Introduction Itil Process Map

© IT Process Maps GbR, 2013

Introduction

ITIL® and the ITIL® Process Map


Contents

Introduction ................................................................................................... 1

ITIL® and the ITIL® Process Map ...................................................................................................... 1

History of ITIL® ............................................................................................... 1

The Beginnings ................................................................................................................................ 1

Recognition as a Standard ............................................................................................................... 1

New Version in 2007: The ITIL® V3 Service Lifecycle ...................................................................... 2

ITIL 2011 Upgrade ........................................................................................................................... 3

The ITIL® Service Lifecycle .............................................................................. 4

ITIL® Main and Sub-Processes ......................................................................................................... 5

ITIL® Core Principles ........................................................................................................................ 6

How the ITIL® Process Map was created from the ITIL® Books ....................... 8

Differences between a Book and a Process Model ......................................................................... 8

Where the ITIL® Process Map goes beyond the ITIL® Books .......................................................... 9

Processes vs. Functions ................................................................................................................. 18

The 2007 and 2011 Editions of ITIL® .............................................................. 19

How to adapt your Processes to ITIL® 2011 .................................................................................. 19

Changes to the ITIL® Process Map (2011 Edition) .......................................... 20

Changes in Service Strategy .......................................................................................................... 20

Changes in Service Design ............................................................................................................. 21

Changes in Service Transition ....................................................................................................... 22

Changes in Service Operation ....................................................................................................... 24

Changes in Continual Service Improvement ................................................................................. 27

ITIL® and ISO 20000 ....................................................................................... 28

How ITIL® and ISO 20000 are related ............................................................................................ 28

Key ISO 20000 Requirements ........................................................................................................ 28

ISO 20000 Requirements in Relation to ITIL® Processes .............................................................. 29

© IT Process Maps GbR, 2013 - 1 -

History of ITIL®

The Beginnings

ITIL®1 was developed at the end of the 1980's by the Central

Computing and Telecommunications Agency (CCTA), a government

agency in Great Britain. The reason for commissioning the CCTA was

a lack of quality of the IT services procured by the British Govern-

ment, so that a method had to be found to achieve better quality and

simultaneously decrease their costs. The objective was to develop

effective and efficient methods for the provision of IT Services - in

other words a catalogue of best practices for the IT organization,

which today is known as ITIL®.

The essence of the methods is to make IT services explicit and

strictly focused on client needs. This is combined with clearly defined

responsibilities for the service provision within the IT organization

and effectively designed IT processes. As a result, the IT organization

concentrates on the services required by the business, rather than

being focused on technologies.

The recommendations thus compiled are very broadly valid. It was

found that the requirements of the businesses and organizations

examined by the CCTA were mostly similar, independent of their size

or industry sector.

A series of books on ITIL® has been issued since 1989 by the

Cabinet Office, an administrative body of the Government of Great

Britain which is the successor of the CCTA. ITIL® is a registered trade

mark of AXELOS Limited.

Recognition as a Standard

In the past years, ITIL® has become the de-facto standard for IT

Service Management. Increasingly, IT managers developed aware-

ness for the service- and customer-driven approach championed by

ITIL®, and the ITIL® terminology is widely understood and used.

1 ITIL® is a registered trade mark of AXELOS Limited.


The ITIL® philosophy has found its way into a multitude of other

models related to IT Service Management, as for example:

— ISO/IEC 20000 (formerly BS 15000): Information Technology -

Service Management

— HP ITSM Reference Model (Hewlett Packard)

— IT Process Model (IBM)

— Microsoft Operations Framework

New Version in 2007: The ITIL® V3 Service

Lifecycle

In 2007 the Cabinet Office published a completely revised version

of ITIL®, known as “ITIL® Version 3 (ITIL® V3)”.

ITIL® V3 reflects the experiences gained with the earlier versions

and puts a greater emphasis on creating business value. In compari-

son to ITIL® V2 - which consisted of nine books - it is more

streamlined around a set of five new core publications which

together form the “ITIL® V3 Service Lifecycle”:

— Service Strategy

— Service Design

— Service Transition

— Service Operation

— Continual Service Improvement

The rationale for organizing the ITIL® books in this way was to

establish a Deming-like Plan-Do-Check-Act cycle focused on continual

improvement.

Overall, ITIL® V3 complements the processes known from ITIL® V2

with a number of new processes and puts more emphasis on produ-

cing value for the business. The underlying principles, however, are

largely unchanged.

The following chapter presents an introduction to the ITIL® V3

Service Lifecycle.


ITIL 2011 Upgrade

Four years after the introduction of ITIL V3 the main guidance has

been updated, taking into account feedback from the user and

training community. The new “ITIL 2011 Edition” was published at

the end of July 2011.

As the official ITIL Update FAQs state, "ITIL 2011 is an update, not a

new version". No entirely new concepts were added, but the aim of

the update is was to "resolve errors and inconsistencies in the text

and diagrams across the whole suite".

Since ITIL® V2 is about to be phased out, there is also a new

naming convention, doing away with the “V3” suffix: the latest

edition is referred to as "ITIL® 2011" or simply "ITIL®", while the term

"ITIL® 2007" is used for the first edition of ITIL® V3.

Consequently, in this document and throughout the ITIL® Process

Map we use the term “ITIL®” to refer to the most recent version of

ITIL®.


The ITIL® Service Lifecycle

The Service Lifecycle is about managing services from their crea-

tion to retirement. Each of the five stages is focused on a specific

phase of a service’s lifecycle:

— Service Strategy determines which types of services should be

offered to which customers or markets

— Service Design identifies service requirements and devises new

service offerings as well as changes and improvements to existing

ones

— Service Transition builds and deploys new or modified services

— Service Operation carries out operational tasks

— Continual Service Improvement learns from past successes and

failures and continually improves the effectiveness and efficiency

of services and processes.

Processesoutside the

IT Organization


IT Organization

Customer Process

Business Planning Information

Desired Service Outcomes

External Supplier Process »

Supplier Service Level Report

»

Service Catalogue

Customer Process

External Supplier Process»

Underpinning Contract (UC)


+

Service Strategy

»

Service Strategy

»

Service Portfolio

+

Service Design

»

Request for Change (RFC)

»

Service Design Package (SDP)

+

Service Transition

»

CMS/ CMDB

Technical/ Administration

Manual

+

Service Operation

Suggested Service Improvement

Suggested Process Improvement

+

Continual Service

Improvement »

CSI Register

»

Customer Agreement

Portfolio

Back to Front Page

»

Service Level Agreement (SLA)


ITIL® Main and Sub-Processes

The ITIL® Process Map allows exploring the Service Lifecycle

processes in a top-down manner. The example on this page shows

why this is ideal for getting familiar with the ITIL® processes:

— The High Level View shows the ITIL® Service Lifecycle and its most

important external relationships on one single page

— Zooming in by clicking the corresponding process object, the

viewer is presented an overview of the Service Transition process.

This diagram illustrates what Service Transition is about: It

includes all sub-processes with their interrelationships, as well as

all the interfaces to processes outside of Service Transition.

— Zooming in once again leads to an overview of Change Manage-

ment…

— …and finally to a detailed process flow for the “Change Assess-

ment by the CAB” process, which also includes a complete list of

inputs and outputs, and linked checklists/ document templates.

Level 3: Sub-Processes

Level 1: ITIL® Core Disciplines

Level 0: ITIL®Service Lifecycle


IT Organization


IT Organization

Overview: IT Service Management (ITIL® Service Lifecycle)

Customer Process

Business Planning Information

Desired Service Outcomes

External Supplier Process »

Supplier Service Level Report

»

Service Catalogue

Customer Process

External Supplier Process»

Underpinning Contract (UC)


+

Service Strategy

»

Service Strategy

»

Service Portfolio

+

Service Design

»


»


+

Service Transition

»

CMS/ CMDB


Manual

+

Service Operation

Suggested Service Improvement


+

Continual Service

Improvement »

CSI Register

»

Customer Agreement

Portfolio

Back to Front Page

»

Service Level Agreement (SLA)

Processes outside the IT Organization

ITIL Processes outside Service Transition



Overview: Service Transition

Customer Process Customer Process

»

Validation Test Report

»

Projected Service Outage (PSO)

User Manual

Support Request

»


External Supplier Process


User Manual


Manual

+

Service Strategy

+

Service Strategy

»CMS/ CMDB

»

Project Portfolio Status Report

»


»


»

Service Acceptance Criteria (SAC)

»Service Catalogue

»

Customer Agreement Portfolio

+

Service Design

+

Service Design

»CMS/ CMDB

»


Purchase Request

+

Service Operation

+

Service Operation

»Change Record

»


»

Change Evaluation Report

»


»CMS/ CMDB


+

Continual Service Improvement

+


»CMS/ CMDB

»

Definitive Media Library (DML)

»Change Model

»Change Schedule


Manual

User Manual

»CMS/ CMDB

+

IT Service Management

Superior Process

+

Change Evaluation

»


+

Change Management

»Change Schedule

»Change Record

+

Release and Deployment

Management »Release Record

Development Work Order

»Release Policy

+

Service Validation and Testing

»Test Model

»


+

Knowledge Management

»

Service Knowledge Mgmt. System

(SKMS)

All information originating from Service Management processes is input for the Knowledge Management process. Displaying all inputs within this Overview Diagram is therefore not practicable.

Back to Front Page

+

Application Development User Manual


Manual

Development/ Install. QA

Documentation

+

Service Asset and Configuration Management »

CMS/ CMDB

»CMS Change Policy

»


»CMS/ CMDB

Change Request to CMS Structure

»


+

Project Mgmt. (Transition Planning

and Support) »

Project Plan (Service Transition Plan)

»


»Change Record

»Change Schedule

Data for Project Plan Update



Service Transition Processes

Service Transition Processes



Overview: Change Management

Customer Process


+

Service Strategy

+

Service Design

»


»Incident Record

»

Major Incident Review

+

Service Operation

+


and Support)

Customer Process

»

Projected Service Outage (PSO)


+

Service Strategy

+

Service Design

+

Service Operation

»Change Schedule

»Change Model

»



+


and Support)

+


+


»

Project Plan (Service Transition Plan)

»


»Change Record

»Change Schedule

»Change Model

+

Application Development

+

Application Development

»Change Schedule

+


Management

+


Management »Release Policy

+


+


»CMS/ CMDB

+

Service Asset and Configuration Management

+

Service Asset and Configuration Management »

CMS/ CMDB

+


+


»Change Proposal

»


»


»Service Catalogue

»

Enterprise Architecture (EA)

»

Risk Management Policy

+

Change Evaluation

»


»


»CMS Change Policy

»Change Schedule

»Change Record

»Change Model

+

Change Evaluation

»Change Model

»Change Record

+

Service Transition

Superior Processes

Back to Front Page

+


+

Assessment of Change Proposals

»Change Proposal

+

RFC Logging and Review

»Change Record

+

Change Assessment by the Change Manager

»Change Record

+

Assessment and Implementation of

Emergency Changes »Change Record

+

Minor Change Deployment

»Change Record

»


+

Change Assessment by the CAB

»Change Record

»


+

Change Scheduling and Build Authorization

»Change Record

»


+

Change Deployment Authorization

»Change Record

»


+

Post Implementation Review and Change

Closure

+

Change Management Support

»

Change Management Policy

»

CAB Agenda Template

»Change Model

»Change Schedule

»RFC Template

»Change Schedule

»


»Change Record

»Release Record

Resource

Process Owner Superior Processes

Process Details: Assessment of Change Proposals

+

Assessment of Change Proposals

Process Objective: To asses Change Proposals which are typically submitted for significant Changes by Service Strategy. The purpose of assessing Change Proposals is to identify possible issues prior to the start of design activities.

+

Service Strategy

»Change Proposal

+


»Change Model

+

Service Asset and Configuration Management

+

Service Design

»

Enterprise Architecture (EA)

Change Proposal to be assessed.

Back to Front Page

Change Manager

Change Manager

+

Change Management

+

Service Transition

+


»Change Schedule

»

Change Management Policy

»CMS/ CMDB

»

Risk Management Policy

»Service Catalogue

+


»Change Schedule

+

RFC Logging and Review

»Change Proposal

Check proposal for completeness and practicability

Determine required CAB

members

Schedule CAB meeting

Circulate documents for

preparation

If required, consult with the initiator prior to rejecting the Change Proposal.

Depending on the nature of the Change Proposal to be assessed by the CAB.

CAB meetings may be a mix of formal and electronic meetings, depending on the complexity of the issues to be discussed.

Provide CAB members in advance with information, in particular the Change Proposal and any supporting documents.

Resource

Change Advisory Board (CAB)

Assess risks associated with

the Change Proposal

Assess the proposed

schedule for implementation

Determine any required

modifications to the Change

Proposal

Determine if Change Proposal

must be escalated

Assess risks related to · Business processes on

the client side.· Services.· Important parts of the

infrastructure. If required, consult with technical experts.

Assess risks related to Check if there are any reasons to object to the proposed implementation date (e.g. conflicts with the existing Change Schedule).

If the assessment leads to the conclusion that a higher level of authority is required to authorize the proposed Change (e.g. proposal must be authorized by IT Management or the Business Executive Board).

Get approval from higher level of

authority

Escalation of Change Proposal not required.

Change Proposal to be escalated (e.g. to IT Management).

Decide if Change Proposal may be

authorized

If required, consult also with the proposal's initiator.

State reasons and document rejection

Change Proposal must be rejected

This possibly includes suggestions on how to modify the proposed Change before it can be re-submitted.

Notify Change Proposal initiator

of rejection

Change Proposal rejected.

Document Change Proposal

authorization

Add the Change Proposal to the

Change Schedule

Change Proposal authorized.

Change Proposal may be authorized

Level 2: ITIL® Main Processes


ITIL® Core Principles

The ITIL® Process Map consistently adheres to two important ITIL®

principles. Having these in mind will help to understand each pro-

cess’s meaning within the ITIL® Service Lifecycle.

Structure of Agreements

The layered structure of ITIL® agreements ensures that the IT

organization is aligned with the business needs:

Business

IT ServiceManagement

Required Service Levels (agreed within SLA)

External ServiceSupplier

Required Service Levels (agreed within UC)

Required Service Levels (agreed within OLA)

Required Service Levels

+ i

Service Level Management

i

Customer Process

+ i

Service Operation

+ i

Service Operation

i


— Service Level Agreements (SLAs) define the service requirements

from the business perspective


— Operational Level Agreements (OLAs) and Underpinning Contracts

(UCs) make sure those service requirements are matched from

within the IT organization

Triggers for Action

All of an IT organization’s activities should be strictly focused on

providing business services as required by the customer. As a con-

sequence, there is only a limited number of events which can trigger

the introduction of a new service or the modification of an existing

one:

IT ServiceManagement

Business

+ i


New or modified service required

Agreed service levels are not achieved and service must be improved

Better ways to provide a service become available

— A new service is required, either because a customer is requesting

it or because Service Portfolio Management decided that a new

service must be created

— Service levels which are already agreed cannot be achieved – in

this case the service must be redesigned to fulfill the commit-

ments

— Better ways to provide a service become available, for example in

the form of new technologies or improved external service offer-

ings – the service will be redesigned in such cases to make it more

economical


How the ITIL® Process Map was

created from the ITIL® Books

Our decision to create the ITIL® Process Map was based on the

insight that books are not ideally suited to describe complex bodies

of knowledge - like ITIL®. Hence, the ITIL® Process Map takes a dif-

ferent approach to presenting ITIL® Best Practice in the form of a

clearly structured and layered Reference Process Model. It provides

overview diagrams to illustrate the ITIL® big picture and allows

drilling down into details where necessary.

Differences between a Book and a Process

Model

The latest set of ITIL® books contains some 2000 pages of Best

Practice recommendations, while our Reference Process Model

consists of about 20 overview diagrams and some 100 detailed

process flows, plus more than 80 checklists and templates. The ITIL®

Process Map is therefore not so much about presenting every single

detail in a different format – rather, it depicts the essential contents

in an easily accessible and understandable way.

A Reference Process Model is also subject to stricter rules. By

definition, it must explicitly state which activities are to be carried

out in what order, and what outputs are to be produced for sub-

sequent processes. Redundancies are not allowed – any activity

occurs only once within a well-defined process, with clearly assigned

responsibilities for its execution.

Books, in contrast, can get away with being less strict. Statements

like “Risk must be analyzed and managed during all stages of Service

Transition” are perfectly suitable for books. When developing a pro-

cess model, however, it must be precisely defined how and when

risks are analyzed and who is responsible for the execution.

In short, creating the ITIL® Process Map meant extracting the

essentials from the ITIL® books, sorting out redundancies, and trans-

lating the text-based content into clear-cut activity flows. This

required a lot of expertise and effort - the present version of the ITIL®

Process Map took us about 2 years to develop.


Where the ITIL® Process Map goes beyond the

ITIL® Books

While we followed the books as closely as possible, we decided in

some instances to introduce improvements or clarifications which

assign clear responsibilities and make it easier to implement the

processes:

Alignment of Processes: ITIL® Books and the ITIL® Process Map

Processes as

per the official

ITIL®

publications

Processes within

the ITIL® Process

Map

ID Notes on Differences

Service

Strategy

Service Strategy 1

Strategy

Management for

IT Services

Strategy

Management for IT

Services

1.1 --

Service Portfolio

Management

Service Portfolio

Management

1.2 --

Financial

Management for

IT Services

Financial

Management for IT

Services

1.3 --

Demand

Management

Demand

Management

1.4 --

Business

Relationship

Management

Business

Relationship

Management

1.5 --



Processes as

per the official

ITIL®

publications

Processes within

the ITIL® Process

Map


Service Design Service Design 2

Design

Coordination

Design Coordination 2.1 ITIL® states that the main triggers for Design

Coordination are “Requests for Change and the

creation of new projects”. There is also the

concept of Change Proposals, which according

to ITIL® allow service design activity to begin

once they are authorized.

In this context, the ITIL® Process Map takes the

following approach: Design Coordination starts

once Service Portfolio Management has

chartered a new service and obtained approval

for a Change Proposal from Change

Management. A project is initiated at the same

time, and Project Management calls upon the

Design Coordination process for the detailed

planning of the design stage.

Once the Service Design Package is complete,

one or several RFCs are submitted to Change

Management for evaluation and authorization.

Service

Catalogue

Management

Service Catalogue

Management

2.2 --

Service Level

Management

Service Level

Management

2.3 The ITIL® books suggest that complaints and

customer satisfaction are managed through

both Service Level Management and Business

Relationship Management. In the ITIL® Process

Map, complaints and customer satisfaction are

managed as part of Business Relationship

Management.

Service Reviews are conducted as part of

Continual Service Improvement.



Processes as

per the official

ITIL®

publications

Processes within

the ITIL® Process

Map


-- Risk Management 2.4 ITIL® calls for “coordinated risk assessment

exercises”, so we assigned clear responsibilities

for managing risks by introducing a specific Risk

Management process. Having a basic Risk

Management process in place will also provide

a good starting point for applying best-practice

Risk Management frameworks like M_o_R (as

recommended in the ITIL® books)

Capacity

Management

Capacity

Management

2.5 --

Availability

Management

Availability

Management

2.6 --

IT Service

Continuity

Management

IT Service Continuity

Management

2.7 ITIL provides some guidance on the invocation

of ITSCM plans in Service Design. In Service

Operation, however, it also states that

restoring services is an operational activity.

The ITIL® Process Map takes the approach of

dealing with major incidents, including disaster

events and the invocation of ITSCM and

recovery plans, through the Incident

Management processes, especially Handling of

Major Incidents.

Information

Security

Management

Information Security

Management

2.8 Since the ITIL® Process Map has a Risk

Management process in place, Risk

Management identifies and assesses all the

risks that would be faced by services, including

information security risks. Our Information

Security Management process addresses the

management of information security risks,

including their mitigation.



Processes as

per the official

ITIL®

publications

Processes within

the ITIL® Process

Map


-- Compliance

Management

2.9 Compliance is an increasingly important topic

for IT organizations; this called for introducing a

specific Compliance Management process

-- Architecture

Management

2.10 Having a well-defined architecture blueprint in

place is very important for IT organizations; as a

consequence, we defined a specific

Architecture Management process

Supplier

Management

Supplier

Management

2.11 --

Service

Transition

Service Transition 3

Change

Management

Change

Management

3.1 --

Change

Evaluation

Change Evaluation 3.2 --

Transition

Planning and

Support

Project

Management

(Transition Planning

and Support)

3.3 The Transition Planning and Support process

was renamed and enhanced to provide a full-

featured Project Management process; this will

also provide a good starting point for

introducing best-practice Project Management

frameworks like PRINCE2 or PMBOK (as

recommended in the ITIL® books)

-- Application

Development and

Customization

3.4 The ITIL® books do not cover Application

Development in detail and, as a consequence,

do not provide for this process; a complete

ITIL® Process Model, however, must at least

show the interfaces between Application

Development and the other Service

Management processes, so we decided to

introduce a basic Application Development

process.



Processes as

per the official

ITIL®

publications

Processes within

the ITIL® Process

Map


Release and

Deployment

Management

Release and

Deployment

Management

3.5 --

Service

Validation and

Testing

Service Validation

and Testing

3.6 --

Service Asset and

Configuration

Management

Service Asset and

Configuration

Management

3.7 --

Knowledge

Management

Knowledge

Management

3.7 --

Service

Operation

Service Operation 4

Event

Management

Event Management 4.1 ITIL® allows for the available response options

to be tailored to the needs of specific

organizations.

The ITIL® Process Map uses the approach that

Exception Events may trigger the creation of an

Incident Record. If Problems or RFCs need to be

opened in response to an Event, this will be

done by Incident Management while dealing

with the Incident.



Processes as

per the official

ITIL®

publications

Processes within

the ITIL® Process

Map


Incident

Management

Incident

Management

4.2 ITIL® states that Incident Management is about

restoring services as quickly as possible, by

either resolving the underlying causes or

applying a workaround, while Problem

Management is about diagnosing and resolving

the root causes of Incidents. Individual

organizations, however, are given some

freedom regarding the precise rules on when to

invoke Problem Management from Incident

Management.

The ITIL® Process Map adopts the following

approach: Incident Management focuses on

restoring services as quickly as possible. If an

Incident’s underlying cause can be fixed within

the committed resolution time using a pre-

authorized minor change, then Incident

Management will make the change to do so.

Otherwise, the Problem Management process

will be invoked.

Request

Fulfilment

Request Fulfilment 4.3 --

Access

Management

Access Management 4.4 --

Problem

Management

Problem

Management

4.5 The ITIL® books explain several problem

analysis techniques and highlight in what

situations the various techniques may be

applied. These contents are not reproduced in

the ITIL® Process Map.

For further explanations on the ITIL® Process

Map’s approach to implementing the interface

between Problem and Incident Management,

see the notes above on Incident Management.



Processes as

per the official

ITIL®

publications

Processes within

the ITIL® Process

Map


(Function: IT

Operations

Control)

IT Operations

Control

4.6 ITIL® treats IT Operations Control as a function.

The ITIL® Process Map uses an “IT Operations

Control” process to describe the IT Operations

Control activities which are not covered by any

other ITIL® process (see p. 18: Processes vs.

Functions)

(Function:

Facilities

Management)

Facilities

Management

4.7 ITIL® treats Facilities Management as a

function. The ITIL® Process Map uses a

“Facilities Management” process to describe

the Facilities Management activities which are

not covered by any other ITIL® process. (see p.

18 : Processes vs. Functions)

(Function:

Application

Management)

Application

Management

4.8 ITIL® treats Application Management as a

function. The ITIL® Process Map uses an

“Application Management” process to describe

the Application Management activities which

are not covered by any other ITIL® process.

Application Management activities embedded

in other processes are shown with the

Application Analyst as the responsible role. As a

result, the RASCI matrix provides an overview

of where Application Management activities

take place (see also p. 18 : Processes vs.

Functions).



Processes as

per the official

ITIL®

publications

Processes within

the ITIL® Process

Map


(Function:

Technical

Management)

Technical

Management

4.9 ITIL® treats Technical Management as a

function. The ITIL® Process Map uses a

“Technical Management” process to describe

the Technical Management activities which are

not covered by any other ITIL® process.

Technical Management activities embedded in

other processes are shown with the Technical

Analyst as the responsible role. As a result, the

RASCI matrix provides an overview of where

Technical Management activities take place

(see also p. 18 : Processes vs. Functions).

Continual

Service

Improvement

Continual Service

Improvement

5

-- Service Review 5.1 CSI is focused on the improvement of two ele-

ments of Service Management: Services and

Processes. This focus is not clearly reflected by

the processes suggested in the ITIL® books, so

while staying true to the ITIL® principles the

ITIL® Process Map adopted a different process

structure: Service Review and Process

Evaluation with the aim of finding

improvement potentials, plus Definition of

Improvement Initiatives and CSI Monitoring to

design and monitor specific improvement

activities.

-- Process Evaluation 5.2

-- Definition of

Improvement

Initiatives

5.3

-- CSI Monitoring 5.4



Processes as

per the official

ITIL®

publications

Processes within

the ITIL® Process

Map


7-Step

Improvement

Process

-- The "Seven-Step Improvement Process"

presented in the ITIL® books is in fact the

description of a methodology which can be

universally applied to identify shortcomings in

services and processes and to implement

improvements. The principles it contains are

applied in a number of ITIL® processes, most

importantly in Service Design (e.g. in the

Service Level Management, Capacity

Management, and Availability Management

processes). As a result, the "Seven-Step

Improvement Process" cannot be treated as a

standalone ITIL® process, and there is no such

process in the ITIL® Process Map. The "Seven-

Step Improvement" principles, however, are

included in a checklist.


Processes vs. Functions

In various parts of the books, ITIL® refers to "Functions" rather

than "Processes". For instance, Incident Management is introduced

as a Process and Facilities Management as a Function.

By definition, a "Function" is an organizational entity, typically

characterized by a special area of knowledge or experience. Examples

would be a team operating the SAP environment, a software

development department, or (to name a Function outside of the IT

organization) a Human Resources (HR) department.

"Processes", in contrast, are clusters of activities which produce a

defined outcome, like the Incident Management process. Several

Functions may have a part in a Process (the Service Desk and the SAP

operating team might both have to perform activities within the

Incident Management process).

Much confusion stems from the fact that in the real world there

are often "Functions" and "Processes" with identical names: For

example, the Facilities Management team (a "Function") will perform

a set of facilities-related activities, which as a whole are called the

Facilities Management process.

In a process model like the ITIL® Process Map, the challenge is to

represent activities performed by functions as well as information

flows involving functions (for example, inputs provided by

Application Management to other processes). Most process modeling

notations (like BPMN) readily allow to model information flows

between processes, but offer no obvious guidance on how to model

such flows between processes and functions. The ITIL® Process Map

therefore implements the ITIL® functions as “ad-hoc2” processes in

order to be able to show complete information flows to and from

those functions.

As a result, the ITIL® Process Map features a Facilities Manage-

ment process even though, strictly speaking, the ITIL® books define

Facilities Management as a function.

2 As per BPMN, "ad-hoc" processes "do not contain a complete, struc-

tured BPMN diagram description from start event to end event [... and] may

also contain data objects and data associations”. (Source: Business Process

Model and Notation (BPMN) version 2.0 - Specification, as of January 2011)


The 2007 and 2011 Editions of

ITIL®

As explained earlier, ITIL® has undergone a review, resulting in the

publication of the “ITIL® 2011 Edition” in July 2011.

How to adapt your Processes to ITIL® 2011

The latest set of books contains no entirely new concepts, but the

aim of the update was to "resolve errors and inconsistencies in the

text and diagrams across the whole suite".

Unfortunately there are only summaries of the changes available,

but no detailed information on what exactly was changed where in

the books. Our own experience suggests that, apart from the bigger

changes highlighted in the available summaries, a large number of

improvements and clarifications were made on a smaller scale.

As a result, the best way to adapt to the new 2011 edition is to

obtain the change summaries from the official ITIL® web sites, and to

benchmark your existing processes against the latest guidance.

To support you in this task, the following section provides a list of

the changes applied to the ITIL® Process Map while adapting it to

ITIL® 2011.


Changes to the ITIL® Process Map

(2011 Edition)

Changes in Service Strategy

Changes to the ITIL® Process Map (2011 Edition): Service Strategy

ITIL® Process Differences with the ITIL® Process Map (2007 Edition)

Strategy Management for IT

Services

— In the 2007 edition of the ITIL® Process Map, strategic

assessments and the development of the service strategy

were performed under Service Portfolio Management. ITIL®

2011 has introduced a clearly defined set of strategic

processes, including “Service Management for IT Services”.

Consequently, the process model has been expanded to

include a process of the same name.

— The new role “Service Strategy Manager” has been

introduced to support the IT Steering Group.

Service Portfolio Management — Following the introduction of the “Strategy Management for

IT Services” process, Service Portfolio Management has been

re-focused to cover activities associated with managing the

Service Portfolio.

— New checklists for Change Proposals, Service Charters and

Service Models have been added.

Financial Management for IT

Services

-/-

Demand Management — The previous edition of the ITIL® Process Map treated

Demand Management as part of Capacity Management.

Since the latest guidance includes clarifications on the

differences in scope between Demand and Capacity

Management, a dedicated Demand Management process

has been introduced as part of Service Strategy.

— The role “Demand Manager” has been introduced to

perform the activities in the Demand Management process.


Changes to the ITIL® Process Map (2011 Edition): Service Strategy


Business Relationship

Management

— Business Relationship Management has been introduced as a

new process in ITIL® 2011, and the process model has been

expanded accordingly.

— The role “Business Relationship Manager” has been

introduced to perform the activities in the Business

Relationship Management process.

— The latest guidance places customer satisfaction surveys and

the management of complaints as part of Business

Relationship Management. As a result, the corresponding

processes have been moved from Continual Service

Improvement to Business Relationship Management.

Changes in Service Design

Changes to the ITIL® Process Map (2011 Edition): Service Design


Design Coordination — Design Coordination has been added as a new process, in

line with the latest guidance. Design Coordination is now

responsible for coordinating the design activities carried out

by other Service Design processes.

Service Catalogue Management — The process interfaces have been adapted following the

introduction of the Design Coordination process.

Service Level Management — Service Level Management has been completely redesigned

following the introduction of the Design Coordination

process. Coordinating activities have been removed.

— Service Level Management is now mainly responsible for

gathering requirements, as well as monitoring and reporting

with regards to agreed service levels.


Changes to the ITIL® Process Map (2011 Edition): Service Design


Risk Management,

Capacity Management,

Availability Management,

IT Service Continuity Mgmt.,

Information Security Mgmt.,

Compliance Management,

Architecture Management

— The process interfaces have been adapted following the


Supplier Management — The process interfaces have been adapted following the


— The Supplier and Contract Database (SCD) has been renamed

to Supplier and Contract Management Information System

(SCMIS), in line with the terminology used in the latest ITIL®

edition.

Changes in Service Transition

Changes to the ITIL® Process Map (2011 Edition): Service Transition


Change Management — The structure of the Change Management process has been

modified to highlight that significant Changes require

authorization at different points in their lifecycle.

— New sub-processes have been added to assess Change

Proposals and to implement minor Changes.

— Change Management now submits major Changes to the

Change Evaluation process for a formal assessment.

— Change Scheduling has been revised so that the detailed

planning of a Change and the corresponding Release is

performed by Release Management.

— Change Models have been given a more prominent role in

Change Management, being used not only for Standard

Changes (low-risk Changes on an operational level), but also

for recurring significant Changes.


Changes to the ITIL® Process Map (2011 Edition): Service Transition


Change Evaluation — The Change Evaluation process has been added, following a

clarification in the ITIL® books that the purpose of this

process is the evaluation of major Changes.

— The Change Evaluation process is called upon by the Change

Management process at various points in a Change’s lifecycle

to perform a Change assessment.

Project Management (Transition

Planning and Support)

— Project Management has been revised to highlight that its

main responsibility is to coordinate the various service

transition projects and resolve conflicts.

— Projects are initiated when Service Portfolio Management

has chartered a new or substantially changed service.

— The Project Management process now calls upon other

processes, for instance Design Coordination and Release

Planning to perform planning activities on a detailed level.


Management

— A dedicated sub-process for Release Planning has been

added, which is called upon from Project Management to

perform the detailed planning of Release build, test and

deployment.

— Minor Release Deployment has been removed, as the latest

ITIL guidance specifies that minor Changes are implemented

by Change Management without the involvement of Release

Management.

— Additional interfaces to Project Management have been

added to make sure that Project Management is constantly

provided with current planning information

Service Validation and Testing — Additional interfaces to Project Management have been

added to make sure that Project Management is constantly

provided with current planning information.

Service Asset and Configuration

Management

— The process interfaces have been updated to reflect the new

structure of the Service Transition processes.

— The checklists CMS/ CMDB and DML have been completely

revised to better explain the concept of the Configuration

Model and its use in the context of defining the DML.


Changes in Service Operation

Changes to the ITIL® Process Map (2011 Edition): Service Operation


Event Management — Event Management has been updated to reflect the concept

of 1st Level and 2nd Level Correlation.

— The process flows have been updated to reflect the more

detailed guidance in the ITIL® books.

Incident Management — Guidance has been improved on how to prioritize an

Incident, including the addition of a new checklist “Incident

Prioritization Guideline”.

— Additional steps have been added to Incident Resolution by

1st Level Support to explain that Incidents should be

matched (if possible) to existing Problems and Known Errors.

— Incident Resolution by 1st Level Support and Incident

Resolution by 2nd Level Support have been considerably

expanded to provide clearer guidance on when to invoke

Problem Management from Incident Management. The

emphasis is now on restoring services as quickly as possible,

and to seek the help of Problem Management if the

underlying cause of an Incident cannot be resolved with a

minor Change and/or within the committed resolution time.

— Incident Closure and Evaluation now states more clearly that

it is important to check whether there are new Problems,

Workarounds or Known Errors that must be submitted to

Problem Management.




Request Fulfilment — The Request Fulfilment process has been completely revised

to reflect the latest guidance. Request Fulfilment now

consists of an overview diagram and five sub-process

diagrams, to provide a detailed description of all activities

and decision points.

— Request Fulfilment now contains interfaces with Incident

Management (if a Service Request turns out to be an

Incident) and Service Transition (if fulfilling of a Service

Request requires the involvement of Change Management).

— A new checklist Service Request Record has been added to

provide a clearer explanation of the information that

describes a Service Request and its life cycle.

— A new checklist Service Request Model explains the concept

of Request Models in more detail.

Access Management — An interface between Access Management and Event

Management has been added, to emphasize that (some)

Event filtering and correlation rules should be designed by

Access Management to support the detection of

unauthorized access to services.

— A dedicated activity has been added to revoke access rights if

required, to make this point clearer.

— It has been made clearer in the Request Fulfilment and

Incident Management processes that the requester’s

authorization must be checked.




Problem Management — A new sub-process “Proactive Problem Identification” has

been added to emphasize the importance of proactive

Problem Management.

— In Problem Categorization and Prioritization, it has been

made clearer that categorization and prioritization should be

harmonized with the approach used in Incident

Management, to facilitate matching between Incidents and

Problems.

— The concept of recreating Problems during Problem

Diagnosis and Resolution is now more prominent.

— Problem Diagnosis and Resolution has been completely

revised to provide clearer guidance on how this process

cooperates with Incident Management.

Note: The new ITIL® books contain an expanded section on

problem analysis techniques and examples for situations where

the various techniques may be applied. Please refer to the

official ITIL® publications for more details.

IT Operations Control — IT Operations Management has been renamed to IT

Operations Control, to improve alignment with the ITIL®

books.

Facilities Management — IT Facilities Management has been renamed to Facilities

Management, to improve alignment with the ITIL® books.

Application Management — A new process Application Management has been added,

showing Application Management key activities.

— The Application Analyst role has been added to a number of

processes where Application Management expertise is

required. The RASCI Matrix has been adjusted accordingly.

Technical Management — A new process Technical Management has been added,

showing Technical Management key activities.

— The Technical Analyst role has been added to a number of

processes where Technical Management expertise is

required. The RASCI Matrix has been adjusted accordingly.


Changes in Continual Service Improvement

Changes to the ITIL® Process Map (2011 Edition): Continual Service Improvement


Service Review — The previous version of the ITIL® Process Map contained a

Service Evaluation process with sub-processes responsible

for dealing with customer surveys, complaints, and service

reviews. Since customer surveys and complaints are now

being dealt with as part of the new Business Relationship

Management process, Service Evaluation has been re-

focused on service reviews.

Process Evaluation -/-

Definition of Improvement

Initiatives

— The CSI Register has been introduced as a central document

or database where all improvement opportunities and

initiatives are recorded.

CSI Monitoring — The CSI Register has been introduced (see above).


ITIL® and ISO 20000

How ITIL® and ISO 20000 are related

The basic principles behind ITIL® and ISO/IEC 20000:2011

(abbreviated to ISO 20000 in this document) are very much in line.

The key differences are:

— ITIL® qualifications are available for individuals, whereas ISO

20000 is a certification scheme for organizations.

— ITIL® is a rather detailed collection of best practices, while ISO

20000 is an international standard that sets out requirements for

service quality management systems in IT organizations.

— When organizations say they are compliant to ITIL®, very often

this statement is not verifiable; a certification according to the ISO

20000 standard means there has been an objective assessment.

Frequently, a certification according to ISO 20000 is sought after

introducing ITIL®, because it allows an IT organization to actually

prove that it is a customer-oriented, efficient and effective supplier

of IT services. A certification can thus be used for marketing pur-

poses, or to gain access to customers and markets which require

their service suppliers to be ISO 20000 certified.

Key ISO 20000 Requirements

ISO 20000 promotes the “adoption of an integrated process

approach to effectively deliver managed services to meet the

business and customer requirements”.

ISO 20000 does not prescribe that its requirements must be met

by following the ITIL® recommendations, so there are many possible

ways to achieve compliance. Introducing ITIL®, however, is the most

widely used approach for obtaining an ISO 20000 certificate.

It is also important to prove that IT processes are documented,

actively managed, and continually improved.

The ITIL® Process Map supports ISO 20000 initiatives in that it

facilitates the creation of a high-quality process documentation

which is at the center of any certification project.


ISO 20000 Requirements in Relation to

ITIL® Processes

ITIL® was explicitly written to be aligned with ISO 20000, as the

following table exemplifies: for every section in ISO/IEC 20000:2011,

Part 1 (Mandatory Requirements) there are one or several related

ITIL processes.

ISO/IEC 20000:2011 Sections and related ITIL® Processes

ISO 20000 Sections Related ITIL® Processes

5 Design and Transition of new or

changed Services

5.1 General n/a

5.2 Plan new or changed Services Strategy Management for IT Services, Service

Portfolio Management

5.3 Design and development of new or

changed Services

Design Coordination, Service Level

Management and other Service Design

processes

5.4 Transition of new or changed Services Change Management, Change Evaluation,

Transition Planning and Support, Release and

Deployment Management and other Service

Transition processes

6 Service Delivery Processes

6.1 Service Level Management Service Level Management

6.2 Service Reporting Service Level Management

6.3 Service Continuity and Availability

Management

IT Service Continuity Management, Availability

Management

6.4 Budgeting and Accounting for Services Financial Management for IT Services

6.5 Capacity Management Capacity Management, Demand Management

6.6 Information Security Management Information Security Management


ISO/IEC 20000:2011 Sections and related ITIL® Processes

ISO 20000 Sections Related ITIL® Processes

7 Relationship Processes

7.1 Business Relationship Management Business Relationship Management

7.2 Supplier Management Supplier Management

8 Resolution Processes

8.2 Incident and Service Request

Management

Incident Management, Service Request

Management

8.3 Problem Management Problem Management

9 Control Processes

9.1 Configuration Management Service Asset and Configuration Management

9.2 Change Management Change Management

9.3 Release and Deployment Management Release and Deployment Management


IT Process Maps GbR

Dipl.-Ing. Stefan Kempter & Dr. Andrea Kempter

Am Hörnle 7

87459 Pfronten

Germany

Tel. + 49-8363-927396

Fax + 49-8363-927703

[email protected]

www.IT-ProcessMaps.com

Member of itSMF


ITIL® is a registered trade mark of AXELOS Limited.

All processes and methods in our products were compiled with the greatest of diligence. Despite

this fact, errors may not be ruled-out. IT Process Maps GbR therefore makes no guarantee nor

accepts any type of liability for consequences, which may be associated with incorrect statements.

Each user must decide in his own particular case, whether the illustrated procedures are

respectively applicable to his own person or his business.

Introduction Itil Process Map

Documents

Transcript of Introduction Itil Process Map