This publication aims to provide practical guidance in
evaluating and improving the quality of services, overall
maturity of the ITSM service lifecycle and its underlying
processes, at three levels within the organization:
■ The overall health of ITSM as a discipline
■ The continual alignment of the portfolio of IT services
with the current and future business needs
■ The maturity of the enabling IT processes required to
support business processes in a continual service
lifecycle model.
This publication focuses on CSI from both an IT service
and an ITSM process perspective as part of an ongoing
service management lifecycle. This publication also
features the key inputs, outputs, activities and roles that
are critical to successful CSI. It is one of a series of five
core publications published by the Office of Government
Commerce (OGC) as part of the ITIL Practices for Service
Management. Although this publication can be applied in
isolation, it is recommended that it be used in conjunction
with the other four publications.
This volume covers the following major activities:
■ Introduce the concepts of CSI at a high level
■ Define the value of CSI
■ Describe common methods and techniques for CSI
■ Define how to use the common methods and
techniques for service improvement.
While this publication is relevant to any IT professional
involved in the management of services throughout their
lifecycle, it is particularly relevant to anyone who wants to
review the current ITSM practices within an organization
to identify, understand and measure their strengths and
weaknesses. Roles such as process owner, process
managers, service managers, service owners, business
liaison managers, IT managers and anyone accountable
and responsible for the delivery of IT services to the
business will find it particularly pertinent. There are several ways of delivering IT services to the
business, such as in-house, outsourced and partnership
(co-sourced). Even though this publication is written
mainly from an in-house service provider perspective it is
also relevant to all other methods of service provision.
Those involved in outsourced service provision or working
in partnerships will find that this publication is applicable
to them as well. In some ways, the outsourced or co-
sourced services require an increased focus on process
integration between the client organization and service
provider. Business managers as well as IT managers will
find this publication helpful in understanding and
establishing best practices for CSI.
Whether an organization is looking for incremental
improvements or a major overhaul, CSI activities should be
woven into the fabric of the everyday life of IT services. CSI
is not an emergency project kicked off when someone in
authority yells that the service stinks, but rather, it is an
ongoing way of life; continually reviewing, analysing and
improving not only service management processes but the
services themselves.
While analysing ways to improve services other
opportunities the reader will learn techniques to improve
their lifecycle practices of Service Strategy, Service Design
and Service Transition as well as the day-to-day Service
Operation more commonly associated with service
improvement. The ITIL Practices for Service Management
five core publications represent the entire service lifecycle
and have intricate interrelationships. For example, if a
Service Design is less than optimal, it makes it harder to
transition that service into production and results in
service issues in the Service Operation part of the lifecycle.
These intricacies need to be addressed as part of CSI.
With CSI, it is important to remember the currently agreed
service levels and perception customers have of the
current services. CSI cannot be IT centric. Best practice is
to be business oriented and customer centric while at the
same time staying within the limits of the feasible.
There are many methods and techniques that can be used
to improve service management processes and services in
general. Don’t rely upon only one but explore a number of
them in an effort to provide the most effective and
efficient results.
CSI needs to be treated just like any other service practice.
There needs to be upfront planning, training and
awareness, ongoing scheduling, roles created, ownership
assigned and activities identified in order to be successful.
evaluating and improving the quality of services, overall
maturity of the ITSM service lifecycle and its underlying
processes, at three levels within the organization:
■ The overall health of ITSM as a discipline
■ The continual alignment of the portfolio of IT services
with the current and future business needs
■ The maturity of the enabling IT processes required to
support business processes in a continual service
lifecycle model.
This publication focuses on CSI from both an IT service
and an ITSM process perspective as part of an ongoing
service management lifecycle. This publication also
features the key inputs, outputs, activities and roles that
are critical to successful CSI. It is one of a series of five
core publications published by the Office of Government
Commerce (OGC) as part of the ITIL Practices for Service
Management. Although this publication can be applied in
isolation, it is recommended that it be used in conjunction
with the other four publications.
This volume covers the following major activities:
■ Introduce the concepts of CSI at a high level
■ Define the value of CSI
■ Describe common methods and techniques for CSI
■ Define how to use the common methods and
techniques for service improvement.
While this publication is relevant to any IT professional
involved in the management of services throughout their
lifecycle, it is particularly relevant to anyone who wants to
review the current ITSM practices within an organization
to identify, understand and measure their strengths and
weaknesses. Roles such as process owner, process
managers, service managers, service owners, business
liaison managers, IT managers and anyone accountable
and responsible for the delivery of IT services to the
business will find it particularly pertinent. There are several ways of delivering IT services to the
business, such as in-house, outsourced and partnership
(co-sourced). Even though this publication is written
mainly from an in-house service provider perspective it is
also relevant to all other methods of service provision.
Those involved in outsourced service provision or working
in partnerships will find that this publication is applicable
to them as well. In some ways, the outsourced or co-
sourced services require an increased focus on process
integration between the client organization and service
provider. Business managers as well as IT managers will
find this publication helpful in understanding and
establishing best practices for CSI.
Whether an organization is looking for incremental
improvements or a major overhaul, CSI activities should be
woven into the fabric of the everyday life of IT services. CSI
is not an emergency project kicked off when someone in
authority yells that the service stinks, but rather, it is an
ongoing way of life; continually reviewing, analysing and
improving not only service management processes but the
services themselves.
While analysing ways to improve services other
opportunities the reader will learn techniques to improve
their lifecycle practices of Service Strategy, Service Design
and Service Transition as well as the day-to-day Service
Operation more commonly associated with service
improvement. The ITIL Practices for Service Management
five core publications represent the entire service lifecycle
and have intricate interrelationships. For example, if a
Service Design is less than optimal, it makes it harder to
transition that service into production and results in
service issues in the Service Operation part of the lifecycle.
These intricacies need to be addressed as part of CSI.
With CSI, it is important to remember the currently agreed
service levels and perception customers have of the
current services. CSI cannot be IT centric. Best practice is
to be business oriented and customer centric while at the
same time staying within the limits of the feasible.
There are many methods and techniques that can be used
to improve service management processes and services in
general. Don’t rely upon only one but explore a number of
them in an effort to provide the most effective and
efficient results.
CSI needs to be treated just like any other service practice.
There needs to be upfront planning, training and
awareness, ongoing scheduling, roles created, ownership
assigned and activities identified in order to be successful.
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