SixSigma vs ITIL
March 2, 2006 at 1:59 pm #42581
Frank DunnParticipant@Frank-Dunn Include @Frank-Dunn in your post and this person will
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I’m interested about the relationship between sixsigma and ITIL. Can they work hand in hand? Can a company focus solely on ITIL processes? and are there any differences in philosophy or approach between the two? Thank you.This thread has been moved to the IT/Software discussion forum. Please click here to continue the discussion.0March 2, 2006 at 2:14 pm #134517
Dan the ManParticipant@Dan-the-Man Include @Dan-the-Man in your post and this person will
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Here are a couple of reference documents. I have not seen anyone in the Six Sigma world merge six sigma and itil well. There is a lot of lip service but nothing substantial.I have not seen Six Sigma or design for six sigma used effectively to create new processes and requiremnts. I’m sure there are pockets of organizations who have done so but, I’m not aware of them.http://www.nextslm.org/itil/itil_sigma.htmhttp://documents.bmc.com/products/documents/67/60/46760/46760.pdfThis thread has been moved to the IT/Software discussion forum. Please click here to continue the discussion.0March 2, 2006 at 2:33 pm #134519
ITIL and Six Sigma are an absolutely fantastic complement to each other. ITIL as you probably know is nothing but a set of best practices. Best practices, as you may know, are nothing but an academic compilation of what has worked well for a large group of users over a period of time. That particular characteristic of a best practice makes it difficult to just take it and adopt it ditto.
You’ve to identify the extent to which you would apply a best practice, when, in what order and in what shape or form. Six Sigma helps you help answer these questions. At a very philosophical level, ITIL answers the WHY & WHAT questions. Six Sigma can help you answer the HOW, WHEN, WHERE questions.
One large IT services organization that I helped was trying to adopt ITIL best practices for over 2 years. The commitment was there on part of the management team and the staff but people simply didn’t know where to start. Do you do incident management first? Can you be effective at incident management without proper configuration management? If you do build a CMDB, how do you keep it current without effective change management? and so on…. The problem was that a big bang approach to adopting one ITIL best practice at a time lacks business rationale and you lose the audience very quickly. Whereas running multiple projects, one for each ITIL process, is extremely complex and prone to failure.
This is where six sigma was used as an overall framework to look at ITIL from a customer perspective, gather VOC, prioritize requirements, identify process sub-components that needed to be put in place across all of the ITIL processes and the order, making it a much more manageable project portfolio.
That’s the big picture. At an individual process level, we needed to question the need for changing, for instance, how resources were assigned to change requests. To do that we needed to benchmark the current process performance in terms of the lead time, cost, cycle time, aggregate delays, etc. with respect to resource assignment. This is where we used six sigma to define a DMAIC project with the intent of SELECTIVELY applying the ITIL best practices during the improve phase.
The combination works well. I’ve seen it work at multiple locations and I’ve seen IT organizations falling in love with ITIL best practices without going through the six sigma type rigor and ending up rolling new tools without any increase in satisfaction of internal customers.
Hope this helps
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