ITIL® is a registered trade mark of AXELOS Limited. ITIL® logo courtesy of the AXELOS Limited. Trademarks are properties of the holders, who are not affiliated with mind map author.
PRINCE2® Agile, see PRINCE2® Agile mind map
ITIL®, see ITIL® mind map
M_o_R® - Management of Risk, see M_o_R® mind map
MoV® - Management of Value, see MoV® mind map
MoP® - Management of Portfolios, see MoP® mind map
MSP® - Managing Successful Programmes, see MSP® mind map
PRINCE2® - PRojects IN Changing Environments, see PRINCE2® mind map
P3O® - Portfolio, Programme and Project Office, see P3O® mind map
yet remember - "In reality there are no such things as best practices. There are only practices that are good within a certain context."
AXELOS are a new joint venture company, created by the Cabinet Office on behalf of Her Majesty’s Government (HMG) in the United Kingdom and Capita plc to run the Best Management Practice portfolio, now called AXELOS Global Best Practice
Utility, The functionality offered by a product or service to meet a particular need., Functionality, Fitness for purpose, What the customer gets
Warranty, Ability of a service to be available when needed, to provide the required capacity, and to provide the required reliability in terms of continuity and security., Fitness for use, Performance, How service is delivered
Shown by, Economic value, Reputation, Customer Perception
Internal services, Delivered between departments or business units in the same organization
External services, Delivered to external customers
Core, Service that delivers the basic outcomes desired by one or more customers.
Enabling, Service that is needed in order to deliver a core service., May or may not be visible to the customer, but they are not offered to customers in their own right.
Enhancing (optional), Service that is added to a core service to make it more attractive to the customer., Not essential to the delivery of a core service but are used to encourage customers to use the core services or to differentiate the service provider from its competitors
Two or more services that have been combined to offer a solution to a specific type of customer need or to underpin specific business outcomes
Choice of utility and warranty offered to customers by a core service or service package.
Document(s) defining all aspects of an IT service and its requirements through each stage of its lifecycle
Important link between service design and service transition stages of lifecycle.
Set of criteria used to ensure that an IT service meets its functionality and quality requirements and that the IT service provider is ready to operate the new IT service when it has been deployed.
Database or structured document with information about all live IT services, including those ready for deployment.
Contains information about two types of IT service., Supporting Services, An IT service that is not directly used by the business, but is required by the IT service provider to deliver customer-facing services., User-centered Services, An IT service that is visible to the customer.
The process provides a single comprehensive source of information about all live IT services and ensures that information is available to all authorised to access it.
Standards - ISO/IEC 20000
Training and education
Internal and external experience
Industry practice, Sarbanes Oxley (SOX), Financial Services Authority (FSA)
A set of actions designed to achieve a particular result. Activities are usually defined as part of processes or plans, and are documented in procedures.
Process responsible for ensuring that IT services meet the current and future availability needs of the business in a cost-effective and timely manner.
Availability, Security principle that ensures an IT service or data are available when it is required.
Integrity, Security principle that ensures data and configuration items (CIs) are modified only by authorized personnel and activities. Integrity considers all possible causes of modification, including software and hardware failure, environmental events, and human intervention.
Confidentiality, Security principle that requires that data should only be accessed by authorized people.
Amount of money spent on an activity, IT service, or business unit., The costs includes actual costs (money), notional costs (such as people's time) and depreciation
any costs that are incurred when delivering a single service to a particular customer. Direct costs are uniquely assigned to a business unit, customer or specific recipient
costs that do not vary with IT service usage – for example the cost of server hardware
A team or group of people and the tools or other resources they use to carry out one or more processes or activities – for example, the service desk.
Perform certain types of work
e.g. Service Desk
Ensures that policies and strategy are actually implemented, and that required processes are correctly followed. Governance includes defining roles and responsibilities, measuring and reporting, and taking actions to resolve any issues identified.
Provides leadership, defines organizational structures, defines processes. Ensures that IT of an organization supports strategies and objectives of that organization.
costs that are shared across multiple business units or shared across multiple services. Indirect costs can not be uniquely assigned to particular recipient
All opportunities on the market that service provider should recognize and use to meet customers' business needs.
Technique used to help make decisions about capital expenditure (CAPEX).
Creates value for customers
Defines roles, activities, guidelines
Accountable, One person
Clarifies roles and responsibilities
Variants, RACI, Responsible, Assists, Consulted, Informed, RACI, Recommends, Approves, Consulted, Informed
Alternatives, RASCI, … Support, RACI-VS, … Verifier, Signatory, RACIO, … Omitted, DACI, RAPID®, Recommend, Agree, Perform, Input, Decide, Created by Bain & Company
Measurement of the expected benefit of an investment.
Facilitates outcomes without costs & risks
Uncertainty of outcome
Process responsible for identifying, assessing and controlling risks.
Responsibility within Process or Function.
Role is defined in a Process or Function.
One person or team may have multiple Roles.
Any person, group of people or organization affected by a process or associated with the process.
costs that depend on how much an IT service is used, how many products are produced, the number and type of users, electricity or something else that cannot be fixed in advance
Someone who buys goods or services. The customer of an IT service provider is the person or group who defines and agrees the service level targets.
Internal Customer, A customer who works for the same business as the IT service provider. Provider and internal customers are parts of the same organisation.
External Customer, A customer who works for a different business from the IT service provider. Provider and external customer are separate units that belong to separate organizations.
(SS331, SD258, ST226, SO193, CSI132)
Responsible for the operational management of a process.
(SS331, SD258, ST226, SO193, CSI131)
Defines Strategy, policy, standards
Assists with design
Input to CSI register
(SS329, SD257, ST224, SO192, CSI130)
Accountable for ensuring that a process is fit for purpose.
Responsible for managing one or more services throughout their entire lifecycle.
Accountable for delivery of service
Prime customer contact
Ensures delivery meets requirements
Identify areas for input into CSI register / raise RFC's
Communication with Process Owners
Reporting & monitoring
A service provider that provides IT services to internal or external customers. Both internal IT department or an independent company.
(SS331, SD259, ST226, SO194, CSI132)
Carrying out one or more process activities.
Role is defined in a Process or Function
One person or team may have multiple roles
Owner of service level management process.
An organization supplying services to one or more internal customers or external customers., Service Provider classification, Type I - Internal Service Provider, Type II - Shared Service Unit, Type III - Exteral Service Provider
A third party responsible for supplying goods or services that are required to deliver IT services like network and telecom services, hardware maintenance, datacentre services, hosting, collocation etc.
A person who uses the IT service on a day-to-day basis. Users are distinct from customers, as some customers do not use the IT service directly.
A process is measurable and performance driven
It may include any of the roles, responsibilities, tools and management controls required to reliably deliver the outputs
A process may define policies, standards, guidelines, activities and work instructions if they are needed
A process takes one or more defined inputs and turns them into defined outputs
A process exists to deliver a specific, identifiable and countable result
A process must meet expectations of all internal and external customers
Measurable, Performance driven, Cost, quality, duration, productivity …
Specific Results, Delivery of a specific output/result, Individually identifiable and countable
Has stakeholders, Delivery of result to a customer or stakeholder, Meeting customers' expectations, Could be internal or external
Originating from a certain event, Traceable to a specific trigger, Responds to a specific event or is triggered at certain dates
Control, Owner, Documentation, Objectives, Feedback
Process, Activities, Procedures, Metrics, Improvement, Roles, Process Owner, Process Manager, Process Practitioner
Enablers, Capabilities, Resources
Using an internal service provider to manage IT services.
Using an external service provider to manage IT services.
Combination of insourcing and outsourcing. Other models.
Multi-sourcing, formal arrangement between to or more provider organisations to work together and support one large customer (consortium)
Business Process Outsourcing, entire business process outsourcing
Application Service Provision, providing computer based-services over a network
Knowledge Process Outsourcing, providing business and domain-based expertise
Agreement between an IT service provider and a customer.
SLA types, Service based SLA, Agreement that covers one service for all the customers of that service., Customer based SLA, Agreement with the individual Customer group, covering all the services they use. More flexible, better adjusted to customer’s needs but more complicated., Multi-level SLA, Good for the largest organisations. The most complex, divided on levels:, Corporate level, Covering all the generic SLM issues appropriate to every customer throughout the organization., Customer level, Covering all SLM issues relevant to the particular customer group or business unit, regardless of the service being used., Service level, Covering all SLM issues relevant to specific service, in relation to a specific Customer group (one for each service covered by the SLA).
Example of SLA content, Agreement parties, Service description, Scope of the agreement, Service hours, Service availability, Reliability, Customer Support, Contact points and escalation, Service performance, Batch turnaround times, Functionalities, Change Management, Service Continuity, Security, Responsibilities, Charging, Service Reporting and reviewing, Glossary, Amendment sheet
Agreement between an IT Service Provider and another part of the same organization.
Contract between an IT Service Provider and a third party.
Customer requirement for an aspect of an IT service.
Commitment that is documented in a service level agreement.
S - Specific.
M - Measurable.
A - Achievable.
R - Relevant.
T - Time bound.
ITIL Service Design 2011 Edition, ISBN-13: 978-0113313051, 456 pages, http://www.amazon.com/ITIL-Service-Design-2011-Edition/dp/0113313055/
ITIL Service Strategy 2011 Edition, ISBN-13: 978-0113313044, 469 pages, http://www.amazon.com/ITIL-Service-Strategy-2011-Edition/dp/0113313047/
ITIL Service Transition 2011 Edition, ISBN-13: 978-0113313068, 360 pages, http://www.amazon.com/Service-Transition-Edition-Management-Practices/dp/0113313063
ITIL Service Operation 2011 Edition, ISBN-13: 978-0113313075, 384 pages, http://www.amazon.com/Service-Operation-Edition-Management-Practice/dp/0113313071/
ITIL Continual Service Improvement 2011 Edition, ISBN-13: 978-0113313082, 260 pages, http://www.amazon.com/Continual-Service-Improvement-Management-Practices/dp/011331308X
Copyright © AXELOS Limited.
ITIL® Foundation, http://online.apmg-exams.com/index.aspx?subid=4&masterid=3
ITIL® Foundation Syllabus, http://www.itil-officialsite.com/nmsruntime/saveasdialog.aspx?lID=625&sID=197
ITIL®: the basics, http://www.best-management-practice.com/gempdf/ITIL_The_Basics.pdf
ITIL® is ITIL, https://www.axelos.com/gempdf/ITIL_is_ITIL_White_Paper_Mar12.pdf
Review of recent ITIL® studies, https://www.axelos.com/gempdf/Review_ITIL_Studies_White_Paper_Nov11.pdf
Executive briefi ng: the benefi ts of ITIL®, http://www.best-management-practice.com/gempdf/Executive_briefing_the_benefits_of_ITIL.pdf
ITIL in a Recession, http://www.best-management-practice.com/gempdf/ITIL_in_Recession_White_Paper_May09.pdf
Publications are complementary to each other
Defines perspective, position, plans and patterns that the service provider should execute to meet the business objectives of the organization
Establishes an overall Strategy for IT Services and for IT Service Management.
Key documents, Vision and mission statements, Strategies, strategic and tactical, plans and policies, Service requirements, Service charter, Service definitions, classification and visualization, Service models, Service packages, Option space, Cost model, Financial information and budgets, Business cases, Business impact analysis (BIA), Patterns of business activity (PBAs), User profiles (UPs), Stakeholder definitions
Key principles, Service management as a strategic asset, Internal and external customers, Internal and external services, Core, enabling and enhancing services, Value: Business outcomes, perceptions and preferences, Functionality (utility), performance (warranty) and price, Service packages, Sourcing strategy, Value networks
Service Strategy processes (5), Strategy management for IT services, Financial management for IT services, Function and process responsible for managing an IT service provider’s budgeting, accounting and charging requirements., Accounting, Budgeting, Charging, Demand management, Process responsible for understanding, anticipating and influencing customer demand for services., Service portfolio management, The process with all activities required to manage the Service Portfolio are defined., Business relationship management, The process responsible for maintaining a positive relationship with customers (business).
Service Strategy benefits, It helps to understand what the strategy is, It helps to clearly define the services and the customers who use these services, It helps to identify existing market opportunities and use them, It helps to predict and plan for the resources required to provide services, It helps to define the quality of services, It helps to determine the appropriate approach to improving services
Contains the following elements: design of new or changed services, governing practices, processes and policies required to realize the service provider’s strategy and to facilitate the introduction of services into supported environment
Key principles, Five aspects of holistic service design:, Service solutions for new or changed services, Management information systems and tools, especially the service portfolio, Technology architectures and management architectures, Processes, Measurement methods and metrics, Balanced design:, Functionality, Resources, Schedule, IT service design vs. business change, The 4 Ps of service design:, People, Processes, Products (services,technology, tools), Partners (suppliers, vendors), Service oriented architecture, Design constraints, Service delivery options and strategies
Key documents, Service design policies and plans, Service acceptance criteria (SAC) and service level requirements (SLR), Service definitions, Service catalogues, Service design package (SDP), Solution designs, Architectures & standards, Processes, Measurement and metrics, Service level agreements (SLA), Contracts and operational level agreements (OLA), Service reports, Service improvement plan (SIP), Availability policy, plans, designcriteria, risk analysis and reports, Capacity policy, plans, workload analysis, forecasts and reports, Business and IT service continuity policy, strategy, plans, risk and business impact analysis and reports, Business and information security policy, strategy, plans, risk analysis, classification, controls and reports, Supplier and contracts policy, strategy, plans and reports, RACI matrix
Service Design processes (8), Service catalogue management, Availability management, Information security management, Service level management, Capacity management, Supplier management, IT service continuity management, Design coordination
Service Design benefits, Value to business of Service Design:, Reduces or optimises Total Costs of Ownership (TCO), Improved quality and consistency of services, Implementation of new or changed services is better prepared and easier, Improved service alignment, More effective service performance, Improved IT Governance, More effective service management and processes, Improved decision making, Service design should be understood as a set of operations by which the service is created based on business requirements as a product ready for deployment
Ensures that new, modified or retired services meet the expectation of the business as documented in the service strategy and service design stages of the lifecycle
Key documents, Service transition strategies, policies, plans and budgets, Service packages, Service design package (SDP), Service acceptance criteria (SAC), SLAs, contracts and agreements, Change and configuration management policy, plans and reports, Change models, Requests for changes (RFC) and change records, Change schedules and plans, CAB agenda & minutes, Configuration models, Configuration baselines, status reports and audit reports, Release policies, plans, notes, packages and documentation, Service quality policy, risk policy, test strategy, test models, test plans, test reports and known errors, Build plans and documentation, Evaluation plans & reports, Deployment plans and reports, Service transition report, Knowledge management strategy
Service Transition processes (7), Transition planning and support, Change management, Service asset and configuration management, Release and deployment management, Knowledge management, Service validation and testing, Change evaluation
Service Transition benefits, Ensures that new, modified or retired services meet the expectations of the business as documented in the service strategy and service design stages of the lifecycle, Ensures that all changes in IT services are planned, managed and implemented in a production environment, Ensures that the transition processes are streamlined, effective and efficient and the risks involved are minimized
Coordinates and carries out the activities and processes required to deliver and manage services at agreed levels to business, users and customers
Also manages the technology that is used to deliver and support services
Key principles, Monitor and control, Manage services, components and activities, Optimize, Report
Key documents, Service operation policies and plans, Operational requirements, Event management policy, plans and reports, Incident management policy, plans and reports, Incident models, Major incident procedure, Request fulfillment policy, plans and reports, Request models, Problem management policy, plans and reports, Problem models, Information security policy, plans, classification, controls and reports, Processes, Technical documentation, Operational procedures and instructions, Functional documentation, User guides
Functions (4), Service Desk, Technical Management, IT Operation Management, IT Operations Control, Facilities Management, Application Management
Service Operation processes (5), Request fulfillment, Access management, Event management, Incident management, Problem management
Service Operation benefits, Service operation also manages the technology that is used to deliver and support services, Through the service operation lifecycle stage the business directly sees and receives value from IT
Ensures that services are aligned with changing business needs by identifying and implementing improvement to IT services that supports business processes
Key principles, Deming Cycle, Plan, Do, Check, Act
Key documents, Continual service improvement policies and plans, Corporate and IT vision, mission, goals and objectives, Critical Success Factors (CSFs), Key Performance Indicators (KPIs) and metrics and achievements, Service level targets and achievements, Balanced scorecard, Service improvement plans (SIPs), Business cases, Reporting policies and rules, Reports and dashboards
Continual Service Improvement processes (1), Seven-step improvement process
Service Transition benefits, Identifies the business objectives and benefits of the improvements, Evaluate and improve the quality of services, the overall maturity of the IT service provider organization and defined processes, Mechanisms may be subject to continuous improvement services, processes, procedures, stages of life services (including CSI)
IT as a partner, not the supplier
Source: Pink Elephant – “The Benefits of ITIL® White Paper”, March 2006
Procter & Gamble, Started using ITIL in 1999 and has realized a 6% to 8% cut in operating costs. Another ITIL project has reduced help desk calls by 10%. In four years, the company reported overall savings of about $500 million.
Caterpillar, Embarked on a series of ITIL projects in 2000. After applying ITIL principles, the rate of achieving the target response time for incident management on Web-related services jumped from 60% to more than 90%.
Nationwide Insurance, Implementing key ITIL processes in 2001 led to a 40% reduction of its systems outages. The company estimates a $4.3 million ROI over the next three years.
Capital One, An ITIL program that began in 2001 resulted in a 30% reduction in systems crashes and software-distribution errors, and a 92% reduction in “business-critical” incidents by 2003.
Products, Services, technology and tools etc.
Partners, Suppliers, manufacturers and vendors etc.
The person or group responsible for completing a task
The individual ultimately held responsible for the task
The person or people whose opinions are sought
The person or people who are given updates on the task