Continual Service Improvement & ITIL V3. Continual Service Improvement Phase This phase is...
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Transcript of Continual Service Improvement & ITIL V3. Continual Service Improvement Phase This phase is...
Continual Service Improvement Phase
This phase is responsible for managing improvements to IT Service Management Processes and IT Services.
Processes:• 7 Step Improvement Process• Service Measurement• Service Level Management
Continuous Improvement –control and manage quality
Plan Do
Act Check
Sou
rce:
Dem
ing
ImprovementQuality Assurance
7 Steps to Service ImprovementIdentify• Vision• Strategy• Tactical Goals• Operational Goals
1. Define what youshould measure
7. Implementcorrective action
6. Present and use theinformation, assessmentsummary, action plans, etc.
2. Define what youcan measure
3. Gather the dataWho? How? When?Integrity of data?
4. Process the dataFrequency? Format?System? Accuracy?
5. Analyse the dataRelations? Trends?According to plan?Targets met?Corrective action?
Goals
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Service Measurement – Value to business
Responsible for defining how to measure IT Service Management and IT Service improvements. Coordinate the data collection for measurements from the other processes and functions.
There are four main reasons to monitor and measure:1.To validate2.To direct3.To justify4.To intervene
Baselines
A benchmark used as a reference point for later comparison.
Examples
1. An ITSCM Baseline can be used a starting point to measure the
effect of a Service Improvement Plan.
2. A performance Baseline can be used to measure changes in
performance over the lifetime of an IT service.
3. A Configuration Management baseline can be used to enable the IT
infrastructure to be restored to a known configuration if a change or
release fails.
Types of Metrics
There are 3 types of metrics that an organization will need to
collect to support CSI activities as well as other process
activities:
• Technology Metrics• Process Metrics• Service Metrics
Tension Metrics
The job from any support team is a balancing act of three
elements:
• Resources – people and money• Features - the product or service and its quality• The schedule
Scale of measurement
In general, a metric is a scale of measurement defined in terms
of a standard, i.e. in terms of a well-defined unit.
The quantification of an event through the process of
measurement relies on the existence of an explicit or implicit
metric, which is the standard to which measurements are
referenced.
Business Models
Metrics used in several business models, including
CMMI, are used in Knowledge Management (KM).
These measurements or metrics can be used to track
trends, productivity, resources and much more.
Typically, the metrics tracked are KPIs.
How many CSF’s and KPI’s?
It is recommended that in the early stages of a project only two
or three KPI’s for each CSF are defined, monitored and
reported on. As the maturity of a service and service
management processes increase, additional KPI’s can be
added.
Based on what is important to the business and IT
management the KPI’s may change over a period of time.
In addition, as service management processes are
implemented this will often change the KPI’s of other
processes.
Next step
The next step is to identify the metrics and measurements
required to compute the KPI. There are two basic types
of KPI:
• Qualitative• Quantitative
KPI’s
An important aspect to consider is whether a KPI is fit for
use. Key questions could be:• What does the KPI really tell us about goal achievement?• If we fail to meet the KPI, does it mean we have failing to
meet our goals?• How easy is the KPI to interpret? Does it help us decide on
a course of action?• When do we need the information? How often? How will it
be made available?• To what extent is the KPI stable and accurate?• How easy is it to change the KPI?• How can we measure the KPI now?
Goals and Metrics
Each phase of the service lifecycle requires very specific
contributions from the key roles identified in Service Design,
Service Transition and Service Operation, each of which has
very specific goals to meet. Ultimately, the quality of the
service will be determined by how well each role meets its
goals, and how well those sometimes conflicting goals are
managed along the way.
Therefore, it is essential that the organization finds a way
to measure performance – by applying a set of metrics to
every goal.
Service Quality Metrics
Organizational or process metrics can be further broken
down into product quality metrics and process quality
metrics. Product quality metrics are the metrics that
support the contribution to the delivery of quality products.
Process quality metrics are the quality metrics related to
efficient and effective process management.
Using organizational metrics
To be effective, measurements and metrics should be
woven through the complete organization, touching the
strategic as well as the tactical level.
To successfully support the key business drivers, the IT
Service Manager needs to know what and how well each
part of the organization contributes to the final success.
Service Measurement
It is no longer sufficient to measure and report against the
performance of an individual component such as a server
or application. IT must now be able to measure and
report against end-to-end service.
There are 3 basic measurements that most IT
organizations utilize:• Availability of the service• Reliability of the service• Performance of the service
Measuring at component level
Measuring at the component level is necessary and
valuable, but service measurement must go further than
the component level.
Service measurement will require someone to take the
individual measurements and combine them to provide a
view of the true customer experience.
Developing a Service Measurement Framework
A challenge many organizations face is the creation of a
Service Measurement Framework that leads to value
added reporting.
It can prove difficult at first but the result over time prove
that it is worth the effort.
Keep in mind that service measurement is not the end
result, in itself. The end result should be to improve
services and also improve accountability.
Critical elements of Service Measurement Frameworks
For a successful Service Measurement Framework the
following critical elements are required:
• Integrated into business planning• Focused on business and IT goals and objectives• Cost-effective• Balanced in its approach on what is measured• Able to withstand change
Creating Reports
The most essential starting point when creating reports is to
know:
• Who is the target audience of the report?• What will the report be used for?• Who is responsible for creating the report?• How will the report be created?• How frequently is the report to be created?• What information will be produced, shared or exchanged?
Reports
Reports can be set up to show:• Results for a service – supporting reports would be the
individual measurements on components• Health of a service management process – this report will
have certain process KPI results• Functional reports – such as telephony reports for the
Service Desk.
Service Level Management
GOAL:
To ensure that that the levels of IT service delivery are achieved,
both for existing services and new services in accordance with
the agreed targets.
Activities of Service Level Management
Source: the Art of Service
Development Delivery
Service Design Continual Service
ImprovementDetermine
Requirements
Design & Plan Process
Negotiate & Agree
Monitor
Report
EvaluateImprove
Reporting
Once the SLA is agreed and monitoring begins, focus must be given to
producing Service Achievement Reports.
Periodic reporting should include:• Details of performance against SLA targets• Trends in Service Levels• Specific Actions being undertaken to improve service quality• Internal IT performance reviews and Supplier reviews• Any changes that need to be made to documentation
Source: OGC (Service Delivery),
Reviewing and EvaluatingPeriodic review meetings must be held on a regular basis with: Customers to review service achievements and to preview any issues
for the coming period. Internal IT groups and Suppliers to review OLA’s and UC’s
Actions for responding to SLA breaches or identified weak areas
should be minuted and reviewed at the next meeting to ensure
that action items are being followed up and properly implemented.
Source: OGC (Service Delivery),
Service Improvement Programme (SIP)
SLM should coordinate with Problem and Availability Management to instigate a SIP to identify and implement
necessary actions to restore service quality.
Source: OGC (Service Delivery),
SIP’s can also identify initiatives including:User awareness and training programs system testing improved
documentation standards
Service Improvement Plans (SIP)
Service Improvement Plans are formal plans to implement improvements to a process or service.
The identified improvements may come from:• breaches of Service Level Agreements• identification of user training and documentation issues• weak system testing• identified weak areas within internal and external support groups.
Responsibilities and SkillsResponsibilities: Senior enough to represent organization; with authority to do what
is necessary Manages Service Catalogue, SLA’s, UC’s, OLA’s Identifies and manages improvements to services and processes Analyzes and reports on SL Achievements
Skills: Relationship Management Patience, tolerance and resilience Understanding of the Customer’s business and how IT contributes
to the delivery of that product or service
KPI’sStatistics: Number/Percentage of services covered by SLAs Number/Percentage SLA’s supported by UC’s & OLA’s Number/Percentage of service targets being met
Yes/Why Questions: Are service level achievements improving? Are customer perception statistics improving? Are IT costs for service provisions decreasing for
services with stable (acceptable but not improving) SLAch?
Challenges Monitoring of pre-SLA achievements Targets that are achievable SLAs based on desire and not achievable targets Insufficient focus, resources and time Inadequate seniority of SLM staff Underpinning contracts ignored SLAs too long, not customer focused Improvement actions not adhered to
The Continual Service Improvement Model
What is the vision?
Where do we want to be?
How do we get there?
Did we get there?
Where are we now?
How do we keep the momentum
going?
Service & process
improvement
Measurabletargets
Baselineassessments
Measurements &
metrics
Business vision,mission, goals and objectives
Items to consider:
•Vision aligns with business and IT strategies
•Obtain an accurate baseline assessment.
•Understand and agree upon the priorities for improvement.
•Verify measurements and metrics are in place.
•Momentum for quality improvement is maintained by assuring Changes are embedded in the organization.
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The Continual Service Improvement Model
What is the vision?
Where do we wantto be?
How do we get there?
Did we get there?
Where are we now?
How do we keepthe momentum going?
Service & processimprovement
Measurabletargets
Baselineassessments
Measurements &
metrics
Business vision,mission, goals and
objectives
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CSI – Implementation Issues
• Identify and fill critical roles and responsibilities e.g.
CSI Manager, Service Owner, SLM and reporting analyst.
• Governance
• CSI and Organizational Change
• Communication and Strategy planning
CSI -value to the business
For CSI to be successful, it must provide improvement opportunities throughout the entire service lifecycle.
There is much greater value to the business when service improvement takes a holistic approach throughout the entire lifecycle.
Improvements
Benefits
Return on Investment
Value of Investment
Continual Service Improvement
Service and Process Improvements, Guidance for Investments into IT and refreshed Service Portfolios
Service and Process Improvements, guidance for KPIs, metrics and reporting, refined SLRs, SLAs, OLAs & UCs.
Request for Changes, Service and Process Improvements, guidance and refinements for testing & validation.
Process and Function organization improvements, refined SLAs & OLAs, guidance for metrics and reporting
Service Strategy
Service Transition
Service Operation
Service Design
CSI and the Service Lifecycle