http://en.wikipedia.org/wiki/Information_Technology_Infrastructure_Library
    ITIL Service Strategy[5]
    ITIL Service Design[6]
    ITIL Service Transition[7]
    ITIL Service Operation[8]
    ITIL Continual Service Improvement[9]
---------------------------------------------
Outage Post-mortem:
Summmary,Impact,Rsolution,Root cause,Follow-up

Troubleshoot 1st step: look for alert, duplicate problem
---------------------------------------------------------------------------
ITIL Cerifcation - 12 parts
*-- Security --*
-Meet internal & extenral requirments.
Costs= [Reputation, new hirs, firewall]
Problem =[now Donwload, aware new protocols, passwarod sharing, file access]
Availaabilty ,continuity= balanace Risks reduce & recovery, service level.
Porblem & Cost = [Committment, Communication, Diligence][{errors Maintain, Failure, cross training]

*-- Financial --*
+Direct cost= Server,staff
+Inidrect= Shared soft licsenses
+Fixed= Nainatnece, Contract & Lease
+Variable=Utility, contractor, file server
+Operational= admin, software license
+Capital= Hardware/software 1-time (init purchase)
-Budgeting: constraing, forecast allocations
-Accounting: define costs, cost-effieveness.
-Charging: Billing & justictcation, cost-benefit reason.

Depreciation: Reduced balance, Straight line, By usage
Charging: Differential, roration(init trial), Full=Monthly Invoice.
Problems: Comitment, Quantify indirect costs, dependce, costs documentations, skilled acountant.
Expense Reocvery, influcne user bharviouer, recovery by usage, control internal.
Cost, cost plus, going rate, market price, fixe price.
Cost + % markup.


*-- Configuration --*
CMDB= Config mgmt DB =  [ Relationship, Standaridztion & Authority.] 
Differ thatn Asset management. 
CI = config item= [ Hardware, software & docs]; not relationsip & ID.
Attributes = [Tehcnical, ownership, relationship]; not stated where & approval.
Scope = category, depth= tree detail.
Trigger= [ new config item, status change, audit]

Life cycke: Register -> Accpeted -> installed -> withdrawn.
Audit Trigger= [after implemnt CMDB, infrastructure change, disaster]; not just notifcation.
Need acutally use new software version. News not sufficent.
Acitvity: Plan & implment, communicate, Audit, Report.
CI update news, gradual implment, phase -out old.
Unautroized CI, CI vairance, Missing CI.
Problem: scope&depth, reistance, bypass.
Cost: Hadrware, software, personnel.


*-- Release --*
Minor, Major, Emergency. ex. relase bug fix. new hardware/functions, restoration service.
Delta= small part, full/scheduled, package= config item.

Acitivity: Build&config, test&accept,schedule, communicate & prepare, install & distribute.
DSL= definte Softawre library= (master copies, 1+ secure locations, wthdrawn sofware) -> part of CMDB.
DHS= Definte Hardware Storage= (configed as live env, spare hardware).
Plans: Build & Test plan, rollout, Backout, Communicate, Acceptance Plans= input of install.Build & test= install script & test in isolated enviroment.
Deadline time, rollback version, contigency.
OUtput of instal= [Upgraded Service, Upgraded Recordes, Refined CIC, known errors record]
Release manager: advocate, investigate unauthorized changes, train, communciate; Not justify or approve changes.
Sucess indices: Schedule & Budge,  Fail & Backout, DSL & DHS, Record & updates
Reports: sucess install, new relase errors known, failed/backout releases/
Problems: resistance ,responsibility, time.
Costs: facilities, Tools, employees.


*-- Service Level --*
Neogitate, finalize, monitor, report, review
SLA parts: serivce descrition, hours, availability, support levels, performance.
Function, charges, Continuty, Security, changes.
Strucute: copprate/multi, customer=deparmenrts, serivce=DBs & software.
Negotaions: service catalogs. underpin contacts,Operations level agreement, SLA.
Metrics: # not satisfy SLA, cost measure & monitor SLA, progress of improvements,driver of complaints.
Monitor: Report serivce levels and tech/process actions,
Review: Serivce improment plan (SIP) & related problems.
Problem: Culture & target define.
Costs: Personnel, training, documentations.

*-- Capacity --*
Benefit: Reduced costs, disruptions, optimal workload throughput, reduce fustration
Balancing: buesiness, service & restore capacties.
input= business plan, output= Capcacity DB.
Acitives: demand mgmt, monitor, analysis, tuning, implement.
Models, app sizing, capacity plan (current status, future demand/change, purchase
Biz capacity= Future plans, baseline, requirement of new change.
Server capcaty: locking strategy, monitor all software
Restoration capacity= tuning, altternatives, monitor multi serices 
Capacity manage: update capacity DB, capactity plans; no optmization. Treshold & plan changes
Problems: Unreal expectaions, lack of current & future requirments, distrubuted enviroment.
Costs: Management & implmentation, EPL, tools.


*-- Problem --*
Incident->Problem->Known error.
Problem= incident with unkown cause.
(Problem control, knwon error control, proactive). (Reactive vs proactive) 
Ouptuts: known errors, RFC (request for change), updated records. 
Reactive: indentify, record, classify, investage, diagonosis.
Classify by category & priority. Priorty: impact, urgency.
Proactive: Tend analysis, target preventions.
Known error control: indeifty, assess, resolution record, resolution monitoring, closure.
Problem mgmt lead: contorl activies, monitor effectiveness & recommendations, monotir resolution progress, pass info on fixes & workarounds.
(tragets, audits, review).
Problem: commnuications to inciident & devs, resistance with informal methods.
Costs: shared tools with other departments, people costs.


*-- Change --*
Change requirment, access requirement= access/password.. FSC= Fowarded schedule changes.
Steps: filter request for change, assess impact, authorize, review, close.
Output: scheduled changes, request for change, change advisory board, reports.
Request for change fields: ID #, related docs, affected change item, reason, requestor.
(Impact, urgency time, wrokaround avialable).  Schedule, build ,test, implent.
Evalute: incident/problem, time allocations, goal, satisfy,
Emergency differce: approval board (subest of change advisory baord), test( install product first), fail (continous try).
Manager tasks: filter RFC, coordinate with change advisory board, Foward schdule changes, close RFC.
Needs: tools, process (config & release),  commitment.
Problem: bypass, retain control, cling to old ways.
Costs: People software, hardware.
 

*-- Continuty --*
Inital(define contirnuity policy), requireement & strategy, implment, opreation mangement (train, review,test).
Reovoery plan: strategy, invocation, general guide, dependcy, teams& checklist, procedure.
(scope, aoolcate resource, reorganize). Risk assement: possibility, chance for each fail cause.
BIA= business impact analysis= recovery steps. Balance risk reduction VS reocvery.
Recovery: nothing, manual, external arragement, gradual recovery, warm start(24~72hr), hot start.
implement: standby arragement,dev plans & procdedure, intial test, risk reduction.
Manager: establish disaster contintty plans, reponse plan, test & review schedule.
Tied to: service desk, config, availabity, change, capacity.
Problem: locate recovery faciltiies, lack awareness.
Costs: OPS coss- test, audit, update.
ITSCM= IT serivce contunity management.
Customer= payer & owner, user= sofwtware/service user.


*-- Availibity --*
beneifts: standards monitored and improved, reduce unavailibility, ensure non-breach., customer satisfaction, service culture, min disruption.
Input: requirements & data from incident and problems.
Output: design critrea & target agreeement.
Levles: availvibity, reilabiltiy, maintainence, servicable, resiliance, security.
Reliable= no interruption & failure.
Plan: schedule, requirements, report issue, actual vs agreed targets.
Assessment: CFIA(componenet fail impact analysis), FTA(Fault tree analysis),  CCTA risks analysis and mangement, countermasures, ITAMM= IT availibilty matrix model.
Optimize: system outage anaylsis, expanded incident  lifecycle, Tech observation post.
Service availaiblty % = 100% - (unplanned downtime / agrreed service time).
Infrastructure availibiltiy % = host availibiltyy * netowrk * server * workstation (all in percentage).
Host availilty %= 100% - component unavailble * backup unavailble.
Extended incidnet lifecycle: person detect, whole org detect, diagnosis, repair, reovery, restore.
Mean time bewteen failure= restore ~ next fail start. 
MTTR= mean time to reapir= start ~ restore.
Tied to: continuity(common risks), problem, capacity, serivce level, change.
Problems: agreed specifc & measuring targets, appoint manager. Costs: people & training.


*-- Service Desk --*
local=distributed country, central=1 location, virtual= hotlines.
Tools: telephone, IVR(interal voice responder), email, pager. Not fax & answering machine.
Roles: respond call/incident/changes, provide info, supplier liason, monitor infrastructure.
Need: room, product & customer doc lib, service catalog, confernce phone, seat, desk.
process: common structured questioning, gather customer info, cross check CMDB, marketing.
Budge, expecation, infrasturucte, cusomter, volume incidents, coverage period.
Workload pattern, SLA, response required, training level, support techs, process & procedure.
Team play, empathy, professional. 
Qaulty Assure: incident % closed, calls handled, average resolve time, PABX.
PABX=private auto branch exchange = call term, duration, repsonde time.
Tied toL incident, chage ,serivce leve, continuity, configuration, release.
Costs: recruit, accomndation, license, training, hardware.
Problem: resource & skils, over-rely on tech, resist new ways, commitment, proitize user serivce.


*-- Incident --*
Benefit: faster reoslution, user productivity, customer-based monitoring, SLA focus info, improved taragers vs SLA & CMDB, better use of staff, sla reporting, accurate incident & serivce resolution.
Priortize reutrn normal time, record incidents, 3 support levles.
Inputs: issue/service request/monitoring alerts from serivce desk.
Output: restored/closed incidnets, management info, quialty maintence, RFC, incident reports, workaround, user communications.
Steps: Detect, report, classify, inviestage, diagnosis, resolve, recovery, clsoing, tracking, communciate.
Manager:  monitor efficency, contorl work, recoomend improvments, incident mgmt system plan.
Tools: auto logs, alerts auto escalte, incident routing, data extraction, speical software, ACD (auto call disrrubtion), system integration, diagnostics tools.
Metrics: incident volume, mean elapse time, response time, avarge incident costs, % closed by service desk, % solved rmeotely (3rd level).
Linked to: config, problem(detailed info, fixes/workaround), change, serivce levelm availiblty, capacity.
Problem: bypass, overload/backlog, service catalog, SLA imcomplete, commitment.
Costs: Inital(ools, traing) vs Operating (more training, software license).


ITIL= IT infrasturcte libiray, ensure quialty of processes.
Support vs delivery. OGC, ITSMF, EXIN vs ISEB.
OGC= maintain ITL, works with ITSMF.
ITSMF= IT serivce mangement foundation.
ITSM Benfits: reailbile, consistency, change without disruption, measurable costs, justified SLA, increase productivity, contorl asset, better cusomter relation, flexible/adaptable.
Problem: Buy-in, bypass, time, resource, tools, fragmentization, funding,
Costs: staff, training, tools ,licenses, teleponhy, awareness campagin.
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http://www.itsmfi.org/files/itSMF_ITILV3_Intro_Overview.pdf

Overview of ITIL� V3

Contents3
1   Introduction4
2   What is Service Management?6
3   What is ITIL?8
4   Service Strategy12
5   Service Design18
6   Service Transition24
7   Service Operation29
8   Continual Service Improvement35
9   Process Cross Reference41
10   Qualifications43
11   Related Standards and Other Sources47
12   Summary49
Further Guidance and Contact Points51
Best Practice within ITIL52
About itSMF53
About the Partnership54
3
Contents4
It has become increasingly recognized that information is the most important
strategic resource that any organization has to manage.  Key to the collection,
analysis, production and distribution of information within an organization is
the quality of the IT Services provided to the business.  It is essential that we
recognize that IT Services are crucial, strategic, organizational assets and
therefore organizations must invest appropriate levels of resource into the
support, delivery and management of these critical IT Services and the IT
systems that underpin them.  However, these aspects of IT are often overlooked
or only superficially addressed within many organizations.
Key issues facing many of today�s senior Business Managers and IT Managers
are:
 IT and business strategic planning
 Integrating and aligning  IT and business goals
 Implementing continual improvement
 Measuring IT organization effectiveness and efficiency
 Optimizing costs and the Total Cost of Ownership (TCO)
 Achieving and demonstrating Return on Investment (ROI)
 Demonstrating the business value of IT
 Developing business and IT partnerships and relationships
 Improving project delivery success
 Outsourcing, insourcing and smart sourcing
 Using IT to gain competitive advantage
 Delivering the required, business justified IT services (i.e. what is required,
when required and at an agreed cost)
 Managing constant business and IT change
 Demonstrating appropriate IT governance.
The challenges for IT managers are to co-ordinate and work in partnership with
the business to deliver high quality IT services.  This has to be achieved while
adopting a more business and customer oriented approach to delivering
services and cost optimization.  
1 Introduction The primary objective of Service Management is to ensure that the IT services
are aligned to the business needs and actively support them. It is imperative
that the IT services underpin the business processes, but it is also increasingly
important that IT acts as an agent for change to facilitate business
transformation.
All organizations that use IT depend on IT to be successful. If IT processes and
IT services are implemented, managed and supported in the appropriate way,
the business will be more successful, suffer less disruption and loss of
productive hours, reduce costs, increase revenue, improve public relations and
achieve its business objectives.
Key sections within this guide:
 Section 4 overviews Service Strategy: The achievement of strategic goals or
objectives requires the use of strategic assets. The guidance shows how to
transform service management into a strategic asset.
 Section 5 overviews Service Design: guidance on designing IT services,
along with the governing IT practices, processes and policies, to realize the
strategy and facilitate the introduction of services into the live environment
ensuring quality service delivery, customer satisfaction and cost-effective
service provision.
 Section 6 overviews Service Transition: guidance for the development of
capabilities for transitioning new and changed services into operations,
ensuring the requirements of Service Strategy, encoded in Service Design,
are effectively realized in Service Operations while controlling the risks of
failure and disruption.
 Section 7 overviews Service Operation: guidance on achieving effectiveness
and efficiency in the delivery and support of services to ensure value for
the customer and the service provider. Strategic objectives are ultimately
realized through Service Operations.
 Section 8 overviews Continual Service Improvement: guidance in creating
and maintaining value for customers through better design, introduction
and operation of services, linking improvement efforts and outcomes with
Service Strategy, Design, Transition and Operation.
 Section 10 Qualifications provides an outline of the current and proposed
qualification scheme.
56
To understand what service management is, we need to understand what
services are, and how service management can help service providers to deliver
and manage these services.
A service is a means of delivering value to customers by
facilitating outcomes customers want to achieve without the
ownership of specific costs and risks.
A simple example of a customer outcome that could be facilitated by an IT
service might be: �Sales people spending more time interacting with
customers� facilitated by �a remote access service that enables reliable access
to corporate sales systems from sales people�s laptops�.
The outcomes that customers want to achieve are the reason why they purchase
or use the service. The value of the service to the customer is directly dependent
on how well it facilitates these outcomes. Service management is what enables
a service provider to understand the services they are providing, to ensure that
the services really do facilitate the outcomes their customers want to achieve, to
understand the value of the services to their customers, and to understand and
manage all of the costs and risks associated with those services.
Service Management is a set of specialized organizational
capabilities for providing value to customers in the form of
services.
These �specialized organizational capabilities� are described in this pocket
guide. They include all of the processes, methods, functions, roles and activities
that a Service Provider uses to enable them to deliver services to their
customers. 
Service management is concerned with more than just delivering services. Each
service, process or infrastructure component has a lifecycle, and service
management considers the entire lifecycle from strategy through design and
transition to operation and continual improvement. 
2   What is IT Service Management?The inputs to service management are the resources and capabilities that
represent the assets of the service provider. The outputs are the services that
provide value to the customers.
Effective service management is itself a strategic asset of the service provider,
providing them with the ability to carry out their core business of providing
services that deliver value to customers by facilitating the outcomes customers
want to achieve.
Adopting good practice can help a service provider to create an effective service
management system. Good practice is simply doing things that have been
shown to work and to be effective. Good practice can come from many different
sources, including public frameworks (such as ITIL, COBIT and CMMI),
standards (such as ISO/IEC 20000 and ISO 9000), and proprietary knowledge
of people and organizations.
78
ITIL is a public framework that describes Best Practice in IT service
management.  It provides a framework for the governance of IT, the �service
wrap�, and focuses on the continual measurement and improvement of the
quality of IT service delivered, from both a business and a customer
perspective. This focus is a major factor in ITIL�s worldwide success and has
contributed to its prolific usage and to the key benefits obtained by those
organizations deploying the techniques and processes throughout their
organizations.  Some of these benefits include:
 increased user and customer satisfaction with IT services
 improved service availability, directly leading to increased business profits
and revenue
 financial savings from reduced rework, lost time, improved resource
management and usage 
 improved time to market for new products and services
 improved decision making and optimized risk.
ITIL was published between 1989 and 1995 by Her Majesty�s Stationery Office
(HMSO) in the UK on behalf of the Central Communications and
Telecommunications Agency (CCTA) � now subsumed within the Office of
Government Commerce (OGC).  Its early use was principally confined to the
UK and Netherlands. A second version of ITIL was published as a set of
revised books between 2000 and 2004.  
The initial version of ITIL consisted of a library of 31 associated books covering
all aspects of IT service provision.  This initial version was then revised and
replaced by seven, more closely connected and consistent books (ITIL V2)
consolidated within an overall framework.  This second version became
universally accepted and is now used in many countries by thousands of
organizations as the basis for effective IT service provision. In 2007, ITIL V2
was superseded by an enhanced and consolidated third version of ITIL,
consisting of five core books covering the service lifecycle, together with the
Official Introduction.  
3   What is ITIL?The five core books cover each stage of the service lifecycle (Figure 1), from the
initial definition and analysis of business requirements in Service Strategy and
Service Design, through migration into the live environment within Service
Transition, to live operation and improvement in Service Operation and
Continual Service Improvement.  

The core books are the starting point for ITIL V3.  It is intended that the content
of these core books will be enhanced by additional complementary publications
and by a set of supporting web services (Figure 2). In addition, the ITIL V3
Process Model will be made available via the www.itil-live-portal.com website.10
These additional sources of information will provide:
 knowledge and skills: information on the experience and knowledge
needed to exploit (and gained through) ITIL 
 speciality topics: specific areas of interest, such as outsourcing
 templates
 governance methods: details of methods that have been successfully used
to govern Service Management systems and activities
 standards alignment: information on the alignment of ITIL with
international standards
 executive introduction: introductory guides for executives and senior
managers on the benefits and value of using ITIL
 study aids: additional guides that can be used by students studying ITIL,
particularly on accredited training courses
 qualifications: a set of qualifications based around the core publications
and their use within the industry
 quick wins: details of potential quick wins and benefits that can be
obtained from the adoption of ITIL practices
 scalability: how to scale service management implementation for specific
organizations, such as very small or very large businesses
 update service: a web-based service providing regular updates on the
progress and ongoing development of ITIL.
All service solutions and activities should be driven by business needs and
requirements.  Within this context they must also reflect the strategies and
policies of the service provider organization, as indicated in Figure 3.The diagram illustrates how the service lifecycle is initiated from a change in
requirements in the business.  
These requirements are identified and agreed within the Service Strategy stage
within a Service Level Package (SLP) and a defined set of business outcomes.  
This passes to the Service Design stage where a service solution is produced
together with a Service Design Package (SDP) containing everything
necessary to take this service through the remaining stages of the lifecycle. 
The SDP passes to the Service Transition stage, where the service is evaluated,
tested and validated, the Service Knowledge Management System (SKMS) is
updated, and the service is transitioned into the live environment, where it
enters the Service Operation stage.  
Wherever possible, Continual Service Improvement identifies opportunities for
the improvement of weaknesses or failures anywhere within any of the lifecycle
stages.
11
Figure 3: Key links, inputs & outputs of the service lifecycle stages
The Business / Customers Requirements
Strategies
Solution Designs
Transition Plans
Tested solutions
Operational Plans
Operational services
SKMS updated
Architectures
Standards
SDPs
Policies
Resource 
and constraints
SLPs from
Requirements
Service
Strategy
Service
Design
Service
Transition
Service
Operation
Continual
Service
Improvement
Service Knowledge Management System (SKMS)
Including the Service Portfolio and Service Catalogue
Improvement 
actions & plans  12
Purpose
The service strategy of any service provider must be grounded upon a
fundamental acknowledgement that its customers do not buy products, they
buy the satisfaction of particular needs. Therefore, to be successful, the services
provided must be perceived by the customer to deliver sufficient value in the
form of outcomes that the customer wants to achieve.
Achieving a deep understanding of customer needs, in terms of what these
needs are, and when and why they occur, also requires a clear understanding of
exactly who is an existing or potential customer of that service provider.  This,
in turn, requires the service provider to understand the wider context of the
current and potential market places that the service provider operates in, or
may wish to operate in.  
A service strategy can not be created or exist in isolation of the over-arching
strategy and culture of the organization that the service provider belongs to. The
service provider may exist within an organization solely to deliver service to one
specific business unit, to service multiple business units, or may operate as an
external service provider serving multiple external businesses.  The strategy
adopted must provide sufficient value to the customers and all of the service
provider�s stakeholders � it must fulfill the service provider�s strategic purpose.
Irrespective of the context in which the service provider operates, its service
strategy must also be based upon a clear recognition of the existence of
competition, an awareness that each side has choices, and a view of how that
service provider will differentiate itself from the competition.  All providers
need a service strategy.
Hence, the Service Strategy publication sits at the core of the ITIL V3 lifecycle.
It sets out guidance to all IT service providers and their customers, to help them
operate and thrive in the long term by building a clear service strategy, i.e. a
precise understanding of:
 what services should be offered
 who the services should be offered to
4   Service Strategy how the internal and external market places for their services should be
developed
 the existing and potential competition in these marketplaces, and the
objectives that will differentiate the value of what you do or how you do it
 how the customer(s) and stakeholders will perceive and measure value, and
how this value will be created
 how customers will make service sourcing decisions with respect to use of
different types of service providers
 how visibility and control over value creation will be achieved through
financial management
 how robust business cases will be created to secure strategic investment in
service assets and service management capabilities
 how the allocation of available resources will be tuned to optimal effect
across the portfolio of services
 how service performance will be measured.
Key Concepts
The Service Strategy publication defines some key ITIL concepts.
The four Ps of Strategy:
 perspective: the distinctive vision and direction
 position: the basis on which the provider will compete
 plan: how the provider will achieve their vision
 pattern: the fundamental way of doing things � distinctive patterns in
decisions and actions over time.
Competition and Market Space:
 every service provider is subject to competitive forces
 all service providers and customers operate in one or more internal or
external market spaces. The service provider must strive to achieve a better
understanding than its competitors of the dynamics of the market space,
its customers within it, and the combination of critical success factors that
are unique to that market space.
1314
Service Value: defined in terms of the customer�s perceived business
outcomes, and described in terms of the combination of two components:
 Service Utility: what the customer gets in terms of outcomes supported
and/or constraints removed
 Service Warranty: how the service is delivered and its fitness for use, in
terms of availability, capacity, continuity and security.
Service Value also includes the associated concepts of services as Assets, Value
Networks, Value Creation and Value Capture.
Service Provider Types:
 Type I: exists within an organization solely to deliver service to one specific
business unit
 Type II: services multiple business units in the same organization
 Type III: operates as an external service provider serving multiple external
customers.
Service Management as a Strategic Asset: the use of ITIL to
transform service management capabilities into strategic assets, by using
Service Management to provide the basis for core competency, distinctive
performance and durable advantage, and increase the service provider�s
potential from their:
 capabilities: the provider�s ability (in terms of management, organization,
processes, knowledge and people) to coordinate, control and deploy
resources 
 resources: the direct inputs for the production of services, e.g. financial,
capital, infrastructure, applications, information and people.
Critical Success Factors (CSFs): the identification, measurement and
periodic review of CSFs to determine the service assets required to successfully
implement the desired service strategy.
Service Oriented Accounting: using financial management to understand
services in terms of consumption and provisioning, and achieve translation
between corporate financial systems and service management.Service Provisioning Models: categorization and analysis of the various
models that may be selected by customers and used by service providers to
source and deliver services, and the financial management impacts of on-shore,
off-shore or near-shore variants:
 Managed Service: where a business unit requiring a service fully funds the
provision of that service for itself
 Shared Service: the provisioning of multiple services to one or more
business units through shared infrastructure and resources
 Utility: services are provided on the basis of how much is required by each
customer, how often, and at what times the customer needs them.
Organization Design and Development: achieving an ongoing shape
and structure to the service provider�s organization that enables the service
strategy.  Considerations include:  
 Organizational Development Stages: delivering services through network,
direction, delegation, coordination or collaboration depending on the
evolutionary state of the organization
 Sourcing Strategy: making informed decisions on service sourcing in terms
of internal services, shared services, full service outsourcing, prime
consortium or selective outsourcing
 Service Analytics: using technology to help achieve an understanding of
the performance of a service through analysis
 Service Interfaces: the mechanisms by which users and other processes
interact with each service
 Risk Management: mapping and managing the portfolio of risks
underlying a service portfolio.
Key Processes and Activities
In addition to Strategy Generation, Service Strategy also includes the following
key processes.
Financial Management
Financial Management covers the function and processes responsible for
managing an IT service provider�s budgeting, accounting and charging
requirements.  It provides the business and IT with the quantification, in
financial terms, of the value of IT services, the value of the assets underlying the
provisioning of those services, and the qualification of operational forecasting. 
1516
IT Financial Management responsibilities and activities do not exist solely
within the IT finance and accounting domain.  Many parts of the organization
interact to generate and use IT financial information; aggregating, sharing and
maintaining the financial data they need, enabling the dissemination of
information to feed critical decisions and activities.
Service Portfolio Management (SPM)
SPM involves proactive management of the investment across the service
lifecycle, including those services in the concept, design and transition pipeline,
as well as live services defined in the various service catalogues and retired
services.
SPM is an ongoing process, which includes the following: 
 Define: inventory services, ensure business cases and validate portfolio
data 
 Analyze: maximize portfolio value, align and prioritize and balance supply
and demand 
 Approve: finalize proposed portfolio, authorize services and resources 
 Charter: communicate decisions, allocate resources and charter services.
Demand Management
Demand management is a critical aspect of service management. Poorly
managed demand is a source of risk for service providers because of
uncertainty in demand. Excess capacity generates cost without creating value
that provides a basis for cost recovery. 
The purpose of Demand Management is to understand and influence customer
demand for services and the provision of capacity to meet these demands. At a
strategic level this can involve analysis of patterns of business activity and user
profiles. At a tactical level it can involve use of differential charging to
encourage customers to use IT services at less busy times.
A Service Level Package (SLP) defines the level of utility and warranty for a
Service Package and is designed to meet the needs of a pattern of business
activity. Key Roles and Responsibilities
The Service Strategy publication defines some specific roles and
responsibilities associated with the execution of a successful service strategy,
including:
 Business Relationship Manager (BRM): BRMs establish a strong
business relationship with the customer by understanding the customer's
business and their customer outcomes. BRMs work closely with the
Product Managers to negotiate productive capacity on behalf of customers.
 Product Manager (PM): PMs take responsibility for developing and
managing services across the life-cycle, and have responsibilities for
productive capacity,   service pipeline, and the services, solutions and
packages that are presented in the service catalogues.
 Chief Sourcing Officer (CSO): the CSO is the champion of the sourcing
strategy within the organization, responsible for leading and directing the
sourcing office and development of the sourcing strategy in close
conjunction with the CIO.
1718
Purpose
Service Design is a stage within the overall service lifecycle and an important
element within the business change process.  The role of Service Design within
the business change process can be defined as:
The design of appropriate and innovative IT services, including
their architectures, processes, policies and documentation, to
meet current and future agreed business requirements.
The main goals and objectives of Service Design are to:
 design services to meet agreed business outcomes
 design processes to support the service lifecycle
 identify and manage risks
 design secure and resilient IT infrastructures, environments, applications
and data/information resources and capability
 design measurement methods and metrics 
 produce and maintain plans, processes, policies, standards, architectures,
frameworks and documents to support the design of quality IT solutions
 develop skills and capability within IT
 contribute to the overall improvement in IT service quality.
Key Principles
Service Design starts with a set of business requirements, and ends with the
development of a service solution designed to meet documented business
requirements and outcomes and to provide a Service Design Package (SDP) for
handover into Service Transition.
There are 5 individual aspects of Service Design:
 new or changed service solutions
 service management systems and tools, especially the Service Portfolio
 technology architectures and management systems
 processes, roles and capabilities
 measurement methods and metrics.
5   Service DesignA holistic approach should be adopted in Service Design to ensure consistency
and integration in all IT activities and processes, providing end-to-end
business-related functionality and quality.  Good service design is dependent
upon the effective and efficient use of the Four Ps of Design:
 people: the people, skills and competencies involved in the provision of IT
services
 products: the technology and management systems used in the delivery of
IT services
 processes: the processes, roles and activities involved in the provision of IT
services
 partners: the vendors, manufacturers and suppliers used to assist and
support IT service provision.
Service Design Package (SDP): defines all aspects of an IT service and
its requirements through each stage of its lifecycle. An SDP is produced for
each new IT service, major change, or IT service retirement.
Key Processes and Activities
Service Catalogue Management (SCM)
The Service Catalogue provides a central source of information on the IT
services delivered to the business by the service provider organization,
ensuring that business areas can view an accurate, consistent picture of the IT
services available, their details and status. 
The purpose of Service Catalogue Management (SCM) is to provide a single,
consistent source of information on all of the agreed services, and ensure that it
is widely available to those who are approved to access it.
The key information within the SCM process is that contained within the
Service Catalogue. The main input for this information comes from the Service
Portfolio and the business via either the Business Relationship Management or
the Service Level Management processes.
Service Level Management (SLM)
SLM negotiates, agrees and documents appropriate IT service targets with the
business, and then monitors and produces reports on delivery against the
agreed level of service.  
1920
The purpose of the SLM process is to ensure that all operational services and
their performance are measured in a consistent, professional manner
throughout the IT organization, and that the services and the reports produced
meet the needs of the business and customers.
The main information provided by the SLM process includes Service Level
Agreements (SLA), Operational Level Agreements (OLA) and other support
agreements, and the production of the Service Improvement Plan (SIP) and the
Service Quality Plan.
Capacity Management
Capacity Management includes business, service and component capacity
management across the service lifecycle. A key success factor in managing
capacity is ensuring that it is considered during the design stage. 
The purpose of Capacity Management is to provide a point of focus and
management for all capacity and performance-related issues, relating to both
services and resources, and to match the capacity of IT to the agreed business
demands.
The Capacity Management Information System (CMIS) is the cornerstone of a
successful Capacity Management process. Information contained within the
CMIS is stored and analyzed by all the sub-processes of Capacity
Management for the provision of technical and management reports, including
the Capacity Plan.
Availability Management
The purpose of Availability Management is to provide a point of focus and
management for all availability-related issues, relating to services, components
and resources, ensuring that availability targets in all areas are measured and
achieved, and that they match or exceed the current and future agreed needs of
the business in a cost-effective manner.
Availability Management should take place at two inter-connected levels and
aim to continually optimize and proactively improve the availability of IT
services and their supporting organization. There are two key aspects:
 reactive activities: monitoring, measuring, analysis and management of
events, incidents and problems involving service unavailability
 proactive activities: proactive planning, design, recommendation and
improvement of availability. Availability Management activities should consider the availability, reliability,
maintainability and serviceability at both service and component level,
particularly those supporting Vital Business Functions (VBFs). 
The Availability Management process should be based around an Information
System (AMIS) that contains all of the measurements and information required
to provide the appropriate information to the business on service levels. The
AMIS also assists in the production of the Availability Plan.
IT Service Continuity Management (ITSCM) 
As technology is a core component of most business processes, continued or
high availability of IT is critical to the survival of the business as a whole. This
is achieved by introducing risk reduction measures and recovery options. On-
going maintenance of the recovery capability is essential if it is to remain
effective. 
The purpose of ITSCM is to maintain the appropriate on-going recovery
capability within IT services to match the agreed needs, requirements and
timescales of the business.
ITSCM includes a series of activities throughout the lifecycle to ensure that,
once service continuity and recovery plans have been developed, they are kept
aligned with Business Continuity Plans and business priorities. 
The maintenance of appropriate ITSCM policy strategies and ITSCM plans
aligned with business plans is key to the success of an ITSCM process. This
can be accomplished by the regular completion of Business Impact Analysis
and Risk Management exercises.
Information Security Management (ISM)
ISM needs to be considered within the overall corporate governance
framework. Corporate governance is the set of responsibilities and practices
exercised by the board and executive management with the goal of providing
strategic direction, ensuring that the objectives are achieved, ascertaining that
the risks are being managed appropriately, and verifying that the enterprise�s
resources are used effectively.
2122
The purpose of the ISM process is to align IT security with business security
and ensure that information security is effectively managed in all service and
Service Management activities, such that:
 information is available and usable when required (availability)
 information is observed by or disclosed to only those who have a right to
know (confidentiality)
 information is complete, accurate and protected against unauthorized
modification (integrity)
 business transactions, as well as information exchanges, can be trusted
(authenticity and non-repudiation).
ISM should maintain and enforce an overall policy, together with a set of
supporting controls within an integrated Security Management Information
System (SMIS), aligned with business security policies and strategies.
Supplier Management
The Supplier Management process ensures that suppliers and the services they
provide are managed to support IT service targets and business expectations. 
The purpose of the Supplier Management process is to obtain value for money
from suppliers and to ensure that suppliers perform to the targets contained
within their contracts and agreements, while conforming to all of the terms and
conditions.
The Supplier and Contract Database (SCD) is a vital source of information on
suppliers and contracts and should contain all of the information necessary for
the management of suppliers, contracts and their associated services. 
Key Service Design stage activities
 Business requirements collection, analysis and engineering to ensure they
are clearly documented.
 Design and development of appropriate service solutions, technology,
processes, information and measurements.
 Production and revision of all design processes and documents involved in
Service Design.
 Liaison with all other design and planning activities and roles. Production and maintenance of policies and design documents.
 Risk management of all services and design processes.
 Alignment with all corporate and IT strategies and policies.
Key Roles and Responsibilities
The key roles involved within the Service Design activities and processes are:
 Service Design Manager: responsible for the overall coordination and
deployment of quality solution designs for services and processes
 IT Designer/Architect: responsible for the overall coordination and design
of the required technologies, architectures, strategies, designs and plans
 Service Catalogue Manager: responsible for producing and maintaining an
accurate Service Catalogue
 Service Level Manager: responsible for ensuring that the service quality
levels are agreed and met
 Availability Manager: responsible for ensuring that all services meet their
agreed availability targets
 IT Service Continuity Manager: responsible for ensuring that all services
can be recovered in line with their agreed business needs, requirements and
timescales
 Capacity Manager: responsible for ensuring that IT capacity is matched to
agreed current and future business demands 
 Security Manager: responsible for ensuring that IT security is aligned with
agreed business security policy risks, impacts and requirements
 Supplier Manager: responsible for ensuring that value for money is
obtained from all IT suppliers and contracts, and that underpinning
contracts and agreements are aligned with the needs of the business.
2324
Purpose 
The role of Service Transition is to deliver services that are required by the
business into operational use. Service Transition delivers this by receiving the
Service Design Package from the Service Design stage and delivering into the
Operational stage every necessary element required for ongoing operation and
support of that service. If business circumstances, assumptions or requirements
have changed since design, then modifications may well be required during the
Service Transition stage in order to deliver the required service.
Service Transition focuses on implementing all aspects of the service, not just
the application and how it is used in �normal� circumstances. It needs to ensure
that the service can operate in foreseeable extreme or abnormal circumstances,
and that support for failure or errors is available. This requires sufficient
understanding of:
 potential business value and who it is delivered to/judged by
 identification of all stakeholders within supplier, customer and other areas
 application and adaptation of service design, including arranging for
modification of the design, where the need is detected during transition.
Key Principles
Service Transition is supported by underlying principles that facilitate effective
and efficient use of new/changed services. Key principles include:
 Understanding all services, their utility and warranties - to transition a
service effectively it is essential to know its nature and purpose in terms of
the outcomes and/or removed business constraints (utilities) and the
assurances that the utilities will be delivered (warranties).
 Establishing a formal policy and common framework for implementation of
all required changes - consistency and comprehensiveness ensure that no
services, stakeholders, occasions etc. are missed out and so cause service
failures.
 Supporting knowledge transfer, decision support and re-use of processes,
systems and other elements � effective Service Transition is delivered by
involving all relevant parties, ensuring appropriate knowledge is available
and that work done is reusable in future similar circumstances.
6 Service Transition Anticipating and managing �course corrections� � being proactive and
determining likely course correction requirements, and when elements of a
service do need to be adjusted, this is undertaken logically and is fully
documented. 
 Ensuring involvement of Service Transition and Service Transition
requirements throughout the service lifecycle.
Key Processes and Activities
Within the Service Transition process set, some of the processes most important
to Service Transition are whole lifecycle processes and have impact, input and
monitoring and control considerations across all lifecycle stages. 
The whole lifecycle processes are:
 Change Management
 Service Asset and Configuration Management
 Knowledge Management. 
Processes focused on Service Transition, but not exclusive to the stage, are:
 Transition Planning and Support
 Release and Deployment Management
 Service Validation and Testing
 Evaluation.
Change Management
Change Management ensures that changes are recorded, evaluated,
authorized, prioritized, planned, tested, implemented, documented and
reviewed in a controlled manner. 
The purpose of  the Change Management process is to ensure that standardized
methods are used for the efficient and prompt handling of all changes, that all
changes are recorded in the Configuration Management System and that
overall business risk is optimized.
The process addresses all service change.
A Service Change is the addition, modification or removal of an
authorised, planned or supported service or service component
and its associated documentation.
2526
Therefore change management is relevant across the whole lifecycle, applying
to all levels of service management � strategic, tactical and operational. 
Change management delivers, to the business, reduced errors in new or
changed services and faster, more accurate implementation of changes; it
allows restricted funds and resources to be focused on those changes to achieve
greatest benefit to the business.
Service Asset and Configuration Management (SACM)
SACM supports the business by providing accurate information and control
across all assets and relationships that make up an organization�s
infrastructure. 
The purpose of SACM is to identify, control and account for service assets and
configuration items (CI), protecting and ensuring their integrity across the
service lifecycle.
The scope of SACM also extends to non-IT assets and to internal and external
service providers, where shared assets need to be controlled. 
To manage large and complex IT services and infrastructures, SACM requires
the use of a supporting system known as the Configuration Management
System (CMS).
Figure 4: Scope of change and release management for services
Business
Strategic
change
Tactical 
change
Operational 
change
Supplier Service provider
Manage the 
business
Manage the
supplier�s
business
Manage
external
services
External
Operations
Manage the
business
processes
Manage
business
operation
Service 
portfolio
Service 
operations
Manage IT services
Service
changeKnowledge Management
The purpose of Knowledge Management is to ensure that the right person has
the right knowledge, at the right time to deliver and support the services
required by the business. This delivers:
 more efficient services with improved quality
 clear and common understanding of the value provided by services
 relevant information that is always available.
At the heart of Knowledge Management is the Data-Information-Knowledge-
Wisdom structure, condensing raw � and unusable � data into valuable assets.
This is illustrated by the Service Knowledge Management System, holding
relevant information and wisdom derived from Asset and Configuration Data.
Transition Planning and Support
The goals of Transition Planning and Support are to:
 plan and coordinate resources to ensure that the requirements of Service
Strategy encoded in Service Design are effectively realized in Service
Operations
 identify, manage and control the risks of failure and disruption across
transition activities.
Effective Transition Planning and Support can significantly improve a service
provider�s ability to handle high volumes of change and releases across its
customer base. 
Release and Deployment Management
The goal of the Release and Deployment Management process is to assemble
and position all aspects of services into production and establish effective use
of new or changed services. 
Effective release and deployment delivers significant business value by
delivering changes at optimized speed, risk and cost, and offering a consistent,
appropriate and auditable implementation of usable and useful business
services.
Release and Deployment Management covers the whole assembly and
implementation of new/changed services for operational use, from release
planning through to early life support.
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Service Validation and Testing
Successful testing depends on understanding the service holistically � how it
will be used and the way it is constructed. All services � whether in-house or
bought-in � will need to be tested appropriately, providing validation that
business requirements can be met in the full range of expected situations, to the
extent of agreed business risk.
The key purpose of service validation and testing is to provide objective
evidence that the new/changed service supports the business requirements,
including the agreed SLAs.
The service is tested explicitly against the utilities and warranties set out in the
service design package, including business functionality, availability,
continuity, security, usability and regression testing. 
Evaluation
Ensuring that the service will be useful to the business is central to successful
Service Transition and this extends into ensuring that the service will continue
to be relevant by establishing appropriate metrics and measurement techniques.
Evaluation considers the input to Service Transition, addressing the relevance
of the service design, the transition approach itself, and the suitability of the
new or changed service for the actual operational and business environments
encountered and expected.
Service Transition Stage Operational Activities
Service Transition is also the focus for some operational activities. These have
wider applicability than Service Transition and comprise:
 managing communications and commitment across IT Service
Management 
 managing organizational and stakeholder change
 stakeholder management
 organization of Service Transition and key roles.
Key Roles and Responsibilities
The staff delivering Service Transition within an organization must be
organized for effectiveness and efficiency, and various options exist to  deliver
this. It is not anticipated that a typical organization would consider a separate
group of people for this role, rather there is a flow of experience and skills �
meaning the same people may well be involved in multiple lifecycle stages.Purpose
The purpose of Service Operation is to deliver agreed levels of service to users
and customers, and to manage the applications, technology and infrastructure
that support delivery of the services. 
It is only during this stage of the lifecycle that services actually deliver value to
the business, and it is the responsibility of Service Operation staff to ensure
that this value is delivered.
It is important for Service Operation to balance conflicting goals:
 internal IT view versus external business view
 stability versus responsiveness
 quality of service versus cost of service
 reactive versus proactive activities.
For each of these conflicts, staff must maintain an even balance, as excessive
focus on one side of any of these will result in poor service.
Many organizations find it helpful to consider the �operational health� of
services. This identifies �vital signs� that are critical for execution of Vital
Business Functions. If these are within normal ranges, the system or service is
healthy. This leads to a reduction in the cost of monitoring, and enables staff to
focus on areas that will lead to service success.
Key processes and activities 
Event Management Process
An event is a change of state that has significance for the
management of a configuration item or IT service.
An event may indicate that something is not functioning correctly, leading to an
incident being logged. Events may also indicate normal activity, or a need for
routine intervention such as changing a tape.
Event management depends on monitoring, but it is different. Event
management generates and detects notifications, whilst monitoring checks the
status of components even when no events are occurring.
29
7 Service Operation30
Events may be detected by a CI sending a message, or by a management tool
polling the CI. After an event has been detected it may lead to an Incident,
Problem or Change, or it may simply be logged in case the information is
needed. 
Response to an event may be automated or may require manual intervention. If
actions are needed then a trigger, such as an SMS message or an incident being
automatically logged, can alert support staff.
Incident Management Process
An incident is an unplanned interruption to an IT service, or a
reduction in the quality of an IT service. Failure of a
configuration item that has not yet impacted service is also an
incident.
The purpose of Incident Management is to restore normal service as quickly as
possible, and to minimize the adverse impact on business operations.
Incidents are often detected by event management, or by users contacting the
service desk. Incidents are categorized to identify who should work on them
and for trend analysis, and they are prioritized according to urgency and
business impact. 
If an incident cannot be resolved quickly, it may be escalated. Functional
escalation passes the incident to a technical support team with appropriate
skills; hierarchical escalation engages appropriate levels of management.
After the incident has been investigated and diagnosed, and the resolution has
been tested, the Service Desk should ensure that the user is satisfied before the
incident is closed.
An Incident Management tool is essential for recording and managing incident
information.
Request Fulfillment Process
A service request is a request from a user for information or
advice, or for a standard change, or for access to an IT service.The purpose of Request Fulfillment is to enable users to request and receive
standard services; to source and deliver these services; to provide information
to users and customers about services and procedures for obtaining them; and
to assist with general information, complaints and comments.
All requests should be logged and tracked. The process should include
appropriate approval before fulfilling the request.
Access Management Process
The purpose of the Access Management process is to provide the rights for
users to be able to access a service or group of services, while preventing access
to non-authorized users.
Access Management helps to manage confidentiality, availability and integrity
of data and intellectual property.
Access Management is concerned with identity (unique information that
distinguishes an individual) and rights (settings that provide access to data
and services). The process includes verifying identity and entitlement, granting
access to services, logging and tracking access, and removing or modifying
rights when status or roles change.
Problem Management Process
A problem is a cause of one or more incidents. The cause is not
usually known at the time a problem record is created, and the
problem management process is responsible for further
investigation.
The key objectives of Problem Management are to prevent problems and
resulting incidents from happening, to eliminate recurring incidents and to
minimize the impact of incidents that cannot be prevented.
Problem Management includes diagnosing causes of incidents, determining
the resolution, and ensuring that the resolution is implemented.  Problem
Management also maintains information about problems and the appropriate
workarounds and resolutions.
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Problems are categorized in a similar way to incidents, but the goal is to
understand causes, document workarounds and request changes to
permanently resolve the problems. Workarounds are documented in a Known
Error Database, which improves the efficiency and effectiveness of Incident
Management.
Common Service Operation Activities
Service Operation includes a number of activities that are not part of the five
processes described. These include:
 monitoring and control: to detect the status of services and CIs and take
appropriate corrective action
 console management/operations bridge: a central coordination point for
monitoring and managing services
 management of the infrastructure: storage, databases, middleware,
directory services, facilities/data centre etc.
 operational aspects of processes from other lifecycle stages: Change,
Configuration, Release and Deployment, Availability, Capacity,
Knowledge, Service Continuity Management etc.
Key Functions
Service Desk Function
The Service Desk provides a single central point of contact for all users of IT.
The Service Desk usually logs and manages all incidents, service requests and
access requests and provides an interface for all other Service Operation
processes and activities.
Specific Service Desk responsibilities include:
 logging all incidents and requests, categorizing and prioritizing them
 first-line investigation and diagnosis
 managing the lifecycle of incidents and requests, escalating as appropriate
and closing them when the user is satisfied
 keeping users informed of the status of services, incidents and requests.
There are many ways of structuring and organizing service desks, including:
 local service desk: physically close to the users
 centralized service desk: allows fewer staff to deal with a higher volume of
calls virtual service desk: staff are in many locations but appear to the users to
be a single team
 follow the sun: Service Desks in different time zones give 24-hour coverage
by passing calls to a location where staff are working.
Technical Management Function
Technical Management includes all the people who provide technical expertise
and management of the IT infrastructure.
Technical Management helps to plan, implement and maintain a stable
technical infrastructure and ensure that required resources and expertise are in
place to design, build, transition, operate and improve the IT services and
supporting technology.
Activities carried out by Technical Management include:
 identifying knowledge and expertise requirements
 defining architecture standards
 involvement in the design and build of new services and operational
practices
 contributing to service design, service transition or continual service
improvement projects
 assistance with service management processes, helping to define standards
and tools, and undertaking activities such as the evaluation of change
requests
 assistance with the management of contracts and vendors.
Technical Management is usually organized based on the infrastructure that
each team supports. 
Application Management Function
Application Management includes all the people who provide technical
expertise and management of applications. As such they carry out a very
similar role to Technical Management, but with a focus on software
applications rather than infrastructure.
3334
It is common in many organizations to refer to applications as services, but
applications are just one component needed to provide a service. Each
application may support more than one service, and each service may make use
of many applications. This is especially true for modern service providers who
create shared services based on service- oriented architectures.
Application Management works closely with Development, but is a distinct
function with different roles. Activities carried out by Application Management
are similar to those described above for Technical Management.
Application Management is usually organized by the lines of business that each
team supports.
IT Operations Management Function
IT Operations Management is responsible for the management and
maintenance of the IT infrastructure required to deliver the agreed level of IT
services to the business. It includes two functions:
 IT Operations Control is usually staffed by shifts of operators who carry
out routine operational tasks. They provide centralized monitoring and
control, usually from an operations bridge or network operations centre. 
 Facilities Management is responsible for management of data centres,
computer rooms and recovery sites. Facilities Management also
coordinates large-scale projects, such as data centre consolidation or server
consolidation.Purpose
Continual Service Improvement (CSI) is concerned with maintaining value for
customers through the continual evaluation and improvement of the quality of
services and the overall maturity of the ITSM service lifecycle and underlying
processes.
CSI combines principles, practices and methods from quality management,
Change Management and capability improvement, working to improve each
stage in the service lifecycle, as well as the current services, processes, and
related activities and technology.
CSI is not a new concept, but for most organizations the concept has not moved
beyond the discussion stage. For many organizations, CSI becomes a project
when something has failed and severely impacted the business. When the issue
is resolved the concept is promptly forgotten until the next major failure occurs.
Discrete time-bound projects are still required, but to be successful CSI must be
embedded within the organizational culture and become a routine activity. 
The CSI Model shown in Figure 5 provides a way for an organization to identify
and manage appropriate improvements by contrasting their current position
and the value they are providing to the business, with their long-term goals and
objectives, and identifying any gaps that exist. This is done on a continual basis
to address changes in business requirements, technology, and to ensure high
quality is maintained.
Figure 5: The Continual Service Improvement Model
35
8 Continual Service Improvement
How do we keep
the momentum going?
What is the vision?
Business vision,
mission,goals and
objectives
Baseline 
assessments
Measurable 
targets
Service & process
improvement
Measurements 
& metrics
Where are we now?
Where do we want
to be?
How do we get
there?
Did we get there?36
Key processes and activities 
CSI defines three key processes for the effective implementation of continual
improvement, the 7-Step Improvement Process, Service Measurement, and
Service Reporting. 
7-Step Improvement Process
The 7-step improvement process covers the steps required to collect meaningful
data, analyze this data to identify trends and issues, present the information to
management for their prioritization and agreement, and implement
improvements.  
Figure 6: The 7-Step Improvement Process
Each step is driven by the strategic, tactical and operational goals defined
during Service Strategy and Service Design:
 Step 1 - Define what you should measure
A set of measurements should be defined that fully support the goals of the
organization. The focus should be on identifying what is needed to satisfy
the goals fully, without considering whether the data is currently available.
Goals
Identify
�Vision
�Strategy
�Tactical Goals
�Operational Goals
1.Define what you
should measure
2.Define what you
can measure
3.Gather the data
Who? How? When?
Integrity of data?
5.Analyse the data
Relations? Trends?
According to plan?
Targets met?
Corrective action?
4.Process the data
Frequency? Format?
System? Accuracy
6.Present and use the
information,assessment
summary,action plans,etc.
7.Implement
corrective action Step 2 - Define what you can measure
Organizations may find that they have limitations on what can actually be
measured, but it is useful to recognize that such gaps exist and what risks
may be involved as a result.
A gap analysis should be conducted between what is or can be measured
today and what is ideally required. The gaps and implications can then be
reported to the business, the customers and IT management. It is possible
that new tools or customization will be required at some stage.
 Step 3 - Gather the data
This covers monitoring and data collection. A combination of monitoring
tools and manual processes should be put in place to collect the data needed
for the measurements that have been defined.
Quality is the key objective of monitoring for CSI. Therefore monitoring
focuses on the effectiveness of a service, process, tool, organization or CI.
The emphasis is on identifying where improvements can be made to the
existing level of service, or IT performance, typically by detecting
exceptions and resolutions. 
CSI is not only interested in exceptions. If a Service Level Agreement is
consistently met over time, CSI is also interested in determining whether
that level of performance can be sustained at a lower cost or whether it needs
to be upgraded to an even better level of performance.
 Step 4 - Process the data
Raw data is processed into the required format, typically providing an end-
to-end perspective on the performance of services and/or processes.
Processing the data is an important CSI activity that is often overlooked.
While monitoring and collecting data on a single infrastructure component
is important, it is key to understand that component�s impact on the larger
infrastructure and IT service.
3738
 Step 5 - Analyze the data
Data analysis transforms the information into knowledge of the events that
are affecting the organization. 
Once the data is processed into information, the results can be analyzed to
answer questions such as:
 Are we meeting targets?
 Are there any clear trends? 
 Are corrective actions required? What is the cost?
 Step 6 - Present and use the Information
The knowledge gained can now be presented in a format that is easy to
understand and allows those receiving the information to make strategic,
tactical and operational decisions. The information needs to be provided at
the right level and in the right way for the intended audience. It should
provide value, note exceptions to service, and highlight any benefits that
have been identified during the time period. 
Now more than ever, IT must invest the time to understand specific business
goals and translate IT metrics to reflect an impact against these business
goals. Often there is a gap between what IT reports and what is of interest to
the business. 
Although most reports tend to concentrate on areas of poor performance,
good news should be reported as well. A report showing improvement trends
is IT services� best marketing vehicle. 
 Step 7 - Implement corrective action
The knowledge gained is used to optimize, improve and correct services,
processes, and all other supporting activities and technology.  The corrective
actions required to improve the service should be identified and
communicated to the organization. 
CSI will identify many opportunities for improvement and an organization
will need to determine priorities based on their goals, and the resources and
funding available.
The 7-Step Improvement Process is continual and loops back to the
beginning.Service Measurement
There are four basic reasons to monitor and measure, to:
 validate previous decisions that have been made
 direct activities in order to meet set targets - this is the most prevalent
reason for monitoring and measuring
 justify that a course of action is required, with factual evidence or proof
 intervene at the appropriate point and take corrective action. 
Monitoring and measurement underpins CSI and the 7-Step Improvement
Process, and is an essential part of being able to manage services and
processes, and report value to the business.  
Many organizations today measure at the component level, and although this is
necessary and valuable, service measurement must go up a level to provide a
view of the true customer experience of services being delivered.
There are three types of metrics that an organization needs to collect to support
CSI activities as well as other process activities.
 Technology metrics: often associated with component and application
based metrics such as performance, availability.
 Process metrics: captured in the form of Critical Success Factors (CSFs),
Key Performance Indicators (KPIs) and activity metrics.
 Service metrics: the results of the end-to-end service.
Component/technology metrics are used to compute the service metrics. 
An integrated Service Measurement Framework needs to be put in place that
defines and collects the required metrics and raw data, and supports the
reporting and interpretation of that data.
Service Reporting
A significant amount of data is collated and monitored by IT in the daily
delivery of quality service to the business, but only a small subset is of real
interest and importance to the business.  The business likes to see a historical
representation of the past period�s performance that portrays their experience,
but it is more concerned with those historical events that continue to be a threat
going forward, and how IT intends to mitigate against such threats.
3940
It is not enough to present reports depicting adherence or otherwise to SLAs. IT
needs to build an actionable approach to reporting, i.e. what happened, what IT
did, how IT will ensure it doesn�t impact again and how IT are working to
improve service delivery generally.
A reporting ethos which focuses on the future as strongly as it focuses on the
past also provides the means for IT to market its offerings directly aligned to
the positive or negative experiences of the business.
Key Roles and Responsibilities
Whilst a CSI Manager is responsible for the overall CSI activities within an
organization, the majority of the detailed improvement related work is carried
out within each of the lifecycle stages, processes and activities.Each core ITIL publication addresses a stage in the service lifecycle and defines
a key set of processes required during that stage.  
Figure 7 provides a pictorial representation of the key processes defined by each
publication and lifecycle stage. Table 1 provides an alphabetical list of service
management processes defined in ITIL and cross-references them to the
publication where they are primarily defined and to any other publication
where significant further expansion of the process is provided. Most processes
play some role during each stage of the lifecycle, but only significant references
from the publications are included in Table 1.
41
9 Process Cross Reference
Service Management ProcessPrimary Further
SourceExpansion
7-Step Improvement ProcessCSI
Access ManagementSO
Availability ManagementSDCSI
Capacity ManagementSDSO,CSI
Change ManagementST
Demand ManagementSSSD
EvaluationST
Event ManagementSO
Financial ManagementSS
Incident ManagementSOCSI
Information Security ManagementSDSO
IT Service Continuity ManagementSDCSI
Knowledge ManagementSTCSI
Problem ManagementSOCSI
Release and Deployment  ManagementSTSO
Request FulfillmentSO
Service Asset and Configuration MgmtSTSO
Service Catalogue ManagementSDSS
Service Level ManagementSDCSI
Service MeasurementCSI
Service Portfolio ManagementSSSD
Service ReportingCSI
Service Validation and TestingST
Strategy GenerationSS
Supplier ManagementSD
Transition Planning and SupportST
Table 1: ITIL V3 Service Management Processes42
Continual Service Improvement (CSI)
7-Step Improvement Process
Service Measurement
Service Reporting
Service Strategy (SS)
Strategy Generation
Financial Management
Service Portfolio Management
Demand Management
Service Operation (SO)
Event Management
Incident Management
Request Fulfilment
Problem Management
Access Management
Service Transition (ST)
Transition Planning and Support
Change Management
Service Asset & Configuration Mgmt
Release and Deployment Mgmt
Service Validation and Testing
Evaluation
Knowledge Management
Service Design (SD)
Service Catalogue Management
Service Level Management
Capacity Management
Availability Management
IT Service Continuity Management
Information Security Management
Supplier Management
Figure 7: ITIL V3 Service Management Processes across the LifecycleOverview
The ITIL V3 qualifications scheme introduces a system that starts with the ITIL
Foundation for Service Management, and enables an individual to accumulate
credits for ITIL V3 courses, leading to an award of the ITIL Diploma in IT
Service Management, and ultimately an Advanced Service Management
Professional Diploma. (At the time of writing this publication, the precise
details of the Advanced Diploma have yet to be finalized. Indeed the whole
points/credits system has yet to be finalized and any reference should be
treated as provisional.)
Figure 8: ITIL V3 qualification scheme
Foundation
The Foundation level focuses on knowledge and comprehension to provide a
good grounding in the key concepts, terminology and processes of ITIL V3. At
this level, the qualification remains very similar to the ITIL V2 Foundation
qualification and is achieved through a three-day course including a forty
question, one-hour multiple choice examination.  Foundation represents 2
credits towards the Diploma.
Intermediate Streams
To achieve a Diploma, candidates must achieve a total of 22 credits. In addition
to the 2 credits from Foundation, candidates gain credits from taking units from
either the Lifecycle (3 credits each) or Capabilities (4 credits each) intermediate
streams. Both intermediate streams assess an individual�s comprehension and
application of the concepts of ITIL V3.  Candidates may take units from either
of the streams. These units give them credits towards a Diploma. The
Managing across the Lifecycle course (five credits) is then required to bring
together the full essence of a lifecycle approach to service management.
43
10   Qualifications
ITIL
Foundation
for Service
Management
Managing
across the
Lifecycle
ITIL
Diploma in
IT Service
Management
Advanced 
Service
Management
Professional
Certification
Lifecycle Stream Capabilities Stream
Continual Service Improvement
Planning protection and optimisation
Service offerings and agreement
Release,control and validation
Operational support and analysis
Service Operations
Service Transition
Service Design
Service Strategy44
Lifecycle Stream � units based on the five core OGC books:
 Service Strategy
 Service Design
 Service Transition
 Service Operation
 Continual Service Improvement.
Capabilities Stream � units based around four clusters:
 service portfolio and relationship management
 service design and optimization
 service monitoring and control
 service operation and support.
Diploma
Candidates automatically qualify for an ITIL V3 Diploma once they have
achieved the pre-requisite 22 credits from Foundation and Intermediate units.
No further examination or courses are required.
Advanced Service Management Professional Certification
Although not yet finalized, this qualification is intended to assess an
individual�s ability to apply and analyze the ITIL V3 concepts in new areas. 
Existing ITIL V1 and V2 Qualifications
The new scheme offers bridging courses and examinations to those candidates
with existing ITIL (V1 and V2) qualifications.  Candidates with an existing
ITIL V1 or V2 Foundation qualification are given 1.5 credits, and successfully
passing a V3 Foundation Bridge course provides the further 0.5 credits required
to progress into the Intermediate streams.
Candidates with V1 or V2 Manager qualifications are given 17 credits, and
successfully passing a V3 Manager Bridge course provides the further 5 credits
required to qualify for the ITIL Diploma.Qualifications Board and Supporting Structure
APM Group is the official Accreditor, and as such is authorized by the OGC to
license other Examination Institutes (EIs) to administer ITIL qualification and
accreditation activities.
A Global Senior Examiner Panel has been established to:
 oversee the ongoing development of the qualification structure for ITIL V3
 design the certification elements required of the scheme
 produce the requirements for learning objectives and knowledge
competency
 produce the supporting accredited formal syllabi
 produce the requirements for delivery mechanism
 produce sample examinations in support of the syllabi
 provide recommendations on the required trainer and course provider
competency to deliver against the scheme
 manage the exam bank.
This panel consists of the Chief Examiner and the Senior Examiner Panel, and
is underpinned by Examination Institutes, the Examiners and Working Groups.
Figure 9: ITIL V3 bridging qualifications scheme
45
ITIL V2
Foundation
(1.5 Credits)
V3
Foundation
Bridge
(0.5 Credits)
Managing
across the
Lifecycle
ITIL
Diploma in
IT Service
Management
V3
Manager
Bridge
(5 Credits)
ITILV2
Manager
(17 Credits)
Lifecycle Stream Capabilities  Stream
Continual Service Improvement
Service Operations
Service Transition
Service Design
Service Strategy
Planning protection and optimisation
Service offerings and agreement
Release,control and validation
Operational support and analysis46
The Accreditor (APMG) licenses the Examination Institutes (EIs).  Currently
these consist of:
 APMG
 ISEB
 EXIN
 Loyalist College.
These Institutes are in turn underpinned by Accredited Training Organizations
(ATOs) that are individually licensed by the EIs.ITIL provides advice and guidance on Best Practice relating to the provision of
IT services.  The following public frameworks and standards are relevant :
 ISO/IEC 20000: IT Service Management
 ISO/IEC 27001: Information Security Management (ISO/IEC 17799 is
corresponding Code of Practice)
 Capability Maturity Model Integration (CMMI�) 
 Control Objectives for Information and related Technology (COBIT�) 
 Projects in Controlled Environments (PRINCE2�) 
 Project Management Body of Knowledge (PMBOK�) 
 Management of Risk (M_o_R�) 
 eSourcing Capability Model for Service Providers (eSCM-SP�) 
 Telecom Operations Map (eTOM�) 
 Six Sigma�. 
Organizations need to integrate guidance from multiple frameworks and
standards. 
The primary standard for IT Service Management is ISO/IEC 20000.  The
standard and ITIL are aligned and continue to be aligned, although the
standard is currently to be extended with the development of Parts 3 and 4:
 ISO/IEC 20000-1:2005 Part 1: Specification 
Defines the requirements for Service Management
 ISO/IEC 20000-2:2005 Part 2: Code of Practice
Provides guidance and recommendations on how to meet the requirements
in Part 1
 ISO/IEC 20000-3:2007 Part 3: Scoping and applicability (Not available yet) 
 ISO/IEC 20000-4:2007 Part 3: Service Management Process Reference
Model  (Not available yet) 
 BIP 0005 :  A Manager�s Guide to Service Management
47
11   Related Standards and Other Sources48
 BIP 0015 IT Service Management: Self-assessment Workbook (currently
assesses against ITIL V2, to be revised via ITIL V3 complementary
publications).
These documents provide a standard against which organizations can be
assessed and certified with regard to the quality of their IT Service
Management processes.
An ISO/IEC 20000 Certification scheme was introduced in December 2005.
The scheme was designed by the itSMF UK and is operated under their control.
A number of auditing organizations are accredited within the scheme to assess
and certify organizations as compliant to the ISO/IEC 20000 standard and its
content.  Many organizations still see IT service management as being predominantly a
technology issue.  ITIL promotes a much more �joined up�, �end-to-end�
approach to IT service management replacing the �technology silos� and
isolated �islands of excellence�.  The focus of IT management has been changing
for some time and in the future management will be even less focused on
technology and still more integrated with the overall needs of the business
management and processes.  New management systems are already starting to
evolve and will continue to evolve over the next few years.  This development
will accelerate, as the management standards for the exchange of management
information between tools become more fully defined.  In essence, management
systems will become:
 more focused on business needs
 more closely integrated with the business processes
 less dependent on specific technology and more �service centric�
 more integrated with other management tools and processes as the
management standards evolve.  
This will allow �joined up�, �end-to-end� IT service management processes to
be developed that will replace the �technical silos� and isolated �islands of
excellence� that have previously existed within IT organizations.
This will only happen if we adopt practices and architectures that are focused
on business needs and business processes.  The ITIL framework gives a sound
basis for achieving all of this once management tools and interfaces evolve to
fully support them.  Figure 10 illustrates how all of these areas and processes
together provide �end-to-end�, �joined up� Service Management.
49
12   Summary50
Figure 10: A high level view of the service model
Several organizations have already used this approach to significantly improve
the quality of IT services delivered to the business.  The benefits gained have
included:
 Greater alignment of IT services, processes and goals with business
requirements, expectations and goals
 Improved business profitability and productivity
 Support staff that are more aware of business processes and business
impact
 A reduction in overall management and support costs leading to a reduced
TCO
 Improved service availability and performance, leading to increased
business revenue
 Improved service levels and quality of service.
SERVICE
STRATEGY
SERVICE
DESIGN
PACKAGE
SERVICE
PERFORMANCE
REPORTS
CONTINUAL
SERVICE
IMPROVEMENT
SERVICE
TRANSITION
OPPORTUNITIES & CONSTRAINTS            COST MODELS             RETURN ON INVESTMENT            RETURN ON VALUE
STRATEGY
GENERATION
SUPPLIER
MANAGEMENT
CHANGE
MANAGEMENT
REQUEST
FULFILMENT
SERVICE
MEASUREMENT
SERVICE
REPORTING IMPROVE
INCIDENT
MANAGEMENT
EVENT
MANAGEMENT SERVICE
OPERATION
SERVICE ASSET &
CONFIGURATION
MANAGEMENT
RELEASE &
DEPLOYMENT
MANAGEMENT
SERVICE LEVEL
MANAGEMENT
SERVICE
DESIGN
SERVICE CATALOGUE
MANAGEMENT
DEMAND
MANAGEMENT 
SERVICE LEVEL
PACKAGE
EARLY LIFE
SUPPORT
SERVICE
IMPROVEMENT
PLAN
SERVICE PORTFOLIO
MANAGEMENT 
DEFINE THE MARKET
NEGOTIATE AND AGREEDESIGN SOLUTION
DEVELOP OFFERINGS
RELIABILITY     BALANCED DESIGN     REQUIREMENTS     MEASUREMENT SYSTEMS     ARCHITECTURE     COMPLIANCE
AVAILABILITY           CAPACITY           SECURITY           CONTINUITY
QUALITY ASSURANCE    SERVICE ACCEPTANCE    CONFORMANCE    UTILITY AND WARRANTY    DECISION CAPABILITY
PLANNING & SUPPORT       VALIDATION & TESTING       EVALUATION       KNOWLEDGE
RESOLVE & RESTORE
OPTIMIZERISKVERIFY
DEFINE THE METRICS ANALYZE
MONITOR & ACTION
STABILITY     OPTIMIZATION     MONITOR CONTROL LOOPS     PERFORMANCE     QUALITY FOR COST     FEEDBACK
BASELINE & METRICS                  DATA ANALYSIS                  CORRECTIVE ACTION
7 STEP IMPROVEMENT
OPERATIONAL CHANGE            PROBLEM            TECHNOLOGY            ACCESS