact data and the lack of any complex calculations. Where significant financial investment decisions are required it is better to express the cost of failure arising from System, application or function loss to the business as a monetary 'value'. Assigning costs of Unavailability allow the organization to establish what is acceptable risk. The Vision needs to be translated into specific Key Performance Goals and Indicators which define the goal.
The organization should select appropriate standards and toolsets for describing process attributes and processes.
One of the key elements in developing a process repository is the maintenance of process modularity.
Selecting a framework for inter-connecting and explaining ITSM process improvements will allow the organization to market the approach in a consistent and easily understood way throughout the organization and, particularly to corporate leadership.
The CCTA has a set of self assessment questionnaires designed to measure an organization's implementation of ITIL practices against their maturity model. In addition, both itSMF and Microsoft have developed assessment questionnaires in each of the tend ITIL disciplines.
These self assessment questions are rudimentary at best and measure whether an organization has a function in name. An executive sponsor is necessary to ensure ongoing support and cooperation between departments.
The executive sponsor must be a champion of the process, particularly if the shop has gone many years with no structured turnover procedure in place. The traditional Business Process Re-engineering approach starts with the mapping of existing processes. However, when processes are in a state of disarray the presentation of an AS-IS model may effectively hamper the introduction of major change.
In tangible terms, this means that an assessment of the AS-IS situation should be top-down. More time should be devoted to uncovering the Policies, Guidelines and assumptions which underpin the current processes and subjecting them to substantial scrutiny.
Develop process flow description for implemented processes using standard process templates and descriptions.
Process Level 5 defines the supplemental procedures and reference material used to guide, clarify or instruct how tasks are performed.
Responsibility for subsequent de-compositions will reside with the units both directly involved in the processes - though some decisions will be required for processes which span organizational units.
As with any project endevour it is good practice to identify and manage the risks that are associated with introducing change.
In general, very large efforts are much too difficult and complex to manage as a single project.
Project selection is the process of evaluating individual projects or groups of projects, and then choosing to implement some set of them so that the objectives of the organization can be furthered. The organization will want to remove the most prominent sources of poor service management. In other instances, the implementation of an improvement may be expedited by a successful associated process.
The greater the return on investment from the service improvement initiative the more likely management is to be supportive. When discussing the OPM3 maturity modeling as a project management improvement methodology a PMI publication states "Organizations may want to look for Capabilities that are easy to achieve.
This is equally relevant with regard to IT service management improvements - it will often be necessary to achieve some quick return on investment in order to sustain management support of the larger service improvement initiative. CMMI-staged clearly suggests the importance of implementing enabling process capabilities in stages. If you answered yes to any of these questions, you probably have the wrong set of tools for the maturity of your organization. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Has your community identified a health problem and a strategy for addressing it, but reached a roadblock to action because of inadequate funding? Whether you have never contemplated writing a grant proposal and feel intimidated about how to begin, or you have written grant proposals in the past but feel a bit rusty and want to enhance your capacity, this is the tool for you! A grant is a sum of money given to an agency or individual to address a problem or need in the community. You want to start a new project (for example, you have identified a need in your community, and documented that no support services or related programs exist to address the need). You want to expand an existing project and costs cannot be covered in your current budget (for example, you have a program that serves families living at 150% of the Federal Poverty Level, but you want to expand it to serve families living at 200% of the Federal Poverty Level, thereby increasing enrollment numbers and the need for staffing, supplies, etc.). You know of a granting agency that makes awards to pay for the program or initiative that you envision for the need or problem that you have identified. You know that you meet the eligibility standards for awards available via grants (for example, some grant awards are limited to educational institutions). You are able to commit the time, energy, and other resources needed for the grant-writing process.
Where can you find Calls for Proposals, Requests for Proposals, Requests for Applications, Notices of Funding Availability, or Program Announcements? An important note: While all of the suggestions below for finding potential grant sources are still good ones, there have been some changes since this section was originally written. The Foundation Center provides an online directory of grant makers, philanthropic news, and other information relevant to finding resources for community programs. Special regional centers with walk-in libraries such as Associated Grantmakers, with offices in major U.S.
And, if the aforementioned resources still don't yield what you are looking for, you can always ask around. A grant proposal is often a labor-intensive undertaking that requires a commitment of resources devoted to producing a document as long as 15 - 50 pages or more in a relatively short period of time.
At the same time, because readers often have to wade through a large number of proposals, a well-written one often can receive more attention and even a higher rating.
While some Requests for Proposals may include unique requirements that you must read carefully and follow, many grant proposals follow a similar structure. Research numerous state and national statistics about women, infants, children, adolescents, and children with special health care needs at the Title V Information System website of the federal Maternal and Child Health Bureau, Health Resources and Services Administration. Access the full range of Federal Government statistical information available to the public, with links to 70 federal data sources at FedStats. For example, your community may have experienced a lot of growth in population and housing developments in the past five years. Finally, as you research the approaches or solutions that have been implemented to date, think about whether your grant proposal will be building upon existing efforts, introducing a unique strategy, or some combination of both.
There is no right or wrong way to present the information within the standard grant proposal sections as long as it is in a logical order that is easy to read. If the addition of tables or graphs will make your needs statement more persuasive, definitely include them. Once you have captured the attention of the reviewers by clearly and effectively documenting the need for funding, you get to present the details of how you plan to implement your program. Do not be discouraged if you find it difficult to write objectives that meet each and every one of the criteria listed above. Building on the example goal of eliminating disparity among Medicaid enrollees' and privately insured consumers' use of prenatal care in Fertile County, below are two examples of how a related objective might be written. It is specific - 50 postpartum Medicaid enrollees and 50 privately insured clients will be surveyed prior to discharge from the hospital.
It is measurable - information can be collected because it will be collected in person (unless patients do not give their consent to participate). Once you feel comfortable drafting objectives, you should determine whether or not they are "process" versus "outcome" objectives. A process objective measures the accomplishment of tasks completed as part of the implementation of a program. How will you document how many pamphlets have been distributed, and which staff will be responsible for that? Understand that the timeline is meant to be used for planning purposes and may be revised over time.
The purpose of the evaluation plan is to show how you will measure the completion or success of process and outcome objectives. Documentation of this objective should be straightforward, but it is surprising how difficult it can be to get health care facilities and staff to adopt a new data collection form or task and assure that those who interact with patients are recording data consistently and correctly.
The most important thing to remember about outcome measures with this structure is that you should already have baseline data – current statistics that describe the percentage of men between the ages of 30 - 50 with high blood pressure living in Coronary County.
The fact that you are including the objective in your proposal means that you should have data to back up the need to address it. When you evaluate the impact of your program, you will re-measure (or research statistics in an existing surveillance system) the percentage of men between the ages of 30 - 50 with high blood pressure living in Coronary County, in order to compare pre- and post-program high blood pressure statistics. Let's assume that you assess the percentage of 30-50 year old men with high blood pressure before you implement your program, then three years later.
For example, let's say a different community-based organization in Coronary County received a grant in the same year that you did. One purpose of your evaluation would be to determine whether or not the percentage of men ages 30 - 50 with high blood pressure decreased because you educated men about ways to prevent heart disease, or because half of the men who participated in another program adopted a regular exercise regimen.
Once you have drafted the detailed information for your goals and objectives, methods, and evaluation plan, you will have the foundation for your budget request.
Fringe benefits may include half an employee's social security and Medicare payments (public agencies are exempt) and voluntary benefits such as medical, dental, disability, life insurance, and retirement plans.
Otherwise known as overhead, indirect costs are defined as an attempt to compensate the organization for the cost of housing a project.
An in-kind line item will not add any costs to the project because it is paid for or absorbed by the agency applying for the grant. In the Budget Justification, be sure to clearly describe the need for each line item total requested. Example Budget Justification for a travel line item of $2115: The Project Director will present project findings at a total of three national conferences in year two of the project.


If you are required to submit budget projections for multiple years, remember to include a cost of living raise in staff salaries and allow for inflation among supplies, utilities, etc. If you are inexperienced with a proposed activity (such as conducting focus groups), talk with someone who has done this to gain insight as to how much to budget for.
For example, say you have proposed to conduct three focus groups with low-income parents of children with special health care needs (ages 0 - 3) in your county over the next 6 months. Will you offer an incentive (e.g., money or on-site child care during the sessions) for focus group participation? Of course, this list is not exhaustive, but you can see how one proposed activity has many planning and implementation details tied to it.
Use this section of your proposal to convince the reviewers why you should be funded rather than someone else.
Emphasize agency strengths and current contributions to the field or community in the topic area for which you are requesting funding. Federal or state agencies often want to see a long-term plan for the self-sustainability of a project. Some initiatives will need to be in place for years to come if they are to have a long-term impact on outcomes such as health status indicators. For example, you cannot expect to get 25% of smokers to quit smoking within a two-year grant cycle, but perhaps after a decade of persistent programming, smoking rates will drop substantially. While you cannot guarantee that your proposed program will be self-sustainable, it is important to make your best case for sustainability and describe a plan.
If the answers to these questions are "yes", discuss the strategy and time line for establishing the revenue-generating component of the project.
In these times of shrinking state budgets, the numbers of grant proposals submitted far outweigh the number of grants available. So, once you have identified a need or problem within your community, done your homework and documented the problem, and presented a credible and persuasive strategy for addressing the need or problem, what else can you do to ensure that your grant proposal is "top notch"? A grant proposal is a labor-intensive undertaking that requires a commitment of resources devoted to producing a long document in a relatively short period of time. If you are intimidated by the writing element or do not want to manage it alone, solicit the help of a colleague or someone collaborating in your effort to secure funding. Guidelines for grant writing from the Catalog of Federal Domestic Assistance address preparation for and writing of a grant.
The Foundation Center provides an online directory of grantmakers (by subscription), philanthropy news, and other information relevant to finding resources for community programs. The Grantsmanship Center provides information about federal, state, community and international funders.
The Internet Nonprofit Center publishes the Nonprofit FAQ, a resource of information provided by participants in online discussions about nonprofits and their work. Ohio Literacy Resource center provides links to grant writing information and funding information on the Internet. Philanthropy Journal Online is an electronic publication of the Philanthropy Journal of North Carolina.
The Virtual Foundation is an online philanthropy program that supports grassroots initiatives around the world. Licensed under a Creative Commons Attribution-Noncommercial-Share Alike 3.0 United States License. Recently retired, Cannon offers his insight into implementing IT Service Management (ITSM).
And make sure you're choosing processes to implement or to optimize that will give you value along the way. Addressing these areas first provides experience with the process, while quickly relieving pain points. Remember, as the Cheshire Cat quoted to Alice - If you don't know where you're headed then any road will get you there. This is because, unless improvement and Change is thoroughly embued in the organizational culture there is a tendency to revert to previous ways. To institutionalize a Change means showing how new working practices have produced real gain and benefits, and ensuring that the improvements are embedded in all organizational practices. Processes are implemented to provide management information, which directly contributes to the most effective and efficient way to contribute to the realization of the primary business processes of the company. These tools should either support or be capable of integration with tools for the aspects of Problem Management as well as for configuration management and change management.
In this guide they outline their recipe for establishing a quick and sustainable start for an ITIL improvement initiative.
We also modify the first response process of problem managers by ensuring that they have all change related information at hand about what could have caused the outage. In this step, we inventory assets, configurations and services to identify those with the lowest change success rates, highest MTTR, and highest business downtime costs.
This step creates repeatable builds for the most critical assets and services to make it "cheaper to rebuild than to repair." We take the priceless paintings identified in the previous step and work to create equally functional prints that can be mass-produced. At the same time, however, the concerns for the role and value of IT to the business enterprise are often remarkably similar. The organization develops a Vision for the IT Organization based upon high level business objectives.
Baselining or benchmarking moves the yardstick for the organization allowing it to refine its' targets, short-term goals and tactics to be used in achieving its' strategic objectives. How does the organization know when it has achieved its' targetsClick best practice list.')">DR.
Adopting industry averages must recognize the capabilities of the organization to undertake the exercise. The information can be adapted in several ways to demonstrate the return on investment to the organization for many of the processes. Availability costs and those costs increase exponentially as requirements approach continuous operations. For highly critical business systems it is necessary to consider not only the cost of providing the service but also the costs that are incurred from failure. When measured against the vital business functions that support the business operation this can provide an indication of the consequence of failure.
The monetary value can be calculated as a combination of the tangible costs associated with failure, but can also include a number of intangible costs.
Once established then highly reliable analyses of the optimal level of availability are possible and a correct assessment of the availability-recoverability trade-off is possible.
These milestone should acknowledge the accomplishment of specific capability maturity characteristics. Depending upon the size and complexity of the organization these may be simply a shared directory, commonly available (with read-only privileges) to all staff involved with the process. These tools maintain process assets in structured databases at a defined level of granularity. Pink Elephant has developed its' Pinkscan which utilizes a similar set of questions to assess an organization's current ITIL capabilities.
They provide little insight into how well a function, activity or toolset may be meeting its' intended purposes.
Depending on the size and scope of the IT organization, the sponsor could be the CIO, the head of the infrastructure group, or some other executive in the infrastructure.
He or she needs to be able to persuade other executives both inside and outside of IT to follow the lead.
This "benchmark" develops the starting point to re-engineer how the organization will operate to achieve significant operational gains. It can run the risk of preventing decisions because the amount of change required may seem overwhelming; the organization may not be able to visualize a successful implementation because of the complexity.
That is the description should start will a high level description of the current process without fleshing out process detail.
It may be that many assumptions are no longer valid and that new technological tools have opened up new, previously unseen opportunities. The process is to map the existing (and sometimes varied) processes in order to understand what is currently in place. In practices this level strives to give readers a broad, high-level understanding of the organization functions. While those risks may come in many flavour unique to an organizations there are some risks which are widely shared amongst organizations. The standard used by the CCTA - the creator of ITIL, is PRINCE2 - Projects in Controlled Environments. It must be recognized that, although the creation of a small deliverable is a project, it does not need the structure and discipline of a much larger project. There are two essential approaches which, in all likelihood will culminate in very similar activities.
The better technique is to break the work down into more manageable chunks, each of which is considered its own project, with its own Project Charter. Examples, might be to remove service shortcomings identified in an IT audit, or legislative gaps such as Sarbannes-Oxley or to ensure that a Disaster Recovery Plan can be initiated). Improving service in one area may be expedited my first considering improvements in a related process.
This will usually mean than elements of the process under consideration need not be as rigorous or "mature" because there are other venues through which key activities (and their associated performance objectives) may be obtained.
This return will usually be expressed over a multiple year period and will include project aimed at augmenting key process enablers in order that gains will be sustainable and implemented within the context of the organization's operational capabilities. This consideration can help the organization demonstrate early success and gain valuable momentum to sustain the improvement initiative"Click to access.')">R.
Most service improvement initiatives should include a mixture of larger, longer projects with bigger ROIs and more immediate, controllable projects with gains than may not be as reliant on the implementation of key enabling processes. The latter (Organizational Environment for Integration, Decision Analysis and Resolution, Causal Analysis and Resolution) require an advanced maturity level (certainly beyond a defined level).
This often results in untapped technical potential which can be exploited by modest improvement in process or the exercise of quality control measures to ensure that the data and process achieve the same quality standards as the technology available. A minor "splurge" of a few dollars can get you a couple of productivity-enhancing gadgets such as a power drill or an electric screwdriver.
Often, it is to your detriment to purchase a sophisticated solution if you do not have the staff or expertise to make full use of the tool. A grant can provide that much-needed funding and enhance the community's capacity for change. This discussion primarily covers how to apply for grants available through the public sector, but many of the strategies can be applied to foundation grant proposals as well. The written document that one prepares as a means of requesting or applying for this money (funding) is a grant proposal.
Organizations or individuals can use grants to accomplish their stated purposes, objectives, within their own policies and guidelines.
In the public sector, money is raised via taxes and other government revenue, and then allocated through legislation to address social issues.
Congress established an abstinence education program as part of welfare reform legislation. A great deal more information is now available online, and many public funders actually require electronic, rather than paper, submission of grant proposals.
While sometimes a little more difficult to locate online, state contracts registers include RFAs for contracts available with government agencies.
The online directory of grants available requires a $9.99 one-month subscription fee for access to thousands of grant opportunities for researchers, students, artists, and other individuals. Talk with colleagues locally and nationally and with other people you know who have grant writing experience.
When a Request for Proposals is released by an agency, the deadline for proposal submission is often as little as one month away. While grammar, spelling, and cohesion are certainly important elements of a well-written proposal, substantive elements (such as identifying the need for funding for your topic or population of interest) are ones in which you can be creative in how you present the information. If there are no good writers within your organization, find someone who is willing to edit your proposal and turn it into elegant prose. The cover letter should be on agency stationery and signed by the appropriate organizational official.
This is where you really grab the reviewer's attention and make your case for the need for funding. For instance, you might consider using census data for your county, or other existing sources for your area that provide indicators of the behaviors or outcomes you are addressing. If you locate existing county level data, it is also good to research comparable data at the state and local levels, because your argument that the current situation in your area is a problem will be more effective if you present it in relative terms. Some reviewers may be searching for that fresh, innovative approach to a problem that has been well documented but not yet addressed effectively.
Just remember that your grant proposal is your first opportunity to effectively communicate the need for funding for your special interest or population to a specific foundation or other agency, so make it count.
This section of your proposal should guide the reviewer step by step through all activities needed to accomplish your goal(s) in a way that will continue to engage the reviewer's interest and excitement.
Objectives are specific statements that will indicate to the reviewer exactly how you plan to achieve your goals. Information concerning the objective can be collected, detected, or obtained from records (at least potentially).
Not only are the objectives themselves possible, it is likely that your organization will be able to pull them off.
Your organization has a clear understanding of how these objectives fit in with the overall vision and mission of the group.
Your organization has developed a timeline (a portion of which is made clear in the objectives) by which they will be achieved.
They stretch the group to set its aims on significant improvements that are important to members of the community.
The next step in the proposal writing process will be to break down each objective into a series of activities needed to achieve it. You have a process objective for distributing 500 copies of the patient education pamphlet, "Heart Disease Prevention" to men between the ages of 30 and 50 in Coronary County. If yes, briefly describe it, the credibility of the organization that developed it, and include a copy in your appendices. This chart is used to present a detailed list of all activities and their projected date of completion. Be sure that your plan includes details about how information will be collected and analyzed.
So, as part of your evaluation plan, you would need to design a system that would yield appropriate documentation of the distribution of the pamphlets.
The other program targeted men ages 20 - 40 with education about the importance of daily cardiovascular exercise.
Unless you can afford to budget for an evaluation consultant, design the evaluation plan within the strengths and limitations of program and staff resources. You will now need to assign corresponding dollar amounts to staff positions and activities. A person working 20 hours a week will be listed at .5 FTE, and the actual amount for salary requested in the budget will be 50% of the proposed salary for that position.
In kind services might include paying for rent (perhaps a separate grant within the agency already covers this, so the agency can afford to not request rent as a line item of the budget in the new grant proposal).
In one or two sentences per budget line item, show the reviewer exactly how you arrived at the total for an item. And each detail potentially increases the amount of money that you need to request in your line item budget.
Obtain letters of support (or letters of participation) for the proposal appendices from the same collaborators you mention in this section. Therefore, if a foundation or other agency can only afford to fund this particular issue for two years, it may want to know how you plan to continue tobacco use prevention efforts in your community over the long term. As a rule of thumb, most projects rely entirely on the funding source in year one, as this is the year that planning and implementation activities are accomplished. Letters should be signed by an Executive Director or Chief Executive Officer of the collaborating or supporting agency. Organizational and community leaders seeking funding for special interests or populations must therefore prepare grant proposals that are superior to their competitors'. Listed below are some things to consider as you complete the final, comprehensive review of your draft proposal.


Have you shown that you have the capacity to access primary data [data that you collect via interviews, surveys, or focus groups] or secondary data [existing data such as census data]? Pay attention to funder criteria regarding margins, text spacing, and single- versus double-sided pages, bound versus stapled, etc.
Make a plan to stay organized, noting essential pieces of information (such as the deadline for submission, mailing address, number of copies to be submitted, etc.). Screened projects are posted on the website where they can be read and funded by online donors. This is followed by an outline of a proposed methodology for undertaking service improvement.
Many organizations have benefited by simply applying best practices to the area most in need. Significant work is required of the IT department to deploy best practices for even a few of the IT disciplines, so top-down endorsement makes the difference.
A guiding coalition should ensure that the organization is motivated and inspired to participate.
There needs to be new, changed or added facilities so that people are really able to make the Change happen.
Staging the implementation plan to achieve a Return on Investment from initial ventures will go a long way in creating new and solidifying current support. It depends on each individual IT organization to have ITIL fit to its needs and priorities.
Line managers, process managers and product managers are responsible to define performance indicators, process characteristics and control variables. Fragile artifacts are identified and then treated with extra caution to avert risky changes and massive episodes of unplanned work. At any point in time the greatest thing distinguishing one organization from another will be the quality of their IT processes. This is accomplished by ensuring proper alignment between IT and business strategic objectives. This is reflected in the sophistication (ie., maturity) of supporting processes such as Project Management and Process Management. The optimum balance to strike being the cost of the Availability solution weighed against the costs of UnAvailability. This can be the stimulus for identifying improvement opportunities and can become a key Metric in monitoring the Availability of the IT Service. For many organizations achieving a Defined maturity will be either the primary goal or a milestone towards reaching even more mature ITSM processes and activities. Davenport suggests that Visions should include a "stretch goals - which is primarily behavioural.
A web site devoted to retaining process description would represent an evolutionary step for the organization.
Develop sub-routines (modules) which represent the a generic process and describe process variations as conditions within the description. COBIT contains definitions of maturity for each of its' 34 governance activities which utilize CMMI maturity levels more closely than the CCTA. Considerable work needs to be directed in this area to better integrate CMM concepts within an assessment framework. This individual is responsible for providing executive leadership, direction, and support for the process.
Instead, the result may be many smaller recommendations for improvement - that the existing system can still be salvaged. It may be that entire sub-processes and activities can be eliminated or need substantial revision to achieve desired operational gains.
Process Level 2 process documentation depicts the inputs, outputs, controls, mechanisms and major activities for each process function. For example, a request to set up the IT services associated with a new employee will be maintained as a class 4 or 5 process - tailored from a higher level process (and, consistent with) a process to launch a service request (so that there is consistency in how service requests are initiated and fulfilled regardless of the service). PRINCE2 is a process-based approach for project management providing a method for the management of all types of projects. For instance, a long effort can be broken into separate sequential projects based on the life cycle.
Which initiatives and in which order they get introduced will be unique to the cultural characteristics and ITIL and operational maturity of an organization.
As a general rule, some measure of process control needs to be evident in enabling areas for a service management initiative to be fully successful - otherwise, the gains will be short-lived as the organization is back-slides into previous habits and processes.
F0r example, consider the following quote from the recent Help Desk Institute (HDI) publication. When determining ROI it is important that the costs of implementing enabling processes be included, or the gains expressed in terms of the ROI indicators will be overstated and unattainable.
Contracts are legally binding, and represent an arrangement in which contracting agencies (federal or state government, for example) buy services from organizations or individuals in order to fulfill obligations or responsibilities. Congress pledged $50 million annually for five years to state administrative agencies, which were then given autonomy to determine programmatic priorities and award community - level funding to entities such as community organizations, local health departments, and faith based organizations.
The first place to look, generally, is online, using Google to search for something like “grant for [the area in which you’re looking for funding].” An advantage here, in addition to speed and the fact that you’re likely to find several potential funders, is that the websites you find will usually contain a great deal of background information about the funder, names of contact people, clear guidelines for eligibility and proposal writing, and a large amount of other useful information.
So be prepared to work hard on the development of a grant proposal, keeping in mind that the hard work is finite – only a few weeks – for potentially multiple years of funding to address your identified problem or need. In fact, innovative or creative approaches can enhance a grant proposal's likelihood of success! There’s often an assumption on the part of the reader or the agency – and it’s often true – that if you don’t take care in writing your cover letter and proposal, you won’t take care running your program, either. Therefore, it is helpful to have a clear purpose, identified need, and some idea as to your strategy for addressing that need ahead of time. An RFP may include a limitation on the number of pages that an abstract can be, but a good rule of thumb is no more than two pages. You want to keep the reviewer interested enough to read on and learn more about your important ideas. Furthermore, you will refer to it time and time again over the course of program implementation. The methods section describes in detail how you propose to carry out your goals and objectives over the course of a project. In the Methods section, you need to show reviewers that you have carefully considered the steps necessary for planning and implementing this objective. If yes, include a discussion about how you plan to solicit and involve local physicians in your effort. One cannot train staff members until the staff is hired; if the hiring process takes four months versus two, the training timeline will also need to be adjusted.
Most likely, you will use a combination of both approaches depending on the types of objectives you draft. Remember, too, that the system needs to be "user friendly" so staff will use and follow it.
50% of the men exposed to that intervention adopted a regimen of 20 minutes of cardiovascular exercise three times per week. For three trips averaging three days and two nights each, the total request for travel is $2115 [$1200 airfare, $315 food, and $600 hotel].
It is better to discover those before you submit your grant proposal than after you are working within a set budget that could require that you reduce the total number of activities or exclude some altogether. While reviewers may need no convincing that the issue is important, timely, etc., they have a limited amount of funds to award.
But by year two, you may be able to include some revenue-generating activities in your time line. You may want to draft the letters for each collaborator (in fact, they may request that you do this), but make sure that each letter is unique to your working relationship and shared interests.
Have you clearly indicated whether or not you will be evaluating implementation versus short- versus long-term outcomes, or all three?
Once again, if there’s no one in your organization who can write or edit well enough to make sure that the proposal is grammatical and well-organized, find someone who can to help you.  It’s important enough to take some pains to get it right.
As IT services become more highly scrutinized, it becomes more important to quantify service levels.
Also, if management is committed to the process, they will be willing to support training efforts that will smooth the deployment process. The Team should endevour to gain full support from the stakeholders, including the business managers, IT staff and the User community. For example, communication to senior management will require a different approach to communication to IT staff. A complete and full implementation of one process can last months, and while maturing, IT organizations continue to optimize their processes. In short cycles the new process is introduced to the organization, which allows enough time to adjust, and to absorb the new situation.
Since ITIL documents industry best practices what separates one organization from another can be seen as the degree to which they have implemented these best practices. The major disadvantage of this approach is that it offers no obvious monetary value that would be needed to justify any significant financial investment decisions for improving Availability. This lets process designers and customers know that innovation and creativity are welcome and that the organization is serious about process improvement.
This treatment ultimately pays dividends to the organization by highlighting common functions and activities which may be candidates for consolidation (or some other common treatment).
In my opinion, twenty questions in each area fails to accurately assess the organization's capability.
It should be noted that senior executives are usually more time constrained than those at lower levels, so support sessions should be well planned, straightforward, and to the point.
The executive sponsor is also responsible for selecting the process owner, for addressing conflicts that the process owner cannot resolve, and for providing marketing assistance.
In many cases, the most basic information you need to start an ITIL initiative is the data that drives the change in the first place. Describing them in detail service no purpose since the description will become an archival document only once the new processes are initiated. Each process is defined with its key inputs and outputs together with the specific objectives to be achieved and activities to be carried out. Change Management) as the primary unit of analysis for project improvement purposes has the tendency to compartmentalize the effort without proper recognition of the relationships to defect management, release management, configuration management, etc. This is what is referred in CMM as the "ability to commit" - or the institutionalization of the process gains. Searching for grants and submitting proposals online is now probably the best – and preferred – way of finding possible grants. If that search does not yield results, you may need to access funding opportunities more indirectly by going to state government agency home pages.
You should really have those things in mind anyway as you conduct research for RFPs so you can identify which agency missions and grant opportunities match your interests.
Therefore, you can interview school administrators, parents, subdivision residents, and students as a means of documenting the problem. Even if program staff changes over time, the project description should provide a road map for anyone to understand and follow. Process evaluation assesses the implementation of a program, emphasizing activities to be completed (for example, "distribute 500 copies of a flyer"). Those same men are part of your evaluation sample three years after you implement your program.
Maybe funding for a special interest will only be available until elections bring in new legislators with different fiscal and policy priorities.
Highlight the significance of the proposed collaborative relationship in the context of proposal goals and objectives. Though every organization will have its' unique characteristics to consider, most organizations will roughly follow a similar approach in designing and carrying out service improvement initiatives. The team must be prepared to spend time and effort convincing and motivating others to participate. The Plan-Do-Check-Act (PDCA) cycles we know from TQM-implementation projects can be useful in this perspective. To target low levels of improvement, or what can be realistically achieved with modest increases in resources and effort is to invite only marginal improvement at best.
This is what is referred to in CMMI as "tailoring the process" from a common process repository - a key element in improving overall organizational capabilities.
An assessment which more accurately assesses the employment of various activities and tools in each area at different maturity levels would be a vast improvement.
That doesn't mean a detailed as-is model, but rather the key internal performance measures and external factors affecting the organization's ability to perform.
These processes can be placed into five process groups: (initiating, planning, executing, controlling and closing) and nine knowledge areas (integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management and procurement management). PRINCE2 is a written description of how to manage a project in a logical, organized way, following defined steps. Toward the end of that project a new project is established, based on what you know then, to do the design work.
Highlight key or essential elements (such as the deadline for submission, mailing address, number of copies to be submitted, etc.) as you read through the RFP. Other factors such as competing programs may have been solely responsible for the percentage change, or may have indirectly enhanced the impact of your program.
Also summarize your and your collaborating agency's capacity and strengths for addressing the problem or need identified in the proposal. One source notes that 50% of proposals funded are resubmissions that were denied the first time. We might not have passed muster as a highly mature availability management process, but we were everywhere we needed to be.
This alignment is traditionally supported by Service Level Management wherein IT operations are expressed as services which seek to be aligned to business objectives. However, even stretch goals must be attainable, if it is impossible to achieve the target then staff become disillusioned. Unfortunately, it is unlikely to come soon because consulting firms gain significant contracts from assessing these capabilities.
However, now you may need to plan a little bit, maybe communicate a little bit, maybe deal with problems a little bit.
For example, for every four dollars awarded, a grantee (you) may be required to contribute matching funds of two dollars. Other large initiatives might be broken up into smaller projects that might run in parallel. If you are intimidated by the writing element, solicit the help of a colleague or someone collaborating in your effort to secure funding. More often than not, the primary value gained from the assessment is the source itself - "recommendations from an independent, big name consulting firm" which all too often are required to progress further through the company's management layers. On the other hand, an effort to implement a large package solution may be broken into smaller projects, some of which must be done sequentially, but others that can be done in parallel. You can also contact the agency soliciting grant proposals and request some samples of previously funded proposals.
And, also far too often, the "independence" proves to be illusionary as the consulting firm has its' own or another company with whom it has formed an alliance, products to flog. Each team will work to complete its smaller project, but all the work would be coordinated so that the entire effort is successful. On the other extreme, a multi year project probably has too much to get our heads around it all. Now you start to break the larger project up into smaller, but related, projects to get the entire piece of work done.



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