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Table of Contents
Lesson Contents
Measurement
11
13
17
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Watch out for these icons as you use your Study Guide. Each icon highlights an important
piece of information.
Tip this will remind you of something you need to take note of, or give
you some exam guidance.
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Lesson Contents
This Lesson focused on the final core volume Continual Service Improvement
(CSI).
We studied:
Text in "italics and quotation marks" is drawn from the ITIL core volumes
Quoted ITIL text is from Service Strategy, Service Design, Service Transition, Service Operation
and Continual Service Improvement
Crown copyright 2011 Reproduced under license from OGC.
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The questions in the diagram can be asked from a business and IT perspective, to get a
comprehensive picture of what to improve and how.
Identifying a vision makes sure the long term goal is understood. This then needs to be
compared to the current state, to assess how much improvement is needed.
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Current state is the baseline from which we improve. This helps to answer the question Where
do we want to be?
Where do we want to be? breaks the goal down into measurable targets these track our
progress towards the vision.
How do we get there? looks at the improvements that need to be made, and Did we get there?
measures them.
Finally, we need to keep improvement momentum going. If the vision is delivered, we start
again in a new area.
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Measurement
Metric
Defined metrics will drive what needs to be measured, and also what reporting tools need to be
in place. Measurement is a very important part of CSI.
If you cant measure a service, then you will not be able to show if its improving or if it delivers
value.
Types of Metric
There are three types of metrics of interest to CSI process, service and technology.
Process metrics can be used to show a process is performing well and adding value.
Service metrics confirm we have met our targets for end-to-end service performance
Technology metrics show the performance of the individual components of our
infrastructure
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Baseline
A start point must be established for progress to be measured against. This start point is known
as a baseline. A baseline is marker or start point that we can compare our progress against at
some point in the future.
Baselines need to be accepted by all stakeholders. If the customer doesnt agree with our
measure of customer satisfaction, they will not buy into any improvement activities later.
Baselines are required at all levels of the organization strategic, tactical and operational.
Strategic baselines will be in stated in both business and strategic terms. For example, services
might be baselined to show their current level of profitability.
Tactically and operationally, baselines will relate to specific services and processes for
example showing service failures, or levels of customer satisfaction.
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The Deming Cycle is a model which can be used to support effective Continual
Service Improvement.
It was popularized by noted statistician W. Edwards Deming, and is a way of achieving higher
quality and increased productivity. You can see the cycle in the diagram below, including its
four main activities of Plan, Do, Check and Act.
The Deming Cycle is critical at two main points during continual service improvement:
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Improvements need to be planned and implemented before being reviewed and refined within
the cycle. Maturity levels and timescales are both part of the cycle as we mature and
understand our services; we are able to identify more improvements.
The cycle is underpinned by a process-led approach, and consolidation has to occur when
targets are met to make sure the cycle doesnt start to roll backwards.
Remember, Deming is critical for CSI because it provides structure for improvement
programmes. This structure means that improvements are embedded and seen as important
otherwise there is a risk they will be forgotten when the day job takes over.
Using a structure for improvement makes sure we act in a coordinated, effective way.
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The 7 Step Improvement Process is used to identify and collect the information
needed to support improvement.
You can see the 7 Step Improvement Process below. Notice how it interacts with the Deming
cycle.
The 7 Step Improvement Process also relates to the Data, Information, Knowledge, Wisdom
progression that we studied when we looked at Knowledge Management.
Many organizations collect lots of data. Data needs to be refined and improved to truly support
improvement.
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To identify improvements
To reduce the cost of service provision and make sure services meet business
requirements
To identify measurements needed to justify improvement
To continually review services and service achievement
To understand what to measure and why
The scope of the 7 Step Improvement Process includes services, processes, partners and
technology right across the lifecycle.
Remember, CSI is not exempt from improvement and may even improve itself.
Improvements make sure that services stay aligned to changing business needs, and remain
attractive to customers.
CSI also applies to people. Changes in structure or a training initiative could deliver
improvements quickly, leading to better service for customers. If staff are over-worked, or
dont have the skills to do their jobs, morale will suffer and staff turnover will increase.
This can decrease the quality of service provision and increase costs.
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After Step 7, a new baseline is taken and the process starts again. The 7 Step Improvement
Process follows a cycle.
Every iteration of the cycle adds to the organizational wisdom, making the next cycle more
effective than the last one. The name for this is a knowledge spiral. Data is transformed to
information, then to knowledge. This helps the organization to make the right decision at the
right time.
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CSI should generate good ideas to help improve the organization. Some ideas
can be implemented now, some may need to wait for investment, and some
may never be implemented.
Its important that ideas are recorded, prioritized and managed. This requires the creation of
a CSI register.
On the CSI register, improvement opportunities can be categorized into small, medium and
large tasks. They also need to be grouped into quick wins, medium term undertakings and long
term solutions.
By comparing the work and timescales involved with the benefits, improvements can be
prioritized and resources allocated appropriately.
The CSI register will form part of the overall Service Knowledge Management system. It
provides structure and visibility, and can be used to link activities to organizational Key
Performance Indicators.
It will need to be linked to other service management processes that make improvements for
example the availability and capacity plans.
The CSI manager owns the CSI register. A register would typically include a unique identifier,
size and timescale, priority, Key Performance Indicators, justification and owner.
Dates and timestamps are used to track progress.
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