Technical Management

IT Service Management: A Guide for ITIL® Foundation Exam Candidates, Second Edition

by Ernest Brewster, Richard Griffiths, Aidan Lawes and John Sansbury BCS. (c) 2012. Copying Prohibited.

Reprinted for Ioana-Bianca Daraban, Capgemini US LLC

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Chapter 32: The Seven-Step Improvement Process (CSI 4.1)

INTRODUCTION AND SCOPE

The seven-step improvement process is the sole process within the continual service improvement part of the lifecycle. However, it offers a repeatable and effective way to identify and apply improvement to any aspect of service provision in any part of the service lifecycle. It is based on the 'Plan-Do-Check-Act' cycle of improvement proposed by W. Edwards Deming and also shows how the cycle fits into the data-to-information-to-knowledge-to-wisdom structure of knowledge management.

PURPOSE AND OBJECTIVES

The purpose of the seven-step improvement process is to undertake consistently and efficiently a cycle of improvement based on defining the steps needed to identify, define, gather, process, analyse, present and implement improvements as the basic building blocks of continual service improvement.

The objectives of the seven-step improvement process are to:

n define a set of measures that are relevant to business requirements and which will support the identification of effective improvement opportunities;

n adopt a structured approach to gathering, processing and analysing the measurement data in order to identify improvement opportunities;

n communicate those improvement opportunities so that appropriate decisions can be taken about actions.

The seven-step improvement process is fundamental in supporting CSI and operates across the entire service lifecycle. It focuses on identifying improvement opportunities, not only for the processes and services, but also for the disciplines implemented as part of each of the lifecycle stages, including the discipline of CSI itself.

Value is created by ensuring that the services and the mechanisms for delivering those services continue to align with and meet business requirements, and by identifying opportunities for continual improvement.

ACTIVITIES, METHODS AND TECHNIQUES

Figure 32.1 illustrates the process steps. Note that the unnumbered eighth box provides the guiding information that informs all decisions.


Reprinted for Q4OGY\282725, Capgemini US LLC BCS, British Informatics Society Limited (c) 2012, Copying Prohibited

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Figure 32.1: The seven-step improvement process (Source: The Cabinet Office ITIL Continual Service Improvement ISBN 978-0-113313-08-2)

ROLES

Everybody within the organisation has a role to play in continual improvement. The key role that is essential to the effective implementation of this process is the CSI manager.

This is role of real responsibility and either needs to have the appropriate seniority and authority or have clear and unambiguous senior support. Responsibilities include:

n developing the CSI domain;

n communicating the vision of CSI across the organisation;

n working with the service owners and service level manager to define the monitoring requirements, identify and prioritise improvement opportunities and establish service improvement plans (SIPs);

n identifying frameworks, models and standards that will support CSI activities;

n ensuring that activities are coordinated throughout the entire service lifecycle;

n presenting improvement recommendations to senior management.

There is also likely to be an analyst who will be responsible for gathering and manipulating data, and presenting it in the desired formats.

Table 32.1: The seven-step improvement process

Step 1

Define what you should measure

Take into account vision, strategy, goals and objectives to determine what to measure. These measurements should enable the provider to demonstrate value to the business by linking back through to key business drivers.

Step 2

Define what you can measure

There may be a gap between the capabilities of current tools and mechanisms to provide the necessary information. If the desired data really cannot be gathered or if the cost is prohibitive, the measures in Step 1 may need to be revisited.

Step 3

Gather the data Use monitoring to gather the data. Monitoring may be either automatic or manual. Extra care needs to be taken to ensure that manually gathered data is accurate and consistent.



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TEST QUESTION FOR CHAPTER 32

CSI 11

Step 4

Process the data Convert the data gathered into the required format for the audience. This can be seen as turning data into information.

Step 5

Analyse the data Transform the information into knowledge. Develop an understanding of the real meaning of identified patterns and trends, by querying the results to understand its intrinsic value.

Step 6

Present and use the information

Communicate the information at the right level of detail for the audience and in a format that is understandable, provides value and will support informed decision making.

Step 7

Implement corrective action

Use the knowledge gained to make the necessary changes throughout the lifecycle.



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Technical Management

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