1. CSI - Introduction General Understanding

2. What is ITSM and what is its Value? ITSM is a set of specialized organizational capabilities for providing value to customers in the form of services. ITSM is business-aligned and maintains a holistic Service Lifecycle approach.

3. Why Service Management?  Clearer Structure  More Control  Process Structure  Cultural Change  Frames of Reference

4. Risks of Service Management  Initial Introduction  Over Ambition  Adversely Affected Service Quality  Lack of Baseline Data  Insufficient Investment

5. Overview of ITSM Schemes  ISO/IEC 20000  ITIL  COBIT

6. ITSM Structure The activities of IT Service Management can be categorized into five interlocking components: Strategy Management. Governance. Service Monitoring and Control. IT Operations. Continual Improvement.

7. Service Management System - Definition Understand Manage Identify

8. What are Services? Service: means of delivering value to customers by facilitating outcomes that customers want to achieve without the ownership of specific costs and risks.

9. What are Processes? A process is a set of coordinated activities combining and implementing resources and capabilities in order to produce an outcome and provide value to customers or stakeholders.

10. What are Service Requirements? A service requirement represents the needs of the customer, the needs of the users of the service, and the needs of service provider. They include but are not restricted to Service Level Requirements. Customer User Service Provider

11. Purpose of CSI The primary purpose of CSI is to continually align and realign IT services to the changing business needs by identifying and implementing improvements to IT services that support business processes. In effect, CSI is about looking for ways to improve process effectiveness and efficiency. Consider the following saying about measurement and management: You can not manage what you can not control. You can not control what you can not measure. You can not measure what you can not define.

12. CSI Objectives Review, analyze and make recommendations on improvement opportunities in each lifecycle phase. Review and analyze Service Level Achievement results. Identify and implement individual activities to improve IT service quality and improve the efficiency and effectiveness of enabling ITSM processes. Improve cost of effectiveness of delivering IT services without sacrificing customer satisfaction. Ensure applicable quality management methods are used to support continual improvement activities.

13. Scope of CSI Quality – meeting stakeholder needs. Performance – achieving IT and business goals. Internal Control – building trust and confidence in service delivery. Compliance – meeting external requirements.

14. Continual Improvement Program QualityPerformance Internal Control Compliance Functionality Progress Compliance Effectiveness Efficiency Progress Compliance Effectiveness Efficiency Progress Compliance Effectiveness Efficiency Progress Compliance Effectiveness Efficiency Reliability Progress Compliance Effectiveness Efficiency Progress Compliance Effectiveness Efficiency Progress Compliance Effectiveness Efficiency Progress Compliance Effectiveness Efficiency Predictability Progress Compliance Effectiveness Efficiency Progress Compliance Effectiveness Efficiency Progress Compliance Effectiveness Efficiency Progress Compliance Effectiveness Efficiency

15. Predictability (Maturity) LevelCapabilityResult 5 Continuous Process Improvement Organizational Performance Management Casual Analysis & Resolution Productivity & Quality 4 Quantitative Management Quantitative Work Management Organizational Process Performance 3 Process Standardization Organizational Process Focus Organizational Process Definition Organizational Training Integrated Work Management Decision Analysis & Resolution Capacity and Availability Management Incident Resolution and Prevention Risk Management Service Continuity Service System Development Service System Transition Strategic Service Management 2 Basic Project Management Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement & Analysis Process and Product Quality Assurance Configuration Management Service Delivery 1 Heroic Efforts Design Develop Integrate Test Initial Quantitatively Managed Optimizing Defined Managed ITIL/COBIT provides content CMMI provides roadmap ISO 20000 provides the standard and certification

16. Methods and Techniques CSI leverages several methods and techniques in identifying, justifying, and implementing improvements, including: Service Improvement Plans. Assessments and Audits. Benchmarking. Measuring. Metrics. Scorecards and Reports. Return on Investment (ROI). Service Reporting. Service and Management Reviews. Skills Assessments and Performance Reviews.

17. Principles of CSI A successful CSI program will develop an effective policy regarding continual improvement based on several underlying principles: Organization change. Ownership. Service Level Management. Drivers (External and Internal). Prioritization of Initiatives. Creation and Use of Data, Information, and Knowledge. Service Measurements. External Requirements on SMS and Services. IT Governance.

18. CSI Approach The CSI Model © Crown Copyright 2013 Reproduced under licence from AXELOS

19. Value to the business There are 4 commonly used terms when discussing service improvement outcomes: Improvements. Benefits. ROI (Return on Investment). VOI (Value on Investment).

20. Justification To justify any improvement, the IT organization should compare costs and revenue. The difficulty in doing this, however, is that while the costs are relatively easy to measure the increase in revenue as a direct result of the Service Improvement Plan (SIP) is more difficult to quantify. Understanding the organization’s target and current situation should form the basis of the Business Case for a SIP. A stakeholder assessment and a goal-setting exercise will help focus on the results and aims.

21. Benefits Benefits must be clearly identified to help justify the effort involved in gathering, analyzing and acting on improvement data. It is important to: Consider both direct and indirect benefits. Identify the benefits for each group of stakeholder at every level in the organization. Define the benefits in clear measurable way.

22. Benefits Other benefits that will be realized by implementing CSI within an organization: Business/customer benefits. Financial benefits. Innovation benefits. IT organization internal benefits.

23. Cost A Service Improvement Plan (SIP), just like any other major plan, will have cost associated with executing its activities: Staff resources trained in the right skill sets to support ITSM processes. Tools for monitoring, gathering, processing, analyzing and presenting data. Ongoing internal/external assessment or benchmarking studies. Service Improvements either to services or service management process. Management time to review, recommend and monitor CSI progress. Communication and awareness campaigns to change behaviors and ultimately culture. Training and development on CSI activities.

24. Interfaces to other lifecycle practices. © Crown Copyright 2013 Reproduced under licence from AXELOS

25. CSI & 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 or even new business services to be introduced. Feedback from the other lifecycle phases will also be important.

26. Design takes the strategy described in the first phase and transforms it through the design phase 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 & Service Design

27. 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 & Service Transition

28. CSI & 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 establishes Service Level Agreements. When a deviation is identified, between expected and actual deliverables, a service improvement opportunity is created.

29. 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!