ITIL Life Cycle - Continual Service Improvement - notes reviewer

Continual service improvement (CSI)

Goal - to ensure that service management processes continue to provide value for customers through continual evaluation and improvement of the quality of services

Process

7 step improvement process - defines and manages the steps needed to indentify, define , gather, process, analyze, present and implement improvements

1. What should you measure? -  With strong interconnections with every part of the Service Lifecycle, Service Strategy and Service Design should already have the answers to those questions, and should have already identified starting points. In such case, the role of the CSI is to ask the question: “Where are we now?” – before starting the cycle all over again.
2. What can you measure? - Every organization may find that they have limitations on what can actually be measured. If you cannot measure something, then it should not appear in an SLA. By identifying the new service level requirements of the business, the IT capabilities (identified through Service Design and implemented via Service Transition) and the available budgets, CSI can conduct a gap analysis to identify the opportunities for improvement, as well as answer the question: “How do we get there?”
3. Gather the data. - In order to properly answer the “Did we get there?” question, data must first be gathered (usually through Service Operations). Gathering data requires having some form of monitoring in place. Monitoring could be executed using technology such as an application, system and component monitoring tools, or even a manual process for certain tasks. Data is gathered based on the goals and objectives identified. At this point, the data is raw and no conclusions are drawn.
4. Process the data. - Now the data is processed in alignment with the CSFs (Critical Success Factors) and KPIs (Key Performance Indicators) 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 into an “apples to apples” comparison. Once we have rationalized the data, we can then begin analysis.
5. Analyze the data. - The data becomes information as it is analyzed to identify service gaps, trends, and the impact on the business. It is the analyzing step that is often overlooked or forgotten in the rush to present data to management.
6. Present the information. - The answer to “Did we get there?” is shaped and communicated in whatever way necessary to various stakeholders. The presentation should paint 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.
7. Implement corrective action. - The knowledge gained is used to optimize, improve, and correct services. Managers identify issues and present solutions. The corrective actions that need to be taken to improve the service are communicated and explained to the organization. Following this step, the organization establishes a new baseline and the cycle begins again

Continual Service Improvement model (CSI)

• what is the vision?
• where are we now?
• where do we want to be?
• how do we get there?
• did we get there?
• how do we keep going?

Key concepts

• CSI Register (continue service improvement)
• PDCA Cycle (Deming)
• RACI Model
• CSI model
• risk management
• measurement system & metrics

Measurement system & metrics

baselines

1. data points marking a defined state to be used for comparison
2. use in..: process improvement,change /reference activities,assessments (operationa metrics/KPIs(key performance indications), process maturity,strategic goals/objective)

Value of measurement (business)

1. validate -  is the strategy or vision viable?
2. direct - target and metrics to guide actions
3. justify - evidence, facts to defend/implement a course of action.
4. intervene - change,corrective actions.

Critical success factors (CSFs)

• influeced by customers, competitors, suppliers, regulators
• defined ny capabilities and resource; market oppurtunities
• basis for competition
• will change over time
• proven, key factors determined by industry leaders

Metrics types

1. service metrics - end to end service results, measured by component metrics
2. technology metrics - performance and availability of CIs
3. process metrics - performance of service management process, CSF,KPIs and activity metrics, quality-performance-value-compliance.

Plan-Do-Check-Act (PDCA) model
Plan
*scope,goals,objectives
*processes, roles, tools
*measurement techniques
*lifecycle interfaces
Do
* assign roles, responsibilities
* implement monitoring, metrics
* communicate, train
* integrate with lifecycle stages
check
*monitor, measure, review
*report, document
*assess, audit
*recommend improvement
Act
*implement improvements
*input decisions to PDCA
*assign next set of resources

Value to the business of Continual service improvement

• justified, gradual and continual improvements in service
• continuous alignment between IT Services and business requirments
• gradual cost-effective improvements (cost reductions,efficiencies)
• monitoring and reporting used to identify improvements
• no area is 'out of bounds' for improvement efforts