ITIL Continual Service Improvement (CSI) - Revision history

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 == See Also ==
 <div style="column-count:2;-moz-column-count:3;-webkit-column-count:3">
-[[ITIL Availability Management]]<br />
 </div>

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 [[ITIL Service Value System (SVS)]]<br />
 [[Service Portfolio Management]]<br />
 [[IT_Governance|IT Governance]]<br />
 [[IT Infrastructure]]<br />

← Older revision		Revision as of 16:29, 23 March 2021
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	== Definition of ITIL Continual Service Improvement (CSI) ==		== Definition of ITIL Continual Service Improvement (CSI) ==
−	'''ITIL Continual Service Improvement (CSI)''' is the fifth and final stage of [[ITIL Service Lifecycle]] under [[ITIL (Information Technology Infrastructure Library)\|ITIL’s]] [[IT Service Management (ITSM)\|IT Service Management Framework (ITSM)]]. It aims to deal with measures to be adopted to improve the service [[quality]] by learning from past successes and failures. Continual Service Improvement also aligns and realigns IT Services to the changing [[Business Requirements\|business requirements]] by identifying and implementing changes for improvements. For doing this, it takes the similar approach described in [[Deming Cycle (PDSA Cycle)]]. The ITIL [[Continual Service Improvement (CSI)]] describes the best practices for achieving incremental and large-scale improvements in services quality, operational [[efficiency]], and [[Business Continuity\|business continuity]]. It effectively describes and utilizes the concept of [[Key Performance Indicator (KPI)]], which is a [[metrics]]-driven [[process]], for reviewing, evaluating, and [[Benchmarking\|benchmarking]] performance of [[Service\|services]]. ~~CSI~~ is ~~part of all the stages and ITSM processes and services It is important to~~	+	'''ITIL Continual Service Improvement (CSI)''' is the fifth and final stage of [[ITIL Service Lifecycle]] under [[ITIL (Information Technology Infrastructure Library)\|ITIL’s]] [[IT Service Management (ITSM)\|IT Service Management Framework (ITSM)]]. It aims to deal with measures to be adopted to improve the service [[quality]] by learning from past successes and failures. Continual Service Improvement also aligns and realigns IT Services to the changing [[Business Requirements\|business requirements]] by identifying and implementing changes for improvements. For doing this, it takes the similar approach described in [[Deming Cycle (PDSA Cycle)]]. The ITIL [[Continual Service Improvement (CSI)]] describes the best practices for achieving incremental and large-scale improvements in services quality, operational [[efficiency]], and [[Business Continuity\|business continuity]]. It effectively describes and utilizes the concept of [[Key Performance Indicator (KPI)]], which is a [[metrics]]-driven [[process]], for reviewing, evaluating, and [[Benchmarking\|benchmarking]] performance of [[Service\|services]].<ref>What is ITIL Continual Service Improvement (CSI)? [https://www.certguidance.com/continual-service-improvement-itil-itsm/ Cerguidance]</ref>
−	~~consider~~ CSI ~~processes subject to improve as well~~.

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 == Definition of ITIL Continual Service Improvement (CSI) ==
-'''ITIL Continual [[Service]] [[Improvement]] (CSI)''' is the fifth and final stage of [[ITIL Service Lifecycle]] under [[ITIL (Information Technology Infrastructure Library)|ITIL’s]] [[IT Service Management (ITSM)|IT Service Management Framework (ITSM)]]. It aims to deal with measures to be adopted to improve the service [[quality]] by learning from past successes and failures. Continual Service Improvement also aligns and realigns IT Services to the changing [[Business Requirements|business requirements]] by identifying and implementing changes for improvements. For doing this, it takes the similar approach described in [[Deming Cycle (PDSA Cycle)]]. The ITIL [[Continual Service Improvement (CSI)]] describes the best practices for achieving incremental and large-scale improvements in services quality, operational [[efficiency]], and [[Business Continuity|business continuity]]. It effectively describes and utilizes the concept of [[Key Performance Indicator (KPI)]], which is a [[metrics]]-driven [[process]], for reviewing, evaluating, and [[Benchmarking|benchmarking]] performance of [[Service|services]]. CSI is part of all the stages and ITSM processes and services It is important to
+'''ITIL Continual Service Improvement (CSI)''' is the fifth and final stage of [[ITIL Service Lifecycle]] under [[ITIL (Information Technology Infrastructure Library)|ITIL’s]] [[IT Service Management (ITSM)|IT Service Management Framework (ITSM)]]. It aims to deal with measures to be adopted to improve the service [[quality]] by learning from past successes and failures. Continual Service Improvement also aligns and realigns IT Services to the changing [[Business Requirements|business requirements]] by identifying and implementing changes for improvements. For doing this, it takes the similar approach described in [[Deming Cycle (PDSA Cycle)]]. The ITIL [[Continual Service Improvement (CSI)]] describes the best practices for achieving incremental and large-scale improvements in services quality, operational [[efficiency]], and [[Business Continuity|business continuity]]. It effectively describes and utilizes the concept of [[Key Performance Indicator (KPI)]], which is a [[metrics]]-driven [[process]], for reviewing, evaluating, and [[Benchmarking|benchmarking]] performance of [[Service|services]]. CSI is part of all the stages and ITSM processes and services It is important to
 consider CSI processes subject to improve as well.
 The CSI Practice relies upon five major guiding principles defined in the CSI book:
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 *Definition of CSI Initiatives: Used to define specific initiatives aimed to improve the quality of services and processes. The steps are planned based on the results of service reviews and process evaluations.
 *Monitoring of CSI Initiatives: Used as a way to verify if the improvement initiatives are proceeding according to the plan and to introduce corrective measures if required.
 == References ==
 <references/>

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-== Scope of Continual Service Improvement<ref>cope of Continual Service Improvement [https://www.researchgate.net/profile/Nabin_Lamichhane/publication/334400797_Implementing_Continual_Service_Improvement_In_Business_Enterprises_A_Proposal_To_Improve_Business_Effectiveness_Of_Nepal/links/5d27871a299bf1547cad2d93/Implementing-Continual-Service-Improvement-In-Business-Enterprises-A-Proposal-To-Improve-Business-Effectiveness-Of-Nepal.pdf Nabin Lamichhane]</ref> ==
+== The Activities of Continual Service Improvement<ref>The Activities of Continual Service Improvement [https://www.academia.edu/37070813/ITIL_Introducing_continual_service_improvement_The_objectives_of_continual_service_improvement UCISA]</ref> ==
 The CSI Implementation process may vary and the correct way to implement it rely upon the organization's goal; it may be long term goals or short time dependent on the nature and policy of the organization.
 Generally the scope looks into three areas of ITSM.
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 *IT Services- Where do we start? Case (2009) states that it is crucial to choose right IT services once the ITSM process is implemented in our business, to ensure the business value is delivered. But the problem is to identify the right services but can be simply done through identifying the services falling out to meet the satisfaction levels or which are continuously giving a threat. In case of absence of service level data a discussion is to be carried on with the business highlighting the services that are deemed mission critical. Impact assessment is to be conducted either to give continuity to the service or discard the service.
 *Service lifecycle-where do we start ? Starting the improvement initiatives of processes organization will find our many turning points for making improvements in the service lifecycle itself. Thus it is crucial that organization keeps tracks of the communication and feedbacks between different service lifecycle phases. Organizations should look for improvement opportunities associated with the business requirements Case (2009) and Nickols (2010).

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 *Service lifecycle-where do we start ? Starting the improvement initiatives of processes organization will find our many turning points for making improvements in the service lifecycle itself. Thus it is crucial that organization keeps tracks of the communication and feedbacks between different service lifecycle phases. Organizations should look for improvement opportunities associated with the business requirements Case (2009) and Nickols (2010).
 Processes of ITIL Continual Service Improvement (CSI)
 As per ITIL v3, the following are the Four Main Processes of ITIL CSI process group, and the image below illustrates how they conformed to the 7-steps of Continual Service Improvement.

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 *Knowledge manager: The knowledge manager decides in which category approved articles will be published so that users can easily find the articles they need. The category "Remote work incidents" is chosen for this article on VPN connections. Once the article gets published, it gets tracked periodically to monitor its performance through reports to ensure the relevance of the content is maintained and its quality is improved when possible.
-''DIKW Model for Knowledge Management''
+''DIKW Model for Knowledge Management''<br />
 The data, information, knowledge, and wisdom (DIKW) model explains how IT service desk teams can generate knowledge based on their everyday activities. This also shows how the transformation of data into information, knowledge, and wisdom occurs along with the relationship between them. This model is also known as the DIKW pyramid or DIKW hierarchy.
 *Data: Data is the collection of discreet facts about events in the form of numbers, characters, and specific or relative values that the organization can gather. The key activities to be performed at this stage are:
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 *Definition of CSI Initiatives: Used to define specific initiatives aimed to improve the quality of services and processes. The steps are planned based on the results of service reviews and process evaluations.
 *Monitoring of CSI Initiatives: Used as a way to verify if the improvement initiatives are proceeding according to the plan and to introduce corrective measures if required.

← Older revision		Revision as of 20:59, 12 January 2021
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	**7. Implement improvement.		**7. Implement improvement.
	The goal in using the Deming cycle or PDCA cycle is steady, ongoing improvement. It is a fundamental tenet of Continual Service Improvement (CSI). For the application of CSI to services and service management processes. At implementation all four stages of the PDDCA cycle are used. With ongoing improvement, CSI draws check and act stages to monitor, measure, review and implement initiatives. PDCA should be repeated multiple times to implement Continual Service Improvement (CSI). Handling of cultural change is required to implement CSI for improvement. It should be noted that the PDCA cycle is a fundamental part of many quality standards including ISO/IEC 20000.		The goal in using the Deming cycle or PDCA cycle is steady, ongoing improvement. It is a fundamental tenet of Continual Service Improvement (CSI). For the application of CSI to services and service management processes. At implementation all four stages of the PDDCA cycle are used. With ongoing improvement, CSI draws check and act stages to monitor, measure, review and implement initiatives. PDCA should be repeated multiple times to implement Continual Service Improvement (CSI). Handling of cultural change is required to implement CSI for improvement. It should be noted that the PDCA cycle is a fundamental part of many quality standards including ISO/IEC 20000.
		+
		+
		+	=== Knowledge Management ===
		+	Knowledge management roles are created to facilitate the continual service improvement (CSI) of procedures, metrics, policies, and documentation.
		+	First, there are those that contribute articles. To build a knowledge repository, solutions articles are a must. Generally, when technicians resolve a ticket, they transcribe the steps they took as an article. Any subject matter expert or end user in the organization can create solution articles.
		+
		+	Once articles are submitted, the appropriate experts review and approve the articles. Upon approval, the knowledge manager publishes the article in the knowledge base. The role of these subject matter experts is to review and approve articles to maintain high quality solutions articles in the knowledge base.
		+
		+	The knowledge manager is a process owner with a deep understanding of knowledge management practices. The knowledge manager makes sure that the process of collecting, reviewing, approving, and grouping solution articles in the knowledge base is performed effectively.
		+
		+	For example: A user raises a request in the service desk for information on how to remotely configure a VPN from home. If a knowledge article on VPN configuration is already available in the knowledge base, the user can follow the steps in the article and avoid raising a ticket altogether. The following are the roles involved in the life cycle of a knowledge article.
		+	*Article contributor: This can be anyone in the service desk, including a technician or a subject matter expert. In this scenario, if a technician notices that many users request the same information on VPN configuration, the technician can write an article on VPN configuration and submit it for review.
		+	*Subject matter expert (SME): Subject matter experts are those that have expertise and knowledge in their specific areas or departments. An SME will review and amend the submitted article as needed. If the article submitted meets the standards in terms of technical accuracy, language, and relevance, it will be approved. If not, it is rejected.
		+	*Knowledge manager: The knowledge manager decides in which category approved articles will be published so that users can easily find the articles they need. The category "Remote work incidents" is chosen for this article on VPN connections. Once the article gets published, it gets tracked periodically to monitor its performance through reports to ensure the relevance of the content is maintained and its quality is improved when possible.
		+
		+	''DIKW Model for Knowledge Management''
		+	The data, information, knowledge, and wisdom (DIKW) model explains how IT service desk teams can generate knowledge based on their everyday activities. This also shows how the transformation of data into information, knowledge, and wisdom occurs along with the relationship between them. This model is also known as the DIKW pyramid or DIKW hierarchy.
		+	*Data: Data is the collection of discreet facts about events in the form of numbers, characters, and specific or relative values that the organization can gather. The key activities to be performed at this stage are:
		+	**Identifying a reliable source to get data
		+	**Archiving and deleting the appropriate data
		+	*Information: This stage is about adding context to data. The key activities to be performed in this stage are:
		+	**Converting data into information while maintaining data integrity
		+	**Managing information the right way by making it easy for end users to search and use.
		+	*Knowledge: Knowledge is derived from experience. It may involve expertise, values, and judgments of members of the IT service desk team such as the knowledge managers, subject matter experts, technicians, or end users. Knowledge created in this stage facilitates smart decision-making.
		+	*Wisdom: Wisdom is the culmination of data, information, and knowledge. It adds value to knowledge management. This value is created though dynamic planning, problem solving, strategic planning, and discernment.
		+
		+	Example scenario: Zylker, an electronics company with over 1,500 employees, is on a recruitment drive. Over the weekend, many new talented individuals were recruited for different teams. But at the start of the week, when the IT team onboarded the first employee and assigned them to a team, the file management (FM) application failed and none of the teams were able to access any files in the organization. While the other teams were virtually having an extended weekend, the IT team had to quickly look into the cause of the failure.
		+
		+	For the above situation, let's breakdown the incident and organize it into a DIKW hierarchy for knowledge management.
		+	*Data: The IT teams received an incident ticket from the application monitoring tool 'TOMCAT_THREADS_EXHAUSTION'
		+	*Information:: The application monitoring tool sheds more light on the ticket with "File server ; Connector port:8332 [Tomcat Busy Threads Percentage:100% , Threshold :90%] Giving information about the alert helps IT teams make sense of data. In this case, the FM server memory usage has been maxed out.
		+	*Knowledge: Here is where the analytic skill set of the IT team is needed. After checking the logs of the FM server, the team found multiple parallel requests from the browser client requesting data of all the members of the team where the new employee was just assigned. The team then checked the knowledge articles that describe the background processes that occur when a new employee is assigned to a team. They learn that a complete background refresh occurs for the data of all members of a team when a new employee is assigned to it. The background refresh tries to update data of the team members in browser client cache. These requests flooded the FM servers and led to a downtime.
		+	*Wisdom: Wisdom comes from experience and learning what to do when faced with situations like the one described above.
		+	As an immediate fix, the service desk team removed the unnecessary requests from the browser clients and got the service back up and running. As a permanent fix, the team removed the background refresh logic by fetching only the newly added user data and not the entire team member list.