Process Engineering Guidelines for Administrative Services and User Support

About Pegasus

When Mike Tarrani and I began work on the Tarrani-Zarate Information Technology Management Model it became quickly apparent that there was no "bucket" into which we could place best practices for service delivery and support. Specifically, process engineering and associated guidelines are the missing piece. Thus PEGASUS was born. This [admittedly] contrived code word stands for: Process Engineering Guidelines for Administrative Services and User Support.

We managed to focus on the gap, but then needed a way to address it. We have developed or collected a wealth of processes during the course of our respective careers and our collaborative efforts. Since we both firmly believe in sharing information we decided to place any and all guidelines for developing services and user support processes on the web.

If the information here seems to lack structure it is because we are doing this project in a manner similar to stream of consciousness writing. When we find or develop a process, or have a moment of epiphany (also called a "lesson learned") we will document it here.

A word about models: No models are correct, but some are useful (Robert Box). We fully agree with Mr. Box's assessment of models and hope that you will find the information here useful.

This page and all links and pages to which this page points comprise Project PEGASUS.

Linda Zarate and Mike Tarrani


This is under construction - check back for content as we add it. Until then, though, here is a preview of some of the models that we're going use as the foundation of processes that we plan to provide on this page:

  1. Porter's Value Chain - this is the foundation of our processes
  2. Management Information Value Chain - alignment of data and information to the value chain
  3. Process view of the Management Information Value Chain, and the begining of our processes
  4. Organizational Structure sketched out using the process view as a starting point
  5. Organizational View extending that sketch into a realistic set of domains
  6. Sample cause and effect using recovery management as a goal. Shows processes touched and the growing complexity of interrelationships among organizational domains and processes
  7. Sample service management strategies that can evolve from the preceding
We will be adding descriptive information to these models and illustrations to flesh them out as time permits.

Your Feedback

If you have suggestions or special requests please do not hesitate to let me know. Although I have a busy schedule I am rarely too busy to help or make improvements. I value what you have to say and would love to know that I am making a contribution.

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