ITIL V3 Core

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ITIL V3 Core by Mind Map: ITIL V3 Core

1. Service Transition

1.1. 1. Intro

1.2. 2. SM as a practice

1.2.1. What is service management?

1.2.2. What are services?

1.2.3. Functions and processes across the lifecycle

1.2.4. ST fundamentals

1.3. 3. ST principles

1.3.1. Principles supporting ST

1.3.2. Policies for ST

1.4. 4. ST processes

1.4.1. Transition planning and support

1.4.2. Change Management

1.4.3. Service Asset and Configuration Management

1.4.4. Release and Delpoyment Management

1.4.5. Service Validation and Testing

1.4.6. Evaluation

1.4.7. Knowledge Management

1.5. 5. ST common operation activities

1.5.1. Managing communications and commitment

1.5.2. Managing organization and stakeholder change

1.5.3. Stakeholder management

1.6. 6. Organizing for ST

1.6.1. Generic roles

1.6.2. Organiaztional context for transitioning a service

1.6.3. Organization models to support ST

1.6.4. ST relations with other lifecycle stages

1.7. 7. Technology considerations

1.7.1. Knowledge Management tools

1.7.2. Collaboration

1.7.3. Configuration Management System

1.8. 8. Implementnig ST

1.8.1. Stages of introducing ST

1.9. 9. Challenges, CSFs and risks

1.9.1. Challenges

1.9.2. CSFs

1.9.3. ST under difficult conditions

2. Service Design

2.1. 1. Intro

2.2. 2. SM as a practice

2.2.1. What is service management?

2.2.2. What are services?

2.2.3. Functions and processes across the lifecycle

2.2.4. SD fundamentals

2.3. 3. SD principles

2.3.1. Goals

2.3.2. Identifying service requirements

2.3.3. Design activities

2.3.4. Design aspects

2.3.5. The subsequent design activities

2.3.6. Design constraints

2.3.7. SOA

2.3.8. Business Service Management

2.3.9. SD models

2.4. 4. SD processes

2.4.1. Service Catalogue Management

2.4.2. Service Level Management

2.4.3. Capacity Management

2.4.4. Availability Management

2.4.5. IT Service Continuity Management

2.4.6. Information Security Management

2.4.7. Supplier Management

2.5. 5. SD technology-related activities

2.5.1. Requirements engineernig

2.5.2. Data and Information management

2.5.3. Application Management

2.6. 6. Organizing for SD

2.6.1. Functional roles analysis

2.6.2. Activity analysis

2.6.3. Skills and attributes

2.6.4. Roles and responsibilities

2.7. 7. Technology considerations

2.7.1. SD tools

2.7.2. SM tools

2.8. 8. Implementing SD

2.8.1. Business Impact Analysis

2.8.2. Service Level Requirements

2.8.3. Risks to the servicess and processes

2.8.4. Implementing SD

2.8.5. Measurement of SD

2.9. 9. Challenges, CSFs and risks

2.9.1. Challenges

2.9.2. Risks

2.9.3. Untitled

3. Continual Service Improvement

3.1. 1. Intro

3.2. 2. SM as a practice

3.2.1. What is service management?

3.2.2. What are services?

3.2.3. Functions and processes across the lifecycle

3.2.4. CSI fundamentals

3.3. 3. CSI Principles

3.3.1. CSI and organizational change

3.3.2. Ownership

3.3.3. Role definitions

3.3.4. External and internal drivers

3.3.5. SLM

3.3.6. The Deming Cycle

3.3.7. Service Measurement

3.3.8. Knowledge management

3.3.9. Benchmarks

3.3.10. Governance

3.3.11. Frameworks, models, standards and quality systems

3.4. 4. CSI Processes

3.4.1. The 7-Step improvement process

3.4.2. Service Reporting

3.4.3. Service Measurement

3.4.4. ROI for CSI

3.4.5. Business questions for CSI

3.4.6. SLM

3.5. 5. CSI methods and techniques

3.5.1. Methods and techniques

3.5.2. Assesments

3.5.3. Benchmarking

3.5.4. Measurement and reporting frameworks

3.5.5. The Deming Cycle

3.5.6. CSI and other SM processes

3.5.7. Summary

3.6. 6. Organizing for CSI

3.6.1. Roles and responsibilities that support CSI

3.6.2. The authority matrix

3.6.3. Summary

3.7. 7. Technology considerations

3.7.1. Tools to support CSI activities

3.7.2. Summary

3.8. 8. Implementing CSI

3.8.1. Critical considerations for implementing CSI

3.8.2. Where do I start?

3.8.3. Governance

3.8.4. CSI and organizational change

3.8.5. Communication strategy and plan

3.8.6. Summary

3.9. 9. Challenges, CSFs and risks

3.9.1. Challenges

3.9.2. Critical success factors

3.9.3. Risks

3.9.4. Summary

4. Service Operation

4.1. 1. Intro

4.1.1. Achieve a desired steady state of managing services on a day to day basis

4.1.2. Focuses on the delivery and control process activities

4.1.3. V2 Service Support and Service Delivery Processes form a major part of this volume

4.2. 2. SM as a practice

4.2.1. What is service management?

4.2.2. What are services?

4.2.3. Functions and processes across the lifecycle

4.2.4. SO fundamentals

4.3. 3. SO Principles

4.3.1. Functions, groups, Teams, depts, and divisions

4.3.2. Achieving Balance in SO

4.3.3. Providing Service

4.3.4. Operation staff involvement in Service Design (SD) and Service Transition (ST)

4.3.5. Documentation

4.4. 4. Service Operation processes

4.4.1. Event Management

4.4.2. Incident Management

4.4.3. Request Fullfilment

4.4.4. Problem Management

4.4.5. Access Management

4.4.6. Operational activities of processes covered in other lifecycle phases

4.5. 5. Common Service Operation activities

4.5.1. Monitoring and control

4.5.2. IT Operations

4.5.3. Mainframe Management

4.5.4. Server Management and Support

4.5.5. Network Management

4.5.6. Storage and Archive

4.5.7. DB Administration

4.5.8. Directory services anagement

4.5.9. Desktop Support

4.5.10. Middleware Management

4.5.11. Internet/Web Management

4.5.12. Facilities and Data Centre Management

4.5.13. Information Security Management and Service Operation

4.5.14. Improvement of operational activities

4.6. 6. Organizing for Service Operation

4.6.1. Functions

4.6.2. Service Desk

4.6.3. Technical Management

4.6.4. IT Operations Management

4.6.5. Application Management

4.6.6. SO roles and responsibilities

4.6.7. SO Org. Structures

4.7. 7. Technology Considerations

4.7.1. Generic requirements

4.7.2. Event Management

4.7.3. Incident Management

4.7.4. Request Fulfillment

4.7.5. Problem Management

4.7.6. Access Management

4.7.7. Service Desk

4.8. 8. Implementing Service Operation

4.8.1. Managing Change in SO

4.8.2. SO and Project Management

4.8.3. Assesing and managnig risk in SO

4.8.4. Operational Staff in SD and ST

4.8.5. Planing and implementing SM technologies

4.9. 9. Challenges, CSFs, and Risks

4.9.1. Challenges

4.9.2. CSFs

4.9.3. Risks

4.10. AA Complementary Industry Guidance

4.10.1. COBIT

4.10.2. CMMI

4.10.3. BSC

4.10.4. QM

4.10.5. OSI Framework

4.11. AB Communication in SO

4.11.1. Routine operational communication

4.11.2. Communication between shifts

4.11.3. Performance reporting

4.11.4. Communication in projects

4.11.5. Communication in Changes

4.11.6. Communication in Exceptions

4.11.7. Communication in Emergencies

4.11.8. Communication with users and customers

4.12. AC Kepner and Tregoe

4.12.1. Defining the problem

4.12.2. Describing the problem

4.12.3. Establishing possible cause

4.12.4. Testing the most probable cause

4.12.5. Verifying the true cause

4.13. AD Ishikawa Diagrams

4.14. AE Detailed Description of Facilities Management

4.14.1. Building Management

4.14.2. Equipment hosting

4.14.3. Power Management

4.14.4. Environmental Conditioning and Alert Systems

4.14.5. Safety

4.14.6. Physical Access Control

4.14.7. Shipping and Receiving

4.14.8. Involvement in Contract Management

4.14.9. Maintenance

4.15. AF Physical Access Control

5. Service Strategy

5.1. 1. Overview

5.2. 2. Service Management as a practice

5.2.1. What is SM?

5.2.2. What are services?

5.2.3. The business process

5.2.4. Principles of SM

5.2.5. The Service Lifecycle

5.2.6. Functions and processes across the lifecycle

5.3. 3. Service strategy principles

5.3.1. Value creation

5.3.2. Service assets

5.3.3. Service provider types

5.3.4. Service structures

5.3.5. SS fundamentals

5.4. 4. Service Strategy

5.4.1. Define the market

5.4.2. Develop the offerings

5.4.3. Develop strategic assets

5.4.4. Prepare for execution

5.5. 5. Service economics

5.5.1. Financial management

5.5.2. ROI

5.5.3. Service Portfolio Management

5.5.4. Service Portfolio Management Methods

5.5.5. Demand Management

5.6. 6. Strategy and organization

5.6.1. Organizatioonal development

5.6.2. Organizational departmentalization

5.6.3. Organizational design

5.6.4. Organizational culture

5.6.5. Sourcing strategy

5.7. 7. Strategy, tactics and operations

5.7.1. Implementation through the lifecycle

5.7.2. Strategy and design

5.7.3. Strategy and operations

5.7.4. Strategy and improvement

5.8. 8. Technology and strategy

5.8.1. Service automation

5.8.2. Service interfaces

5.8.3. Tools for service strategy

5.9. 9. Challenges, CSFs and risks

5.9.1. Complexity

5.9.2. Coordination and control

5.9.3. Preserving value

5.9.4. Effectiveness in measurement

5.9.5. Risks