Summary
This page discusses risks and mitigation concerning Tideway Foundation's use following deployment and as a business-as-usual IT service. As with ITIL v3 and guidance for service transition, ensuring that the Tideway Foundation service transitions to BAU without incident, will ensure the continued success of the underlying product.
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Tideway Operational Process | - Not understood or no appreciation of required day-to-day Tideway activity
* No-one owns it or is accountable for its success
| * Document the operational processes required for day-to-day scanning and Foundation operation
* Assign owner to global resolution of discovery exceptions and exemptions
* Report discovery progress as an operational excellence core KPI
* Track attendance at workshops and meetings |
| - Foundation function operates in isolation to Service Management
* Service Management is not yet establish in customer organisation
| * Document the Service Operation required for day-to-day service provision of Foundation data and value
* Test the Service via assessment workshop and practicing service operation events
* Ensure Service owners are established and their role is known in the organisation |
| - Exceptions ignored and exemptions not controlled
* Exemptions are acknowledged but not resolved
| * Create automated reports which highlight the exceptions and exemptions
* Using exceptions redefine IT operational processes to remove the cause of the exception
* For exemptions, confirm data requirements and define how these will be addressed in future releases of Foundation |
| - Identified KPI's are not meaningful to the organisation
* No KPI responsibility, no KPI Ownership, no KPI control
| * Measure all Tideway BAU process using KPIs
* Map Tideway KPIs to operational excellence KPIs
* Reward/Bonus operational staff on KPI achievement |
