Information Technology Infrastructure Library (ITIL®) study guide mind map
ITIL® is a registered trade mark of AXELOS Limited.
1. ITIL Maturity Model (IMM)
1.1. https://www.axelos.com/gempdf/ITIL_Maturity_Model_v1_2W.pdf
1.2. https://www.axelos.com/gempdf/ITIL_Maturity_Model_SA_User_Guide_v1_2W.pdf
1.3. Watch: ITIL Maturity Model Subscriptions
2. 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.
2.1. How ITIL® fits into AXELOS® Global Best Practices family of UK standards.
2.2. AXELOS® Global Best Practices family of standards from UK.
2.2.1. PRINCE2® Agile
2.2.1.1. see PRINCE2® Agile mind map
2.2.2. ITIL®
2.2.2.1. see ITIL® mind map
2.2.3. M_o_R® - Management of Risk
2.2.3.1. see M_o_R® mind map
2.2.4. MoV® - Management of Value
2.2.4.1. see MoV® mind map
2.2.5. MoP® - Management of Portfolios
2.2.5.1. see MoP® mind map
2.2.6. MSP® - Managing Successful Programmes
2.2.6.1. see MSP® mind map
2.2.7. PRINCE2® - PRojects IN Changing Environments
2.2.7.1. see PRINCE2® mind map
2.2.8. P3O® - Portfolio, Programme and Project Office
2.2.8.1. see P3O® mind map
2.2.9. yet remember - "In reality there are no such things as best practices. There are only practices that are good within a certain context."
2.3. 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.
2.3.1. 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
2.3.2. https://www.gov.uk/government/publications/best-management-practice-portfolio/about-the-office-of-government-commerce
2.4. see BiSL® mind map
2.5. see ASL®2 mind map
3. Services
3.1. Value to customers
3.1.1. Utility
3.1.1.1. The functionality offered by a product or service to meet a particular need.
3.1.1.2. Functionality
3.1.1.3. Fitness for purpose
3.1.1.4. What the customer gets
3.1.2. Warranty
3.1.2.1. 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.
3.1.2.2. Fitness for use
3.1.2.3. Performance
3.1.2.4. How service is delivered
3.1.3. Shown by
3.1.3.1. Economic value
3.1.3.2. Reputation
3.1.3.3. Customer Perception
3.2. Service types
3.2.1. Internal services
3.2.1.1. Delivered between departments or business units in the same organization
3.2.2. External services
3.2.2.1. Delivered to external customers
3.3. Classification of services
3.3.1. Core
3.3.1.1. Service that delivers the basic outcomes desired by one or more customers.
3.3.2. Enabling
3.3.2.1. Service that is needed in order to deliver a core service.
3.3.2.1.1. May or may not be visible to the customer, but they are not offered to customers in their own right.
3.3.3. Enhancing (optional)
3.3.3.1. Service that is added to a core service to make it more attractive to the customer.
3.3.3.1.1. 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
3.3.4. Supporting
3.4. Service Package
3.4.1. 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
3.5. Service Level Package (SLP)
3.5.1. Choice of utility and warranty offered to customers by a core service or service package.
3.6. Service Design Package (SDP)
3.6.1. Document(s) defining all aspects of an IT service and its requirements through each stage of its lifecycle
3.6.2. Important link between service design and service transition stages of lifecycle.
3.7. Service Acceptance Criteria (SAC)
3.7.1. 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.
3.8. Service Catalogue
3.8.1. Database or structured document with information about all live IT services, including those ready for deployment.
3.8.2. Contains information about two types of IT service.
3.8.2.1. Supporting Services
3.8.2.1.1. An IT service that is not directly used by the business, but is required by the IT service provider to deliver customer-facing services.
3.8.2.2. User-centered Services
3.8.2.2.1. An IT service that is visible to the customer.
3.9. Service Catalogue Management (SCM)
3.9.1. 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.
3.10. Service Portfolio
4. Best Practice
4.1. Sources
4.1.1. Standards - ISO/IEC 20000
4.1.2. Training and education
4.1.3. Internal and external experience
4.1.4. Research
4.1.5. Industry practice
4.1.5.1. Sarbanes Oxley (SOX)
4.1.5.2. Financial Services Authority (FSA)
4.2. Enablers
4.2.1. Employees
4.2.2. Customers
4.2.3. Suppliers
4.2.4. Advisors
4.2.5. Technology
4.3. Knowledge to achieve business objectives
5. Basic Definitions
5.1. Activity
5.1.1. 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.
5.2. Availability Management
5.2.1. Process responsible for ensuring that IT services meet the current and future availability needs of the business in a cost-effective and timely manner.
5.3. CIA
5.3.1. Availability
5.3.1.1. Security principle that ensures an IT service or data are available when it is required.
5.3.2. Integrity
5.3.2.1. 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.
5.3.3. Confidentiality
5.3.3.1. Security principle that requires that data should only be accessed by authorized people.
5.4. Cost
5.4.1. Amount of money spent on an activity, IT service, or business unit.
5.4.1.1. The costs includes actual costs (money), notional costs (such as people's time) and depreciation
5.5. Direct Costs
5.5.1. 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
5.6. Fixed Costs
5.6.1. costs that do not vary with IT service usage – for example the cost of server hardware
5.7. Function
5.7.1. 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.
5.7.2. Specialised units
5.7.3. Perform certain types of work
5.7.4. e.g. Service Desk
5.8. Governance
5.8.1. 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.
5.9. IT Governance
5.9.1. Provides leadership, defines organizational structures, defines processes. Ensures that IT of an organization supports strategies and objectives of that organization.
5.10. Indirect Costs
5.10.1. costs that are shared across multiple business units or shared across multiple services. Indirect costs can not be uniquely assigned to particular recipient
5.11. Market Space
5.11.1. All opportunities on the market that service provider should recognize and use to meet customers' business needs.
5.12. Net Present Value (NPV)
5.12.1. Technique used to help make decisions about capital expenditure (CAPEX).
5.13. Process
5.13.1. Coordinated activities
5.13.2. Performance driven
5.13.3. Creates value for customers
5.13.4. Defines roles, activities, guidelines
5.14. RACI Model
5.14.1. Responsible
5.14.2. Accountable
5.14.2.1. One person
5.14.3. Consulted
5.14.4. Informed
5.14.5. Clarifies roles and responsibilities
5.14.6. Variants
5.14.6.1. RACI
5.14.6.1.1. Responsible, Assists, Consulted, Informed
5.14.6.2. RACI
5.14.6.2.1. Recommends, Approves, Consulted, Informed
5.14.7. Alternatives
5.14.7.1. RASCI
5.14.7.1.1. … Support
5.14.7.2. RACI-VS
5.14.7.2.1. … Verifier, Signatory
5.14.7.3. RACIO
5.14.7.3.1. … Omitted
5.14.7.4. DACI
5.14.7.5. RAPID®
5.14.7.5.1. Recommend, Agree, Perform, Input, Decide
5.14.7.5.2. Created by Bain & Company
5.15. Return on Investment (ROI)
5.15.1. Measurement of the expected benefit of an investment.
5.16. Risk
5.16.1. Facilitates outcomes without costs & risks
5.16.2. Uncertainty of outcome
5.17. Risk Management
5.17.1. Process responsible for identifying, assessing and controlling risks.
5.18. Role
5.18.1. Responsibility within Process or Function.
5.18.2. Role is defined in a Process or Function.
5.18.3. One person or team may have multiple Roles.
5.19. Stakeholder
5.19.1. Any person, group of people or organization affected by a process or associated with the process.
5.20. Variable Cost
5.20.1. 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
6. Roles
6.1. Access Manager
6.2. Account Manager
6.3. Applications Analyst/architect
6.4. Applications Manager/team-leader
6.5. Availability Manager
6.6. Build and test environment staff
6.7. Business Owner
6.8. Business Strategy Manager
6.8.1. (SS332)
6.9. CMS/tools Administrator
6.10. CSI Manager
6.10.1. (CSI132)
6.11. CSI Reporting Analyst
6.12. Capacity Manager
6.13. Change Advisory Board (CAB)
6.14. Change Authority
6.15. Change Manager
6.16. Configuration Administrator/Librarian
6.17. Configuration Analyst
6.18. Configuration Control Board
6.19. Configuration Manager
6.20. Continuity Manager
6.21. Customer
6.21.1. 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.
6.21.2. Internal Customer
6.21.2.1. A customer who works for the same business as the IT service provider. Provider and internal customers are parts of the same organisation.
6.21.3. External Customer
6.21.3.1. 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.
6.22. Deployment staff
6.23. Early Life Support staff
6.24. Emergency Change Advisory Board (ECAB)
6.25. First line support
6.26. Generic Process Manager
6.26.1. (SS331, SD258, ST226, SO193, CSI132)
6.26.2. Responsible for the operational management of a process.
6.27. Generic Process Owner
6.27.1. (SS331, SD258, ST226, SO193, CSI131)
6.27.2. Defines Strategy, policy, standards
6.27.3. Assists with design
6.27.4. Documentation
6.27.5. Audits
6.27.6. Communication
6.27.7. Input to CSI register
6.27.8. Process manager
6.27.9. Process practitioner
6.28. Generic Service Owner
6.28.1. (SS329, SD257, ST224, SO192, CSI130)
6.28.2. Accountable for ensuring that a process is fit for purpose.
6.28.3. Responsible for managing one or more services throughout their entire lifecycle.
6.28.4. Accountable for delivery of service
6.28.5. Maintenance
6.28.6. Prime customer contact
6.28.7. Ensures delivery meets requirements
6.28.8. Identify areas for input into CSI register / raise RFC's
6.28.9. Communication with Process Owners
6.28.10. Reporting & monitoring
6.29. IT Designer/Architect
6.30. IT Directorate
6.31. IT Facilities Manager
6.32. IT Operations Analyst
6.33. IT Operations Manager
6.34. IT Operator
6.35. IT Planner
6.36. IT Service Provider
6.36.1. A service provider that provides IT services to internal or external customers. Both internal IT department or an independent company.
6.37. IT Steering Group
6.37.1. (SS333)
6.38. Incident Manager
6.39. Knowledge Management process owner
6.40. Major Incident Team
6.41. Performance and Risk Evaluation Manager
6.42. Problem Management team
6.43. Problem Manager
6.44. Generic Process Practitioner
6.44.1. (SS331, SD259, ST226, SO194, CSI132)
6.44.2. Carrying out one or more process activities.
6.45. Product Manager
6.46. Release Packaging and Build Manager
6.47. Release and Deployment Manager
6.48. Role - a set of responsibilities, activities and authorities assigned to a person or team
6.48.1. Role is defined in a Process or Function
6.48.2. One person or team may have multiple roles
6.49. Second line support
6.50. Security Manager
6.51. Service Asset Manager
6.52. Service Catalogue Manager
6.53. Service Design Manager
6.54. Service Desk Analyst
6.55. Service Desk Manager
6.56. Service Desk Supervisor
6.57. Service Level Manager
6.57.1. Owner of service level management process.
6.58. Service Manager
6.59. Service Provider
6.59.1. An organization supplying services to one or more internal customers or external customers.
6.59.1.1. Service Provider classification
6.59.1.1.1. Type I - Internal Service Provider
6.59.1.1.2. Type II - Shared Service Unit
6.59.1.1.3. Type III - Exteral Service Provider
6.60. Service Test Manager
6.61. Service Transition Manager
6.62. Service Transition planning and support
6.63. Shift Leader
6.64. Super users
6.65. Supplier
6.65.1. 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.
6.66. Supplier Manager
6.67. Technical Analyst/Architect
6.68. Technical Manager/team-leader
6.69. Technical Operator
6.70. Test Manager
6.71. Test Support team
6.72. Third line support
6.73. User
6.73.1. 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.
7. Processes
7.1. Process - a structured set of activities designed to accomplish a specific objective
7.1.1. A process is measurable and performance driven
7.1.2. It may include any of the roles, responsibilities, tools and management controls required to reliably deliver the outputs
7.1.3. A process may define policies, standards, guidelines, activities and work instructions if they are needed
7.1.4. A process takes one or more defined inputs and turns them into defined outputs
7.1.5. A process exists to deliver a specific, identifiable and countable result
7.1.6. A process must meet expectations of all internal and external customers
7.2. Process characteristics
7.2.1. Measurable
7.2.1.1. Performance driven
7.2.1.2. Cost, quality, duration, productivity …
7.2.2. Specific Results
7.2.2.1. Delivery of a specific output/result
7.2.2.2. Individually identifiable and countable
7.2.3. Has stakeholders
7.2.3.1. Delivery of result to a customer or stakeholder
7.2.3.2. Meeting customers' expectations
7.2.3.3. Could be internal or external
7.2.4. Originating from a certain event
7.2.4.1. Traceable to a specific trigger
7.2.4.2. Responds to a specific event or is triggered at certain dates
7.3. Process Model
7.3.1. Control
7.3.1.1. Owner
7.3.1.2. Documentation
7.3.1.3. Objectives
7.3.1.4. Feedback
7.3.2. Process
7.3.2.1. Activities
7.3.2.2. Procedures
7.3.2.3. Metrics
7.3.2.4. Improvement
7.3.2.5. Roles
7.3.2.5.1. Process Owner
7.3.2.5.2. Process Manager
7.3.2.5.3. Process Practitioner
7.3.3. Enablers
7.3.3.1. Capabilities
7.3.3.2. Resources
8. IT services sourcing models
8.1. Insourcing
8.1.1. Using an internal service provider to manage IT services.
8.2. Outsourcing
8.2.1. Using an external service provider to manage IT services.
8.3. Co-sourcing
8.3.1. Combination of insourcing and outsourcing. Other models.
8.4. Other models (selected)
8.4.1. Multi-sourcing
8.4.1.1. formal arrangement between to or more provider organisations to work together and support one large customer (consortium)
8.4.2. Business Process Outsourcing
8.4.2.1. entire business process outsourcing
8.4.3. Application Service Provision
8.4.3.1. providing computer based-services over a network
8.4.4. Knowledge Process Outsourcing
8.4.4.1. providing business and domain-based expertise
9. Service Level Management (SLM)
9.1. 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.”
9.2. Service Level Agreement (SLA)
9.2.1. Agreement between an IT service provider and a customer.
9.2.2. SLA types
9.2.2.1. Service based SLA
9.2.2.1.1. Agreement that covers one service for all the customers of that service.
9.2.2.2. Customer based SLA
9.2.2.2.1. Agreement with the individual Customer group, covering all the services they use. More flexible, better adjusted to customer’s needs but more complicated.
9.2.2.3. Multi-level SLA
9.2.2.3.1. Good for the largest organisations. The most complex, divided on levels:
9.2.3. Example of SLA content
9.2.3.1. Agreement parties
9.2.3.2. Service description
9.2.3.3. Scope of the agreement
9.2.3.4. Service hours
9.2.3.5. Service availability
9.2.3.6. Reliability
9.2.3.7. Customer Support
9.2.3.8. Contact points and escalation
9.2.3.9. Service performance
9.2.3.10. Batch turnaround times
9.2.3.11. Functionalities
9.2.3.12. Change Management
9.2.3.13. Service Continuity
9.2.3.14. Security
9.2.3.15. Responsibilities
9.2.3.16. Charging
9.2.3.17. Service Reporting and reviewing
9.2.3.18. Glossary
9.2.3.19. Amendment sheet
9.3. Operational Level Agreement (OLA)
9.3.1. Agreement between an IT Service Provider and another part of the same organization.
9.4. Underpinning Contract (UC)
9.4.1. Contract between an IT Service Provider and a third party.
9.5. Service Level Requirement (SLR)
9.5.1. Customer requirement for an aspect of an IT service.
9.6. Service Level Target (SLT)
9.6.1. Commitment that is documented in a service level agreement.
10. SMART model
10.1. Acronym for helping to remember that targets in SLAs / OLAs and project plans should be
10.1.1. S - Specific.
10.1.2. M - Measurable.
10.1.3. A - Achievable.
10.1.4. R - Relevant.
10.1.5. T - Time bound.
11. ITIL® Official publications
11.1. ITIL 5 Core publications
11.1.1. ITIL Service Design 2011 Edition
11.1.1.1. ISBN-13: 978-0113313051
11.1.1.2. 456 pages
11.1.1.3. http://www.amazon.com/ITIL-Service-Design-2011-Edition/dp/0113313055/
11.1.2. ITIL Service Strategy 2011 Edition
11.1.2.1. ISBN-13: 978-0113313044
11.1.2.2. 469 pages
11.1.2.3. http://www.amazon.com/ITIL-Service-Strategy-2011-Edition/dp/0113313047/
11.1.3. ITIL Service Transition 2011 Edition
11.1.3.1. ISBN-13: 978-0113313068
11.1.3.2. 360 pages
11.1.3.3. http://www.amazon.com/Service-Transition-Edition-Management-Practices/dp/0113313063
11.1.4. ITIL Service Operation 2011 Edition
11.1.4.1. ISBN-13: 978-0113313075
11.1.4.2. 384 pages
11.1.4.3. http://www.amazon.com/Service-Operation-Edition-Management-Practice/dp/0113313071/
11.1.5. ITIL Continual Service Improvement 2011 Edition
11.1.5.1. ISBN-13: 978-0113313082
11.1.5.2. 260 pages
11.1.5.3. http://www.amazon.com/Continual-Service-Improvement-Management-Practices/dp/011331308X
12. ITIL® Official resources
12.1. ITIL® sample exams, available online
12.1.1. ITIL® Foundation
12.1.1.1. http://online.apmg-exams.com/index.aspx?subid=4&masterid=3
12.2. ITIL® examination syllabus
12.2.1. ITIL® Foundation Syllabus
12.2.1.1. http://www.itil-officialsite.com/nmsruntime/saveasdialog.aspx?lID=625&sID=197
12.3. ITIL® glossary
12.3.1. EN
12.3.1.1. http://www.itil-officialsite.com/nmsruntime/saveasdialog.aspx?lID=1180&sID=242
12.3.2. PL
12.3.2.1. http://www.itil-officialsite.com/nmsruntime/saveasdialog.aspx?lID=1289&sID=242
12.4. ITIL® White Papers (selected)
12.4.1. ITIL®: the basics
12.4.1.1. http://www.best-management-practice.com/gempdf/ITIL_The_Basics.pdf
12.4.2. ITIL® is ITIL
12.4.2.1. https://www.axelos.com/gempdf/ITIL_is_ITIL_White_Paper_Mar12.pdf
12.4.3. Review of recent ITIL® studies
12.4.3.1. https://www.axelos.com/gempdf/Review_ITIL_Studies_White_Paper_Nov11.pdf
12.4.4. Executive briefi ng: the benefi ts of ITIL®
12.4.4.1. http://www.best-management-practice.com/gempdf/Executive_briefing_the_benefits_of_ITIL.pdf
12.4.5. ITIL in a Recession
12.4.5.1. http://www.best-management-practice.com/gempdf/ITIL_in_Recession_White_Paper_May09.pdf
12.5. ITIL® website
12.5.1. http://www.itil-officialsite.com/
13. Service Lifecycle (5)
13.1. 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
13.2. ITIL is based on service lifecycle and consists of 5 core volumes
13.2.1. Publications are complementary to each other
13.3. Service Strategy
13.3.1. Defines perspective, position, plans and patterns that the service provider should execute to meet the business objectives of the organization
13.3.2. Establishes an overall Strategy for IT Services and for IT Service Management.
13.3.3. ISBN-13: 978-0113313044
13.3.4. ISBN-10: 0113313047
13.3.5. Key documents
13.3.5.1. Vision and mission statements
13.3.5.2. Strategies, strategic and tactical
13.3.5.3. plans and policies
13.3.5.4. Service requirements
13.3.5.5. Service charter
13.3.5.6. Service definitions, classification and visualization
13.3.5.7. Service models
13.3.5.8. Service packages
13.3.5.9. Option space
13.3.5.10. Cost model
13.3.5.11. Financial information and budgets
13.3.5.12. Business cases
13.3.5.13. Business impact analysis (BIA)
13.3.5.14. Patterns of business activity (PBAs)
13.3.5.15. User profiles (UPs)
13.3.5.16. Stakeholder definitions
13.3.6. Key principles
13.3.6.1. Service management as a strategic asset
13.3.6.2. Internal and external customers
13.3.6.3. Internal and external services
13.3.6.4. Core, enabling and enhancing services
13.3.6.5. Value: Business outcomes, perceptions and preferences
13.3.6.6. Functionality (utility), performance (warranty) and price
13.3.6.7. Service packages
13.3.6.8. Sourcing strategy
13.3.6.9. Value networks
13.3.7. Service Strategy processes (5)
13.3.7.1. Strategy management for IT services
13.3.7.2. Financial management for IT services
13.3.7.2.1. Function and process responsible for managing an IT service provider’s budgeting, accounting and charging requirements.
13.3.7.2.2. Accounting
13.3.7.2.3. Budgeting
13.3.7.2.4. Charging
13.3.7.3. Demand management
13.3.7.3.1. Process responsible for understanding, anticipating and influencing customer demand for services.
13.3.7.4. Service portfolio management
13.3.7.4.1. The process with all activities required to manage the Service Portfolio are defined.
13.3.7.5. Business relationship management
13.3.7.5.1. The process responsible for maintaining a positive relationship with customers (business).
13.3.8. Service Strategy benefits
13.3.8.1. It helps to understand what the strategy is
13.3.8.2. It helps to clearly define the services and the customers who use these services
13.3.8.3. It helps to identify existing market opportunities and use them
13.3.8.4. It helps to predict and plan for the resources required to provide services
13.3.8.5. It helps to define the quality of services
13.3.8.6. It helps to determine the appropriate approach to improving services
13.4. Service Design
13.4.1. 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
13.4.2. ISBN-13: 978-0113313051
13.4.3. ISBN-10: 0113313055
13.4.4. Key principles
13.4.4.1. Five aspects of holistic service design:
13.4.4.1.1. Service solutions for new or changed services
13.4.4.1.2. Management information systems and tools, especially the service portfolio
13.4.4.1.3. Technology architectures and management architectures
13.4.4.1.4. Processes
13.4.4.1.5. Measurement methods and metrics
13.4.4.2. Balanced design:
13.4.4.2.1. Functionality
13.4.4.2.2. Resources
13.4.4.2.3. Schedule
13.4.4.3. IT service design vs. business change
13.4.4.4. The 4 Ps of service design:
13.4.4.4.1. People
13.4.4.4.2. Processes
13.4.4.4.3. Products (services,technology, tools)
13.4.4.4.4. Partners (suppliers, vendors)
13.4.4.5. Service oriented architecture
13.4.4.6. Design constraints
13.4.4.7. Service delivery options and strategies
13.4.5. Key documents
13.4.5.1. Service design policies and plans
13.4.5.2. Service acceptance criteria (SAC) and service level requirements (SLR)
13.4.5.3. Service definitions
13.4.5.4. Service catalogues
13.4.5.5. Service design package (SDP)
13.4.5.6. Solution designs
13.4.5.7. Architectures & standards
13.4.5.8. Processes
13.4.5.9. Measurement and metrics
13.4.5.10. Service level agreements (SLA), Contracts and operational level agreements (OLA)
13.4.5.11. Service reports
13.4.5.12. Service improvement plan (SIP)
13.4.5.13. Availability policy, plans, designcriteria, risk analysis and reports
13.4.5.14. Capacity policy, plans, workload analysis, forecasts and reports
13.4.5.15. Business and IT service continuity policy, strategy, plans, risk and business impact analysis and reports
13.4.5.16. Business and information security policy, strategy, plans, risk analysis, classification, controls and reports
13.4.5.17. Supplier and contracts policy, strategy, plans and reports
13.4.5.18. RACI matrix
13.4.6. Service Design processes (8)
13.4.6.1. Service catalogue management
13.4.6.2. Availability management
13.4.6.3. Information security management
13.4.6.4. Service level management
13.4.6.5. Capacity management
13.4.6.6. Supplier management
13.4.6.7. IT service continuity management
13.4.6.8. Design coordination
13.4.7. Service Design benefits
13.4.7.1. Value to business of Service Design:
13.4.7.1.1. Reduces or optimises Total Costs of Ownership (TCO)
13.4.7.1.2. Improved quality and consistency of services
13.4.7.1.3. Implementation of new or changed services is better prepared and easier
13.4.7.1.4. Improved service alignment
13.4.7.1.5. More effective service performance
13.4.7.1.6. Improved IT Governance
13.4.7.1.7. More effective service management and processes
13.4.7.1.8. Improved decision making
13.4.7.2. 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
13.5. Service Transition
13.5.1. 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
13.5.2. ISBN-13: 978-0113313068
13.5.3. ISBN-10: 0113313063
13.5.4. Key documents
13.5.4.1. Service transition strategies, policies, plans and budgets
13.5.4.2. Service packages
13.5.4.3. Service design package (SDP)
13.5.4.4. Service acceptance criteria (SAC)
13.5.4.5. SLAs, contracts and agreements
13.5.4.6. Change and configuration management policy, plans and reports
13.5.4.7. Change models
13.5.4.8. Requests for changes (RFC) and change records
13.5.4.9. Change schedules and plans
13.5.4.10. CAB agenda & minutes
13.5.4.11. Configuration models
13.5.4.12. Configuration baselines, status reports and audit reports
13.5.4.13. Release policies, plans, notes, packages and documentation
13.5.4.14. Service quality policy, risk policy, test strategy, test models, test plans, test reports and known errors
13.5.4.15. Build plans and documentation
13.5.4.16. Evaluation plans & reports
13.5.4.17. Deployment plans and reports
13.5.4.18. Service transition report
13.5.4.19. Knowledge management strategy
13.5.5. Service Transition processes (7)
13.5.5.1. Transition planning and support
13.5.5.2. Change management
13.5.5.3. Service asset and configuration management
13.5.5.4. Release and deployment management
13.5.5.5. Knowledge management
13.5.5.6. Service validation and testing
13.5.5.7. Change evaluation
13.5.6. Service Transition benefits
13.5.6.1. 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
13.5.6.2. Ensures that all changes in IT services are planned, managed and implemented in a production environment
13.5.6.3. Ensures that the transition processes are streamlined, effective and efficient and the risks involved are minimized
13.6. Service Operation
13.6.1. Coordinates and carries out the activities and processes required to deliver and manage services at agreed levels to business, users and customers
13.6.2. Also manages the technology that is used to deliver and support services
13.6.3. ISBN-13: 978-0113313075
13.6.4. ISBN-10: 0113313071
13.6.5. Key principles
13.6.5.1. Monitor and control
13.6.5.2. Manage services, components and activities
13.6.5.3. Optimize
13.6.5.4. Report
13.6.6. Key documents
13.6.6.1. Service operation policies and plans
13.6.6.2. Operational requirements
13.6.6.3. Event management policy, plans and reports
13.6.6.4. Incident management policy, plans and reports
13.6.6.5. Incident models
13.6.6.6. Major incident procedure
13.6.6.7. Request fulfillment policy, plans and reports
13.6.6.8. Request models
13.6.6.9. Problem management policy, plans and reports
13.6.6.10. Problem models
13.6.6.11. Information security policy, plans, classification, controls and reports
13.6.6.12. Processes
13.6.6.13. Technical documentation
13.6.6.14. Operational procedures and instructions
13.6.6.15. Functional documentation
13.6.6.16. User guides
13.6.7. Functions (4)
13.6.7.1. Service Desk
13.6.7.2. Technical Management
13.6.7.3. IT Operation Management
13.6.7.3.1. IT Operations Control
13.6.7.3.2. Facilities Management
13.6.7.4. Application Management
13.6.8. Service Operation processes (5)
13.6.8.1. Request fulfillment
13.6.8.2. Access management
13.6.8.3. Event management
13.6.8.4. Incident management
13.6.8.5. Problem management
13.6.9. Service Operation benefits
13.6.9.1. Service operation also manages the technology that is used to deliver and support services
13.6.9.2. Through the service operation lifecycle stage the business directly sees and receives value from IT
13.7. Continual Service Improvement
13.7.1. Ensures that services are aligned with changing business needs by identifying and implementing improvement to IT services that supports business processes
13.7.2. ISBN-13: 978-0113313082
13.7.3. ISBN-10: 011331308X
13.7.4. Key principles
13.7.4.1. Deming Cycle
13.7.4.1.1. Plan
13.7.4.1.2. Do
13.7.4.1.3. Check
13.7.4.1.4. Act
13.7.5. Key documents
13.7.5.1. Continual service improvement policies and plans
13.7.5.2. Corporate and IT vision, mission, goals and objectives
13.7.5.3. Critical Success Factors (CSFs)
13.7.5.4. Key Performance Indicators (KPIs) and metrics and achievements
13.7.5.5. Service level targets and achievements
13.7.5.6. Balanced scorecard
13.7.5.7. Service improvement plans (SIPs)
13.7.5.8. Business cases
13.7.5.9. Reporting policies and rules
13.7.5.10. Reports and dashboards
13.7.6. Continual Service Improvement processes (1)
13.7.6.1. Seven-step improvement process
13.7.7. Service Transition benefits
13.7.7.1. Identifies the business objectives and benefits of the improvements
13.7.7.2. Evaluate and improve the quality of services, the overall maturity of the IT service provider organization and defined processes
13.7.7.3. Mechanisms may be subject to continuous improvement services, processes, procedures, stages of life services (including CSI)
14. Interactive ITIL® Glossary
14.1. Interactive ITIL® Glossary
15. 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!)
15.1. Questions / issues / errors? What do you think about my work? Your comments are highly appreciated. Feel free to visit my website: www.miroslawdabrowski.com
15.1.1. http://www.miroslawdabrowski.com
15.1.2. http://www.linkedin.com/in/miroslawdabrowski
15.1.3. https://www.google.com/+MiroslawDabrowski
15.1.4. https://play.spotify.com/user/miroslawdabrowski/
15.1.5. https://twitter.com/mirodabrowski
15.1.6. miroslaw_dabrowski
16. ITIL Qualification Scheme / ITIL Certification Roadmap
17. Selected benefits of using ITIL
17.1. Improving cooperation of IT – Business/Customer
17.2. Greater involvement of IT
17.2.1. IT as a partner, not the supplier
17.3. Improve resource utilization
17.4. Decrease rework
17.5. Improve upon project deliverables and time
17.6. Improve availability, reliability and security of mission critical IT services
17.7. Provide services that meet business, customer, and user demands
17.8. Integrate central processes
17.9. Document and communicate roles and responsibilities in service provision
17.10. Real World Benefits of using ITIL
17.10.1. Source: Pink Elephant – “The Benefits of ITIL® White Paper”, March 2006
17.10.2. Procter & Gamble
17.10.2.1. 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.
17.10.3. Caterpillar
17.10.3.1. 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%.
17.10.4. Nationwide Insurance
17.10.4.1. 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.
17.10.5. Capital One
17.10.5.1. 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.
18. 4Ps model
18.1. 4Ps Model: IT service management requires effective and efficient use of 4 areas:
18.1.1. People
18.1.2. Processes
18.1.3. Products
18.1.3.1. Services, technology and tools etc.
18.1.4. Partners
18.1.4.1. Suppliers, manufacturers and vendors etc.
19. RACI Model
19.1. Helps to clearly define roles and responsibilities for each activity in a process
19.2. Responsible
19.2.1. The person or group responsible for completing a task
19.3. Accountable
19.3.1. The individual ultimately held responsible for the task
19.4. Consulted
19.4.1. The person or people whose opinions are sought
19.5. Informed
19.5.1. The person or people who are given updates on the task