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CSI—The Lifecycle Stage





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.

CSI and Service Design

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 Transition

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 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—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!

CSI and the Service Lifecycle


7-Step Improvement Process

CSI and Organizational Change

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


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


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:

To validate

To direct

To justify

To intervene

CSI—7-Step Improvement Process

CSI—Knowledge Management


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


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

better today than we were yesterday?’

These are incremental improvements.


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

Categories: CSIITIL CSINews