Information Technology Infrastructure Library (ITIL®) study guide mind map
ITIL® is a registered trade mark of AXELOS Limited.
1. ITIL® (formerly Information Technology Infrastructure Library) - process based standard and library (not methodology) of best practices and processes for IT Service Management (not IT management). ITIL® is one of the 12 recognized globally and practically proven management standards from AXELOS® Global Best Practice family of UK standards. ITIL is closely connected to BiSL® and ASL®2 standards and is seen as a complementary extension.
1.1. How ITIL® fits into AXELOS® Global Best Practices family of UK standards.
1.2. AXELOS® Global Best Practices family of standards from UK.
1.2.1. PRINCE2® Agile
1.2.1.1. see PRINCE2® Agile mind map
1.2.2. ITIL®
1.2.2.1. see ITIL® mind map
1.2.3. M_o_R® - Management of Risk
1.2.3.1. see M_o_R® mind map
1.2.4. MoV® - Management of Value
1.2.4.1. see MoV® mind map
1.2.5. MoP® - Management of Portfolios
1.2.5.1. see MoP® mind map
1.2.6. MSP® - Managing Successful Programmes
1.2.6.1. see MSP® mind map
1.2.7. PRINCE2® - PRojects IN Changing Environments
1.2.7.1. see PRINCE2® mind map
1.2.8. P3O® - Portfolio, Programme and Project Office
1.2.8.1. see P3O® mind map
1.2.9. yet remember - "In reality there are no such things as best practices. There are only practices that are good within a certain context."
1.3. Since 2000 the Office of Government Commerce (OGC), former owner of PRINCE2® (and other Best Management Practices) has been the custodian of the portfolio on behalf of UKG. In June 2010 as a result of UKG reorganisation the Minister for the Cabinet Office announced that the PRINCE2® functions have moved into Cabinet Office.
1.3.1. AXELOS are a new joint venture company, created by the Cabinet Office on behalf of Her Majesty’s Government (HMG) in the United Kingdom and Capita plc to run the Best Management Practice portfolio, now called AXELOS Global Best Practice
1.3.2. https://www.gov.uk/government/publications/best-management-practice-portfolio/about-the-office-of-government-commerce
1.4. see BiSL® mind map
1.5. see ASL®2 mind map
2. ITIL® Official publications
2.1. ITIL 5 Core publications
2.1.1. ITIL Service Design 2011 Edition
2.1.1.1. ISBN-13: 978-0113313051
2.1.1.2. 456 pages
2.1.1.3. http://www.amazon.com/ITIL-Service-Design-2011-Edition/dp/0113313055/
2.1.2. ITIL Service Strategy 2011 Edition
2.1.2.1. ISBN-13: 978-0113313044
2.1.2.2. 469 pages
2.1.2.3. http://www.amazon.com/ITIL-Service-Strategy-2011-Edition/dp/0113313047/
2.1.3. ITIL Service Transition 2011 Edition
2.1.3.1. ISBN-13: 978-0113313068
2.1.3.2. 360 pages
2.1.3.3. http://www.amazon.com/Service-Transition-Edition-Management-Practices/dp/0113313063
2.1.4. ITIL Service Operation 2011 Edition
2.1.4.1. ISBN-13: 978-0113313075
2.1.4.2. 384 pages
2.1.4.3. http://www.amazon.com/Service-Operation-Edition-Management-Practice/dp/0113313071/
2.1.5. ITIL Continual Service Improvement 2011 Edition
2.1.5.1. ISBN-13: 978-0113313082
2.1.5.2. 260 pages
2.1.5.3. http://www.amazon.com/Continual-Service-Improvement-Management-Practices/dp/011331308X
3. ITIL® Official resources
3.1. ITIL® sample exams, available online
3.1.1. ITIL® Foundation
3.1.1.1. http://online.apmg-exams.com/index.aspx?subid=4&masterid=3
3.2. ITIL® examination syllabus
3.2.1. ITIL® Foundation Syllabus
3.2.1.1. http://www.itil-officialsite.com/nmsruntime/saveasdialog.aspx?lID=625&sID=197
3.3. ITIL® glossary
3.3.1. EN
3.3.1.1. http://www.itil-officialsite.com/nmsruntime/saveasdialog.aspx?lID=1180&sID=242
3.3.2. PL
3.3.2.1. http://www.itil-officialsite.com/nmsruntime/saveasdialog.aspx?lID=1289&sID=242
3.4. ITIL® White Papers (selected)
3.4.1. ITIL®: the basics
3.4.1.1. http://www.best-management-practice.com/gempdf/ITIL_The_Basics.pdf
3.4.2. ITIL® is ITIL
3.4.2.1. https://www.axelos.com/gempdf/ITIL_is_ITIL_White_Paper_Mar12.pdf
3.4.3. Review of recent ITIL® studies
3.4.3.1. https://www.axelos.com/gempdf/Review_ITIL_Studies_White_Paper_Nov11.pdf
3.4.4. Executive briefi ng: the benefi ts of ITIL®
3.4.4.1. http://www.best-management-practice.com/gempdf/Executive_briefing_the_benefits_of_ITIL.pdf
3.4.5. ITIL in a Recession
3.4.5.1. http://www.best-management-practice.com/gempdf/ITIL_in_Recession_White_Paper_May09.pdf
3.5. ITIL® website
3.5.1. http://www.itil-officialsite.com/
4. This freeware, non-commercial mind map (aligned with the newest version of ITIL®) was carefully hand crafted with passion and love for learning and constant improvement as well for promotion the standard and library ITIL® and as a learning tool for candidates wanting to gain ITIL® qualification. (please share and give feedback - your feedback and comments are my main motivation for further elaboration. THX!)
4.1. Questions / issues / errors? What do you think about my work? Your comments are highly appreciated. Feel free to visit my website: www.miroslawdabrowski.com
4.1.1. http://www.miroslawdabrowski.com
4.1.2. http://www.linkedin.com/in/miroslawdabrowski
4.1.3. https://www.google.com/+MiroslawDabrowski
4.1.4. https://play.spotify.com/user/miroslawdabrowski/
4.1.5. https://twitter.com/mirodabrowski
4.1.6. miroslaw_dabrowski
5. ITIL Qualification Scheme / ITIL Certification Roadmap
6. Watch: Demystifying ITIL 2011 (by Julie L. Mohr)
7. ITIL® Foundation courseware
8. ITIL Maturity Model (IMM)
8.1. https://www.axelos.com/gempdf/ITIL_Maturity_Model_v1_2W.pdf
8.2. https://www.axelos.com/gempdf/ITIL_Maturity_Model_SA_User_Guide_v1_2W.pdf
8.3. Watch: ITIL Maturity Model Subscriptions
9. Services
9.1. Value to customers
9.1.1. Utility
9.1.1.1. The functionality offered by a product or service to meet a particular need.
9.1.1.2. Functionality
9.1.1.3. Fitness for purpose
9.1.1.4. What the customer gets
9.1.2. Warranty
9.1.2.1. Ability of a service to be available when needed, to provide the required capacity, and to provide the required reliability in terms of continuity and security.
9.1.2.2. Fitness for use
9.1.2.3. Performance
9.1.2.4. How service is delivered
9.1.3. Shown by
9.1.3.1. Economic value
9.1.3.2. Reputation
9.1.3.3. Customer Perception
9.2. Service types
9.2.1. Internal services
9.2.1.1. Delivered between departments or business units in the same organization
9.2.2. External services
9.2.2.1. Delivered to external customers
9.3. Classification of services
9.3.1. Core
9.3.1.1. Service that delivers the basic outcomes desired by one or more customers.
9.3.2. Enabling
9.3.2.1. Service that is needed in order to deliver a core service.
9.3.2.1.1. May or may not be visible to the customer, but they are not offered to customers in their own right.
9.3.3. Enhancing (optional)
9.3.3.1. Service that is added to a core service to make it more attractive to the customer.
9.3.3.1.1. Not essential to the delivery of a core service but are used to encourage customers to use the core services or to differentiate the service provider from its competitors
9.3.4. Supporting
9.4. Service Package
9.4.1. Two or more services that have been combined to offer a solution to a specific type of customer need or to underpin specific business outcomes
9.5. Service Level Package (SLP)
9.5.1. Choice of utility and warranty offered to customers by a core service or service package.
9.6. Service Design Package (SDP)
9.6.1. Document(s) defining all aspects of an IT service and its requirements through each stage of its lifecycle
9.6.2. Important link between service design and service transition stages of lifecycle.
9.7. Service Acceptance Criteria (SAC)
9.7.1. Set of criteria used to ensure that an IT service meets its functionality and quality requirements and that the IT service provider is ready to operate the new IT service when it has been deployed.
9.8. Service Catalogue
9.8.1. Database or structured document with information about all live IT services, including those ready for deployment.
9.8.2. Contains information about two types of IT service.
9.8.2.1. Supporting Services
9.8.2.1.1. An IT service that is not directly used by the business, but is required by the IT service provider to deliver customer-facing services.
9.8.2.2. User-centered Services
9.8.2.2.1. An IT service that is visible to the customer.
9.9. Service Catalogue Management (SCM)
9.9.1. The process provides a single comprehensive source of information about all live IT services and ensures that information is available to all authorised to access it.
9.10. Service Portfolio
10. Best Practice
10.1. Sources
10.1.1. Standards - ISO/IEC 20000
10.1.2. Training and education
10.1.3. Internal and external experience
10.1.4. Research
10.1.5. Industry practice
10.1.5.1. Sarbanes Oxley (SOX)
10.1.5.2. Financial Services Authority (FSA)
10.2. Enablers
10.2.1. Employees
10.2.2. Customers
10.2.3. Suppliers
10.2.4. Advisors
10.2.5. Technology
10.3. Knowledge to achieve business objectives
11. Basic Definitions
11.1. Activity
11.1.1. A set of actions designed to achieve a particular result. Activities are usually defined as part of processes or plans, and are documented in procedures.
11.2. Availability Management
11.2.1. Process responsible for ensuring that IT services meet the current and future availability needs of the business in a cost-effective and timely manner.
11.3. CIA
11.3.1. Availability
11.3.1.1. Security principle that ensures an IT service or data are available when it is required.
11.3.2. Integrity
11.3.2.1. Security principle that ensures data and configuration items (CIs) are modified only by authorized personnel and activities. Integrity considers all possible causes of modification, including software and hardware failure, environmental events, and human intervention.
11.3.3. Confidentiality
11.3.3.1. Security principle that requires that data should only be accessed by authorized people.
11.4. Cost
11.4.1. Amount of money spent on an activity, IT service, or business unit.
11.4.1.1. The costs includes actual costs (money), notional costs (such as people's time) and depreciation
11.5. Direct Costs
11.5.1. any costs that are incurred when delivering a single service to a particular customer. Direct costs are uniquely assigned to a business unit, customer or specific recipient
11.6. Fixed Costs
11.6.1. costs that do not vary with IT service usage – for example the cost of server hardware
11.7. Function
11.7.1. A team or group of people and the tools or other resources they use to carry out one or more processes or activities – for example, the service desk.
11.7.2. Specialised units
11.7.3. Perform certain types of work
11.7.4. e.g. Service Desk
11.8. Governance
11.8.1. Ensures that policies and strategy are actually implemented, and that required processes are correctly followed. Governance includes defining roles and responsibilities, measuring and reporting, and taking actions to resolve any issues identified.
11.9. IT Governance
11.9.1. Provides leadership, defines organizational structures, defines processes. Ensures that IT of an organization supports strategies and objectives of that organization.
11.10. Indirect Costs
11.10.1. costs that are shared across multiple business units or shared across multiple services. Indirect costs can not be uniquely assigned to particular recipient
11.11. Market Space
11.11.1. All opportunities on the market that service provider should recognize and use to meet customers' business needs.
11.12. Net Present Value (NPV)
11.12.1. Technique used to help make decisions about capital expenditure (CAPEX).
11.13. Process
11.13.1. Coordinated activities
11.13.2. Performance driven
11.13.3. Creates value for customers
11.13.4. Defines roles, activities, guidelines
11.14. RACI Model
11.14.1. Responsible
11.14.2. Accountable
11.14.2.1. One person
11.14.3. Consulted
11.14.4. Informed
11.14.5. Clarifies roles and responsibilities
11.14.6. Variants
11.14.6.1. RACI
11.14.6.1.1. Responsible, Assists, Consulted, Informed
11.14.6.2. RACI
11.14.6.2.1. Recommends, Approves, Consulted, Informed
11.14.7. Alternatives
11.14.7.1. RASCI
11.14.7.1.1. … Support
11.14.7.2. RACI-VS
11.14.7.2.1. … Verifier, Signatory
11.14.7.3. RACIO
11.14.7.3.1. … Omitted
11.14.7.4. DACI
11.14.7.5. RAPID®
11.14.7.5.1. Recommend, Agree, Perform, Input, Decide
11.14.7.5.2. Created by Bain & Company
11.15. Return on Investment (ROI)
11.15.1. Measurement of the expected benefit of an investment.
11.16. Risk
11.16.1. Facilitates outcomes without costs & risks
11.16.2. Uncertainty of outcome
11.17. Risk Management
11.17.1. Process responsible for identifying, assessing and controlling risks.
11.18. Role
11.18.1. Responsibility within Process or Function.
11.18.2. Role is defined in a Process or Function.
11.18.3. One person or team may have multiple Roles.
11.19. Stakeholder
11.19.1. Any person, group of people or organization affected by a process or associated with the process.
11.20. Variable Cost
11.20.1. costs that depend on how much an IT service is used, how many products are produced, the number and type of users, electricity or something else that cannot be fixed in advance
12. Roles
12.1. Access Manager
12.2. Account Manager
12.3. Applications Analyst/architect
12.4. Applications Manager/team-leader
12.5. Availability Manager
12.6. Build and test environment staff
12.7. Business Owner
12.8. Business Strategy Manager
12.8.1. (SS332)
12.9. CMS/tools Administrator
12.10. CSI Manager
12.10.1. (CSI132)
12.11. CSI Reporting Analyst
12.12. Capacity Manager
12.13. Change Advisory Board (CAB)
12.14. Change Authority
12.15. Change Manager
12.16. Configuration Administrator/Librarian
12.17. Configuration Analyst
12.18. Configuration Control Board
12.19. Configuration Manager
12.20. Continuity Manager
12.21. Customer
12.21.1. Someone who buys goods or services. The customer of an IT service provider is the person or group who defines and agrees the service level targets.
12.21.2. Internal Customer
12.21.2.1. A customer who works for the same business as the IT service provider. Provider and internal customers are parts of the same organisation.
12.21.3. External Customer
12.21.3.1. A customer who works for a different business from the IT service provider. Provider and external customer are separate units that belong to separate organizations.
12.22. Deployment staff
12.23. Early Life Support staff
12.24. Emergency Change Advisory Board (ECAB)
12.25. First line support
12.26. Generic Process Manager
12.26.1. (SS331, SD258, ST226, SO193, CSI132)
12.26.2. Responsible for the operational management of a process.
12.27. Generic Process Owner
12.27.1. (SS331, SD258, ST226, SO193, CSI131)
12.27.2. Defines Strategy, policy, standards
12.27.3. Assists with design
12.27.4. Documentation
12.27.5. Audits
12.27.6. Communication
12.27.7. Input to CSI register
12.27.8. Process manager
12.27.9. Process practitioner
12.28. Generic Service Owner
12.28.1. (SS329, SD257, ST224, SO192, CSI130)
12.28.2. Accountable for ensuring that a process is fit for purpose.
12.28.3. Responsible for managing one or more services throughout their entire lifecycle.
12.28.4. Accountable for delivery of service
12.28.5. Maintenance
12.28.6. Prime customer contact
12.28.7. Ensures delivery meets requirements
12.28.8. Identify areas for input into CSI register / raise RFC's
12.28.9. Communication with Process Owners
12.28.10. Reporting & monitoring
12.29. IT Designer/Architect
12.30. IT Directorate
12.31. IT Facilities Manager
12.32. IT Operations Analyst
12.33. IT Operations Manager
12.34. IT Operator
12.35. IT Planner
12.36. IT Service Provider
12.36.1. A service provider that provides IT services to internal or external customers. Both internal IT department or an independent company.
12.37. IT Steering Group
12.37.1. (SS333)
12.38. Incident Manager
12.39. Knowledge Management process owner
12.40. Major Incident Team
12.41. Performance and Risk Evaluation Manager
12.42. Problem Management team
12.43. Problem Manager
12.44. Generic Process Practitioner
12.44.1. (SS331, SD259, ST226, SO194, CSI132)
12.44.2. Carrying out one or more process activities.
12.45. Product Manager
12.46. Release Packaging and Build Manager
12.47. Release and Deployment Manager
12.48. Role - a set of responsibilities, activities and authorities assigned to a person or team
12.48.1. Role is defined in a Process or Function
12.48.2. One person or team may have multiple roles
12.49. Second line support
12.50. Security Manager
12.51. Service Asset Manager
12.52. Service Catalogue Manager
12.53. Service Design Manager
12.54. Service Desk Analyst
12.55. Service Desk Manager
12.56. Service Desk Supervisor
12.57. Service Level Manager
12.57.1. Owner of service level management process.
12.58. Service Manager
12.59. Service Provider
12.59.1. An organization supplying services to one or more internal customers or external customers.
12.59.1.1. Service Provider classification
12.59.1.1.1. Type I - Internal Service Provider
12.59.1.1.2. Type II - Shared Service Unit
12.59.1.1.3. Type III - Exteral Service Provider
12.60. Service Test Manager
12.61. Service Transition Manager
12.62. Service Transition planning and support
12.63. Shift Leader
12.64. Super users
12.65. Supplier
12.65.1. A third party responsible for supplying goods or services that are required to deliver IT services like network and telecom services, hardware maintenance, datacentre services, hosting, collocation etc.
12.66. Supplier Manager
12.67. Technical Analyst/Architect
12.68. Technical Manager/team-leader
12.69. Technical Operator
12.70. Test Manager
12.71. Test Support team
12.72. Third line support
12.73. User
12.73.1. A person who uses the IT service on a day-to-day basis. Users are distinct from customers, as some customers do not use the IT service directly.
13. Processes
13.1. Process - a structured set of activities designed to accomplish a specific objective
13.1.1. A process is measurable and performance driven
13.1.2. It may include any of the roles, responsibilities, tools and management controls required to reliably deliver the outputs
13.1.3. A process may define policies, standards, guidelines, activities and work instructions if they are needed
13.1.4. A process takes one or more defined inputs and turns them into defined outputs
13.1.5. A process exists to deliver a specific, identifiable and countable result
13.1.6. A process must meet expectations of all internal and external customers
13.2. Process characteristics
13.2.1. Measurable
13.2.1.1. Performance driven
13.2.1.2. Cost, quality, duration, productivity …
13.2.2. Specific Results
13.2.2.1. Delivery of a specific output/result
13.2.2.2. Individually identifiable and countable
13.2.3. Has stakeholders
13.2.3.1. Delivery of result to a customer or stakeholder
13.2.3.2. Meeting customers' expectations
13.2.3.3. Could be internal or external
13.2.4. Originating from a certain event
13.2.4.1. Traceable to a specific trigger
13.2.4.2. Responds to a specific event or is triggered at certain dates
13.3. Process Model
13.3.1. Control
13.3.1.1. Owner
13.3.1.2. Documentation
13.3.1.3. Objectives
13.3.1.4. Feedback
13.3.2. Process
13.3.2.1. Activities
13.3.2.2. Procedures
13.3.2.3. Metrics
13.3.2.4. Improvement
13.3.2.5. Roles
13.3.2.5.1. Process Owner
13.3.2.5.2. Process Manager
13.3.2.5.3. Process Practitioner
13.3.3. Enablers
13.3.3.1. Capabilities
13.3.3.2. Resources
14. IT services sourcing models
14.1. Insourcing
14.1.1. Using an internal service provider to manage IT services.
14.2. Outsourcing
14.2.1. Using an external service provider to manage IT services.
14.3. Co-sourcing
14.3.1. Combination of insourcing and outsourcing. Other models.
14.4. Other models (selected)
14.4.1. Multi-sourcing
14.4.1.1. formal arrangement between to or more provider organisations to work together and support one large customer (consortium)
14.4.2. Business Process Outsourcing
14.4.2.1. entire business process outsourcing
14.4.3. Application Service Provision
14.4.3.1. providing computer based-services over a network
14.4.4. Knowledge Process Outsourcing
14.4.4.1. providing business and domain-based expertise
15. Service Level Management (SLM)
15.1. According to Sturm, Morris and JandeR, SLM is “The disciplined, proactive methodology and procedures used to ensure that adequate levels of service are delivered to all IT users in accordance with business priorities and at acceptable cost.”
15.2. Service Level Agreement (SLA)
15.2.1. Agreement between an IT service provider and a customer.
15.2.2. SLA types
15.2.2.1. Service based SLA
15.2.2.1.1. Agreement that covers one service for all the customers of that service.
15.2.2.2. Customer based SLA
15.2.2.2.1. Agreement with the individual Customer group, covering all the services they use. More flexible, better adjusted to customer’s needs but more complicated.
15.2.2.3. Multi-level SLA
15.2.2.3.1. Good for the largest organisations. The most complex, divided on levels:
15.2.3. Example of SLA content
15.2.3.1. Agreement parties
15.2.3.2. Service description
15.2.3.3. Scope of the agreement
15.2.3.4. Service hours
15.2.3.5. Service availability
15.2.3.6. Reliability
15.2.3.7. Customer Support
15.2.3.8. Contact points and escalation
15.2.3.9. Service performance
15.2.3.10. Batch turnaround times
15.2.3.11. Functionalities
15.2.3.12. Change Management
15.2.3.13. Service Continuity
15.2.3.14. Security
15.2.3.15. Responsibilities
15.2.3.16. Charging
15.2.3.17. Service Reporting and reviewing
15.2.3.18. Glossary
15.2.3.19. Amendment sheet
15.3. Operational Level Agreement (OLA)
15.3.1. Agreement between an IT Service Provider and another part of the same organization.
15.4. Underpinning Contract (UC)
15.4.1. Contract between an IT Service Provider and a third party.
15.5. Service Level Requirement (SLR)
15.5.1. Customer requirement for an aspect of an IT service.
15.6. Service Level Target (SLT)
15.6.1. Commitment that is documented in a service level agreement.
16. SMART model
16.1. Acronym for helping to remember that targets in SLAs / OLAs and project plans should be
16.1.1. S - Specific.
16.1.2. M - Measurable.
16.1.3. A - Achievable.
16.1.4. R - Relevant.
16.1.5. T - Time bound.
17. Service Lifecycle (5)
17.1. Additionally ITIL offers Complementary guidance which is a complementary set of official publications with guidance and best practices to different organizational types, operating models, technologies, architecture and industry sectors
17.2. ITIL is based on service lifecycle and consists of 5 core volumes
17.2.1. Publications are complementary to each other
17.3. Service Strategy
17.3.1. Defines perspective, position, plans and patterns that the service provider should execute to meet the business objectives of the organization
17.3.2. Establishes an overall Strategy for IT Services and for IT Service Management.
17.3.3. ISBN-13: 978-0113313044
17.3.4. ISBN-10: 0113313047
17.3.5. Key documents
17.3.5.1. Vision and mission statements
17.3.5.2. Strategies, strategic and tactical
17.3.5.3. plans and policies
17.3.5.4. Service requirements
17.3.5.5. Service charter
17.3.5.6. Service definitions, classification and visualization
17.3.5.7. Service models
17.3.5.8. Service packages
17.3.5.9. Option space
17.3.5.10. Cost model
17.3.5.11. Financial information and budgets
17.3.5.12. Business cases
17.3.5.13. Business impact analysis (BIA)
17.3.5.14. Patterns of business activity (PBAs)
17.3.5.15. User profiles (UPs)
17.3.5.16. Stakeholder definitions
17.3.6. Key principles
17.3.6.1. Service management as a strategic asset
17.3.6.2. Internal and external customers
17.3.6.3. Internal and external services
17.3.6.4. Core, enabling and enhancing services
17.3.6.5. Value: Business outcomes, perceptions and preferences
17.3.6.6. Functionality (utility), performance (warranty) and price
17.3.6.7. Service packages
17.3.6.8. Sourcing strategy
17.3.6.9. Value networks
17.3.7. Service Strategy processes (5)
17.3.7.1. Strategy management for IT services
17.3.7.2. Financial management for IT services
17.3.7.2.1. Function and process responsible for managing an IT service provider’s budgeting, accounting and charging requirements.
17.3.7.2.2. Accounting
17.3.7.2.3. Budgeting
17.3.7.2.4. Charging
17.3.7.3. Demand management
17.3.7.3.1. Process responsible for understanding, anticipating and influencing customer demand for services.
17.3.7.4. Service portfolio management
17.3.7.4.1. The process with all activities required to manage the Service Portfolio are defined.
17.3.7.5. Business relationship management
17.3.7.5.1. The process responsible for maintaining a positive relationship with customers (business).
17.3.8. Service Strategy benefits
17.3.8.1. It helps to understand what the strategy is
17.3.8.2. It helps to clearly define the services and the customers who use these services
17.3.8.3. It helps to identify existing market opportunities and use them
17.3.8.4. It helps to predict and plan for the resources required to provide services
17.3.8.5. It helps to define the quality of services
17.3.8.6. It helps to determine the appropriate approach to improving services
17.4. Service Design
17.4.1. Contains the following elements: design of new or changed services, governing practices, processes and policies required to realize the service provider’s strategy and to facilitate the introduction of services into supported environment
17.4.2. ISBN-13: 978-0113313051
17.4.3. ISBN-10: 0113313055
17.4.4. Key principles
17.4.4.1. Five aspects of holistic service design:
17.4.4.1.1. Service solutions for new or changed services
17.4.4.1.2. Management information systems and tools, especially the service portfolio
17.4.4.1.3. Technology architectures and management architectures
17.4.4.1.4. Processes
17.4.4.1.5. Measurement methods and metrics
17.4.4.2. Balanced design:
17.4.4.2.1. Functionality
17.4.4.2.2. Resources
17.4.4.2.3. Schedule
17.4.4.3. IT service design vs. business change
17.4.4.4. The 4 Ps of service design:
17.4.4.4.1. People
17.4.4.4.2. Processes
17.4.4.4.3. Products (services,technology, tools)
17.4.4.4.4. Partners (suppliers, vendors)
17.4.4.5. Service oriented architecture
17.4.4.6. Design constraints
17.4.4.7. Service delivery options and strategies
17.4.5. Key documents
17.4.5.1. Service design policies and plans
17.4.5.2. Service acceptance criteria (SAC) and service level requirements (SLR)
17.4.5.3. Service definitions
17.4.5.4. Service catalogues
17.4.5.5. Service design package (SDP)
17.4.5.6. Solution designs
17.4.5.7. Architectures & standards
17.4.5.8. Processes
17.4.5.9. Measurement and metrics
17.4.5.10. Service level agreements (SLA), Contracts and operational level agreements (OLA)
17.4.5.11. Service reports
17.4.5.12. Service improvement plan (SIP)
17.4.5.13. Availability policy, plans, designcriteria, risk analysis and reports
17.4.5.14. Capacity policy, plans, workload analysis, forecasts and reports
17.4.5.15. Business and IT service continuity policy, strategy, plans, risk and business impact analysis and reports
17.4.5.16. Business and information security policy, strategy, plans, risk analysis, classification, controls and reports
17.4.5.17. Supplier and contracts policy, strategy, plans and reports
17.4.5.18. RACI matrix
17.4.6. Service Design processes (8)
17.4.6.1. Service catalogue management
17.4.6.2. Availability management
17.4.6.3. Information security management
17.4.6.4. Service level management
17.4.6.5. Capacity management
17.4.6.6. Supplier management
17.4.6.7. IT service continuity management
17.4.6.8. Design coordination
17.4.7. Service Design benefits
17.4.7.1. Value to business of Service Design:
17.4.7.1.1. Reduces or optimises Total Costs of Ownership (TCO)
17.4.7.1.2. Improved quality and consistency of services
17.4.7.1.3. Implementation of new or changed services is better prepared and easier
17.4.7.1.4. Improved service alignment
17.4.7.1.5. More effective service performance
17.4.7.1.6. Improved IT Governance
17.4.7.1.7. More effective service management and processes
17.4.7.1.8. Improved decision making
17.4.7.2. Service design should be understood as a set of operations by which the service is created based on business requirements as a product ready for deployment
17.5. Service Transition
17.5.1. Ensures that new, modified or retired services meet the expectation of the business as documented in the service strategy and service design stages of the lifecycle
17.5.2. ISBN-13: 978-0113313068
17.5.3. ISBN-10: 0113313063
17.5.4. Key documents
17.5.4.1. Service transition strategies, policies, plans and budgets
17.5.4.2. Service packages
17.5.4.3. Service design package (SDP)
17.5.4.4. Service acceptance criteria (SAC)
17.5.4.5. SLAs, contracts and agreements
17.5.4.6. Change and configuration management policy, plans and reports
17.5.4.7. Change models
17.5.4.8. Requests for changes (RFC) and change records
17.5.4.9. Change schedules and plans
17.5.4.10. CAB agenda & minutes
17.5.4.11. Configuration models
17.5.4.12. Configuration baselines, status reports and audit reports
17.5.4.13. Release policies, plans, notes, packages and documentation
17.5.4.14. Service quality policy, risk policy, test strategy, test models, test plans, test reports and known errors
17.5.4.15. Build plans and documentation
17.5.4.16. Evaluation plans & reports
17.5.4.17. Deployment plans and reports
17.5.4.18. Service transition report
17.5.4.19. Knowledge management strategy
17.5.5. Service Transition processes (7)
17.5.5.1. Transition planning and support
17.5.5.2. Change management
17.5.5.3. Service asset and configuration management
17.5.5.4. Release and deployment management
17.5.5.5. Knowledge management
17.5.5.6. Service validation and testing
17.5.5.7. Change evaluation
17.5.6. Service Transition benefits
17.5.6.1. Ensures that new, modified or retired services meet the expectations of the business as documented in the service strategy and service design stages of the lifecycle
17.5.6.2. Ensures that all changes in IT services are planned, managed and implemented in a production environment
17.5.6.3. Ensures that the transition processes are streamlined, effective and efficient and the risks involved are minimized
17.6. Service Operation
17.6.1. Coordinates and carries out the activities and processes required to deliver and manage services at agreed levels to business, users and customers
17.6.2. Also manages the technology that is used to deliver and support services
17.6.3. ISBN-13: 978-0113313075
17.6.4. ISBN-10: 0113313071
17.6.5. Key principles
17.6.5.1. Monitor and control
17.6.5.2. Manage services, components and activities
17.6.5.3. Optimize
17.6.5.4. Report
17.6.6. Key documents
17.6.6.1. Service operation policies and plans
17.6.6.2. Operational requirements
17.6.6.3. Event management policy, plans and reports
17.6.6.4. Incident management policy, plans and reports
17.6.6.5. Incident models
17.6.6.6. Major incident procedure
17.6.6.7. Request fulfillment policy, plans and reports
17.6.6.8. Request models
17.6.6.9. Problem management policy, plans and reports
17.6.6.10. Problem models
17.6.6.11. Information security policy, plans, classification, controls and reports
17.6.6.12. Processes
17.6.6.13. Technical documentation
17.6.6.14. Operational procedures and instructions
17.6.6.15. Functional documentation
17.6.6.16. User guides
17.6.7. Functions (4)
17.6.7.1. Service Desk
17.6.7.2. Technical Management
17.6.7.3. IT Operation Management
17.6.7.3.1. IT Operations Control
17.6.7.3.2. Facilities Management
17.6.7.4. Application Management
17.6.8. Service Operation processes (5)
17.6.8.1. Request fulfillment
17.6.8.2. Access management
17.6.8.3. Event management
17.6.8.4. Incident management
17.6.8.5. Problem management
17.6.9. Service Operation benefits
17.6.9.1. Service operation also manages the technology that is used to deliver and support services
17.6.9.2. Through the service operation lifecycle stage the business directly sees and receives value from IT
17.7. Continual Service Improvement
17.7.1. Ensures that services are aligned with changing business needs by identifying and implementing improvement to IT services that supports business processes
17.7.2. ISBN-13: 978-0113313082
17.7.3. ISBN-10: 011331308X
17.7.4. Key principles
17.7.4.1. Deming Cycle
17.7.4.1.1. Plan
17.7.4.1.2. Do
17.7.4.1.3. Check
17.7.4.1.4. Act
17.7.5. Key documents
17.7.5.1. Continual service improvement policies and plans
17.7.5.2. Corporate and IT vision, mission, goals and objectives
17.7.5.3. Critical Success Factors (CSFs)
17.7.5.4. Key Performance Indicators (KPIs) and metrics and achievements
17.7.5.5. Service level targets and achievements
17.7.5.6. Balanced scorecard
17.7.5.7. Service improvement plans (SIPs)
17.7.5.8. Business cases
17.7.5.9. Reporting policies and rules
17.7.5.10. Reports and dashboards
17.7.6. Continual Service Improvement processes (1)
17.7.6.1. Seven-step improvement process
17.7.7. Service Transition benefits
17.7.7.1. Identifies the business objectives and benefits of the improvements
17.7.7.2. Evaluate and improve the quality of services, the overall maturity of the IT service provider organization and defined processes
17.7.7.3. Mechanisms may be subject to continuous improvement services, processes, procedures, stages of life services (including CSI)
18. Interactive ITIL® Glossary
18.1. Interactive ITIL® Glossary
19. Selected benefits of using ITIL
19.1. Improving cooperation of IT – Business/Customer
19.2. Greater involvement of IT
19.2.1. IT as a partner, not the supplier
19.3. Improve resource utilization
19.4. Decrease rework
19.5. Improve upon project deliverables and time
19.6. Improve availability, reliability and security of mission critical IT services
19.7. Provide services that meet business, customer, and user demands
19.8. Integrate central processes
19.9. Document and communicate roles and responsibilities in service provision
19.10. Real World Benefits of using ITIL
19.10.1. Source: Pink Elephant – “The Benefits of ITIL® White Paper”, March 2006
19.10.2. Procter & Gamble
19.10.2.1. Started using ITIL in 1999 and has realized a 6% to 8% cut in operating costs. Another ITIL project has reduced help desk calls by 10%. In four years, the company reported overall savings of about $500 million.
19.10.3. Caterpillar
19.10.3.1. Embarked on a series of ITIL projects in 2000. After applying ITIL principles, the rate of achieving the target response time for incident management on Web-related services jumped from 60% to more than 90%.
19.10.4. Nationwide Insurance
19.10.4.1. Implementing key ITIL processes in 2001 led to a 40% reduction of its systems outages. The company estimates a $4.3 million ROI over the next three years.
19.10.5. Capital One
19.10.5.1. An ITIL program that began in 2001 resulted in a 30% reduction in systems crashes and software-distribution errors, and a 92% reduction in “business-critical” incidents by 2003.
20. 4Ps model
20.1. 4Ps Model: IT service management requires effective and efficient use of 4 areas:
20.1.1. People
20.1.2. Processes
20.1.3. Products
20.1.3.1. Services, technology and tools etc.
20.1.4. Partners
20.1.4.1. Suppliers, manufacturers and vendors etc.
21. RACI Model
21.1. Helps to clearly define roles and responsibilities for each activity in a process
21.2. Responsible
21.2.1. The person or group responsible for completing a task
21.3. Accountable
21.3.1. The individual ultimately held responsible for the task
21.4. Consulted
21.4.1. The person or people whose opinions are sought
21.5. Informed
21.5.1. The person or people who are given updates on the task