CSI principles
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This document discusses key principles of Continual Service Improvement (CSI) including focusing on efficiency, effectiveness, and cost optimization. It emphasizes organizational change management, defining roles like the CSI manager, and addressing both external drivers like regulations and internal drivers like culture. The Deming Cycle of plan-do-check-act is recommended. Service measurement, knowledge management, benchmarks, governance, and service level management are also identified as important aspects of successful CSI.
CSI principles
- 1. Continual Service Improvement principles Service improvement must focus on • increasing the efficiency • maximizing the effectiveness • optimizing the cost of services Mustufa Sir
- 2. 3.1 CSI and organizational change • Improving service management is to embark upon an organizational change programme. • Many organizational change programmes fail to achieve the desired results. • Successful ITSM requires understanding the way in which work is done and putting in place a programme of change within the IT organization. Mustufa Sir
- 3. 3.2 Ownership • The principle of ownership is fundamental to any improvement strategy. • The CSI owner is accountable for the success of Continual Service Improvement in the organization. • This ownership responsibility extends beyond ensuring the CSI practices are embedded in the organization but also to ensuring there are adequate resources (including people and technology) to support and enable CSI. Mustufa Sir
- 4. 3.3 Role definitions • It is important to identify and differentiate between two basic role groupings within CSI: production vs. project. • Production roles focus on CSI as a way of life within an organization. • Project roles reflect the more traditional approach to improvement efforts based on formal programmes and projects. • Typical roles are CSI manager, service manager, service owner, process owner, operations analyst, measurement analyst, reporting analyst and quality assurance analyst among many others. Mustufa Sir
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- 6. 3.4 External and internal drivers • There are two major areas within every organization driving improvement: aspects which are external to the organization such as regulation, legislation, competition, external customer requirements, market pressures and economics; and, • secondly, aspects which are internal to the organization such as organizational structures, culture, capacity to accept change, existing and projected staffing levels, unions rules, etc. Mustufa Sir
- 7. 3.5 Service Level Management • Fully accepting that the IT organization must become a service provider to the business or cease to be relevant. • Involving the business and determining their service level requirements. • Defining a customer-facing Service Catalogue which details every service and service package offered by IT with options, parameters and pricing. • Identifying internal IT departmental relationships, negotiating the terms and responsibilities of the internal relationships. Mustufa Sir
- 8. 3.6 The Deming Cycle • W. Edwards Deming is best known for his management philosophy leading to higher quality, increased productivity, and a more competitive position. • For quality improvement he proposed the Deming Cycle or Circle. • This cycle is particularly applicable in CSI. • The four key stages of the cycle are Plan, Do, Check and Act, after which a phase of consolidation prevents the circle from rolling back down the hill. Mustufa Sir
- 9. 3.7 Service measurement • Baselines are used to establish an initial data point to determine if a service or process needs to be improved. • To validate – monitoring and measuring to validate previous decisions • To direct – monitoring and measuring to set direction for activities in order to meet set targets. It is the most prevalent reason for monitoring and measuring • To justify – monitoring and measuring to justify, with factual evidence or proof, that a course of action is required • To intervene – monitoring and measuring to identify a point of intervention including subsequent changes and corrective actions. Mustufa Sir
- 10. 3.8 Knowledge Management • Those who do not learn from history are condemned to repeat it. • Knowledge Management plays a key role in CSI. • Within each service lifecycle phase, data should be captured to enable knowledge gain and an understanding of what is actually happening, thus enabling wisdom. Mustufa Sir
- 11. 3.9 Benchmarks • Benchmarking (also known as ‘best practice benchmarking’ or ‘process benchmarking’) is a process used in management, particularly strategic management, in which organizations evaluate various aspects of their processes in relation to best practice, usually within their own sector. Mustufa Sir
- 12. 3.10 Governance • Enterprise governance a framework that covers both the corporate governance and the business management aspects of the organization. • Corporate governance is about promoting corporate fairness, transparency and accountability. • IT governance consists of the leadership, organizational structures and processes that ensure that the organization’s IT sustains and extends the organization’s strategies and objectives. Mustufa Sir
- 14. Thank you.. All the best. Mustufa Sir