ITIL Guiding Principles for Continual Improvement · The guiding principles and the continual...
10
ITIL Guiding Principles for Continual Improvement Tatiana Peftieva Practical guidance February 2019
Transcript of ITIL Guiding Principles for Continual Improvement · The guiding principles and the continual...
ITIL Guiding Principles for ContinualImprovement Tatiana Peftieva
Practical guidanceFebruary 2019
02 ITIL guiding principles for continual improvement AXELOS.COM
1. Introduction
ITIL outlines seven guiding principles that can be used to guide an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure.
The seven ITIL guiding principles are:
z Focus on value
z Start where you are
z Progress iteratively with feedback
z Collaborate and promote visibility
z Think and work holistically
z Keep it simple and practical
z Optimize and automate
The guiding principles and the continual improvement model are both important parts of the ITIL service value system (SVS) that are applicable to all of the other SVS components, ensuring that the SVS as a whole operates with integrity and agility.
The continual improvement model provides simple and logical steps for an improvement initiative of any scale, and the guiding principles help in this by supporting good decision making at every step of the process.
From the ITIL Foundation core guidance: Section 4.3: The ITIL guiding priciples The guiding principles … embody the core messages of ITIL and of service management in general, supporting successful actions and good decisions of all types and at all levels. They can be used to guide organizations in their work as they adopt a service management approach and adapt ITIL guidance to their own specific needs and circumstances. The guiding principles encourage and support organizations in continual improvement at all levels. Section 4.6: Continual improvement The ITIL continual improvement model can be used as a high-level guide to support improvement initiatives. Use of the model increases the likelihood that ITSM initiatives will be successful, puts a strong focus on customer value, and ensures that improvement efforts can be linked back to the organization’s vision. The model supports an iterative approach to improvement, dividing work into manageable pieces with separate goals that can be achieved incrementally.
ITIL guiding principles for continual improvement 03AXELOS.COM
Figure 1: The continual improvement model
ITIL Foundation highlights which guiding principles are most relevant for each step of the continual improvement model. However, all principles can be helpful to some extent at every step of an improvement initiative. The following table explains how the ITIL guiding principles can be applied to each improvement step.
04 ITIL guiding principles for continual improvement AXELOS.COM
OP
TIM
IZE
AN
D
AUTO
MAT
E
Activ
ities
to d
efine
th
e vi
sion
of t
he
impr
ovem
ent
initi
ativ
e sh
ould
be
optim
ized
whe
reve
r po
ssib
le. A
void
bu
reau
crac
y, a
nd
be s
ure
not t
o tu
rn
this
into
a fo
rmal
ex
erci
se.
Ass
essm
ent
may
ta
ke a
lot
of t
ime
and
effo
rt. M
ake
sure
tha
t th
e as
sess
men
t is
mad
e us
ing
rele
vant
an
d su
ffici
ent
data
, an
d w
here
po
ssib
le a
utom
ate
data
col
lect
ion
and
proc
essi
ng.
At
the
sam
e tim
e,
don’
t di
sreg
ard
dire
ct o
bser
vatio
n an
d na
rrat
ive
tech
niqu
es.
Follo
w o
ther
gu
idin
g pr
inci
ples
w
hen
optim
izin
g as
sess
men
t.
KEE
P I
T SI
MP
LE
AN
D P
RA
CTI
CA
L
The
visi
on s
houl
d be
con
cise
, eas
y to
und
erst
and
and
base
d on
the
actu
al
stak
ehol
ders
’ nee
ds.
Hol
istic
doe
s no
t mea
n ov
erco
mpl
icat
ed.
Bas
e th
e as
sess
men
t of t
he
curr
ent s
tate
on
the
need
s an
d vi
sion
of
the
impr
ovem
ent
initi
ativ
e. In
clud
e w
hat i
s ne
eded
fo
r im
prov
emen
t pl
anni
ng a
nd
avoi
d un
nece
ssar
y de
tails
. Pre
sent
th
e as
sess
men
t re
port
in a
cle
ar
and
conc
ise
way
so
that
all
stak
ehol
ders
ca
n m
ake
info
rmed
de
cisi
ons.
THIN
K
AN
D W
OR
K
HO
LIST
ICA
LLY
The
visi
on s
houl
d ad
dres
s al
l st
akeh
olde
rs a
nd
all f
our
dim
ensi
ons
of s
ervi
ce
man
agem
ent,
and
be a
ligne
d w
ith
othe
r on
goin
g an
d pl
anne
d im
prov
emen
ts.
The
unde
rsta
ndin
g of
the
curr
ent s
tate
sh
ould
be
holis
tic
in te
rms
of th
e sc
ope,
dep
th a
nd
com
plex
ity o
f the
sy
stem
. Lim
ited
and
fragm
ente
d as
sess
men
t may
m
isle
ad th
e im
prov
emen
t in
itiat
ive.
CO
LLA
BO
RAT
E A
ND
PR
OM
OTE
VIS
IBIL
ITY
The
visi
on s
houl
d be
com
mun
icat
ed
to a
ll st
akeh
olde
rs
and
it sh
ould
be
dem
onst
rate
d ho
w
the
targ
et s
tate
will
be
of v
alue
to th
em.
Mak
e su
re th
at
all r
elev
ant
stak
ehol
ders
are
in
volv
ed in
the
asse
ssm
ent a
nd
that
ass
essm
ent
met
hods
and
res
ults
ar
e vi
sibl
e to
all.
Pr
ovid
e vi
sibi
lity
of a
ny g
rey
area
s w
here
the
curr
ent
stat
e is
not
fully
un
ders
tood
, sho
uld
such
are
as e
xist
.
PR
OG
RES
S IT
ERAT
IVEL
Y W
ITH
FEE
DB
AC
K
It is
not
alw
ays
easy
to fo
rm a
sh
ared
vis
ion
from
th
e fir
st a
ttem
pt a
t an
impr
ovem
ent.
A fo
cus
grou
p of
st
akeh
olde
rs s
houl
d be
form
ed a
nd th
e vi
sion
refi
ned
base
d on
thei
r fe
edba
ck.
Even
dur
ing
asse
ssm
ent,
mul
tiple
iter
atio
ns
and
regu
lar
feed
back
can
hel
p to
form
a b
ette
r un
ders
tand
ing
of
the
curr
ent s
tate
. M
ake
sure
this
un
ders
tand
ing
is s
hare
d am
ong
the
rele
vant
st
akeh
olde
rs.
STA
RT
WH
ERE
YOU
AR
E
The
visi
on s
houl
d us
e th
e cu
rren
t sta
te
as a
bas
elin
e, a
nd
shou
ld b
e re
alis
tic
and
effic
ient
.
Mak
e su
re th
at th
e cu
rren
t pra
ctic
es
are
suffi
cien
tly
unde
rsto
od, a
s w
ell
as th
eir
stre
ngth
s an
d w
eakn
esse
s re
leva
nt to
the
impr
ovem
ent b
eing
pl
anne
d.
FOC
US
ON
VA
LUE
The
defin
ition
of t
he
targ
et s
tate
sho
uld
be fo
cuse
d on
the
valu
e th
at c
an b
e cr
eate
d fo
r th
e st
akeh
olde
rs, r
athe
r th
an o
n ou
tput
s.
Whi
le a
sses
sing
the
curr
ent s
tate
, foc
us
on th
e ou
tcom
es
and
valu
e fo
r st
akeh
olde
rs. D
on’t
limit
the
asse
ssm
ent
to o
nly
tech
nica
l or
proc
edur
al m
atte
rs.
WH
AT I
S TH
E VIS
ION
?
WH
ERE
AR
E W
E N
OW
?
ITIL guiding principles for continual improvement 05AXELOS.COM
OP
TIM
IZE
AN
D
AUTO
MAT
E
Cons
ider
a c
omm
on
obje
ctiv
e st
ruct
ure
for
diffe
rent
type
s of
impr
ovem
ent
initi
ativ
e (s
ervi
ce/
prac
tice/
valu
e st
ream
im
prov
emen
ts,
etc.
). A
gree
on
a si
mpl
e pr
oced
ure
for
obje
ctiv
es
setti
ng, d
iscu
ssio
n,
appr
oval
, and
up
datin
g. A
void
le
ngth
y m
eetin
gs
and
mai
l thr
eads
. U
se c
olla
bora
tion
tool
s w
here
re
leva
nt.
Opt
imiz
e im
prov
emen
t pl
anni
ng w
ith
rele
vant
tec
hniq
ues
such
as
Kan
ban,
an
d su
ppor
t th
is
with
aut
omat
ion
tool
s w
here
it
mak
es s
ense
. R
egar
dles
s of
the
te
chni
ques
and
to
ols
used
, en
sure
th
ere
is a
sim
ple,
co
llabo
rativ
e an
d fr
iend
ly
envi
ronm
ent
for
the
cont
inua
l pla
nnin
g of
impr
ovem
ent
actio
ns.
KEE
P I
T SI
MP
LE
AN
D P
RA
CTI
CA
L
Keep
you
r ob
ject
ives
SM
ART;
re
mem
ber
that
an
obje
ctiv
e is
not
a
form
al e
xerc
ise,
bu
t a p
ract
ical
st
ep in
a r
eal-l
ife
impr
ovem
ent.
Mak
e su
re th
at
ther
e is
a s
hare
d un
ders
tand
ing
of th
e ob
ject
ives
am
ong
thos
e in
volv
ed a
nd
affe
cted
.
Impr
ovem
ent
actio
ns s
houl
d no
t be
com
plex
pr
ojec
ts. S
impl
e,
real
istic
ste
ps w
ith
clea
r ou
tput
s sh
ould
be
defi
ned,
and
the
actio
n pl
an s
houl
d be
com
mun
icat
ed
in c
lear
lang
uage
. Fo
cus
on th
e pr
actic
al a
spec
ts o
f th
e im
prov
emen
t ac
tions
, and
avo
id
leng
thy
bure
aucr
atic
ja
rgon
.
THIN
K
AN
D W
OR
K
HO
LIST
ICA
LLY
Mak
e su
re th
at
the
impr
ovem
ent
obje
ctiv
es
suffi
cien
tly r
eflec
t th
e sc
ope
of th
e vi
sion
and
add
ress
al
l fou
r di
men
sion
s of
ser
vice
m
anag
emen
t. Al
ign
the
obje
ctiv
es to
th
e as
sess
men
t of
the
curr
ent s
tate
to
mak
e su
re th
at a
ll ke
y im
prov
emen
t op
port
uniti
es a
re
addr
esse
d.
Mak
e su
re th
at
impr
ovem
ent
obje
ctiv
es a
re
suffi
cien
tly re
flect
ed
in th
e im
prov
emen
t ac
tion
plan
s. D
on’t
focu
s on
one
or
two
dim
ensi
ons
of
serv
ice
man
agem
ent,
loca
tions
or o
ther
ar
eas.
Avo
id lo
cal
optim
izat
ion.
CO
LLA
BO
RAT
E A
ND
PR
OM
OTE
VIS
IBIL
ITY
Agre
e th
e im
prov
emen
t ob
ject
ives
with
th
e st
akeh
olde
rs,
incl
udin
g th
e te
ams
whi
ch w
ill
be in
volv
ed. M
ake
sure
the
targ
ets
set a
re u
nder
stoo
d an
d ac
cept
ed b
y ev
eryo
ne. D
iscu
ss
feed
back
and
agr
ee
any
prop
osed
ch
ange
s to
the
obje
ctiv
es.
Mak
e su
re th
at
actio
n pl
ans
are
unde
rsto
od
and
acce
pted
by
all
rele
vant
st
akeh
olde
rs. S
hare
pr
ogre
ss, f
eedb
ack
and
chan
ges,
an
d us
e to
ols
such
as
Kan
ban
to e
nsur
e th
is is
vi
sibl
e. O
ptim
ize
the
wor
kflow
of t
he
impr
ovem
ent i
n co
llabo
ratio
n w
ith
the
team
s in
volv
ed.
PR
OG
RES
S IT
ERAT
IVEL
Y W
ITH
FEE
DB
AC
K
Plan
for
itera
tive
impr
ovem
ents
. Do
set h
ighe
r-le
vel
obje
ctiv
es, b
ut
alw
ays
supp
ort
them
with
sho
rter
-te
rm o
bjec
tives
for
the
imm
edia
te s
teps
of
impr
ovem
ent.
Be
read
y to
adj
ust
the
high
er-le
vel
obje
ctiv
es b
ased
on
pro
gres
s an
d fe
edba
ck.
Plan
sm
all
mea
sura
ble
actio
ns,
asse
ss r
esul
ts,
and
adju
st th
e pl
ans
acco
rdin
gly.
M
ake
sure
that
su
ffici
ent f
eedb
ack
is g
athe
red
from
th
e sy
stem
, in
clud
ing
rele
vant
st
akeh
olde
rs.
Cont
inua
lly a
sses
s an
d ad
just
you
r ac
tion
plan
s.
STA
RT
WH
ERE
YOU
AR
E
Impr
ovem
ent
obje
ctiv
es s
houl
d be
bas
ed o
n th
e as
sess
men
t of
the
curr
ent s
tate
. It
help
s to
kee
p th
ese
real
istic
and
m
easu
rabl
e.
Plan
impr
ovem
ent
actio
ns b
ased
on
the
curr
ent s
tate
as
sess
men
t. Id
entif
y op
port
uniti
es
for
quic
k w
ins.
U
nder
stan
d an
y bo
ttlen
ecks
and
ad
dres
s th
em in
the
mos
t sen
sibl
e or
der.
FOC
US
ON
VA
LUE
All m
easu
rabl
e ob
ject
ives
of t
he
impr
ovem
ent
shou
ld b
e ba
sed
on th
e vi
sion
an
d lin
ked
to th
e ex
pect
ed o
utco
mes
of
the
impr
ovem
ent.
Thes
e ou
tcom
es
shou
ld b
e ca
scad
ed
to m
easu
rabl
e ou
tput
s w
ith
clea
r lin
ks to
the
valu
e pr
opos
ition
. O
bjec
tives
that
ar
e to
o ge
neric
an
d di
scon
nect
ed
shou
ld b
e av
oide
d.
Be
awar
e of
how
ev
ery
impr
ovem
ent
actio
n th
at is
pl
anne
d co
ntrib
utes
to
the
impr
ovem
ent,
and
map
all
actio
ns
to th
e im
prov
emen
t ob
ject
ives
. Prio
ritiz
e im
prov
emen
t ac
tions
bas
ed o
n th
eir
cont
ribut
ion
to
the
outc
omes
.
WH
ERE
DO
WE
WA
NT
TO B
E?
HO
W D
O W
E G
ET T
HER
E?
06 ITIL guiding principles for continual improvement AXELOS.COM
OP
TIM
IZE
AN
D
AUTO
MAT
E
Appl
y op
timiz
atio
n te
chni
ques
to
impr
ovem
ent
actio
ns, a
nd m
ake
sure
that
they
are
im
plem
ente
d in
an
effi
cien
t and
ef
fect
ive
way
. W
here
it m
akes
se
nse,
con
side
r au
tom
atio
n,
espe
cial
ly fo
r re
petit
ive
task
s.
Con
tinua
lly m
onito
r th
e us
e an
d ef
fect
iven
ess
of
the
impr
ovem
ent
mea
sure
men
t an
d re
port
ing.
Elim
inat
e ex
cess
ive
met
rics,
an
d au
tom
ate
data
gat
herin
g an
d pr
oces
sing
. R
e-us
e m
easu
rem
ent
and
repo
rtin
g m
etho
ds a
nd
tool
s fo
r m
ultip
le
impr
ovem
ent
initi
ativ
es.
KEE
P I
T SI
MP
LE
AN
D P
RA
CTI
CA
L
Mak
e im
prov
emen
t ac
tions
a p
art o
f pe
ople
’s n
orm
al
wor
k, a
nd d
on’t
over
com
plic
ate
them
. Try
to p
ositi
on
impr
ovem
ent w
ork
as n
atur
al a
nd
ever
yday
, rat
her
than
som
ethi
ng
spec
ial a
nd
sepa
rate
from
co
re w
ork.
Avo
id
mic
rom
anag
emen
t, an
d le
t tea
ms
defin
e th
eir
own
best
w
ays
to p
erfo
rm
impr
ovem
ent
actio
ns.
Even
whe
n th
ere
are
man
y m
etric
s in
us
e, m
ake
sure
that
th
e pr
esen
tatio
n is
cle
ar, c
onci
se
and
unam
bigu
ous.
Av
oid
larg
e, m
ulti-
page
rep
orts
, and
in
stea
d us
e cl
ear
and
acce
ssib
le
dash
boar
ds w
ith
appr
opria
te a
nd
up-t
o-da
te k
ey
indi
cato
rs. T
hese
sh
ould
be
desi
gned
to
sup
port
dec
isio
n-m
akin
g, r
athe
r th
an
anal
ysis
par
alys
is.
THIN
K
AN
D W
OR
K
HO
LIST
ICA
LLY
Don
’t m
anag
e im
prov
emen
t ac
tions
in is
olat
ion.
Co
nsid
er th
em
in th
e co
ntex
t of
the
orga
niza
tion
and
of th
e w
ider
im
prov
emen
t pr
ogra
mm
e. M
ake
sure
eac
h ac
tion
cont
ribut
es to
the
visi
on a
nd th
e ob
ject
ives
of t
he
impr
ovem
ent.
Mak
e su
re th
at
mea
sure
men
t and
re
porti
ng s
uffic
ient
ly
cove
rs th
e in
itiat
ive.
In
clud
e m
etric
s fo
r all
four
dim
ensi
ons
of
serv
ice
man
agem
ent
and
all a
spec
ts o
f th
e in
itiat
ive
(suc
h as
effe
ctiv
enes
s,
effic
ienc
y,
com
plia
nce,
and
pe
rform
ance
).
CO
LLA
BO
RAT
E A
ND
PR
OM
OTE
VIS
IBIL
ITY
Capt
ure
and
visu
aliz
e pr
ogre
ss
info
rmat
ion,
and
m
ake
sure
it is
vi
sibl
e to
all
rele
vant
st
akeh
olde
rs.
Capt
ure
succ
essf
ul
and
less
suc
cess
ful
prac
tices
for
less
ons
and
futu
re p
lann
ing.
Mak
e su
re k
ey
indi
cato
rs o
f the
im
prov
emen
t in
itiat
ive
are
visi
ble
to a
ll re
leva
nt
stak
ehol
ders
. Mak
e su
re th
at th
ey
unde
rsta
nd a
nd u
se
this
info
rmat
ion,
en
cour
age
disc
ussi
ons,
hi
ghlig
ht d
evia
tions
, an
d ce
lebr
ate
achi
evem
ents
.
PR
OG
RES
S IT
ERAT
IVEL
Y W
ITH
FEE
DB
AC
K
Mak
e su
re to
ca
ptur
e an
d an
alys
e fe
edba
ck,
and
whe
re
appr
opria
te a
djus
t th
e im
prov
emen
t ac
tion
acco
rdin
gly.
En
sure
that
ther
e is
a fe
edba
ck lo
op
betw
een
actio
ns
take
n an
d ac
tions
pl
anne
d.
Mak
e su
re th
at
mea
sure
men
ts a
nd
repo
rts
are
valid
. Co
mbi
ne d
iffer
ent
met
hods
to v
alid
ate
the
data
. Col
lect
fe
edba
ck fr
om
stak
ehol
ders
, and
m
ake
sure
that
they
un
ders
tand
and
us
e re
port
s an
d da
shbo
ards
. Adj
ust
mea
sure
men
ts a
nd
pres
enta
tion
base
d on
the
feed
back
.
STA
RT
WH
ERE
YOU
AR
E
Mak
e su
re th
at
impr
ovem
ent
actio
ns a
re r
ealis
tic
and
effe
ctiv
e in
the
curr
ent c
onte
xt.
Cons
ider
ava
ilabl
e re
sour
ces,
oth
er
ongo
ing
initi
ativ
es,
and
the
attit
ude
of
thos
e pa
rtic
ipat
ing
in th
e im
prov
emen
t.
Defi
ne im
prov
emen
t m
etric
s ba
sed
on
real
istic
ally
ava
ilabl
e da
ta, a
nd a
void
m
easu
rem
ents
that
ar
e to
o co
mpl
ex.
Focu
s on
a fe
w
key
met
rics
that
ar
e es
sent
ial f
or
deci
sion
-mak
ing.
FOC
US
ON
VA
LUE
Whe
n im
prov
emen
t ac
tions
are
im
plem
ente
d, it
is
still
impo
rtan
t to
mai
ntai
n a
focu
s on
thei
r va
lue.
U
se m
etho
ds
and
appr
oach
es
that
hav
e hi
gher
va
lue
pote
ntia
l. R
efer
to th
e vi
sion
sta
tem
ent,
obje
ctiv
es a
nd
KPI
s de
fined
for
the
impr
ovem
ent t
o m
ake
sure
that
they
ar
e co
nsis
tent
with
th
e ac
tions
bei
ng
take
n.
Whe
n de
finin
g ke
y m
etric
s fo
r an
impr
ovem
ent
initi
ativ
e, m
ake
sure
th
ey a
re o
utco
me-
base
d. S
peci
fic
tech
nica
l met
rics
can
be u
sefu
l, bu
t sh
ould
be
map
ped
to th
e ou
tcom
es
and
valu
e fo
r st
akeh
olde
rs.
Don
’t us
e sa
mpl
e m
etric
s fro
m
book
s an
d ot
her
exte
rnal
sou
rces
w
ithou
t map
ping
th
em c
orre
ctly
to
the
impr
ovem
ent
initi
ativ
e, a
nd o
nly
whe
re a
ppro
pria
te.
TAK
E A
CTI
ON
DID
WE
GET
TH
ERE?
ITIL guiding principles for continual improvement 07AXELOS.COM
OP
TIM
IZE
AN
D
AUTO
MAT
E
Cont
inua
lly o
ptim
ize
how
kno
wle
dge
is c
aptu
red
and
man
aged
to e
nsur
e th
at th
e co
ntin
ual
impr
ovem
ent
prac
tice
is e
ffici
ent
and
trans
pare
nt.
Avoi
d bu
reau
crac
y an
d a
form
alis
tic
appr
oach
whe
reve
r po
ssib
le. U
se
auto
mat
ion
to
capt
ure
new
in
itiat
ives
and
fe
edba
ck, t
o pr
ovid
e tra
nspa
renc
y,
and
to im
prov
e co
llabo
ratio
n.
KEE
P I
T SI
MP
LE
AN
D P
RA
CTI
CA
L
Esta
blis
h si
mpl
e,
stra
ight
forw
ard
proc
edur
es fo
r sh
arin
g in
form
atio
n,
prop
osin
g ne
w
initi
ativ
es, a
nd
capt
urin
g an
d ad
dres
sing
flaw
s.
Mak
e in
terf
aces
fo
r al
l sta
keho
lder
s ac
cess
ible
, pra
ctic
al
and
easy
to u
se.
Ensu
re g
reat
use
r ex
perie
nce
for
thos
e in
volv
ed
in c
ontin
ual
impr
ovem
ent.
THIN
K
AN
D W
OR
K
HO
LIST
ICA
LLY
Don
’t lim
it im
prov
emen
t pr
ogra
mm
es a
nd
thei
r m
arke
ting
to o
ne p
rodu
ct,
team
, or
loca
tion.
Co
mm
unic
ate
and
shar
e ex
perie
nce
acro
ss
the
orga
niza
tion,
in
volv
ing
cons
umer
s an
d pa
rtne
rs
whe
re a
ppro
pria
te.
Shar
e le
sson
s le
arne
d ac
ross
th
e or
gani
zatio
n,
to in
spire
im
prov
emen
ts in
al
l fou
r di
men
sion
s of
ser
vice
m
anag
emen
t and
al
l pro
duct
s an
d se
rvic
es.
CO
LLA
BO
RAT
E A
ND
PR
OM
OTE
VIS
IBIL
ITY
Colla
bora
tion
and
visi
bilit
y ar
e cr
itica
l fo
r ke
epin
g th
e m
omen
tum
of t
he
impr
ovem
ent g
oing
. In
volv
e st
akeh
olde
rs
in th
e m
arke
ting
of im
prov
emen
ts,
mak
e in
form
atio
n ab
out i
mpr
ovem
ents
w
idel
y av
aila
ble
and
enco
urag
e al
l st
akeh
olde
r gr
oups
to
com
e up
with
ne
w im
prov
emen
t in
itiat
ives
. Cre
dit
the
mos
t act
ive
cont
ribut
ors,
and
re
cogn
ize
and
prom
ote
thei
r at
titud
e an
d re
sults
.
PR
OG
RES
S IT
ERAT
IVEL
Y W
ITH
FEE
DB
AC
K
Dev
elop
men
t of
the
cont
inua
l im
prov
emen
t pr
actic
e, a
s w
ell
as th
e m
arke
ting
and
prom
otio
n of
th
e im
prov
emen
t, sh
ould
be
base
d on
sta
keho
lder
s’
feed
back
and
ad
just
ed to
add
ress
th
is fe
edba
ck. A
void
hu
ge in
itiat
ives
w
ith d
elay
ed
effe
ct, a
nd u
se
shor
ter
itera
tions
in
bot
h pr
omot
ion
of s
ucce
ss a
nd
corr
ectio
n of
err
ors.
STA
RT
WH
ERE
YOU
AR
E
Rev
iew
, ass
essm
ent
of le
sson
s le
arne
d,
mar
ketin
g an
d pr
omot
ion,
and
ch
ange
s to
the
impr
ovem
ent
prac
tice,
sho
uld
not w
ait u
ntil
the
initi
ativ
e is
co
mpl
ete.
Inst
ead,
th
ese
activ
ities
sh
ould
sta
rt in
pa
ralle
l with
the
ongo
ing
initi
ativ
e,
dem
onst
ratin
g pr
ogre
ss a
nd
insp
iring
the
stak
ehol
ders
, as
wel
l as
capt
urin
g fe
edba
ck.
FOC
US
ON
VA
LUE
Impr
ovem
ent
shou
ld b
e co
ntin
ual.
Whe
n on
e in
itiat
ive
is c
ompl
eted
, oth
ers
shou
ld b
e pl
anne
d an
d im
plem
ente
d.
The
key
driv
er fo
r th
is c
ontin
uity
and
th
e ke
y cr
iteria
for
the
sele
ctio
n of
in
itiat
ives
sho
uld
be p
oten
tial v
alue
fo
r st
akeh
olde
rs.
Rev
iew
cur
rent
an
d ac
com
plis
hed
initi
ativ
es fr
om
this
poi
nt o
f vie
w,
and
mar
ket n
ew
initi
ativ
es a
nd
corr
ect i
mpr
ovem
ent
met
hods
to
max
imiz
e va
lue.
HO
W D
O W
E K
EEP
TH
E M
OM
ENTU
M
GO
ING
?
08 ITIL guiding principles for continual improvement AXELOS.COM
2. Conclusion
The continual improvement model is applicable to all types of improvement initiatives, from minor service or operation improvements, to major organizational changes. The subjects and techniques of the improvement may change, however the approach remains universal, and so do the guiding principles. The above table provides a basic overview of how the guiding principles can apply to each step of the continual improvement model, but remember that the details, and the level of applicability of the principles at every step of improvement may vary. The above information is not meant to be used as a prescriptive list, instead, organizations should apply it as needed with an understanding of their own situation and context.
When an organization is establishing its own continual improvement practice, it should always keep each of the guiding principles in mind, as they are a great help in planning and managing an effective improvement. Continual improvement is the beating heart of service management, and by understanding and following the guiding principles, an organization can maximise its chances for continual improvement success.
3. About AXELOSAXELOS is a joint venture company co-owned by the UK Government’s Cabinet Office and Capita plc.
It is responsible for developing, enhancing, and promoting a number of best practice methodologies used globally by professionals working primarily in project, programme and portfolio management, IT service management and cyber resilience.
The methodologies, including ITIL®, PRINCE2®, PRINCE2 Agile®, MSP®, RESILIA®, and its newest addition AgileSHIFT® are adopted in more than 150 countries to improve employees’ skills, knowledge, and competence in order to make both individuals and organisations work more effectively.
In addition to globally recognized qualifications, AXELOS equips professionals with a wide range of content, templates and toolkits through the CPD aligned My AXELOS and our online community of practitioners and experts.
Visit www.AXELOS.com for the latest news about how AXELOS is ‘Making organizations more effective’ and registration details to join AXELOS’ online community. If you have specific queries, requests or would like to be added to the AXELOS mailing list please contact [email protected].
4. Trade marks and statementsAXELOS®, the AXELOS swirl logo®, ITIL®, PRINCE2®, PRINCE2 Agile®, MSP®, M_o_R®, P3M3®, P3O®, MoP®, MoV®, RESILIA® and AgileSHIFT® are registered trade marks of AXELOS Limited. All rights reserved.
Copyright © AXELOS Limited 2019.
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Our Practical Guidance should not be taken as constituting advice of any sort and no liability is accepted for any loss resulting from or use of or reliance on its content. While every effort is made to ensure the accuracy and reliability of information, AXELOS cannot accept responsibility for errors, omissions, or inaccuracies. Content, diagrams, logos, and jackets are correct at time of going to press but may be subject to change without notice.
Sourced and published on www.AXELOS.com
ITIL guiding principles for continual improvement 09AXELOS.COM
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About this Practical Guidance This guidance details how the ITIL guiding principles can be applied to improvement initiatives in conjunction with the continual improvement model.
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