itilv3 csi pultorak sample 2011

7/27/2019 ITILV3 CSI Pultorak Sample 2011

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2011 copyright of Pultorak & Associates, Ltd. unless otherwise stated.Course 4572 Continual Service Improvement (CSI) v2.2

www.pultorak.com(206) 729-1107

Presentation 1

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Presentation 2

The ITIL Intermediate Qualification: Continual Service Improvement (CSI) Certificate is a free

standing qualification, but is also part of the ITIL Intermediate Lifecycle stream, and one of the

modules that leads to the ITIL Expert Certificate in IT Service Management. The purpose of this

training module and the associated exam and certificate is, respectively, to impart, test, and validate

the knowledge on industry practices in service management as documented in theITIL Continual

Service Improvement publication.

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Presentation 3

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Presentation 4

The syllabus for this course specifies a terminology list. After studying this course, you are expected

to understand the meanings of the terms on the list in the context of CSI. This list does not include

terms that are explicitly mentioned within the learning units of this syllabusfor example, "service

level management. The list is shown here and in the content that immediate follows; some terms are

simply listed, as they will be defined in context later in the course.

* These are the CSI terms that have not been defined within the lessons, but are defined in the

summary module of this course.

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Presentation 5








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Presentation 6








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Presentation 7

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Presentation 8

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Presentation 9

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Presentation 10

In order to identify improvement opportunities, the measurement of current performance is an

important factor. Consider the following sayings about measurements and management:

You cannot manage what you cannot control.

You cannot control what you cannot measure.

You cannot measure what you cannot define.

If services and processes are not implemented, managed and supported using clearly defined goals,

objectives and relevant measurements that lead to actionable improvements, the business will suffer.Depending upon the criticality of a specific IT service to the business, the organization could lose

productive hours, experience higher costs, suffer loss of reputation or, perhaps, even risk business

failure. Ultimately it could also lead to loss of customer business. That is why it is critically important

to understand what to measure, why it is being measured and what the successful outcome should be.

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Presentation 11

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Presentation 12

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Presentation 13

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Presentation 14

ITIL Continual Service Improvement provides guidance in these four main areas.

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Presentation 15

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Presentation 16

These activities do not happen automatically. They must be owned by individuals within the service

provider organization who are empowered to make things happen. They must also be planned and

scheduled on an ongoing basis. By default, improvement becomes a process within ITSM with

defined activities, inputs, outputs, roles and reporting levels. CSI must ensure that ITSM processes are

developed and deployed in support of an end-to-end service management approach to business

customers. It is essential to develop an ongoing continual improvement strategy for each of the

processes as well as for the services that they support.

The deliverables of CSI must be reviewed on an ongoing basis to verify completeness, functionality

and feasibility and to ensure that they remain relevant and do not become stale and unusable. It is also

important to ensure that monitoring of quality indicators and metrics will identify areas for process

improvement.

Since any improvement initiative will more than likely necessitate changes, specific improvements

will need to follow the defined change management process.

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Presentation 17

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Presentation 18

Selecting and adopting the best practice as recommended in the CSI publication will assist

organizations in delivering significant benefits. It will help you to set up CSI and the process that

supports it, and to make effective use of the process to facilitate the effective improvement of service

quality.

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Presentation 19

CSI Figure 3.1 shows an overall approach to continual service improvement (CSI) and illustrates a

continual cycle of improvement. This approach to improvement can be summarized as follows:

Embrace the vision by understanding the high-level business objectives. The vision should align

the business and IT strategies.

Assess the current situation to obtain an accurate, unbiased snapshot of where the organization is

right now. This baseline assessment is an analysis of the current position in terms of the business,

organization, people, process and technology.

Understand and agree on the priorities for improvement based on a deeper development of theprinciples defined in the vision. The full vision may be years away but this step provides specific

goals and a manageable timeframe.

Detail the CSI plan to achieve higher quality service provision by implementing or improving

ITSM processes.

Verify that measurements and metrics are in place and that the milestones were achieved, process

compliance is high, and business objectives and priorities were met by the level of service.

Finally, the approach should ensure that the momentum for quality improvement is maintained by

assuring that changes become embedded in the organization.

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Presentation 20

The business needs to be involved with CSI in decision-making on what improvement initiatives make

sense and add the greatest value back to the business. There are some key questions that will assist the

business in making decisions about whether a CSI initiative is warranted or not.

The CSI approach will enable the correct questions to be asked from both a business and an IT

perspective. Not understanding some of these questions can lead to challenges, perceived poor service

or in some cases actual poor service.

There is a common belief that CSI activities cannot improve a service that doesnt yet exist and that

the service has to be operational to identify improvement opportunities. However, CSI can add value

in designing a new service by bringing the knowledge and experience from improving existing

services. CSI can proactively prevent the potential flaws in the new service. CSI activities can be

executed within service strategy, service design, service transition and service operation.

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itilv3 csi pultorak sample 2011

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