The Continual Service Improvement (CSI) phase defines techniques and concepts that can be applied to all other phases of the Lifecycle. The purpose of CSI is 'to align IT Services with changing business needs by identifying improvements to IT Services that support business processes'. Improvements may be in service, process or cost effectiveness

The objectives for CSI are:

• review, analyse, prioritise and recommend on each lifecycle phase
• review and analyse service achievement
• identify and implement improvements
• apply quality management methods
• ensure that processes have clearly defined objective and metrics
• help to understand process measurement and what successful outcomes should be

Improvements are 'outcomes that when compared to the before state, show a measurable increase in a desirable metric, or decrease in an undesirable one'. Thus service improvement is only possible with accurate measurements of service performance, and Continual Service Improvement is only possible with accurate measurements of the performance of the various lifecycle stages. CSI measures and monitors the following areas:

Process Compliance

Are the processes being followed

Quality

Do the processes meet their goals

Performance

How efficient are the processes

Business Value

Does the process make a difference

There are three types of metrics used in CSI:

Technology Metrics

Performance and availability of components and applications

Process Metrics

Performance of service management processes

Service Metrics

End service results

The DIKW cycle describes the passage from data to wisdom:

Data

Metrics supply quantitative data

Information

CSI transforms data into qualitative information

Knowledge

Information is combined with experience, context, interpretation and reflection to become knowledge

Wisdom

Use of data, information and knowledge to make the right decisions

Benefits are usually defined and measurable and will give an indication of when they are likely to be realised. Return on Investment (ROI) is calculated as the 'benefit achieved' divided by the 'amount expended' and expressed as a percentage. Value on Investment (VOI) refers to the value created from benefits that include non-monetary or long-term outcomes.

CSI will identify Process Initiatives that will be recorded in the Continual Service Improvement Register. Process Initiatives may be categorised by effort required or timescales involved.

CSI Model

The Continual Service Improvement Model describes the processes that occur in implementing CSI:

1. Vision - mission, goal, objectives
2. Where are we now
3. Where do we want to be
4. How do we get there
5. Did we get there
6. How do we keep the momentum going

Improvement relies on metrics and measurements to define 'where we are', 'where we want to be' and 'did we get there'

Deming Cycle

The Deming Cycle, also known as the PDCA Cycle, describes a four-step process for service improvement:

Plan

What needs to happen, who will do what and how

Do

Execute the planned activities

Check

Check whether the activities produced the desired result

Act

Adjust the plan in accordance with the check

A consolidation phase is also identified, to ensure that the improvements are maintained.

Processes

Seven Step Improvement

Identifies seven steps to identify and implement improvements:

1. Identify the strategy for improvement - driven by business requirements
2. Define what you will measure - output from Service Design
3. Gather the data - technology, process and service data
4. Process the data - in alignment with KPIs and CSFs
5. Analyse the information and data - transforming data into knowledge
6. Present and Use the information
7. Implement the improvement

Service Reporting

Reports on results and service level developments to a customer and should agree with the business/customer on the layout, contents and frequency of the reports. The reports should be from a business and end-to-end service perspective. A reporting framework should be established with both the business and Service Design per business unit. The reporting framework should contain:

• target groups and their view of the services delivered
• agreement as to what should be measured and what to report
• defining all terms and upper and lower limits
• basis for all calculations
• report planning
• access to reports and media used
• meetings to discuss the reports

Methods

A variety of methods exist to check performance against results

Implementation Review

evaluates whether improvements produce the desired results

Assessment

compares actual performance against a performance standard, eg SLAs

Benchmark

compares performance against best practice

Gap Analysis

determines the gap between current position and desired position

Balanced Scorecard

Scores performance in four categories:

• Customer
• Internal Processes
• Learning and Growth
• Financial

SWOT Analysis

Analyses Strengths, Weaknesses, Opportunities and Threats

Rummler-Brache Swim-Lane Diagram

Visualises relationships between processes and departments in swim lanes

Roles

CSI Manager

The CSI Manager together with the Service Manager plays a key role in Continual Service Improvement. Activities for the role include:

• collect data, analyse trends compared to baselines, targets, SLAs and benchmarks
• set targets for improvement in efficiency
• set targets for improvements in service quality and resource utilisation
• consider new business and security requirements
• consider new external drivers
• create plan
• implement improvements
• collect staff input
• report on initiatives
• revise plans
• ensure actions completed and outcomes achieved