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NSW DoE | IT Commercial & Services | Continual Service Improvement Process 1 | P a g e
Purpose
The purpose of this document is to outline, at a high level, the process together with the
roles and responsibilities to execute, manage and govern the DoE Information Technology
Directorate (ITD) Continual Service Improvement (CSI) process.
This document describes the overall positioning, break down and resources needed to
complete the Continual Service Improvement process.
The goal is to provide a level of standardisation and control that is critical for reasons related
to customer experience, regulatory and standards issues, efficiency / effectiveness,
monitoring and reporting of the process.
Audience & Applicability The primary intended audience are those stakeholders throughout Information Technology
Directorate and potentially a wider audience within DoE that have a role to play in this
process either directly or indirectly as stakeholders. As well as those stakeholders who are
interested in the process for execution and governance reasons.
Context This document is created to provide a framework that underpins the execution and
governance of this process. It is the definitive reference material for this process
Continual Service Improvement
Process
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Document Approval List
Version Approver name Role How approved Date
V2.0 IT Executive Team Governance authority Endorsed at Ops
Meeting
26/06/2017
Document Change Control
Version Date Authors Description of changes
V2.1 30/5/2018 Brad Ireland Updated version of document including new
structure and content
V2.1 19/05/2019 Brad Ireland No content changes, minor formatting updates
Document Information
Details Name Email
Process Team Brad Ireland Brad.Ireland@det.nsw.edu.au
Location Service Management Process and
Procedure Intranet Page
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Contents 1 Overview and Purpose ................................................................................................... 5
1.1 Process Name ........................................................................................................ 5
1.2 Ownership............................................................................................................... 5
1.3 Scope ..................................................................................................................... 5
1.4 Process Purpose..................................................................................................... 5
1.5 Process Goals and Objectives ................................................................................ 5
1.6 Process Activities .................................................................................................... 6
1.7 Guiding Principals ................................................................................................... 7
• Purpose .................................................................................................................. 7
• Usage & Availability ................................................................................................ 7
• Fair & Transparent .................................................................................................. 7
• Scalable & Modular ................................................................................................. 7
1.8 ITD CSI Process Inputs, Interfaces & Triggers ........................................................ 7
2 Process Standard Statements........................................................................................ 8
2.1 A Single Process..................................................................................................... 8
2.2 Capture & Management of Improvement Opportunities in CSI Register .................. 8
2.3 Unique Improvement Opportunity Identifier ............................................................. 9
2.4 Minimum Submission Standards ............................................................................. 9
2.5 ITD Continual Service Improvement Process Definitions ...................................... 10
• Improvement Opportunities ................................................................................... 10
• Reactive and Proactive Improvement Opportunities .............................................. 10
• Services & Processes ........................................................................................... 10
• Process Phases .................................................................................................... 11
• Process Status Settings ........................................................................................ 12
2.6 Improvement Opportunity Assessments & Prioritisation ........................................ 12
3 Process Governance ................................................................................................... 14
3.1 Bright Ideas Review Group (BIRG) ....................................................................... 14
3.2 ITD Service & Process Owners ............................................................................. 15
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3.3 CSI Review Board (CSIRB) .................................................................................. 15
3.4 Process Team ....................................................................................................... 16
4 Roles and Responsibilities ........................................................................................... 17
4.1 CSI Submitter ....................................................................................................... 17
4.2 CSI Viewer ............................................................................................................ 17
4.3 Bright Ideas Review Group Member ..................................................................... 18
4.4 CSI Review Board Member ................................................................................... 18
4.5 ITD Service Owner ................................................................................................ 19
4.6 ITD Process Owner ............................................................................................... 19
4.7 Service Delivery Manager ..................................................................................... 20
4.8 CSI Sponsor ......................................................................................................... 20
4.9 Delivery Owner ..................................................................................................... 20
4.10 CSI Process Team ................................................................................................ 21
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1 Overview and Purpose 1.1 Process Name This process has been referred to by several names including ‘Bright Ideas’, ‘Continual
Service Improvement’, ‘CSI’, ‘CSI Process’ or ‘ITD CSI Process’. The official name of the
process is Information Technology Directorate Continual Service Improvement process. In
this document the process will be referred to as ‘CSI Process’.
1.2 Ownership The CSI Process is owned by the IT Director Commercial & Services (C&S). The custodian
is the IT Director Service Management and is administered and maintained on a day‐to‐day
basis by the Continual Service Improvement process team.
1.3 Scope The scope of the CSI Process encompasses all Information Technology Directorate Staff,
Branches and Teams. The scope of the process is currently limited to decisions and
approvals that can be made or granted by the ITD Executive Team or their delegates.
1.4 Process Purpose The purpose of the CSI Process is to facilitate the Identification, Capture, Review, Approval,
Analysis and Delivery of Improvement Opportunities from a variety of inputs, interfaces and
triggers. The CSI Process is a service management process which interfaces with all other
service management processes (such as Incident, Problem and Change Management). It
also potentially interacts with various technical services, applications, products and
processes which support various technical and business activities such as server
provisioning, service management, student administration or human resources that operate
within ITD.
1.5 Process Goals and Objectives The goals and objectives of the CSI Process are:
• Support and contribute to the ITD Strategic Plan, ITD Delivery Plan and DoE
plans/strategies by advocating for delivery of Improvement related Ideas,
opportunities and Innovations
• Contribute to staff engagement by allowing them to contribute to the improvement of
processes, procedures, services and technology that benefits ITD staff, customers
and stakeholders. The CSI Process acknowledges the fact that the best
improvement ideas and opportunities can come from anyone at any time, as a result
of any activity or event.
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• To ensure a standard and consistent means of capturing innovative ideas and
improvement opportunities, to reduce the risk of “missed opportunities”, which are
opportunities that are either; not identified, or identified but forgotten about over time
• To ensure innovative ideas and improvement opportunities can be considered and
acted upon by the right people in the ITD or referred to others within the larger
department where necessary.
• Identify and implement specific activities to improve IT service quality and efficiency
of enabling processes
• Review, analyse, prioritise and make recommendations on improvement
opportunities in each ITD branch and team.
• Improve cost effectiveness of delivering services without sacrificing customer
satisfaction or quality.
• Review and analyse service level achievement, with view to identify improvement
opportunities.
• Ensure applicable quality management methods are used to support continual
improvement activities
• Ensure that processes have clearly defined objectives and measures that lead to
actionable improvements
• Understand what to measure, why it is being measured and what the successful
outcomes should be.
1.6 Process Activities The activities included within CSI Process are:
• Managing the CSI Process to allow high value CSI initiatives to be identified,
prioritised and approved
• Reviewing management information and trends to ensure that services are meeting
agreed service levels
• Review to ensure that the output of the enabling processes is achieving the desired
results
• Periodically conducting maturity assessments against the process activities and
associated roles to demonstrate areas of improvement or, conversely areas of
concern
• Periodically conducting internal audits verifying employee and process compliance
• Reviewing existing deliverables for appropriateness
• Periodically conducting customer satisfaction surveys
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• Reviewing business trends and changed priorities
• Conducting external and internal service reviews to identify improvement
opportunities
• Measuring and identifying the value created by improvement opportunities
• Measurements and reporting across ITD CSI process.
1.7 Guiding Principals The CSI Process was designed and operates based on the following guiding principles.
• Purpose The purpose of the CSI Process is to facilitate the Identification, Capture, Review, Approval,
Analysis and Delivery of Improvement Opportunities from a variety of inputs, interfaces and
triggers.
• Usage & Availability The CSI Process is available to be used by all ITD staff, allowing them to participate and
interact with the process. For example all ITD staff and DoE Corporate staff have access to
the ITD CSI Register.
• Fair & Transparent The procedures, actions taken, and decisions made are open, fair and transparent as
process and procedure information is published and available on the CSI Community of
Practice site. Also information and other details of every Improvement Opportunity within the
CSI Register can be viewed by all ITD and DoE Corporate staff.
• Scalable & Modular The CSI Process has been designed to be both scalable and modular in nature. This is to
accommodate possible future expansion of the process scope and new process inputs,
Interfaces and triggers.
1.8 ITD CSI Process Inputs, Interfaces & Triggers The CSI Process has several inputs, interface points and triggers. The process has been
designed to be modular, in that it is flexible enough to accept new inputs, interfaces and
triggers after an onboarding steps have been completed. A list of process inputs, interfaces
and triggers are listed below.
• Staff Suggestions / Bright Ideas
• Audit Observations
• Change Management - Change Review
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• Customer Insights Feedback
• Incident Management - MIM Post Incident Review
• ITD Innovation
• ITD Leadership request
• KEPNERandFOURIE
• Operations Review
• Other
• Problem Management - Problem Closure Report
• Process Assessment Improvement Recommendation
• Process Review
• Quality Review
• Service Governance Framework
• Service Review
• Staff Suggestions / Bright Ideas
2 Process Standard Statements This section contains process standard statements which apply to the CSI Process
2.1 A Single Process A single Continual Service Improvement process, based on service management and quality
management best practices will be applied across the Information Technology Directorate
(ITD). The reasons for this standards document are to:
• To prevent duplication of time and effort among ITD Teams. Where there are similar
processes identified, the CSI and other processes should attempt to eliminate
duplication and attempt to work and interact with each other cooperatively.
• Improve customer service by establishing a predictable and consistent way of
managing improvement opportunities.
• Facilitate standard governance for Continual Service improvement for all agreed
services and processes.
• Assist in providing quality data from a single source for reporting and review.
2.2 Capture & Management of Improvement Opportunities in CSI Register All improvement opportunities and associated progress updates and other related artefacts
shall be submitted and recorded in the ITD Continual Service Improvement Tool referred to
as ITD CSI Register. The reasons for this standard are to:
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• Ensure all improvement opportunities are recorded, documented sufficiently,
monitored and managed to completion
• Ensure linkages exist between CSI Register and other DoE/ITD Tools where and when
appropriate
• Ensure that audit trails are maintained
• Assist in providing quality data from a single source for reporting and review.
2.3 Unique Improvement Opportunity Identifier Each improvement opportunity will be allocated a unique identification number within the ITD
CSI Register, referred to within the process as a CSI ID. The reasons for this standard are
to:
• Make it easy to identify each improvement opportunity
• Make it easy to identify who owns each improvement opportunity as each
improvement opportunity identifies a Sponsor, Delivery Owner and Delivery Team(s)
• Prevent duplication of improvement opportunities being submitted within the CSI
Register
• Prevent time, effort and resources being allocated to two or more improvement
opportunities which will result in the same outcome(s)
• Assist in management and measurement (reports) of individual or groups of
improvement opportunities.
2.4 Minimum Submission Standards When new improvement opportunities are submitted at a minimum they need to include the
following information. Without this minimum information the CSI Process won’t be able to
correctly capture or manage the improvement opportunity.
• A Summary of the improvement opportunity. Referred to as the Opportunity
Summary within the ITD CSI Process
• A description of the Current State/Situation
• A description of the potential Future State and Expected Benefits/Outcomes if the
improvement opportunity were to be approved and delivered
• What Service or Process the improvement opportunity should be associated with
and/or may need integration with
• Submitter Name, Email Address, Branch and Team
• Any associated ID or Reference Numbers for example Incident or Problem Records
• How the Improvement Opportunity aligns to ITD Strategic Plan (if known)
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2.5 ITD Continual Service Improvement Process Definitions This section contains important definitions and concepts important to understanding the CSI
Process.
• Improvement Opportunities An improvement opportunity can apply to a Service, Process or Procedure and can be any
of the following:
• An Idea or Suggestion from an Staff Member (also referred to as a Bright Idea)
• A recommendation triggered by an event such as:
o Post Incident Review after Major Incident
o Problem Closure Report
o Audit, Assessment or Review activities
• Customer Feedback or Insights such as survey results
• A Request from the ITD Executive Team
• Any work, project, initiative, task or activity carried out by an ITD Branch or Unit
designed to:
o Improve a Service by enabling new or enhancing existing functionality or
capabilities
o Introduce new or mature existing Processes and Procedures.
• Reactive and Proactive Improvement Opportunities Some Improvement Opportunities are reactive in nature while others may be considered to
be proactive in nature. Reactive Improvement Opportunities would include those
opportunities which were triggered by an event such as a Problem Investigation related to a
service or Process Assessment Improvement Recommendations related to a process or
procedure. Proactive Improvement Opportunities could include those opportunities which an
ITD Branch or Team might have included as part of a plan, roadmap or list of enhancements
they plan to deliver over a period of time.
• Services & Processes The CSI Process has a number of potential stakeholders and customers as it may integrate
and interact with owners of Services and Processes (such as those mentioned below) within
ITD. From a CSI Process perspective a Service or Process are defined as:
• Services - Technical Services, Applications and Products
• Processes – Technical Processes, Service Management Processes and other non-
technical processes such as HR and Finance
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• Process Phases The CSI Process has seven process phases that each improvement opportunity moves
through as it progresses through the process. The process phases are:
1. Identify
2. Capture
3. Peer Validation (Review)
4. Analysis
5. Approval
6. Delivery
7. Closure
The Identify phase determines the source of the improvement opportunity (Input, Interface or
Trigger). The Capture phase is when the improvement opportunity is submitted within the
CSI Register.
The Peer Validation phase is where the improvement opportunity is reviewed, initially by the
Service Improvement team (Process Team) ensuring compliance submission standards.
Depending on the source of the improvement opportunity there is a further review carried out
by the Bright Ideas Review Group, ITD Service Owner or by ITD Process Owner.
The Approval phase is where an improvement opportunity will be presented and
Approval/Endorsement is sought for each improvement opportunity. The source of the
improvement opportunity will determine if the review would be carried out by the CSI Review
Board, ITD Service Owner or ITD Process Owner. If an improvement opportunity is
approved/endorsed it will move to the Delivery phase of the process. If rejected or not
endorsed it will move to the Closure phase of the process.
It should be noted that the CSI Review Board has visibility of all improvement opportunities
and can overrule approval/endorsement decisions made by the Bright Ideas Review Group,
ITD Service Owners or ITD Process Owners.
The Delivery phase is where improvement opportunities are approved or endorsed and will
be placed until they are delivered. Once delivered the improvement opportunity will move to
the Closure phase. The Analysis phase will be used any time further information or other
tasks and activities are required in order to make a decision about how to progress an
improvement opportunity.
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• Process Status Settings The ITD CSI process also has several Status settings which combined with the process
phase provide more detailed information about the progress of each improvement
opportunity through the process. See the list of status settings below.
• Registered - Pending initial review
• Registered - Pending further detail from submitter
• Registered – Pending Bright Ideas
Review Group review
• Registered - Pending CSI Review Board
review
• Registered – Pending Service Owner
Review
• Registered – Pending Process Owner
Review
• Approved - Owner to be identified and confirmed
• Approved - Owner to be identified and
confirmed
• Approved - Delivery Owner to be assigned
• Approved - Planning required
• Approved - Planning in progress
• Approved - Implementation in-progress
• Approval NOT granted - Further detail
requested
• Approval NOT granted - Item to be closed
• Conditionally Approved - Feasibility
checks assigned
• Referred to existing enhancement process
• Referred to local manager for action
• Referred to PPS
• Completed - Pending post implementation benefits analysis review
• Completed - Item to be closed
• Cancelled - Item to be closed
• Closed - Not endorsed by BIRG
• Closed - Not supported by CSI Review
Board
• On-hold
• Closed - Out of scope referred to non-
ITD team
• Duplicate Item
2.6 Improvement Opportunity Assessments & Prioritisation Each Improvement is assessed for benefits during submission and at various phases
(stages) of the process. The CSI Register captures the following which is used to assess
benefits
• Improvement Opportunity Summary
• Expected benefits if the Improvement Opportunity is delivered
• Benefit To Customer
• Benefit To ITD
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• Benefit Score
Estimated Time, Cost and Resources are also assessed by capturing the following:
• Estimated Time To Deliver
• Estimated Cost
• Estimated Resources Needed To Deliver
• Effort Score
Priority is also assessed by capturing the following
• Urgency
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3 Process Governance The CSI Process is primarily governed by four governance groups, which are listed below.
• Bright Ideas Review Group (BIRG)
• CSI Review Board (CRB)
• Process Team (Process Owner / Process Analyst)
• ITD Service / Process Owners
The source of an Improvement Opportunity determines which of the above groups will be
involved in governing and making decisions about individual Improvement Opportunities.
The CSI Review Board won’t need to interact with all Improvement Opportunities but has
visibility of them and can override approval and endorsement decisions of other groups
where and when they deem it necessary to do so.
The purpose of these governance groups is to ensure that standards and strategies are
implemented and that the agreed processes/procedures are correctly followed. Each of
these governance groups are described in more detail in the following sections.
3.1 Bright Ideas Review Group (BIRG) The Bright Ideas Review Group performs a peer review, validation and recommendations
function. It draws on the collective organisational knowledge and experience of members to
review improvement opportunities that have been submitted as Staff Suggestions also
referred to as Bright Ideas. The group help to validate suggestions/ideas, assist to fill in any
missing information and provide an endorsement rating and recommendations to the
Continual Service Improvement Review Board.
The endorsement rating helps to prioritise improvement opportunities the group believes
would be most valuable to ITD and/or Customers. The recommendations may provide
potential advantages, disadvantages, highlight potential risks or propose next steps. This
group consists of staff from across each ITD Branch. Any staff member can nominate
themselves but must be approved by their ITD Branch Director. Membership is on a rotation
basis. Half the members of the group will be rotated each time after an agreed period of
time, usually 12 to 18 months.
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3.2 ITD Service & Process Owners ITD Service and Process Owners generally have a level of authority to make some decisions
and approve some changes to their Service or Process. If an improvement opportunity is
something that a Service or Process owner can decide upon or approve a change for, then
they can approve an improvement opportunity within the CSI Process so that it can progress
from the Approval to Delivery phase. In such circumstances this means that not all
improvement opportunities would need to be reviewed by the CSI Review Board. If an ITD
Service or Process Owner wishes to escalate an Improvement opportunity to the CSI
Review Board the CSI Process accommodates this.
The Service Governance Framework provides a formalised way for ITD Service Owners to
identify and capture new improvement opportunities or review previously submitted
opportunities. ITD Process Owners can meet with the Service Improvement Team to assist
in the identification, capture and review of improvement opportunities related to ITD
Technical, Service Management or Business related processes. The Service Improvement
team also conducts ‘Process Assessments’ which in part results in a list of potential
improvement opportunities.
3.3 CSI Review Board (CSIRB) The CSI Review Board which membership consists of the ITD Executive team has three
purposes, which are:
• To consider each improvement opportunity presented to them
• To decide to either Approve/Endorse or Decline/Reject each improvement
opportunity presented to them
• To determine next steps for approved/endorsed improvement opportunities such as
appointing a Sponsor or Delivery Owner. Take further actions as required.
The CSI Review Board will consider; the content of each improvement opportunity will be
reviewed and the recommendations made by the Bright Ideas Review Group, ITD Service or
Process Owner. It will draw on the collective knowledge and views of each board member in
order to make decisions. While the CSI Review Board will have visibility of all submitted
improvement opportunities, they will generally only be asked to consider and evaluate the
following types of improvement opportunities:
• Submitted as Staff Suggestions/Bright Ideas
• Escalated to them from Service Owners
• Escalated to them from Process Owners
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3.4 Process Team The ‘Process Team’ refers to the Service Improvement team which plays an overarching
governance, management and support role for the CSI Process. The Process team
consists of Process Lead and Senior Process Analyst.
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4 Roles and Responsibilities This section outlines the CSI Process roles and general information about the tasks,
activities and responsibilities.
4.1 CSI Submitter This section provides more information about the CSI Submitter role.
• A CSI Submitter could be any staff member from ITD. As the role name suggests
they submit new Improvement opportunities. ITD staff typically submit Staff
Suggestions also known as Bright Ideas. When submitting a new improvement
opportunity, a CSI Submitter needs to follow the minimum submission standards
• A CSI Submitter may need to be available to provide the CSI Process Team and/or
the Bright Ideas Review Group (BIRG) with additional information about their
improvement opportunity if there is a need to gather missing, additional or further
clarification
• A CSI Submitter will be asked to assist in reviewing the Improvement Opportunity
after it has been delivered to assist in determining the value and benefits which have
been delivered
• A CSI Submitter may periodically be asked to participate in Focus Groups, Surveys
and other evaluation methods to help review their interactions with the ITD Continual
Service Improvement process.
4.2 CSI Viewer This section provides more information about the CSI Viewer role.
• A CSI Viewer could be any staff member from ITD
• They access the CSI Community of Practice site and CSI Register to view existing
Improvement Opportunities
• A CSI Viewer can indicate their support for an existing Improvement Opportunity by
providing a rating the opportunity. This is another source of data that governance
groups of the CSI Process can make use of to help prioritise Improvement
Opportunities
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4.3 Bright Ideas Review Group Member This section provides more information about Members of the Bright Ideas Review Group
role.
• Prepare for review meetings by pre-reading each new improvement opportunities
prior to each scheduled meeting
• Collectively assess the validity of each improvement opportunity
• Collectively assess the value proposition of each improvement opportunity
• Collectively define a suggested priority/order for each improvement opportunity
• Quality control each improvement opportunity by ensuring all critical information is
captured and makes sense (refer to minimum submission standards)
• Consider all “optional” attributes of each improvement opportunity and ensure they
have appropriate data set against them
• Determine an "Endorsement Score” (Rating) for each improvement opportunity
• Determine any collective advice or recommendations to be provided to the CSI
Review Board when they review the improvement opportunity.
4.4 CSI Review Board Member This section provides more information about Members of the CSI Review Group role.
• Review improvement opportunities that have been reviewed by the Bright Ideas
Review Group (BIRG) or that have been escalated to them by either an ITD Service
or Process Owner
• Each improvement opportunity should be considered on its merit, taking on-board
any recommendations or advice provided
• For those improvement opportunities the CSI Review Board collectively Identify as
not being approved or endorsed, assist in providing reason(s) why it has not been so
that the CSI Register can be updated to indicate the reason(s) why, have the process
phase changed to Closed and the Submitter can be informed
• For those improvement opportunities the CSI Review Board collectively identify as
being approved and endorsed to proceed, assist in determining next steps so that the
improvement opportunity can progress. The CSI Register can be updated and CSI
Submitter informed
• Act as a Sponsor for nominated improvement opportunities, refer to section 4.7 for
further information.
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4.5 ITD Service Owner This section provides more information about ITD Service Owners and their role within the
CSI process.
• Undertake regular ‘Process Assessments’ and ‘Process Reviews’ conducted by the
Service Improvement Team related to one or more processes a Process Owner
owns within ITD
• Consider improvement opportunity recommendations as a result of process
assessments and Audit observations which are made as part of an audit
• As part of their role, accountabilities and responsibilities within the ITD Service
Governance Framework submit a new improvement opportunity that relates to a
Service or Service Element that they own
• As part of their role, accountabilities and responsibilities within the ITD Service
Governance Framework review existing improvement opportunities that relate to a
Service or Service Element that they own
• Act as a Sponsor for nominated improvement opportunities that relate to a Service or
Service Element that they own
• Act as a Delivery Owner for nominated improvement opportunities that relate to a
Service or Service Element that they own
• Liaise with the CSI Process Team and CESD Service Delivery Managers as required
to help progress improvement opportunities through the CSI process phases.
4.6 ITD Process Owner This section provides more information about ITD Process Owners and their role within the
CSI process. Within ITD there are two types of Process Owners which the CSI process
might interact with Service Management Process Owners and Business Capability / Function
Owners.
• Undertake regular ‘Process Assessments’ and ‘Process Reviews’ conducted by the
Process Team related to their process
• Consider improvement opportunity recommendations as a result of process
assessments and Audit Observations from Audits
• Submit new improvement opportunities that relate to a process that they own
• Review existing improvement opportunities that relate to their process
• Act as a Sponsor for nominated Improvement Opportunities that relate to their
process
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• Act as a Delivery Owner for nominated improvement opportunities that relate their
process
• Liaise with the CSI Process Team as required to help progress improvement
opportunities through the CSI process phases.
4.7 Service Delivery Manager This section provides more information about CESD Service Delivery Managers and their
role within the CSI process. CESD Service Delivery Managers work with ITD Service
Owners within the ITD Service Governance Framework. They may assist with the key tasks
and activities that ITD Service Owners undertake.
4.8 CSI Sponsor This section provides more information about Sponsor and their role within the CSI process
A CSI Sponsor of an improvement opportunity has a lot of discretion related to the planning
and implementation. Key tasks and activities of a CSI Sponsor are:
• Appoint a CSI Delivery Owner for the improvement opportunity
• Decide on a Delivery Method to use. The method selected will be based on the size
(small, medium, large), complexity, scope, required budget and resources
• Define the desired “Timeframes” for planning and implementation
• Keep the CSI Process Team updated with progress of the improvement opportunity
• Approve or negotiate funding to implement the improvement opportunity
• Approve or negotiate resources to implement the improvement opportunity
• Ensure effective implementation plans are produced by the CSI Deliver Owner
• Provide guidance and support to the CSI Delivery Owner
• Make go/no-go decisions during the implementation of the improvement opportunity
• Review and approve changes to plans, priorities, deliverables, schedule and other
items when required
• Encourage stakeholder involvement and build and maintain their ongoing
commitment
4.9 Delivery Owner The role, tasks and activities of a Delivery Owner of an improvement opportunity are listed
below.
• Identify the key steps required to deliver the improvement opportunity
• Identify stakeholders which need to be engaged, consulted and informed in order to
deliver (complete) each key step
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• Identify which staff or teams will need to be involved to deliver (complete) each key
step
• Prepare a Delivery Plan for the Improvement Opportunity
• Review the Delivery Plan with the Sponsor and obtain their support/endorsement to
continue.
• Determine the Delivery Method to be used to deliver the Improvement Opportunity in
partnership with Sponsor.
• Determine the Timeframe in which the Improvement Opportunity should be delivered.
• Manage deliverables in-line with endorsed defined delivery plan
• Conduct the work required to deliver the idea or, makes arrangements for relevant
staff to conduct work required to deliver the idea
• Provide periodic status updates to Sponsors and to the Service Improvement Team
4.10 CSI Process Team This section provides more information about the CSI Process Team role. The main task
and activities of the CSI Process Team are:
• To advocate for the CSI Process across ITD Branches and Teams so that it is
effectively implemented, embedded and operationalised. Provide a general
advocacy regarding the CSI Process across relevant parts of DoE.
• Effectively communicate and engage with CSI Process stakeholders and governance
groups and related communities and forums.
• Provide information, support, training, coaching and mentoring for the CSI Process to
the process stakeholders and those who interact with the process.
• Maintain the content of the CSI Register including governing the quality of
submissions and updates of existing improvement opportunities.
• Prepare improvement opportunity Reports so that they can be presented to the Bright
Ideas Review Group, CSI Review Board, ITD Service/Process Owners and other
relevant stakeholders.
• Conduct regular meetings with CSI Process governance groups and other
stakeholders.
• Create regular CSI Process Measurement/Metric reports to see how effective the CSI
Process is and to show the value it is adding.
• Continually strive to improve the CSI Process, procedures and related tasks and
activities.
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