Overview. Continual Service Improvement (CSI) is not a new concept

Continual Service Improvement (CSI) is not a new concept. Organizations have talked about it for many years but for most the concept has not moved beyond the discussion stage. For many organizations, CSI becomes a project when something has failed and severely impacted the business. When the issue is resolved the concept is promptly forgotten until the next major failure occurs.

Once an organization has gone through the process of identifying what its service s are, as well as developing and implementing the IT service management (ITSM) processes to enable those services, many believe that the hard work is done. How wrong they are! The real work is only just beginning. How do organizations gain adoption of using the new processes? How do organizations measure, report and use the data to improve not only the new processes but to continually improve the services being provided? This requires a conscious decision that CSI will be adopted with clearly defined goals, documented procedure s, inputs, outputs and identified role s and responsibilities. To be successful CSI must be embedded within each organization’s culture.

A distinction must be made upfront regarding tools. Throughout this publication the word ‘tool’ applies to software tools such as integrated service management tools, monitoring tools, discovery tools, software repository and distribution tools and the like. When the authors talk about ways of doing things this will be referred to as ‘methods and techniques’, although these could be automated as well.

Дата добавления: 2015-10-02