ITIL Practical Guide - Continual Service Improvement (CSI)
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To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=272 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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ITIL Practical Guide - Continual Service Improvement (CSI)
- 1. V3 Continual Service Improvement (CSI) Finbarr Callan Lecturer, Best Practice
- 3. Service Lifecycle Components © Crown Copyright 2007. Reproduced with permission from OGC
- 9. ITSM Monitor and Control Loop
- 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
- 15. Why Do We Measure?
- 20. 7 Step Improvement Process
- 21. Knowledge Spiral - Gathering Activity
- 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
- 24. Service Lifecycle Components © Crown Copyright 2007. Reproduced with permission from OGC
Notas del editor
- 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vital within all organisations to ensure the quality of the services being delivered Business can fail if processes are Out of date Inadequate Cumbersome Not business focused Impacts of poor process include Loss of productive hours Escalating costs Loss of reputation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