Itilv3diff Sg 2741-01

7/27/2019 Itilv3diff Sg 2741-01

1/138

IT Infrastructure Library (ITIL) Foundations Version 2 to Version

3 DifferencesStudents Training GuideS150-2741-01

October 2007

7/27/2019 Itilv3diff Sg 2741-01

2/138

Copyright Notice

Copyright 2007 IBM Corporation, including this documentation and all software. All rightsreserved. May only be used pursuant to a Tivoli Systems Software License Agreement, an IBM Soft-ware License Agreement, or Addendum for Tivoli Products to IBM Customer or License Agreement.No part of this publication may be reproduced, transmitted, transcribed, stored in a retrieval system,or translated into any computer language, in any form or by any means, electronic, mechanical,magnetic, optical, chemical, manual, or otherwise, without prior written permission of IBM Corpora-tion. IBM Corporation grants you limited permission to make hardcopy or other reproductions of anymachine-readable documentation for your own use, provided that each such reproduction shall carrythe IBM Corporation copyright notice. No other rights under copyright are granted without prior writ-ten permission of IBM Corporation. The document is not intended for production and is furnished asis without warranty of any kind. All warranties on this document are hereby disclaimed, including thewarranties of merchantability and fitness for a particular purpose.

Note to U.S. Government UsersDocumentation related to restricted rightsUse, duplication ordisclosure is subject to restrictions set forth in GSA ADP Schedule Contract with IBM Corporation.

Trademarks

The following are trademarks of IBM Corporation or Tivoli Systems Inc.: IBM, Tivoli, AIX, Cross-Site,NetView, OS/2, Planet Tivoli, RS/6000, Tivoli Certified, Tivoli Enterprise, Tivoli Ready, TME. In Den-mark, Tivoli is a trademark licensed from Kjbenhavns Sommer - Tivoli A/S.

Microsoft, Windows, Windows NT, and the Windows logo are trademarks of Microsoft Corporation inthe United States, other countries, or both.

UNIX is a registered trademark of The Open Group in the United States and other countries.

C-bus is a trademark of Corollary, Inc. in the United States, other countries, or both.

Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States,other countries, or both.

Lotus is a registered trademark of Lotus Development Corporation.

PC Direct is a trademark of Ziff Communications Company in the United States, other countries, orboth and is used by IBM Corporation under license.

ActionMedia, LANDesk, MMX, Pentium, and ProShare are trademarks of Intel Corporation in theUnited States, other countries, or both.

SET and the SET Logo are trademarks owned by SET Secure Electronic Transaction LLC. For fur-ther information, see http://www.setco.org/aboutmark.html.

Other company, product, and service names may be trademarks or service marks of others.

Notices

References in this publication to Tivoli Systems or IBM products, programs, or services do not implythat they will be available in all countries in which Tivoli Systems or IBM operates. Any reference tothese products, programs, or services is not intended to imply that only Tivoli Systems or IBM prod-ucts, programs, or services can be used. Subject to valid intellectual property or other legally pro-tectable right of Tivoli Systems or IBM, any functionally equivalent product, program, or service can

be used instead of the referenced product, program, or service. The evaluation and verification ofoperation in conjunction with other products, except those expressly designated by Tivoli Systems orIBM, are the responsibility of the user. Tivoli Systems or IBM may have patents or pending patentapplications covering subject matter in this document. The furnishing of this document does not giveyou any license to these patents. You can send license inquiries, in writing, to the IBM Director ofLicensing, IBM Corporation, North Castle Drive, Armonk, New York 10504-1785, U.S.A.

Printed in Ireland.

7/27/2019 Itilv3diff Sg 2741-01

3/138

Table of Contents

Preface

Unit 1: ITIL Overview

History of Information Technology Infrastructure Library (ITIL) . . . . . . . . . . . . . . . . . . . . . . . . . 1-3Information Technology Infrastructure Library . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4ITIL Version 3 Publications Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7

Characteristics of Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-8Generic Process Elements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-9ITIL Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-11The Process Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-12

Unit 2: The Service Lifecycle

Lesson 1: Service Lifecycle Defined . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2-3Components of the ITIL Library . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3Service Lifecycle Illustrated . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4

Lesson 2: Service Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2-5Purpose of Service Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6Service Strategy Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7Elements of Value: Util ity and Warranty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-8

Lesson 3: Service Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2-9Five Aspects of Service Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-10

Lesson 4: Service Transition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2-11Service Transition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-12Value of Service Transition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-13

Lesson 5: Service Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2-14Service Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-15Value of Service Operation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-16

Lesson 6: Continual Service Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . .2-17Continual Service Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-18Benefits of Continual Service Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-19

Unit 3: ITIL Key Concepts

Service Portfolio . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3Service Catalog . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4Service Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6Business Case . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7Risk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-8Service Design Package . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-9Service Knowledge Management System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-10Service Request . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-12Seven Rs of Change Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-13Event . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-14
http://instructornotesig.pdf/http://instructornotesig.pdf/http://instructornotesig.pdf/http://instructornotesig.pdf/http://instructornotesig.pdf/http://instructornotesig.pdf/http://instructornotesig.pdf/

7/27/2019 Itilv3diff Sg 2741-01

4/138

IT Infrastructure Library (ITIL) Foundations Version 2 to Version 3 Differences Copyright IBM Corp. 2007

Table of Contents

Course materials may not be reproduced in whole or in part without the prior written permission of IBM.

Unit 4: Key Principles and Models

The Five Major Aspects of Service Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3Sourcing Approaches and Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4The Service V Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6Service OperationsStability versus Responsiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-7Plan, Do, Check, and Act (PDCA) Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-8

The Deming Cycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-9Continual Service Improvement Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-10Measurements for Continual Service Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-11Baselines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-12Types of Metrics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-13

Unit 5: Processes

Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2

Lesson 1: Service Strategy and the Service Portfolio . . . . . . . . . . . . . . . . . . .5-3Main Activities of Service Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3Service Owners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4Define the Market and Understand the Customer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-5Develop the Offerings and Strategic Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-6Service Portfolio Management (SPM) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-8The Service Portfolio . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-9Increasing Service and Performance Potential . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-10Prepare for Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-12

Strategic Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-12Setting Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-13Defining Critical Success Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-13

Expansion, Growth, and Differentiation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-14

Lesson 2: Service Catalog Management . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-16Service Catalog Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-16Service Catalog Management Outputs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-18

Lesson 3: Information Security Management . . . . . . . . . . . . . . . . . . . . . . . . .5-20Security Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-22Contents of the Information Security Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-23Information Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-25Information Security Management Interfaces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-26

Lesson 4: Supplier Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-28Supplier Management Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-29Supplier Management Interfaces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-30

Lesson 5: Service Asset Configuration Management and Release Management5-32Service Asset and Configuration Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-32SACMThe Logical Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-34Configuration Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-35

Service Asset and Configuration Management (SACM) Interfaces . . . . . . . . . . . . . . . . . . . . . 5-37Release and Deployment Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-38Factors to Consider for Release Units . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-39Release Management Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-40

Lesson 6: Event Management and Request Fulfilment . . . . . . . . . . . . . . . . .5-41Event Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-41Event Management Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-43Event Management Interfaces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-45Request Fulfilment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-47

7/27/2019 Itilv3diff Sg 2741-01

5/138

Copyright IBM Corp. 2007 IT Infrastructure Library (ITIL) Foundations Version 2 t o Version 3 Differences

Table of Contents


Unit 6: Functions

Lesson 1: Technical, Applications, and Operational Management . . . . . . . . . .6-3Technical Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-3Technical Management Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-5

Application Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-6Application Management Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-7IT Operations Control and Facilities Management Role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-8IT Operations Control and Facilities Management Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . 6-9

7/27/2019 Itilv3diff Sg 2741-01

6/138

V IT Infrastructure Library (ITIL) Foundations Version 2 to Version 3 Differences Copyright IBM Corp. 2007

Table of Contents


7/27/2019 Itilv3diff Sg 2741-01

7/138

Preface

2007 IBM Corporation

Student Guide

7/27/2019 Itilv3diff Sg 2741-01

8/138

I IT Infrastructure Library (ITIL) Foundations Version 2 to Version 3 Differences Copyright IBM Corp. 2007

Preface


Course Descript ion

This course presents the basic concepts in ITIL Service Management. The course is

designed to prepare the student for a the ITIL Foundation Certificate in IT Service

Management. This course is intended for students that have previously completed the

Version 2 ITIL Foundation Certificate.

The purpose of obtaining the ITIL Foundation certificate in IT Service Management

includes the following goals:

To obtain knowledge of the ITIL terminology, structure, and basic concepts

To comprehend the core principles of ITIL practices for Service Management

The ITIL Foundation certificate in IT Service Management is not intended to enable the

holders of the certificate to apply the ITIL practices for Service Management

independently.

Audience

The target group of the ITIL Foundation certificate in IT Service Management is:

Individuals who have previously completed the ITIL Foundations certificate for

Version 2

Individuals who require a basic understanding of the ITIL framework and how it

can be used to enhance the quality of IT service management within an

organization

IT professionals from an organization that has adopted and adapted ITIL who

need to be informed about and thereafter contribute to an ongoing service

improvement program

The target group includes, but is not limited to, IT professionals, business managers, and

business process owners.

7/27/2019 Itilv3diff Sg 2741-01

9/138


Preface


Course Objectives

Course Outl ine

The following outline is a high-level description of the contents of this course. Each unit

has an overview presentation, and most have a series of student exercises designed to

reinforce the concepts presented. The course contains the following units:


This unit defines service and explains the concept of Service Management as a

practice.


This unit defines the Service Lifecycle and explains the objectives and business

value for each phase in the Service Lifecycle.


This unit defines some of the key terminology and explains the key concepts of

Service Management.

IBM Software Group | Tivoli software

2

Course Objectives

Upon completion of this course, you will be able to:

Define ITIL terminology, structure and basic concepts including:

ITIL Service Strategy

ITIL Service Design

ITIL Service Transition

ITIL Service Operation

ITIL Continual Service Improvement

Explain the core principles of ITIL practices for ServiceManagement

Successfully complete the ITIL Foundations Level CertificationExam

7/27/2019 Itilv3diff Sg 2741-01

10/138

III IT Infrastructure Library (ITIL) Foundations Version 2 to Version 3 Differences Copyright IBM Corp. 2007

Preface



This unit explains key principles and models of Service Management and

opposing forces within Service Management.

Unit 5: Processes

This unit defines Service Management processes in the Service Lifecycle. This

unit explains how the Service Management processes contribute to the Service

Lifecycle. It also explains many details for three core processes. Such details

include the high-level objectives, scope, business value, basic concepts, activities,

interfaces, key performance indicators (KPIs), and challenges. The objectives,

business value, some basic concepts, and interfaces for ten of the remaining

processes are also presented.

Unit 6: Functions

This unit explains the role, objectives, organizational structures, staffing, and

metrics of the Service Desk function. It also explains the role, objectives, and

overlap of the functions of Technical Management, Application Management, and

IT Operations Management.

7/27/2019 Itilv3diff Sg 2741-01

11/138


Preface


Typographical Conventions

In this course, the following typographical conventions are used.

Convention Usage

Bold

Commands, keywords, file names, authorization roles,

URLs, or other information that you must use literally

appear in bold.

Italics

Variables and values that you must provide appear in

italics. Words and phrases that are emphasized also

appear in italics.

Bold ItalicsNew terms appear inbold italics when they are

defined in the text.

MonospaceCode examples, output, and system messages appearin a monospace font.

>

In this manual, the arrow character is used as a path

arrow. The arrow indicates the path to the named

window.

7/27/2019 Itilv3diff Sg 2741-01

12/138

IT Infrastructure Library (ITIL) Foundations Version 2 to Version 3 Differences Copyright IBM Corp. 2007

Preface


7/27/2019 Itilv3diff Sg 2741-01

13/138



Unit 1: Information TechnologyInfrastructure Library (ITIL) Overview

7/27/2019 Itilv3diff Sg 2741-01

14/138

-2 IT Infrastructure Library (ITIL) Foundations Version 2 to Version 3 Differences Copyright IBM Corp. 2007



Introduction

This unit defines service and explains the concept of Service Management as a practice.

Objectives


2

Objectives

Upon completion of thi s unit, you will be able to:

Define and explain the concept of a service

Define and explain the concept of Service Management

Explain the process model

List the characteristics of processes

7/27/2019 Itilv3diff Sg 2741-01

15/138




History of Information Technology

Infrastructure Library (ITIL)

ITIL Version 1 contained 40 books, which were consolidated into seven books in 1999 in

ITIL Version 2.

ITIL Version 3 currently consists of five books.


3

History of Information Technology Infrastructure Library(ITIL)

Developed in the United Kingdom in the 1980s by what isnow called the Office of Government Commerce (OGC)

Further development incorporated public and private sectorbest practices (IBM, Microso ft, HP, and others)

7/27/2019 Itilv3diff Sg 2741-01

16/138




Information Technology Infrastructure Library

Each book addresses capabilities having direct impact on the performance of a service

provider.

The structure of the ITIL core is in the form of a lifecycle.

The ITIL core is expected to provide structure, stability, and strength to service

management capabilities with durable principles, methods, and tools.

The best practices guidance in ITIL can be adapted for changes used in various business

environments and organizational strategies.


4

Information Technology Infrastructure Library

A set of books that describe internationally accepted bestpractices for IT infrastructure management

A process-based approach to IT infrastructu re management

A common language for IT management

A framework that is independent o f organizationalstructu res, architectures, or technologies

7/27/2019 Itilv3diff Sg 2741-01

17/138




ITIL Version 3 Publications Framework

The ITIL Core consists of five publications:

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service Improvement

7/27/2019 Itilv3diff Sg 2741-01

18/138




Services

Services deliver value to customers by giving customers what they want without the

ownership of specific costs and risks.

Services facilitate outcomes by enhancing the performance of associated tasks and

reducing the effect of constraints.


6

Services

Deliver value to customers

Facilitate ou tcomes

Result in an increase in the probability o f expected outcome

7/27/2019 Itilv3diff Sg 2741-01

19/138




Processes

Processes are closed-loop systems because they have the following characteristics:

Provide change and transformation towards a goal

Use feedback for self-reinforcing and self-corrective action

It is important to consider the entire process and how one process fits into another.


7

Processes

A st ructured set of activi ties designed to accomplish aspecific objective

A process takes one or more inputs and turns them in todefined outputs

A process inc ludes all of the roles, responsibi li ties, tools,and management controls required to reliably deliver the

outputs

7/27/2019 Itilv3diff Sg 2741-01

20/138




Characteristics of Processes

Processes are measurable and driven by performance. Managers want to measure cost,

quality, and other factors, while practitioners are concerned with duration and productivity.

The reason a process exists is to deliver a specific result. This result must be individually

identifiable and countable. For example, changes can be counted, but it is impossible tocount how many Service Desks were completed.

Every process delivers a primary result to a customer or stakeholder.

A process can be ongoing or iterative. It should be traceable to a specific trigger. Functions

are often mistaken for processes.


8

Characteristics of Processes

Measurable

Specific results

Respond to a specific event or are triggered at specific t imes

7/27/2019 Itilv3diff Sg 2741-01

21/138




Generic Process Elements

Data enters the process, is processed, and produces output. The outcome is measured and

reviewed.

A process is always organized around a set of objectives. The main outputs from the

process should be driven by the objectives and should always include processmeasurements (metrics), reports, and process improvement.

Each process should have an owner who is responsible for

Maintaining the process

Improving the process

Ensuring that the process meets the objectives set for it

The objectives of any IT process should be defined in measurable terms. Objectives should

be expressed in terms of business benefits and underpinning business strategy and goals.

Service Design should assist each process owner to ensure the following objectives:

All processes use standard terms and templates.

All processes are consistent.

7/27/2019 Itilv3diff Sg 2741-01

22/138




All processes integrate with each other to provide end-to-end integration across all

areas.

If the activities of the process occur with a minimum use of resources, the process is

considered efficient. Process analysis, results, and metrics should be incorporated in regular

management reports and process improvements.

7/27/2019 Itilv3diff Sg 2741-01

23/138




ITIL Processes

It is possible to work more efficiently and effectively by making the following definitions:

The activities of an organization

The necessary inputs

The outputs that will result from the process

Measuring and steering the activities increases this effectiveness.

Finally, by adding norms to the process, it is possible to add quality measures to the output.


10

ITIL Processes

Version 3 ITIL books focus on the following items:

Sets of pr ocesses

The lifecycle of a service

Working with defined processes is the foundation of ITIL

7/27/2019 Itilv3diff Sg 2741-01

24/138




The Process Model

Processes, should be defined, documented, and controlled. After they are under control,

they can be repeated, and they become manageable.

Degrees of control over processes can be defined. Then process measurement and metrics

can be built in to the process to control and improve the process.


11

The Process Model

A process model enables understanding and helps toarticulate the distinctive features of a process

Process control can be defined as the activity of planningand regulating a process, with the objective of performing a

process in an effective, efficient, and consistent manner

7/27/2019 Itilv3diff Sg 2741-01

25/138




Summary


12

Summary

You should now be able to:

Define and explain the concept of a service

Define and explain the concept of Service Management

Explain the process model

List the characteristics of processes

7/27/2019 Itilv3diff Sg 2741-01

26/138




7/27/2019 Itilv3diff Sg 2741-01

27/138




7/27/2019 Itilv3diff Sg 2741-01

28/138




Introduction

This unit defines the Service Lifecycle and explains the objectives and business value for

each phase in the Service Lifecycle.

Objectives


2

Objectives


Explain the Service Lifecycle Describe the structure and components of the ITIL Library

Explain the purpose of Service Strategy

Explain the two elements of value: Utility and Warranty

Describe the main goals and objectives of Service Design

Explain the value Service Design provides to the business

Explain the value Service Transition provides to the business

Explain the value Service Operation provides to the business

Explain the value Continual Service Improvement provides to the business

7/27/2019 Itilv3diff Sg 2741-01

29/138


Unit 2: The Service LifecycleService Lifecycle Defined


Lesson 1: Service Lifecycle Defined

Components of the ITIL Library


3

Components of the ITIL Library

The ITIL Library has the following components:

The ITIL Core: Best practic e guidance applicable to all ty pes oforganizations who pr ovide services to a business

The ITIL Complementary Guidance: A complementary set of publicationswith guidance to specific to industr y sectors, organization ty pes,

operating models, and technology architectures

The ITIL Core consists of fi ve publications:

Service Strategy

Service Design

Service Transition

Service Operation


7/27/2019 Itilv3diff Sg 2741-01

30/138


Unit 2: The Service LifecycleService Lifecycle Defined


Service Lifecycle Illustrated

Each publication addresses capabilities that have direct effect on the performance of a

service provider.

The ITIL core documents form the Service Lifecycle.

The ITIL core is expected to provide structure, stability, and strength to service

management capabilities with durable principles, methods, and tools.

The ITIL Lifecycle serves to protect investments and provide the necessary basis for

measurement, learning, and improvement.

7/27/2019 Itilv3diff Sg 2741-01

31/138


Unit 2: The Service LifecycleService Strategy


Lesson 2: Service Strategy


Service Strategy

The Service Lifecycle

7/27/2019 Itilv3diff Sg 2741-01

32/138




Purpose of Service Strategy


6

Purpose of Service Strategy

Service providers must have the ability to th ink and act in astrategic manner.

The achievement of strategic goals or objectives requiresthe use of st rategic assets.

Service Strategy shows how to t ransform servicemanagement into a strategic asset.

Technical knowledge of IT is necessary but not suffic ient.

Strategy requires knowledge from the discipl ines such as

operations management, marketing, finance, informationsystems, organizational development, systems dynamics,

and industrial engineering.

7/27/2019 Itilv3diff Sg 2741-01

33/138




Service Strategy Objectives


7

Service Strategy Objectives

Service Strategy seeks to answer the questions:

What services should we offer and to whom?

How do we dif ferentiate ourselves from competing alternatives?

How do we truly create value for our customers?

How do we capture value for our st akeholders?

How can we make a case for strategic investments?

How can financial management prov ide visibility and control over value-creation?

How should we define service quality?

How do we choose among different paths for impr oving service quality? How do we efficiently allocate resources throughout a portfolio of

services?

How do we resolve conflicting demands for shared resources?

7/27/2019 Itilv3diff Sg 2741-01

34/138




Elements of Value: Utili ty and Warranty

Customers cannot benefit from something that is fit for purpose but not fit for useor vice

versa.

It is useful to separate the logic of utility from the logic of warranty for the purpose of

design, development, and improvement.

Considering all the separate controllable inputs, Service Strategy allows for a wider range

of solutions to the problem of creating, maintaining, and increasing value.


8

Elements of Value: Util ity and Warranty

Utility

Attributes of the service that have a positive effect on the performance of

activities, objects, and tasks associated with desired outcom es

Warranty

The posit ive effect being available when needed, in suffic ient capacity or

magnitude, and dependably in terms of continuity and security

Utility is what the customer gets, and warranty is how it is delivered.

7/27/2019 Itilv3diff Sg 2741-01

35/138


Unit 2: The Service LifecycleService Design


Lesson 3: Service Design


Service Design


7/27/2019 Itilv3diff Sg 2741-01

36/138


Unit 2: The Service LifecycleService Design


Five Aspects of Service Design

Five individual aspects of Service Design are considered within this book:

1. The design of new or changed services

2. The design of the Service Portfolio, including the Service Catalog

3. The design of the technology architecture and management systems

4. The design of the processes required

5. The design of measurement methods and metrics

The Service Design stage of the lifecycle starts with a set of new or changed business

requirements. This stage ends with the development of a service solution designed to meet

the documented needs of the business.

This developed solution and its Service Design Pack (SDP) are then passed to ServiceTransition to evaluate, build, test, and deploy the new or changed service. When these

transition activities are complete, control of the new or changed service is transferred to the

Service Operation stage of the Service Lifecycle.

7/27/2019 Itilv3diff Sg 2741-01

37/138


Unit 2: The Service LifecycleService Transition


Lesson 4: Service Transition


Service Transition


7/27/2019 Itilv3diff Sg 2741-01

38/138

7/27/2019 Itilv3diff Sg 2741-01

39/138


Unit 2: The Service LifecycleService Transition


Value of Service Transition

The purpose of Service Transition is to perform the following tasks:

Plan and manage the capacity and resources required to package, build, test, and

deploy a release into production

Provide a consistent framework for evaluating the service capability and risk

profile before a new or changed service is deployed

Establish and maintain the integrity of all identified service assets and

configurations as they evolve through the service transition stage

Provide knowledge and information so that Change Management, Release

Management, and Deployment Management can expedite a release through the

test environments and into production

Provide build and installation mechanisms to deploy releases to the test and

production environments

Ensure that the service can be managed, operated, and supported within the design

requirements and constraints


13

Value of Service Transition

Improves the ability to adapt quickly to new requirementsand market developments

Aids in transit ion management of mergers, de-mergers, andacquisitions

Increases the success rate of changes and releases fo r thebusiness

Improves predictions of service levels and warranties fornew and changed services

Expedites timely cancellation or changes to maintenancecontracts for both hardware and software when componentsare disposed of or decommissioned

Aids understanding the level of risk du ring and af ter change,for example, service outage, disruption, re-work

7/27/2019 Itilv3diff Sg 2741-01

40/138


Unit 2: The Service LifecycleService Operations


Lesson 5: Service Operations


Service Operations


7/27/2019 Itilv3diff Sg 2741-01

41/138




Service Operations

Any activity that forms part of a service is included in Service Operation. The activity could

be performed by the Service Provider, an external supplier, or the user or customer of that

service.

A number of ITIL processes (such as Change and Capacity Management) originate at the

Service Design or Service Transition stage. However, many Service Management

processes are performed in Service Operation,

All services require some form of technology to deliver them. Managing this technology is

not a separate issue, but an integral part of the management of the services themselves.

Regardless of what services, processes, and technology are managed, people drive the

demand for the services and products of organizations. Ultimately, people manage the

technology, processes, and services and are a key part of Service Operations.


15

Service Operations

The purpose of Service Operations is to coordinate and to carry outthe activities and processes required to deliver and to manage

services at agreed upon levels t o business users and customers

Service Operations is also responsible for t he ongoing managementof the technology that is used to deliver and support services

Well designed and implemented processes will be of litt le value ifthe day-to-day operation of t hose processes is not properly

conducted, controlled, and managed

Service improvements wil l not be possible if day-to-day activiti es tomonitor performance, assess metrics, and gather data are not

systematically conducted during Service Operations

Service Operations includes the implementation and carrying out ofall ongoing activi ties required to deliver and support services

7/27/2019 Itilv3diff Sg 2741-01

42/138




Value of Service Operation

However, a challenge to Service Operations exists. A service is expected to run within the

budget established earlier in the lifecycle. In reality, however, few organizations plan

effectively for the costs of ongoing management of services.

Difficulty occurs obtaining funding during the operational phase to fix design flaws or

unforeseen requirements.

Design issues are often left to Incident and Problem Management to resolve, as though they

were purely operational issues.

It can be difficult to obtain funding for tools or actions, including training, that are aimed

at improving the efficiency of Service Operations.

Attempts to optimize the service or manage it more effectively are only seen as successful

if the service has had problems in the past. Some services are taken for granted.

Improvements are perceived as unnecessary and fixing services that are not broken.


16

Value of Service Operation

The operation o f service is where plans, designs, andoptimizations are implemented and measured.

From a customer viewpoint, Service Operation i s whereactual value is seen.

7/27/2019 Itilv3diff Sg 2741-01

43/138


Unit 2: The Service LifecycleContinual Service Improvement


Lesson 6: Continual Service Improvement




7/27/2019 Itilv3diff Sg 2741-01

44/138





The objectives of CSI are as follows:

To review, analyze, and make recommendations on improvement opportunities in

each lifecycle phase: Service Strategy, Service Design, Service Transition, and

Service Operations.

To review and analyze Service Level Achievement results.

To identify and implement individual activities to improve IT Service Quality and

improve the efficiency and effectiveness of enabling the IT Service Management

(ITSM) processes.

To improve cost effectiveness of delivering IT services without sacrificing

customer satisfaction.

To ensure applicable quality management methods are used to support continual

improvement activities.


18


Continual Service Improvement (CSI) aligns and re-aligns ITservices to changing business needs by identifying andimplementing improvements to IT Services

Improvement activities suppor t the Service Lifecyclethrough Service Strategy, Service Design, ServiceTransition, and Service Operation

CSI strives to make processes more effective and efficient,as well as cost-effective

7/27/2019 Itilv3diff Sg 2741-01

45/138




Benefits of Continual Service Improvement

Business and customer benefits include the following items:

Overall improved quality of business operations

More reliable business support provided by Incident Management, Problem

Management, and Change Management processes

Increased staff productivity because of increased reliability and availability of IT

services

Better working relationships between customers and the IT service provider

Financial benefits include the following items:

Cost-effective provision of IT services

Cost-justified IT infrastructure and services

Reduced costs for implementing changes

Reduced business impact due to IT changes

Improved service reliability, stability, and thus availability

Improved resource allocation and usage


19

Benefits of Continual Service Improvement

Business and Customer Benefits

Financial Benefits

IT Organization Internal Benefits

7/27/2019 Itilv3diff Sg 2741-01

46/138




IT Organization Internal Benefits include the following items:

Improved metrics and management reporting

Alignment of cost structure with business needs

Defined roles and responsibilities

7/27/2019 Itilv3diff Sg 2741-01

47/138

7/27/2019 Itilv3diff Sg 2741-01

48/138




7/27/2019 Itilv3diff Sg 2741-01

49/138

7/27/2019 Itilv3diff Sg 2741-01

50/138

7/27/2019 Itilv3diff Sg 2741-01

51/138




Service Portfolio

The Service Portfolio represents all the resources presently engaged or being released in

various phases of the Service Lifecycle.

Entry, progress, and exit are approved only with approved funding and a financial plan forrecovering costs or showing profit, as necessary.

The portfolio should have the right mix of services in the pipeline and catalog to secure the

financial viability of the service provider.

The Service Catalog is the only part of the Service Portfolio that recovers costs or earns

profits.

Service Portfolio Management (SPM) is about maximizing value while managing risks and

costs. The value realization is derived from better service delivery and better customer

experiences.

SPM begins by documenting the standardized services of the organization and therefore has

strong links to Service Level Management, particularly the Service Catalog.

7/27/2019 Itilv3diff Sg 2741-01

52/138




Service Catalog

The Service Catalog is an important tool for Service Strategy. It is the virtual projection of

the actual and present capabilities of the service provider. Many customers are only

interested in what the provider can commit now rather than in future. The value of future

possibilities is discounted in the present.

The Service Catalog is the subset of the Service Portfolio that is visible to customers. The

Service Catalog:

Consists of services presently active in the Service Operation phase and those

approved to be readily offered to current or prospective customers.

Is useful in developing suitable solutions for customers from one or more

services.

Contains items that can be configured and suitably priced to fulfill a particular

need.

Channels service orders and demand.

Acts as the acquisition portal for customers, including pricing and service-level

commitments, and the terms and conditions for service provisioning.

7/27/2019 Itilv3diff Sg 2741-01

53/138

7/27/2019 Itilv3diff Sg 2741-01

54/138




Service Model

Service Agreements specify the terms and conditions under which such interaction occurs

with commitments and expectations on each side.

Service Transition evaluates the options or paths for improvements and recommends

solutions that are cost-effective and low risk.

Service Models continually evolve, based on external feedback received from customers

and internal feedback from Service Management processes.

Continual Service Improvement (CSI) processes ensure the feedback to the strategy,

design, transition, and operation processes. Improvements can be made to the structure, the

dynamics of a model, or to both.


6

Service Model

Codifies the service strategy for a market space

Blueprints process and functions needed to create value

Describes how service assets create value for a given portfolio ofcontracts

Interaction means demand connects with the capacity to serve

Is useful for effectiveness in continual service improvement

7/27/2019 Itilv3diff Sg 2741-01

55/138

7/27/2019 Itilv3diff Sg 2741-01

56/138




Risk

The two phases of risk include:

Risk Analysis, which is concerned with gathering information about exposure to

risk so that the organization can make appropriate decisions and manage risk

appropriately.

Risk Management, which involves making the following plans:

Having processes in place to monitor risks

Having access to reliable and up-to-date information about risks

Having the right balance of control in place to deal with those risks

Having decision-making processes supported by a framework of risk analysis

and evaluation


8

Risk

Risk is defined as uncertainty of outcome, whether positiveopportunity or negative threat

Managing risks requires the identification and control of theexposure to risk, which may have an impact on the achievementof the business objectives of an organization

The aim is to support better decision-making through a goodunderstanding of risks and their likely impact

7/27/2019 Itilv3diff Sg 2741-01

57/138




Service Design Package

The Service Design Package should contain the following items:

Business Requirements

Service Functional Requirements

Service Level Requirements

Organizational Readiness Assessment

Service Lifecycle Plan


9

Service Design Package

A Service Design Package (SDP) should be produced during thedesign stage for:

Each new service

A major change to a servi ce

Removal of a service

Changes to the Service Design Package itself

This SDP is then passed from Service Design to ServiceTransition

The SDP details all aspects of the service and the requirementsof the service through all of the subsequent stages of the lifecycleof the service

7/27/2019 Itilv3diff Sg 2741-01

58/138




Service Knowledge Management System

Knowledge management is focused within the Service Knowledge Management System

(SKMS).

Underpinning this knowledge is a considerable quantity of data. This data will be held in a

central logical repository or Configuration Management System (CMS) and Configuration

Management Database (CMDB).

The Server Knowledge Management system is a broader concept that covers a much wider

base of knowledge, for example:

The experience of staff

Records of peripheral matters, for example, weather, user numbers, user behavior,

and performance figures of an organization

Supplier and partner requirements, abilities, and expectations

Typical and anticipated user skill levels

Internal CIs comprise CIs delivered by individual projects. Internal CIs include tangible

(data center) and intangible assets such as software required to deliver and maintain the

service and infrastructure.


10

Service Knowledge Management System

Data:

Gathered within CMDB

Fed through the CMS

Goes into the SKMS

Supports the informeddecision making process

7/27/2019 Itilv3diff Sg 2741-01

59/138

7/27/2019 Itilv3diff Sg 2741-01

60/138




Service Request

\

Many service requests are actually small changes. Service Requests have the following

characteristics:

Low risk

Frequently occurring

Low cost

Examples of service requests include:

A request to change a password

A request to install an additional software application onto a particular

workstation

A request to relocate some items of desktop equipment

A question requesting information


11

Service Request

A generic description for many varying types of demands that areplaced upon the IT department by the users

The scale and frequent, low risk nature means that servicerequests are better handled by a separate process, rather thanbeing allowed to congest and obstruct the normal incident andChange Management processes

7/27/2019 Itilv3diff Sg 2741-01

61/138




Seven Rs of Change Management

The questions for the Seven Rs of Change Management must be answered for all changes.

Without this information, the impact assessment cannot be completed, and the balance of

risk and benefit to the live service will not be understood. Without this understanding, the

change might not deliver all of the possible or expected business benefits. The change

might even have an unexpected detrimental effect on the live service.


12

Seven Rs of Change Management

Who RAISED the change?

What is the REASON for the change?

What is the RETURN required from the change?

What are the RISKS involved in the change?

What resources are REQUIRED to deliver the change?

Who is RESPONSIBLE for the build, test, and implementationof the change?

What is the RELATIONSHIP between this change and otherchanges?

7/27/2019 Itilv3diff Sg 2741-01

62/138

7/27/2019 Itilv3diff Sg 2741-01

63/138




Summary


14

Summary

You should now be able to:

Describe the Service Portfolio, Service Catalog, and Service Model

Identify Business Cases and Risk Management

Explain Service Knowledge Management Systems (SKMS)

Describe Alerts and Events

7/27/2019 Itilv3diff Sg 2741-01

64/138




7/27/2019 Itilv3diff Sg 2741-01

65/138




7/27/2019 Itilv3diff Sg 2741-01

66/138




Introduction

This unit explains key principles and models of Service Management and opposing forces

within Service Management.

Objectives


2

Objectives


Explain the five major aspects of Service Design Explain the Service V model

Summarize the conflicting motives in Service Operation

Describe the Plan, Do, Check, and Act (PDCA) Model

Explain the Continual Service Improvement Model and the role ofmeasurement and governance for Continual Service Improvement

7/27/2019 Itilv3diff Sg 2741-01

67/138




The Five Major Aspects of Service Design

Five individual aspects of Service Design are considered within this book:

Design of new or changed services

Design of the Service Portfolio, including the Service Catalog

Design of the technology architecture and management systems

Design of the processes required

Design of measurement methods and metrics

The Service Design stage of the lifecycle starts with a set of new or changed business

requirements and ends with the development of a service solution designed to meet the

documented needs of the business.

This developed solution and its Service Design Pack (SDP) are then passed to ServiceTransition to evaluate, build, test, and deploy the new or changed service. When these

transition activities are completed, control of the new or changed service is transferred to

the Service Operation stage of the service lifecycle.


3

The Five Major Aspects of Service Design

Design of new or changed Services

Service Portfolio Design which includes the Service Catalog

Technology and architectural design

Process design

Measurement design

7/27/2019 Itilv3diff Sg 2741-01

68/138




Sourcing Approaches and Options

Insourcing relies on using internal organizational resources in the design, development,

transition, maintenance, operation, and support. The resources can be used in any

combination with new, changed, or revised service or data center operations.

Outsourcing uses the resources of an external organization or organizations in a formal

arrangement. The arrangement provides a well-defined portion of the design, development,

maintenance, operation, and support of the service. Outsourcing includes services from

Application Service Providers (ASPs).

Co-sourcing combines insourcing and outsourcing to use a number of outsourcing

organizations working together to co-source key elements within the lifecycle. This process

typically involves a number of external organizations working together to design, develop,

change, maintain, operate, and support a portion of a service.

Partnership, ormultisourcing, is an arrangement between two or more organizations to

work together to design, develop, transition, maintain, operate, and support IT services. Thefocus here tends to be on strategic partnerships that use critical expertise or market

opportunities.

Business Process Outsourcing (BPO) relocates entire business functions. Formal

arrangements between organizations specify for one organization to provide and to manage

the entire business processes or functions of the other organization in a low-cost location.

Common examples are accounting, payroll, and call center operations.


4

Sourcing Approaches and Options

Insourcing relies on utilizing internal organizational resources

Outsourcing uses the resources of an external organization ororganizations

Co-sourcing is a combination of insourcing and outsourcing

Partnership or multi-sourcing is an arrangement between two ormore organizations to work together

Business Process Outsourcing (BPO) relocates entire businessfunctions

Application Service Provision involves formal arrangements withan Application Service Provider (ASP) organization

7/27/2019 Itilv3diff Sg 2741-01

69/138

7/27/2019 Itilv3diff Sg 2741-01

70/138




The Service V Model

The Service V model can be used to represent the different configuration levels that need

to be built and tested to deliver a service capability.

The left side of the diagram represents the specification of the service requirements down

through the detailed service design.

The right side focuses on the validation activities that are performed using the

specifications defined on the left side.

At each stage on the left side, the equivalent group on the right side is directly involved.

7/27/2019 Itilv3diff Sg 2741-01

71/138

7/27/2019 Itilv3diff Sg 2741-01

72/138




Plan, Do, Check, and Act (PDCA) Model

The goal of CSI in using the Deming Cycle is steady, ongoing improvement.


7

Plan, Do, Check, and Act (PDCA) Model

W. Edwards Deming is best known for hi s managementphilosophy leading to:

Higher quality

Increased productivity

More competitive position

The four key stages of the Deming Cycle or Circle are:

Plan

Do

Check

Act

7/27/2019 Itilv3diff Sg 2741-01

73/138

7/27/2019 Itilv3diff Sg 2741-01

74/138




Continual Service Improvement Model

7/27/2019 Itilv3diff Sg 2741-01

75/138




Measurements for Continual Service

Improvement

The four basic reasons to monitor and measure lead to three key questions:

Why monitor and measure?

When can monitoring and measuring of this item be stopped?

Is anyone using this data?

Every time you produce a report, ask yourself, Is this report still needed and used by

anyone? Reasons to continue producing a report could include:

To validate: Monitoring and measuring to validate previous decisions.

To direct: Monitoring and measuring to set direction for activities in order to meet

set targets. It is the most prevalent reason for monitoring and measuring.

To justify: Monitoring and measuring to justify, with factual evidence or proof,

that a course of action is required.

To intervene: Monitoring and measuring to identify a point of intervention,

including subsequent changes and corrective actions.


10

Measurements for Continual Service Improvement

Why are measurementsperformed?

To validate

To direct

To justify

To intervene

7/27/2019 Itilv3diff Sg 2741-01

76/138

7/27/2019 Itilv3diff Sg 2741-01

77/138




Types of Metrics

Information for measuring is gathered from IT Service Management tools, monitoring

tools, reporting tools, investigation tools, existing reports, and other sources.

Technology metrics are often associated with component-based and application based

metrics such as performance, availability and so on.

Process measurements can help determine the overall health of a process. Key Performance

Indicators (KPIs) can help answer questions about quality, performance, value, and

compliance in following the process.

Service Metrics are the results of the end-to-end service. Component or technology metrics

are used to compute the Service Metrics.


12

Types of Metrics

Technology metrics

Process metrics

Service metrics

Itilv3diff Sg 2741-01

Documents

Transcript of Itilv3diff Sg 2741-01