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ITIL Practitioner
Course 02 - ITSM & Continual
Improvement
Slide 1
© itSM Publishing Solutions, LLC
ITSM & Continual Improvement
• Selecting a Management System
• Systems Thinking
• The 4Ps
• Communication & Management Systems
• Organizational Capabilities
• Adopt, Adapt & Realize
• Outside-in vs Inside-out Thinking
• Defining a Service
• Metrics & Measurement
• Improvement, the Practitioner & CSI
Co
urs
e
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Slide 2
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Learning Objectives
o Understand IT Service Management as management system which includeso Governance
o Management
o Standards & frameworks
o Service management lifecycle
o Understand systems thinking for the ITIL Practitionero Disciplines of learning
o Patterns of learning organizations
o Structure influences behavior
o Apply the 4Ps in the practice of service managemento Strategy
o Design
o Transition
o Operation
o Improvement
o Understand how communication supports the practice of service managemento Fundamentals of communication
o Perception
o Exception
o Demands
o Communication & information
o Communication in management systems
o Understand organizational capabilities in the practice of service managemento Specialized organizational capabilities
o Capability of practices
o Quality of practice
o Quality of service
o Understand how organizational capabilities are realizedo It depends
o Adopt, Adapt & Improve
o Adopting a management system
o Adapting a management system
o Improving service value
o Outside-in vs inside-out thinking
o Inside-out vs Outside-in
o Examples of Inside-out
o Examples of Outside-in
o Outside-in & the ITIL Practitioner
o Analyze the definition of service & service managemento Define service management
o Define service
o Combine Service management & service
o Understand the ITIL Practitioner’s use of the CSI approacho Review CSI
o Review CSI Approach
o Introduce Outside-in vs. Inside Out thinking
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Slide 3
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Terms-to-Know
o Governance
o Management
o Management System
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Slide 4
© itSM Publishing Solutions, LLC
Selecting a Management System
Lesson
Seeking a Single Management System
Management System
Governance, Management & Compliance
Frameworks & Standards
Service Management Lifecycle
ITIL as a Management System
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Slide 5
© itSM Publishing Solutions, LLC
Seeking a Single Management System
o Management system o Provides
oGuidance
o… & control over work
o Structure may be
o Formal
o… or informal
o Defines
oActivities to be done
oMeasures how they are done
o… & provides guidelines so people know what to do
o Scope includeso Multiple organizational structures
o Geography
o … or anything else that makes sense
o What ever structure, it must be
oClearly defined
oWell documented
oUnderstood by stakeholders
Management
Governance
MonitorDirect
Evaluate
Plan Build Run Improve
System – Any number of things working together to achieve
an overall objective.
Some systems are based on technology, but when we refer to
a ‘management system’ we are using the word ‘system’ in a
wider context. It includes all the things that are needed to
govern and manage what an organization does.
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Slide 6
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Management System
o Governanceo Direct & monitor
o Managemento Plan, build, run & improve
o Policieso Set out management intent
o Processeso Document activities, inputs & outputs
o Roleso Define responsibilities, activities & authorities
o Organization Designo Defines structure for
oDirecting
oReporting
o Metrics – CSF & KPIo Measure
o Report
o … & plan improvements
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Slide 7
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Governance, Management & Compliance
o Governance [noun]o The exercise of control & authority
o Policy & Direction
o Management [noun]o The act or manner of managing; handling, direction, or control
o Plan, build, run & improve
o Compliance [noun]o Conformity; accordance:
o Used to avoid breaches
oLegal
oRegulatory
oContractualManagement
Governance
MonitorDirect
Evaluate
Plan Build Run Improve
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Slide 8
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Frameworks & Standards
o ITIL – Axeloso Framework – IT Service Management
o ISO/IEC27000-1o Standard – IT Security
o ISO/IEC 20000-1o Standard – IT Service Management
o ISO 9001o Standard – Quality Management Systems
o ISO 31000o Standard – Risk Management
o ISO 22301:2012o Standard – Business Continuity Planning
o Cobit 5o Business Framework
o NIST Cybersecurity Frameworko Framework for Improving Critical Infrastructure
Cybersecurity
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Slide 9
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Service Management Lifecycle
• Service Strategy
– What & why
• Service Design
– How
• Service Transition
– Verify & validate change or improvement
• Service Operation
– Delivery & support
• Service Improvement
– Maintain value ITIL®Service
Management Lifecycle
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Slide 10
© itSM Publishing Solutions, LLC
ITIL as a Management System
o ITIL is a best practice frameworko IT Service Management (ITSM)
o Set of practices around ITSM
o Organizations
o Adopt the ITSM practices
o Adapt to suit their circumstances
o ITSM Lifecycleo Strategy
o Design
o Transition
o Operation
o Continual Service Improvement
__________
“ITIL is the most widely accepted approach to
managing IT services worldwide. It has
support from a large number of organizations
who provide training, consulting and
supporting tools. Managing IT services well
can make a significant contributions to Cyber
Resilience, as many Cyber Resilience threats
involve IT. “
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Slide 11
© itSM Publishing Solutions, LLC
Systems Thinking
Lesson
Disciplines of a Learning Organization
Double Loop Learning
The Iceberg Model
Patterns of a Learning Organization
Structure Influences Behavior
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Slide 12
© itSM Publishing Solutions, LLC
Disciplines of a Learning Organization
o Personal Mastery
oSpecial level of proficiency
o Mental Models
oAssumptions, generalizations or images that influence actions
o Building Shared Vision
oHolding a shared picture of the future we seek to create
o Team Learning
o “…teams, not individuals, are the fundamental learning unit in
modern organizations.” Peter Senge
o Systems Thinking
o “All events are distant in time and space, an yet they are all
connected within the same pattern.” Peter Senge
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Slide 13
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Double Loop Learning
DefensiveReasoning
Underlying Assumptions
Goals, Values& Techniques
Results
Defensive Reasoning is an
obstacle. It acts as the “defense” of
the status quo. It must be
overcome.
These assumptions ask & answer
the question “why?”
The underlying assumptions vary
based on the context.
Based on the Double Loop Learning: Argyris & Schon
Single LoopLearning
Double LoopLearning
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Slide 14
© itSM Publishing Solutions, LLC
The Iceberg Model
o Eventso What is happening?
o Patterns of behavioro What trends are there over time?
o System structureo How are the parts related?
o What influences the patterns?
o Mental modelso What values, assumptions + beliefs shape the
system?
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Slide 15
© itSM Publishing Solutions, LLC
Patterns of a Learning Organization
o Systems thinkingo Understanding the system by contemplating the whole
o … not any individual part of the pattern
o Personal masteryo Achieving a special level of proficiency
o Continually clarifying & deepening our personal vision
o … seeing reality objectively
o Mental modelso Deeply ingrained assumptions, generalization
o Influence how we see the world & take action
o Building shared visiono Capacity to hold a shared picture of the future we seek to create
o Binds people together around a common identity and sense of destiny
o Team learningo The intelligence of the team exceeds the intelligence of the individuals
o Develop extraordinary capacities for coordinated action
o Produce extraordinary results
o Promote rapid individual growth
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Slide 16
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Structure Influences Behavior
o Structure influence behavioro Seek root causes that motivate behavior
o Change them
o Investigate limits & constraints; mitigate them
o Organizational structure impacts communication
oShould support, not hinder
o Organizational structureso Functional
o Team
o Divisional
o Matrix
o 1st & 2nd order changeso 1st order - refinement of current practices
o 2nd order – break with past practice (outside existing paradigm)
oRequire new skills & knowledge
__________
Organizational structure is the
grouping of people to
accomplish work. It establishes
relationships among a
business's managers and
workers, giving them authority
to carry out responsibilities.
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Slide 17
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The 4Ps
Lesson
4Ps in Strategy
4Ps in Design
4Ps in Transition
4Ps in Operation
4Ps in CSI
4Ps in Service Management
ITSM Practice Guide
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Slide 18
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4Ps in Strategy
o Perspectiveo Overall vision & objectives for the enterprise
oEstablish constraints & organizational approach to risk (appetite for risk)
oDetermine the importance, justification, funding & resources required
o Positiono Craft governance policies consistent with vision
o Planso Monitored, evaluated & directed
o Document critical Business Information
oConnect priority to value
o Patternso Defines & monitors
oOrganizational capability & readiness
oProvide a description of the “desired state”
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Slide 19
© itSM Publishing Solutions, LLC
4Ps in Design
o Perspective o Use strategic perspective as input
o Balance constraints within operational objectives
o Positiono Integration into processes
o Extend capabilities to enable organizational capabilities
o Inclusion in new or changed business products & outcomes
o Planso Align Design perspective & position with strategic
intent
o Map intent into an “architecture”
o Integrate into design activities & desired business outcomes
o Patternso Defines RACI, new procedures, metrics
o Applies to IT & business processes
o Defines actions to close the gap
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Slide 20
© itSM Publishing Solutions, LLC
4Ps in Transition
o Perspectiveo Realize vision as
oPlanning & support
oVerification & validation
o Integrate into process & service
o Extend organizational capability
o Positiono Determines what has to be
oVerified & Validated
o Planso Develop verification & validation plans
o Apply communication/feedback (RACI)
o Patternso How verification & validation is carried out
oWhat part of gap was closed
oWhat remains
o Apply knowledge management
oWork with CSI
oUse lessons learned
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Slide 21
© itSM Publishing Solutions, LLC
4Ps in Operation
o Perspective
o Acts as operational constraints
o Position
o Apply operational controls
oBase on other stage guidance
o Planso Stability vs. responsiveness
o Reactive vs. proactive
o Internal vs. external
o Quality vs. cost
o Pattern
o Provide feedback for gap analysis
o Enable organizational support for
oProtect, detect, correct
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Slide 22
© itSM Publishing Solutions, LLC
4Ps in CSI
o Perspectiveo Drive overall improvement
o Close the gap between current & desired state
o Seek balance
o Positiono Identify what needs to be improved “next”
o Extends to organization, process & services
o Planso As needed for improvement: document
changes to:o Adapt 4Ps
o Risk register
o Lessons learned
o Balance & Controls
o Patternso Uses knowledge management
o Communication & feedback to stakeholders
o Applies PDSA in multiple formso 7-step, CSI Approach, etc.
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Slide 23
© itSM Publishing Solutions, LLC
4Ps in Service Management
o Strategy Management for IT services owns 4Pso Coordinates communication of policies, ensures they are understood &
managed throughout the lifecycle
o Design Coordinationo Coordinates the activities of SD into ITSM & business processes &
organizational change
o Transition planning & supporto Coordinates the verification & validation of strategy & design as part of normal
ST activities.
o Assures service operational readiness
o Knowledge management required
oRisk register
o Lessons log with alternatives
o CSI actively seeks improvement opportunities across the lifecycleo Utilizes the CSI Register
o Input from
oRisk Register
o Lesson Learned
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Slide 24
© itSM Publishing Solutions, LLC
ITSM Practice Guide
Operations
Management
Governance
Procedure
ITSMPractice Area
Goals & Objectives
• Capability of Practice• Quality of Practice• Quality of Service
Roles & Responsibilities
Board LevelGovernance
RealWorld
Constraints
Establish
Cascading Policies
Constraints
Planning
MetricsProcessImprovement
Cycle
Balance ofRisk & Opportunity
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Slide 25
© itSM Publishing Solutions, LLC
Communication & Management Systems
Lesson
Fundamentals of Communication
Communication Strategy
Perception
Expectation
Demands
Communication & Information are Different
Communication in Management Systems
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Slide 26
© itSM Publishing Solutions, LLC
Fundamentals of Communication
o Drucker’s Five Rules of Communication1) Technology isn’t communication
2) Communication is perception
3) Communication is bi-directional
4) Communication & information are totally different… but interdependent
5) If you don’t learn to communicate well, you don’t get to do anything that is fun
o Communication & IT Service Management
o Communication enables service transitions
o Identify needs & goals
o Plan communication
o Determine methods, tone, actions, involvement, definition of success, stakeholder requirements
o Select communication methods
o Utilize workshops, newsletters. training sessions. team meetings, etc.
o Understand motivation & communication
o Provide job feedback, autonomy skill variety, task identity & significance
o Mobilize & engage
o Communicate short-term wins
o Celebrate progress
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Slide 27
© itSM Publishing Solutions, LLC
Communication Strategy
• Ownership• Style• Delivery Mechanisms• Competencies – Skills Training• Related Ongoing Activities• Internal & External Audiences• Timescales• Critical Success Factors• Monitor Audience Feedback• Ensure Messaging
• Right Message • Right People• Right Time
Remove Resistance Barriers – Build Partnerships
CommunicationPlan
Everything you do in IT Service
Management is to enable or support the
achievement of a business objective.
Identifying & managing the stakeholders
is critical to any successful
communication strategy.
Communication is two-way Communication is two-wayCopyright © AXELOS Limited 2014 All rights reserved. Material is reproduced under license from AXELOS Limited.
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Slide 28
© itSM Publishing Solutions, LLC
Perception
o Match message with their aspirations (motivators)
o Meet their values
o Support the achievement of their purpose
Perception in communication is
matching your message to the
aspirations or motivators of the
recipient, ensuring their values are
met and that the achievement of
their purpose is supported.
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Slide 29
© itSM Publishing Solutions, LLC
Expectation
o Understand what the recipient knows & their capabilities
o Determine the recipient's capability to contribute
o Identify what contributions they can be held accountable
o Asks and answers the question
o “What should we expect of you.”
o Determine best utilization for the recipient’s
o Knowledge
o Abilities
Expectation in communication is all
about knowing what your audience
knows and what they can do and
matching what you say and how
you say it so it fits their world.
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Slide 30
© itSM Publishing Solutions, LLC
Demands
o Do something
o Become somebody
o Believe something
o Appeal to their motivation
The purpose of communication is to
cause someone to do something,
become something or believe in
something different. The message
must always align with their
motivators.
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Slide 31
© itSM Publishing Solutions, LLC
Communication & Information are Different
o Informationo Transmission from sender to receiver; a set of
objective facts
o Codified through a conventional system of sign & composition rules
o Message is sent intentionally by the sender who expects an obtainable result
o Communicationo Bi-directional sequence of message
oCounterparts are both “senders” & “receivers”
o Message has meaning only understood in the context of the interaction of communication
o Codified through conventional language
o Not all messages are transmitted consciously (i.e. body language)
o Results are pre-planned; results depend on the other’s choices
“The two words 'information' and
'communication' are often used
interchangeably, but they signify quite
different things. Information is giving
out; communication is getting through.”
Sydney J. Harris
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Slide 32
© itSM Publishing Solutions, LLC
Communication in Management Systems
o Management Systemo Framework of policies, process & procedures
o Ensures an organization can achieve its objectives
o Requires accountability (assignment of personal responsibility)
o Embeds continual improvement (Plan, Do, Study, Act)
o Outside-Ino Dynamic system driven to close the gap between current & desired value
o Everything is driven by organizational goalso Vision, mission, goals, objectives, etc.
o Everything is based on adding value
o Change is a constant
o Organizational capabilities are based on
o Capability of practice (what you do)
o Quality of practices (how well you do it)
o Value delivered (quality of products/services)
o Communicationo Build enthusiasm
o Ensure stakeholder
o Understand impact
o Expectations
o Commitment
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Slide 33
© itSM Publishing Solutions, LLC
Organizational Capabilities
Lesson
Specialized Organizational Capabilities
Critical Capability Model
Capability of Practice
Quality of Practice
Value Created & Delivered
Critical Capability Model in Action
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Slide 34
© itSM Publishing Solutions, LLC
Specialized Organizational Capabilities
o Service Management is a “management system”
o Management systemo Framework of policies, process & procedures
o Ensures an organization can achieve its objectives
o Requires accountability (assignment of personal responsibility)
o Embeds continual improvement (Plan, Do, Study, Act)
o Critical capabilities
o Capability to continually improve
oOrganization
oPractices
oProducts/services
o Manage knowledge
o Service lifecycle
o Program & Project Management
o Cyber resilience
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Slide 35
© itSM Publishing Solutions, LLC
1. Capability of Practice (CoP)
– Describes the
organizational capabilities in
specialized practice areas.
2. Quality of Practice (QoP) –
Qualitative measurement
against standards of the
output products of the
practice areas.
3. Valued Created Delivered
(VCD) – Qualitative measure
of the value created &
delivered through closing the
gap between the current &
desired future state Quality of Practice
(How Well You Do It)
Cap
ab
ility
of
Pra
ctice
(Wh
at Y
ou
Do
)
QualityManagementFramework
Control Objective& Process
Frameworks
Continual
Improvement
Critical Capability Model
This model looks at the specialized capabilities of the organization, the quality or
maturity of those capabilities, the resultant value created and delivered to the
organization. The model considers the dynamic nature of the environment of the
organization and incorporates the concept of continual improvement of capabilities,
practices & value delivered.
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Slide 36
© itSM Publishing Solutions, LLC
Capability of Practice (CoP)
o Does a capability exist and at what level?o Based on output products of its constituent processes
o If I am capable of this, then I am at a measurable level of
o Capability
o Maturity
o Measured against a standard or best practice
o What are the demonstrable artifacts of practice
capability?o Output products?
o What can the organization actually do?
o Does organizational maturity impacto Capability of Practice?
o Quality of Practice?
o Value Created & Delivered?
o … Yes!
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Slide 37
© itSM Publishing Solutions, LLC
Quality of Practice (QoP)
o Demonstrable measures of practice qualityo Effectiveness
o Efficiency
o Compliance
o Progress
o Effectivenesso Measureable delivery of process output products
o Efficiencyo Measurable ratio of output/resources (people & things)
o Complianceo Measureable compliance with
o Governance
o Policy
o Process
o Progresso Measure of achievement
o Plans, objectives & future state
o Detect problems & identify riskso Mitigate as needed
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Slide 38
© itSM Publishing Solutions, LLC
Value Created & Delivered (VCD)
o Demonstrable measures of
o Fit for purpose (does it do what we need)
o Fit for use (does it provide expected value)
o Enablement of the achievement of
o Desired business outcomes
o Specific business objectives
o Adopt a quality management framework
o Implements continual improvement
o Value is measured from the “outside-in”
o Value is created to close a perceived gap
o Value is delivered when the gap is closed
o The “gap” is the difference between
o Current state
o Desired future state
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Slide 39
© itSM Publishing Solutions, LLC
Critical Capability Model in Action
Quality of Practice
(How Well You Do It)
Ca
pa
bili
ty o
f P
ractice
(Wh
at Y
ou
Do
)
QualityManagementFramework
Control Objective& Process
Frameworks
Incremental
ImprovementMeasured by output products
defined for each level of
capability (maturity).
Measured by demonstrable;
• Efficiency
• Effectiveness
• Compliance
• Progress
Measured by demonstrable
contribution to the achievement
of desired business outcomes.
This is the “nuts & bolts” of the
“practice of Service Management”
This is the “outcome product” that
the business internalizes in its
efforts to close the business needs
gap.
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Slide 40
© itSM Publishing Solutions, LLC
Adopt, Adapt & Realize
Lesson
Darwin & Continual Improvement
Outside-in Continual Improvement
Continual Improvement as a Survival Strategy
Improvement Becomes Core
Outside-In/Continual Improvement Approach
Continual Improvement as a New Normal
Adopt, Adapt & Improve
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Slide 41
© itSM Publishing Solutions, LLC
Darwin & Continual Improvement
o Complex & dynamic systems are everywhere
o Organizations of all types exist in those systems
o Survival of any organization is optional
o Resilience is a survival strategy
o Capacity to adapt is mandatoryo Tolerant to change & uncertainty
o Capable of creating & using organizational wisdom
o Capable of ensuring sustainability of change
o Continual improvement ensures serviceso Closely track desired business outcomes
o Are optimized
o … & can be enhanced
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Slide 42
© itSM Publishing Solutions, LLC
Outside-in Continual Improvement
Executive Management
Business Processes
Executive management
focuses on organizational
risk. It makes decisions
about risk and sets
priorities.
It also communicates to
business process
management the mission
priority, risk appetite and
budget
Together business process
and operations make
incremental changes to the
organization, processes and
services to close the gap
between the current state
and the desired state.
Changes to threats and the
vulnerability of the
infrastructure, organization
and services are evaluated
and communicated to
executive management
Business process
management considers the
information and works with
the operations level to
establish the current state.
This also enables the
desired state to be
established.
ServiceOperation
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Slide 43
© itSM Publishing Solutions, LLC
Continual Improvement as a Survival Strategy
o Continual improvement iso An organizational capability
o … & a function of an organization’s culture
o It seeks to stabilize, optimize & enhance services
o Measured against value based criteria (outside-in)
o Maps relationships among
o Organization
o Processes
o … & service outcomes
o Iterative Cycles of Improvemento Macro Cycles
o Stabilize – take control
o Enhance – sync services to the business
o Optimize – make it “as good as can be”
o Micro Cycle
o Improvement Cycle – update
o Evolution Cycle – assimilate
EnhanceStabilize
Optimize
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Slide 44
© itSM Publishing Solutions, LLC
Improvement Becomes Core
o Understand the concept of “Core”o Core & Mission Critical
o Core & Enabling
o Context & Mission Critical
o Context & Enabling
o When continual improvement becomes coreo Becomes a strategic investment
o Adopted by the organization
o Adapted to its environment
o Integrates governance & management
o Service design, development & delivery
o Service consumption & assimilation
http://en.wikipedia.org/wiki/Geoffrey_Moore
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Slide 45
© itSM Publishing Solutions, LLC
Outside-In/Continual Improvement Approach
Act
Plan
Do
Study
Internalize
Describe
Discover
Evaluate
internalizationof
EvolutionaryChange
Improved-StateService
“ImprovementCycle”
This step describes the “new normal.”
This cycle manages change “ripples.”
This step makes “new” “normal.”
This determines how “new” impacts desired
outcomes.
“EvolutionCycle”
Enable strategic consistency & operational flexibility
• Interact• Adapt• Connect
This creates the “new now.”
Agile ApproachTo
PDSA
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Slide 46
© itSM Publishing Solutions, LLC
Continual Improvement as a New Normal
o Seeks to Close the “Gap”
o Internalize evolutionary change
o Become a “learning organization”
o Continual Improvement becomes the “new normal”
o Adopt & adapt systems thinking to continual improvement
o Develop & apply systems thinking archetypes
o Use the archetypes for the macro & micro cycles
__________
Systems thinking is the process of understanding how things, regarded as systems, influence one another within a whole. Systems thinking has roots in the General Systems Theory that was advanced by Ludwig von Bertalanffy in the 1940s and furthered by Ross Ashby in the 1950s. The field was further developed by Jay Forrester and members of the Society for Organizational Learning at MIT which culminated in the popular book The Fifth Discipline by Peter Senge which defined Systems thinking as the capstone for true Organizational learning.
Wikipedia___________
Agile/Continual Improvement ApproachOutside-In/Continual Improvement Approach
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Slide 47
© itSM Publishing Solutions, LLC
Adopt, Adapt & Improve
o Adopt a management systemo Utilize ITIL as a Service Management Framework
o Describes the service lifecycle stages & their processes
o What to do & why
o Adapt the framework too Organization
o Culture
o Complexity
o Competitive landscape
o Improveo Continually improve
o Organizational structure
o Practice of service management
o Value created & delivered
Adopt
Adapt
Improve
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Slide 48
© itSM Publishing Solutions, LLC
Outside-in vs Inside-out Thinking
Lesson
Inside-out vs Outside-in
Examples of Inside-out
Examples of Outside-in
Outside-in vs Inside-out
Outside-in & the ITIL Practitioner
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Slide 49
© itSM Publishing Solutions, LLC
Inside-out vs Outside-in
o Inside-out focuses on profit & managemento Goal: please the boss
o View customers as part of marketplace – out there, separate
o Outside-in focuses on customero Goal: please the customer
o View customers as center of everything
o Outside-in thinking aligns IT with business purposeo Create & retains customers
o Create & deliver value
Asked what a business is, the typical business
man is likely to answer, ‘An organization to
make a profit.’ This answer is not only false,
it’s irrelevant…. There is only one valid
definition of business purpose to create (and
retain) a customer.
Peter F Drucker
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Slide 50
© itSM Publishing Solutions, LLC
Examples of Inside-out
o Management drives innovation
o Innovation changes lag the market
o Focus on internal process, technology & tools
o Design measurements & metrics for internal objectiveso For example: how quickly tickets closed
o May ask about customer satisfaction, but slow or no visible reaction
o Don’t consider non-industry companies as competitorso No need to worry or pay attention to innovation outside of industry
o Define market differentiation internally
o Focus on what is producedo Sale is important; after the sale different organization
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Slide 51
© itSM Publishing Solutions, LLC
Examples of Outside-in
o Customers drive innovation
o Innovation change lead (or keep pace with) market
o Focus on end-to-end customer valueo Does this add, improve, support business/customer value?
o Design measurement & metrics for customer valueo Include customer satisfaction
o Ask questions regarding improvement & then react
o Look for innovation anywhere that adds customer valueo Seek to leverage experience at XYZ Web site to improve
customer value
o Define market differentiation based on end-to-end value
o Focus on end-to-end service/experienceo Make after the “sale” at least as important as the sale
o Consider “What job does the customer ‘hire’ product/service to perform?”
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Slide 52
© itSM Publishing Solutions, LLC
Outside-in vs Inside-out
o Outside-in thinking is more strategico Treats customer as resource
o Focus is on long term (lifetime) value of a customer
oEvery interaction has value for business & customer
oCustomer service is a way to keep customers & grow the business
o Inside-out is more tacticalo Treats customer as “buyer”
o Focus is on immediate customer transaction
oEvery interaction treated as independent event
oCustomer service is a necessary cost of doing business
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Slide 53
© itSM Publishing Solutions, LLC
Outside-in & the ITIL Practitioner
o Focus effort on outside-ino Ask outcome-based questions to determine new/target state
o Design metrics to represent customer viewo Base on facilitated outcomes
o Ask customer/user, “How will you know?”
o Include customer with other stakeholderso Design, build & test
o Deploy
o Ongoing support – seek feedback (“How are we doing?”)
o Primary source of information about improvements
oWith maturity learn to predict
o Seek organizational changes to improve customero Outcomes
o Support
o Feedback
o Improvements
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Slide 54
© itSM Publishing Solutions, LLC
Defining a Service
Lesson
Define Service Management
Define Service
Combine Service & Service Management
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Slide 55
© itSM Publishing Solutions, LLC
Define Service Management
o Service Management provideso Specialized organizational capabilities
o Capability of practice
o Quality of practice
o … result in the quality of services provided
o Value created & delivered
o Outside-in thinking
o Customer value drives everything
o Provide services
o Means to facilitate desired business outcomes
o Services provide value to the business
o Value constantly evolves
__________
Service Management – A set of
specialized organizational capabilities for
providing value to customers in the form
of services.
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Slide 56
© itSM Publishing Solutions, LLC
Define Service
o Services deliver value viao People; the service provider’s organization
o Process; the practice of service management
o Technology; the underpinning infrastructure
o Facilitate outcomes (outside-in)o Customer value drives everything
o Represents an outside-in approach
o Value shapes the organizational:o Structure
o Practices & behaviors
o Delivery of enabling services
o Service providerso Enable internal support services
o Manage external delivery services
__________
Service– A means of delivering value to
customers by facilitating outcomes
customers want to achieve without the
ownership of specific costs and risks.
__________
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Slide 57
© itSM Publishing Solutions, LLC
Combine Service & Service Management
o Desired outcomes define value
o Services enableo Desired business outcomes
o Value gap is the difference betweeno What you have
o What you need
o Changes over time
o Value gap drives the Service Provider’so Organizational structure
o Structure impacts behavior
o Its practice of Service Management
o How it performs its specialized capabilities
o Shapes its delivery of supporting services
o Defines the required quality of a service
o Change is an organizational capability
__________
Combined - A set of specialized
organizational capabilities for
providing value to customers by
facilitating outcomes customers
want to achieve without the
ownership of specific costs and
risks
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Slide 58
© itSM Publishing Solutions, LLC
Metrics & Measurement
Lesson
Begin with Baselines
Key Measurement Questions
Why Measure
Categories to Measure
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Slide 59
© itSM Publishing Solutions, LLC
Begin with Baselines
o Critical to understand improvemento If starting point isn’t defined & understood…
o …improvement is not possible
o Baselines must beo Deterministic
o Documented
o Understood
o Accepted throughout the organization
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Slide 60
© itSM Publishing Solutions, LLC
Key Measurement Questions
o Why monitor & measure?
o When to stop?
o Who is using the data?o Is the report or data still needed?
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Slide 61
© itSM Publishing Solutions, LLC
Why Measure
o 4 Reasonso Validate
oPrevious decision
o Direct
oSet direction to meet targets
o Justify
oFactually justify needed action
o Intervene
o Identify point of intervention
o Context continual improvement
Validate Direct
Justify Intervene
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Slide 62
© itSM Publishing Solutions, LLC
Categories to Measure
o Service, process & technologyo End-to-end, CSF & KPI, and infrastructure & applications
o Compliance, efficiency, effectiveness & progresso Governance, resource use, required results & milestones (capability or
product or service)
o Leading & trailingo Predictive & actual (accomplished)
o Inside-outo IT-focused
o Outside-ino Customer/value focused
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Slide 63
© itSM Publishing Solutions, LLC
Improvement, the Practitioner & CSI
Lesson
CSI Approach
Vision
Current Position
Desired Position
How to Get to the Desired Position
Measuring Achievement
How to Keep the Momentum Going
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Slide 64
© itSM Publishing Solutions, LLC
CSI Approach
What is the
vision?
Where are we
now?
Where do we
want to be?
How do we get
there?
Did we get
there?
How do we keep
the momentum
going?
Business Vision,
Mission, Goals &
Objectives
Baseline
assessments
Measurable
targets
Service and
process
improvement
Measurement &
metrics
CSI Approach
“Continual Service Improvement approach
utilizes a six-step approach to structuring an
improvement initiative.
The 7-Step Improvement process runs all of the
time. It is intended to measure, process, analyze
and report so improvements can be identified.
The CSI approach is intended to structure a
major improvement project. That means that it is
well-defined and has a beginning, middle and
end. It has a scope and deliverables.”
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Slide 65
© itSM Publishing Solutions, LLC
Vision
o Understand the high-level visiono “What is the mission?”
o “What are the goals?”
o “What are the objectives?”
o Design & Supporto Understand business needs
oOutside-in
o Communicate to project team
o Establish a
o Vision
o … & a mission
o Avoid decisions without agreement
o Produce a clear & well-documentedo Vision, mission & objectives as input to
o … an improvement project
_________
“Vision without action is merely a
dream. Action without vision just
passes the time. Vision with action
can change the world.”
Joel A. Barker
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Slide 66
© itSM Publishing Solutions, LLC
Current Position
o Understand where you’re ato It helps if you know why too
o Perform an assessmento Internal resources
o External consultants
o Consider expertise & independence
o Initial assessment is the “baseline”
o Scope definedo Business units involved
o Assets included
o Determine assessment criteria
o Deliverableso Gap analysis
o Process assessment
o Maturity assessment
o Outcome metrics
_________
“Every organization has some business
processes in place, and a project to
implement improvements needs to
understand the current situation before it
can begin to plan improvements. The
improvement project should define a
journey from the current situation to a new
improved situation, and this can only be
done with a good understanding of the
organization’s current position.”
__________
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Slide 67
© itSM Publishing Solutions, LLC
Desired Position
o Ask, “What does success ‘look like?’”
o Define measurable success criteria
o Specific improvements
o Expected outcomes
o Timeframe for delivery
o Any anticipated follow on
o Assessments
o Improvements
o Future targets
o Maturity
o Controls
o CSFs & KPIs
o Use S.M.A.R.T. success criteria
o Specific
o Measurable
o Achievable
o Relevant
o Time-based
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Slide 68
© itSM Publishing Solutions, LLC
How to Get to the Desired Position
o Develop a detailed plano Design sustainable improvements
o Implement to become the “new normal”
o Balanceo People
o Process
o … & technology
o Incorporate aspects ofo Organizational change management
o … & understand impact of improvement
o Business
o Stakeholders
o Users
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Slide 69
© itSM Publishing Solutions, LLC
Measuring Achievement
o Confirm delivered valueo Determine if future state achieved
oDeterministic/measureable, not informal
o Provide verified resultso From previous 4 steps
o Expected vs. actual
o Balanceo People
o Process
o … & technology
o Incorporate aspects ofo Organizational change management
o … & understand impact of improvement
o Business
o Stakeholders
o Users
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Slide 70
© itSM Publishing Solutions, LLC
How to Keep the Momentum Going
o CSI is embodied in PDSA
o Stages of an “Agile Project”o Vision
o “What if”
o Explore
o Adapt
o Phase Transition
Delivered Value
__________
Entropy is real and will eventually consume any
gains made through improvement efforts unless the
change becomes embedded in the fabric of business
and becomes part of the “new normal.”
The new normal becomes the basis for reassessing
the desired future state and the cycle repeats
continually.
__________
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Slide 71
© itSM Publishing Solutions, LLC
Driving IT Service Management Summary
Sum
mary
• Selecting a Management System
• Systems Thinking
• The 4Ps in Service Management
• Communication & Management Systems
• Organizational Capabilities
• Adopt, Adapt & Realize
• Defining a Service
• Improvement, the Practitioner & CSI
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Slide 72
© itSM Publishing Solutions, LLC
Selecting a Management System
o Management system o Provides
oGuidance
o… & control over work
o Structure may be
o Formal
o… or informal
o Defines
oActivities to be done
oMeasures how they are done
o… & provides guidelines so people know what to do
o Scope includeso Multiple organizational structures
o Geography
o … or anything else that makes sense
o What ever structure, it must be
oClearly defined
oWell documented
oUnderstood by stakeholders
Management
Governance
MonitorDirect
Evaluate
Plan Build Run Improve
System – Any number of things working together to achieve
an overall objective.
Some systems are based on technology, but when we refer to
a ‘management system’ we are using the word ‘system’ in a
wider context. It includes all the things that are needed to
govern and manage what an organization does.
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Slide 73
© itSM Publishing Solutions, LLC
Systems Thinking
o Personal Mastery
oSpecial level of proficiency
o Mental Models
oAssumptions, generalizations or images that influence actions
o Building Shared Vision
oHolding a shared picture of the future we seek to create
o Team Learning
o “…teams, not individuals, are the fundamental learning unit in
modern organizations.” Peter Senge
o Systems Thinking
o “All events are distant in time and space, an yet they are all
connected within the same pattern.” Peter Senge
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Slide 74
© itSM Publishing Solutions, LLC
4Ps in Service Management
o Strategy Management for IT services owns 4Pso Coordinates communication of policies, ensures they are understood &
managed throughout the lifecycle
o Design Coordinationo Coordinates the activities of SD into ITSM & business processes &
organizational change
o Transition planning & supporto Coordinates the verification & validation of strategy & design as part of normal
ST activities.
o Assures service operational readiness
o Knowledge management required
oRisk register
o Lessons log with alternatives
o CSI actively seeks improvement opportunities across the lifecycleo Utilizes the CSI Register
o Input from
oRisk Register
o Lesson Learned
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Slide 75
© itSM Publishing Solutions, LLC
Communication & Management Systems
o Drucker’s Five Rules of Communication1) Technology isn’t communication
2) Communication is perception
3) Communication is bi-directional
4) Communication & information are totally different… but interdependent
5) If you don’t learn to communicate well, you don’t get to do anything that is fun
o Communication & IT Service Management
o Communication enables service transitions
o Identify needs & goals
o Plan communication
o Determine methods, tone, actions, involvement, definition of success, stakeholder requirements
o Select communication methods
o Utilize workshops, newsletters. training sessions. team
meetings, etc.
o Understand motivation & communication
o Provide job feedback ,autonomy skill variety, task identity
o & significance
o Mobilize & engage
o Communicate short-term wins
o Celebrate progress
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Slide 76
© itSM Publishing Solutions, LLC
Organizational Capabilities
o Structure influences behavior
o Service Management is a “management system”
o Management systemo Framework of policies, process & procedures
o Ensures an organization can achieve its objectives
o Requires accountability (assignment of personal responsibility)
o Embeds continual improvement (Plan, Do, Study, Act)
o Critical capabilities
o Capability to continually improve
oOrganization
oPractices
oProducts/services
o Manage knowledge
o Service lifecycle
o Cyber resilience
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Slide 77
© itSM Publishing Solutions, LLC
Adopt, Adapt & Realize
o Adopt a management systemo Utilize ITIL as a Service Management Framework
o Describes the service lifecycle stages & their processes
o What to do & why
o Adapt the framework too Organization
o Culture
o Complexity
o Competitive landscape
o Realizeo Continually improve
o Organizational structure
o Practice of service management
o Value created & delivered
Adopt
Adapt
Realize
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Slide 78
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Measurement
o Begin with Baselines
o Key Measurement Questions
o Why Measure
o Categories to Measure
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Slide 79
© itSM Publishing Solutions, LLC
Combine Service & Service Management
o Desired outcomes define value
o Services enableo Desired business outcomes
o Value gap is the difference betweeno What you have
o What you need
o Changes over time
o Value gap drives the Service Provider’so Organizational structure
oStructure impacts behavior
o Its practice of Service Management
oHow it performs its specialized capabilities
o Shapes its delivery of supporting services
oDefines the required quality of a service
o Change is an organizational capability
__________
Combined - A set of specialized
organizational capabilities for
providing value to customers by
facilitating outcomes customers
want to achieve without the
ownership of specific costs and
risks
__________
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Slide 80
© itSM Publishing Solutions, LLC
Improvement, the Practitioner & CSI
What is the
vision?
Where are we
now?
Where do we
want to be?
How do we get
there?
Did we get
there?
How do we keep
the momentum
going?
Business Vision,
Mission, Goals &
Objectives
Baseline
assessments
Measurable
targets
Service and
process
improvement
Measurement &
metrics
CSI Approach
“Continual Service Improvement approach
utilizes a six-step approach to structuring an
improvement initiative.
The 7-Step Improvement process runs all of the
time. It is intended to measure, process, analyze
and report so improvements can be identified.
The CSI approach is intended to structure a
major improvement project. That means that it is
well-defined and has a beginning, middle and
end. It has a scope and deliverables.”
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Slide 81
© itSM Publishing Solutions, LLC
Additional Resources for ITSM & Continual Improvement
o ITIL Practitioner Guidanceo 3.1.2 CSI Register (text)
o 7.1.1 CSI Register (sample – also in the checkpoint booklet)
o Senge, Peter, The Fifth Discipline, Doubleday; Revised &
Updated edition (2006)
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Slide 82
© itSM Publishing Solutions, LLC
Checkpoint
Checkpoint
• Introduction to Checkpoint Exercises
• Review Checkpoint Exercises
• Chapter Quiz
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Slide 83
© itSM Publishing Solutions, LLC
Introduction to Checkpoint Exercises
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Slide 84
© itSM Publishing Solutions, LLC
Review Checkpoint Exercises
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Slide 85
© itSM Publishing Solutions, LLC
Course Quiz
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Review Questions:
1. The section of the Grab@Pizza case study you read for this chapter said the
Development director was pushing to use DevOps as a replacement for ITIL.
Select the most likely reason.
A. The organization did not adapt and adopt ITIL because no one really
understood the intent of the descriptive framework. Correspondingly, the
organizational structure didn’t permit the appropriate set of behaviors
needed to fully utilize the framework
B. Best guess: there was no management commitment
C. There isn’t enough information in the case study to draw a conclusion
D. The Development director doesn’t really understand ITIL or DevOps; it’s
not an either/or situation
2. You are an ITIL Practitioner. Based on what has been covered so far, what is the
best approach for Grab@Pizza to start on a path that will allow the organization
to hit Nick’s Super Bowl Goal & why?
A. Select a management system. It is the best way to become a learning
organization which will be critical to meet the goal
B. Select a management system. That is how the organization will be able to
adopt and adapt the proper perspective to organization to meet the goal
C. Improve internal communications. That is a critical aspect of the needed
organizational changes Nick’s goal sets into motion
D. Improve operational capabilities. That is where most of the problems
surface. Improving these capabilities will enable to faster detection and
correction of outages that plague Grab@Pizza
3. Which of the following is the best description for the way value, outcomes, cost
and risk (VOCR) should be applied at Grab@Pizza?
A. The IT Ops manager (“Buck”) is a “customer” of development and should
be consulted to help minimize the impact of outages and improve overall
development response at Grab@Pizza
B. The only real customer is the Nick since he is the business owner
C. The entire focus is driven by Nick’s concern regarding the Super Bowl and
customer orders. This is the only way to apply VOCR
D. The best way to get appropriate value and reduce costs and risk is to
replace phone ordering with Web-based ordering. The increase growth of
2.5 million pizzas per month is the proper outcome
4. There are several ways Grab@Pizza could apply adopt & adapt to the
challenges raised in the portion of the case study you have read. Which of the
following is the best?
A. Grab@Pizza should publish plans to adopt new technology faster and
then adapt their processes to fit. This is the best way get the directors to
adapt and move quicker in this area
B. IT should document the current capabilities to provide predictive
information and the value associated with moving faster to adopt new
technology. Then adapt processes to support the new technology
C. IT should document current processes that support the predictive
information and adapt them to work better then use that as a basis to
adopt new technology
D. Before Grab@Pizza should consider adopt & adapt, it is critical for meet
the Super Bowl goal. That must take precedence
5. Which of the following best demonstrates the absence of systems thinking at
Grab@Pizza?
1. Business & IT don’t consider existing expertise
2. Highly reactive to outages from changes and point of sale systems
3. Nick wants overall improvement to meet the super bowl goal
4. No management system
A. All of the above
B. 1, 2 & 4
C. 2, 3 & 4
D. 1 & 3
6. Given the super bowl goal, what is the first thing Grab@Pizza must do to achieve
it?
A. Establish specific requirements that will be needed to meet the goal
B. Determine the communications that will be needed for the teams to move
forward
C. Ensure the patterns of execution to meet the goal are clearly defined and
executed
D. Assess the current state and capabilities
7. What can be done at Grab@Pizza to improve the relationship between marketing
and IT?
A. Ask each side about the problem and take appropriate action
B. Examine how communication flows now streamline it
C. Give marketing the capability to contribute to the CSI register
D. The problem is bigger than just marketing & IT. There is a pervasive and
regular breakdown of communication at Grab@Pizza
8. Which of the following would be part of the process to improve organizational
capabilities at Grab@Pizza?
A. Consider ITIL as a source for guidance regarding process improvements
B. Determine customer expected outcomes and values as a basis for
company organizational changes to better meet Nick super bowl goal
C. Develop process metrics
D. Explore the adaptations necessary to adapt ITIL to company culture
9. In the portion of the Case study you read, service level agreements (SLAs) are
not mentioned. What should the company do to address this?
A. Start by creating a service catalog
B. Get appropriate stakeholders for each service together to negotiate SLAs
C. The services are already in production, so form an outside-in team to
create SLAs that are based on business value
D. Using the definition of service, identify the value and outcomes customers
want along with the cost and risk customers want to avoid for each
service. Use this as a basis to craft SLAs
10. Which of the following statements is most correct about the definition of a
service?
A. Value and outcomes are totally determined by customers and are things
IT must deliver
B. The cost & risks the customer wants to avoid require a strategic decision
by IT to accept
C. Value is what the customer wants, outcomes are what IT delivers, costs &
risks have to measured and considered
D. IT delivers service that have value
Answer Key:
1. D
While there is an element of truth in A & B, the correct answer is D.
2. A
There is little evidence in the case study that Grab@Pizza has considered, let
alone adopted, a management system. A is correct.
3. A
In this case, IT Ops (and Buck as the Ops Manager) is the customer and should
be engaged and involved in the reduction of outages at Grab@Pizza. A is the
correct response.
4. C
There is no mention in the case study of process documentation. To ensure both
manageability and repeatability, document what is and then progress iteratively
to adapt the process to be more consistently efficient and effectively. Only then
does it make sense to plug-in new technology. Starting with new tech forces
adaption to the technology, not the business need. C is correct.
5. B
While Nick wants overall improvement to meet the super bowl goal, is evidence
of systems thinking that is not found in the other 3 possibilities, B is correct.
6. D
After establishing the vision, the first step in the CSI approach is to determine the
current state. D is correct.
7. C
Answer C is correct and comes directly out of the exercise.
8. C
While there is some discussion in the case study of critical success factors – at
the business level – there’s no mention about process metrics. All processes
share 4 common traits: (1) A trigger and inputs; (2) specific output
consumed/used by a (3) stakeholder and (4) metrics. Without the metrics, it is
arguable that Grab@Pizza has processes in name only. C is correct.
9. A
While the correct answer might be obvious or intuitive, it’s difficult if not
impossible to create service level agreements without a clear, “inventory,” of
services actually offered. The responsibility for identifying and maintaining the
catalog of services the organization provides is service catalog management. A
is the correct answer.
10. B
While there is some truth in A, the most correct answer is B. It doesn’t deliver
outcomes, instead IT services facilitate outcomes. D is incomplete – who
determines the value.
![Key Element Guide ITIL Continual Service Improvement · PDF fileKey Element Guide ITIL Continual Service Improvement [pack Of 10], 2012, Vernon Lloyd, 0113313691, 9780113313693, Stationery](https://img.pdfslide.net/doc/110x75/5a9e0b0d7f8b9a29228cd111/key-element-guide-itil-continual-service-improvement-element-guide-itil-continual.jpg)
