请选择 进入手机版 | 继续访问电脑版

项管先锋论坛

 找回密码
 立即注册

QQ登录

只需一步,快速开始

查看: 514|回复: 0

Practice_Continual Improvement 持续改进实践ITIL 4中文版

[复制链接]

102

主题

142

帖子

6084

积分

管理员

Rank: 9Rank: 9Rank: 9

积分
6084

热心会员灌水之王活跃会员

发表于 2020-4-20 15:27:14 | 显示全部楼层 |阅读模式
返回 ITIL 4理论与实践整体知识体系中文版发布文件汇总
. ~) H. r: P( r& r" \8 P- |+ [2 X1 f- N0 k: c3 r7 v
5 B  |1 P, Y, j/ k+ D/ Z

3 Y# O( _5 `, n- R+ G# A4 L一般信息. {% C8 U6 L" s9 ^0 Z
2.1        目的和描述        
6 x# y+ ~/ Z7 N( p, z  ^0 ~- o9 D! O1 k/ B

. c4 R. a% Z% \
  x8 j6 L' q. ?9 o+ y
$ j- ]1 `$ l. [, I
关键信息
% h" N+ c6 T$ S8 J* L0 g持续改进实践的目的是通过持续的改进点产品,服务,做法或管理产品和服务中涉及的任何元素,使组织的实践和服务与不断变化的业务需求保持一致。
/ E9 t, R( o1 a# _; \" H当服务提供者采用实践作为其常规活动的一部分来规范,鼓励和管理改进点时,它将着手持续改进。
# y  L1 F, @0 q1 K4 R持续改进实践使服务提供者能够适应不断变化的业务需求并维护和增加其服务价值系统(SVS)生成的价值。服务提供者应:
/ \8 G& }" c7 j. U●        适应变化的环境
1 C9 @& Q7 E2 J8 T# P  \●        改进的整体功能可以有效地交付和管理服务。适应失效和改进将导致价值服务的减少。, j+ @" j+ n; m9 `4 ]
2.2        术语和概念        
" w6 Q0 Y6 c4 i3 n- s5 c5 Y
9 T: Y0 \8 Z/ O6 m$ N! N
  h# t$ D6 }2 {9 w

8 |0 u5 }3 U  M( _7 S, g; A% Y  j

  u3 M; f4 v3 p  p  f) {% l) f定义:改进点* B$ j# x. ]9 s. G
故意引入的变更可以增加一个或多个利益相关者的价值。
" j, m! e; D; r8 P% x7 z5 x' s4 R3 q& S4 g4 Z
: C) D6 ~/ w2 k0 Z' N% J5 g. ^

1 V3 {9 [" |! t2 E

8 ?7 z; I0 d9 u' y( \) h, O* g组织中使用的几乎每个性能或绩效都可以视为改进点实现价值。改进点表示变更;如果不更改当前状态,将无法获得变更的结果。% ~* ~6 |! D0 N) T$ a

- Q" D# \  U: q, I

4 x# B, H1 @5 H+ A3 [
, v. o" z1 ?, G) ?

& w' r2 @- K) Z9 Q6 e1 R% [# R/ R$ m7 T0 p; }

' k. }& W; v9 t( x0 R3 B6 ]" z
! G6 h9 j6 L- A1 X' f2 ]0 w+ x2 o
2 B( _/ @$ p5 S) _! L5 H
愿景可能是对将来状态的简短描述,组织及其价值网络的所有部分都需要对此作出贡献。愿景专注于组织的目标,但通常不详述实现这些目标的方式。
2 f: X. w' P+ @! U, i9 o) M8 X4 f  [) A

3 w0 G9 O' `: v9 E9 d8 D所有改进倡议都需要组织愿景中的级联。如果任何改进点甚至对实现愿景都没有贡献,那么变更可能就没有必要或没有用。
4 t, ^" @. Z& ~$ _1 j" r" b. J
9 y9 K5 [" [+ j7 C" s) K持续改进ITIL®4实践指南
7 t( V4 ~3 c8 d1 S0 k  p5 D3 Q4 ^) p! i+ F& f0 k3 f
( e1 c! G2 P* f8 o% ]8 ]. O' W; G" V
0 Q) c2 G2 M! U+ W9 u
0 U% j' v5 ], |5 }/ Q& U/ g& c
定义:日常业务
. K+ @) q+ N+ |9 t通常,可重复执行的例行公事任务可以由具有适当技术技能的人员执行,而不必作为项目进行管理。$ Y# o6 K! R1 p" v4 [2 K

, B9 r4 r+ G) `4 q; M1 f

$ N, e$ a6 R( n5 b. a日常业务(BAU)的一个示例是何时需要在相对较短的时间范围内对现有生产进行修改或增强。在生产的整个生命周期中,通常会定期收到一长串这些任务。可能有一支专门负责这项工作的团队。
1 w& m, t3 H0 W- _, [7 X
: r5 Z( A( j; N4 N: b
$ I6 f  i5 W9 J. e% s  o8 @
( g/ ^! X" F7 P0 K" z

2 w, O  H& x! Y- t
, E. o3 [8 t8 A/ ~, o

& ^4 J, C9 [% Z  k8 E0 W' t应该鼓励整个组织中的人们了解改进点寄存器中的记录构想,以便对其进行评估和采取行动。改进点是每个人的责任,包括:4 R' r$ e; m) l9 ]
●        利益相关者
; G  W0 ], ^5 b( ^( }7 `1 T●        赞助商& `- n) \9 n8 h* ?
●        顾客
! m: U. x" X- f+ E- }, |  S●        使用者) F* B" g' Q  q% ~4 `
●        负责服务交付的角色/团队+ w- o; P- m% G
●        生产和服务所有者2 }8 n- L' m7 `7 m
●        服务交付的供应商和合作伙伴。
, a& B0 o3 C4 V2 E6 D6 G" ?7 b/ u% O" h* P3 ~! i& V

  M" R0 g) w% F0 Z
* t+ f; X1 a0 B! c

! r+ U( Y3 j' V% V定义:反馈回路
( E. E6 i: n) Z" A) ^  ?3 ~实现价值的输出的一部分,用于新输入。在运行良好的组织中,将沿着价值链主动收集和处理反馈。/ d6 g. @' A2 `* Y9 r; P
: L, k* b0 Q! q8 j8 X. D

+ }" ]8 a' _$ S7 [- L
8 o2 O9 v* t7 G4 j  N! _
; m0 j' y) o; W4 }/ j8 c- R
构造良好的反馈机制有助于您理解:
% F/ h0 a# O( ]) \% q●        创建了价值的用户和客户感知/ S5 m" |- ?- a6 u
●        价值链活动的效率和效果  _- q3 V- b$ b  P% z  y
●        服务治理的效果以及管理控件
3 |$ L4 j: j  q+ M●        组织及其合作伙伴与供应商网络之间的接口' u7 T% r2 m) c! k; b
●        产品和服务的需求。9 k' E  N$ a6 z  e# X
●        收到反馈后,就可以对其进行分析,以识别和验证改进点的机会,风险或问题。' A# ?: }7 O  E3 q" m

( W) G+ h; t  y
/ Q' E7 z1 `/ I2 q- S3 T8 I( a
) g* C2 D1 O& F+ y) ~
+ F* U2 j2 h) a( t( K
About this document        © 2020
( C7 J' }, x! R+ ?' {4 R6 T- T5 _( L$ O8 t" r$ Z
' ~4 i& [4 w0 \2 X, A
This document provides practical guidance for the continual improvement practice. It is split into five main sections, covering:
/ h2 s* U" ]0 O4 [3 _7 n●        general information about the practice3 ^/ r# d1 j$ F# R; O2 D- i  R; i" ^
●        the practice’s processes and activities and their roles in the service value chain
$ d% m9 E/ b8 O) }2 U●        the organizations and people involved in the practice
. c8 S. ?; G0 |! t# E2 O●        the information and technology supporting the practice" @+ ?% ]3 F/ V7 T, O0 i
●        considerations for partners and suppliers for the practice.
3 l/ h/ W' ~* C2 y2 k1.1 ITIL® 4 QUALIFICATION SCHEME
9 x1 G, }. u7 J& k  
, k% ?* d! }  L/ j) F5 dSelected content from this document is examinable as a part of the following syllabuses:5 ]$ _# y. ~3 S
●        ITIL Specialist Create, Deliver and Support# g2 A7 R. w6 V; I6 o% m; j
●        ITIL Specialist Direct, Plan and Improve& S$ H" ^* W; Q  ?! J
Please refer to the respective syllabus documents for details.$ U) C" B5 O7 ?  w
7 r0 R& L9 x9 |% b/ }
Continual Improvement ITIL®4 Practice Guide
* p5 z! Z3 X( ^, M7 B  X; }' w; `$ b
AXELOS Copyright        5* Q. f$ i7 g* f& I7 v: K" ~, {: Z
View Only – Not for Redistribution
, h) i( ]6 P; s( G4 o6 w( y
/ S5 x" G+ y" B  ^" `9 |1 G) hGeneral information. c. e- M  ?  a
2.1        PURPOSE AND DESCRIPTION          W. O# E6 O6 l9 v! w: w& i/ P- o! W
5 _. Y$ f0 [1 ?6 O" X

; X1 N! m+ M6 j" z9 g7 O0 V$ G2 M$ H/ P+ C) d! m. X/ F+ R9 @/ z

1 y6 @$ ~- ]4 f, q, J- p' x% VKey message4 B- f3 C5 B. o$ I. C+ `' o$ T
The purpose of the continual improvement practice is to align the organization’s practices and services with changing business needs through the ongoing improvement of products, services, practices, or any element involved in the management of products and services.) e' K/ ^, K9 x* I8 P. s7 O! t+ O
When a service provider adopts a practice to formalize, encourage, and manage improvement as part of its regular activities, it embarks on continual improvement.
" ]0 \; |" j9 v6 N  MThe continual improvement practice enables service providers to adapt to changing business needs and maintain and increase the value generated by their service value system (SVS). Service providers should:: f9 M- m2 |$ q3 P  {2 S/ R8 _
●        adapt to changing circumstances
6 \5 S; C+ k& ^0 }$ m●        improve their overall capabilities to deliver and manage services efficiently. Failure to adapt and improve will lead to a reduction in the value of services.) k, g. z- J+ Y, s( n% z" w
2.2        TERMS AND CONCEPTS        
. \9 ~- w0 z6 H  |$ E/ g! c! X; z7 N1 q, W) l. l

: b: P+ ]) \9 X' p8 \: ^9 X5 M0 s# B
8 S" H4 o. x: ?) E
: |1 p+ R2 M% u. E! Q
Definition: Improvement
1 I& Z8 f7 ~% A1 q, W+ Z5 |$ eA deliberately introduced change that results in increased value for one or more stakeholders." ?& G0 f5 i1 u- B3 d

5 L+ Q7 I  ?% c/ n! R+ F
* A( L& a1 b" F% P  Z
# {  q: W) v. R, D
, c' w8 y5 U" C3 F' e% `5 g# v
Almost every action taken in an organization can be seen as an improvement activity. Improvement means change; there cannot be a change to outcomes without changing the current state.) ]1 k9 p) H' d' r) w# Q4 q

  s) h% A+ [' k/ ~
) R  k/ n0 `" X* r/ S7 ?

$ d' a* H: Y0 j# X

1 G( c* f1 o: M. g2 z" N' H: b, l' w* R- a% C

* w1 c/ j+ A' ]2 e# `5 C9 C2 p9 N; t1 Z0 }: }& }) \+ w; G
9 s4 Z: g' x* @! t0 X1 @/ A' n# \
A vision may be a brief description of a future state, to which all parts of the organization and its value network are required to contribute. The vision focuses on the organization’s ambitions, but usually does not detail the ways in which these will be achieved.- f! P% J3 k# z7 ?
& o) N/ ?- e) m; S$ R* H2 g
4 ^) f$ C( G8 j4 z; Q& f0 K& [. C4 C" {
All improvement initiatives need to cascade from the organizational vision. If any improvement is not contributing, even in a small way, to achieving this vision, the change is probably not necessary or useful.2 s, U$ B1 ]: }8 U8 S$ a" e9 K
' e# n' Q' O8 o& h( L
Continual Improvement ITIL®4 Practice Guide
/ N5 e( P5 w6 E6 \! D) B& {& N1 ?; }" k9 [  h4 Y: o
AXELOS Copyright        5: _) n) X* R2 L/ z$ B: F
View Only – Not for Redistribution
; }5 W7 o3 g5 G) P  m5 T) W© 2020: G$ q+ d! E3 k: O  `

2 t+ U- A: M8 s+ D" ~; `: S8 s' W5 h1 V' l6 T
. y' ]" a- u& y8 e1 n' C; M
Definition: Business as usual
7 o  Q9 U+ f0 X5 H- |Typically, repeatable routine tasks that can be carried out by people with appropriate technical skills without needing to be managed as a project.* S1 r: F% H/ j6 ~6 P0 S2 L

5 e. s! m1 R: n6 `% s

# K" W0 [& q. C# V8 gAn example of business as usual (BAU) would be when modifications or enhancements need to be made to an existing product within a relatively short timescale. There would usually be a long list of these tasks arriving regularly throughout the lifespan of the product. There may be an established team dedicated to this work.1 x) h/ }5 M8 ^! M0 n) H

2 u8 r6 T% X7 X( \6 z+ h3 z

( X' i; o% \# m. e; ?  @$ f  x6 ~$ r8 W

- j; n# o* _( ^% I- L, G; tPeople throughout the organization should be encouraged to record ideas in the improvement register so that they can be assessed and actioned. Improvement is everybody’s responsibility, including:
4 ]) X, n7 _& i& m6 _●        stakeholders' ?) i% R5 u2 S$ I/ G' n' [
●        sponsors
% z) E6 J9 C. w5 Q, }7 v●        customers
, q0 W* G  P; o; `, q  P●        users
2 d7 v  j$ N# U4 W●        roles/teams responsible for service delivery5 l6 f# n# L3 K+ y
●        product and service owners
" A/ E: ~; @# U●        suppliers and partners involved in service delivery.
) d) N5 [7 d0 y" O% d8 ?7 P& c  N9 H1 f, ^. h9 J( T4 I. x* @
: Z7 u* U& G- l; I1 p0 F
Definition: Feedback loops
1 X- |* O- w$ k/ X$ @8 M& UPart of the output of an activity that is used for new input. In a well-functioning organization, feedback is actively collected and processed along the value chain.
: q  m9 s8 z0 U4 W2 P* x  h2 q/ j+ ^* n; m

/ c( `' f  m+ Q5 _
' Z1 a4 ]' V; _2 w- H' B+ K
0 \" @3 H9 f" T8 j5 r
Well-constructed feedback mechanisms facilitate an understanding of:, W" @  Z9 {5 V" O
●        end user and customer perception of value created  }" b9 e3 d' l' U
●        the efficiency and effectiveness of value chain activities- `9 g7 W. H0 o' M6 h/ H! F
●        the effectiveness of service governance as well as management controls
* Z: d* g5 ]9 I3 y" d/ K●        the interfaces between the organization and its partner and supplier network
2 \8 d7 `! f6 R2 I4 ^/ J●        the demand for products and services.
  ?( T) {6 `+ G5 x: {●        Once received, feedback can be analysed to identify and validate improvement opportunities, risks, or issues.8 I, T$ p/ d5 g, g" j+ K
; o+ T3 K3 T; p: |
申明:
本文档由长河(微信achotsao)在机译的基础上经初步整理而成,精细化翻译工作正由ITIL先锋论坛组织的ITIL专家团队进行之中,预计将于2020年年底之前全部完成。需要下载最终翻译版本请关注微信公众号:IT管理精英圈,或访问www.itil4hub.cn  or  www.itilxf.com
3 j- d7 y, g& P/ \5 }, }* Y2 R
ITIL先锋论坛专家团队仅仅只是进行了这些著作的语种转换工作,我们并不拥有包括原著以及中文发行文件的任何版权,所有版权均为Axoles持有,读者在使用这些文件(含中文翻译版本)时需完全遵守Axoles 和 TSO所申明的所有版权要求。
0 d1 M: ^7 Y% y' X$ m& t6 X0 r6 J! v

6 ^' L' m, R" E4 _* v/ R& x7 Y) p$ c
pdf.jpg
5 `; ^6 P6 x: K/ o0 D! F1.88 MB, 下载次数: 1
. F% b2 s+ l: {" y! U

8 A8 M9 v  D- s4 C- T  j( C" [9 |" _% y. J7 B
学习Prince2
回复

使用道具 举报

您需要登录后才可以回帖 登录 | 立即注册

本版积分规则

小黑屋|手机版|Archiver|项管先锋论坛  

GMT+8, 2020-10-24 23:06 , Processed in 0.095333 second(s), 25 queries .

Powered by Discuz! X3.4

Copyright © 2001-2020, Tencent Cloud.

快速回复 返回顶部 返回列表