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C ti l S i I t

Welcome

Continual Service Improvement

Learning and Growth

© ITSM Academy, CSI, February 2010

About ITSM Academy

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ITIL, MOF, ISO 20K Awareness

And More! Welcome!

Agenda

Continual Service Improvement purpose, objectives

d and scopeCSI ProcessesKey lessonsWhere to begin

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© Crown copyright 2007. Reproduced under license from OGC.

You are here

CSI Purpose and Objectives

Identify and implement improvements throughout the service lifecyclethroughout the service lifecycle

IT service qualityThe cost effectiveness of IT service delivery

Ensure processes have clearly defined goals, objectives and

The cost effectiveness of IT service delivery The efficiency and effectiveness of SM processes

measures to enable actionable improvementsDetermine what to measure, why to measure it and define the successful outcomeReview and analyze service level and process information and trendsEnsure quality management methods are used

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Ensure quality management methods are used

CSI involves ongoing change. Communication is essential.

CSI Scope

CSI addresses theOverall health of IT service management (ITSM) as a disciplineContinual alignment of the Service Portfolio with current and future business needsMaturity of enabling ITSM processes f hfor each service

“Improvement” becomes a process within IT with

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Improvement becomes a process within IT with defined activities, inputs, outputs, roles and reporting.

Continual Service Improvement Processes

Service DesignService Strategy Service Transition Service Operation

Service Strategy

The 7-Step Improvement ProcessService Reporting Service Portfolio

ual S

ervi

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Service MeasurementService Catalog

Con

tinu

Impr

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Business/ Service

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Business/Customers

ServiceProvider

Suppliers

7-Step Improvement Process

1. Define What You Should

Identify first• Vision You Should

Measure

2. Define What You Can M

7. Implement Corrective

Actions

• Vision• Strategy• Tactical Goals• Operational MeasureActions

Goals

pGoals

3. Gather the Data

6. Present and Use the

Information

Goals

4 Process the 5 Analyze the

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4. Process the Data

5. Analyze the Data

Service Reporting (1)

Service Reporting is the process responsible for producing and delivering service level achievement and trends reports.

Business interests includeThe past period’s performanceThe past period s performanceHistorical events that continue to be a threatData aligned to contracted, chargeable delivery elementsa a a g ed o co ac ed, c a geab e de ve y e e e sActionable reports− This is what happened− This is what we did− This is how we’ll prevent it happening again− Here’s what we’re doing to improve

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Here s what we re doing to improve

Service Reporting (2)

A business-focused framework includesfTarget audience and business view of service

What to measure and report

Definitions of termsDefinitions of terms

Basis of calculations

Reporting schedules

Access to reports

Medium to be used

Meeting schedules (to discuss and review results)

Policies and rules are defined and agreed upon by both the business

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and Service Design. The most effective reports are customizable, automated and deliver the right content to the right audience.

Service Measurement

Service measurement is about providing a meaningful view of an IT service as experienced by the customer.

IT must measure and report i t d t d i

an IT service as experienced by the customer.

against end-to-end serviceKey measurements include

AvailabilityReliabilityP fPerformance

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Service Measurement Model

IT scorecard or balanced scorecard

Point in time information

Service scorecard

Service dashboard

Real-time information

scorecard dashboard

Key Performance Indicators

Rolled up serviceAvailability &

Capacity PlansRolled up service measurement

results

Availability Reliability

Capacity Plans

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Component 1 Measure

Component 2 Measure

Component 3 Measure

yPerformance

Total Quality Management (TQM)

TQM is a management strategy aimed at E b dd f l ll Embedding awareness of quality in all processesAchieving long term success through customer satisfactionsatisfaction

All members of an organization participate in improvement activities A quality management system (QMS) defines the organizational structure, responsibilities, policies,

d d d d procedures, processes, standards and resources required to deliver quality services

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ISO/IEC 20000 defines requirements for a QMS and follows the plan, do, check, act cycle.

Key Lessons (1)

Dr. W. Edwards Deming C t ib t d th D i (PDCA) C l d l Contributed the Deming (PDCA) Cycle and also set out 14 points for management which are designed to help companies increase their

li d d i iquality and productivityPhilip Crosby

Introduced four absolutes of quality Introduced four absolutes of quality management − Quality is conformance to requirements

Th t f i lit i ti t − The system for causing quality is prevention not appraisal

− The performance standard must be zero defectsTh f lit i th t f

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− The measure of quality is the cost of non-conformance and not indices

Key Lessons (2)

Joseph JuranContributed the Juran Trilogy and also a four-phased approach to quality improvement (Start-up, Test, Scale-up, Institutionalize)( p, , p, )

Holding the gains

B kth h P t l i

Quality Control Quality Planning

BreakthroughQuality

Improvement

Project-by-Project

Pareto analysis

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Where to Begin

CSI approaches Don’t wait for all include

Service (pain point) aspects of CSI to be in place

approachLifecycle approachF i l

Start improving now!

Functional group approach

Measure now, gather data now, analyze now, review lessons learned now, make

incremental improvements now!

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p

ITSM Academy Affiliates

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IT Service Management Professional (ITSMP)℠ Diplomas

ITSM Academy is Licensed by the Commission for Independent Commission for Independent

Education, Florida Department of Education, offering occupational

ITSMP℠ Diplomas.

On our website, this symbol

indicates courses which accrue clock hours toward a Diploma as:

Change Manager

Support Manager

Service Level Manager

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Service Level Manager