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:
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
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:
CSI—7-Step Improvement Process
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.
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: