The goal of using the Deming cycle or PDCA cycle is to achieve constant and continuous improvement. This is a fundamental principle of Continuous Service Improvement (CSI), which is the fifth and final stage of the IT Service Management Framework (ITSM). The objective of CSI is to address the measures that will be taken to improve the quality of service by learning from successes and failures of the past. It also aligns and realigns IT services with changing business requirements by identifying and implementing changes for improvement.
To do this, it uses a similar approach as described in the Deming cycle (PDSA cycle).ITIL Continuous Service Improvement (CSI) outlines best practices for achieving incremental and large scale improvements in service quality, operational efficiency, and business continuity. It describes and effectively uses the concept of Key Performance Indicator (KPI), which is a metrics-based process, to review, evaluate, and compare the performance of services. Knowledge management functions are created to facilitate continuous service improvement (CSI) of procedures, metrics, policies, and documentation. Articles are essential to create a knowledge repository. Cartlidge & Lillycrop (200) believes that it is very difficult to decide where to start, but one of the three areas above can be taken as a starting point.
The ITIL case (200) suggests that organizations first address weaknesses in order to obtain the value of the investment (VOI) and obtain business and functional group support. During the implementation process, some quick gains can be made, such as easy-to-achieve fruits. According to ITIL v3, there are four main processes in the ITIL CSI process group, and the following image illustrates how they adjusted to the seven steps of continuous service improvement. The reach of CSI is identified with the analysis of performance and capabilities of service processes across the lifecycle, partners, and technology. As with all other stages of the ITIL service lifecycle, continuous service improvement involves following specific processes. The following image explains the process activities, methods, and techniques of the seven-step improvement process in illustrated form.
It is important to understand that CSI is not linked solely to the management organization or to any specific part of the service life cycle; it covers all aspects of ITSM organization and entire service life cycle, with seven-step improvement process being its cornerstone. Some recommend that no more than two or three KPIs be defined per CSF at any given time and that a service or process should not have more than two or three associated CSFs at any given time, while others recommend more than four to five. On the other hand, CSI offers mechanisms for continuous improvement, including preventing catastrophic events that could affect customer satisfaction, (un)serviceability, availability, and negative financial impacts. The objectives of continuous service improvement should focus on increasing efficiency, maximizing effectiveness, and optimizing cost of services and underlying IT service management processes. This cycle is a management approach developed by Edwards Deming which translates into better quality, increased productivity, and more competitive position. When CSI determines that an improvement in a service is justified, an RFC must be sent to Change Management. The plan is called a project plan because in this step gaps are analyzed, points for improvement are determined, and actions to be followed are defined. The second concept of ITUC is to attract continuous attention; a well-thought-out plan and constant attention to monitoring, analyzing, and reporting results with a view to improvement.
We already have several articles on part of service life cycle (CSI) which is part of service life cycle; among them stands out Service Improvement Plan: for sake of improvements. The continuous improvement part of continuous improvement phase of service is carried out in “check” & “act” activities of PDCA cycle; because in first two activities i.e., planning & doing; areas for improvement are identified & implemented. With help of these processes in CSI; current & future business performance requirements can be met by monitoring & analyzing service delivery. It also allows continuously assessing current situation compared to business needs; thus organization achieves ability to identify opportunities for improving delivery of services to customers.
