Post on 20-Aug-2015
Business Aligned IT Management Solutions
TM
V3 Continual Service Improvement (CSI)Finbarr Callan
Lecturer, Best Practice
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V3 CSI : Agenda
CSI
Key Purpose, Objectives & Scope of CSI
Business Value from CSIP Governance and Control Quality Measurements CSI Roles
Summary of ITIL V3 Lifecycle Components
Qualifications
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Service Lifecycle Components
© Crown Copyright 2007. Reproduced with permission from OGC
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Purpose
Validate that services delivered remain in line with ever changing business needs
-Align and realign IT with the business
-Identification and implementation of
improvements
Consider processes throughout the Service Lifecycle
-Improve effectiveness and efficiency of
existing processes
-Understand cost implications
Ensure all processes contain goals, objectives and are measurable
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Objectives
•Review, analyze and make recommendations on improvement opportunities in each lifecycle phase.
• Identify and implement individual activities to improve IT service quality and improve the efficiency and effectiveness of enabling ITSM processes.
• Improve cost effectiveness of delivering IT services without sacrificing customer satisfaction.
• Ensure applicable quality management methods are used to support continual improvement activities.
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Scope
Ensure that services are meeting agreed service levels
Ensure that the output of the enabling ITSM processes are achieving the desired results
Conduct maturity assessments against the process activities and roles associated with the process activities to demonstrate areas of improvement or, conversely, areas of concern
Conduct internal audits verifying employee and process compliance
Reviewing existing deliverables for relevance Making ad-hoc recommendations for approval Conducting periodic customer satisfaction surveys Conducting external and internal service reviews to identify CSI opportunities.
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Business Value from CSIP
There are four ways the value can be
categorized:
•Improvement
-Comparing the before and after measurement
an improvement can be quantified
•Benefit
-A gain has been made
•Return on Investment (ROI)
-Amount of gain taking into account the
investment required
•Value on Investment (VOI)
-Additional advantages not focussed on
monetary gain
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Governance
Enterprise
Corporate
IT
Frameworks
Models
Standards
QMS’
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ITSM Monitor and Control Loop
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Process Improvement Model
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Service Improvement Program: A formal project undertaken within an organization to identify and introduce measurable improvements within a specified work area or work process
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Plan Do Check Act
Repeatable
Allows for periods of consolidation and
stabilization
Supports CSI in two ways
-Implementation of improvements
-All four stages
-Identification of ongoing improvement
-Concentrating on Act
Relies on a process-led approach
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Deming Cycle Adapted
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Measurement
Basic building block of CSI
Objective view required
Enables
-Current status assessment
-Improvement area identification
-Quantification of enhancements made
Needs to be understood and planned
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Why Do We Measure?
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Baselines
A baseline enables:
- A view of the current situation
- A clear starting point for future
measurement
Baselines need to be documented
Applicable at:
• Strategic
• Goals and objectives
• Tactical
•Process maturity
–Operational levels
•Metrics and KPIs (Technology/Process/Service)
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Technology Metrics
Focused on:
-Components
-Applications
Information required includes:
-Availability
-Reliability
-Performance
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Process Metrics
Based around Service Management Processes
-Key Performance Indicators (KPIs)
-Critical Success Factors (CSFs)
Assessed in Service Reviews
-KPIs provide details on:
-Quality
-Value
-Performance
-Compliance
Initiatives for process improvement, based on this information
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Service Metrics
•Made up of information gathered in
technology and process
•Show end-to-end information for each
service
•Often presented as business facing
4732-39267
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7 Step Improvement Process
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Knowledge Spiral - Gathering Activity
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CSI Integration with Service Management
Processes
Activities Processes Involved
Monitoring and data collection
SLM, Availability, Capacity and Incident Management, Service Desk, Security and Financial Management
Measuring data SLM, Availability, Capacity and Incident Management, Service Desk, Security Management
Analysing data SLM, Availability, Capacity and Incident Management, Service Desk, Problem and Security Management
Presenting and using information
SLM, Availability, Capacity and Incident Management, Service Desk, Problem and Security Management
Implementing corrective action
SLM and Change Management
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CSI - Roles
Service Manager
Continual Service Improvement Manager
Service Owner
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Service Lifecycle Components
© Crown Copyright 2007. Reproduced with permission from OGC
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Service Strategy Design, develop, and implement service management as an organizational capability and a strategic asset.
Service Design The design and development of services and service management processes. It covers design principles and methods for converting strategic objectives into portfolios of services and service assets.
Service Transition Development and improvement of capabilities for transitioning new and changed services into operations.
Service Operations Practices in the management of service operations.
Continual Service Improvement Creating and maintaining value for customers through better design, introduction, and operation of services.
Summary
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Principles of Service Strategy
Purpose Develop the ability to think and act strategically. Use strategic assets to achieve goals Define the dependencies between Strategy and SM processes
Principles Perception - Influence of expectation Outcome - Fulfilment of need/s Value = Utility + Warranty
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Principles of Service DesignTransform strategic objectives into service portfolios and assets.
Guide organisations to develop design capabilities
Covers –
New services Existing services
Holistic approach – all design aspects
“the design of appropriate and innovative IT services, including architectures, processes, policies and documentation, to meet current and future agreed business requirements”
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Principles of Service Transition
Goals Set expectations on performance Integrate releases Reduce risks and errors Ensure the service works
Objectives Plan and manage resources Reduce the risk of negative impacts Increase satisfaction: customers/users/SM staff Clear planning/integration with business plans
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Managing day-to-day activities and technology
Executing processes to optimize cost and quality
Enabling the business to meet its objectives
Effective functioning of components
Principles of Service Operation
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Qualifications
Flexibility
Choice
Still being developed
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Any Questions?
NEW! ITIL V3 Maturity Assessment Tool
V3 Service Strategy, Service Design, Service Transition and Service Operation Webinars – now available onDemand.
V2 versus V3 White Paper and Webinar - on Axios website.
ITIL V3 Quick Reference Guide – pocket guide & poster
ITSM: IT Transforms Itself into a Service. Aberdeen Group Research. Available to download, along with a complementary onDemand Webinar on the Axios website.
ITIL V3: The Future is Here White Paper, authored by Sharon Taylor, Chief Architect of ITIL V3. A Webinar by Sharon Taylor is also available onDemand.
bestpractice@axiossystems.comwww.axiossystems.com
Further Resources