TWP BP For Stats Gather 12c 1967354

Continual Service Improvement
ITIL Foundations
http://www.jasondion.com
Typical ITIL Lifecycle Diagram
Se
n
rvi
sig
ce
De
Tra
i ce
Service
n
rv
si t
Strategy
Se
i on
Service Operation
ITIL Lifecycle With Feedback
Service
Operation
Service
Transition
Service
Design
Service
Strategy

• Occurs during all stages
• Most useful starting it during the

Service Operation stage
• Identifies processes and functions that

need to be
strengthened in
order to increase
efficiency
Efficiency is Key!
• Main effort in Continual Service
Improvement is increasing efficiency
• Are you tracking customer issues?
• What issues are occurring?
• Which processes are failing?
• Which service agreements are not

working?
Key Takeaways
• Captures relevant information to inform
appropriate fix actions
• Interprocess links are verified as

functional, effective, & efficient
• Occurs at all stages (& even on itself)
• Service Operations data is critical to

feed into the Continual Service
Improvement process (metrics, …)
Objectives of CSI
ITIL Foundations
Objectives of CSI
• Measure and identify the value created
by various initiatives
• Review management information and

trends to ensure services meet the
SLAs to achieve desired results
• Reviewing existing deliverables for

appropriateness
Objectives of CSI
• Review business trends, priorities, and
projections
• Perform customer satisfaction surveys
• Conduct maturity assessments against

current processes, functions, activities
and roles
Objectives of CSI
• Conduct internal and external service
reviews to find areas for improvement
• Conduct internal audits to verify

compliance with processes & activities
• Review existing deliverables

Principles of CSI
ITIL Foundations
Principles
• Deming Cycle
• Plan
• Do
• Check
• Act
• The Continual Service Improvement

(CSI) Register
Deming Cycle (Plan-Do-Check-Act)
• Plan
• Establish and define objectives and
processes to achieve desired output
• Do
• Implement the plan and processes to
collect appropriate data and metrics
• Check
• Study and assess the data
• Act
• Improve original plan with changes to
achieve desired goals
Deming Cycle (Plan-Do-Check-Act)
• Closed-loop feedback system
DO
AN
K
EC
PL
CH
t
T
e n
AC
p ro vem
e Im
i c
a l Serv
tin u
Co n
(CSI) Register
• Central repository that documents all
potential improvement opportunities
• All stakeholders can make entries, but

the register is owned by CSI manager
• CSI register is large (500+ items)
• Allows cross-synchronization of “good

ideas” to occur for maximum return on
investment
CSI Register Items
• Description
• Scale of proposal
• Small, medium or large
• Timeline
• Short, medium, or long
• Resources needed
• Estimated cost
• Originator and Sponsor
• Cross-references
• CSI items, RFCs, or project proposals
Continuous or Continual?
• Continuous is relentless and unceasing
• Becomes a way of life
• Continual means there are starts/stops
• Plan-Do-Check-Act implies continual

improvement with a beginning and end
CSI is a Way of Life
• CSI must become a way of life
• Cannot just do it for short durations
• May champion a major CSI initiative as

a project, but you cannot do CSI itself
that way!
CSI Process
ITIL Foundations
Purpose
• Define and manage the steps
necessary to identify, define, gather,
process, analyze, present, and
implement improvements
• Note:
CSI Process is the only process in the
CSI phase of the ITIL lifecycle
Functions
• Identify opportunities for improving
services, processes, tools, & activities
• Seek to reduce the cost of services
• Identify the required things to measure,

analyze, and report upon
• Review all service achievements

Functions
• Understand what to measure
• Understand why it is measured
• Define the objective

• What is a successful outcome?
7 Steps to Service Improvement
1. Define the vision/strategy
2. Define what is to be measured
3. Gather the relevant data
4. Process the data for analysis
• Data becomes information
5. Analyze the data for trends
• Information becomes knowledge
6. Leaders assess knowledge and
produce service improvement plans
7. Implement agreed-upon changes
Deming Cycle and the 7 Steps
Deming Step Activity
1 • Identify vision, strategy, goals
Plan
2 • Define what to measure
3 • Gather data
Do
4 • Process data
5 • Analyze data
Check
6 • Present/use information
Act 7 • Implement changes
An Approach to CSI
ITIL Foundations
An Approach to CSI
• Helpful to have a overview of the CSI
process and how to implement it
What is the Understand the business’ vision,
vision? goals, and objectives
Where are we Be honest about your organization,

now? people, processes, & technology
Where do we Create achievable steps to meet the

want to be? agreed-upon goals and time tables
How do we Develop a plan that is

get there? realistic and achievable
Verify process compliance, analyze
Did we get
there? the metrics, and create another
baseline
How do we Find the next project or initiative to
keep the
momentum? snowball your current momentum
Metrics and Measures
ITIL Foundations
Purpose
• To validate previous decisions
• Evidence that we’re doing things right
• To direct activities by setting targets

• Are we meeting the SLAs?
• To justify a course of action

• Provides evidence that it is the right path
• To course correct if errors occur

• What do we do when a threshold is
breached in Event Management?
Baselines in Measurement
• Create a snapshot of an area of the
Configuration Management System
• Create baselines before and after a

change is implemented to determine
change’s effect on operations
• Provides an accurate picture of the

services, processes, and other CIs
being measured
Metrics
• Measure that is captured and reported
on a given service, process, or activity
• Technology Metrics
• Component or application-based
• Server availability or app performance
• Process Metrics
• Captured using process workflow tools
• Service Metrics
• Measures end-to-end experience
Key Performance Indicator (KPI)
• Metric used to help manage an IT
service, process, or activity
• Quantitative
• Based on numbers
• Qualitative
• Subjective in nature
• KPIs are supported by metrics

Critical Success Factor (CSF)
• Thing that MUST happen for an IT
service, process, or activity to succeed
• CSFs are supported by related KPIs

Measuring Objectives
• Provide email services that are available
Objective during business hours
• MS Exchange server
CSF must be available from
0800-1700 daily
KPI • Server
uptime
Metric
Putting CSI Into Practice
ITIL Foundations
How To Put It Into Practice?
• Leadership buy-in is crucial to success
• Get better at fighting fires (operations)
• Get control over Change Management
• Improve Configuration Management
• Focus on managing services, not on

managing technology
What If You Are In Charge?
• What should be your first steps?
• Get some small wins and then build up

some momentum
• Partnerships with the “right” folks will

pay big dividends in the end
• Learn to influence others to achieve

your goals
Kotter’s 8 Steps to Change
1. Create a sense of urgency
2. Form a guiding coalition
3. Create a vision
4. Communicate the vision
5. Empower others to act on the vision
6. Plan for and create quick wins
7. Consolidate improvements and
produce more change
8. Institutionalize the change
Bottom Line…
• If you are to continually improvement
(CSI) then you need to build a culture
of change and improvement
• Look for efficiencies and quick wins
• Build your partnerships

Roles in CSI
ITIL Foundations
Roles in CSI
• ITIL doesn’t dictate how an
organization should be organized
• ITIL does recommends roles:

• Service Owner
• Process Owner
• Process Manager
Roles in CSI
• CSI Manager
• CSI Process Owner
• CSI Process Manager
• Reporting Analyst
Roles in CSI
IT Director or
IT Executive
Service Management Customers/Users
Steering Group
Director
CSI Manager Service Owner

Service Strategy
Roles
7-Step Improvement
Service Design
Process Owner
Roles
Service Transition 7-Step Improvement
Roles Process Manager
Service Operation
Reporting Analyst
Roles
Tools in CSI
ITIL Foundations
Tools in CSI
• All tools from other phases of the
lifecycle are useful in CSI
• CSI also helps determine the best tools

to use for each other phase
Useful Areas for Tools in CSI
• Event/Incident/Problem Management
• Systems and Network Management
• Service Requests
• Knowledge Management
• Performance Management
• IT Security Management
• Financial Management
Always Continually Evaluate Tools
• CSI always looks for places to improve
• Continually review tools status and

success to determine if new tools or
configurations are needed
• Tools are useful

• Data gathering
• Analysis
• Reporting
• Determining process efficiency and
effectiveness

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Continual Service Improvement

Continual Service Improvement

• Most useful starting it during the

• Identifies processes and functions that

• Are you tracking customer issues?

• What issues are occurring?

• Which processes are failing?

• Which service agreements are not

• Interprocess links are verified as

• Occurs at all stages (& even on itself)

• Service Operations data is critical to

• Review management information and

• Reviewing existing deliverables for

• Perform customer satisfaction surveys

• Conduct maturity assessments against

• Conduct internal audits to verify

• Review existing deliverables

• The Continual Service Improvement

• All stakeholders can make entries, but

• CSI register is large (500+ items)

• Allows cross-synchronization of “good

• Continual means there are starts/stops

• Plan-Do-Check-Act implies continual

• Cannot just do it for short durations

• May champion a major CSI initiative as

• Seek to reduce the cost of services

• Identify the required things to measure,

• Review all service achievements

• Understand why it is measured

• Define the objective

Where are we Be honest about your organization,

Where do we Create achievable steps to meet the

How do we Develop a plan that is

• To direct activities by setting targets

• To justify a course of action

• To course correct if errors occur

• Create baselines before and after a

• Provides an accurate picture of the

• KPIs are supported by metrics

• CSFs are supported by related KPIs

• Get better at fighting fires (operations)

• Get control over Change Management

• Improve Configuration Management

• Focus on managing services, not on

• Get some small wins and then build up

• Partnerships with the “right” folks will

• Learn to influence others to achieve

• Look for efficiencies and quick wins

• Build your partnerships

• ITIL does recommends roles:

• CSI Process Owner

• CSI Process Manager

CSI Manager Service Owner

Roles Process Manager

• CSI also helps determine the best tools

• Continually review tools status and

• Tools are useful

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