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
blame
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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