A 7-Step Improvement Process

ITIL v 3 Continual Service Improvement (CSI) defines three key processes for the effective implementation of continual improvement, the 7-Step Improvement Process, Service Measurement, and Service Reporting.

This 7-step improvement process covers the steps required to collect meaningful data, analyse this data to identify trends and issues, present the information to management for their prioritization and agreement, and implement improvements. .

INTRODUCTION

The cornerstone of ITILv3 Continual Service Improvement (CSI) is that the 7-step improvement process spans the entire service lifecycle.

All the steps need attention. You can take a short cut; if you want to get lost. You should address each step in a sequential nature – if any step is missed, there is a risk of not being efficient and effective in meeting the goals of CSI.

You may need to cycle around the process over several iterations until you clarify the improvement that is needed.

An interesting quirk of this process is that it has eight steps; hence the reference to Step 0.

The similarity between this process and 6-sigma DMAIC is clearly highlighted in the diagram

FIRST STEP 0 THEN STEP 1 AND SO

When in doubt follow the instructions...

Fundamental to CSI is the concept of measurement. You should define what should be measured and then what can be measured:
> You and your customer should discuss what should be measured
> Your goals and objectives should be defined in order to properly identify what should be measured.
> You should identify the purpose of the data in the first place
> You should not start gathering information without asking what should be collected in the first place or what you are going to do to with it later

You should not be lulled into thinking that the data will be there when they need it

STEP ZERO – IDENTIFY STRATEGIC DIRECTION

You should have access to:
> Vision
> Mission
> Strategic goals
> Tactical goals
> Operational goals

When these do not exist then you might need to facilitate their creation

STEP ONE – DEFINE WHAT YOU SHOULD MEASURE

You should start with the end in mind. In a perfect world, what should you measure? What is important to the business?

You should talk to the business and customers, both internal and external. You can use the following as inputs:
> Service level requirements and targets
> Service Catalogue
> Vision and mission statements
> Corporate, divisional and departmental goals and objectives
> Legislative requirements
> Governance requirements
> Budget cycle
> Balanced Scorecard

You should compile a list of what you should measure. This will often be driven by business requirements. Don’t try to cover every single eventuality or possible metric in the world. Make it simple; because the number of items that you should measure can grow quite rapidly.

STEP TWO – DEFINE WHAT YOU CAN MEASURE

You can use the following as inputs:
> List of what you should measure
> Process flows
> Procedures
> Work instructions
> Existing reports

You should understand what is currently measured. Start by listing the tools you currently have in place. Compile a list of what each tool can currently measure without any configuration or customization.

You should identify the information that already exists within each process, procedure and work instruction.
Perform a gap analysis between the two lists. It is possible that new tools are required, or that configuration of existing tools is required. You should avoid customising toolsets.

STEP THREE – GATHER THE DATA

You should establish monitoring; which will identify where improvements have been made, or not.

You should gather whatever data has been identified as both needed and measurable.

You should establish standards to drive the right behaviour in monitoring and data collection; which will include:

> Who is responsible for monitoring and gathering the data
> How the data will be gathered?
> When and how often is the data gathered
> Criteria to evaluate the integrity of the data

STEP FOUR – PROCESS THE DATA

You should convert the data into information (i.e. create logical groupings) which enables analysis. Typically data is put into a format that provides an end-to-end perspective on the overall performance of a service.

You should define:
> What is the frequency of processing the data
> What format is required for the output
> What tools and systems can be used for processing the data
> How do we evaluate the accuracy of the processed data

STEP FIVE – ANALYSE

You should transform the information into knowledge of the events that are affecting the organization.

You should review trends over a period of time.

When analysing data, you should seek answers to questions such as:
> Is the operation running according to plan?
> Are targets being met?
> Are there underlying structural problems?
> Are corrective actions required?
> Are there any trends?
> What is leading to or causing the trends?
> What is the cost of the service gap?

You should verify that objectives are being supported and value is being added.

When the analysis shows that an activity is not efficient and continually creates a bottleneck then this would be a logical place to begin looking for a process improvement opportunity.

STEP SIX – PRESENTING AND USING THE INFORMATION

You should take the knowledge and present it, so that it might even become wisdom.

You should present the information in a format that is understandable for the target audience; so that everyone can appreciate and gain insight into their needs and expectations.

You can use an executive summary to discuss the current results, what led to the results and what actions have or will be taken to address any issues.

STEP SEVEN – IMPLEMENTING CORRECTIVE ACTION

Now you should know how use the wisdom and knowledge that you have gained to optimize, improve and correct services.

STEP ZERO – CLOSING THE LOOP

You should establish controls; so that your improvements are sustained.

You should review and revise:
> Vision
> Strategy
> Tactical goals
> Operational goals