continual service improvement · 1.4 process purpose the purpose of the csi process is to...

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


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 [email protected]

Location Service Management Process and

Procedure Intranet Page

mailto:[email protected]

https://education.nsw.gov.au/technology/guides-and-forms/service-management-guides

https://education.nsw.gov.au/technology/guides-and-forms/service-management-guides


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


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


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.


• 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


• 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


• 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:


• 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)


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


• 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.


• 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


• 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


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.


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


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.


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


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.


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


• 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


• 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


• 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


• 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.

continual service improvement · 1.4 process purpose the purpose of the csi process is to...

Documents