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Continual Service Improvement (Metrics and Measures (Metrics (Measure that…
Continual Service Improvement
Continual Service Improvement
• Occurs during all stages
• Most useful starting it during the Service Operation stage
• Identifies processes and functions that need to be strengthened in order to increase efficiency
Efficiency is Key!
Main effort in Continual Service
Improvement is increasing efficiency
Are you tracking customer issues?
What issues are occurring?
Which processes are failing?
Which service agreements are not
working?
Key Takeaways
Captures relevant information to inform
appropriate fix actions
Interprocess links are verified as functional, effective, & efficient
Occurs at all stages (& even on itself)
Service Operations data is critical to feed into the Continual Service Improvement process (metrics, …)
Objectives
Measure and identify the value created by various initiatives
Review management information and trends to ensure services meet the SLAs to achieve desired results
Reviewing existing deliverables for appropriateness
Review business trends, priorities, and
projections
Perform customer satisfaction surveys
Conduct maturity assessments against current processes, functions, activities and roles
Review existing deliverables
Principles
Deming Cycle
• Plan
Establish and define objectives and
processes to achieve desired output
• Do
Implement the plan and processes to
collect appropriate data and metrics
• Check
Study and assess the data
• Act
Improve original plan with changes to achieve desired goals
The Continual Service Improvement
(CSI) Register
Central repository that documents all
potential improvement opportunities
All stakeholders can make entries, but
the register is owned by CSI manager
CSI register is large (500+ items)
Allows cross-synchronization of “good ideas” to occur for maximum return on investment
CSI Register Items
Description
Scale of proposal
Timeline
Resources needed
Originator and Sponsor
Cross-references
Continuous or Continual?
Continuous is relentless and unceasing
Continual means there are starts/stops
Plan-Do-Check-Act implies continual improvement with a beginning and end
CSI is a Way of Life
CSI Process
Define and manage the steps necessary to identify, define, gather, process, analyze, present, and implement improvements
Functions
Identify opportunities for improving services, processes, tools, & activities
Seek to reduce the cost of services
Identify the required things to measure, analyze, and report upon
Review all service achievements
Understand what to measure
Understand why it is measured
Define the objective
What is a successful outcome?
7 Steps to Service Improvement
Define the vision/strategy
Define what is to be measured
Gather the relevant data
Process the data for analysis
• Data becomes information
Analyze the data for trends
• Information becomes knowledge
Leaders assess knowledge and produce service improvement plans
Implement agreed-upon changes
An Approach to CSI
Metrics and Measures
To validate previous decisions
Evidence that we’re doing things right
To direct activities by setting targets
Are we meeting the SLAs?
To justify a course of action
Provides evidence that it is the right path
To course correct if errors occur
What do we do when a threshold is breached in Event Management?
Baselines in Measurement
Metrics
Measure that is captured and reported
on a given service, process, or activity
Process Metrics
Service Metrics
Key Performance Indicator (KPI)
Quantitative
Qualitative
Critical Success Factor (CSF)
Thing that MUST happen for an IT service, process, or activity to succeed
Putting CSI Into Practice
How To Put It Into Practice?
• Leadership buy-in is crucial to success
• Get better at fighting fires (operations)
• Get control over Change Management
• Improve Configuration Management
• Focus on managing services, not on managing technology
What If You Are In Charge?
• What should be your first steps?
• Get some small wins and then build up some momentum
• Partnerships with the “right” folks will pay big dividends in the end
• Learn to influence others to achieve your goals
Kotter’s 8 Steps to Change
Create a sense of urgency
Form a guiding coalition
Create a vision
Communicate the vision
Empower others to act on the vision
Plan for and create quick wins
Consolidate improvements and produce more change
Institutionalize the change
Bottom Line
If you are to continually improvement (CSI) then you need to build a culture of change and improvement
Look for efficiencies and quick wins
Build your partnerships
