Itil continual service improvement book

  1. How To Refine Your IT Services with ITIL Continual Service Improvement
  2. ITIL continual service improvement
  3. Continual Service Improvement
  4. Establishing a Continual Service Improvement Model: A Case Study | SpringerLink

Editorial Reviews. Review. The update has added clarity and consistency amongst the five books and it has improved the ease of readability and understanding. Continual Service Improvement Book (Itil) [George Spalding] on * FREE* shipping on qualifying offers. ITIL Version 3's (V3) service lifecycle-based . ITIL Continual Service Improvement is relevant to any IT and business professional involved in management of services, Book By AXELOS.

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Itil Continual Service Improvement Book

ITILĀ® Continual Service Improvement . Figure The ITIL service lifecycle. 3. Figure ITIL's relationship . This is the fifth book in the series of five ITIL core. ITIL Continual Service Improvement provides best practice guidance on identifying and introducing a cycle of service management. Continual Service Improvement is the fifth and final volume in the IT Infrastructure Library. It embraces service quality in the context of continual improvement.

Present and use the information. Implement improvement. If CSI is performing its role properly, there will be improvement suggestions arising from all parts of service delivery. The organization is unlikely to have enough resources to implement all of the suggestions, so it is necessary to capture the improvement opportunities, understand their impact, scope, and resource requirements, and prioritize their implementation. As businesses depend more on IT services, it is vital that IT organizations continually evaluate and improve their IT services and the IT service management processes that enable those IT services.

Did you read the title of this article? OK, you most likely did.

Of course CSI is a service lifecycle stage. There it is, right there in the Service Lifecycle diagram! So, it stands to reason that each of these five core books corresponds to a stage within the service lifecycle diagram, right?

It is also during Service Strategy where the requirements for any possible new or changed service are defined and analyzed.

If it is determined that there is sufficient value in pursuing the new or improved service, the Service Portfolio Management Process approves it and a project is chartered to create the new or update an existing service. Once chartered, the service can move into the Service Catalog and then design work can commence where everything necessary to realize the service and its associated value is considered and captured within something called the Service Design Package SDP.

Based upon this SDP, the service goes into and through the transition stage, where it is developed, built, and tested. The result of a successful transition is that the service becomes live, released into the production environment and the operation stage where its value is ultimately realized.


As time goes by, the service may reach a point where it is no longer able to deliver adequate value, in which case it is transitioned into a retired state from which, if ever needed, it could become operational once again.

So the question is where, exactly, does Continual Service Improvement fit? The answer is everywhere! Consider these questions: Can you get better at Service Strategy? Of course you can! Can you get better at Service Design? You bet!

How To Refine Your IT Services with ITIL Continual Service Improvement

How about getting better at Service Transition? And can you get better at Service Operation? And, get this: You can actually get better at getting better! You can improve your ability to improve!

Continual Service Improvement, then, is not a stage of the service lifecycle but is something that is built into all stages of the service lifecycle. And it starts in Strategy.

ITIL continual service improvement

The Service Portfolio Management process uses CSI to ensure that the value of each service within the portfolio is aligned to the ever-changing needs of customers and the business. It receives input from other Strategy processes in order to understand strategic needs and establish priorities and to help determine requirements, demand, and financial impacts.

Improvement continues during Service Design. Rather than having two separate organizations with disconnected goals and objectives, there must be a single, integrated business operation that functions with appropriate technology.

Many people have a personal continual improvement plan although they may not call it that. For example, perhaps they decide they want to become more physically fit. Then they measure their current fitness level and set goals for where they want to be. They may then decide to start walking half a mile every morning.

Continual Service Improvement

Once they accomplish that for two weeks, they might increase the distance to one mile. After a month of walking one mile, they might increase the distance to a mile and a half, and so on.

They measure their progress at regular intervals to determine where they are in relation to their goals. Once they meet their physical fitness goals, they select something else in their lives that they want to improve, and the improvement process begins again.

Establishing a Continual Service Improvement Model: A Case Study | SpringerLink

CSI ensures that you align services with changing business needs by identifying and implementing improvements to IT services that support business processes.

You continually measure the performance of the IT service provider and then make improvements to processes, services, and infrastructure to increase efficiency and effectiveness. The service management lifecycle The service lifecycle approach includes four key stages: 1.

Service strategy is about designing, developing, and implementing service management as both an organizational capability and a strategic asset. Service design focuses on ensuring IT services offerings fulfill the objectives of the business and the customer. Service transition centers on risk management, knowledge management, change management, service asset and configuration management, and related areas. Service transition creates a smooth ride from strategy, design, and development to operation.

Service operation strives to manage operational priorities, such as availability of IT services. Improving the user experience and the quality of existing IT services is at the heart of the value delivered by CSI.

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