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ITIL® provides a framework of best-practice guidance for IT service management, and since its creation, ITIL has grown to become the most widely accepted approach to IT service management in the world. This pocket guide has been designed as an introductory overview for anyone who has an interest in or a need to understand more about the objectives, content and coverage of ITIL.
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Best Management Practice Portfolio Product
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T MANAGEM E N T P R A C CIT DORPE
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Acknowledgements
Alison Cartlidge, Steria
Colin Rudd, items
Marco Smith, iCore
Paul Wigzel, Paul Wigzel Training & Consultancy
Stuart Rance, HP
Sue Shaw, TriCentrica
Theresa Wright, Computacenter
Alison Cartlidge, Steria
Mark Lillycrop, itSMF UK
With thanks to all those who took part in the review process.
About this guide
ITIL®^ provides a framework of best-practice guidance for IT service management, and since its creation, ITIL has grown to become the most widely accepted approach to IT service management in the world.
This pocket guide has been designed as an introductory overview for anyone who has an interest in or a need to understand more about the objectives, content and coverage of ITIL. While this guide provides an overview, it is not designed to replace the official guidance, details of which are provided below and in the section headed ‘Further guidance’.
This guide describes the key principles of IT service management and provides a high-level overview of each of the core publications and associated lifecycle phases within ITIL:
■ ITIL Service Strategy ■ ITIL Service Design ■ ITIL Service Transition ■ ITIL Service Operation ■ ITIL Continual Service Improvement.
An overview of the qualifications scheme is also included.
The guidance contained within this pocket guide is neither definitive nor prescriptive, but is based on ITIL best practice. The guidance in the ITIL publications is applicable generically and is of benefit to all IT organizations irrespective of their size or the technology in use. It is neither bureaucratic nor unwieldy if utilized sensibly and in full recognition of the business needs of the organization.
The challenges for IT managers are to coordinate and work in partnership with the business to deliver high-quality IT services. This has to be achieved while adopting a more business- and customer-oriented approach to the delivery of services and cost optimization.
The primary objective of service management is to ensure that IT services are aligned with the business needs and actively support them. It is imperative that IT services underpin the business processes, but it is also increasingly important that IT acts as an agent for change to facilitate business transformation.
All organizations that use IT depend on IT to be successful. If IT processes and IT services are implemented, managed and supported in the appropriate way, the business will be more successful, suffer less disruption and loss of productive hours, reduce costs, increase revenue, improve public relations and achieve its business objectives.
ITIL provides guidance throughout the service lifecycle to help senior business managers and IT managers achieve the objectives of service management and address the key issues they face in a systematic way.
ITIL guidance is structured in five lifecycle phases. Each phase is described in one of the core ITIL publications, and is presented in each key chapter of this guide, as follows:
■ Chapter 4 outlines service strategy. The achievement of strategic goals or objectives requires the use of strategic assets. The guidance shows how to transform service management into a strategic asset. ■ Chapter 5 outlines service design. The chapter contains guidance on designing IT services, along with the governing IT practices, processes and policies, to realize the strategy and
facilitate the introduction of services into the live environment, ensuring quality service delivery, customer satisfaction and cost-effective service provision. ■ Chapter 6 outlines service transition. It comprises guidance for transitioning new and changed services into operation, ensuring the requirements of service strategy, encoded in service design, are effectively realized in service operation while controlling the risks of failure and disruption. ■ Chapter 7 outlines service operation. The chapter gives guidance on achieving effectiveness and efficiency in the delivery and support of services to ensure value for the customer and the service provider. Strategic objectives are ultimately realized through service operation. ■ Chapter 8 outlines continual service improvement. It gives guidance for creating and maintaining value for customers through the better design, introduction and operation of services, linking improvement efforts and outcomes with service strategy, service design, service transition and service operation.
definition: service management A set of specialized organizational capabilities for providing value to customers in the form of services.
These ‘specialized organizational capabilities’ are described in this pocket guide. They include all of the processes, methods, functions, roles and activities that a service provider uses to enable it to deliver services to its customers.
Service management is concerned with more than just delivering services. Each service, process or infrastructure component has a lifecycle, and service management considers the entire lifecycle from strategy through design and transition to operation and continual improvement.
The inputs to service management are the resources and capabilities that represent the assets of the service provider. The outputs are the services that provide value to the customers.
Effective service management is itself a strategic asset of the service provider, enabling it to carry out its core business of providing services that deliver value to customers by facilitating the outcomes customers want to achieve.
Adopting best practice can help a service provider to create an effective service management system. Best practice is simply doing things that have been shown to work and to be effective. Best practice can come from many different sources, including public frameworks (such as ITIL, COBIT and CMMI), standards (such as ISO/IEC 20000 and ISO 9000), and proprietary knowledge of people and organizations.
3 What is ITIL?
ITIL is a public framework that describes best practice in IT service management. It provides a framework for the governance of IT, and the management and control of IT services. It focuses on the continual measurement and improvement of the quality of IT service delivered, from both a business and a customer perspective. This focus is a major factor in ITIL’s worldwide success and has contributed to its prolific usage and to the key benefits obtained by those organizations deploying the techniques and processes throughout their organizations. Some of these benefits include:
■ Increased user and customer satisfaction with IT services ■ Improved service availability, directly leading to increased business profits and revenue ■ Financial savings from reduced rework or lost time and from improved resource management and usage ■ Improved time to market for new products and services ■ Improved decision-making and reduced risk.
ITIL was first published between 1989 and 1995 by Her Majesty’s Stationery Office (HMSO) in the UK on behalf of the Central Communications and Telecommunications Agency (CCTA). Its early use was principally confined to the UK and The Netherlands.
The initial version of ITIL consisted of a library of 31 associated books covering all aspects of IT service provision. Between 2000 and 2004 this initial version was revised and replaced by ITIL V2; this consisted of seven more closely connected and consistent books consolidated within an overall framework. Following a major ‘refresh’ ITIL V3 was published in 2007, consisting of five core publications covering the service lifecycle. In 2011, the ITIL 2011 editions were published to address feedback, improve
The core publications are, however, just the starting point for ITIL. The core is complemented by a wide range of additional publications and information sources, including content derived directly from the core guidance (such as the key element guides, Introduction to the ITIL Service Lifecycle and Passing your ITIL Foundation Exam ) and other complementary materials, including the ITIL Foundation Handbook and the ITIL intermediate capability handbooks (a range of pocket guides widely used by students revising for their ITIL qualifications).
A key principle within ITIL and across the service lifecycle stages is alignment of IT with the business(es) it supports. Therefore, all service solutions and delivery should be driven by business needs and requirements, while reflecting the strategies and policies of the service provider organization, as indicated in Figure 3.2.
Figure 3.2 illustrates how the service lifecycle is initiated from a change in requirements in the business. These requirements are identified and agreed within the service strategy stage within a change proposal and service charter.
This passes to the service design stage, where a service solution is produced together with a service design package (SDP) containing everything necessary to take this service through the remaining stages of the lifecycle.
The SDP passes to the service transition stage, where the service is evaluated, tested and validated, the service knowledge management system (SKMS) is updated, and the service is transitioned into the live environment, where it enters the service operation stage.
Wherever possible, continual service improvement identifies opportunities for the improvement of weaknesses or failures anywhere within any of the lifecycle stages, across all processes.
Figure 3.2 Integration across the service lifecycle
definition: process A structured set of activities designed to accomplish a specific objective. A process takes one or more defined inputs and turns them into defined outputs.
To undertake the processes and activities involved in each lifecycle stage, ITIL recognizes that an organization needs to clearly define the roles and responsibilities required. These roles are assigned to individuals within an organization structure of teams, groups or functions.
Service knowledgemanagement system
Continualservice improvement
Strategies Policies
Resources andconstraints
Change proposalsand service charters
Solutiondesigns Architectures^ Standards
Service designpackages
New/changed/retired services solutionsTested SKMS updates
CSI register, improvementactions and plans
Requirements The business/customers
of transition plans^ Implementation
Operational/liveservices
strategyService
Servicedesign
transitionService
operationService (^) against targetsAchievements portfolioService
catalogueService
Businessvalue
Note: ‘Service manager’ can be a generic term for any manager within the service provider, e.g. a business relationship manager, a process manager or a senior manager with responsibility for IT services overall.
Roles are accountable or responsible for an activity. However, as services, processes and their component activities run through an entire organization, each activity must be clearly mapped to defined roles. To support this, the RACI model or ‘authority matrix’ can be used to define the roles and responsibilities in relation to processes and activities.
4 Service strategy
Strategic thinking aims to define a plan that, using a clear set of principles, will provide a solution to a business problem in a particular situation. It is focused on the value to the customer and identifies strategic assets that will be used for competitive advantage.
Achieving an understanding of customer needs, in terms of what these needs are, and when and why they occur, also requires a clear understanding of exactly who is an existing or potential customer of that service provider. Value is defined by the customer and the value of a service is determined by what it enables the customer to do. Creating value also depends on customer perceptions and preferences.
A service strategy cannot be created or exist in isolation of the overarching strategy and culture of the service provider’s own organization. The service provider may exist within an organization solely to deliver service to one specific business unit, or to service multiple business units, or may operate as an external service provider serving multiple external businesses. The strategy adopted must fulfil the service provider’s strategic purpose.
Irrespective of the context in which the service provider operates, its service strategy must also be based upon a clear recognition of the existence of competition, awareness that each side has choices, and a view of how that service provider will differentiate itself from the competition. All service providers need a service strategy.
