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Process Improvement is not Service Improvement

The Common ITSM Mistake:

Dan Kane is the first to admit this somewhat common ITSM mistake: process improvement and service improvement are not the same thing. Kane explains how often he finds continuous service improvement efforts that all list things like fewer incidents or process efficiency as the primary goals. People believe that first contact resolution, mean time to restore, or self-service growth are the only way to measure success in IT service management. But as the author explains, it’s the service that is the product:

Here's the confusing part: We are providing a service that is also a product. Customer interactions with individuals delivering the service are part of that service. We call those interactions “providing service” or “customer service”. This word service is used all over ITSM, so it's easy to confuse the service product with the activity of customer service.
Let's be clear. Incident management is not a service. It controls a process or series of activities done in order to restore a service to normal working state. Measures of incident management or customer service have no direct correlation to the willingness of customers to consume your service-product. Those measures may have an indirect connection.

It's About Value

Kane is quick to point out that process quality is a variable of service quality, it’s certainly not synonymous. Service improvement is about value, first and foremost. It’s a way of making sure customers are comfortable in dealing with your organization—that they are getting benefits from their cost investments.

Kane follows up with another post clarifying his position and answering some of the expected questions his post brings up, but to view this post in full, click here: http://www.hazyitsm.com/2014/02/process-improvement-is-not-service.html

About Matthew Kabik

Matthew Kabik is the former Editor of Computer Aid's Accelerating IT Success. He worked at Computer Aid, Inc. from 2008 to 2014 in the Harrisburg offices, where he was a copywriter, swordsman, social media consultant, and trainer before moving into editorial.

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