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Continual Service Improvment
 

Continual Service Improvment

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    Continual Service Improvment Continual Service Improvment Presentation Transcript

    • 1
    • The Continual Service Improvement book is focused on creating and maintaining valuefor customers through better design, introduction, and operation of services. 23 7-Step (CSI) Improvement Process 2 Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
    • CSI Approach (formally CSI Model) What is the vision? Business vision, mission, goals and objectives© Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 3
    • CSI Approach (formally CSI Model)What is the vision? Business vision, mission, goals and objectivesThis question should be asked by the ITservice provider to understand what theultimate and long term aims are. © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 4
    • CSI Approach (formally CSI Model) What is the vision? Business vision, mission, goals and objectives Where are we now? Baseline Assessments© Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 5
    • CSI Approach (formally CSI Model)Where are we now? Baseline AssessmentsThis is a question every business shouldstart out asking as this creates abaseline of data for services currentlybeing delivered. © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 6
    • CSI Approach (formally CSI Model) What is the vision? Business vision, mission, goals and objectives Where are we now? Baseline Assessments Where do we want Measurable Targets to be?© Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 7
    • CSI Approach (formally CSI Model)Where do we want Measurable Targets to be?This is often expressed in businessrequirements. © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 8
    • CSI Approach (formally CSI Model) What is the vision? Business vision, mission, goals and objectives Where are we now? Baseline Assessments Where do we want Measurable Targets to be? How do we get Service and Process there? Management© Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 9
    • CSI Approach (formally CSI Model) Service and Process How do we get Management there?What improvement initiatives arerequired in the short, medium and longterm? These initiatives should be loggedin the CSI Register.CSI Register: A DB or structured document used to record andmanage improvement opportunities throughout their lifecycle.(Not on exam – ITIL Foundation) © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 10
    • CSI Approach (formally CSI Model) What is the vision? Business vision, mission, goals and objectives Where are we now? Baseline Assessments Where do we want Measurable Targets to be? How do we get Service and Process there? Management Did we get there? Measurements and Metrics© Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 11
    • CSI Approach (formally CSI Model) Measurements andDid we get there? MetricsThis is documented throughmonitoring, reporting and reviewing ofservice level achievements and actualperformance against targets identifiedby the business requirements. © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 12
    • CSI Approach (formally CSI Model) What is the vision? Business vision, mission, goals and objectives Where are we now? Baseline AssessmentsHow do we keep the Where do we want Measurable Targetsmomentum going? to be? How do we get Service and Process there? Management Did we get there? Measurements and Metrics © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 13
    • © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 14
    • 1. Identify the strategyfor improvement• Vision• Business need Apply• Strategy• Tactical Goals• Operational Goals© Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 15
    • 1. Identify the strategy for improvement • Vision • Business need • Strategy • Tactical Goals • Operational GoalsIdentify the overall vision, business need, the strategy andtactical operational goals. © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 16
    • 1. Identify the strategy 2. Define what youfor improvement will measure• Vision• Business need• Strategy• Tactical Goals• Operational Goals© Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 17
    • 2. Define what you will measureSS and SD should have identified this information early in thelifecycle. CSI can then start its cycle all over again at “Where arewe now?” and “Where do we want to be?”This identifies the ideal situation for both the business and IT, CSIcan conduct a gap analysis to identify opportunities forimprovements as well as answering the question ”How do we getthere?” © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 18
    • 1. Identify the strategy 2. Define what youfor improvement will measure• Vision• Business need Apply• Strategy• Tactical Goals 3. Gather the data• Operational Goals • Who? How? When? • Criteria to evaluate integrity of data • Operational Goals • Service Measurement© Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 19
    • 2. Define what you will measure Apply 3. Gather the data • Who? How? When? • Criteria to evaluate integrity of data • Operational Goals • Service MeasurementIn order to properly answer the question “Did we get there?” datamust first be gathered (usually through SO).Data can be gathered from many different sources based on goalsand objectives identified. At this point the data is raw and noconclusions are drawn. © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 20
    • 1. Identify the strategy 2. Define what youfor improvement will measure• Vision• Business need Apply• Strategy• Tactical Goals 3. Gather the data• Operational Goals • Who? How? When? • Criteria to evaluate integrity of data • Operational Goals • Service Measurement 4. Process the data • Frequency? • Format? • Tools and systems? • Accuracy?© Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 21
    • Here the data is processed in alignment with the critical successfactors (CSF’s) and Key Performance Indicators (KPI’s) specified.This means that timeframes are coordinated, unaligned data isrationalized and made consistent, and gaps in the data areidentified.The simple goal of this step is to process data from multipledisparate sources to give it context that can be compared. Oncewe have rationalized the datawe can begin analysis. 4. Process the data • Frequency? • Format? • Tools and systems? • Accuracy? © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 22
    • 1. Identify the strategy 2. Define what you for improvement will measure • Vision • Business need Apply • Strategy • Tactical Goals 3. Gather the data • Operational Goals • Who? How? When? • Criteria to evaluate integrity of data • Operational Goals • Service Measurement5. Analyze the information and data 4. Process the data• Trends? • Frequency?• Targets? • Format?• Improvements Required? • Tools and systems? • Accuracy? © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 23
    • As we bring the data more and more into context, it evolves fromraw data into information which we can start to answer questionsabout who, what, when, where and how as well as trends andimpact on the business.It is this analyzing step that is most often overlooked or forgottenin the rush to present data to management. 5. Analyze the information and data • Trends? • Targets? • Improvements Required? © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 24
    • 1. Identify the strategy 2. Define what you for improvement will measure • Vision • Business need Apply • Strategy • Tactical Goals 3. Gather the data • Operational Goals • Who? How? When? • Criteria to evaluate integrity of data • Operational Goals • Service Measurement6. Present and use the information• Assessment summery• Action plans• Etc.5. Analyze the information and data 4. Process the data• Trends? • Frequency?• Targets? • Format?• Improvements Required? • Tools and systems? • Accuracy? © Crown copyright 2011. Reproduced under license from OGC. Created by PelegIT, Ltd. – www.pelegit.com 25
    • Here the answer to “Did we get there?” is formatted andcommunicated in whatever way necessary to present to thevarious stakeholders an accurate picture of the results of theimprovement efforts.Knowledge is presented to the business in a form and manner thatreflects their needs and assists them in determining the nextsteps. 6. Present and use the information • Assessment summery • Action plans • Etc. 5. Analyze the information and data • Trends? • Targets? • Improvements Required? © Crown copyright 2011. Reproduced under license from OGC. Created by PelegIT, Ltd. – www.pelegit.com 26
    • 1. Identify the strategy 2. Define what you for improvement will measure • Vision • Business need Apply • Strategy • Tactical Goals 3. Gather the data • Operational Goals • Who? How? When? • Criteria to evaluate integrity of data • Operational Goals • Service Measurement7. Implement Improvement 6. Present and use the information • Assessment summery • Action plans • Etc. 5. Analyze the information and data 4. Process the data • Trends? • Frequency? • Targets? • Format? • Improvements Required? • Tools and systems? • Accuracy? © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 27
    • 1. Identify the strategy for improvement • Vision • Business need • Strategy • Tactical Goals • Operational Goals 7. Implement ImprovementThe knowledge gained is used to optimize, improve and correctservices and processes. Issues have been identified and nowsolutions are implemented – wisdom is applied to theknowledge.The improvements that need to be taken to improve the serviceor process are communicated and explained to the organization.Following this step the organization establishes new baselinesand the cycle begins anew. 28 © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
    • Critical Success Factor (CSF):(Service Design, SD & Continual Service Improvement, CSI) Something that must happen if an IT service, process, plan or other activity is to succeed. Key Performance Indicators (KPI) are used to measure the achievement of each CSI. For example, a CSI of “protect IT services when making changes” could be measured by KPI such as “percentage reduction in unsuccessful changes” or “percentage reduction in changes causing incidents” etc. © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 29
    • Key Performance Indicator (KPI) (Service Design, SD & Continual Service Improvement, CSI) A metric that is used to help manage on IT service, process, plan, project or other activity. KPI are used to measure the achievement of CSF. Many metrics may be measured, but only the most important of these are defined as KPI and used to actively manage and report on the process, IT service or activity. They should be selected to ensure that efficiency, effectiveness and cost effectiveness are all managed.© Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 30
    • CSF: All imprudent opportunities are identified.KPI: Percentage improvement in defects; for example:• 3% reduction in failed changes• 10% reduction in security breaches © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 31
    • CSF: The cost of providing services is reduced.KPI: Percentage decrease in overall cost of service provision; for example:• 2.5% reduction in the average cost of handling an incident• 5% reduction in the cost of processing a particular type of transaction © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 32
    • CSF: The required business outcomes from ITservice are achieved.KPI:• 3% in customer satisfaction with the service desk• 2% increase in the customer satisfaction with the warranty offered by the payroll service © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 33
    • It is recommended that no more then2-5 KPI’s are defined per CSF at anygiven time and that a service orprocess has no more then 2-5 CSF’sassociated with it at any given time. © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 34
    • Service Owner• The Service Owner is responsible for delivering a particular service within the agreed service levels.• Typically, he acts as the counterpart of the Service Level Manager when negotiating Operational Level Agreements (OLAs).• Often, the Service Owner will lead a team of technical specialists or an internal support unit.Process Owner• A role responsible for ensuring that a process is fit for purpose (Utility). The Process Owner’s responsibilities include sponsorship, design, and continual improvement of the process and its metrics.• In larger organizations there might be separate Process Owner and Process Manager roles, where the Process Manager has responsibility for the operational management of a process. © Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 35
    • 36© Crown copyright 2011. Reproduced under license from OGC. - Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved