ITIL® and the ITIL® Process Map
description
Transcript of ITIL® and the ITIL® Process Map
© IT Process Maps GbR, 2012
Introduction
ITIL® and the ITIL® Process Map
© IT Process Maps GbR, 2012
© IT Process Maps GbR, 2012
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, 2012 - 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
trademark of the Cabinet Office.
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 the Cabinet Office in the United
Kingdom and other countries
© IT Process Maps GbR, 2012 - 2 -
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.
© IT Process Maps GbR, 2012 - 3 -
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®.
© IT Process Maps GbR, 2012 - 4 -
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
Processesoutside the
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)
The ITIL® Service Lifecycle
+
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)
© IT Process Maps GbR, 2012 - 5 -
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
Processesoutside the
IT Organization
Processesoutside the
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)
The ITIL® Service Lifecycle
+
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)
Processes outside the IT Organization
ITIL Processes outside Service Transition
ITIL Processes outside Service Transition
Processes outside the IT Organization
Overview: Service Transition
Customer Process Customer Process
»
Validation Test Report
»
Projected Service Outage (PSO)
User Manual
Support Request
»
Validation Test Report
External Supplier Process
External Supplier Process
User Manual
Technical/ Administration
Manual
+
Service Strategy
+
Service Strategy
»CMS/ CMDB
»
Project Portfolio Status Report
»
Request for Change (RFC)
»
Service Design Package (SDP)
»
Service Acceptance Criteria (SAC)
»Service Catalogue
»
Customer Agreement Portfolio
+
Service Design
+
Service Design
»CMS/ CMDB
»
Validation Test Report
Purchase Request
+
Service Operation
+
Service Operation
»Change Record
»
Request for Change (RFC)
»
Change Evaluation Report
»
Project Portfolio Status Report
»CMS/ CMDB
Suggested Process Improvement
+
Continual Service Improvement
+
Continual Service Improvement
»CMS/ CMDB
»
Definitive Media Library (DML)
»Change Model
»Change Schedule
Technical/ Administration
Manual
User Manual
»CMS/ CMDB
+
IT Service Management
Superior Process
+
Change Evaluation
»
Change Evaluation Report
+
Change Management
»Change Schedule
»Change Record
+
Release and Deployment
Management »Release Record
Development Work Order
»Release Policy
+
Service Validation and Testing
»Test Model
»
Validation Test Report
+
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
Technical/ Administration
Manual
Development/ Install. QA
Documentation
+
Service Asset and Configuration Management »
CMS/ CMDB
»CMS Change Policy
»
Definitive Media Library (DML)
»CMS/ CMDB
Change Request to CMS Structure
»
Definitive Media Library (DML)
+
Project Mgmt. (Transition Planning
and Support) »
Project Plan (Service Transition Plan)
»
Project Portfolio Status Report
»Change Record
»Change Schedule
Data for Project Plan Update
Processes outside the IT Organization
ITIL Processes outside Service Transition
Service Transition Processes
Service Transition Processes
ITIL Processes outside Service Transition
Processes outside the IT Organization
Overview: Change Management
Customer Process
External Supplier Process
+
Service Strategy
+
Service Design
»
Request for Change (RFC)
»Incident Record
»
Major Incident Review
+
Service Operation
+
Project Mgmt. (Transition Planning
and Support)
Customer Process
»
Projected Service Outage (PSO)
External Supplier Process
+
Service Strategy
+
Service Design
+
Service Operation
»Change Schedule
»Change Model
»
Change Evaluation Report
Suggested Process Improvement
+
Project Mgmt. (Transition Planning
and Support)
+
Continual Service Improvement
+
Continual Service Improvement
»
Project Plan (Service Transition Plan)
»
Project Portfolio Status Report
»Change Record
»Change Schedule
»Change Model
+
Application Development
+
Application Development
»Change Schedule
+
Release and Deployment
Management
+
Release and Deployment
Management »Release Policy
+
Service Validation and Testing
+
Service Validation and Testing
»CMS/ CMDB
+
Service Asset and Configuration Management
+
Service Asset and Configuration Management »
CMS/ CMDB
+
Knowledge Management
+
Knowledge Management
»Change Proposal
»
Service Design Package (SDP)
»
Request for Change (RFC)
»Service Catalogue
»
Enterprise Architecture (EA)
»
Risk Management Policy
+
Change Evaluation
»
Change Evaluation Report
»
Validation Test Report
»CMS Change Policy
»Change Schedule
»Change Record
»Change Model
+
Change Evaluation
»Change Model
»Change Record
+
Service Transition
Superior Processes
Back to Front Page
+
IT Service Management
+
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 Evaluation Report
+
Change Assessment by the CAB
»Change Record
»
Change Evaluation Report
+
Change Scheduling and Build Authorization
»Change Record
»
Change Evaluation Report
+
Change Deployment Authorization
»Change Record
»
Change Evaluation Report
+
Post Implementation Review and Change
Closure
+
Change Management Support
»
Change Management Policy
»
CAB Agenda Template
»Change Model
»Change Schedule
»RFC Template
»Change Schedule
»
Change Evaluation Report
»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 Management Support
»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
+
IT Service Management
»Change Schedule
»
Change Management Policy
»CMS/ CMDB
»
Risk Management Policy
»Service Catalogue
+
Change Management Support
»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
© IT Process Maps GbR, 2012 - 6 -
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
External Supplier Process
— Service Level Agreements (SLAs) define the service requirements
from the business perspective
© IT Process Maps GbR, 2012 - 7 -
— 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
IT Service Management
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
© IT Process Maps GbR, 2012 - 8 -
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.
© IT Process Maps GbR, 2012 - 9 -
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 --
© IT Process Maps GbR, 2012 - 10 -
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 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.
© IT Process Maps GbR, 2012 - 11 -
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
-- 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.
© IT Process Maps GbR, 2012 - 12 -
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
-- 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.
© IT Process Maps GbR, 2012 - 13 -
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
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.
© IT Process Maps GbR, 2012 - 14 -
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
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.
© IT Process Maps GbR, 2012 - 15 -
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
(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).
© IT Process Maps GbR, 2012 - 16 -
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
(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
© IT Process Maps GbR, 2012 - 17 -
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
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.
© IT Process Maps GbR, 2012 - 18 -
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)
© IT Process Maps GbR, 2012 - 19 -
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.
© IT Process Maps GbR, 2012 - 20 -
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.
© IT Process Maps GbR, 2012 - 21 -
Changes to the ITIL® Process Map (2011 Edition): Service Strategy
ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
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
ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
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.
© IT Process Maps GbR, 2012 - 22 -
Changes to the ITIL® Process Map (2011 Edition): Service Design
ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
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
introduction of the Design Coordination process.
Supplier Management — The process interfaces have been adapted following the
introduction of the Design Coordination process.
— 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
ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
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.
© IT Process Maps GbR, 2012 - 23 -
Changes to the ITIL® Process Map (2011 Edition): Service Transition
ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
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.
Release and Deployment
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.
© IT Process Maps GbR, 2012 - 24 -
Changes in Service Operation
Changes to the ITIL® Process Map (2011 Edition): Service Operation
ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
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.
© IT Process Maps GbR, 2012 - 25 -
Changes to the ITIL® Process Map (2011 Edition): Service Operation
ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
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.
© IT Process Maps GbR, 2012 - 26 -
Changes to the ITIL® Process Map (2011 Edition): Service Operation
ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
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.
© IT Process Maps GbR, 2012 - 27 -
Changes in Continual Service Improvement
Changes to the ITIL® Process Map (2011 Edition): Continual Service Improvement
ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
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).
© IT Process Maps GbR, 2012 - 28 -
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.
© IT Process Maps GbR, 2012 - 29 -
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
© IT Process Maps GbR, 2012 - 30 -
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, 2012 - 31 -
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
www.IT-ProcessMaps.com
Member of itSMF
© IT Process Maps GbR, 2012
ITIL® is a Registered Trade Mark of the Cabinet Office in the United Kingdom and other countries.
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.