This chapter is from the book
This chapter is from the book
This chapter is from the book
Continuous Process Improvement
Lifecycle management is not a one-time-only event or activity. Dynamics are constantly changing (a great driver, in general, for our economy). The billions of research and development dollars spent on innovation and new technologies and tools is a cornerstone of lifecycle management. Those businesses that take advantage of technology innovation differentiate themselves from others and thus accrue a competitive advantage.
End users expect a continuous process-improvement plan to be in place. Many times, end users are unaware of the plan, and this can lead to concern. For example, suppose an end user has an older PC and does know when the device will be replaced. At some point, the end user might call the manager, the help desk, or some other support resource. If the end user knows about and understands the continuous process-improvement plan, however, that inquiry might not occur. (And, don’t underestimate the emotional impact on the end user of not knowing what is going on.)
A key element of any plan in lifecycle management, including the continuous process-improvement plan, is communication. If the plan itself is not broadly known, the value of the plan is lessened.