1. CSI - Principles ITIL v3

2. CSI & Organizational Change © Crown Copyright 2007 Reproduced under license from OGC

3. Role Definitions It is important to identify and differentiate between two basic role groupings within CSI: production vs. project. Production: focus on CSI as a way of life within an organization. Include permanent roles that deal with ongoing service improvement efforts. Project: reflects more traditional approach to improvement efforts based on formal programs and projects.

4. External & Internal Drivers There are two major areas within every organization driving improvement: Aspects which are external to the organization such as regulation, legislation, competition, external customer requirements, market pressures and economics. Aspects which are internal to the organization such as organizational structures, culture, capacity to accept change, existing and projected staffing levels, union rules etc.

5. Knowledge Management © Crown Copyright 2007 Reproduced under license from OGC “Those who do not learn from the past are doomed to repeat it”

6. Benchmarking Benchmarking is a process used in management, particularly strategic management, in which organizations evaluate various aspects of their processes in relation to best practices, usually within their own sector. This allows organizations to develop plans on how to adopt such best practice, usually with the aim of increasing some aspect of performance.

7. Challenge Benchmarking may be a one-time event, but is often treated as a continual process in which organizations continually seek to challenge their practices.

8. Benchmarking - as a Lever Benchmarking is sometimes the only way to persuade organization in to adopting new methods and tools that improve their effectiveness and efficiency. Presenting the facts with the support of proven ‘best practice’ can combat resistance to change. “We don’t need to change, we’ve always done it this way and its worked fine most of the time”

9. Benchmarking - Steering Instrument Benchmarking is a management technique to improve performance. It provides an ongoing method of measuring and improving products, services and practices against the best that can be found in any industry anywhere. It has been defined as ‘the search for industry best practices which lead to superior performance’.

10. Benchmarking categories Benchmarking is a great tool for identifying improvement areas and evaluating improvement implementation activities. Organizations can conduct internal or external benchmark studies. Improving service management can be as simple as: ‘Are we better today than we were yesterday?’ These are incremental improvements.

11. Benchmarking - Value Benchmarking is the basis for: Profiling quality in the market Boosting self confidence and pride in employees as well as motivating and tying employees to an organization. Trust from customers that the organization is a good IT service management provider.

12. Benchmarking - Benefits Benchmarking reveals quick wins: opportunities for improvement that are easy and cheap to implement, but that will provide substantial benefit e.g. within process effectiveness, reduced costs, staff resourcing. When benchmarking is used successfully the costs of change will be more than repaid through the improvements implemented.

13. Benchmarking procedure Identify problem areas. Because benchmarking can be applied to any business process or function, a range of research techniques may be required. They include: Informal conversations with customers, employees, or suppliers Focus groups In-depth marketing research Quantitative research Surveys Questionnaires Process mapping Financial ratio analysis Quality control variance reports

14. Benchmarking costs Benchmarking is a moderately expensive process, but most organizations find that it more than pays for itself. The 3 main types of costs are: Visit costs Time costs Benchmarking database costs

15. Who’s involved? Within an organization there will be 3 parties involved in benchmarking: The customer The user or consumer The internal service provider There will also be participation from external parties: External service providers Members of the public Benchmarking partners

16. Complimentary Industry Guidance IT Governance COBIT ISO 20000 CMMi Balanced Scorecard Quality Management OSI Framework Six Sigma

17. Governance Governance has been around the IT arena for decades. IT is forced to comply with sweeping legislation and an ever increasing number of external regulations. IT organizations must operate under full transparency.

18. IT Governance “IT governance is the responsibility of the board of directors and executive management. It is an integral part of enterprise governance and consists of the leadership, organizational structures and processes that ensure that the organization’s IT sustains and extends the organization’s strategies and objectives”. Source: Board briefing on IT Governance, 2 nd Edition, 2003, IT Governance Institute - ITGI

19. Governance, Standards & Frameworks COBIT ISO/IEC 20000

20. Process Maturity - CMMi Process Areas The CMMI v1.2 contains 22 process areas: CMMI Causal Analysis and Resolution CMMI Configuration Management CMMI Decision Analysis and Resolution CMMI Integrated Project Management CMMI Measurement and Analysis CMMI Organizational Innovation and Deployment CMMI Organizational Process Definition CMMI Organizational Process Focus CMMI Organizational Process Performance CMMI Organizational Training CMMI Product Integration CMMI Project Monitoring and Control CMMI Project Planning CMMI Process and Product Quality Assurance CMMI Quantitative Project Management CMMI Requirements Development CMMI Requirements Management CMMI Risk Management CMMI Supplier Agreement Management CMMI Technical Solution CMMI Validation CMMI Verification

21. Balanced Scorecard Recognizing some of the weaknesses and vagueness of previous management approaches, the balanced scorecard approach provides a clear prescription as to what companies should measure in order to ‘balance’ the financial perspective.

22. Quality Management There are distinct advantages of tying an organization’s ITSM processes, and Service Operation processes in particular, to its quality management system. If an organization has a formal quality management system such as ISO9000 and Six Sigma. Then this can be used to assess progress regularly and drive forward agreed service improvement initiatives through regular reviews and reporting.

23. OSI Framework Around the same time ITIL Version 1 was being written, the International Standards Organization launched an initiative that resulted in the Open System Interconnection (OSI) framework. Although ITIL and OSI cover much of the same ground their processes are classified differently and use different terminology.

24. Six Sigma Pioneered by Motorola in 1986 and originally defined as a metric for measuring defects and improving quality, and a methodology to reduce defect levels below six standard deviations or six sigma. In 1995 is was implemented by GE and has since become the most widely recognized and accepted quality system in the world.