I have frequently discussed in passing the difference between the outputs and outcomes of work. Given the importance of the distinction between the two for your service models, it is worthwhile examining the issue in more detail.1 What do I mean by outputs and outcomes? Why is it important to distinguish between them? Some definitions […]
Search Results for: outcome,output
Verbs, nouns and kanban board structure
A kanban board structure may be designed by thinking of columns as verbs and cards as nouns
Visualizing uncertainty
In this age of visual management, Bayesian reasoning, machine learning and other statistical methods, it is increasingly important to understand how certain we are about the “facts” and how to visualize that uncertainty.
Information Visualization Glossary
A glossary of information visualization terms as used in this series of articles
Lean configuration management: a conundrum
How does a purely internal activity like configuration management add value to customers? Would a customer gladly pay you for your configuration management activities? Keeping your configurations under control is hardly value adding in the same way as, for example, increasing the utility of a service. And yet, good configuration management underpins virtually all service […]
Lean Release Management
What is lean release management? “Lean release management” is an oxymoron. It refers to a set of activities that either should not be performed when managing work in a lean way, or are part of other processes. In a lean context, release management as an independent process should not exist.1 I would be begging the […]
Process Compliance Metrics
Process Metrics are Key It is well known that ITIL® describes four types of process metrics: process efficiency, process effectiveness, process progress and process compliance [see, in particular, the discussion in Service Design, §3.7.5]. However, given the ambiguities of this terminology, it is not always evident to débutants how these types may be characterized and […]