Information Technology Infrastructure Library (ITIL®) study guide mind map

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Information Technology Infrastructure Library (ITIL®) study guide mind map por Mind Map: Information Technology Infrastructure Library (ITIL®) study guide mind map

1. ITIL Maturity Model (IMM)

1.1. https://www.axelos.com/gempdf/ITIL_Maturity_Model_v1_2W.pdf

1.2. https://www.axelos.com/gempdf/ITIL_Maturity_Model_SA_User_Guide_v1_2W.pdf

1.3. Watch: ITIL Maturity Model Subscriptions

2. ITIL® (formerly Information Technology Infrastructure Library) - process based standard and library (not methodology) of best practices and processes for IT Service Management (not IT management). ITIL® is one of the 12 recognized globally and practically proven management standards from AXELOS® Global Best Practice family of UK standards. ITIL is closely connected to BiSL® and ASL®2 standards and is seen as a complementary extension.

2.1. How ITIL® fits into AXELOS® Global Best Practices family of UK standards.

2.2. AXELOS® Global Best Practices family of standards from UK.

2.2.1. PRINCE2® Agile

2.2.1.1. see PRINCE2® Agile mind map

2.2.2. ITIL®

2.2.2.1. see ITIL® mind map

2.2.3. M_o_R® - Management of Risk

2.2.3.1. see M_o_R® mind map

2.2.4. MoV® - Management of Value

2.2.4.1. see MoV® mind map

2.2.5. MoP® - Management of Portfolios

2.2.5.1. see MoP® mind map

2.2.6. MSP® - Managing Successful Programmes

2.2.6.1. see MSP® mind map

2.2.7. PRINCE2® - PRojects IN Changing Environments

2.2.7.1. see PRINCE2® mind map

2.2.8. P3O® - Portfolio, Programme and Project Office

2.2.8.1. see P3O® mind map

2.2.9. yet remember - "In reality there are no such things as best practices. There are only practices that are good within a certain context."

2.3. Since 2000 the Office of Government Commerce (OGC), former owner of PRINCE2® (and other Best Management Practices) has been the custodian of the portfolio on behalf of UKG. In June 2010 as a result of UKG reorganisation the Minister for the Cabinet Office announced that the PRINCE2® functions have moved into Cabinet Office.

2.3.1. 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

2.3.2. https://www.gov.uk/government/publications/best-management-practice-portfolio/about-the-office-of-government-commerce

2.4. see BiSL® mind map

2.5. see ASL®2 mind map

3. Services

3.1. Value to customers

3.1.1. Utility

3.1.1.1. The functionality offered by a product or service to meet a particular need.

3.1.1.2. Functionality

3.1.1.3. Fitness for purpose

3.1.1.4. What the customer gets

3.1.2. Warranty

3.1.2.1. 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.

3.1.2.2. Fitness for use

3.1.2.3. Performance

3.1.2.4. How service is delivered

3.1.3. Shown by

3.1.3.1. Economic value

3.1.3.2. Reputation

3.1.3.3. Customer Perception

3.2. Service types

3.2.1. Internal services

3.2.1.1. Delivered between departments or business units in the same organization

3.2.2. External services

3.2.2.1. Delivered to external customers

3.3. Classification of services

3.3.1. Core

3.3.1.1. Service that delivers the basic outcomes desired by one or more customers.

3.3.2. Enabling

3.3.2.1. Service that is needed in order to deliver a core service.

3.3.2.1.1. May or may not be visible to the customer, but they are not offered to customers in their own right.

3.3.3. Enhancing (optional)

3.3.3.1. Service that is added to a core service to make it more attractive to the customer.

3.3.3.1.1. 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

3.3.4. Supporting

3.4. Service Package

3.4.1. 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

3.5. Service Level Package (SLP)

3.5.1. Choice of utility and warranty offered to customers by a core service or service package.

3.6. Service Design Package (SDP)

3.6.1. Document(s) defining all aspects of an IT service and its requirements through each stage of its lifecycle

3.6.2. Important link between service design and service transition stages of lifecycle.

3.7. Service Acceptance Criteria (SAC)

3.7.1. 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.

3.8. Service Catalogue

3.8.1. Database or structured document with information about all live IT services, including those ready for deployment.

3.8.2. Contains information about two types of IT service.

3.8.2.1. Supporting Services

3.8.2.1.1. An IT service that is not directly used by the business, but is required by the IT service provider to deliver customer-facing services.

3.8.2.2. User-centered Services

3.8.2.2.1. An IT service that is visible to the customer.

3.9. Service Catalogue Management (SCM)

3.9.1. 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.

3.10. Service Portfolio

4. Best Practice

4.1. Sources

4.1.1. Standards - ISO/IEC 20000

4.1.2. Training and education

4.1.3. Internal and external experience

4.1.4. Research

4.1.5. Industry practice

4.1.5.1. Sarbanes Oxley (SOX)

4.1.5.2. Financial Services Authority (FSA)

4.2. Enablers

4.2.1. Employees

4.2.2. Customers

4.2.3. Suppliers

4.2.4. Advisors

4.2.5. Technology

4.3. Knowledge to achieve business objectives

5. Basic Definitions

5.1. Activity

5.1.1. 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.

5.2. Availability Management

5.2.1. Process responsible for ensuring that IT services meet the current and future availability needs of the business in a cost-effective and timely manner.

5.3. CIA

5.3.1. Availability

5.3.1.1. Security principle that ensures an IT service or data are available when it is required.

5.3.2. Integrity

5.3.2.1. 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.

5.3.3. Confidentiality

5.3.3.1. Security principle that requires that data should only be accessed by authorized people.

5.4. Cost

5.4.1. Amount of money spent on an activity, IT service, or business unit.

5.4.1.1. The costs includes actual costs (money), notional costs (such as people's time) and depreciation

5.5. Direct Costs

5.5.1. 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

5.6. Fixed Costs

5.6.1. costs that do not vary with IT service usage – for example the cost of server hardware

5.7. Function

5.7.1. 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.

5.7.2. Specialised units

5.7.3. Perform certain types of work

5.7.4. e.g. Service Desk

5.8. Governance

5.8.1. 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.

5.9. IT Governance

5.9.1. Provides leadership, defines organizational structures, defines processes. Ensures that IT of an organization supports strategies and objectives of that organization.

5.10. Indirect Costs

5.10.1. costs that are shared across multiple business units or shared across multiple services. Indirect costs can not be uniquely assigned to particular recipient

5.11. Market Space

5.11.1. All opportunities on the market that service provider should recognize and use to meet customers' business needs.

5.12. Net Present Value (NPV)

5.12.1. Technique used to help make decisions about capital expenditure (CAPEX).

5.13. Process

5.13.1. Coordinated activities

5.13.2. Performance driven

5.13.3. Creates value for customers

5.13.4. Defines roles, activities, guidelines

5.14. RACI Model

5.14.1. Responsible

5.14.2. Accountable

5.14.2.1. One person

5.14.3. Consulted

5.14.4. Informed

5.14.5. Clarifies roles and responsibilities

5.14.6. Variants

5.14.6.1. RACI

5.14.6.1.1. Responsible, Assists, Consulted, Informed

5.14.6.2. RACI

5.14.6.2.1. Recommends, Approves, Consulted, Informed

5.14.7. Alternatives

5.14.7.1. RASCI

5.14.7.1.1. … Support

5.14.7.2. RACI-VS

5.14.7.2.1. … Verifier, Signatory

5.14.7.3. RACIO

5.14.7.3.1. … Omitted

5.14.7.4. DACI

5.14.7.5. RAPID®

5.14.7.5.1. Recommend, Agree, Perform, Input, Decide

5.14.7.5.2. Created by Bain & Company

5.15. Return on Investment (ROI)

5.15.1. Measurement of the expected benefit of an investment.

5.16. Risk

5.16.1. Facilitates outcomes without costs & risks

5.16.2. Uncertainty of outcome

5.17. Risk Management

5.17.1. Process responsible for identifying, assessing and controlling risks.

5.18. Role

5.18.1. Responsibility within Process or Function.

5.18.2. Role is defined in a Process or Function.

5.18.3. One person or team may have multiple Roles.

5.19. Stakeholder

5.19.1. Any person, group of people or organization affected by a process or associated with the process.

5.20. Variable Cost

5.20.1. 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

6. Roles

6.1. Access Manager

6.2. Account Manager

6.3. Applications Analyst/architect

6.4. Applications Manager/team-leader

6.5. Availability Manager

6.6. Build and test environment staff

6.7. Business Owner

6.8. Business Strategy Manager

6.8.1. (SS332)

6.9. CMS/tools Administrator

6.10. CSI Manager

6.10.1. (CSI132)

6.11. CSI Reporting Analyst

6.12. Capacity Manager

6.13. Change Advisory Board (CAB)

6.14. Change Authority

6.15. Change Manager

6.16. Configuration Administrator/Librarian

6.17. Configuration Analyst

6.18. Configuration Control Board

6.19. Configuration Manager

6.20. Continuity Manager

6.21. Customer

6.21.1. 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.

6.21.2. Internal Customer

6.21.2.1. A customer who works for the same business as the IT service provider. Provider and internal customers are parts of the same organisation.

6.21.3. External Customer

6.21.3.1. 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.

6.22. Deployment staff

6.23. Early Life Support staff

6.24. Emergency Change Advisory Board (ECAB)

6.25. First line support

6.26. Generic Process Manager

6.26.1. (SS331, SD258, ST226, SO193, CSI132)

6.26.2. Responsible for the operational management of a process.

6.27. Generic Process Owner

6.27.1. (SS331, SD258, ST226, SO193, CSI131)

6.27.2. Defines Strategy, policy, standards

6.27.3. Assists with design

6.27.4. Documentation

6.27.5. Audits

6.27.6. Communication

6.27.7. Input to CSI register

6.27.8. Process manager

6.27.9. Process practitioner

6.28. Generic Service Owner

6.28.1. (SS329, SD257, ST224, SO192, CSI130)

6.28.2. Accountable for ensuring that a process is fit for purpose.

6.28.3. Responsible for managing one or more services throughout their entire lifecycle.

6.28.4. Accountable for delivery of service

6.28.5. Maintenance

6.28.6. Prime customer contact

6.28.7. Ensures delivery meets requirements

6.28.8. Identify areas for input into CSI register / raise RFC's

6.28.9. Communication with Process Owners

6.28.10. Reporting & monitoring

6.29. IT Designer/Architect

6.30. IT Directorate

6.31. IT Facilities Manager

6.32. IT Operations Analyst

6.33. IT Operations Manager

6.34. IT Operator

6.35. IT Planner

6.36. IT Service Provider

6.36.1. A service provider that provides IT services to internal or external customers. Both internal IT department or an independent company.

6.37. IT Steering Group

6.37.1. (SS333)

6.38. Incident Manager

6.39. Knowledge Management process owner

6.40. Major Incident Team

6.41. Performance and Risk Evaluation Manager

6.42. Problem Management team

6.43. Problem Manager

6.44. Generic Process Practitioner

6.44.1. (SS331, SD259, ST226, SO194, CSI132)

6.44.2. Carrying out one or more process activities.

6.45. Product Manager

6.46. Release Packaging and Build Manager

6.47. Release and Deployment Manager

6.48. Role - a set of responsibilities, activities and authorities assigned to a person or team

6.48.1. Role is defined in a Process or Function

6.48.2. One person or team may have multiple roles

6.49. Second line support

6.50. Security Manager

6.51. Service Asset Manager

6.52. Service Catalogue Manager

6.53. Service Design Manager

6.54. Service Desk Analyst

6.55. Service Desk Manager

6.56. Service Desk Supervisor

6.57. Service Level Manager

6.57.1. Owner of service level management process.

6.58. Service Manager

6.59. Service Provider

6.59.1. An organization supplying services to one or more internal customers or external customers.

6.59.1.1. Service Provider classification

6.59.1.1.1. Type I - Internal Service Provider

6.59.1.1.2. Type II - Shared Service Unit

6.59.1.1.3. Type III - Exteral Service Provider

6.60. Service Test Manager

6.61. Service Transition Manager

6.62. Service Transition planning and support

6.63. Shift Leader

6.64. Super users

6.65. Supplier

6.65.1. 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.

6.66. Supplier Manager

6.67. Technical Analyst/Architect

6.68. Technical Manager/team-leader

6.69. Technical Operator

6.70. Test Manager

6.71. Test Support team

6.72. Third line support

6.73. User

6.73.1. 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.

7. Processes

7.1. Process - a structured set of activities designed to accomplish a specific objective

7.1.1. A process is measurable and performance driven

7.1.2. It may include any of the roles, responsibilities, tools and management controls required to reliably deliver the outputs

7.1.3. A process may define policies, standards, guidelines, activities and work instructions if they are needed

7.1.4. A process takes one or more defined inputs and turns them into defined outputs

7.1.5. A process exists to deliver a specific, identifiable and countable result

7.1.6. A process must meet expectations of all internal and external customers

7.2. Process characteristics

7.2.1. Measurable

7.2.1.1. Performance driven

7.2.1.2. Cost, quality, duration, productivity …

7.2.2. Specific Results

7.2.2.1. Delivery of a specific output/result

7.2.2.2. Individually identifiable and countable

7.2.3. Has stakeholders

7.2.3.1. Delivery of result to a customer or stakeholder

7.2.3.2. Meeting customers' expectations

7.2.3.3. Could be internal or external

7.2.4. Originating from a certain event

7.2.4.1. Traceable to a specific trigger

7.2.4.2. Responds to a specific event or is triggered at certain dates

7.3. Process Model

7.3.1. Control

7.3.1.1. Owner

7.3.1.2. Documentation

7.3.1.3. Objectives

7.3.1.4. Feedback

7.3.2. Process

7.3.2.1. Activities

7.3.2.2. Procedures

7.3.2.3. Metrics

7.3.2.4. Improvement

7.3.2.5. Roles

7.3.2.5.1. Process Owner

7.3.2.5.2. Process Manager

7.3.2.5.3. Process Practitioner

7.3.3. Enablers

7.3.3.1. Capabilities

7.3.3.2. Resources

8. IT services sourcing models

8.1. Insourcing

8.1.1. Using an internal service provider to manage IT services.

8.2. Outsourcing

8.2.1. Using an external service provider to manage IT services.

8.3. Co-sourcing

8.3.1. Combination of insourcing and outsourcing. Other models.

8.4. Other models (selected)

8.4.1. Multi-sourcing

8.4.1.1. formal arrangement between to or more provider organisations to work together and support one large customer (consortium)

8.4.2. Business Process Outsourcing

8.4.2.1. entire business process outsourcing

8.4.3. Application Service Provision

8.4.3.1. providing computer based-services over a network

8.4.4. Knowledge Process Outsourcing

8.4.4.1. providing business and domain-based expertise

9. Service Level Management (SLM)

9.1. According to Sturm, Morris and JandeR, SLM is “The disciplined, proactive methodology and procedures used to ensure that adequate levels of service are delivered to all IT users in accordance with business priorities and at acceptable cost.”

9.2. Service Level Agreement (SLA)

9.2.1. Agreement between an IT service provider and a customer.

9.2.2. SLA types

9.2.2.1. Service based SLA

9.2.2.1.1. Agreement that covers one service for all the customers of that service.

9.2.2.2. Customer based SLA

9.2.2.2.1. Agreement with the individual Customer group, covering all the services they use. More flexible, better adjusted to customer’s needs but more complicated.

9.2.2.3. Multi-level SLA

9.2.2.3.1. Good for the largest organisations. The most complex, divided on levels:

9.2.3. Example of SLA content

9.2.3.1. Agreement parties

9.2.3.2. Service description

9.2.3.3. Scope of the agreement

9.2.3.4. Service hours

9.2.3.5. Service availability

9.2.3.6. Reliability

9.2.3.7. Customer Support

9.2.3.8. Contact points and escalation

9.2.3.9. Service performance

9.2.3.10. Batch turnaround times

9.2.3.11. Functionalities

9.2.3.12. Change Management

9.2.3.13. Service Continuity

9.2.3.14. Security

9.2.3.15. Responsibilities

9.2.3.16. Charging

9.2.3.17. Service Reporting and reviewing

9.2.3.18. Glossary

9.2.3.19. Amendment sheet

9.3. Operational Level Agreement (OLA)

9.3.1. Agreement between an IT Service Provider and another part of the same organization.

9.4. Underpinning Contract (UC)

9.4.1. Contract between an IT Service Provider and a third party.

9.5. Service Level Requirement (SLR)

9.5.1. Customer requirement for an aspect of an IT service.

9.6. Service Level Target (SLT)

9.6.1. Commitment that is documented in a service level agreement.

10. SMART model

10.1. Acronym for helping to remember that targets in SLAs / OLAs and project plans should be

10.1.1. S - Specific.

10.1.2. M - Measurable.

10.1.3. A - Achievable.

10.1.4. R - Relevant.

10.1.5. T - Time bound.

11. ITIL® Official publications

11.1. ITIL 5 Core publications

11.1.1. ITIL Service Design 2011 Edition

11.1.1.1. ISBN-13: 978-0113313051

11.1.1.2. 456 pages

11.1.1.3. http://www.amazon.com/ITIL-Service-Design-2011-Edition/dp/0113313055/

11.1.2. ITIL Service Strategy 2011 Edition

11.1.2.1. ISBN-13: 978-0113313044

11.1.2.2. 469 pages

11.1.2.3. http://www.amazon.com/ITIL-Service-Strategy-2011-Edition/dp/0113313047/

11.1.3. ITIL Service Transition 2011 Edition

11.1.3.1. ISBN-13: 978-0113313068

11.1.3.2. 360 pages

11.1.3.3. http://www.amazon.com/Service-Transition-Edition-Management-Practices/dp/0113313063

11.1.4. ITIL Service Operation 2011 Edition

11.1.4.1. ISBN-13: 978-0113313075

11.1.4.2. 384 pages

11.1.4.3. http://www.amazon.com/Service-Operation-Edition-Management-Practice/dp/0113313071/

11.1.5. ITIL Continual Service Improvement 2011 Edition

11.1.5.1. ISBN-13: 978-0113313082

11.1.5.2. 260 pages

11.1.5.3. http://www.amazon.com/Continual-Service-Improvement-Management-Practices/dp/011331308X

12. ITIL® Official resources

12.1. ITIL® sample exams, available online

12.1.1. ITIL® Foundation

12.1.1.1. http://online.apmg-exams.com/index.aspx?subid=4&masterid=3

12.2. ITIL® examination syllabus

12.2.1. ITIL® Foundation Syllabus

12.2.1.1. http://www.itil-officialsite.com/nmsruntime/saveasdialog.aspx?lID=625&sID=197

12.3. ITIL® glossary

12.3.1. EN

12.3.1.1. http://www.itil-officialsite.com/nmsruntime/saveasdialog.aspx?lID=1180&sID=242

12.3.2. PL

12.3.2.1. http://www.itil-officialsite.com/nmsruntime/saveasdialog.aspx?lID=1289&sID=242

12.4. ITIL® White Papers (selected)

12.4.1. ITIL®: the basics

12.4.1.1. http://www.best-management-practice.com/gempdf/ITIL_The_Basics.pdf

12.4.2. ITIL® is ITIL

12.4.2.1. https://www.axelos.com/gempdf/ITIL_is_ITIL_White_Paper_Mar12.pdf

12.4.3. Review of recent ITIL® studies

12.4.3.1. https://www.axelos.com/gempdf/Review_ITIL_Studies_White_Paper_Nov11.pdf

12.4.4. Executive briefi ng: the benefi ts of ITIL®

12.4.4.1. http://www.best-management-practice.com/gempdf/Executive_briefing_the_benefits_of_ITIL.pdf

12.4.5. ITIL in a Recession

12.4.5.1. http://www.best-management-practice.com/gempdf/ITIL_in_Recession_White_Paper_May09.pdf

12.5. ITIL® website

12.5.1. http://www.itil-officialsite.com/

13. Service Lifecycle (5)

13.1. Additionally ITIL offers Complementary guidance which is a complementary set of official publications with guidance and best practices to different organizational types, operating models, technologies, architecture and industry sectors

13.2. ITIL is based on service lifecycle and consists of 5 core volumes

13.2.1. Publications are complementary to each other

13.3. Service Strategy

13.3.1. Defines perspective, position, plans and patterns that the service provider should execute to meet the business objectives of the organization

13.3.2. Establishes an overall Strategy for IT Services and for IT Service Management.

13.3.3. ISBN-13: 978-0113313044

13.3.4. ISBN-10: 0113313047

13.3.5. Key documents

13.3.5.1. Vision and mission statements

13.3.5.2. Strategies, strategic and tactical

13.3.5.3. plans and policies

13.3.5.4. Service requirements

13.3.5.5. Service charter

13.3.5.6. Service definitions, classification and visualization

13.3.5.7. Service models

13.3.5.8. Service packages

13.3.5.9. Option space

13.3.5.10. Cost model

13.3.5.11. Financial information and budgets

13.3.5.12. Business cases

13.3.5.13. Business impact analysis (BIA)

13.3.5.14. Patterns of business activity (PBAs)

13.3.5.15. User profiles (UPs)

13.3.5.16. Stakeholder definitions

13.3.6. Key principles

13.3.6.1. Service management as a strategic asset

13.3.6.2. Internal and external customers

13.3.6.3. Internal and external services

13.3.6.4. Core, enabling and enhancing services

13.3.6.5. Value: Business outcomes, perceptions and preferences

13.3.6.6. Functionality (utility), performance (warranty) and price

13.3.6.7. Service packages

13.3.6.8. Sourcing strategy

13.3.6.9. Value networks

13.3.7. Service Strategy processes (5)

13.3.7.1. Strategy management for IT services

13.3.7.2. Financial management for IT services

13.3.7.2.1. Function and process responsible for managing an IT service provider’s budgeting, accounting and charging requirements.

13.3.7.2.2. Accounting

13.3.7.2.3. Budgeting

13.3.7.2.4. Charging

13.3.7.3. Demand management

13.3.7.3.1. Process responsible for understanding, anticipating and influencing customer demand for services.

13.3.7.4. Service portfolio management

13.3.7.4.1. The process with all activities required to manage the Service Portfolio are defined.

13.3.7.5. Business relationship management

13.3.7.5.1. The process responsible for maintaining a positive relationship with customers (business).

13.3.8. Service Strategy benefits

13.3.8.1. It helps to understand what the strategy is

13.3.8.2. It helps to clearly define the services and the customers who use these services

13.3.8.3. It helps to identify existing market opportunities and use them

13.3.8.4. It helps to predict and plan for the resources required to provide services

13.3.8.5. It helps to define the quality of services

13.3.8.6. It helps to determine the appropriate approach to improving services

13.4. Service Design

13.4.1. 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

13.4.2. ISBN-13: 978-0113313051

13.4.3. ISBN-10: 0113313055

13.4.4. Key principles

13.4.4.1. Five aspects of holistic service design:

13.4.4.1.1. Service solutions for new or changed services

13.4.4.1.2. Management information systems and tools, especially the service portfolio

13.4.4.1.3. Technology architectures and management architectures

13.4.4.1.4. Processes

13.4.4.1.5. Measurement methods and metrics

13.4.4.2. Balanced design:

13.4.4.2.1. Functionality

13.4.4.2.2. Resources

13.4.4.2.3. Schedule

13.4.4.3. IT service design vs. business change

13.4.4.4. The 4 Ps of service design:

13.4.4.4.1. People

13.4.4.4.2. Processes

13.4.4.4.3. Products (services,technology, tools)

13.4.4.4.4. Partners (suppliers, vendors)

13.4.4.5. Service oriented architecture

13.4.4.6. Design constraints

13.4.4.7. Service delivery options and strategies

13.4.5. Key documents

13.4.5.1. Service design policies and plans

13.4.5.2. Service acceptance criteria (SAC) and service level requirements (SLR)

13.4.5.3. Service definitions

13.4.5.4. Service catalogues

13.4.5.5. Service design package (SDP)

13.4.5.6. Solution designs

13.4.5.7. Architectures & standards

13.4.5.8. Processes

13.4.5.9. Measurement and metrics

13.4.5.10. Service level agreements (SLA), Contracts and operational level agreements (OLA)

13.4.5.11. Service reports

13.4.5.12. Service improvement plan (SIP)

13.4.5.13. Availability policy, plans, designcriteria, risk analysis and reports

13.4.5.14. Capacity policy, plans, workload analysis, forecasts and reports

13.4.5.15. Business and IT service continuity policy, strategy, plans, risk and business impact analysis and reports

13.4.5.16. Business and information security policy, strategy, plans, risk analysis, classification, controls and reports

13.4.5.17. Supplier and contracts policy, strategy, plans and reports

13.4.5.18. RACI matrix

13.4.6. Service Design processes (8)

13.4.6.1. Service catalogue management

13.4.6.2. Availability management

13.4.6.3. Information security management

13.4.6.4. Service level management

13.4.6.5. Capacity management

13.4.6.6. Supplier management

13.4.6.7. IT service continuity management

13.4.6.8. Design coordination

13.4.7. Service Design benefits

13.4.7.1. Value to business of Service Design:

13.4.7.1.1. Reduces or optimises Total Costs of Ownership (TCO)

13.4.7.1.2. Improved quality and consistency of services

13.4.7.1.3. Implementation of new or changed services is better prepared and easier

13.4.7.1.4. Improved service alignment

13.4.7.1.5. More effective service performance

13.4.7.1.6. Improved IT Governance

13.4.7.1.7. More effective service management and processes

13.4.7.1.8. Improved decision making

13.4.7.2. 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

13.5. Service Transition

13.5.1. 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

13.5.2. ISBN-13: 978-0113313068

13.5.3. ISBN-10: 0113313063

13.5.4. Key documents

13.5.4.1. Service transition strategies, policies, plans and budgets

13.5.4.2. Service packages

13.5.4.3. Service design package (SDP)

13.5.4.4. Service acceptance criteria (SAC)

13.5.4.5. SLAs, contracts and agreements

13.5.4.6. Change and configuration management policy, plans and reports

13.5.4.7. Change models

13.5.4.8. Requests for changes (RFC) and change records

13.5.4.9. Change schedules and plans

13.5.4.10. CAB agenda & minutes

13.5.4.11. Configuration models

13.5.4.12. Configuration baselines, status reports and audit reports

13.5.4.13. Release policies, plans, notes, packages and documentation

13.5.4.14. Service quality policy, risk policy, test strategy, test models, test plans, test reports and known errors

13.5.4.15. Build plans and documentation

13.5.4.16. Evaluation plans & reports

13.5.4.17. Deployment plans and reports

13.5.4.18. Service transition report

13.5.4.19. Knowledge management strategy

13.5.5. Service Transition processes (7)

13.5.5.1. Transition planning and support

13.5.5.2. Change management

13.5.5.3. Service asset and configuration management

13.5.5.4. Release and deployment management

13.5.5.5. Knowledge management

13.5.5.6. Service validation and testing

13.5.5.7. Change evaluation

13.5.6. Service Transition benefits

13.5.6.1. 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

13.5.6.2. Ensures that all changes in IT services are planned, managed and implemented in a production environment

13.5.6.3. Ensures that the transition processes are streamlined, effective and efficient and the risks involved are minimized

13.6. Service Operation

13.6.1. Coordinates and carries out the activities and processes required to deliver and manage services at agreed levels to business, users and customers

13.6.2. Also manages the technology that is used to deliver and support services

13.6.3. ISBN-13: 978-0113313075

13.6.4. ISBN-10: 0113313071

13.6.5. Key principles

13.6.5.1. Monitor and control

13.6.5.2. Manage services, components and activities

13.6.5.3. Optimize

13.6.5.4. Report

13.6.6. Key documents

13.6.6.1. Service operation policies and plans

13.6.6.2. Operational requirements

13.6.6.3. Event management policy, plans and reports

13.6.6.4. Incident management policy, plans and reports

13.6.6.5. Incident models

13.6.6.6. Major incident procedure

13.6.6.7. Request fulfillment policy, plans and reports

13.6.6.8. Request models

13.6.6.9. Problem management policy, plans and reports

13.6.6.10. Problem models

13.6.6.11. Information security policy, plans, classification, controls and reports

13.6.6.12. Processes

13.6.6.13. Technical documentation

13.6.6.14. Operational procedures and instructions

13.6.6.15. Functional documentation

13.6.6.16. User guides

13.6.7. Functions (4)

13.6.7.1. Service Desk

13.6.7.2. Technical Management

13.6.7.3. IT Operation Management

13.6.7.3.1. IT Operations Control

13.6.7.3.2. Facilities Management

13.6.7.4. Application Management

13.6.8. Service Operation processes (5)

13.6.8.1. Request fulfillment

13.6.8.2. Access management

13.6.8.3. Event management

13.6.8.4. Incident management

13.6.8.5. Problem management

13.6.9. Service Operation benefits

13.6.9.1. Service operation also manages the technology that is used to deliver and support services

13.6.9.2. Through the service operation lifecycle stage the business directly sees and receives value from IT

13.7. Continual Service Improvement

13.7.1. Ensures that services are aligned with changing business needs by identifying and implementing improvement to IT services that supports business processes

13.7.2. ISBN-13: 978-0113313082

13.7.3. ISBN-10: 011331308X

13.7.4. Key principles

13.7.4.1. Deming Cycle

13.7.4.1.1. Plan

13.7.4.1.2. Do

13.7.4.1.3. Check

13.7.4.1.4. Act

13.7.5. Key documents

13.7.5.1. Continual service improvement policies and plans

13.7.5.2. Corporate and IT vision, mission, goals and objectives

13.7.5.3. Critical Success Factors (CSFs)

13.7.5.4. Key Performance Indicators (KPIs) and metrics and achievements

13.7.5.5. Service level targets and achievements

13.7.5.6. Balanced scorecard

13.7.5.7. Service improvement plans (SIPs)

13.7.5.8. Business cases

13.7.5.9. Reporting policies and rules

13.7.5.10. Reports and dashboards

13.7.6. Continual Service Improvement processes (1)

13.7.6.1. Seven-step improvement process

13.7.7. Service Transition benefits

13.7.7.1. Identifies the business objectives and benefits of the improvements

13.7.7.2. Evaluate and improve the quality of services, the overall maturity of the IT service provider organization and defined processes

13.7.7.3. Mechanisms may be subject to continuous improvement services, processes, procedures, stages of life services (including CSI)

14. Interactive ITIL® Glossary

14.1. Interactive ITIL® Glossary

15. This freeware, non-commercial mind map (aligned with the newest version of ITIL®) was carefully hand crafted with passion and love for learning and constant improvement as well for promotion the standard and library ITIL® and as a learning tool for candidates wanting to gain ITIL® qualification. (please share and give feedback - your feedback and comments are my main motivation for further elaboration. THX!)

15.1. Questions / issues / errors? What do you think about my work? Your comments are highly appreciated. Feel free to visit my website: www.miroslawdabrowski.com

15.1.1. http://www.miroslawdabrowski.com

15.1.2. http://www.linkedin.com/in/miroslawdabrowski

15.1.3. https://www.google.com/+MiroslawDabrowski

15.1.4. https://play.spotify.com/user/miroslawdabrowski/

15.1.5. https://twitter.com/mirodabrowski

15.1.6. miroslaw_dabrowski

16. ITIL Qualification Scheme / ITIL Certification Roadmap

17. Selected benefits of using ITIL

17.1. Improving cooperation of IT – Business/Customer

17.2. Greater involvement of IT

17.2.1. IT as a partner, not the supplier

17.3. Improve resource utilization

17.4. Decrease rework

17.5. Improve upon project deliverables and time

17.6. Improve availability, reliability and security of mission critical IT services

17.7. Provide services that meet business, customer, and user demands

17.8. Integrate central processes

17.9. Document and communicate roles and responsibilities in service provision

17.10. Real World Benefits of using ITIL

17.10.1. Source: Pink Elephant – “The Benefits of ITIL® White Paper”, March 2006

17.10.2. Procter & Gamble

17.10.2.1. 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.

17.10.3. Caterpillar

17.10.3.1. 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%.

17.10.4. Nationwide Insurance

17.10.4.1. 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.

17.10.5. Capital One

17.10.5.1. 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.

18. 4Ps model

18.1. 4Ps Model: IT service management requires effective and efficient use of 4 areas:

18.1.1. People

18.1.2. Processes

18.1.3. Products

18.1.3.1. Services, technology and tools etc.

18.1.4. Partners

18.1.4.1. Suppliers, manufacturers and vendors etc.

19. RACI Model

19.1. Helps to clearly define roles and responsibilities for each activity in a process

19.2. Responsible

19.2.1. The person or group responsible for completing a task

19.3. Accountable

19.3.1. The individual ultimately held responsible for the task

19.4. Consulted

19.4.1. The person or people whose opinions are sought

19.5. Informed

19.5.1. The person or people who are given updates on the task

20. Watch: Demystifying ITIL 2011 (by Julie L. Mohr)

21. Policies and Strategies (44)

21.1. SD access control policy

21.2. SD anti-virus policy

21.3. SD asset disposal policy

21.4. ST Asset Management policy

21.5. SD backup and recovery strategy,

21.6. SO Backup and Restore strategy

21.7. ST Change Management policy

21.8. CSI communication strategy

21.9. ST Communication Strategy

21.10. ST Configuration Management policy

21.11. CSI continual improvement strategy

21.12. SO cost strategy

21.13. SD delivery strategy

21.14. SD document classification policy

21.15. SD e-mail policy

21.16. SD environmental strategy

21.17. SD information classification policy

21.18. SD internet policy

21.19. SD IT Service Continuity Strategy

21.20. SD ITSCM policy

21.21. ST Knowledge Management strategy

21.22. SO Operations Strategy

21.23. SD password control policy

21.24. SD procurement and contract policy

21.25. ST release policy

21.26. SD remote access policy

21.27. CSI Reporting policy

21.28. ST retention policy

21.29. SD Risk Management Policy

21.30. SD Security Policy

21.31. SD security strategy.

21.32. ST Service Asset and Configuration Management strategy.

21.33. ST service quality policy

21.34. SO Service Strategy

21.35. ST Service Transition policy

21.36. SS sourcing strategy

21.37. ST Stakeholder management strategy

21.38. SD strategy for the acquisition and management of IT assets

21.39. SD Supplier and contracts strategy

21.40. SD supplier policy

21.41. SD supplier strategy

21.42. ST Test strategy

21.43. ST Transition strategy

21.44. SD virus policy

22. ITIL® Foundation courseware