How to make CSIa Practical Reality

Peter Karran

Agenda

• Introduction – Setting the context

• Scope of CSI on this account – Where we fit

• CSI 7-step process - at the heart of everything we do

• Aligning CSI with the overall Business Strategy

• CSI Governance

• MI reporting on the ‘Health’ of the service

• Our approach to embedding a CSI culture in a very large organisation

• Example of a CSI success story

• Top Tips – What we have learned

• Q&A

Setting the context• Confidential services to a large organisation• Support some 300,000+ Users• 150,000 Terminals at 2,000 Locations• Working to embed an ITIL v3 based

organisation • We needed to change the focus from

“delivery” to “service” and work towards being a High Performing Organisation

• We began planning for the resourcing and implementation of the CSI function in Dec 2009

3

Scope of CSI – Where we fit

1 Identify Strategic Direction

2 Define

what to measure

3 Gather the

data

4 Process the

data

5 Analyse the information

6 Present the information

7 Implement

improvement

The 7-Step Processis at the heart of everything we do

• Our thought

leadership

encompassing:

The Deming Cycle

The 5 stages of 6-sigma

DIKW

• Most of this is now

captured in the new

version of ITIL

• ITIL 2011

C

D

MA

I P

DC

A

Wisdom Data

Knowledge Information

Aligning CSI with the overall Business Strategy

• Sometimes CSI can be seen as a team running around putting out fires

• The danger with this, is that we can end up busy fools, addressing many small issues, without delivering real improvement

• Particularly when starting up a CSI function it is easy to become quickly swamped with requests for help

• It is important to push back until the basics are in place, with CSI aligned to the overall business strategy

Aligning CSI with the overall Business Strategy

• By spending time with the Senior Team

• By understanding:

– The Vision, The Strategic Direction, The Goals and Objectives

• It becomes possible:

– To apply steps 1-6 of the 7-step process to the right thingsand thus to focus improvement activity where the biggest benefits will be seen

• Once the big fires are out,

tackle the small ones!

CSI Governance

• We created a governance model for CSI to:

– Enable good ideas to be captured easily

– Categorise the initiatives by size

– Enable “Joint working” with client

– Provide guidance on how to drive an initiative through from inception to completion

– Ensure benefits are tracked

MI reporting on the ‘Health’ of the service

• At Step 6 of the 7-step model, we were able to develop Dashboards

• To give an overview of the “Health” so that focus can be given to areas that need attention, whilst also enabling success to be celebrated

Service Improvement Process

CSI Service

Improvement

Define CSI

initiative &

ROI / VOI

CSI Leads

Review

Executive Confirm CSI

Priorities

Define CSI

initiative &

ROI / VOI

CSI

Opportunity

Identified

Dashboards

Refreshed

CSI Service

Reporting

Deliver

Strategic CSI

initiative

Deliver CSI

initiative

CSI Initiative

Delivered

Service

Disciplines &

Lines

CSI Service

Measurement &

Reporting

Confirm

Delivery

Approach

Review &

Approval

Strategic CSI

Initiative

Delivered

Monitor

Strategic CSI

initiative

CSI

Opportunity

Identified

Closure

certificate

signed off

Benefits

realised

Closure

certificate

signed off

Benefits

realised

CSI

Service

Measures

Service

Strategy

Our demonstrated improvement approach

IMPROVEMENT

• Business Impact:

– Cost, Quality & Delivery improvements

• Improvement Objectives (CSF):

– Embed in Account Dashboard

• Risks

• Baseline / Evidence

• Measure

• Target

• Closure criteria

APPROACH

• Agree stakeholders

• Define what you should measure

• Define what you can measure

• Gather the Data

• Process the data

• Analyse the Data

• Present and use the information

• Implement corrective action

• Produce and publish Service

Improvement outcome

• Processes has been updated and

communicated to relevant

stakeholders

• Closure certificate signed off

• Review benefits realised

1 Identify Strategic Direction

2 Define

what to measure

3 Gather the

data

4 Process the

data

5 Analyse the information

6 Present the information

7 Implement

improvement

CSI initiatives progress and realise benefits, which are reported in dashboards

Account Dashboard

– In place since July 2010

– 2011 Development of Dashboard included Process performance metrics

Improvement Dashboard

–Moved from basic SIP reporting

– Into combined operating model enabling CSI Leadership to...

Ultimately there’s a virtuous CSI spiral

Strategic – CSI Facilitate

Tactical – Service or Process Lead

Operational – Teams Lead

1

2

3

4 5

6

7

1

2

3

4 5

6

7

1

2

3

4 5

6

7

Embedding a culture of CSI

• A Maturity model baseline was completed in Nov 2010

• Service Lines & Service Disciplines surveyed had little evidence of a CSI culture (with the exception of Service Operations)

CSI ethos maturity model – Nov 2010

Embedding a culture of CSI (contd.)

Actions taken to enforce and monitor CSI principles

– Set up a CSI leads organisation

– Define clear & consistent Terms of Reference

– Provide Lean & Six Sigma expertise & training

– Provide Measurement and Reporting expertise

– Set targets for Process Improvement

– Implement metrics that track performance against target

– Rollout the 7-step process

– Identify and facilitate improvement initiatives

– Monthly meetings established with CSI Leads & CSI sponsor

– Monthly Communications put in place through account channels

– Schedule a follow up survey to review effectiveness of actions (Nov 11)

e.g. Practical Service Improvement

Value Add Effort

Non Value Add Effort

Design Integrate Pre-prod Delivery

Pure Delay

Cost Decreased Revenue & Profit Increased

• Establish a reliable method

• 7 W and 8th waste decreased

• Apply lean solutions

Top Tips – What we have learned

• Senior Management Sponsorship – ensure you have it!• CSI is better suited as a “business as usual” discipline. Plan when

best to implement if undergoing a transformation programme• Ensure the account or company vision and strategic direction are

clear so that CSI leads are not faced with conflicting priorities• Start with something you can deliver, build credibility and

demonstrate business value • Communications – ensure it is regular & credit is given where due• Ensure business benefits are identified as early as possible with

each new initiative • Develop your networks and relationships. Invest time in them and

in return they can help spread the value of CSI

18

Questions& Answers

Contact Details

For more information, please contact

Peter KarranPractical Service Improvement

+44 (0)7810 658990