Creating and Maintaining Value

The Continual Service Improvement book is focused on creating and maintaining value
for customers through better design, introduction, and operation of services.

23 7-Step (CSI) Improvement Process

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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

mission, goals and
objectives

This question should be asked by the IT
service provider to understand what the
ultimate and long term aims are.

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mission, goals and
objectives

Where are we now? Baseline
Assessments

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Assessments

This is a question every business should
start out asking as this creates a
baseline of data for services currently
being delivered.

6


mission, goals and
objectives

Assessments

Where do we want Measurable Targets
to be?

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to be?

This is often expressed in business
requirements.

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mission, goals and
objectives

Assessments

to be?

How do we get Service and Process
there? Management

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Service and Process
How do we get
Management
there?

What improvement initiatives are
required in the short, medium and long
term? These initiatives should be logged
in the CSI Register.
CSI Register: A DB or structured document used to record and
manage improvement opportunities throughout their lifecycle.
(Not on exam – ITIL Foundation)

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mission, goals and
objectives

Assessments

to be?

there? Management

Did we get there? Measurements and
Metrics

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Measurements and
Did we get there?
Metrics

This is documented through
monitoring, reporting and reviewing of
service level achievements and actual
performance against targets identified
by the business requirements.

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mission, goals and
objectives

Assessments

How do we keep the Where do we want Measurable Targets
momentum going? to be?

there? Management

Did we get there? Measurements and
Metrics

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1. Identify the strategy
for improvement
• Vision
• Business need
Apply
• Strategy
• Tactical Goals
• Operational Goals

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for improvement
• Vision
• Business need
• Strategy
• Tactical Goals

Identify the overall vision, business need, the strategy and
tactical operational goals.

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1. Identify the strategy 2. Define what you
for improvement will measure
• Vision
• Business need
• Strategy
• Tactical Goals

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2. Define what you
will measure

SS and SD should have identified this information early in the
lifecycle. CSI can then start its cycle all over again at “Where are
we now?” and “Where do we want to be?”

This identifies the ideal situation for both the business and IT, CSI
can conduct a gap analysis to identify opportunities for
improvements as well as answering the question ”How do we get
there?”
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• Vision
• Business need
Apply
• Strategy
• Tactical Goals 3. Gather the data
• Operational Goals • Who? How? When?
• Criteria to evaluate integrity of data
• Service Measurement

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2. Define what you
will measure
Apply

3. Gather the data
• Who? How? When?

In order to properly answer the question “Did we get there?” data
must first be gathered (usually through SO).

Data can be gathered from many different sources based on goals
and objectives identified. At this point the data is raw and no
conclusions are drawn.

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• Vision
• Business need
Apply
• Strategy

4. Process the data
• Frequency?
• Format?
• Tools and systems?
• Accuracy?

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Here the data is processed in alignment with the critical success
factors (CSF’s) and Key Performance Indicators (KPI’s) specified.
This means that timeframes are coordinated, unaligned data is
rationalized and made consistent, and gaps in the data are
identified.

The simple goal of this step is to process data from multiple
disparate sources to give it context that can be compared. Once
we have rationalized the data
we can begin analysis.

4. Process the data
• Frequency?
• Format?
• Tools and systems?
• Accuracy?

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• Vision
• Business need
Apply
• Strategy

5. Analyze the information and data 4. Process the data
• Trends? • Frequency?
• Targets? • Format?
• Improvements Required? • Tools and systems?
• Accuracy?

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As we bring the data more and more into context, it evolves from
raw data into information which we can start to answer questions
about who, what, when, where and how as well as trends and
impact on the business.

It is this analyzing step that is most often overlooked or forgotten
in the rush to present data to management.

5. Analyze the information and data
• Trends?
• Targets?
• Improvements Required?

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• Vision
• Business need
Apply
• Strategy

6. Present and use the information
• Assessment summery
• Action plans
• Etc.

• 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 and
communicated in whatever way necessary to present to the
various stakeholders an accurate picture of the results of the
improvement efforts.

Knowledge is presented to the business in a form and manner that
reflects their needs and assists them in determining the next
steps.

• 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

• Vision
• Business need
Apply
• Strategy
7. Implement Improvement

• Action plans
• Etc.

• Accuracy?

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for improvement
• Vision
• Business need
• Strategy
• Tactical Goals

7. Implement Improvement

The knowledge gained is used to optimize, improve and correct
services and processes. Issues have been identified and now
solutions are implemented – wisdom is applied to the
knowledge.

The improvements that need to be taken to improve the service
or process are communicated and explained to the organization.
Following this step the organization establishes new baselines
and the cycle begins anew. 28

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.

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.

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CSF: All imprudent opportunities are identified.
KPI: Percentage improvement in defects; for example:
• 3% reduction in failed changes
• 10% reduction in security breaches

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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

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CSF: The required business outcomes from IT
service 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

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It is recommended that no more then
2-5 KPI’s are defined per CSF at any
given time and that a service or
process has no more then 2-5 CSF’s
associated with it at any given time.

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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.

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