Continual service improvement (CSI) is the answer. One of the cornerstones of the ITIL service lifecycle is that we should always strive to improve, as to. Continual Service Improvement according to ITIL® meiriseamamo.tkocesses. com. This ebook is the 5th volume of our series „ITSM Processes according to. ITIL – Introducing continual service improvement. The objectives of continual service improvement. Service improvement must focus on increasing the efficiency.
|Language:||English, Dutch, German|
|Genre:||Politics & Laws|
|ePub File Size:||25.46 MB|
|PDF File Size:||8.37 MB|
|Distribution:||Free* [*Registration needed]|
ITIL Author. IT Enterprise Management Services Ltd. Improvement (CSI). ( Better, cheaper, faster) in practice. • Developing a CSI culture and environment . ITIL V3 – Service Improvement. - Página: 2 de The ITIL Core consists of five publications. Each provides the guidance necessary for an integrated approach. Library (ITIL®) processes and you ask the question, 'where do I start?' congratulations – you have started down the Continual Service Improvement ( CSI) path.
Each stage of the lifecycle exerts be followed; it is guidance that should be read influence on the others and relies on them for and understood, and used to create value for the inputs and feedback. In this way, a constant set service provider and its customers. Organizations of checks and balances throughout the service are encouraged to adopt ITIL best practices and to lifecycle ensures that as business demand changes adapt them to work in their specific environments with business need, the services can adapt and in ways that meet their needs.
In the 20 years since it was complementary set of ITIL publications providing created, ITIL has evolved and changed its breadth guidance specific to industry sectors, organization and depth as technologies and business practices types, operating models and technology have developed.
Although this publication can be In , the second major refresh of ITIL was published in response to significant advancements in technology and emerging challenges for IT service providers. New models and architectures Continual such as outsourcing, shared services, utility service improvement computing, cloud computing, virtualization, web Service transition services and mobile commerce have become widespread within IT.
The process-based approach of ITIL was augmented with the service lifecycle to address these additional service management challenges. In , as part of its commitment Service strategy to continual improvement, the Cabinet Office published this update to improve consistency across Service design Service The ITIL framework is based on the five stages of the service lifecycle as shown in Figure 1. This guidance includes ITSM and other concepts from this chapter are described in 1 more detail in Chapter 2.
As businesses depend more on IT services, it is vital that IT organizations continually evaluate and improve their IT services and the IT service management processes that enable those IT services. A formal, proactive continual service improvement CSI practice is required to meet and achieve service level agreements. To implement CSI, organizations need to instill the right attitude and drive the right behaviors until they become second nature. IT providers must embed a culture of measurement that continually tests the value, quality, performance, and compliance of the services within their portfolio and implements improvement initiatives that enable the desired business outcomes.
By definition, alignment requires bringing together two separate entities, often with disparate goals and objectives. As the lines blur, alignment is no longer enough; IT must become an integral part of the business. Rather than having two separate organizations with disconnected goals and objectives, there must be a single, integrated business operation that functions with appropriate technology.
Many people have a personal continual improvement plan although they may not call it that.
For example, perhaps they decide they want to become more physically fit. Then they measure their current fitness level and set goals for where they want to be. They may then decide to start walking half a mile every morning.
Once they accomplish that for two weeks, they might increase the distance to one mile. Bullet 1 Correct. The SWOT analysis was conducted before the business strategy was set and hence before the IT objectives were aligned with the business strategy. This goes against the principle of knowing the required end state before you carry out the SWOT analysis.
Bullet 2 Correct. The opportunities box in the SWOT analysis contains strategic activities - this is incorrect. It should contain statements of external factors that could be exploited by IT as opportunities.
Bullet 3 Correct. The next step would be to repeat the SWOT analysis after the IT objectives have been aligned with the new business strategy. Bullet 1 Partially correct. The SWOT is not useful in its current state. However this is not because it does not describe an end-state for IT, but because it was performed before that end-state was identified.
Bullet 2 Partially correct. A SWOT analysis provides information about the current situation; it should not include actions or activities. The actions are usually defined after the SWOT is performed.
What is ITIL Continual Service Improvement (CSI)?
The answer statement is true, however it would be incorrect to expect to find actions defined in the SWOT analysis. Bullet 3 Partially correct. The SWOT should be repeated but there is no reason to wait for two months.
It misses the point of the limited usefulness of an SWOT analysis. Investing in IT technology at this time will only be a temporary solution that may address some weaknesses but will certainly not support the corporate objectives in the end. It misses the point of the limited usefulness of a SWOT analysis. Also, with the exception of the CIO, there are no indications that IT is committed to better integration with the business.
Their opportunities are all IT wishes and reflect the fact that they have a reactive and tool-focused mentality.
Can apply what is learned in the classroom in workplace situations. Can separate concepts into component parts to understand structure and can distinguish between facts and inferences. Application This question requires the delegate to compare the results of the SWOT analysis against corporate objectives and come up with a gap analysis.
Page 3 of 17 Version 6. Page 4 of 17 Version 6. This question tests the understanding of appropriate grouping of CSFs around management commitment. It may have had some commitment in the past but this does not seem to be ongoing Bullet 2 Correct. The lack of monitoring and reporting tools will limit the maturity of CSI.
Funding needs to be gained to rectify these issues and hence allow better identification of CSI opportunities. This will also help introduce more proactive CSI.
The CSI manager is already in place. Bullet 2 - Correct. See bullet 3 explanation above. Bullet 3 - Partially correct. This would only demonstrate an initial commitment to CSI: for sustainability there would need to be an indication of visible, ongoing management participation.
A CSI register is very important for helping to log, prioritize and track improvement initiatives. However it is not critical to the success of CSI. Bullet 1 - Incorrect.The key to success in CSI activities is to assign the right people to the right roles and make sure everyone involved understands who is supposed to do what.
This information enables IT managers to analyze how services are delivered at various points, as well as look for improvements. IT organizations have been making service improvements for many years, but they have often been in a reactive mode.
The insurance company in our example hired a best-practices company to evaluate specific IT areas and processes. But after a year, measurement showed that the service desk was still struggling with the rate of 65 percent.
Those specifications determine what will be Critical to Quality CTQ , such that the customer believes that the process, product, service, etc. Prioritizing improvement initiatives.