ITIL Practical Guide - Continual Service Improvement (CSI)

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This video provides a run through of the lifecycle stage, which manages the day-to-day operation of IT services for the identification and reporting of interruptions in the delivery of services and handling of service requests at agreed levels.

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  • The Service Portfolio acts as “the spine” of the service lifecycle. It is the single integrated source of information on the status of each service together with other service details and the interfaces and dependencies between services. The information within the Service Portfolio is used by the activities within each stage of the service lifecycle. SERVICE STRATEGY – Looks at the Capabilities and Constraints This slide demonstrates the SPINE of all this is the SERVICE PORTFOLIO
  • This is covering CSI 2.4.1 to show why CSI is now vital within all organisations to ensure the quality of the services being delivered Business can fail if processes are Out of date Inadequate Cumbersome Not business focused Impacts of poor process include Loss of productive hours Escalating costs Loss of reputation
  • 2.4.2 The objectives promote the fact that quality is key to being able to achieve and maintain high levels of service provision. The processes throughout the life cycle need to be reviewed analysed and improved where it would lead to increased efficiency and effectiveness in both how the service is provided and in what the cost is of that provision. To be able to make these improvements there must be measurement of what is happening which can take the form of Service Level achievements. Cost will also be important and there must be a balance between this and what will lead to customer satisfaction. These initiatives should be supported by the use of Quality Management methods Deming plan do check act as used in ISO/IEC 20000:2005 Achieved by Reviewing what is happening, Analysing findings, Producing recommendations for improvement This covers processes throughout the Lifecycle - Strategy Design Transition and Operation Also Specific ITSM processes
  • To implement CSI successfully it is important to understand the different activities that can be applied to CSI. The following activities support a continual process improvement plan: ■ Reviewing management information and trends to ensure that services are meeting agreed service levels ■ Reviewing management information and trends to ensure that the output of the enabling ITSM processes are achieving the desired results ■ Periodically conducting maturity assessments against the process activities and roles associated with the process activities to demonstrate areas of improvement or, conversely, areas of concern ■ Periodically conducting 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.
  • CSI 2.4.5 This looks at the value CSI provides and defines the terms that can be used Don’t forget intangible benefits – p.17. Paras 2.4.6-8
  • Paras 3.10/3.11 - CSI
  • The diagram shows that there needs to be mechanisms in place to capture the way in which the services are currently performing. This should be achieved by encouraging each area involved in the delivery of the service to not only measure their achievements but also provide honest feed back on how things are. This can be in the form of reviews lessons learnt. By decomposing the service into smaller individual activities will provide a wealth of information and better determination of where any weakness still exists.
  • NOTES: Implementation
  • Para 5.5, p.112+ Plan - Requires the definition of: Goals, objectives, scope - Setting out what is to be achieved Roles and responsibilities - Who will be required Process development, techniques and tools - How it will be done Interfaces to the Service Lifecycle - Where it fits Do - This should consider: Financial Requirements - Funding and budgets People - Documented and resourced roles and responsibilities Products - Policies, plans, procedures, Tool provision, Communication and training Integration - Strategy Design Transition and Operation Check - Monitor measure and review CSI objectives and plans achieved by reporting against plans. Review documentation, and conduct process assessments and audits Act - Enhancements identified could relate to all aspects of the process Required changes could be in policies, procedures, roles and responsibilities Improvements are implemented in this stage
  • Recap on the two areas of Metrics and KPIs and the differences
  • Monitoring and measuring systems Validate Soundness of previous decisions Direct Align activities with achievement of set targets Justify Produces factual evidence that course of action was correct Intervene Identifies requirement for changes or corrective actions
  • Any current data being collected If no metrics in place set up data collection Some data better than no data Refine collection and accuracy over time Three types of metrics Technology Service Process
  • Two areas are separated here Components and the applications that are run on the infrastructure. Typical information required will be availability of a service, component, how reliable it is and although it might be up and running are there any performance issues?
  • An explanation of a CSF is needed to distinguish from the KPI A critical Success Factor is what must happen for a process, project, plan etc to have been successful. KPIs are used to produce the measurement to analyse whether the CSF has been achieved.
  • Intentionally blank page to be completed by Training Provider with additional information if desired
  • Structured approach using measurement to confirm and improve service provision Uses organisation’s vision and associated Strategic Tactical and Operational goals Determines : What should be measured What can be measured How data will be collected Processing required Analysis Presentation of findings Identification of improvement necessary
  • The diagram shows that an organisations knowledge is required at different levels and the operational level information can for the basis of the details required at the tactical management stage this in turn feeds in to the Strategic management area. There is a different focus on the relevant information at each level.
  • The roles of the processes in 4.1.1 goes into a lot of detail for each process under each activity. Examples from this section should be used to illustrate the types of involvement. Monitoring and collecting SLM defines the Business requirements for data and matches these to the IT capability of capturing the data Incident and Service Desk capture data regularly so changes can be spotted and therefore proactive measures could be taken to prevent potential service failure Measuring data Security Management can perform trend analysis on security breaches Analysing data Problem management uses this to conduct root cause analysis to investigate what is happening and what is causing incident trends Presentation SLM Service Review meetings Capacity and Availability supports the preparation of the reports Implementing corrective action Change Management all recognised improvements will be initiated by the creation of an RFC which goes through the Change management process
  • Senior Level Manager Breadth of managerial skill and experience Complex programme/project management Understanding Business/ commercial strategy Full lifecycle management of products and services Customer relationship management Recognition of new opportunities Leadership Financially astute CSI Manager Singularly responsible for all improvement initiatives Communication of CSI vision Provides resources Liaises with Service Owners Prioritises improvements required Ensures Service Requirements defined SIP in place Metrics and measurements Feedback on service CSFs and KPIs Leads mentors and influences
  • The Service Portfolio acts as “the spine” of the service lifecycle. It is the single integrated source of information on the status of each service together with other service details and the interfaces and dependencies between services. The information within the Service Portfolio is used by the activities within each stage of the service lifecycle. SERVICE STRATEGY – Looks at the Capabilities and Constraints This slide demonstrates the SPINE of all this is the SERVICE PORTFOLIO
  • 1.2.3.1 - 5
  • Paras 1.3, 3.1/SS Perception/Preference/Attributes (p.31)
  • Intentionally blank page to be completed by Training Provider with additional information if desired
  • ITIL Practical Guide - Continual Service Improvement (CSI)

    1. 1. V3 Continual Service Improvement (CSI) Finbarr Callan Lecturer, Best Practice
    2. 2. V3 CSI : Agenda <ul><li>CSI </li></ul><ul><ul><li>Key Purpose, Objectives & Scope of CSI </li></ul></ul><ul><ul><li>Business Value from CSIP </li></ul></ul><ul><ul><li>Governance and Control </li></ul></ul><ul><ul><li>Quality </li></ul></ul><ul><ul><li>Measurements </li></ul></ul><ul><ul><li>CSI Roles </li></ul></ul><ul><li>Summary of ITIL V3 Lifecycle Components </li></ul><ul><li>Qualifications </li></ul>
    3. 3. Service Lifecycle Components © Crown Copyright 2007. Reproduced with permission from OGC
    4. 4. Purpose <ul><li>Validate that services delivered remain in line with ever changing business needs </li></ul><ul><ul><li>- Align and realign IT with the business </li></ul></ul><ul><ul><li>Identification and implementation of improvements </li></ul></ul><ul><li>Consider processes throughout the Service Lifecycle </li></ul><ul><ul><li>- Improve effectiveness and efficiency of existing processes </li></ul></ul><ul><ul><li>- Understand cost implications </li></ul></ul><ul><li>Ensure all processes contain goals, objectives and are measurable </li></ul>
    5. 5. Objectives <ul><li>Review, analyze and make recommendations on improvement opportunities in each lifecycle phase. </li></ul><ul><li>Identify and implement individual activities to improve IT service quality and improve the efficiency and effectiveness of enabling ITSM processes. </li></ul><ul><li>Improve cost effectiveness of delivering IT services without sacrificing customer satisfaction. </li></ul><ul><li>Ensure applicable quality management methods are used to support continual improvement activities. </li></ul>
    6. 6. Scope <ul><ul><li>Ensure that services are meeting agreed service levels </li></ul></ul><ul><ul><li>Ensure that the output of the enabling ITSM processes are achieving the desired results </li></ul></ul><ul><ul><li>Conduct maturity assessments against the process activities and roles associated with the process activities to demonstrate areas of improvement or, conversely, areas of concern </li></ul></ul><ul><ul><li>Conduct internal audits verifying employee and process compliance </li></ul></ul><ul><ul><li>Reviewing existing deliverables for relevance </li></ul></ul><ul><ul><li>Making ad-hoc recommendations for approval </li></ul></ul><ul><ul><li>Conducting periodic customer satisfaction surveys </li></ul></ul><ul><ul><li>Conducting external and internal service reviews to identify CSI opportunities. </li></ul></ul>
    7. 7. Business Value from CSIP <ul><li>There are four ways the value can be categorized: </li></ul><ul><ul><li>Improvement </li></ul></ul><ul><ul><ul><li>- Comparing the before and after measurement an improvement can be quantified </li></ul></ul></ul><ul><ul><li>Benefit </li></ul></ul><ul><ul><ul><li>- A gain has been made </li></ul></ul></ul><ul><ul><li>Return on Investment (ROI) </li></ul></ul><ul><ul><ul><li>- Amount of gain taking into account the investment required </li></ul></ul></ul><ul><ul><li>Value on Investment (VOI) </li></ul></ul><ul><ul><ul><li>- Additional advantages not focussed on monetary gain </li></ul></ul></ul>
    8. 8. Governance <ul><li>Enterprise </li></ul><ul><li>Corporate </li></ul><ul><li>IT </li></ul><ul><li>Frameworks </li></ul><ul><li>Models </li></ul><ul><li>Standards </li></ul><ul><li>QMS’ </li></ul>
    9. 9. ITSM Monitor and Control Loop
    10. 10. Process Improvement Model
    11. 11. Service Improvement Program : A formal project undertaken within an organization to identify and introduce measurable improvements within a specified work area or work process
    12. 12. Plan Do Check Act <ul><li>Repeatable </li></ul><ul><li>Allows for periods of consolidation and stabilization </li></ul><ul><li>Supports CSI in two ways </li></ul><ul><ul><li>- Implementation of improvements </li></ul></ul><ul><ul><ul><li>- All four stages </li></ul></ul></ul><ul><ul><li>- Identification of ongoing improvement </li></ul></ul><ul><ul><ul><li>- Concentrating on Act </li></ul></ul></ul><ul><li>Relies on a process-led approach </li></ul>
    13. 13. Deming Cycle Adapted
    14. 14. Measurement <ul><li>Basic building block of CSI </li></ul><ul><li>Objective view required </li></ul><ul><li>Enables </li></ul><ul><ul><li>- Current status assessment </li></ul></ul><ul><ul><li>- Improvement area identification </li></ul></ul><ul><ul><li>- Quantification of enhancements made </li></ul></ul><ul><li>Needs to be understood and planned </li></ul>
    15. 15. Why Do We Measure?
    16. 16. Baselines <ul><li>A baseline enables: </li></ul><ul><li>- A view of the current situation </li></ul><ul><li>- A clear starting point for future measurement </li></ul><ul><li>Baselines need to be documented </li></ul><ul><li>Applicable at: </li></ul><ul><li>Strategic </li></ul><ul><ul><ul><li>Goals and objectives </li></ul></ul></ul><ul><li>Tactical </li></ul><ul><ul><ul><li>Process maturity </li></ul></ul></ul><ul><ul><ul><ul><li>Operational levels </li></ul></ul></ul></ul><ul><ul><ul><li>Metrics and KPIs (Technology/Process/Service) </li></ul></ul></ul>
    17. 17. Technology Metrics <ul><li>Focused on: </li></ul><ul><ul><li>- Components </li></ul></ul><ul><ul><li>- Applications </li></ul></ul><ul><li>Information required includes: </li></ul><ul><ul><li>- Availability </li></ul></ul><ul><ul><li>- Reliability </li></ul></ul><ul><ul><li>- Performance </li></ul></ul>
    18. 18. Process Metrics <ul><li>Based around Service Management Processes </li></ul><ul><ul><li>- Key Performance Indicators (KPIs) </li></ul></ul><ul><ul><li>- Critical Success Factors (CSFs) </li></ul></ul><ul><li>Assessed in Service Reviews </li></ul><ul><ul><li>- KPIs provide details on: </li></ul></ul><ul><ul><ul><li>- Quality </li></ul></ul></ul><ul><ul><ul><li>- Value </li></ul></ul></ul><ul><ul><ul><li>- Performance </li></ul></ul></ul><ul><ul><ul><li>- Compliance </li></ul></ul></ul><ul><li>Initiatives for process improvement, based on this information </li></ul>
    19. 19. Service Metrics <ul><li>Made up of information gathered in technology and process </li></ul><ul><li>Show end-to-end information for each service </li></ul><ul><li>Often presented as business facing </li></ul>4732-39267
    20. 20. 7 Step Improvement Process
    21. 21. Knowledge Spiral - Gathering Activity
    22. 22. CSI Integration with Service Management Processes 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 Analysing data SLM and Change Management Implementing corrective action SLM, Availability, Capacity and Incident Management, Service Desk, Security Management Measuring data SLM, Availability, Capacity and Incident Management, Service Desk, Security and Financial Management Monitoring and data collection Processes Involved Activities
    23. 23. CSI - Roles <ul><li>Service Manager </li></ul><ul><li>Continual Service Improvement Manager </li></ul><ul><li>Service Owner </li></ul>
    24. 24. Service Lifecycle Components © Crown Copyright 2007. Reproduced with permission from OGC
    25. 25. <ul><li>Service Strategy </li></ul><ul><ul><li>Design, develop, and implement service management as an organizational capability and a strategic asset. </li></ul></ul><ul><li>Service Design </li></ul><ul><ul><li>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. </li></ul></ul><ul><li>Service Transition </li></ul><ul><ul><li>Development and improvement of capabilities for transitioning new and changed services into operations. </li></ul></ul><ul><li>Service Operations </li></ul><ul><ul><li>Practices in the management of service operations. </li></ul></ul><ul><li>Continual Service Improvement </li></ul><ul><ul><li>Creating and maintaining value for customers through better design, introduction, and operation of services. </li></ul></ul>Summary
    26. 26. Principles of Service Strategy <ul><li>Purpose </li></ul><ul><ul><li>Develop the ability to think and act strategically. </li></ul></ul><ul><ul><li>Use strategic assets to achieve goals </li></ul></ul><ul><ul><li>Define the dependencies between Strategy and SM processes </li></ul></ul><ul><li>Principles </li></ul><ul><ul><li>Perception - Influence of expectation </li></ul></ul><ul><ul><li>Outcome - Fulfilment of need/s </li></ul></ul><ul><ul><li>Value = Utility + Warranty </li></ul></ul>
    27. 27. Principles of Service Design <ul><li>Transform strategic objectives into service portfolios and assets. </li></ul><ul><li>Guide organisations to develop design capabilities </li></ul><ul><li>Covers – </li></ul><ul><ul><li>New services </li></ul></ul><ul><ul><li>Existing services </li></ul></ul><ul><li>Holistic approach – all design aspects </li></ul><ul><li>“ the design of appropriate and innovative IT services, including architectures, processes, policies and documentation, to meet current and future agreed business requirements” </li></ul>
    28. 28. Principles of Service Transition <ul><li>Goals </li></ul><ul><ul><li>Set expectations on performance </li></ul></ul><ul><ul><li>Integrate releases </li></ul></ul><ul><ul><li>Reduce risks and errors </li></ul></ul><ul><ul><li>Ensure the service works </li></ul></ul><ul><li>Objectives </li></ul><ul><ul><li>Plan and manage resources </li></ul></ul><ul><ul><li>Reduce the risk of negative impacts </li></ul></ul><ul><ul><li>Increase satisfaction: customers/users/SM staff </li></ul></ul><ul><ul><li>Clear planning/integration with business plans </li></ul></ul>
    29. 29. <ul><ul><li>Managing day-to-day activities and technology </li></ul></ul><ul><ul><li>Executing processes to optimize cost and quality </li></ul></ul><ul><ul><li>Enabling the business to meet its objectives </li></ul></ul><ul><ul><li>Effective functioning of components </li></ul></ul>Principles of Service Operation
    30. 30. Qualifications <ul><li>Flexibility </li></ul><ul><li>Choice </li></ul><ul><li>Still being developed </li></ul>
    31. 33. Any Questions? <ul><li>NEW! ITIL V3 Maturity Assessment Tool </li></ul><ul><li>V3 Service Strategy, Service Design, Service Transition and Service Operation Webinars – now available onDemand. </li></ul><ul><li>V2 versus V3 White Paper and Webinar - on Axios website. </li></ul><ul><li>ITIL V3 Quick Reference Guide – pocket guide & poster </li></ul><ul><li>ITSM: IT Transforms Itself into a Service . Aberdeen Group Research. Available to download, along with a complementary onDemand Webinar on the Axios website. </li></ul><ul><li>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. </li></ul>[email_address] www.axiossystems.com Further Resources

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