ITIL Intermediate CSI - Continual Service Improvement Introductory Tutorial

1.1 Learning Unit 1

Welcome to the Learning Unit 1 of continual service improvement: introduction of continual service improvement. This chapter deals with Details about the introduction, goal, purpose, scope, and value added to business of continual service improvement. Let us go ahead and learn more about continual service improvement.

1.2 ITIL® - The Library Constituents

ITIL – The Library Constituents: Before we start, let us understand the ITIL – The Library Constituents. We have already discussed this in previous module but to refresh the concept we will go through the ITIL core again. The ITIL core is iterative and multidimensional and is structured in the form of a Lifecycle. It is expected to provide structure, stability and strength to Service Management capabilities, with durable principles, methods and tools. This serves to protect investments and provide the necessary basis for measurement, learning and improvement. The Complementary Guidance provides flexibility to implement the Core in a diverse range of environments. Practitioners can select Complementary Guidance as needed to provide traction for the Core in a given business context Let us now move on to our next slide.

1.3 Learning Unit 1: Introduction to Continual Service Improvement

ITIL – Introduction to CSI: Before we start, let us see what is there in this module: the Introduction to Continual Service Improvement This unit introduces you to the concepts in the field of Continual Service Improvement To meet the learning outcomes and examination level of difficulty, you must be able to understand and describe: • Full understanding of CSI terms and core concepts. • The purpose, objectives and scope of CSI • The value to the business of adopting and implementing CSI • The context of CSI in the ITIL service Lifecycle • The approach to CSI, including key interfaces and inputs and outputs Let us now move on to our next slide.

1.4 CSI Official Publication

Goal and objective of CSI: In our last slide we went through the ITIL – The Library Constituents. This slide talks about the Goal and objective of Continual Service Improvement The Goal of Continual Service Improvement is to align IT services with changing business needs by identifying and implementing improvements to IT services and processes that support the business. The goal also is to improve effectiveness, efficiency and economics of all processes associated with delivering services Now let us understand the Objective of Continual Service Improvement. The objective of CSI is to review, analyze, prioritize and make the recommendations on improvement and opportunities in each Lifecycle stage and Review and analyze service level achievement. CSI is responsible to Identify and implement individual activities to improve IT service quality and improve the efficiency and effectiveness of enabling ITSM processes. CSI is also responsible for Improving cost effectiveness of delivering IT services without sacrificing customer satisfaction. And Ensure applicable quality management methods are used to support continual improvement activities. Let us now move on to our next slide.

1.5 CSI Official Publication

Scope of CSI: In our last slide we learned the Goal and objective of Continual Service Improvement. This slide talks about the scope of Continual Service Improvement There are three main areas that CSI needs to address: • The overall health of ITSM as a discipline • The continual alignment of the portfolio of IT services with the current and future business needs • The maturity of the enabling IT processes for each service in a continual service Lifecycle model. Let us now move on to our next slide.

1.6 Value to Business

CSI Value to Business: In our last slide we learned the scope of Continual Service Improvement. This slide talks about the Value to Business of Continual Service Improvement The tangible values of business are: CSI Leads to a gradual and continual improvement in service quality, where justified It also Ensure that IT service remains continuously aligned to business requirements It is important that CSI Identifies opportunities for improvements in all Lifecycle stages and in all process by using monitoring and reporting, which should Result in a gradual improvement in cost effectiveness CSI identifies the opportunities for improvements in organizational structure, partners, technology, staff, skills and training. Let us now move on to our next slide.

1.7 Intangible Value to Business

Value to Business continued: In our last slide we learned the tangible Value to Business of Continual Service Improvement. This slide talks about the intangible Value to Business of Continual Service Improvement Traditionally, one of the most difficult Business Case problems is quantifying soft benefits such as increased brand image and customer satisfaction. When hard numbers are available to support an ROI argument, it may seem easier to leave the soft benefits out altogether. Instead, use the soft benefits to tell a story in the Business Case. • Intangible benefits include: • CSI helps organization to achieve Increased brand image • It also achieves Increased customer satisfaction • CSI leads to better Integration between people and processes • And lastly CSI achieves the reduction of redundancy increases business throughput Let us now move on to our next slide.

1.8 Continual service improvement approach

Continual service improvement approach: In our last slide we learned the Value to Business of Continual Service Improvement. This slide talks about the continual service improvement approach This figure shows an overall approach to continual service improvement and illustrates a continual cycle of improvement. There are many opportunities for CSI. The figure also illustrates a constant cycle for improvement. The improvement process can be summarized in six steps, which are summarized in upcoming slides Let us now move on to our next slide.

1.9 Continual service improvement approach

Continual service improvement approach continued: In continuation to our last slide, this slide talks about the continual service improvement approach. As explained earlier the improvement process can be summarized in six steps: • Embrace the vision by understanding the high-level business objectives. The vision should align the business and IT strategies. • Assess the current situation to obtain an accurate, unbiased snapshot of where the organization is right now. This baseline assessment is an analysis of the current position in terms of the business, organization, people, process and technology. • Understand and agree on the priorities for improvement based on a deeper development of the principles defined in the vision. The full vision may be years away but this step provides specific goals and a manageable timeframe. • Detail the CSI plan to achieve higher quality service provision by implementing ITSM processes • Verify that the measurements and metrics are in place to ensure that milestones were achieved, process compliance is high, and business objectives and priorities were met by the level of service. • Finally, the process should ensure that the momentum for quality improvement is maintained by assuring that changes become embedded in the organization. Let us now move on to our next slide.

1.10 What is the importance of below questions ?

Importance of CSI model: In our last slide we learned the continual service improvement approach. This slide talks about the importance of CSI model questions. So why do we need to understand these questions? • What is the vision? • Where are we now? • Where do we want to be ? • How do we get there ? • Did we get there ? Let us see what the answer is in our next slide

1.11 What is the importance of below questions ?

Importance of CSI model continued: In continuation to our last slide, this slide talks about the meaning of the CSI model questions. As explained earlier the improvement process can be summarized in six questions. Let us understand the meaning of these questions. As the first question is: What is the vision? Vision refers to understanding the ultimate long term aims of the business. Where are we now? It refers to creating a baseline of data for service currently being delivered to compare against future achievements Where do we want to be? This question refers to identify a target and is often expressed as business outcomes How do we get there? This step is to identify improvement for short, medium, long term Did we get there? This refers to the check activity with predicted verses actual achievements. Compare actual performance against the targets identified by business requirements and baselines Let us now move on to our next slide.

1.12 Context within the service lifecycle

CSI in Context within the service Lifecycle: In our last slide we understood the CSI model. This slide talks about the CSI in Context within the service Lifecycle. The ITIL core consists of five Lifecycle publications The five publications are: ITIL Service Strategy ITIL Service Design ITIL Service Transition ITIL Service Operation ITIL Continual Service Improvement Each one addresses capabilities having direct impact on a service provider’s performance The core is expected to provide structure, stability and strength to service management capabilities, with durable principles, methods and tools Let us now move on to our next slide.

1.13 Context of service strategy

CSI in strategy: In continuation to our last slide, this slide talks about the CSI in Context with the service Strategy. Service strategy is at the center of the service Lifecycle. Service Strategy focuses on setting a strategic approach to service management as well as defining standards and policies that will be used to design IT services. Service Strategy provides guidance on how to view service management not only as an organizational capability but as a strategic asset It is in this phase of the Lifecycle that standards and policies are determined around measuring and reporting for an enterprise-wide view of the organization, possibly utilizing a tool such as Kaplan and Norton’s Balanced Scorecard. 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 or even new business services to be introduced. Value creation begins here with understanding organizational objectives and customer needs Every organizational asset including people, processes and products should support the strategy Feedback from the other core phases of the service Lifecycle will also be important. Let us now move on to our next slide.

1.14 Context of service design

CSI in Design: In our last slide we understood CSI in Context with the service Strategy. This slide talks about the CSI in Context with the service design. For service to provide true value to the business, they must be designed with business objectives in mind Service Design is tasked with the creation or modification of services and infrastructure architecture that are aligned to the business needs. Design elements ensure that a customer-centric viewpoint is used in creating the capability, process specification and planning, and acceptance of service management practices. Service Design takes the strategy described in the first phase and transforms it through the design phase into delivering IT services. Service Design is responsible for designing a management information framework that defines the need for critical success factors (CSF), key performance indicators (KPI), and activity metrics for both the services and the ITSM processes New strategies, architecture, policies and business requirements will drive the need for continual improvement within Service Design. Let us now move on to our next slide.

1.15 Context of service transition

CSI in transition: In our last slide we understood CSI in Context with the service design. This slide talks about the CSI in Context with the service transition. Service Transition manages the transition of new or changed services into the production environment. This phase provides guidance for the development and improvement of capabilities for introducing new and changed services into supporting environments This phase focuses on the best practices of creating support models, a knowledge base, workflow management, and developing communication and marketing for use in the transitioning of services to production. Service Transition describes how to transition an organization from one state to another while controlling risk and supporting organizational knowledge for decision support Service Transition also ensures that value(s) identified in service strategy, and encoded in service design, are effectively transitioned so that they can be realized in service operation As new strategies and designs are introduced this provides an excellent opportunity for continual improvement. Let us now move on to our next slide.

1.16 Context of service operation

CSI in operation: In our last slide we understood CSI in Context with the service transition. This slide talks about the CSI in Context with the service operation. Service Operation describes best practices for managing services in supported environments. Service Operation provides best practice advice and guidance on all aspects of managing the day-to-day operation of an organization’s IT services. Guidance on achieving effectiveness and efficiency in the delivery and support of service to ensure value for the customer, the users and service provider Strategic objectives are ultimately realized through service operation, therefore making it a critical capability Organizations are provided with detailed process guidelines, methods and tools for use in two major control perspectives reactive and proactive Provide guidance on how to maintain stability in service operation This is an approach that provides for Continual Service Improvement activities to be in place within each of the other core disciplines of the service Lifecycle. Let us now move on to our next slide.

1.17 Context of continual service improvement

CSI in service improvement. In our last slide we understood CSI in Context with the service operation. This slide talks about the Context of continual service improvement. Each Lifecycle phase will provide an output for the next Lifecycle phase. This same concept applies to CSI. To be effective, CSI requires open and honest feedback from IT staff. Debriefings, or activity reviews, work well for capturing information about lessons learned such as ‘did we meet the timelines?’ and ‘did we provide quality?’ Segmenting the debriefing or review into smaller, individual activities completed within each phase of the service Lifecycle and capturing the lessons learned within that phrase makes the plethora of data more manageable. Collecting this information is a positive beginning toward facilitating future improvements CSI Provides guidance on creating and maintaining value for customers through better strategy, design, transition and operation of services CSI also Combines principles, practices and methods from quality management, change management and capability improvement CSI Describes best practices for achieving incremental and large scale improvements in service quality, operational efficiency and business continuity, and for ensuring that the service portfolio continues to be aligned to business needs Let us now move on to our next slide.

1.18 CSI Inputs and Outputs by lifecycle stages

CSI Inputs and Outputs by Lifecycle stage: In our last slide we understood Context of continual service improvement. This slide talks about the CSI Inputs and Outputs by Lifecycle stages. This is a pictorial presentation of how each life cycle phase gets inputs from CSI and what outputs are produced by them; these inputs will act as inputs to CSI. Let us now move on to our next slide.

1.19 Successful CSI approaches

Successful CSI approaches: In our last slide we understood Context of CSI Inputs and Outputs by Lifecycle stages. This slide talks about the Successful CSI approaches. Must provide improvement opportunities throughout the entire Lifecycle If CSI focuses only the Service Operations phase of the Lifecycle it will have limited success Treating a symptom of a problem instead of treating the problem itself The problem may actually start in the service strategy or service design Implementing a service improvement process needs to take a wider view There is much greater value to the business when CSI takes a holistic approach throughout the entire Lifecycle Let us now move on to our next slide.

1.20 Continual service improvement and the service lifecycle

Feedback system with Lifecycle: In our last slide we understood Successful CSI approaches. This slide talks about the continual service improvement and the service lifecycle. This figure illustrates some examples of the continual of the continual feedback system built into the service Lifecycle Let us now move on to our next slide. transcript=1. Identify the best option indicating the GOAL of the continual service improvement stage of the ITIL Lifecycle. A. Review, analyze, prioritize and make the recommendations on improvements and opportunities in each lifecycle stage. Review and analyze service level achievements. Identify and implement specific activities to improve IT service quality and improve efficiency and effectiveness. B. To align IT services with changing business needs by identifying and implementing improvements to IT services and processes that support the business. Improve effectiveness, efficiency and economics of all processes associated with delivering service. C. Overall health of ITSM as a discipline, Maturity and capability of the organization, management, process and people. Service portfolio aligned with business needs. D. Goal is to manage the application throughout their lifecycle. It supports and maintains operational applications and also plays an important role in design, testing and improvement of applications that form part of IT services. Answer: Correct answer is B option as it describes the goals of the continual service improvement. The option is A is the objective of the CSI, whereas C defines the scope of the CSI and D is the distracter. 2. Select the best option that is indicating the OBJECTIVE of the continual service improvement stage of the ITIL service lifecycle. A. Review, analyze, prioritize and make the recommendations on improvements and opportunities in each lifecycle stage. Review and analyze service level achievements. Identify and implement specific activities to improve IT service quality and improve efficiency and effectiveness. Lead to gradual and continual improvement in service quality, where justified. Ensure that IT service remain continuously aligned to business requirements B. The primary objective is indentifying the internal relationship in IT organizations, negotiating the terms and responsibilities of the internal relationships, and codifying them with Operational level agreements (OLAs) C. Overall health of ITSM as a discipline, Maturity and capability of the organization, management, process and people. Service portfolio aligned with business needs. D. Lead to gradual and continual improvement in service quality, where justified. Ensure that IT service remain continuously aligned to business requirements. Answer: Option A is the correct answer as it describes the objective of the continual service improvement. B is wrong as it is part of the service level management (SLM). Option C describes the Scope whereas the Option D is not the correct statement in terms of the objective as it specifies the value to business of the continual service improvement. 3. Which of the following is the best option for describing the SCOPE of the continual service improvement stage? A. The primary objective is indentifying the internal relationship in IT organizations, negotiating the terms and responsibilities of the internal relationships, and codifying them with Operational level agreements (OLAs) B. Lead to gradual and continual improvement in service quality, where justified. Ensure that IT service remain continuously aligned to business requirements C. Monitoring, verifying and tracking the levels of security according to the organizational security policies and guidelines. D. Overall health of ITSM as a discipline, Maturity and capability of the organization, management, process and people. Service portfolio aligned with business needs. Answer: Option D is the correct option as it describes the scope of the continual service improvement. Option A is incorrect as it is part of the Service Level Management whereas the Option C is close to Information security management and B is not a correct in terms of the scope of the continual service improvement. 4. Select the best option describing the Value to Business introduced by the continual service improvement stage of the ITIL Service lifecycle. A. Identified opportunities for improvements in all lifecycle stages and in all process by using monitoring and reporting. B. Intangible benefits includes: Increased brand image increased customer satisfaction, Integration between people and processes, reduction of redundancy increases business throughput. C. Identified opportunities for improvements in all lifecycle stages and in all process by using monitoring and reporting. Intangible benefits includes: Increased brand image increased customer satisfaction, Integration between people and processes, reduction of redundancy increases business throughput. D. Monitoring, verifying and tracking the levels of security according to the organizational security policies and guidelines. Answer: Value to business should include the tangible and intangible benefits and option C includes both the tangible and intangible benefits and hence is the best answer. Option A is not complete in terms of the value to business, whereas B only mentions the Intangible benefits and Option D is a distracter.

  • Disclaimer
  • PMP, PMI, PMBOK, CAPM, PgMP, PfMP, ACP, PBA, RMP, SP, and OPM3 are registered marks of the Project Management Institute, Inc.

Request more information

For individuals
For business
Name*
Email*
Phone Number*
Your Message (Optional)
We are looking into your query.
Our consultants will get in touch with you soon.

A Simplilearn representative will get back to you in one business day.

First Name*
Last Name*
Email*
Phone Number*
Company*
Job Title*