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Page Overview of ITILV3

KEY AREAS
WHAT IS ITIL?

SERVICE
STRATEGY

SERVICE DESIGN

SERVICE
TRANSITION

KEY POINTS TO CONSIDER

SERVICE MANAGEMENT
Service Management is a set of
organisa.onal capabili.es for delivering
value and outcomes customers want
without the ownership of specic costs
and risks

ITIL DEFINITION
ITIL is a set of best prac.ces
that oers advice and
guidance on the
implementa.on and con.nued
delivery of service
management

ITIL OBJECTIVES
Aligns IT services with the current and future needs of the business
and its customers
Enables standard terminology across business and IT
Improves the quality of the IT services delivered
Reduces the long-term cost of service provision

SERVICE OBJECTIVES
Iden.fy business needs
The type of services required
Who are the customers?
Are these services available in the
marketplace?
How will outcomes, availability,
capacity, con.nuity and security of
services be measured?

INPUTS & OUTPUTS

These needs, the level of u.lity
and warranty
are iden.ed and agreed
within a Service Level Package
Strategies
Policies
Resources & constraints
SLP from requirements

SOURCING STRTEGY & SERVICE PROVISIONING MODELS

Making informed decisions on service sourcing in terms of internal
services, shared services or outsourcing
Managed Service where a business unit requiring a service fully
funds the provision of that service for itself
Shared Services is the provisioning of mul.ple services to one or
more business units via shared infrastructure
UJlity Services are provided on the basis of demand by each
customer, how oXen, and at what .mes needed

SERVICE DESIGN OBJECTIVES

It starts with a set of requirements, and ends with the development of a service
solu.on to meet business needs Services meet business needs
Processes for service lifecycle
Iden.fy and manage risks
Resilient IT infrastructures Design methods and metrics
Produce and maintain plans, processes, policies, standards, architectures,
frameworks and documents to support the design of quality solu.ons
Develop skills within IT
Contribute to service quality

SERVICE DESIGN ASPECTS

1. New or changed service
solu.ons
2. Service management
systems and tools
3. Technology architectures
and management systems
4. Processes, roles and
capabili.es
5. Measurement and metrics

EFFECTIVE & SUCCESSFUL SERVICE TRANSITION

The role of Service Transi.on is to deliver services that are required by the
business into opera.onal use
Eec.ve Service Transi.on is delivered by involving all relevant par.es,
ensuring appropriate knowledge is available

KEY PRINICPLES
Understanding all services, their u.lity and warran.es
Establishing a formal policy and common framework for
implementa.on of all required changes
Suppor.ng knowledge transfer, decision support and re-use of
processes, systems and other elements
Being proac.ve and determining likely course of issues, and when
elements of a service do need to be adjusted, this is undertaken
logically and is fully documented

For successful transiJon to take place, the following is needed:

Poten.al business value and who it is delivered to
Iden.ca.on of all stakeholders within supplier, customer and other areas
Resources available for modica.on of the service design where the need is
detected during transi.on

SERVICE
OPERATION

OBJECTIVES
Service Opera.on is to deliver agreed
levels of service to users and
customers, and to manage the
applica.ons, technology and
infrastructure that support delivery of
the services
It is during this stage of the lifecycle
that services actually deliver value to
the business

PURPOSE
Con.nual Service Improvement (CSI) is
concerned with maintaining value for
customers through the con.nual
evalua.on and improvement of the
quality of services

Third i Consul.ng

ADOPTION & COMPLIANCE

Although ITIL has been adopted by thousands of companies, it is a
set of best prac.ces and not a standard therefore, neither tools,
processes, or people can be deemed ITIL compliant
Processes and organisa.ons can be assessed against ISO 20000 (IT
Service Management standard based on ITIL)

KEY PROCESSES AND ACTIVITIES

STRATEGY GENERATION
The vision and direc.on
The basis on which the
provider will compete
Plan to achieve their vision
Their approach in the way of
doing things

FINANCIAL MGT
Financial Management covers
the func.on and processes
responsible for managing an IT
service providers budge.ng,
accoun.ng and charging
requirements

SERVICE PORTFOLIO MGT

SPM is proac.ve management
of IT investments across the
service lifecycle (concept,
design, transi.on pipeline, live
services)

DEMAND MANAGEMENT
The purpose of Demand
Management is to understand
and inuence customer
demand for services and the
provision of capacity to meet
these demands

SERVICE CATALOG MGT

SCM provides a single,
consistent source of
informa.on all of the services

SERVICE LEVEL MGT

The SLM process ensures all
opera.onal services and
performance are measured

CAPACITY MGT
This is a point of focus for all
capacity and performance
service & resource issues

AVAILABILITY MGT
This provides a point of focus
or all availability-related issues
(services & resources)i

IT SERVICE CONTINUITY ITSCM

is to maintain the appropriate
on-going recovery capability
within IT services to match the
agreed requirements

INFORMATION SECURITY
The ISM process aligns IT
security with business security
and ensures informa.on
security is n all IT services

SUPPLIER MANAGEMENT
This ensures suppliers and the
services they provide are
managed to support IT service
targets & business needs

KEY ACTIVITIES
Business needs analysis
Design & development of
services, technology,
processes & metrics

CHANGE MANAGEMENT
A standardised methods used
for the handling of all changes
recorded in the CMS

SERVICE ASSET &

CONFIGURATION MGT
SACM iden.es, controls and
accounts for IT assets & CIs

KNOWLEDGE MGT
This ensures the right person
has the right knowledge, at the
right .me to deliver & support

TRANSITION PLANNING &

SUPPORT
Plan resources & control risks
to transi.ons service to OPS

RELEASE & DEPLOYMENT

This process assembles all
aspects of services into
produc.on and establish
eec.ve use of new or
changed services

SERVICE & VALIDATION

TESTING
This process provide evidence
that the new/changed service
supports business needs &
SLAs

EVALUATION
This ensure services meets
business needs by establishing
the appropriate metrics and
measurement techniques

SERVICE TRANSITION
ACTIVITIES
Managing the following:
Communica.ons in IT
Organisa.onal change
Stakeholders

IT OPERATION MGT
For the management and
maintenance of the IT
infrastructure required to
deliver the agreed SLAs
IT Opera.ons Control is
usually staed by shiXs of
operators who carry out
rou.ne opera.onal tasks.
Facili.es Management is
responsible for management
of data centres, computer
rooms and recovery sites

INCIDENT MANAGEMENT
It is to restore normal service
as quickly as possible, and to
minimise the adverse impact
on business opera.ons

REQUEST FULFILLMENT
Enable users to request and
receive standard services, to
source and deliver them & to
provide informa.on on them

ASSET MANAGEMENT
Provides the rights for users to
be able to access services &
preven.ng access to non-
authorised users

EVENT MANAGEMENT

PROBLEM MANAGEMENT

OPERATION ACTIVITIES

An event may indicate that

something is not func.oning
correctly, leading to an incident
being logged

Prevents problems and

resul.ng incidents from
happening, and to eliminate
recurring incidents

Management of the
infrastructure
A central point to monitor
and managing services

5. ANALYSE THE DATA

Data analysis transforms the
informa.on into knowledge
of the events that are
aec.ng the organisa.on
Once the data is processed
into informa.on, the results
can be analyzed to answer
ques.ons such as:
Are targets being met?
Are there any clear
trends?
Are correc.ve ac.ons
required?
What would be the cost?

6. PRESENT & USE THE

INFORMATION
The informa.on needs to be
presented in the right
format, at the right level and
in the right way for the
intended audience
IT needs invest the .me to
understand specic business
goals and translate IT metrics
to reect an impact against
these business goals

7. IMPLEMENT THE
CORRECTIVE ACTION
The knowledge gained is
used to op.mise, improve
and correct services,
processes, and all other
suppor.ng ac.vi.es and
technology
The correc.ve ac.ons
required to improve the
service should be iden.ed
and communicated to the
organisa.on
The 7-Step Improvement
Process is con.nual and
loops back to the beginning

KEY FUNCTIONS

CONTINUAL
SERVICE
IMPROVEMENT

4 Ps OF DESIGN
1. People: the IT people, skills
& competencies
2. Products: technology used
for delivery of IT services
3. Processes: the processes,
roles and ac.vi.es for
provision of IT services
4. Partners: Suppliers
suppor.ng IT services

SERVICE LIFECYCLE
ITIL has 5core books for each stage of the service lifecycle
Service Strategy
Service Design
Service Transi.on
Service Opera.ons
Con.nual Service Improvement

SERVICE DESK
Service Desk provides a
single central point of
contact for all IT users
Logs all incidents and
requests, categorising and
priori.sing them
First-line inves.ga.on and
diagnosis
Managing the lifecycle of
incidents and requests
Inform users of status of
services, incidents, requests

TECHNICAL MGT
This func.on includes all the
people who manage the IT
infrastructure
Knowledge & exper.se
Design new services
Dene architecture
standards
Con.nual service
improvement projects
Assistance with service
management tools

APPLICATION MGT
This technical unc.on includes
all the people who provide
exper.se for management &
support of applica.ons
Applica.on Management
works closely with
Development
Applica.on Management is
usually organized by the lines
of business that each team
supports

2. DEFINE WHAT YOU CAN

MEASURE
Perform a gap analysis on
what can be measured today
and the "TO BE"
measurements desired
The gaps and poten.al
impacts can then be
reported to the business and
IT management

3. GATHER THE DATA

Quality monitoring and data
collec.on is the goal of CSI
which focuses on the
eec.veness of a service,
process, tool, organisa.on or CI
to iden.fy where changes can
be made to improve the
exis.ng level of service or IT
performance

THE 7 STEP IMPROVEMENT PROCESS

1.DEFINE WHAT YOU SHOULD
MEASURE
Dene a set "TO BE"
measurements to fully support
the goals of the organisa.on

4. PROCESS THE DATA

Raw data is processed into
the required format, typically
providing an end- to-end
perspec.ve on the
performance of services and
processes
It is key to understand that
components impact on the
larger infrastructure and IT
service

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