The Best of CSI, Part 1

We conclude our "Best of" blog series with Continual Service Improvement.

CSI and the 7 Step Improvement Process

Originally Published on January 24, 2012

I would like to revisit the 7 step improvement process from the perspective of CSI, since there has been a slight (logical) modification to it. The concept of measurement, what we measure, gathering the data , processing it into understandable formats and then being able to analyze it, is fundamental in our ability to perform (CSI) Continual Service Improvement as an overall vision and in support of the business need and the underpinning of tactical and operational goals.

1. Identify the strategy for improvement: (Plan) Talk to the business, to your customers and to IT management. Utilize your service catalog and the associated service level requirements to define a starting point. The question “What is important to the business?” must be answered. Look to the corporate vision, mission, goals and objectives. Identify the IT vision, mission, goals and objectives. Are these properly aligned? Tie in the Critical Success Factors. Are these being met? Is value creation happening? (Wisdom)

2. Define what you will measure: (Plan) This directly relates to the organizations strategic, tactical and operational goals. It is in this step where we actually define what can be measured. If a gap exists between what can be measured and what we need to measure, then a gap analysis must be completed and then finalize an actual measurement plan. CSI can identify opportunities for improvement. (Data)

3. Gather the data: (Do) Data can be gathered from multiple sources. Quality is the key objective of gathering the data for CSI. The emphasis is not on assuring real time performance (that is an operational perspective) but on identifying where improvements can be made to existing levels of service, or IT performance. (Data)

4. Process the data: (Act) Data is processed in alignment with Critical Success Factors (CSF) and Key Performance Indicators (KPI). If necessary we can align this data all the way up to the vision. The goal here is to process the raw data into an understandable format that can be rationalized and made consistent. We begin to create information. After this we can begin to analyze the information and begin to make the essential comparisons. (Information)

5. Analyze the data: (Check) In this step the information begins to be transformed into meaningful knowledge of the events that are impacting the organization. We can begin to define any trends that may be happening within our environment. We can also determine if these trends are positive or negative. It is important that we ensure that proper analysis takes place, to support our future recommendations before we present this data to the business. (Knowledge)

6. Present and use the information: (Check) At this point we present and use the information in whatever way is necessary for the target audience. It is imperative that you understand your audience and the purpose for which the report is being given. The purpose and the value being created must be properly articulated. This will prevent the gap that often happens between what IT reports and what is of interest to the business. This will underpin our recommendations and assist the business in defining the next steps. (Knowledge)

7. Implement improvements: (Act) Here the knowledge gained is used. We can optimize, improve and corrects services and processes. The issues have been identified and solutions can now be applied. Since each stage of the lifecycle has limited resources it is also here where we prioritize which improvements can actually be implemented. Once done, new baselines can be established and the process can begin again.

Four Service Characteristics

Recently I came across several articles by researchers and experts that laid out definitions and characteristics of services. ITIL provides us with a definition that can help drive the creation of value-laden services: A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. An area that ITIL is not so clear is in terms of service characteristics. Several researchers and experts put forth that services have four basic characteristics (IHIP): Intangibility—Services are the results of actions not things. They have no physical presence and represent a logical set of elements. One way to think of service is “work done for others.” Heterogeneity—Also known as “variability”; services are unique items because of the mechanisms used to deliver services, which is people. Because the people element adds variability, the service is variable. This holds true, especially for the value proposition—not eve...

What Is A Service Offering?

The ITIL 4 Best Practice Guidance defines a “Service Offering” as a description of one or more services designed to address the needs of a target customer or group. As a service provider, we can’t stop there! We must know what the contracts of our service offering are and be able to put them into context as required by the customer. Let’s explore the three elements that comprise a Service Offering. A “Service Offering” may include: Goods, Access to Resources, and Service Actions 1. Goods – When we think of “Goods” within a service offering these are the items where ownership is transferred to the consumer and the consumer takes responsibility for the future use of these goods. Example of goods that are being provided in the offering – If this is a hotel service then toiletries or chocolates are yours to take with you. You the consumer own these and they are yours to take with you. ...

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This article was originally published in 2015. With the Introduction of ITIL 4, some of this best practice has changed. See ITIL 4 and the Evolving Role of Roles . Updated Definitions in ITIL 4: Process Owner: In ITIL 4, the concept of 'processes' has expanded into broader 'practices.' Consequently, the Process Owner is now often referred to as the 'Practice Owner.' This individual is accountable for the overall design, performance, integration, and improvement of a specific practice within the organization. They ensure that the practice achieves its intended outcomes and aligns with the organization's objectives. Process Manager: Now commonly known as the 'Practice Manager' in ITIL 4, this role is responsible for the day-to-day management of the practice. The Practice Manager ensures that activities are carried out as intended, manages resources assigned to the practice, and oversees the practitioners performing the work. Process Practit...

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