ITIL: Continual Service Improvement Course 02 Continual Service … · 2018-03-31 · decisions,...
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ITIL: Continual Service Improvement Course 02 – Continual Service Improvement
Transcript of ITIL: Continual Service Improvement Course 02 Continual Service … · 2018-03-31 · decisions,...
ITIL: Continual Service Improvement
Course 02 – Continual Service Improvement
Slide 1
Introduction to CSI
Lesson
Topics Discussed
CSI & the Service Lifecycle
Managing Across the Lifecycle
Purpose
Objectives
Scope
CSI Model
Business Questions for CSI
Value
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Slide 2
CSI & the Service Lifecycle
• Service Strategy
– Design, development & implementation
• Service Design
– Design & development
• Service Transition
– Development & improvement
• Service Operation
– Delivery & support
• Continual Service Improvement
– Create & maintain value
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Slide 3
Managing Across the Lifecycle
Improve
Strategy Design
Operation Transition
• Seven Step Improvement Process
Improve
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Slide 4
Purpose, Goals & Objectives of CSI
• Purpose
– To improve alignment of IT services to business needs
• Goals
– Cost-effective delivery of IT services
• Objectives
– Seek improvement opportunities
– Review service level achievements
– Identify & implement improvement activities
– Ensure the use of quality management methods
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Slide 5
Scope of CSI
• Service Management Lifecycle
– Service Strategy
– Service Design
– Service Transition
– Service Operation
• Metrics
– Service
– Process
– Technology
7-Step Improvement Process
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Slide 6
Value of CSI
• Service outcome perspectives
– Improvements
– Benefits
– Return on Investment (ROI)
– Value on Investment (VOI)
• Intangible benefits
– Organizational competency
– Integration between people & processes
– Reduced redundancy
– Minimized lost opportunities
– Regulatory compliance at reduced cost & risk
– Rapid reaction to change Transition+ Operation
+ Improve
Operation+ ImproveImprove
Design+ Transition
+ Operation
+ Improve
Strategy+ Design
+ Transition
+ Operation
+ Improve
Value and the ITSM Lifecycle
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Slide 7
Principles of CSI
Lesson Topics Discussed
Principles
CSI Approach
Organizational Change
Ownership
CSI Resister
Drivers
Service Level & Knowledge Management
Deming Cycle
Service Measurement
7-Step Process
Governance
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Slide 8
Principles of CSI
• Principles
• CSI Approach
• Organizational Change
• Ownership
• CSI Register
• Drivers
• Service Level & Knowledge Management
• Deming Cycle
• Service Measurement
• 7-Step Process
• Governance
What is a Business Case?
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Slide 9
CSI Approach
• What is the vision?
– Vision, mission, goals & objectives
• Where are we now?
– Baseline assessments
• Where do we want to be?
– Measurable targets
• How do we get there?
– Service & process improvement
• Did we get there?
– Measurements & metrics
• How do we keep going?
What is the vision?
Where are we now?
Where do we want to go?
How do we get there?
Did we get there?
How do we keep going?
The CSI Approach
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Slide 10
Business Questions for CSI
What is the
vision?
Where are we
now?
Where do we
want to be?
How do we get
there?
Did we get
there?
How do we keep
the momentum
going?
Business Vision,
Mission, Goals &
Objectives
Baseline
assessments
Measurable
targets
Service and
process
improvement
Measurement &
metrics
Copyright © AXELOS Limited 2014All rights reserved. Material is reproduced under license from AXELOS Limited.
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Slide 11
CSI & Organizational Change
• Improving IT Service Management is more than– Process
– Technology
• Improving IT Service Management is about– People
– Organization
• Improving IT Service Management means– Organizational change
– Understanding how work is done
– Structured approach to changing how it’s done
• It is about transforming IT – and the organization
IT Transformation
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Slide 12
Ownership
• Ownership Keys
– Accountability
• To Ensure Success
– Responsibility
• Ensure Adoption & Sustainability
– Authority
• Power to Influence or Persuade
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Slide 13
CSI Register
• Record all improvement opportunities
• Categorize Opportunities
– Small
– Medium
– Large
• Document benefits
• Register as part of the Service Knowledge Management
System
• Record measured achievements
• Provide consistent view of improvement activities
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Slide 14
Drivers
• External– State & Federal Regulation
– State & Federal Legislation
– Competitors
– Customers
– Markets
– Economics
• Internal– Organizational Structures
– Culture
– Ability to Absorb Change
– Staffing
– Architecture
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Slide 15
Service Level Management
• IT as a Service Provider
• Business/IT Alignment– Service Level Requirements
• Internal Service Portfolio
• Service Catalog of IT Capabilities– Baseline for Service Level Agreements (SLA)
• Operating Level Agreements (OLA)
• Formal Service Improvement Plans (SIP)– Business Case
– Articulate Reasons to Improve
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Slide 16
Knowledge Management
• DIKW Model
– Data
– Information
• Who, What, When & Where?
– Knowledge
• How?
– Wisdom
• Why?
• Enables better decision making
“Knowledge Management comprises a range of practices used by organizations to identify, create, represent, and distribute knowledge for reuse, awareness and learning.”
- Wikipedia
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Slide 17
PDCA & Continual Improvement
• Deming Cycle
– Plan
– Do
– Check
– Act
• Applicable to
– A CSI program
– A Service
– IT Service Management
Processes
Dr. Deming & Quality
A
C D
P
A
C D
P
Time
Qu
ali
ty I
mp
rove
me
nt
A
C D
P
A
C D
P
Consolidated Gains
The Deming Cycle – Plan, Do, Check, Act (PDCA)
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Slide 18
Value of Benchmarking
• Provides outside view of organization’s quality
– Compared to competitors
– As viewed by customers
• Identifies gaps in people, process or technology
• Drives competitive edge when results are positive
• Serves as catalyst for prioritizing process improvements
• Profiles quality in the market
• Boosts employee self-confidence & pride and motivates
& ties employees to organization
• Generates trust from customers that organization is
quality IT service management provider
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Slide 19
Service Measurement
• Establish a baseline
• Value to the business
• 7-step improvement process
1. Strategy for improvement
2. Define measurement
3. Gather data
4. Process data
5. Analyze information & data
6. Present & use information
7. Implement improvement
• Metrics & measurement
1.
Strategy for Improvement
2.
Define Measurement
3.
Gather
Data
4.
Process
Data
5.
Analyze Information &
Data
6.
Present & Use Information
7.
Implement
Improvement
The 7-Step
Improvement Process
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Slide 20
Baselines
• Establishes starting reference point
• Strategic baselines
– Goals & objectives
• Tactical baselines
– Process maturity
• Operational baselines
– Critical Success Factors
– Key Performance Indicators
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Slide 21
Metrics & Measurement
• Metric types
– Technology metrics
– Process metrics
– Service metrics
• Critical Success Factors (CSF)
• Key Performance Indicators (KPI)
• Tension metrics
• Goals & metrics
• Integrate with organizational metrics
Measuring Risk
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Slide 22
7-Step Improvement Process
1.
Strategy for Improvement
2.
Define Measurement
3.
Gather
Data
4.
Process
Data
5.
Analyze Information &
Data
6.
Present & Use Information
7.
Implement
Improvement
Plan
DoCheck
Act
Copyright © AXELOS Limited 2014All rights reserved. Material is reproduced under license from AXELOS Limited.
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Slide 23
Governance
• Governance is about exerting
control
• Enterprise governance
– Spans corporate & business
governance
• Corporate governance
– Transparency & accountability
– Management of risk
• IT governance
– Control over IT service lifecycle
Enterprise Governance
Accountability
(Assurance)
Value Creation
(Utilization)
Corporate
Governance
(Conformance)
Business
Governance
(Performance)
“Enterprise Governance is the set of responsibilities and practices exercised by the board and executive management with the goal of providing strategic direction, ensuring that objectives are achieved, ascertaining that risks are managed appropriately and verifying that the organization's resources are used responsibly”
Information Systems Audit &Control
Foundation, 2001
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Slide 24
Frameworks, Models & Quality Systems
• Frameworks– ITIL, CobiT, PMBoK, Prince2
• Models– CMM, CMMI, eSCM
• Standards– ISO 20000, ISO 27001-2005, ISO 17799-2005, ISO 15504, ISO
19770-2006
• Quality Systems– Six Sigma & Lean Six Sigma (DMAIC)
• Define, Measure, Analyze, Improve, Control
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Slide 25
Role Definitions
• Differentiates between Two Groups
– Production
• CSI Manager, Service Manager, Service Owner, Process Owner,
Process Manager, Process Practitioner, etc.
– Project
• Program & Project Management, Executive Sponsors, Process
Owners, Process Manager & Design Teams
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Slide 26
CSI Summary
Topics Discussed
CSI Summary
Checkpoint Quiz
Checkpoint Answers
Lesson
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Slide 27
Continual Service Improvement Summary
• Continual Improvement using PDCA
• CSI Model• Measurements in Continual
Improvement – KPIs, baseline & metrics
• Metric types– technology, process, service
•
• Service Management Lifecycle–Service Strategy–Service Design–Service Transition–Service Operation
• Metrics – service, process, technology
• All processes• All phases of ITSCM
Lifecycle
Purpose – To improve alignment of IT services to business needs and realignment of IT services as needs change.Goals – Cost-effective delivery of IT services.Objectives - Seek improvement opportunities, review service level achievements, identify & implement improvement activities, and ensure the use of quality management methods.
Continual Service Improvement provides value to the business by validating previous decisions, directing activities to meet targets, justifying that a course of action is required, and intervening with corrective action.
Principles Scope Processes
Value
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Slide 28
CSI Checkpoint
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Review Questions:
1. Which lifecycle stage(s) are most closely related to the Continual Service
Improvement stage?
A. Service Operation and Service Transition.
B. Service Transition and Service Design.
C. Service Design and Service Strategy.
D. All of the above.
2. Why is it important to establish a baseline to perform Continual Service
Improvement?
A. To establish a Charging system.
B. A baseline allows results to be compared against it.
C. To identify service targets.
D. To perform an assessment.
3. What are among the prime objectives of Continual Service Improvement?
A. It seeks to improve process efficiency and effectiveness, and it provides
guidance on how to improve services in the other Lifecycle stages.
B. It seeks to ensure that charging revenue equals IT spending.
C. It looks at internal strengths and weaknesses and external threats and
opportunities.
D. To maximize the benefit to the business by making a change while
minimizing the risks associated with making changes.
4. How does active monitoring and measuring provide direct value to the business?
A. By looking at strengths, weaknesses, opportunities and threats.
B. By validating previous decisions, directing activities to meet targets,
justifying a course of action, and intervening for corrective actions.
C. By comparing service utility to service warranty.
D. By creating service reports directly from tools.
5. Which projection of value encompasses investment savings, changes in state,
monetary results, and savings percentage vs. investment cost?
A. Improvements
B. Benefits
C. Return on Investment (ROI)
D. Value on Investment (VOI)
6. What are the three types of metrics?
A. Technology, process, service.
B. Technology, process, user.
C. Performance, process, user.
D. Daily, weekly, monthly.
7. The CSI Approach asks six basic questions associated with the fundamental
steps of an improvement cycle. Each cycle establishes a new baseline from
which the Service Provider can compare results that:
A. Validate previous decisions
B. Direct activities in order to meet set targets
C. Justify factual evidence or proof that a course of action is required
D. Intervene for subsequent changes and corrective actions
E. All of the above
8. The CSI Register is a database or structured document that records all of the
improvement opportunities identified. It is part of
A. Configuration Management Database
B. Service Knowledge Management System
C. Configuration Management System
D. The DML
9. Which of the following statements is CORRECT?
A. The Deming Cycle is used primarily as a quality assurance tool
B. The 7-Step Process implements the PDCA approach to improvement
C. The 7-Step Improvement process was the predecessor to the Deming
Cycle
D. Deming simplified the 7-Step Improvement process to come up with the
PDCA Cycle
10. Which of the follow statements is CORRECT?
A. Baselines represent CSFs and KPIs at the operational level
B. Baselines measure the Service Providers existing results in supporting the
achievement of desired business outcomes
C. Baselines are used to measure process maturity at the tactical level.
D. Baseline are only used when building a Service Design Package resulting
from a chartered Service Improvement
E. A, B & C
F. A, B & D
G. B, C & D
H. A, C & D
Answer Key:
1. D
Each of the other four stages (Service Operation, Service Transition, Service
Design, and Service Strategy) uses the Continual Service Improvement
processes.
2. B
A baseline establishes a reference point against which the results of a Continual
Service Improvement plan can be compared.
3. A
It seeks to improve process efficiency and effectiveness, and it provides
guidance on how to improve services in the other Lifecycle stages.
4. B
Measuring and monitoring provides value to the business by validating previous
decisions, directing activities to meet targets, justifying a course of action, and
intervening for corrective actions.
5. D
Value on Investment (VOI) encompasses ROI, the monetary benefits, and the
long-term improvements to identify the additional value they create.
6. A
Technology consists of component metrics, process consists of Critical Success
Factors (CSF) and Key Performance Indicators (KPI), and service consists of
end-to-end metrics.
7. E
Each cycle establishes a new baseline from which the Service Provider can
compare results that validate previous decisions, direct activities in order to meet
set targets, justify factual evidence or proof that a course of action is required
and Intervene for subsequent changes and corrective actions.
8. B
Service Knowledge Management System.
9. B
The 7-Step Process implements the PDCA approach to improvement.
10. E
Baselines represent CSFs and KPIs at the operational level. Baselines measure
the Service Providers existing results in supporting the achievement of desired
business outcomes. Baselines are used to measure process maturity at the
tactical level.
