CEB Infrastructure Leadership Council
CEB Infrastructure Leadership Council
ITIL v3 Process
ITIL v3 Process
Cheat Sheets
The ITIL v3 process cheat sheets include a definition, description to business, and high-level process diagram, as well as a list of stakeholders, activities, and common pitfalls for ITIL v3 processes. Each cheat sheet includes a condensed case study from a progressive organizations that has adopted the process.
Service Strategy
Service Portfolio Management 5
A service provider’s method for prioritizing investments to develop new services, modify existing services, or retire old services. Service portfolio management helps the service provider to decide on a strategy to serve its customers and to develop its offerings and capabilities. For this reason, service portfolio management is highly related to the management of offerings in the IT service catalog
Demand Management 7
A service provider’s method for forecasting its customers’ future demand for IT services, typically through analysis of business plans, the adequacy of existing services, and evolution in the
technology marketplace
Financial Management 9
A service provider’s methods for budgeting, accounting, and allocating costs of IT services
delivered with the specific goals of aligning spending with strategic objectives and improving the transparency of IT spend
Service Design
Service Catalog Management 11
A service provider’s method for cataloging and communicating with customers about its services— typically spanning provisioning policies, architecture dependencies, service-level options, cost, and ordering steps for all active services as well as those under development, as identified by service portfolio management
Service-Level Management 13
A service provider’s method for ensuring that a service meets customers’ functional and technical performance requirements by mapping a business service to numerous supporting services,
validating that the required service levels are technically and economically feasible, and negotiating alternatives where they are not
Capacity Management 15
A service provider’s method of managing all business, service, and component capacity requirements—both current and future—in a timely and cost-effective manner
Availability Management 17
A service provider’s method for ensuring that the availability of a service meets or exceeds
customer requirements in a cost-effective manner by defining, analyzing, planning, measuring, and improving availability across infrastructures, processes, tools, and roles
IT Service Continuity Management 19 A service provider’s method for managing risks that could undermine delivery of agreed service
levels by planning for the recovery of IT services. As such, IT Service Continuity Management is considered a subset of business continuity management
Information Security Management 21
A service provider’s method for securing all services and service management operations and aligning IT security with business security
Supplier Management 23
A service provider’s method for securing consistent, cost-effective quality from all suppliers
engaged in service delivery. Because expectations are typically codified in contractual agreements, supplier management is often highly integrated with service level management
Service Transition
Service Asset and Configuration Management 25
A service provider’s method for identifying, maintaining, controlling, and verifying assets and managing how they connect hierarchically to form business systems with the goal improving efficiency and service quality by aiding processes such as financial, change, and incident management
Service Validation and Testing 27
A service provider’s method for ensuring that a new or changed service meets customer requirements and verifying that it is ready for production support by IT operations
Release and Deployment Management 29
A service provider’s method for ensuring that the capabilities laid down in service design are built, tested, and delivered
Change Management 31
A service provider’s method for managing service change to reduce resource commitments and minimize disruption to regular operations
Knowledge Management 33
A service provider’s method for collecting, maintaining, and dispensing reliable information about services throughout its lifecycle
Service Operation
Event Management 35
A service provider’s method for monitoring the IT infrastructure in order to detect, categorize, and correct any exceptional conditions or events that would impede normal operations
Incident Management 37
A service provider’s method for managing incidents to restore normal service as quickly as possible with minimal impact on business operations and user productivity
Problem Management 39 A service provider’s method for minimizing adverse business impact by preventing recurring
incidents that stem from underlying errors in the IT infrastructure.
Request Fulfillment 41
A service provider’s method for responding to users’ requests for information, advice, routine changes, or service access. Request Fulfillment is new to ITIL v3 and designed to differentiate business-impacting incidents from simple requests
Continual Service Improvement
Service Measurement and Reporting 43
A service provider’s method for delivering metrics and reporting on all other ITIL processes to either validate or correct current actions
Continual Service Improvement Process 45
A service provider’s method for using measurement to continually improve service efficiency and effectiveness as understood through business requirements
Definition: A service provider’s method for prioritizing investments to develop new services, modify existing services,
or retire old services. Service portfolio management helps the service provider to decide on a strategy to serve its customers and to develop its offerings and capabilities. For this reason, service portfolio management is highly related to the management of offerings in the IT s ervice catalog
VALUE TO BUSINESS
An effective service portfolio management helps organizations to:
■ Improve efficiency, speed, and quality through the use of standard services; ■ Govern investments across the portfolio of services offered; and
■ Consistently evaluate potentially valuable new capabilities.
HIGH-LEVEL PROCESS FLOW
Define Analyze Approve Charter
KEY CONCEPTS
■ Service Portfolio: The complete set of services available in the organization, including deployed, developing, and retired services
■ Service Strategy: A systematic long-term action plan
specifically designed for the IT service organization to achieve defined objectives
■ Service Strategy Plan: A plan for implementing the service strategy including activities, objectives, and responsibilities for stakeholders
KEY PERFORMANCE INDICATORS (KPI)
■ Degree of Adoption: The percentage of IT budget that flows through the service offering
■ Number of Planned New Services: Percentage of new services developed, after being triggered by service portfolio management ■ Number of Unplanned New Services: Percentage of new
services developed without being triggered by service portfolio management
■ Number of Strategic Initiatives: Number of strategic initiatives launched from the service portfolio management process ■ Number of New Customers: Number of newly won customers ■ Number of Lost Customers: Number of customers lost
to competing service providers
COMMON PITFALLS
■ Unclear definition of the market place and end users’ needs leads to incorrect service deployment and reduced utilization
■ Inadequate financial
management to monitor and measure value generated by IT leading to cost slippages
Service Portfolio Management
Stakeholders ■ Head of Apps
■ Service Portfolio Manager
Stakeholders
■ Resource Managers ■ Head of Apps
■ Project Management Office ■ Service Portfolio Manager
Stakeholders
■ IT Steering Group (Senior Mgmt from IT and Business) ■ Financial Manager
■ Service Portfolio Manager
Stakeholders
■ IT Steering Group (Senior Mgmt from IT and Business) ■ Service Portfolio Manager Focus on the Following
■ Identification of services currently being offered and those proposed by customers ■ Assigning financial resources
to the services based on demand and areas needing improvement
Focus on the Following
■ Definition of the long-term goals and strategy of the organization ■ Definition of services needed to achieve the identified goals ■ Identification of the resources and capabilities to create such
services
■ Completion of the proposed portfolio, authorization of services, and plan for the future(Outcome of approval could be retain, replace, rationalize, refactor, renew, and retire)
Focus on the Following
■ Communication of decisions ■ Allocation of resources ■ Chartering of the proposed
services S E R V I C E S T R A T E G Y S E R V I C E D E S I G N S E R V I C E T R A N S I T I O N S E R V I C E O P E R A T I O N C O N T I N U A L S E R V I M P R O V E M E N T
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