CSI—The Lifecycle Stage

CSI—Purpose

CSI—Objectives

CSI—Scope

CSI—Approach

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What is the vision?

Where are we now?

Where do we wantto be?

How do we get there?

Did we get there?

How do we keep themomentum going?

Business vision,mission, goals and

objectives

Baselineassessments

Measurabletargets

Service and processimprovement

Measurements andmetrics

Value to the business

CSI and Service Strategy

Service improvement opportunities could be driven by external

factors, such as:

• new security or regulatory requirements

• new strategies due to mergers or acquisitions

• changes in technology infrastructure

• new business services to be introduced

Feedback from the other lifecycle stages will

also be important.

Design takes the strategy described in the first stage and

transforms it through the design stage into deliverable IT

services. Service Design is also responsible for designing a

management information framework that defines the need for:

• Critical Success Factors (CSFs)

• Key Performance Indicators (KPIs)

• Activity Metrics for both the services and

the ITSM processes

CSI and Service Design

As new strategies and design are introduced this provides an

excellent opportunity for continual improvement.

Service Transition is also responsible for defining the actual

CSFs, KPIs and activity metrics, creating the reports and

implementing the required automation to monitor and report on

the services and ITSM processes.

CSI and Service Transition

CSI and Service Operation

Every technology component and process activity should have

defined inputs and outputs that can be monitored. The results of

the monitoring can then be compared against the norms, targets

or established Service Level Agreements.

When a deviation between expected and actual deliverables is

identified, a service improvement opportunity is created.

CSI—Interfaces

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CSI—All or Nothing?

At this stage, it is easy to assume that all aspects of CSI must be in

place before measurements and data gathering can begin. However,

this is not the case:

Measure now

Analyze now

Begin reviews of lessons learned now

Make incremental improvements now

Don’t wait; improvements can start now!

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CSI and the Service LifecycleService and Process Improvements, Guidance for Investments into IT and refreshed Service Portfolios

Service and Process Improvements, guidance for KPIs, metrics and reporting, refined SLRs, SLAs, OLAs & UCs.

Request for Changes, Service and Process Improvements, guidance and refinements for testing & validation.

Process and Function organization improvements, refined SLAs & OLAs, guidance for metrics and reporting

Service Strategy

Service Transition

Service Operation

Service Design

• 7-Step Improvement Process

CSI—Processes

CSI and Organizational Change

shock

avoidance

externalblame

acceptance

optimumperformance

T i m e

Performance self

blame

shock

avoidance

externalblame

acceptance

optimumperformance

T i m e

Performance self

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Role Definitions

It is important to identify and differentiate between two basic role

groupings within CSI:

Production: focuses on CSI as a way of life within an

organization. Including permanent roles that deal with ongoing

service improvement efforts.

Project: reflects more traditional approaches to improvement

efforts based on formal programs and projects.

External and Internal Drivers

There are two major areas within every organization driving

improvement:

• Aspects that are external to the organization, such as

regulation, legislation, competition, external customer

requirements, market pressures and economics

• Aspects that are internal to the organization, such as

organizational structures, culture, capacity to accept change,

existing and projected staffing levels, union rules, etc.

Service Level Management

Effective CSI requires the adopting the Service Level

Management (SLM) process.

The process promotes a trusted partnership between IT and the

Business and ensures that IT personnel participate at every

level of decision making from data centers to boardrooms

CSI—The Deming Cycle

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Continual quality control and consolidationM

atur

ity le

vel

ACT

CHECK

PLAN

DO

PlanDoCheckAct

Project PlanProjectAuditNew actions

BusinessIT

alignment

Effective qualityimprovement

Consolidation of the level reachedi.e. baseline

Timescale

CSI—Baselines

Baselines act as reference points for later comparison and can

be essential for highlighting where improvements are

required and where improvements have already occurred.

These baselines establish an initial data point to support or justify

decisions regarding improvements.

Service Measurement—Value to the Business

There are four main reasons to monitor and measure:

1.To validate

2.To direct

3.To justify

4.To intervene

CSI—7-Step Improvement Process

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CSI—Knowledge Management

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Data

Context

Understanding

Wisdom

Why?Knowledge

How?

InformationWho, what,when, where?

Data

Context

Understanding

Wisdom

Why?Knowledge

How?

InformationWho, what,when, where?

CSI—Benchmarking

Benchmarking is a process used in management, where

organizations evaluate various aspects of their processes in

relation to best practice, usually within their own sector or

industry.

Benchmarking allows organizations to develop plans relevant to

adopting these best practices and become more competitive

in the marketplace.

CSI—Benchmarking Categories

Benchmarking is a great tool for identifying improvement areas

and evaluating improvement implementation activities.

Organizations can conduct internal or external benchmark

studies.

Improving service management can be as simple as: ‘Are we

better today than we were yesterday?’

These are incremental improvements.

CSI—Governance

IT is forced to comply with sweeping legislation and an ever-

increasing number of external regulations.

IT organizations must operate under full transparency.

There are 3 main areas of governance:

• Enterprise governance

• Corporate governance

• IT governance