CSIIt’s not the end…it’s the beginning

with

Marcus Binet

HDAA 2015 Q3 Workshop

@hdaa1

For this workshop use….

#knowITSM

Housekeeping & Agenda

Amenities

3pm Wrap Up

3:00 – 5:00pm Networking

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Today’s Speaker

Marcus BinetTrainer & Consultant

Continual Service Improvement

Marcus Binet

Improvement

Excellent firms don't believe in excellence - only in

constant improvement and constant change – Tom

Peters (Management guru)

You cannot allow your desire to be a winner to be

diminished by achieving success previously and I

believe there is room for improvement in every

sportsman – Lionel Messi (Barcelona striker. Voted

2009, 2010, 2011 and 2012 best player in the world)

Continuous improvement is better than delayed

perfection – Mark Twain

Is there a need?

Why do you think there is a need for improvement? 5 monkeys

The change form

Don’t focus so much on refinement that you forget to

challenge the basic assumption. Common Sense is a

good thing!

“Insanity: doing the same thing over and over again and

expecting different results” - Einstein

Is there a need?

“It is the obvious which is so difficult to see most of the

time. People say 'It's as plain as the nose on your face.'

But how much of the nose on your face can you see,

unless someone holds a mirror up to

you?” – Isaac Asimov

“Activity suggests a life filled

with purpose” – Capt von Trapp

Continual Service Improvement - Purpose

To align services with changing needs by identifying and

implementing improvements that support business

processes

When you stop learning you start getting old.

Continual Service improvement - Objectives

• Review, analyse, prioritize and make recommendations on

improvement opportunities in each lifecycle stage

• Review and analyse service level achievements

• Identify and implement specific activities to improve

IT service quality

efficiency and effectiveness of the enabling processes

cost effectiveness of delivering IT services without detriment to customer satisfaction

• Ensure applicable quality management methods are used to

support continual improvement activities

• Ensure that processes have clearly defined objectives and

measurements that lead to actionable improvements

• Understand what to measure, why it is being measured and what

the successful outcome should be

The Deming Cycle

© Copyright AXELOS Ltd 2014. All rights reserved. Reproduced under licence from AXELOS.

The Deming Cycle

Plan - Document target state and intended steps to get

there

Do - Execute the plan

Check - Monitor and measure actual achievements

against the plan

Act - Identify gaps against expectations and further

improvements

CSI Approach

© Copyright AXELOS Ltd 2014. All rights reserved. Reproduced under licence from AXELOS.

How do we keep the momentum going?

What is the vision?

Where are we now?

Where do we want to be?

How do we get there?

Did we get there?Measurements and metrics

Service and process improvement

Measurable targets

Baseline assessments

Business vision, mission , goals and objectives

What is the vision?

A quick exercise

Write down your (personal) vision for the next: 6 months

Year

5 years

What is the vision?

Company vision

IT Vision

Team/ Department vision

Be deliberate – there must be an owner

Scope

1. The overall health of ITSM as a discipline

2. The continual alignment of the service portfolio with the current and future business needs

3. The maturity and capability of the organisation, management, processes and people utilised by the services

4. Continual improvement of all aspects of the IT service and the service assets that support them

Where are we now?

What activities would you need to do to understand

where you are now? In other words, how do you

establish a baseline?

Where are we now?

What can you measure?

Where do you start?

What if you aren’t measuring anything?

Baselines

An important beginning point, used for later comparison

Establishes an initial data point Determines whether services or processes need improvement

Must be: Documented, recognised and accepted throughout the

organisation

Established at each level:

Strategic goals and objectives Tactical process maturity Operational metrics and KPIs

If a baseline is not initially established, the first

measurement efforts will become the baseline Better to have questionable data than no data at all

Where do we want to be?

How do you work that out?

Where might you look for guidance?

What might influence your choices?

How do you know what is a reasonable goal to be

setting?

CSI Measurement

3 Types of metrics Process Metrics – captured in the form of CSFs, KPIs and activity

metrics.

Help answer questions around quality, performance, value and compliance

Technology Metrics – component and application-based metrics (e.g. performance, availability)

Service Metrics – end-to-end service performance (technology and process metrics are used to compute service metrics)

CSI Measurement

Don’t just measure because you can

Understand what to measure, why it is being measured

and what the successful outcome should be

You cannot manage what you cannot control

You cannot control what you cannot measure

You cannot measure what you cannot define

CSF and KPI Relationship

Many metrics may be recorded but the most important

metrics are defined as KPIs

Recommended that no more than 2-5 KPIs are defined

per CSF at any given time

KPIs can be qualitative (eg. Customer Satisfaction) or

quantitative (eg. Cost per incident)

How do we get there?

What should you work on first?

As time goes by, you will build a longer list of activities

that need to be addressed. What will you take into

consideration when working out which ones you need to

work on first?

CSI Register

It is recommended that a CSI register is kept to record all

improvement opportunities to provide a coordinated,

consistent view of all improvement activities

Categories should show Small, medium and large undertakings

What can be achieved quickly, medium term or longer term

Benefits that will be achieved

Ensures lower priority improvements are not overlooked

Did we get there?

What are the top 5 metrics you think need to be

measured on a service desk? (Mention any unusual

ones on your own service desk)

Did we get there?

Monitoring and reporting on SLA Achievements

Ongoing reporting dashboards

Reviewing of forecast vs actual

Be prepared to adjust

Don’t declare victory too early

Measuring means nothing without action – a

thermometer tells you it’s hot

Momentum

After every win, analyze what went right, and what

needs improving.

Set goals to continue building on the momentum you've

achieved.

Learn about kaizen, the idea of continuous improvement.

Keep ideas fresh by bringing in new change agents and

leaders for your change coalition

Make change the norm

Challenges

List the top three challenges for CSI in your organisation.

Challenges

3 most common CSI challenges

1. Breaking out of firefighting mode long enough to make

an effective strategy plan

2. Getting senior management support, commitment

and/or investment

3. Winning the hearts and minds of the people affected

by the change

David Smith – Micromation Inc

CSI Approach for Success

Small steps rather than big bang approach

“Elements of crappy are OK”. Perfection can be your

enemy

A series of small planned increments will create less

stress on resources and will, over time, lead to a large

amount of improvement

Consistency (make sure that where you are heading is

where you want to go)

People

Where do I start?

1. The service approach Identify a certain service pain point such as a service that is not

consistently achieving the desired results

2. The lifecycle approach Review outputs from the different lifecycle stages

3. The functional group approach Identify where there are issues at source

Review responsible area of that component for target

Consider this a short term solution only as CSI activities should be reviewing services from an end to end point of view

Organisation culture

• The way authority is exercised and people rewarded

• Methods of communication

• Degrees of formality e.g. working hours, dress code,

enforcement of procedures

• Recognised by staff’s attitude and morale, their language

• If CSI is not a part of your organisation, the culture may

need to change by changing the behaviour of employees

which in term becomes the new culture

Organisation culture

• Senior management have to be the role model

• What gets rewarded gets done Set up performance plans, appraisals and pay and reward

Tie the CSI activities in to the day to day activities

• You get what you inspect not what you expect Need to monitor and check to see if tasks and activities are being

done

Discuss and feedback results regularly to ensure visibility

Challenges for CSI

• Organisation and management Managing behavioural changes that are required, including

resistance

Lack of management commitment

Lack of IT objectives, strategies and policies

Lack of mature service management processes

Inadequate resources, budget and time

• Technology and tools Diverse and disparate technologies and applications

Tools too costly to implement and maintain

Continual Improvement

2006 2007 2007

2015

“I’m still a long way off where I want to be”“I’m still learning… I’m just taking in as much as I can and wanting to

get better each game. That’s the way I look at it”

• Thank You