Continual Service Improvement Models and Processes in ITIL – ITIL Course

Continual Service Improvement Models and Processes in ITIL – ITIL Course
June 3, 2019 Comments Off on Continual Service Improvement Models and Processes in ITIL – ITIL Course ITIL IT Support KCH Jobs
Continual Service Improvement


Models and Processes
 

Introduction
Models and processes are necessary in order to execute systematic and coordinated improvement activities.
In Continual Service Improvement, several approaches and processes are identified to support the improvement of services and processes.
Deming Cycle
The Deming Cycle is described as below:
•   Also known as Plan-Do-CheckAct
•   Basis for quality management and improvement
•              Quality management can be successful if management and staff are committed and aim to achieve the same goals.
The Deming Cycle is critical at two points in CSI: implementation of CSIs, and for the application  of  CSI  to  services  and  service  management  processes.  At implementation, all four stages of the Deming Cycle are used. With ongoing improvement,  CSI draws on the check and act stages to monitor, measure, review and implement initiatives.
The four key stages of Deming Cycle (Plan, Do, Check and Act) should be performed for quality improvement of a service.
•   Plan
ƒ    Scope of CSI
ƒ    Objectives and requirementsfor CSI
ƒ    Process activities to be developed
ƒ    Framework of management roles and responsibilities
ƒ             Methods and techniques to measure, assess, analyze and report on the quality,  effectiveness  and  efficiency  of  services  and  Service Management processes
•   Do (implement)
ƒ    Funding and budgets required to support CSI
ƒ    Documenting and allocating of roles and responsibilities to work on CSI
initiatives
ƒ    Documenting and maintaining CSI policies, plans and procedures

ƒ             Ensuring monitoring,  analysis, trend evaluating  and reporting tools are in place
•   Check (monitor, measure and review CSI activities)
ƒ             Monitoring, measuring and reviewing that the CSI objectives and plans are being achieved
ƒ    Reporting against plans
ƒ    Documenting review
ƒ    Conducting process assessments and audits
ƒ    Identifying and recommending CSI process improvement opportunities
•   Act
ƒ    Implementing the actual CSI enhancements
ƒ    Updating CSI policies, procedures, roles and responsibilities
The consolidation  phaseenables the organization  to ensure that improvements  are embedded and thus prevents the ‘cycle’ from ‘rollingdown the hill.
CSI Model
The CSI Model can be described as below:
•   High-level approach for improvingIT Service Management
•   Assess current situation by asking critical questions, where, what and how
•              Establish a baseline for all levels for future comparisons  of services carried out
Improvement  projects  should  be  related  to  a  vision,  and  the  related  goals  and objectives of the IT organization. These will help to set priorities.
A baseline assessment helps determining the current position of the organization or service.  This  can  be  used  for  later  comparison  to  see  if  the  improvement  effort actually brought what was expected.
Improvement projects need realistic and measurable targets, withoutthese, projects may lose focus and effectiveness.  Once the organization  has gained useful insight based on measurements  and targets set, the organization shouldplan and execute service and processimprovements.

Seven Step Improvement Process:  Overview
Fundamental  to CSI is the concept of measurement.  The seven-step  improvement process is a crucialpart of CSI.
It is obvious that all the activities of the improvement process assist CSI in some way. It is relatively  simple  to identify  what  takes  place  but more  difficult  to understand exactl how  this  will  happen.   The  improvement   process   spans   not  only  the management  organization  but the entire service  lifecycle.  Thisis a cornerstone  of CSI, the main steps of which are as follows:
1 Identify the strategy for improvement
Identify  the overall vision, business  need,the strategy  and the tacticaland operational goals
2.   Define what you will measure
Service  strategy  andservice  design  should  have identified  this information early in the lifecycle. CSI can then start its cycle all over again at ‘Where are we now? and ‘Where do we want to be?’ This identifies the ideal situation for both  the  business  and  IT. CSI  canconduct  a gap  analysis  to identify  the opportunities for improvement as well as answering the question ‘How do we get there?’
3 Gatherthe data
In order to properly answer the question ‘Did we get there?’, data must first be gathered  (usually  through  service  operations).  Data  can  be gathered  from many differentsources based on goals and objectives identified. At this point the data is raw and no conclusions are drawn.
4 Process the data
Here  the  data  is  processed  in  alignment  with  the  critical  success  factors (CSFs) and KPIs specified. This means that timeframes are coordinated, unaligned data is rationalized and made consistent, and gaps in the data are identified.  The  simple  goal  of  this  step  is  to  process  data  from  multiple disparate  sources  to give it context  that can be compared.  Once we have rationalized the data we can begin analysis.
5 Analyze the information and data
As we bring the data more and more into context it evolves from raw data into information where we can start to answer questions about who, what, when, where and how as well as trends and the impact on the business.  It is the analyzing  step  that  is  most  often  overlooked  or  forgotten  in  the  rush  to presentdata to management.
6 Present and use the information
Here the answer  to ‘Did we get there?’  is formatted  andcommunicated  in whatever way necessary to present to the various stakeholders  an accurate picture of the results of the improvement  efforts. Knowledge is presented to the business in a form and manner that reflects their needs and assists them in determining the next steps.
7 Implement improvement
The knowledge gained is used to optimize, improve and correct services and processes. Issues have been identified and now solutions are implemented – wisdom is applied to the knowledge. The improvements that need to be taken to improve  the service  or process  are communicated  andexplained  to the organization. Following this step the organization establishes a new baseline and the cycle begins anew.
Seven Step Improvement Process:  Purpose and objectives
The purpose of the seven-step  improvement  process is to defineand manage the steps needed  to identify,  define,  gather,  process,  analyze,  present  and implement improvements.
The objectives of the seven-step improvement process are to:
•   Identify opportunities for improving services, processes, tools etc.
•              Reduce the cost of providing servicesand ensuring that IT services enable the requiredbusiness outcomes to be achieved.
•              Identify  what  needs  to  be  measured,  analyzed  and  reported  to  establish improvement opportunities.
•              Continually  review service achievements  to ensure they remain matched  to business  requirements;  continually  alignand re-align  service  provision  with outcome requirements.
•              Understand  whatto measure, why it is being measured and carefullydefine the successful outcome.
Improvements  in quality should not be implemented if there is a cost associated for the improvement and if this cost has not been justified. Every potential improvement opportunity will have to have a business case justification to show that the business will have an overall benefit.For small initiatives the business case does not have to be a full blown report but could be a simple justification. The seven-step improvement process is not free-standing and will only achieve its desired outcomes when applied to technology, services, processes, organization or partners.
Seven Step Improvement Process (Scope)
The seven-step improvement process includes analysis of the performance and capabilities of services, processes throughout the lifecycle, partners and technology. It includes the continual alignmentof the portfolio of IT services with the current and future business needs as well as the maturity of the enabling IT processes for each service.
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