This document discusses key principles of Continual Service Improvement (CSI) including focusing on efficiency, effectiveness, and cost optimization. It emphasizes organizational change management, defining roles like the CSI manager, and addressing both external drivers like regulations and internal drivers like culture. The Deming Cycle of plan-do-check-act is recommended. Service measurement, knowledge management, benchmarks, governance, and service level management are also identified as important aspects of successful CSI.

1. Continual Service Improvement
principles
Service improvement must focus on
• increasing the efficiency
• maximizing the effectiveness
• optimizing the cost of services
Mustufa Sir

2. 3.1 CSI and organizational
change
• Improving service
management is to embark
upon an organizational change
programme.
• Many organizational change
programmes fail to achieve
the desired results.
• Successful ITSM requires
understanding the way in
which work is done and
putting in place a programme
of change within the IT
organization.
Mustufa Sir

3. 3.2 Ownership
• The principle of ownership is
fundamental to any improvement
strategy.
• The CSI owner is accountable for
the success of Continual Service
Improvement in the organization.
• This ownership responsibility
extends beyond ensuring the CSI
practices are embedded in the
organization but also to ensuring
there are adequate resources
(including people and technology)
to support and enable CSI.
Mustufa Sir

4. 3.3 Role definitions
• It is important to identify and differentiate between two basic role
groupings within CSI: production vs. project.
• Production roles focus on CSI as a way of life within an organization.
• Project roles reflect the more traditional approach to improvement efforts
based on formal programmes and projects.
• Typical roles are CSI manager, service manager, service owner, process
owner, operations analyst, measurement analyst, reporting analyst and
quality assurance analyst among many others.
Mustufa Sir

5. Mustufa Sir

6. 3.4 External and internal drivers
• There are two major areas within every
organization driving improvement: aspects
which are external to the organization such as
regulation, legislation, competition, external
customer requirements, market pressures and
economics; and,
• secondly, aspects which are internal to the
organization such as organizational structures,
culture, capacity to accept change, existing
and projected staffing levels, unions rules, etc.
Mustufa Sir

7. 3.5 Service Level Management
• Fully accepting that the IT organization must become a
service provider to the business or cease to be
relevant.
• Involving the business and determining their service
level requirements.
• Defining a customer-facing Service Catalogue which
details every service and service package offered by IT
with options, parameters and pricing.
• Identifying internal IT departmental relationships,
negotiating the terms and responsibilities of the
internal relationships.
Mustufa Sir

8. 3.6 The Deming Cycle
• W. Edwards Deming is best known for
his management philosophy leading to
higher quality, increased productivity,
and a more competitive position.
• For quality improvement he proposed
the Deming Cycle or Circle.
• This cycle is particularly applicable in
CSI.
• The four key stages of the cycle are
Plan, Do, Check and Act, after which a
phase of consolidation prevents the
circle from rolling back down the hill.
Mustufa Sir

9. 3.7 Service measurement
• Baselines are used to establish an initial data point to
determine if a service or process needs to be improved.
• To validate – monitoring and measuring to validate
previous decisions
• To direct – monitoring and measuring to set direction for
activities in order to meet set targets. It is the most
prevalent reason for monitoring and measuring
• To justify – monitoring and measuring to justify, with
factual evidence or proof, that a course of action is required
• To intervene – monitoring and measuring to identify a
point of intervention including subsequent changes and
corrective actions.
Mustufa Sir

10. 3.8 Knowledge Management
• Those who do not learn from history are
condemned to repeat it.
• Knowledge Management plays a key role in
CSI.
• Within each service lifecycle phase, data
should be captured to enable knowledge gain
and an understanding of what is actually
happening, thus enabling wisdom.
Mustufa Sir

11. 3.9 Benchmarks
• Benchmarking (also known as ‘best practice
benchmarking’ or ‘process benchmarking’) is
a process used in management, particularly
strategic management, in which organizations
evaluate various aspects of their processes in
relation to best practice, usually within their
own sector.
Mustufa Sir

12. 3.10 Governance
• Enterprise governance a
framework that covers both the
corporate governance and the
business management aspects of
the organization.
• Corporate governance is about
promoting corporate fairness,
transparency and accountability.
• IT governance consists of the
leadership, organizational
structures and processes that
ensure that the organization’s IT
sustains and extends the
organization’s strategies and
objectives.
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13. Reference:
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14. Thank you..
All the best.
Mustufa Sir