iso and itil best practices in it services and quality management

8/7/2019 Iso And Itil Best Practices In It Services And Quality Management

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ISO & ITILBest Practices in IT Service

andQuality Management

Systems

ISO & ITILBest Practices in IT Service

andQuality Management

Systems

Michael F. Meuser


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Todays Discussion Brief History of the International Organization for Standardization

Differences between ISO 9000:2000 and ISO 9000:1994

Focus on the interrelationships of ISO and ITIL Quality Management Systems

Overview of how to combine ISO and ITIL compliance efforts into a workingsolution which provides your customer and your company with the best practices

in IT Service and Quality Management Systems

Using both ISO and ITIL for continuous improvement in the goal of

Total Quality Management

Todays Goal --Make our discussion today valuable in that it relates to your

company or organization and you understand the value of

implementing ISO and ITIL Quality Management Systems


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International OrganizationInternational Organization

forfor

StandardizationStandardization

International OrganizationInternational Organization

forfor

StandardizationStandardization


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How ISO really startedHow ISO really started

International standardization began in the electro technical field:

the International Electro Technical Commission (IEC) was created

in 1906. Pioneering work in other fields was carried out by the

International Federation of the National Standardizing Associations (ISA)

which was set up in 1926.

The emphasis within ISA was very heavy on mechanical engineering. ISA's activities ceased in

1942 due to the Second World War. Following a meeting in London in 1946, delegates from 25

countries decided to create a new international organization "the object of which would be to

facilitate the international coordination and unification of industrial standards". The new

organization, ISO, began to function officially on 23 February 1947.

The first ISO standard was published in 1951 with the title, "Standard reference temperature forindustrial length measurement".


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International Organization for

Standardization

ISO is not an acronym for the International Organization

for Standardization, Shouldn't the acronym be "IOS"? Yes,

if it were an acronym which it is not.

In fact, "ISO" is a word, derived from the Greek isos,

meaning "equal. Remember the isosceles triangles from

school, meaning equal sided or "isometric" of equal measureor dimensions. ISO is valid in English, French and Russian,

the three official languages of ISO.


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The ISO 9000 series of Quality Standards are recognizedinternationally as shown below:

BS ENISO 9000 - Britain and UK

AS/NZS 9000 - Australia/New Zealand

ANSI/ASQC/Q9000 - USA

MS ISO9000 - Malaysia

JISZ 9900 - Japan


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Whats in it for Me?

Why should my company either update our existing ISO program to 9000:2000

or why should my company take the time and expense of adopting the ISO

philosophies and establishing a quality program

The ISO 9000 series provides the company with a quality system that:

1. Standardizes, organizes and controls operations

2. Provides for consistent dissemination of information

3. Improves various aspects of the business based use of statistical data and

analysis

4. Acceptance of the system as a standard for ensuring quality in a globalmarket

5. Enhances customer responsiveness to products and service

6. Encourages improvement


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This is a story about four people named Everybody, Somebody,

Anybody, and Nobody. There was an important job to be done and

Everybody was sure that Somebody would do it. Anybody couldhave done it, but Nobody did it. Somebody got angry about that,

because it was Everybody's job. Everybody thought Anybody could

do it, but Nobody realized that Everybody wouldn't do it. It ended up

that Everybody blamed Somebody when Nobody did what Anybody

could have done!

ISO requires "the responsibility, authority, and the interrelation

of all personnel . . . shall be defined and documented" to prevent

this from ever happening.

A

LittleStory


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The results of a very recent Quality Systems Update from

Deloitte & Touche confirmed the most important external

benefits of an ISO compliant system: 83% reported improved management control

70% claimed real improvements in customer service

64% said ISO 9000 improved their ability to bid for contracts

48% increased their market share

More than 280,000 ISO 9000 certifications are in force today.

You can learn more at the ISO website: www.iso.ch


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Differences

ISO 9001:1994

and

ISO 9001:2000


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4.1 Management Responsibility 4.11 Control of Inspect, Measuring and Test Equip

4.2 Quality System 4.12 Inspection and Test Status

4.3 Contract Review 4.13 Control of Nonconforming Product

4.4 Design Control 4.14 Corrective and Preventative Action

4.5 Document and Data Control 4.15 Handling, Storage, Pack, Preserv & Delivery

4.6 Purchasing 4.16 Control of Quality Records

4.7 Control of Customer Supplied Products 4.17 Internal Quality Audits

4.8 Product Identification and Traceability 4.18 Training

4.9 Process Control 4.19 Servicing

4.10 Inspection and Testing 4.20 Statistical Techniques

ISO 9000:1994

ISO 9000 - describes fundamentals of quality management systems and specifies the terminology for

quality management systems.

ISO 9001 - specifies requirements for a quality management system where an organization needs to

demonstrate its ability to provide products that meets product and applicable regulatory requirements

and aims to enhance customer satisfaction.

ISO 9004 - provides guidelines that consider both the effectiveness and efficiency of the quality

management system. The aim of this standard is to improvement the performance of the organization

and satisfaction of customers and other interested parties.

ISO 9000:2000


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ISO 9000:2000 DIFFERENCES

The new standards consist of three basic documents:

ISO 9000 - Fundamentals and vocabulary

ISO 9001 - Requirements

ISO 9004 - Guidance for performance improvement

The old ISO 9002 and 9003 standard numbers will no longer be used.

The 20 elements that form the structure of the current ISO 9000:1994 series standards are folded into a

new structure with four main sections:

1. Management responsibility

2. Resource management

3. Product and/or service realization4. Measurement, analysis and improvement

These four sections describe the four phases of a fundamental concept for the new standards referred to

as the Process Model.


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Interrelationships

of

ISO and ITIL


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There are several areas within the ITIL Best Practices

that interact with ISO 9000:2000

Configuration ManagementThe main objective of Configuration Management is to control the

environment for which it was built. This would include: (when applicable)

- process control, identification of product or service, traceability of product

or service, documentation control, inspection and testing status, etc.

Incident Management

This practice serves as continuous tracking of:

- performance to specified requirements

- control of nonconforming product SW/HW, services and quality records


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that interact with ISO 9000:2000 (cont.)

Problem ManagementPlays a major role in the control of nonconforming products and corrective actions. Process

contributes to design changes needed to have configuration items changed to a desired

status and assure proper implementation.

Change Management

Very similar to problem management yet it plays a central role in process control functions

and various other ITIL processes.

Software Control and Distribution

The relationship with this ITIL element is mostly in the Inspection and Test areas. It is alsovery apparent with its involvement in the handling, storage and delivery processes.


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Availability ManagementThis ITIL component generates and gives rise to a higher quality of Service Level

Management.

Capacity Management

Has a major contribution to the ISO 9004 stipulations in that it specifies the requirements ofservice needs and is defined in terms of characteristics which effect service performance.

Cost Management

The Cost Management process contributes to the ISO 9001requirements in the aspects of

contract review and design inputs, outputs and changes. This ITIL process also goes beyond

ISO 9000:2000 in relating to the Cost of Quality which is found in the prerequisites of the

Malcolm Baldridge Award.

Contingency Planning

Many aspects of Contingency Planning relate to ISO in contract review, design control,

document control, purchasing and most importantly internal quality auditing.


that interact with ISO 9000:2000 (cont.)


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that interact with ISO 9000:2000

Conclusion:

If (not if but when) your company is to become ISO certified and you have

these ITIL Best Practices established, this will facilitate the process many times

over.

If your company is already ISO certified and are considering ITIL Best

Practices, you already have a major advantage in the steps to ITIL compliance.

It is expected that in 2003 and 2004 the ITIL process framework will officially be

recognized as a main contributor to become ISO-9000 certified for ITs Service

Management activities.

So do not waste your time and efforts in reinventing the wheel. Use the already

established frameworks of ISO 9000:2000 and ITIL Best Practices.


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Combining

ISO and ITIL

Compliance Efforts


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Senior Management to embrace and understand

the value of ISO and ITIL working together

Appoint champions in each of your company departments

Train/certify management, champions and all involved staff

Include ISO and ITIL implementation progress on the agenda of

every team meeting

Make ISO and ITIL part of your Corporate policy and life

#1


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This system must meet the objectives as set forth

by the Senior Management of your company,

who determine Quality Policies and guide theQuality System.

The Quality System and Quality Policy is

aimed at the reduction, elimination, and most

importantly, the prevention of quality deficiencies.

Quality deficiencies, no matter what functions are

addressed, effect the bottom line which is

the profitability of your company.

Organizing yourselves shall ensure that the quality of your

design, products and IT services are coordinated in all of

your different functions and that you control these

activities. The collection of these controlled activities iswhat is called a Quality Management System.


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International Organization

for Standardization

Information Technology

Infrastructure Library

Which way do we go???

Total QualityManagement


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The Final and Logical Answer Is!The Final and Logical Answer Is!

Take these standards, systems and processes

and place them in the direction your

company will most benefit from

TOTAL QUALITY MANAGEMENTTOTAL QUALITY MANAGEMENTTOTAL QUALITY MANAGEMENT


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Both a philosophy and a set of guiding principles that

represent the foundation of a continuously improving

organization. TQM is the application of quantitative methods

and human resources applied to improve the material(s) andservices supplied to the customer. It insures that the

customer requirements are met, now and in the future.

---or---

TQM ( Total Quality Management ) is doing the right thingsright the first time and your customers evaluation shall define

metrics for performance improvement.


(TQM)


(TQM)


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1) Document what you do

2) Do what you document

3) Maintain and Continuously

Improve It!!!

The Basic Principles of

Total Quality Management are:

The Basic Principles of

Total Quality Management are:


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Why does your company need Total Quality Management?

.........cause it leads to daily continuous improvement and...

Change in Philosophy - Emphasizing that all employees need to be involved in solving problems.

Change in Focus - Resolving problems at the point they occur rather than just prior to installation,

design/product release or start of assignment. Not just applying a band aid but actually

solving the problem at the root cause.

Use of Statistics - Reducing problems in the system through the use of statistical techniques that indicate

consistency, predictability and the repeatability of the process.

Change in Responsibility - Rather than as separate units, representatives of Customer Relations, Design,

Engineering, Purchasing, Accounting, Marketing and Quality Assurance act together

to discover the cause of the problem, not just the symptoms or the results that

the problem leaves. Involve personnel early in the launch of the project.

On-going Improvements - Having a process orientation where we follow a process from beginning to end, (often

crossing departmental boundaries), will increase our process knowledge and lead to

continuous improvement throughout your company.


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Company Quality Program

ISO 9001 - ITIL Quality Management

Company Quality Systems


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Questions?Michael F. Meuser

Advanced Best Practices

State of California

CalSTRS916.229.0736

[email protected]

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