005_ITIL_V3_Service_Improvement.doc

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The ITIL Core consists of five publications. Each providesthe guidance necessary for an integrated approach, as

required by the ISO/IEC !!!! standard specification"

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service Improvement.

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>usiness drivers...........................................................................................................................4Technology drivers.......................................................................................................................4

..4 >enefits................................................................................................................... 9>usiness/custo+er benefits.........................................................................................................9#inancial benefits.........................................................................................................................9Innovation benefits.......................................................................................................................%IT organi:ation internal benefits...................................................................................................%

..9 Cost.........................................................................................................................!Continual i+prove+ent benefits +easure+ent...........................................................................!

..% Interfaces to other service lifecycle practices..........................................................*Service Strategy...........................................................................................................................Service 5esign.............................................................................................................................Service Transition........................................................................................................................Service Operation........................................................................................................................CSI throughout the lifecycle.........................................................................................................

Continual Service I+prove+ent principles........................................................4.* CSI and organi:ational change.............................................................................4. O$nership............................................................................................................ 4. 1ole definitions..................................................................................................... 9. E3ternal and internal drivers.................................................................................%

.0 Service Level anage+ent..................................................................................0!.2 The 5e+ing Cycle................................................................................................ 0.4 Service +easure+ent...........................................................................................0

.4.* >aselines.................................................................................................................0.4. ench+ar-s......................................................................................................... 2!

.%.* >ench+ar-ing as a lever.........................................................................................2!.%. >ench+ar-ing as a steering instru+ent..................................................................2!.%. >ench+ar-ing categories........................................................................................2*.%. >enefits................................................................................................................... 2*

.*! &overnance........................................................................................................2

.*!.* Enterprise governance.......................................................................................... 2.*!. Corporate governance...........................................................................................2.*!. IT governance..................................................................................................... ..2

.** #ra+e$or-s, +odels, standards and quality syste+s.........................................2.**.* #ra+e$or-s........................................................................................................ ..2.**. odels...................................................................................................................20.**. Standards..............................................................................................................20.**. Auality syste+s..................................................................................................... 227hich one of these should I choose8........................................................................... ...24

Continual Service I+prove+ent processes.......................................................2%.* The 4?Step I+prove+ent )rocess........................................................................2%

Step One B 5efine $hat you should +easure.............................................................................4!Step T$o B 5efine $hat you can +easure..................................................................................4*

Step Three B &athering the data.................................................................................................4Step #our B )rocessing the data.................................................................................................42Step #ive B (nalysing the data....................................................................................................9!Step Si3 B )resenting and using the infor+ation.........................................................................9Step Seven B I+ple+enting corrective action..............................................................................94

.*.* Integration $ith the rest of the lifecycle stages and service +anage+ent processes......................................................................................................................................... %*

onitoring and data collection throughout the service lifecycle...................................................%*1ole of other processes in +onitoring and data collection..........................................................%1ole of other processes in +easuring the data...........................................................................%

(nalysing the data throughout the service lifecycle.....................................................................%0



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1ole of other processes in analysing the data.............................................................................%0)resenting and using the infor+ation throughout the service lifecycle........................................%41ole of other processes in presenting and using the infor+ation................................................%41ole of other processes in i+ple+enting corrective action..........................................................%9

.*. etrics and +easure+ent.......................................................................................%%o$ +any CS#s and @)Is8......................................................................................................*!!Tension +etrics..........................................................................................................................*!

&oals and +etrics......................................................................................................................*!6sing organi:ational +etrics......................................................................................................*!

. Service reporting................................................................................................*!2..* 1eporting policy and rules.....................................................................................*!2

1ight content for the right audience...........................................................................................*!4

. Service +easure+ent.........................................................................................*!%..* Ob;ective............................................................................................................... *!%.. 5eveloping a Service easure+ent #ra+e$or-...................................................**!

Critical ele+ents of a Service easure+ent #ra+e$or-..........................................................***

.. 5ifferent levels of +easure+ent and reporting......................................................**Service scorecard......................................................................................................................**Service dashboard.....................................................................................................................**

.. 5efining $hat to +easure......................................................................................**0Service levels.............................................................................................................................**2

Custo+er satisfaction................................................................................................................**2>usiness i+pact.........................................................................................................................**4Supplier perfor+ance.................................................................................................................**4

..0 Setting targets.......................................................................................................**4..2 Service +anage+ent process +easure+ent........................................................**9..4 Creating a +easure+ent fra+e$or- grid..............................................................**..9 Interpreting and using +etrics............................................................................... **..% Interpreting +etrics............................................................................................ ...*

..*! 6sing +easure+ent and +etrics....................................................................................*..** Creating scorecards and reports ....................................................................................*2

Creating scorecards that align to strategies.............................................................................................*2Creating reports........................................................................................................................................*4

..* CSI policies......................................................................................................... **

. 1eturn on Invest+ent for CSI............................................................................. *

..* Creating a 1eturn on Invest+ent................................................................. .........*.. Establishing the >usiness Case............................................................................*4

E3pectations B 7hat's in it for +e8............................................................................................*%>usiness cases in a data?poor environ+ent..............................................................................*!

.. easuring benefits achieved.................................................................................**

.0 >usiness questions for CSI.................................................................................*7here are $e no$8 ...................................................................................................... *7hat do $e $ant8..........................................................................................................*7hat do $e need8......................................................................................................... *07hat can $e afford8...................................................................................................... *27hat $ill $e get8........................................................................................................... *27hat did $e get8.................................................................................................... ....... *4

.2 Service Level anage+ent................................................................................*9

.2.* &oal for SL.........................................................................................................*%.2. Service i+prove+ent plan.....................................................................................*%

0 Continual Service I+prove+ent +ethods and techniques..............................*0*0.* ethods and techniques....................................................................................*0*

0.*.* Effort and cost....................................................................................................... *0*0.*. I+ple+entation revie$ and evaluation..................................................................*0

0. (ssess+ents......................................................................................................*07hen to assess......................................................................................................................... *007hat to assess and ho$............................................................................................................*00

(dvantages and disadvantages of assess+ents.......................................................................*02



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ench+ar-ing....................................................................................................*20..* >ench+ar-ing procedure...................................................................................... *20.. >ench+ar-ing costs.............................................................................................. *20.. enefits................................................................................................................. *200..0 7ho is involved8................................................................................................... *200..2 7hat to bench+ar-8.............................................................................................*220..4 Co+parison $ith industry nor+s...........................................................................*29

)rocess +aturity co+parison.....................................................................................................*2%Total cost of o$nership..............................................................................................................*2%

0..9 >ench+ar- approach............................................................................................*4!

0. easuring and reporting fra+e$or-s.................................................................*40..* >alanced Scorecard..............................................................................................*4

Cascading the >alanced Scorecard...........................................................................................*4The >alanced Scorecard and +easure+ent?based +anage+ent............................................*44

0.. S7OT analysis..................................................................................................... *44)urpose...................................................................................................................................... *49o$ to use................................................................................................................................. *49

Scope/reach and range..............................................................................................................*49Co++on pitfalls of a S7OT analysis........................................................................................*9!

0.0 The 5e+ing Cycle..............................................................................................*9*0.0.* 5e+ing Cycle used for i+proving services and service +anage+ent processes.*9

0.2 CSI and other service +anage+ent processes..................................................*90.2.* (vailability anage+ent.......................................................................................*9

Co+ponent #ailure I+pact (nalysis .........................................................................................*9#ault Tree (nalysis ................................................................................................................... *90Service #ailure (nalysis ............................................................................................................*90Technical Observation ..............................................................................................................*90E3panded incident lifecycle........................................................................................................*92

0.2. Capacity anage+ent......................................................................................... .*99>usiness Capacity anage+ent ..............................................................................................*99Service Capacity anage+ent..................................................................................................*9%

Co+ponent Capacity anage+ent...........................................................................................*9%7or-load anage+ent and 5e+and anage+ent..................................................................*%Iterative activities of Capacity anage+ent..............................................................................*%

0.2. IT Service Continuity anage+ent.................................................................... ...*%2>usiness Continuity anage+ent, ITSC and CSI..................................................................*%21is- anage+ent......................................................................................................................*%4>usiness perspective on 1is- anage+ent..............................................................................*%9

0.2. )roble+ anage+ent........................................................................................... !!0.2.0 Change, 1elease and 5eploy+ent anage+ent..................................................!*

)ost?I+ple+entation 1evie$.....................................................................................................!*

0.2.2 @no$ledge anage+ent.......................................................................................!*@no$ledge anage+ent concepts............................................................................................!

0.4 Su++ary............................................................................................................!

2 Organi:ing for Continual Service I+prove+ent...............................................!0

2.* 1oles and responsibilities that support CSI........................................................!02.*.* CSI activities and s-ills required ...........................................................................!0

5efine $hat you should +easure...............................................................................................!05efine $hat you can +easure...................................................................................................!2&athering the data.....................................................................................................................!2)rocessing the data...................................................................................................................!4

(nalysing the data.....................................................................................................................!4)resenting and using the infor+ation........................................................................................!9I+ple+enting corrective action..................................................................................................!9

2.*. Service anager................................................................................................... !%

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@ey responsibilities....................................................................................................................!%@ey s-ills and co+petencies......................................................................................................*!

2.*. CSI anager.........................................................................................................*!@ey responsibilities....................................................................................................................*!

2.*. Service O$ner.......................................................................................................**@ey responsibilities....................................................................................................................**

2.*.0 )rocess O$ner......................................................................................................*

2.*.2 Service @no$ledge anage+ent..........................................................................*02.*.4 1eporting analyst.............................................................................................. ....*0

@ey responsibilities....................................................................................................................*0@ey s-ills and co+petencies......................................................................................................*2

2. The authority +atri3............................................................................................ *42..* )rocess flo$s and 1(CI........................................................................................*9

2. Su++ary............................................................................................................

4 Technology considerations..............................................................................4.* Tools to support CSI activities............................................................................ 0

4.*.* IT service +anage+ent suites.......................................................................... ....04.*. Syste+s and net$or- +anage+ent......................................................................94.*. Event +anage+ent............................................................................................... 94.*. (uto+ated incident/proble+ resolution.................................................................9

4.*.0 @no$ledge anage+ent.......................................................................................%4.*.2 Service 1equest and fulfil+ent DService Catalogue and $or-flo$.......................%4.*.4 )erfor+ance +anage+ent....................................................................................%4.*.9 (pplication and service perfor+ance +onitoring...................................................!4.*.% Statistical analysis tools.................................................................................. ......*4.*.*! Soft$are version control/soft$are Configuration anage+ent...........................*4.*.** Soft$are test +anage+ent................................................................................. *4.*.* Security anage+ent ........................................................................................ *4.*.* )ro;ect and portfolio +anage+ent ..................................................................... *4.*.* #inancial anage+ent........................................................................................4.*.*0 >usiness intelligence/reporting............................................................................

4. Su++ary............................................................................................................9.* Critical considerations for i+ple+enting CSI......................................................2

9. 7here do I start8................................................................................................29..* 7here do I start B service approach.................................................................. ...29.. 7here do I start B lifecycle approach....................................................................49.. 7here do I start B functional group approach.......................................................4

9. &overnance........................................................................................................99..* ITS progra++e initiative............................................................................. .......99.. >usiness drivers....................................................................................................99.. )rocess changes................................................................................................... %

9. CSI and organi:ational change...........................................................................%9..* Creating a sense of urgency............................................................................. ....!9.. #or+ing a guiding coalition............................................................................... ....*9.. Creating a vision................................................................................................... *9.. Co++unicating the vision.....................................................................................

9..0 E+po$ering others to act on the vision.................................................................9..2 )lanning for and creating short?ter+ $ins.............................................................9..4 Consolidating i+prove+ents and producing +ore change....................................9..9 Institutionali:ing the change..................................................................................9..% Organi:ation culture..............................................................................................

@ey concept...............................................................................................................................0

9.0 Co++unication strategy and plan......................................................................49.0.* 5efining a co++unication plan........................................................................... ..9

Co++unication transfor+ation .................................................................................................%



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9.2 Su++ary............................................................................................................0*

% Challenges, critical success factors and ris-s.................................................0%.* Challenges.........................................................................................................0%. Critical success factors.......................................................................................0%. 1is-s..................................................................................................................0%. Su++ary............................................................................................................0

(fter$ord.............................................................................................................00(ppendi3 (" Co+ple+entary guidance..............................................................02

(* Innovation, correction and i+prove+ent............................................................. 02( >est practices that support CSI...........................................................................04

ISO/IEC !!!! .............................................................................................................. 04Service Level anage+ent............................................................................................04Service reporting............................................................................................................ 09>usiness 1elationship anage+ent.............................................................................. 09CO>ITF......................................................................................................................... 09CO>IT defines processes to support CSI......................................................................0%Si3 Sig+a....................................................................................................................... 0%CI............................................................................................................................. 2!CI >enefits................................................................................................................2!)ro;ect +anage+ent......................................................................................................2*&antt chart................................................................................................................ ..... 2*1u++ler?>rache S$i+ Lane......................................................................................... 2


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Forewor

O!C"s #orewor

Since its creation, ITILhas gro$n to beco+e the +ost $idely accepted approachto IT Service anage+entin the $orld. o$ever, along $ith this success co+esthe responsibility to ensure that the guidance -eeps pace $ith a changing globalbusiness environ+ent. Service +anage+ent require+ents are inevitably shapedby the develop+entof technology, revised business +odels and increasingcusto+ere3pectations. Our latest version of ITIL has been created in responseto these develop+ents.

This publication is one of the five core publications describing the IT service+anage+ent practices that +a-e up ITIL. They are the result of a t$o?yearpro;ectto revie$ and update the guidance. The nu+ber of service +anage+ent

professionals around the $orld $ho have helped to develop the content of thesepublications is i+pressive. Their e3perience and -no$ledge have contributed tothe content to bring you a consistent set of high?quality guidance. This issupported by the ongoing develop+ent of a co+prehensive qualificationssche+e, along $ith accreditedtraining and consultancy.

7hether you are part of a global co+pany, a govern+ent depart+ent or a s+allbusiness, ITIL gives you access to $orld?class service +anage+ent e3pertise.Essentially, it puts IT services $here they belong B at the heart of successfulbusiness operations.

)eter #anning

(cting Chief E3ecutive

Office of &overn+ent Co++erce

C$ie# %rc$itect"s #orewor

ITIL service +anage+ent practices are based on a solid fra+e$or- of concepts,processes, functions and activities that e3ert positive outco+es on businessvalue. One of the constant features of these practices is the ob;ectiveto i+provein +aturityand therefore service e3cellence in every possible $ay.

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Go +atter $hat $e do in our daily lives, $e are constantly assessing ho$ $e cani+prove the quality and +eaningfulness in all $e achieve. 7e loo- toe3periences of our peers to learn and +easure ho$ $e perfor+ in that conte3t.

Continual Service I+prove+entsurrounds the ITIL service lifecycleby e3erting

influence in every aspect of service +anage+ent to i+prove our perfor+ance,capabilityand business value as service providers.

The +ost i+portant aspect of understanding ho$ to i+prove is in -no$ing $hatto +easure and ho$ those +easures can be assessed, analysed and used as abasis for i+prove+ents.

This publication for+s part of an overall lifecycle of service +anage+entpractices and guides the reader in understanding service+easure+ent, ho$ toassess the overall service +anage+ent health and +aturity, and then $hat to doto +a-e it better.

The guidance in Continual Service Improvementis based around the vie$ ofi+prove+ent fro+ the business perspectiveof service quality.

(s service providers, $hat $e thin- of our service quality is i+portant, but $hatour business custo+ers thin- is para+ount to our survival.

Service providers $ho are serious about paying +ore than lip service to servicei+prove+ent need to o$n and use the practices in this publication.

Sharon Taylor

Chief (rchitect, ITIL Service anage+ent )ractices

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&re#ace

The ethos behind the develop+ent of ITILis the recognition that organi:ationsare increasingly dependent upon IT to satisfy their corporate ai+s and +eet their

business needs. This gro$ing dependency leads to gro$ing needs for quality ITservices B quality that is +atched to business needs and userrequire+ents asthey e+erge.

This is true no +atter $hat type or si:e of organi:ation, be it nationalgovern+ent, a +ultinational conglo+erate, a decentrali:ed office $ith either alocal or centrali:ed IT provision, an outsourced service provider or a single officeenviron+ent $ith one person providing IT support. In each case there is therequire+ent to provide an econo+ical service that is reliable, consistent and fitfor purpose.

IT service +anage+ent DITS is concerned $ith delivering and supporting ITservices that are appropriate to the business require+ents of the organi:ation.ITIL provides a co+prehensive, consistent and coherent set of best practices forIT service +anage+ent processes, pro+oting a quality approach to achievingbusiness effectivenessand efficiencyin the use of infor+ation syste+s. ITILservice +anage+ent processes are intended to be i+ple+ented so that theyunderpin but do not dictate the business processes of an organi:ation. IT serviceproviders $ill be striving to i+prove the quality of the service, but at the sa+eti+e they $ill be trying to reduce the costs or, at a +ini+u+, +aintain costs atthe current level.

The best?practice processes pro+oted in this publication both support and aresupported by the ISO Standardfor IT Service anage+ent DISO/IEC !!!! andthe ISO quality standard ISO %!!!.

This is a volu+e of principles, practices and +ethods that can be collectivelyapplied to$ards an approach to continual service i+prove+ent, both in industryand govern+ent. The guidance in this publication has been $ritten for +anagersand practitioners at all levels, $hether they be senior e3ecutives providingleadership and direction through ob;ectives, policies and strategies orconsultants, e3perts and practitioners $ho carry out progra++es andoperationsthat $ill ulti+ately reali:e the ob;ectives. This publication is about effective

continual service i+prove+ents. It is to be noted that the i+prove+ents $illrange in scopeand scale. 5epending on the nature of their business, readers+ay be interested in one or +ore of the above perspectives, either in sequenceor co+bination.

The conte3t of this publication is set by the ITILF $hich today is the +ost popularfra+e$or- $orld$ide a+ong organi:ations see-ing to develop and i+prove theircapabilities in IT service +anage+ent.

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The drafts of this publication have been revie$ed by consultants, e3perts,practitioners and business +anagers $ith tough criteria for $hat can beconsidered best practice. This includes custo+ers and providers of IT servicesfacing so+e difficult proble+s that they hope $ould be easier to solve $ith righttype of -no$ledge. ( guiding principle has been that +anage+ent decisions,

practices and +ethods should be based on hard evidence rather than untestedopinions, popular notions and insufficient infor+ation. In other $ords, thispublication provides evidence?based service +anage+ent that can be useful andrelevant for creating and delivering value to their custo+ers in the for+ ofservices. 7ithout being either too prescriptive or too generic, this publicationai+s to stri-e a balance by providing robust principles, practices and +ethodsthat can be applied under varying organi:ational conte3ts and businessscenarios.

CSI is, as its na+e i+plies, an ongoing activity$oven into the fabric of anorgani:ation as opposed to a reactive response to a specific situation or a

te+porary crisis. These quic-?fi3 initiatives are heralded $ith la+ents of"

JOh +y, the net$or- -eeps going do$n, then up, then do$n again. 7e

need an instant stability progra++e.' JThe servers ;ust ble$ upK 7e need to start +anaging availability... this

+inuteK' JSadly, because the net$or- -eeps going up and do$n and the servers

are blo$ing up, IT staff +orale is in the toilet. 7e need a quic- turnaroundtea+?building progra++e.'

This approach is far too co++on in today's organi:ations and has little to do $ith

the discipline of CSI. I+ple+enting CSI $ill force +a;or change for +anyorgani:ations. This changeinitiative as $ell as the full breadth of servicei+prove+ent is the focus of this publication.

Continual versus continuous

The 7i-ipedia Online 5ictionary differentiates bet$een the t$o ter+s.

JContinuous' is the stronger $ord, and denotes that the continuity or union

of parts is absolute and uninterrupted as, a continuous sheet of ice acontinuous flo$ of $ater.

JContinual', in +ost cases, +ar-s a close and unbro-en succession ofthings, rather than absolute continuity. Thus $e spea- of continualsho$ers, i+plying a repetition $ith occasional interruptions.

ence the decision to use the $ord Jcontinual' for the title of this publication as$ell as throughout this publication has been +ade. (n IT organi:ation$ill not beJcontinuously' i+proving itself sea+lessly, but rather it $ill be cyclical in nature"

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there $ill be a period of stability follo$ed by +ore i+prove+ents, then a ne$level of stability follo$ed by +ore i+prove+ents and so on.

Contact in#ormation

#ull details of the range of +aterial published under the ITIL banner can be foundat $$$.best?+anage+ent?practice.co+/itil

If you $ould li-e to infor+ us of any changes that +ay be required to thispublication please log the+ at $$$.best?+anage+ent?practice.co+/changelog

#or further infor+ation on qualifications and training accreditation, please visit$$$.itil?officialsite.co+. (lternatively, please contact"

()& Service 5es-S$ord ouse

Totteridge 1oadigh 7yco+be>uc-ingha+shire)* 25&

Tel" D! *% 00!

E+ail" servicedes-Map+group.co.u-

http://www.best-management-practice.com/itilhttp://www.best-management-practice.com/itil


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%c'nowlegements

C$ie# %rc$itect an aut$ors

Sharon Taylor D(spect &roup Inc Chief (rchitect

&ary Case D)in- Elephant (uthor

&eorge Spalding D)in- Elephant (uthor

ITIL aut$oring team

The ITILauthoring tea+ contributed to this guide through co++enting on content

and align+ent across the set. So than-s are also due to the other ITIL authors,specifically =eroen >ron-horst D), 5avid Cannon D), (shley anna D),a;id Iqbal DCarnegie ellon 6niversity, Shirley Lacy DConnectSphere, ill Irvine, Shane =ohnson, &len Got+an,#rances )rice, =ac- )robst and arianna 1uocco of )in- Elephant 1ic- =oslinof elp 5es- Institute and >ill )o$ell of I>.

In order to develop ITIL v to reflect current best practiceand producepublications of lasting value, O&C consulted $idely $ith different sta-eholdersthroughout the $orld at every stage in the process.O&C $ould also li-e to than-the follo$ing individuals and their organi:ations for their contributions torefreshing the ITIL guidance"

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T$e ITIL %visory !roup

)ippa >ass, O&C Tony >etts, Independent Signe?arie ernes >;er-e, 5etGors-e ritish Co+puter Society?ISE>Tony =en-ins, 5O(IGetc )hil ontanaro, E5S (lan Gance, IT)reneursChristian Gissen, Itilligence 5on )age, arval &roup >ill )o$ell, I> Sergio1ubinato #ilho, C( =a+es Si+inos-i, SOScorp 1obert E. Stroud, C( =an van>on, Infor+?IT @en 7endle, ) )aul 7il-inson, &etronics )in-1occadeTa-ashi agi, itachi.

*eviewers

(lastair (llanach, Gorthallan 1oger (ppleby, 1evenue P Custo+s >en de >ac--er,

(tos Origin GL (nurag >ahal, Infosys =anet >ishop #rancisco >oerr Si+on =.= >os,>os P Cohen Strategy (dvisors Lee Cross, Co+putacenter Services (le;andro5ebenedet, >usiness IT =ohn 5onoghue, ) (r;en 5roog, its+f i-e Ellis, inistry ofSocial 5evelop+ent, Ge$ Qealand artin Erb 5aniel Ernst, I> (r+ando Estanol,6lsa =oseph #orte, #orte Services Conseils Inc Stefan &abriel, Independent 7illia+&iotto, ) Tho+as &ra+strup, )ro+ente- ()S ahaboob Chandanapara+bilabeeb, Satya+ (shley anna, ) >rian elstro+, I> (ndreas off+ann, usiness (listair ogg ichael olderness, ICore Ltd @evin olland, GS Connectingfor ealth (lison olling$orth, Ge3or &ary ol+es, ITS Solutions Ltd Louunnebec-, CCG Inc =ung+ee $ang, Sa+sung >ill Irvine, Co+cast =ohn =asins-i,

(ccenture 1uud 5e =ong, bbned =uan =uill, 6C ospitals in =ung @i+, Sa+sungGic- @rachun, otorola (lbert Lau Ts: ing, I> Ca+eron La$, State Street )aul

Leenards, &etronics )in-1occade artin Le$is, 6nisys 7est Colin Lovell, ) (ntonioLui:, Co+ar &oran Lundqvist, L5C, Lunds 6niversity Ian acdonald, >arclays >an-Ian acLeod, ) Su+itha >hargavi ahalinga+, Infosys Steven c1eynolds,icrosoft Canada Gic- etropoulos, I> @aran ishra, 5eloitte Consulting LL) Chrisorgan, 5L )atric- usto, ST> @aren Gavoy, I> >o Gielsen, Learnit )eter Ober,) (ndy )ac-ha+, dsai plc =ain )an-a;, Infosys (le;andro )estchan-er, icrosoft #rances Scarff, O&C El-a Schri;ver, CanadianGatural 1esources Ltd Leo van Sel+, )ro1ail (rivarasu Selvara;, 7ipro TechnologiesLtd Sadao Shiota, ) =ohn Sibley, ) )eter Si+onsen, icrosoft ) Suen, Theong @ong =oc-ey Club =a+es Sutherland, I> 7ilbert Teunissen, Sogeti Gederland>. #ran- Qiel-e, Inforora &+g



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+ Introuction

+.+ Overview

Continual Service I+prove+entDCSI is not a ne$ concept. Organi:ations havetal-ed about it for +any years but for +ost the concept has not +oved beyondthe discussion stage. #or +any organi:ations, CSI beco+es a pro;ect$henso+ething has failed and severely i+pacted the business.7hen the issue isresolved the concept is pro+ptly forgotten until the ne3t +a;or failureoccurs.

Once an organi:ationhas gone through the processof identifying $hat itsservices are, as $ell as developing and i+ple+enting the IT service+anage+entDITS processes to enable those services, +any believe that thehard $or- is done. o$ $rong they areK The real $or- is only ;ust beginning.o$ do organi:ations gain adoption of using the ne$ processes8 o$ do

organi:ations +easure, report and use the data to i+prove not only the ne$processes but to continually i+prove the services being provided8 This requiresa conscious decision that CSI $ill be adopted $ith clearly defined goals,docu+ented procedures, inputs, outputs and identified roles and responsibilities.To be successful CSI +ust be e+bedded $ithin each organi:ation's culture.

( distinction +ust be +ade upfront regarding tools. Throughout this publicationthe $ord Jtool' applies to soft$are tools such as integrated service +anage+enttools, +onitoringtools, discovery tools, soft$are repository and distribution toolsand the li-e. 7hen the authors tal- about $ays of doing things this $ill bereferred to as J+ethods and techniques', although these could be auto+ated as

$ell.

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+., Conte-t

+.,.+ Service management

JInfor+ation technology' is a co++only used ter+ that changes +eaning $ithconte3t. #ro+ the first perspective, IT syste+s, applications and infrastructureare co+ponents or sub?asse+blies of a larger product. They enable or aree+bedded in processes and services.

#ro+ the second perspective, IT is an organi:ation$ith its o$n set of capabilitiesand resources. IT organi:ations can be of various types such as businessfunctions, shared services units and enterprise?level core units.

#ro+ the third perspective, IT is a categoryof services utili:ed by business. Theyare typically IT applications and infrastructure that are pac-aged and offered as

services by internal IT organi:ations or e3ternal service providers. IT costs aretreated as business e3penses.

#ro+ the fourth perspective, IT is a category of business assets that provide astrea+ of benefits for their o$ners, including but not li+ited to revenue, inco+eand profit. IT costs are treated as invest+ents.

+.,., !oo practice in t$e pu)lic omain

Organi:ations operate in dyna+ic environ+ents $ith the need to learn andadapt. There is a need to i+prove perfor+ance$hile +anaging trade?offs. 6nder

si+ilar pressure, custo+ers see- advantage fro+ service providers. They pursuesourcing strategies that best serve their o$n businessinterest. In +anycountries, govern+ent agencies and non?profit organi:ations have a si+ilarpropensity to outsource for the sa-e of operational effectiveness. This putsadditional pressure on service providers to +aintain a co+petitive advantage$ith respect to the alternatives that custo+ers +ay have. The increase inoutsourcinghas particularly e3posed internal service providers to unusualco+petition.

To cope $ith the pressure, organi:ations bench+ar-the+selves against peersand see- to close gaps in capabilities. One $ay to the close such gaps is the

adoption of good practices in $ide industry use. There are several sources forgood practices including public fra+e$or-s, standards and the proprietary-no$ledge of organi:ations and individuals D#igure *.*.

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Figure +.+ Sourcing o# service management practice

)ublic fra+e$or-s and standards are attractive $hen co+pared $ith proprietary-no$ledge"

)roprietary -no$ledge is deeply e+bedded in organi:ations and therefore

difficult to adopt, replicate, or transfer even $ith the cooperation of theo$ners. Such -no$ledge is often in the for+ of tacit -no$ledge $hich isine3tricable and poorly docu+ented.

)roprietary -no$ledge is custo+i:ed for the local conte3t and specific

business needs to the point of being idiosyncratic. 6nless the recipients ofsuch -no$ledge have +atching circu+stances, the -no$ledge +ay not beas effective in use.

O$ners of proprietary -no$ledge e3pect to be re$arded for their long?ter+ invest+ents. They +ay +a-e such -no$ledge available only underco++ercial ter+s through purchases and licensing agree+ents.

)ublicly available fra+e$or-s and standards such as ITIL, CO>IT, CI,eSC?S), )1IGCE, ISO %!!!, ISO/IEC !!!! and ISO/IEC 4!!*arevalidated across a diverse set of environ+ents and situations rather thanthe li+ited e3perience of a single organi:ation. They are sub;ect to broadrevie$ across +ultiple organi:ations and disciplines. They are vetted by

diverse sets of partners, suppliers and co+petitors. The -no$ledge of public fra+e$or-s is +ore li-ely to be $idely distributed

a+ong a large co++unity of professionals through publicly availabletraining and certification. It is easier for organi:ations to acquire such-no$ledge through the labour +ar-et.

Ignoring public fra+e$or-s and standards can needlessly place an organi:ationat a disadvantage. Organi:ations should cultivate their o$n proprietary

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-no$ledge on top of a body of -no$ledge based on public fra+e$or-s andstandards. Collaboration and coordination across organi:ations are easier on thebasis of shared practices and standards.

+.,.3 ITIL an goo practice in service management

The conte3t of this publication is the ITIL fra+e$or- as a source of good practicein service +anage+ent. ITIL is used by organi:ations $orld$ide to establish andi+prove capabilities in service +anage+ent. ISO/IEC !!!!provides a for+aland universal standard for organi:ations see-ing to have their service+anage+ent capabilities audited and certified. 7hile ISO/IEC !!!! is astandard to be achieved and +aintained, ITIL offers a body of -no$ledge usefulfor achieving the standard.

ITIL has the follo$ing co+ponents"

The ITIL CoreB >est practiceguidance applicable to all types oforgani:ations $ho provide services to a business.

The ITIL Complementary !uianceB ( co+ple+entary set of

publications $ith guidance specific to industry sectors, organi:ation types,operating +odels and technology architectures.

The ITIL Core consists of five publications D#ig *.. Each provides the guidancenecessary for an integrated approach as required by the ISO/IEC !!!!standard specification"

Service Strategy

Service 5esign Service Transition

Service Operation

Continual Service I+prove+ent

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Figure +., ITIL Core

Each publication addresses capabilities having direct i+pacton a service

provider's perfor+ance. The structure of the core is in the for+ of a lifecycle. It isiterative and +ultidi+ensional. It ensures organi:ations are set up to leveragecapabilities in one area for learning and i+prove+ents in others. The ITIL Core ise3pected to provide structure, stability and strength to service +anage+entcapabilities $ith durable principles, +ethods and tools. This serves to protectinvest+ents and provide the necessary basis for +easure+ent, learning andi+prove+ent.

The guidance in ITILcan be adapted for use in various business environ+entsand organi:ational strategies. The ITIL Co+ple+entary &uidance providesfle3ibility to i+ple+ent the Core in a diverse range of environ+ents. )ractitioners

can select Co+ple+entary &uidance as needed to provide traction for the Corein a given businessconte3t, +uch li-e tyres are selected based on the type ofauto+obile, purpose and road conditions. This is to increase the durability andportability of -no$ledge assets and to protect invest+ents in service+anage+ent capabilities.

Service Strategy

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The Service Strategyvolu+e provides guidance on ho$ to design, develop andi+ple+ent service +anage+ent not only as an organi:ational capabilitybut as astrategicasset. &uidance is provided on the principles underpinning the practiceof service +anage+ent $hich are useful for developing service +anage+entpolicies, guidelines and processes across the ITIL service lifecycle. Service

Strategy guidance is useful in the conte3t of Service 5esign, Service Transition,Service Operationand Continual Service I+prove+ent.Topics covered inService Strategyinclude the develop+ent of +ar-ets, internal and e3ternal,service assets, service catalogueand i+ple+entation of strategythrough theservice lifecycle. #inancial anage+ent, service portfolio +anage+ent,organi:ational develop+ent and strategic ris-s are a+ong other +a;or topics.

Organi:ations use the guidance to set ob;ectives and e3pectations ofperfor+ance to$ards serving custo+ers and +ar-et spaces, and to identify,select and prioriti:e opportunities. Service Strategy is about ensuring thatorgani:ations are in position to handle the costs and ris-s associated $ith their

service portfolios, and are set up not ;ust for operational effectivenessbut fordistinctive perfor+ance. 5ecisions +ade $ith respect to Service Strategy havefar?reaching consequences including those $ith delayed effect.

Organi:ations already practising ITIL use this volu+e to guide a strategic revie$of their ITIL?based service +anage+ent capabilities and to i+prove thealign+ent bet$een those capabilities and their business strategies. This volu+eof ITIL encourages readers to stop and thin- about $hy so+ething is to be donebefore thin-ing of ho$. (ns$ers to the first type of questions are closer to thecusto+er's business. Service Strategy e3pands the scopeof the ITIL fra+e$or-beyond the traditional audience of IT service +anage+entprofessionals.

Service Design

The Service 5esignvolu+e provides guidance for the designand develop+entof services and service +anage+ent processes. It covers design principles and+ethods for converting strategic ob;ectives into portfolios of services and serviceassets. The scope of Service 5esign is not li+ited to ne$ services. It includes thechanges and i+prove+ents necessary to increase or +aintain value tocusto+ers over the lifecycle of services, the continuity of services, achieve+entof service levels and confor+ance to standards and regulations. It guidesorgani:ations on ho$ to develop design capabilities for service +anage+ent.

Service Transition

The Service Transitionvolu+e provides guidance for the develop+ent andi+prove+ent of capabilities for transitioning ne$ and changed services intooperations. This publication provides guidance on ho$ the require+ents ofService Strategy encoded in Service 5esign are effectively reali:ed in ServiceOperation $hile controlling the ris-s of failureand disruption. The publicationco+bines practices in release +anage+ent, progra++e +anage+ent and ris-

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+anage+entand places the+ in the practical conte3t of service +anage+ent. Itprovides guidance on +anaging the co+ple3ity related to changes to servicesand service +anage+ent processes preventing undesired consequences $hileallo$ing for innovation. &uidance is provided on transferring the control ofservices bet$een custo+ers and service providers.

Service Operation

The volu+e e+bodies practices in the +anage+ent of Service Operation. Itincludes guidance on achieving effectivenessand efficiencyin the delivery andsupport of services so as to ensure value for the custo+erand the serviceprovider. Strategicob;ectives are ulti+ately reali:ed through Service Operation,therefore +a-ing it a critical capability. &uidance is provided on ho$ to +aintainstability in Service Operation, allo$ing for changes in design, scale, scope andservice levels. Organi:ations are provided $ith detailed processguidelines,+ethods and tools for use in t$o +a;or control perspectives" reactive and

proactive. anagers and practitioners are provided $ith -no$ledge allo$ingthe+ to +a-e better decisions in areas such as +anaging the availabilityofservices, controlling de+and, opti+i:ing capacityutili:ation, scheduling ofoperations and fi3ing proble+s. &uidance is provided on supporting operationsthrough ne$ +odels and architectures such as shared services, utilityco+puting,$eb services and +obile co++erce.

Continual Service Improvement

This volu+e provides instru+ental guidance in creating and +aintaining value forcusto+ers through better design, introduction and operation of services. Itco+bines principles, practices and +ethods fro+ quality +anage+ent, Changeanage+entand capabilityi+prove+ent. Organi:ations learn to reali:eincre+ental and large?scale i+prove+ents in service quality, operationalefficiency and business continuity. &uidance is provided for lin-ing i+prove+entefforts and outco+es $ith service strategy, design and transition. ( closed?loopfeedbac- syste+, based on the )lanB5oBChec-B(ctD)5C( +odel specified inISO/IEC !!!!, is established and capable of receiving inputs for changefro+any planningperspective.

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+.3 &urpose

+.3.+ !oal o# t$is pu)lication

This publication ai+s to provide practical guidance in evaluating and i+provingthe qualityof services, overall +aturityof the ITS service lifecycle and itsunderlying processes, at three levels $ithin the organi:ation"

The overall health of ITS as a discipline

The continual align+ent of the portfolio of IT services $ith the current and

future business needs The +aturity of the enabling IT processes required to support business

processes in a continual service lifecycle +odel.

+.3., Scope o# t$is pu)lication

This publication focuses on CSI fro+ both an IT serviceand an ITS processperspective as part of an ongoing service +anage+ent lifecycle. This publicationalso features the -ey inputs, outputs, activities and roles that are critical tosuccessful CSI. It is one of a series of five core publications published by theOffice of &overn+ent Co++erceDO&C as part of the ITIL)ractices for Serviceanage+ent. (lthough this publication can be applied in isolation, it isreco++ended that it be used in con;unction $ith the other four publications.

This volu+e covers the follo$ing +a;or activities"

Introduce the concepts of CSI at a high level 5efine the value of CSI

5escribe co++on +ethods and techniques for CSI

5efine ho$ to use the co++on +ethods and techniques for servicei+prove+ent.

+.3.3 Target auience

7hile this publication is relevant to any IT professional involved in the+anage+ent of services throughout their lifecycle, it is particularly relevant toanyone $ho $ants to revie$ the current ITS practices $ithin an organi:ation toidentify, understand and +easure their strengths and $ea-nesses. 1oles suchas process o$ner, process +anagers, service +anagers, service o$ners,businessliaison +anagers, IT +anagers and anyone accountable andresponsible for the delivery of IT services to the business$ill find it particularlypertinent.

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There are several $ays of delivering IT services to the business, such as in?house, outsourced and partnershipDco?sourced. Even though this publication is$ritten +ainly fro+ an in?house service provider perspective it is also relevant toall other +ethods of service provision. Those involved in outsourced serviceprovision or $or-ing in partnerships $ill find that this publication is applicable to

the+ as $ell. In so+e $ays, the outsourced or co?sourced services require anincreased focus on process integration bet$een the clientorgani:ation andservice provider. >usiness +anagers as $ell as IT +anagers $ill find thispublication helpful in understanding and establishing best practices for CSI.

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+. /sage

7hether an organi:ationis loo-ing for incre+ental i+prove+ents or a +a;oroverhaul, CSI activities should be $oven into the fabric of the everyday life of IT

services. CSI is not an e+ergency pro;ect-ic-ed off $hen so+eone in authorityyells that the service stin-s, but rather, it is an ongoing $ay of life continuallyrevie$ing, analysing and i+proving not only service +anage+ent processes butthe services the+selves.

7hile analysing $ays to i+prove services other opportunities the reader $illlearn techniques to i+prove their lifecyclepractices of Service Strategy, Service5esignand Service Transitionas $ell as the day?to?day Service Operation +oreco++only associated $ith service i+prove+ent. The ITIL )ractices for Serviceanage+ent five core publications represent the entire service lifecycle andhave intricate interrelationships. #or e3a+ple, if a Service 5esign is less than

opti+al, it +a-es it harder to transition that service into production and results inservice issues in the Service Operation part of the lifecycle. These intricaciesneed to be addressed as part of CSI.

7ith CSI, it is i+portant to re+e+ber the currently agreed service levels andperception custo+ers have of the current services. CSI cannot be IT centric. >estpracticeis to be business oriented and custo+ercentric $hile at the sa+e ti+estaying $ithin the li+its of the feasible.

There are +any +ethods and techniques that can be used to i+prove service+anage+ent processes and services in general. 5on't rely upon only one but

e3plore a nu+ber of the+ in an effort to provide the +ost effective and efficientresults.

CSI needs to be treated ;ust li-e any other service practice.There needs to beupfront planning, training and a$areness, ongoing scheduling, roles created,o$nership assigned and activities identified in order to be successful.

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, Service management as a practice

,.+ 0$at is service management1

Service +anage+entis a set of speciali:ed organi:ational capabilities forproviding value to custo+ers in the for+ of services. The capabilities ta-e thefor+ of functions and processes for +anaging services over a lifecycle, $ithspeciali:ations in strategy, design, transition, operationand continuali+prove+ent. The capabilities represent a service organi:ation's capacity,co+petency and confidence for action. The act of transfor+ing resources intovaluable services is at the core of service +anage+ent. 7ithout thesecapabilities, a service organi:ation is +erely a bundle of resources that by itselfhas relatively lo$ intrinsic value for custo+ers.

De#inition o# service management

Service +anage+ent is a set of speciali:ed organi:ational capabilities forproviding value to custo+ers in the for+ of services.

Organi:ational capabilities are shaped by the challenges they are e3pected tooverco+e.*Service +anage+ent capabilities are si+ilarly influenced by thefollo$ing challenges that distinguish services fro+ other syste+s of value?creation such as +anufacturing, +ining and agriculture"

Intangible nature of the output and inter+ediate products of service

processes B difficult to +easure, control and validate Dor prove.

5e+and is tightly coupled $ith custo+er's assets B users and other

custo+erassets such as processes, applications, docu+ents andtransactions arrive $ith de+and and sti+ulate service production.

igh level of contact forproducersand consumersof services B little or no

buffer bet$een the custo+er, the front office and bac- office.

The perishable nature of service output and service capacity B there is

value for the custo+er fro+ assurance on continued the supply ofconsistent quality. )roviders need to secure a steady supply of de+andfro+ custo+ers.

Service +anage+ent, ho$ever, is +ore than ;ust a set of capabilities. It is also aprofessional practicesupported by an e3tensive body of -no$ledge, e3perienceand s-ills. ( global co++unity of individuals and organi:ations in the public andprivate sectors fosters its gro$th and +aturity. #or+al sche+es e3ist for theeducation, training and certificationof practising organi:ations, and individualsinfluence its quality. Industry best practices, acade+ic research and for+alstandards contribute to its intellectual capital and dra$ fro+ it.

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The origins of service +anage+ent are in traditional service businesses such asairlines, ban-s, hotels and phone co+panies. Its practice has gro$n $ith theadoption by IT organi:ations of a service?oriented approach to +anaging ITapplications, infrastructure and processes. Solutions to business proble+s andsupport for business +odels, strategies and operations are increasingly in the

for+ of services. The popularity of shared services and outsourcinghascontributed to the increase in the nu+ber of organi:ations $ho are serviceproviders, including internal organi:ational units. This in turn has strengthenedthe practice of service +anage+ent and at the sa+e ti+e i+posing greaterchallenges upon it.

* (n e3a+ple of this is ho$ in the *%0!s Toyota developed unique capabilities tooverco+e the challenge of s+aller scale and financial capital co+pared to its

(+erican rivals. Toyota developed ne$ capabilities in production engineering,operations +anage+ent and +anaging suppliers to co+pensate for its inabilityto afford large inventories, +a-e co+ponents, produce ra$ +aterials or o$n the

co+panies that produced the+ Dagretta, =oan, !!. 7hat anage+ent Is"o$ it $or-s and $hy it's everyone's business. The #ree )ress.

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,., 0$at are services1

,.,.+ T$e value proposition

De#inition o# a service

( service is a +eans of delivering value to custo+ers by facilitating outco+escusto+ers $ant to achieve $ithout the o$nership of specific costs and ris-s.

Services are a +eans of delivering value to custo+ers by facilitating outco+escusto+ers $ant to achieve $ithout the o$nership of specific costs and ris-s.Services facilitate outco+es by enhancing the perfor+ance of associated tas-sand reducing the effect of constraints. The result is an increase in the probabilityof desired outco+es Dsee #igure .*.

Figure ,.+ % conversation a)out t$e e#inition an meaning o# services

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,.3 Functions an processes across t$e li#ecycle

,.3.+ Functions

#unctions are units of organi:ations speciali:ed to perfor+ a certain type of $or-and responsible for specific outco+es. They are self?contained $ith capabilitiesand resources necessary for their perfor+anceand outco+es. Capabilitiesinclude $or- +ethods internal to the functions. #unctions have their o$n body of-no$ledge, $hich accu+ulates fro+ e3perience. They provide structure andstability to organi:ations.

#unctions are +eans to structure organi:ations to i+ple+ent the speciali:ationprinciple. #unctions typically define roles and the associated authority andresponsibility for a specific perfor+ance and outco+es. Coordination bet$eenfunctions through shared processes is a co++on pattern in organi:ation design.

#unctions tend to opti+i:etheir $or- +ethods locally to focus on assignedoutco+es. )oor coordination bet$een functions co+bined $ith an in$ard focusleads to functional silos that hinder align+ent and feedbac- critical to thesuccess of the organi:ation as a $hole. )rocess+odels help avoid this proble+$ith functional hierarchies by i+proving cross?functional coordination and control.7ell?defined processes can i+prove productivity $ithin and across functions.

,.3., &rocesses

)rocesses are e3a+ples of closed?loop syste+s because they provide changeand transfor+ation to$ards a goal, and utili:e feedbac- for self?reinforcing and

self?corrective action D#igure .. It is i+portant to consider the entire process orho$ one process fits into another.

Figure ,., % )asic process

)rocessdefinitions describe actions, dependencies and sequence. )rocesseshave the follo$ing characteristics"

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(easura)leB 7e are able to +easure the process in a relevant +anner.

It is perfor+ancedriven. anagers $ant to +easure cost, qualityandother variables $hile practitioners are concerned $ith duration andproductivity.

Speci#ic resultsB The reason a process e3ists is to deliver a specific

result. This result +ust be individually identifiable and countable. 7hile $ecan count changes, it is i+possible to count ho$ +any Service 5es-s$ere co+pleted.

CustomersB Every process delivers its pri+ary results to a custo+eror

sta-eholder. They +ay be internal or e3ternal to the organi:ationbut theprocess +ust +eet their e3pectations.

*espons to a speci#ic eventB 7hile a process +ay be ongoing or

iterative it should be traceable to a specific trigger.

#unctions are often +ista-en for processes. #or e3a+ple, there are+isconceptions about Capacity anage+entbeing a service +anage+ent

process. #irst, Capacity anage+ent is an organi:ational capability$ithspeciali:ed processes and $or- +ethods. 7hether or not it is a function or aprocess depends entirely on organi:ation design. It is a +ista-e to assu+e thatCapacity anage+ent can only be a process. It is possible to +easure andcontrol capacity and to deter+ine $hether it is adequate for a given purpose.

(ssu+ing that it is al$ays a process $ith discrete countable outco+es can be anerror.

,.3.3 Speciali2ation an coorination across t$e li#ecycle

Speciali:ation and coordination are necessary in the lifecycleapproach.

#eedbac- and controlbet$een the functions and processes $ithin and acrossthe ele+ents of the lifecycle +a-e this possible. The do+inant pattern in thelifecycle is the sequential progress starting fro+ Service Strategythrough Service5esign, Service Transition, Service Operation and bac- to Service Strategythrough CSI. That ho$ever is not the only pattern of action. Every ele+ent of thelifecycle provides points for feedbac- and control.

The co+bination of +ultiple perspectives allo$s greater fle3ibility and controlacross environ+ents and situations. The lifecycle approach +i+ics the reality of+ost organi:ations $here effective +anage+ent requires the use of +ultiplecontrol perspectives. Those responsible for the design, develop+entand

i+prove+ent of processes for service +anage+entcan adopt a process?basedcontrol perspective. Those responsible for +anaging agree+ents, contracts andservices +ay be better served by a lifecycle?based control perspective $ithdistinct phases. >oth these control perspectives benefit fro+ syste+s thin-ing.Each control perspective can reveal patterns that +ay not be apparent fro+ theother.

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,. Continual Service Improvement #unamentals

,..+ &urpose o# CSI

The pri+ary purpose of CSI is to continually align and re?align IT services to thechanging business needs by identifying and i+ple+enting i+prove+ents to ITservices that support business processes. These i+prove+ent activities supportthe lifecycle approach through Service Strategy, Service 5esign, ServiceTransitionand Service Operation. In effect, CSI is about loo-ing for $ays toi+prove process effectiveness, efficiencyas $ell as cost effectiveness.

Consider the follo$ing saying about +easure+ents and +anage+ent"

ou cannot +anage $hat you cannot control.

ou cannot control $hat you cannot +easure.

ou cannot +easure $hat you cannot define.

If ITS processes are not i+ple+ented, +anaged and supported using clearlydefined goals, ob;ectives and relevant +easure+ents that lead to actionablei+prove+ents, the business $ill suffer. 5epending upon the criticality of aspecific IT service to the business, the organi:ation could lose productive hours,e3perience higher costs, loss of reputation or, perhaps, even a business failure.That is $hy it is critically i+portant to understand $hat to +easure, $hy it isbeing +easured and carefully define the successful outco+e.

,.., CSI o)ectives

1evie$, analyse and +a-e reco++endations on i+prove+entopportunities in each lifecycle phase" Service Strategy, Service 5esign,Service Transition and Service Operation.

1evie$ and analyse Service Level (chieve+ent results.

Identify and i+ple+ent individual activities to i+prove IT service quality

and i+prove the efficiencyand effectivenessof enabling ITS processes. I+prove cost effectivenessof delivering IT services $ithout sacrificing

custo+ersatisfaction. Ensure applicable quality +anage+ent +ethods are used to support

continual i+prove+ent activities.

,..3 CSI scope

There are three +ain areas that CSI needs to address"

The overall health of ITS as a discipline

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The continual align+ent of the portfolio of IT services $ith the current and

future business needs The +aturityof the enabling IT processes for each service in a continual

service lifecycle +odel.

To i+ple+ent CSI successfully it is i+portant to understand the different activitiesthat can be applied to CSI. The follo$ing activities support a continual processi+prove+ent plan"

1evie$ing +anage+ent infor+ationand trends to ensure that services

are +eeting agreed service levels 1evie$ing +anage+ent infor+ation and trends to ensure that the output

of the enabling ITS processes are achieving the desired results )eriodically conducting +aturity assess+ents against the process

activities and roles associated $ith the process activities to de+onstrateareas of i+prove+ent or, conversely, areas of concern

)eriodically conducting internal audits verifying e+ployee and processco+pliance

1evie$ing e3isting deliverables for relevance

a-ing ad?hoc reco++endations for approval

Conducting peri

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