This module addresses planning and improving ITIL activities within an organization and considers the issues of how, where and when to start the improvement, the organizational change, cultural change, the program planning and design, the definition of the process and improved performance.
Using this approach, it is initially produced the IT vision, that is a statement of wishes and intentions mutually agreed between the business and IT.
Once the vision has been set, it is important to determine "Where we are?". This can be assessed using a model of growth of the IT organization that determines the current maturity of IT in terms of:

• Vision and Strategy; 
• Direction; 
• Processes; 
• People; 
• Technology; 
• Culture.  

Other techniques that can be used for the evaluation of the current situation include internal audits, external benchmarks or investigation process in relation to standards and guidelines (for example ITIL® e BS 15000-ISO 20000®). The business and IT must agree on the future role and the characteristics required to IT, to understand "where do we want to be?". This phase involves the completion of a report on the assessment of the gaps, along with a business case for Continuous Service Improvement Plan - CSIP. Where possible, must be identified 'quick wins', which should not inhibit the achievement of long-term goals
It should be produced a project plan CSIP of "How do we get there? ". This must take into account:

• How the changes are going to be made?
• Where to start? 
• What are the essential elements to be addressed within the CSIP?
  

The answer to these questions determines the approach, the final scope and terms of reference for the CSIP. It must be agreed on a set of intermediate goals to be achieved, output, Critical Success Factor - CSF - and Key Performance Indicators - KPIs - measurable in order to assess progress and performance of the CSIP, eg. "How do we know that we reached the target?". It is therefore necessary that all these areas are regularly measured, monitored and reviewed at each stage of the project to ensure the success.
It is important to include measures that are directly related to the benefits of the business and improvements in quality business. Having taken a CSIP, one of the hardest things to address is maintaining the focus and commitment, eg. "How do we maintain the momentum going?". The improvements support is made more difficult by the continued acceleration of the speed of change within IT. The success of any 'quick wins' can be used to maintain the momentum going during and after the project. Every improvement, once achieved, must be consolidated in practice each day, in the roles of work and descriptions of work.