We must offer services tailored to our customers ‘ requirements. Continuous service improvement requires continuous monitoring and valid measurement of activities and processes, conformity, quality, performance and value
Implement Deming cycle for IT service improvement
The PDCA cycle is set as follows: Plan + Do + Check + Act. This cycle, known as the Deming cycle, can be of great utility.
What is the objective of the continuous improvement process (CSI): to implement the Deming cycle for the improvement of IT services, you cannot improve what is not known and you cannot really get to know what cannot be measured.
What is continuous improvement: continuous improvement in recommending improvements for all processes and activities involved in the management and delivery of IT services.
Why monitor and analyze all follow-up parameters: in order to recommend improvements we must have monitored and analyzed all service level monitoring parameters and contrasted them with existing service level agreements.
What are the benefits of the continuous improvement process: supporting the strategy and design phase, (for the definition of new services and processes/ activities associated with them) + to know in depth the quality and performance of the IT services offered + to identify opportunities for improvement + to propose corrective actions + to monitor their implementation + to provide the IT organization as a whole with a regular snapshot of the status of the IT services provided + to facilitate strategic decision-making based on objective information + to communicate the perception of customers and users about the quality of the services offered.
The Process of Continuous Improvement
We decide that we want to measure, collect information and activate the improvement
What to measure: based on the mission and Strategy previously drawn up by the top managers of the IT organization and according to business needs.
Realistic objectives: when we already have a list of everything we want to measure it is necessary to ensure that our objectives are realistic, (what can be measured)
Data and processing: a measurement process must be defined to collect data, and all of these data must be processed to be useful. The analysis of the information makes it possible to transform this information into knowledge, aimed at determining which aspects are likely to be improved.
The creation of reports: is to use all the information gathered and knowledge acquired through the previous steps of the process to enable informed decision-making.
Corrective actions: the whole process leads to corrective actions.
The process model is a high-level process: it does not explain to us at a low level how things are done. The continuous improvement processes are closely related to the operation of the service, the continuous improvement of the service is interwoven with the operation, transition and the definition of the service.
Objectives of continuous service improvement
We are talking about improving the definition of our processes
The main objective of continuous service improvement: to seek greater conformity of the processes we develop. We have to bear in mind that they are not going to be processes that are acting on the service, but on the processes that are defined to provide the service to the client, that is, we are not talking about the conformity of my processes with the requirements of the client, but about the definition of my processes.
To meet quality objectives: to check if we meet the pre-established goals in time and form, to check their performance is to see if the processes are efficient and cost-effective for the organization.
To check the value we actually offer: to check whether the services offer the expected value and are different from those of the competition, this can only be achieved through the continuous monitoring and measurement of all the activities and processes involved in the provision of the services.
How to establish the continuous improvement of the service: we have to make continuous organizational changes and act on the organizational culture. John P. Kotter exposes 8 basic steps to generate this continuous improvement: create a climate of urgency, show that it is urgent to start walking + form a governing coalition, assign to a group the change of culture with the support of the management + develop a vision, generate a strategy with the mission and the vision + communicate the vision, establish communication plans + train others to act on the vision, train people and give them tools + generate short-term successes, implement quickly to stimulate the team + consolidate improvements and generate more changes: C / P, M / P, L / P + institutionalize changes, make minutes of meetings, reflect agreements, actions, etc.