ITIL Practical Guide - Continual Service Improvement (CSI)

Business Aligned IT Management Solutions

TM

V3 Continual Service Improvement (CSI)Finbarr Callan

Lecturer, Best Practice

IT Service Management SolutionsAxios SystemsTM


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



Service Lifecycle Components

© Crown Copyright 2007. Reproduced with permission from OGC



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



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.



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.



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



Governance

Enterprise

Corporate

IT

Frameworks

Models

Standards

QMS’



ITSM Monitor and Control Loop



Process Improvement Model



Service Improvement Program: A formal project undertaken within an organization to identify and introduce measurable improvements within a specified work area or work process



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



Deming Cycle Adapted



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



Why Do We Measure?



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)



Technology Metrics

Focused on:

-Components

-Applications

Information required includes:

-Availability

-Reliability

-Performance



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



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



7 Step Improvement Process



Knowledge Spiral - Gathering Activity



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



CSI - Roles

Service Manager

Continual Service Improvement Manager

Service Owner



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



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



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”



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



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



Qualifications

Flexibility

Choice

Still being developed



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.

[email protected]

Further Resources

ITIL Practical Guide - Continual Service Improvement (CSI)

Business

Transcript of ITIL Practical Guide - Continual Service Improvement (CSI)