Alright, My learners, we are module seven, the home stretch. So understanding the continual service improvements which is the C s. I.
So less than 7.1 purpose of continuous service improvements. Let's talk about it.
All right, So the learning objectives in this video we will cover the purpose of continuous service improvements. C s I, as well as the basic concepts of CSE register in those roles in the types of CSE metrics. Okay,
so the purpose of continuing service improvement is tow line. The I T service with the changing business needs by identifying and implementing those improvements to the I T. Services that support those businesses. Right. So you have the support the entire life cycle, you improve the service processes, the cost effectiveness
and then the critical important to understand
is what is what is to be measured right and why is it being measured? And what is the successful outcomes should be and what should it look like? So as a business needs to evolve and change over time, the seaside stage must continue to evaluate how performances being measured to ensure that those measurements
lead to a meaningful in an actual improvement
and the successful equals to the value in the return on investments for that business.
so then we look into the objectives of C. S. I and those air more to review the opportunities within each life cycle stages. That's the S s. Which is the service strategy, the service design, the service transition, the service operation as well as the continuous service improvements.
So then you review those achievements those performances that's against the see the SL sl ace.
And they identify and implement specific and activities to improve those i t services quality and improve the efficiency off enabling those processes. Okay,
So when we start looking into the scope of the continuous service improvements, right, so the the I tell C. S I provides guidance is in four areas, and that's the overall health of the I t. S. M. As a discipline.
And that's to continue alignment of the service portfolio with the current
and then you have the maturity and the people that utilize those services
as well as the continual improvement of the aspects of the of those services. So there is a common perception that the CSC activities can't improve a service that doesn't yet exist and that service has to be operational to identify those improvements opportunities.
So, experience that and knowledge acquired from improving assisting services
can often add value to in designing the new services as well. So being proactively, potentially flaws that in flaws into those, um, those services.
So you definitely sit there and make sure that all aspects of the I T services and the service assets that are in support with them
all right, now, some of the business value of the C. S. I right. So when we started looking into the business value and selecting and adopting, the best part is that recommended Recommended within the I. T. C. S. I publication consists
in organizations in the identification and the realization of significant benefits.
So adopting a formal in a standard, consistent and manage approach to C. S. I can definitely lead to a gradual and continual improvement in service quality where is justified, and then you to ensure that the I T services remain continuously aligned to the business requirements as
you as a result, and the gradual improvement in the cost effectiveness
through a reduction and cause and the capability to handle more work at the same cause. So then you identify those improvements. And once you identify those improvements, though within the organization structure, re sourcing capabilities and partners technology, even the staff in those communications be better
eso adopting those and implement a standard and consistent
approaches Thio to the C s. I would definitely, um, provide the business value which alignment with those business outcomes.
so then we go into the basic concepts of the C s. I Where is the C s? I register, right. So the C s I register should be kept tow a record off to record all the improvement opportunities and
should be be regarded as a part of a service knowledge management. So system so the S K M s.
So it becomes like the C I. So each improvement initiative should be categorized into a small medium or large undertakings and also be whether they can take a in chief quicker and into the medium term or a longer term position.
So the CSC register should be created to support.
So it is prioritization of the C s. I initiatives, and then you have the CSE manager. Where is the role that is combined with the competence and authority to increase the change the chances of a successful improvement program in the C s. I, um,
see a site manager this road assigned to the single point of accountability for all improvement activities. Okay,
so we start looking to the C s. I approach right. Seaside approaches. How do we keep the momentum going right now when we look into its nose? Like, how do we consolidate and see the maturity for the next step? Or to see the C S. I approach can be used to develop project plans. Thes
thes has six steps. Careful on exam, not seven steps. Okay,
so this is not a process. This is approach. Okay? So the business needs to be involved in the decision making related toe with real related to which CS I initiatives will generate the most value back to that business. Okay, So you have What is the vision? Where are we now?
Where do we want to be?
How do we get there? And did we get there? And then you have everything else as faras objectives, the baseline assessments and the measurable targets and the service and process of improvements in the measurements of those metrics that falls in those particular approaches. Okay, to help you streamline those approach,
And then you have the types of CSC metrics, right? So these types of CSE metrics they are three types of metrics that will need to be collected to support the management and improvement initiatives. So you have the technology and metrics where these metrics are often associate with the component
in the application based metrics such as the performance, the availability
and then you have the process metrics, which these metrics are more captured in the form of C S, C S, C s, EFS and KP ice or activity metrics for the service management processes. So these can be thieves can help determine the overall health of a process.
And the KP ice can help answer for four key questions on quality performance value in the compliance
of the following process. And then you have your service many different service metrics where these metrics are more so measured by the end the end service performance. So individual tech and process metrics are used by calculating the in the end metrics. So these are the three types of metrics
that an organization will need to collect when
conducting their performance views. Okay, they're going through this whole process.
So the types of CS metrics continue. Right? So sit down. We broke down what these particular ones is and these components, and this is just more so to give you the visual. And four, you could have a reference point.
Okay, Then you have your process metrics, which which covers your quality, your performance, your value and your compliance as mentioned prior
the your service metrics.
Okay. And then summary. So we have less than 7.1. We talked about the key concepts. The the C s. I registered the C S I manager. The CSE approaching the three types of CSE metrics and technology process in the services. All right.