ITIL v3 Process Framework

ITIL Category Process Subprocess

01 Service Strategy Demand Management

01 Service Strategy Demand Management Develop Differentiated Offerings

01 Service Strategy Demand Management Pattern Matching

Patterns of Business Activity

01 Service Strategy Demand Management
Analysis

01 Service Strategy Demand Management Segmentation

01 Service Strategy Financial Management

01 Service Strategy Financial Management Accounting

01 Service Strategy Financial Management Budgeting

01 Service Strategy Financial Management Business Impact Analysis

01 Service Strategy Financial Management Charging

01 Service Strategy Financial Management Financial Demand Modelling

01 Service Strategy Financial Management Funding Models Evaluation

page 1 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

Service Provisioning Analysis
01 Service Strategy Financial Management
and Optimization

01 Service Strategy Financial Management Service Valuation

Variable Cost Dynamics

01 Service Strategy Financial Management
Analysis

01 Service Strategy Return on Investment Analysis

01 Service Strategy Return on Investment Analysis Calculate ROI

01 Service Strategy Return on Investment Analysis Collect Data

Convert Data to Monetary
01 Service Strategy Return on Investment Analysis
Values
01 Service Strategy Return on Investment Analysis Determine Programme Costs
Establish Programme
01 Service Strategy Return on Investment Analysis
Objectives
01 Service Strategy Return on Investment Analysis Identify Qualitative Benefits
Isolate the Effects of the
01 Service Strategy Return on Investment Analysis
Programme

01 Service Strategy Return on Investment Analysis Prepare the Business Case

Undertake Preference
01 Service Strategy Return on Investment Analysis
Decisions

page 2 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

01 Service Strategy Return on Investment Analysis Undertake Screening Decisions

Use Post-Programme ROI

01 Service Strategy Return on Investment Analysis
Techniques

Use Pre-Programme ROI

01 Service Strategy Return on Investment Analysis
Techniques

01 Service Strategy Service Portfolio Management

01 Service Strategy Service Portfolio Management Analyse Service Portfolio

01 Service Strategy Service Portfolio Management Define Service Portfolio

01 Service Strategy Service Portfolio Management Approve Service Portfolio

01 Service Strategy Service Portfolio Management Charter Service Portfolio

01 Service Strategy Service Strategy Development

Align Service Assets with
01 Service Strategy Service Strategy Development
Customer Outcomes
01 Service Strategy Service Strategy Development Align with Customer Needs

01 Service Strategy Service Strategy Development Classify and Visualize

page 3 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

01 Service Strategy Service Strategy Development CSF and Competitive Analysis

Define Critical Success Factors

01 Service Strategy Service Strategy Development
(CSFs)

01 Service Strategy Service Strategy Development Define the Market

01 Service Strategy Service Strategy Development Develop Strategic Assets
01 Service Strategy Service Strategy Development Develop the Offerings
Develop Enterprise
Architectures

01 Service Strategy Service Strategy Development Differentiate in Market Spaces

Exercise Market Space

01 Service Strategy Service Strategy Development
Approach

01 Service Strategy Service Strategy Development Explore Business Potential

Improve Demand, Capacity and

01 Service Strategy Service Strategy Development
Cost

01 Service Strategy Service Strategy Development Increase Service Potential

01 Service Strategy Service Strategy Development Increase Performance Potential

page 4 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

Manage the Service Portfolio/

01 Service Strategy Service Strategy Development
Catalogue/ Pipeline

Outcome-based Definition of
01 Service Strategy Service Strategy Development
Services

01 Service Strategy Service Strategy Development Plan Expansion and Growth

01 Service Strategy Service Strategy Development Prepare for Execution

01 Service Strategy Service Strategy Development Prioritize Investments

01 Service Strategy Service Strategy Development Set Objectives

01 Service Strategy Service Strategy Development Strategic Assessment

01 Service Strategy Service Strategy Development Understand the Customer

01 Service Strategy Service Strategy Development Understand the Opportunities

page 5 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

02 Service Design Availability Management

02 Service Design Availability Management Availability Design

02 Service Design Availability Management Availability Improvement

02 Service Design Availability Management Availability Modelling

02 Service Design Availability Management Availability Planning

Availability Requirements
02 Service Design Availability Management
Determination

Availabilty Analysis and

02 Service Design Availability Management
Reporting
Availabilty Monitoring and
02 Service Design Availability Management
Measuring
Availabilty Testing Schedule
02 Service Design Availability Management
Production

Component Failure Impact

02 Service Design Availability Management
Analysis

Continual Review and

02 Service Design Availability Management
Improvement

02 Service Design Availability Management Fault Tree Analysis

Identification of Vital Business

02 Service Design Availability Management
Functions

page 6 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

Planned and Preventive
02 Service Design Availability Management
Maintenance Management
Proactive Activities of
02 Service Design Availability Management
Availability Management
02 Service Design Availability Management PSO Document Production
Reactive Activities of Availability
02 Service Design Availability Management
Management

02 Service Design Availability Management Risk Analysis and Management

02 Service Design Availability Management SPOF Analysis

02 Service Design Capacity Management

02 Service Design Capacity Management Application Sizing

02 Service Design Capacity Management Business Capacity Management

02 Service Design Capacity Management Capacity Analysis

02 Service Design Capacity Management Capacity DemandManagement

Capacity Management Main

02 Service Design Capacity Management
Activities

page 7 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

Capacity Management
02 Service Design Capacity Management
Subprocesses

Capacity Management
02 Service Design Capacity Management
Underpinning Activities

Capacity Plan Production and

02 Service Design Capacity Management
Maintenance

02 Service Design Capacity Management CapacityMonitoring

Component Capacity
02 Service Design Capacity Management
Management

Exploitation of New
02 Service Design Capacity Management
Technologies

02 Service Design Capacity Management Implementation

page 8 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

02 Service Design Capacity Management Modelling and Trending

02 Service Design Capacity Management Resilience Design

02 Service Design Capacity Management Service Capacity Management

Threshold Management and

02 Service Design Capacity Management
Control

02 Service Design Capacity Management Tuning

02 Service Design Information Security Management

02 Service Design Information Security Management Information Assets Assessment

Information Security Strategy

02 Service Design Information Security Management
Prodcution
02 Service Design Information Security Management ISM Implemenation

page 9 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

02 Service Design Information Security Management Ongoing ISM Process

02 Service Design Information Security Management Security Analysis and Reporting

Security Controls
02 Service Design Information Security Management
Implementation and Review
Security Monitoring and
02 Service Design Information Security Management
Management

02 Service Design Information Security Management Security Policy Implementation

Security Policy Production and

02 Service Design Information Security Management
Maintenance
Security Review, Auditing and
02 Service Design Information Security Management
Testing

02 Service Design Information Security Management Security Risk Assessment

02 Service Design IT Service Continuity Management

02 Service Design IT Service Continuity Management Agree Project and Quality Plans

Define Project Organization and

02 Service Design IT Service Continuity Management
Control Structure
Education, Training and
02 Service Design IT Service Continuity Management
Awareness Raising
Instigate Risk Reduction
02 Service Design IT Service Continuity Management
Measures
02 Service Design IT Service Continuity Management Invocation of ITSC Plan
IT Service Continuity Plan
02 Service Design IT Service Continuity Management
Production
IT Service Continuity Strategy
02 Service Design IT Service Continuity Management
Production

02 Service Design IT Service Continuity Management ITSC Plan Testing

page 10 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

02 Service Design IT Service Continuity Management ITSCM Initiation
02 Service Design IT Service Continuity Management ITSCM Ongoing Operation

02 Service Design IT Service Continuity Management ITSCM Risk Analysis

02 Service Design IT Service Continuity Management ITSCMImplementation

ITSCMRequirementsand
02 Service Design IT Service Continuity Management
Strategy
Major Incident or Problem
02 Service Design IT Service Continuity Management
Assessment
02 Service Design IT Service Continuity Management Organization Planning
02 Service Design IT Service Continuity Management Policy Setting

02 Service Design IT Service Continuity Management Resources Allocation

02 Service Design IT Service Continuity Management Review

Terms of Reference and Scope

02 Service Design IT Service Continuity Management
Specification
02 Service Design IT Service Continuity Management Testing

02 Service Design Service Catalogue Management

Interface with Service Level

02 Service Design Service Catalogue Management
Management
Interface with Service Portfolio
02 Service Design Service Catalogue Management
Management
Interface with Support Teams,
02 Service Design Service Catalogue Management Suppliers and Configuration
Management

Interface with the Business and

02 Service Design Service Catalogue Management
ITSCM

page 11 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

02 Service Design Service Catalogue Management Service Catalogue Maintenance

02 Service Design Service Catalogue Management Service Catalogue Production

02 Service Design Service Catalogue Management Service Defintion

02 Service Design Service Level Management

02 Service Design Service Level Management Measure Customer Satisfaction

Conduct Service Review and

02 Service Design Service Level Management
Instigate Improvements

Define Reporting and Review

02 Service Design Service Level Management
Procedures
Develop Contacts and
02 Service Design Service Level Management
Relationships

02 Service Design Service Level Management Draft SLA

Establish Monitoring
02 Service Design Service Level Management
Capabilities

02 Service Design Service Level Management Establish SLRs

page 12 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

Maintenance of SLAs and

02 Service Design Service Level Management
Underpinning Agreements

Manage Complaints and

02 Service Design Service Level Management
Compliments

02 Service Design Service Level Management Manage Customer Expectations

Monitor Service Performance

02 Service Design Service Level Management
against SLA
02 Service Design Service Level Management Ongoing SLM Process

02 Service Design Service Level Management Produce Service Reports

02 Service Design Service Level Management Publicize the Existence of SLAs

Review and Revise

02 Service Design Service Level Management
Underpinning Agreements

02 Service Design Service Level Management Seek Agreement

02 Service Design Service Level Management SLA Structure Design

02 Service Design Service Level Management SLMImplementation

02 Service Design Supplier Management

page 13 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

02 Service Design Supplier Management Business Case Preparation
02 Service Design Supplier Management Business Need Identification
02 Service Design Supplier Management Contract Agreement
Contract Renewal or
02 Service Design Supplier Management
Termination
Establish New Suppliers and
02 Service Design Supplier Management
Contracts
New Suppliers and Contracts
02 Service Design Supplier Management
Evaluation

SCD Implementation and

02 Service Design Supplier Management
Maintenance

Supplier and Contract

02 Service Design Supplier Management
Categorization
Supplier and Contract
02 Service Design Supplier Management
Performance Management

02 Service Design Supplier Management Supplier Contract Review

Supplier Performance
02 Service Design Supplier Management
Monitoring and Reporting

Supplier Performance Review

02 Service Design Supplier Management
and Improvement

Supplier Relationship
02 Service Design Supplier Management
Management

02 Service Design Supplier Management Supplier Risk Assessment

page 14 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

03 Service Transition Change Management

03 Service Transition Change Management Allocation of Priorities

03 Service Transition Change Management Change Authorization

Change Implementation
03 Service Transition Change Management
Coordination

Change Planning and

03 Service Transition Change Management
Scheduling

03 Service Transition Change Management Change Record Closing

03 Service Transition Change Management Change Record Review

Impact and
03 Service Transition Change Management
ResourceAssessment

03 Service Transition Change Management Perform CAB Meeting

03 Service Transition Change Management Remediation Assessment

03 Service Transition Change Management Request for Change Recording

03 Service Transition Change Management Request for Change Review

03 Service Transition Change Management Risk Categorization

03 Service Transition Evaluation

03 Service Transition Evaluation Actual Performance Evaluation

page 15 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

03 Service Transition Evaluation Evaluation Planning

Predicted Performance
03 Service Transition Evaluation
Evaluation

03 Service Transition Knowledge Management

Data and Information

03 Service Transition Knowledge Management
Management

Knowledge Management
03 Service Transition Knowledge Management
Strategy Production

03 Service Transition Knowledge Management Knowledge Transfer

SKMS Implementation and

03 Service Transition Knowledge Management
Usage

03 Service Transition Release and Deployment Management

03 Service Transition Release and Deployment Management Build and Test

Build, Test and Deployment

03 Service Transition Release and Deployment Management
Preparation

page 16 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

Deployment Planning and
03 Service Transition Release and Deployment Management
Preparation

Deployment Review and

03 Service Transition Release and Deployment Management
Closing

03 Service Transition Release and Deployment Management Deployment Verification

03 Service Transition Release and Deployment Management Early Life Support

Perform Transfer, Deployment

03 Service Transition Release and Deployment Management
and Retirement

Release and Deployment

03 Service Transition Release and Deployment Management
Planning

03 Service Transition Release and Deployment Management Service Testing and Pilots

Service Transition Review and

03 Service Transition Release and Deployment Management
Closing

03 Service Transition Service Asset and Configuration Management

page 17 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

Service Asset and Configuration
03 Service Transition Configuration Control
Management

Service Asset and Configuration Configuration Management and

03 Service Transition
Management Planning
Service Asset and Configuration Configuration Status Accounting
03 Service Transition
Management and Reporting

Service Asset and Configuration

03 Service Transition ConfigurationIdentification
Management

Service Asset and Configuration ConfigurationVerificationand

03 Service Transition
Management Audit

03 Service Transition Service Validation and Testing

Exit Criteria Evaluation and

03 Service Transition Service Validation and Testing
Report
03 Service Transition Service Validation and Testing Perform Tests
03 Service Transition Service Validation and Testing Test Clean Up and Closure
03 Service Transition Service Validation and Testing Test Environment Preparation
Test Plan and Test Design
03 Service Transition Service Validation and Testing
Verification
03 Service Transition Service Validation and Testing Test Planning and Design
Validation and Test
03 Service Transition Service Validation and Testing
Management

page 18 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

04 Service Operations Access Management

04 Service Operations Access Management Access Logging and Tracking

04 Service Operations Access Management Identity Status Monitoring
04 Service Operations Access Management Requesting Access

04 Service Operations Access Management Rights Provision

04 Service Operations Access Management Rights Removal or Restriction

04 Service Operations Access Management Verification

04 Service Operations Application Management

Application Management
04 Service Operations Application Management
Lifecycle

04 Service Operations Application Management Build

04 Service Operations Application Management Build or Buy Decision

04 Service Operations Application Management Database Administration

04 Service Operations Application Management Deploy

04 Service Operations Application Management Design

page 19 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

04 Service Operations Application Management Middleware Management

04 Service Operations Application Management Operate

04 Service Operations Application Management Optimize

04 Service Operations Application Management Requirements

Specific Applications
04 Service Operations Application Management
Management

04 Service Operations Event Management

04 Service Operations Event Management Action Review

04 Service Operations Event Management Error Messaging

04 Service Operations Event Management Event Closing

Event Correlation and

04 Service Operations Event Management
Response Selection

page 20 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

Event Detection and Alert
04 Service Operations Event Management
Mechanisms

04 Service Operations Event Management Event Detection and Filtering

04 Service Operations Event Management Event Management Design

04 Service Operations Event Management Event Notification

04 Service Operations Event Management Instrumen-tation

Ongoing Event Management

04 Service Operations Event Management
Process

04 Service Operations Event Management Threshold Identification

04 Service Operations Incident Management

04 Service Operations Incident Management Incident Categorization

04 Service Operations Incident Management Incident Closure

04 Service Operations Incident Management Incident Escalation
04 Service Operations Incident Management Incident Logging
04 Service Operations Incident Management Incident Prioritization

04 Service Operations Incident Management Initial Diagnosis

04 Service Operations Incident Management Investigation and Diagnosis

04 Service Operations Incident Management Resolution and Recovery

page 21 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

04 Service Operations IT Operations Management

04 Service Operations IT Operations Management Backup and Restore

04 Service Operations IT Operations Management Building Management

Console
04 Service Operations IT Operations Management
Management/Operations Bridge

Environmental Conditioning and

04 Service Operations IT Operations Management
Alert Systems

04 Service Operations IT Operations Management Equipment Hosting

04 Service Operations IT Operations Management Facilities Management

Involvement in Contract
04 Service Operations IT Operations Management
Management

04 Service Operations IT Operations Management IT Operations Control

04 Service Operations IT Operations Management Job Scheduling

04 Service Operations IT Operations Management Maintenance

04 Service Operations IT Operations Management Maintenance Activities
04 Service Operations IT Operations Management Physical Access Control

04 Service Operations IT Operations Management Power Management

04 Service Operations IT Operations Management Print and Output Management

04 Service Operations IT Operations Management Safety

page 22 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

04 Service Operations IT Operations Management Shipping and Receiving

04 Service Operations Problem Management

04 Service Operations Problem Management Major Problem Review

04 Service Operations Problem Management ProactiveProblemManagement

04 Service Operations Problem Management Problem Categorization

04 Service Operations Problem Management Problem Closure

04 Service Operations Problem Management Problem Detection

Problem Investigation and

04 Service Operations Problem Management
Diagnosis

04 Service Operations Problem Management Problem Logging

04 Service Operations Problem Management Problem Prioritization

04 Service Operations Problem Management Problem Resolution
04 Service Operations Problem Management Raise Known Error Record
04 Service Operations Problem Management Reactive Problem Management

04 Service Operations Request Fulfilment

04 Service Operations Request Fulfilment Fulfillment

04 Service Operations Request Fulfilment Menu Selection

04 Service Operations Request Fulfilment Request Approval

04 Service Operations Request Fulfilment Request Closure

page 23 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

04 Service Operations Service Desk

04 Service Operations Service Desk Fulfill Simple Request

04 Service Operations Service Desk Incident Categorization

04 Service Operations Service Desk Incident Closure

04 Service Operations Service Desk Incident Escalation
04 Service Operations Service Desk Incident Logging
04 Service Operations Service Desk Incident Prioritization
04 Service Operations Service Desk Inform User

04 Service Operations Service Desk Initial Diagnosis

Provide access rights for simple

04 Service Operations Service Desk
services

04 Service Operations Service Desk Request Approval

04 Service Operations Service Desk Request Closure

04 Service Operations Service Desk Resolution and Recovery

04 Service Operations Service Desk Verification

04 Service Operations Technical Management

04 Service Operations Technical Management Database Administration

page 24 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

04 Service Operations Technical Management Desktop Support

04 Service Operations Technical Management Directory Services Management

04 Service Operations Technical Management Internet/Web Management

04 Service Operations Technical Management Mainframe Management

04 Service Operations Technical Management Middleware Management

04 Service Operations Technical Management Network Management

Server Management and

04 Service Operations Technical Management
Support

04 Service Operations Technical Management Storage and Archive

05 Continual Service Return on Investment for CSI

Improvement

page 25 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

05 Continual Service Consider Business Questions
Return on Investment for CSI
Improvement for CSI
05 Continual Service
Return on Investment for CSI Consider Costs and Gains
Improvement

05 Continual Service
Return on Investment for CSI Establish the Business Case
Improvement

05 Continual Service
Return on Investment for CSI Measure the Achieved Benefits
Improvement
05 Continual Service
Service Measurement and Reporting
Improvement

05 Continual Service Consider Different Levels of

Service Measurement and Reporting
Improvement Measurement

05 Continual Service Create a Measurement

Service Measurement and Reporting
Improvement Framework Grid
05 Continual Service
Service Measurement and Reporting Create Scorecards and Reports
Improvement
05 Continual Service Define Reporting Policies and
Service Measurement and Reporting
Improvement Rules

05 Continual Service
Service Measurement and Reporting Define What to Measure
Improvement

05 Continual Service Implement and Manage CSI

Service Measurement and Reporting
Improvement Policies

05 Continual Service
Service Measurement and Reporting Interprete Metrics
Improvement

page 26 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

05 Continual Service
Service Measurement and Reporting Publish Business Views
Improvement

05 Continual Service Service Management Process

Service Measurement and Reporting
Improvement Measurement

05 Continual Service
Service Measurement and Reporting Service Measurement
Improvement

05 Continual Service Service Measurement

Service Measurement and Reporting
Improvement Framework Development

05 Continual Service
Service Measurement and Reporting Service Reporting
Improvement

05 Continual Service Set Service Measurement

Service Measurement and Reporting
Improvement Targets

05 Continual Service Translate Data into Business

Service Measurement and Reporting
Improvement Views

05 Continual Service
Service Measurement and Reporting Use Measurements and Metrics
Improvement

05 Continual Service
The 7-Step Improvement Process
Improvement

page 27 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

05 Continual Service
The 7-Step Improvement Process Analyse the Data
Improvement

05 Continual Service
The 7-Step Improvement Process Define What You Can Measure
Improvement

05 Continual Service Define What You Should

The 7-Step Improvement Process
Improvement Measure

05 Continual Service
The 7-Step Improvement Process Gather the Data
Improvement

05 Continual Service
The 7-Step Improvement Process Implement Corrective Action
Improvement

05 Continual Service
The 7-Step Improvement Process Present and Use the Data
Improvement

05 Continual Service
The 7-Step Improvement Process Process the Data
Improvement

05 Continual Service
Transition Planning and Support
Improvement

05 Continual Service
Transition Planning and Support Administration
Improvement

05 Continual Service
Transition Planning and Support Advice
Improvement

05 Continual Service Progress Monitoring and

Transition Planning and Support
Improvement Reporting

page 28 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

05 Continual Service Service Transition Planning and
Transition Planning and Support
Improvement Coordination

05 Continual Service
Transition Planning and Support Service Transition Preparation
Improvement

05 Continual Service
Transition Planning and Support Transition Planning
Improvement
05 Continual Service
Transition Planning and Support Transition Strategy Production
Improvement
05 Continual Service
Transition Planning and Support Transition Support
Improvement

Communications

Assess communication need

Define the communication
Develop communication
materials
Deliver the communication
Assess communication
effectiveness

Quality Assurance / Quality Control

Conduct design reviews

Conduct code reviews
Review test results and confirm
quality is met
Monitor incidents and defects
Benchmarking
General Requirements

page 29 of 60
 ITIL v3 Process Framework

ITIL Category Process Subprocess

Adhere to the organisation's
standards and practices as
defined by the organisation's IS

Enable capture and

presentation of metrics to
confirm key performance
indicators as defined by the
organisation's

Work estimates that are

provided by the Supplier will
need to be reviewed, validated
and approved by the
organisation's
IS Governance

page 30 of 60
 ITIL v3 Process Framework

Description
Activities that understand and influence customer demand for services
and the provision of capacity to meet these demands. At a strategic
level Demand Management can involve analysis of Patterns of
Business Activity and User Profiles.

The packing of core and supportings services. Decisions have to be made

whether to standardize on the core or the supporting services in order to
achieve a certain level of differentiation.
Match user profiles with business activity patterns and code each pattern
with an unique reference.
Analysing the business plans of the customer to ensure that the business
plans of the customer are synchronized with the plans of the service
provider.
Service level packages are combined with core service packages to build a
service catalogue with segmentation.
The Function and Processes responsible for managing an IT Service
Provider's Budgeting, Accounting and Charging Requirements.
The Process responsible for identifying actual Costs of delivering IT
Services, comparing these with budgeted costs, and managing variance
from the Budget
The Activity of predicting and controlling the spending of money. Consists of
a periodic negotiation cycle to set future Budgets (usually annual) and the
day-to-day monitoring and adjusting of current Budgets.

BIA is the Activity in Business Continuity Management that identifies Vital

Business Functions and their dependencies. These dependencies may
include Suppliers, people, other Business Processes, IT Services etc.BIA
defines the recovery requirements for IT Services. These requirements
include Recovery Time Objectives, Recovery Point Objectives and minimum
Service Level Targets for each IT Service.

The set of processes required to bill Customers for the services supplied to
them. Charging for IT Services is optional, and many Organisations choose
to treat their IT Service Provider as a Cost Centre.
Identifying the total cost of utilization (TCU) to the customer and predicting
the financial implications of future service demands.
Evaluating different models for the funding of IT services.

page 31 of 60
 ITIL v3 Process Framework

Description
Analysing and optimizing the current methods for providing a service. There
are different service provision models to be considered in such an analysis.
A measurement of the total Cost of delivering an IT Service, and the total
value to the Business of that IT Service. Service Valuation is used to help
the Business and the IT Service Provider agree on the value of the IT
Service.

A technique used to understand how overall costs are impacted by the many
complex variable elements that contribute to the provision of IT Services.

The analysis of the ROI, which is a measurement of the expected

benefit of an investment. In the simplest sense it is the net profit of an
investment divided by the net worth of the assets invested.
By using Net Present Value (NPV) and Internal Rate of Return (IRR)
techniques.

Tracking all the related costs of the ITIL programme.

Objectives such as:- Improve quality of service- Implement industry-wide
best practices- etc.

Isolating the effects by using techniques, such as:- Forecast analysis-

Impact estimates- Control group
A business case is a decision support and planning tool that projects the
likely consequences of a business action. Special focus should be put on
incorporating business impacts linked to business objectives.

Preference decisions relate to choosing from among several competing

investment alternatives. The approach used to perform preference decisions
is called Internal Rate of Return (IRR). IRR is a technique used to help make
decisions about Capital Expenditure. IRR calculates a figure that allows two
or more alternative investments to be compared. A larger IRR indicates a
better investment.

page 32 of 60
 ITIL v3 Process Framework

Description
Screening decisions relate to whether a proposed service management
initiative passes a predetermined requirement (e.g. minimal return). The
approach used to make screening decisions is called Net Present Value
(NPV). NPV is a technique used to help make decisions about Capital
Expenditure. NPV compares cash inflows to cash outflows. Positive NPV
indicates that an investment is worthwhile.

Techniques for retroactively analysing an investment in service management

(if a service management initiative was initiated without prior ROI analyis)
Techniques for quantitatively analysing an investment in service
management. This process is called capital budgeting. Capital budgeting
decisions fall into two categories: screening and preference decisions.
The Process responsible for managing the Service Portfolio.Service
Portfolio Management considers Services in terms of the Business
value that they provide.

Crafting strategic intend by asking questions such as:- What are the long-
term goals of the service organization and what services are required to
meet those goals.This will lead to service investments in different strategic
categories.
Collecting information from all existing and proposed services. Each service
in the portfolio should include a business case.
Approving and authorizing the "to be state" that was crafted in the previous
phases. This will lead to investments for new services and/or different
outcomes for the existing services.

Tracking the progress of service investments and promote newly chartered

services to Service Design, refresh existing services and instigate the
retirement of services by Service Transition.This process also includes the
refreshing of the Service Portfolio which may become necessary due to
market/condition changes etc.

Linking the service strategy to market spaces.

It is useful for managers to visualize services as value-creating patterns
made up of customer assets and service archetypes.

page 33 of 60
 ITIL v3 Process Framework

Description
Conducting a strategic analysis for every market space, major customer and
Service Portfolio to determine current strategic positions and desired
strategic positions for success. Each critical success factor is thereby
measured on a meaningful index or scale.

Identifying critical success factors for different market spaces is an essential

aspect of strategic planning and development. Critical success factors
determine the service assets required to implement a service strategy
successful.

Developing standards and practices around technologies and processes

(e.g., data, process, tecnology architectures)
Service providers should analyse every market space they support and
determine their position with respect to the options that customers have with
other service providers. Differentiation is normally created through a better
mix of services, superior service designs, and operational effectiveness.

Analyse all opportunities that an IT Service Provider could exploit to meet

business needs of Customers. The Market Space identifies the possible IT
Services that an IT Service Provider may wish to consider delivering.

Analysing the presence across various market spaces. This includes the
analysis of business potential based on unserved or underserved market
spaces. This analysis identifies opportunities with current and prospective
customers.
When services are effective in increasing the performance potential of
customer assets there is an increase in the demand for services.

One of the key objectives of Service Management is to improve the service

potential of its capabilities and resources. Examples of how service potential
is increased include service management initiatives, such as:- data centre
rationalization- training and certification- implementing incident management
process- etc..

The performance potential of services is increased primarily by having the

right mix of services to offer to customers, and designing those services to
have an impact on the customer`s business.

page 34 of 60
 ITIL v3 Process Framework

Description
This includes the complete set of Services that are managed by a Service
Provider. The Service Portfolio is used to manage the entire Lifecycle of all
Services, and includes three Categories: Service Pipeline (proposed or in
Development); Service Catalogue (Live or available for Deployment); and
Retired Services.The Service Portfolio Management process (Service
Strategy) as well as the Service Catalogue Management process (Service
Design) are described as separate processes in this reference model.

An outcome-based definition of services ensures that managers plan and

execute all aspects of service management entirely from the perspective of
what is valuable to the customer.
The development of successful expansion strategies. Strategic planning and
review includes examining opportunities for growth within current customers
and services.

Prioritizing strategic investments based on customer needs (e.g. investing in

areas where an important customer need remains poorly satisfied).
Objectives represent the results expected from pursuing strategies, while
strategies represent the actions to be taken to accomplish objectivies.
In crafting a service strategy, a provider should first take a careful look at
what it does already. Factors for strategic assessment include:- strenght and
weaknesses- distinctive competencies- crtitical success factors- threats and
opportunities

The performance of customer assets should be a primary concern of service

management professionals because without customer assets there is no
basis for defining the value of a service.

The valuation of services and service asset becomes easier when it is

possible to visualize the customer outcomes they facilitate. Therefore
customer outcomes are used to tag services. Customer outcomes that are
not well supported represent opportunities for services to be offered as
solutions.

page 35 of 60
 ITIL v3 Process Framework

Description
The Process responsible for defining, analysing, planning, measuring
and improving all aspects of the Availability of IT Services. Availability
Management is responsible for ensuring that all IT Infrastructure,
Processes, Tools, Roles etc are appropriate for the agreed Service
Level Targets for Availability.In order to achieve this, Availability
Management should perform both reactive and proactive activities.

Involves all the planning of the OLA and contracts and IT Infrastructure to
ensure that the required levels of availability are able to be met.

The use of simulation, modelling or load test tools in order to ensure that
components can operate under stress conditions.

Determining the availability requirements from the business for a new or

enhanced IT Service and formulating the availability and recovery design
criteria for the IT Infrastructure.
The investigation and reporting of all incidents and events that cause
unavailability of services.
The monitoring and measuring of all aspects of availability, reliability,
maintainability and serviceability of services and components.

A technique that helps to identify the impact of CI failure on IT Services. A

matrix is created with IT Services on one edge and CIs on the other. This
enables the identification of critical CIs (that could cause the failure of
multiple IT Services) and of fragile IT Services (that have multiple Single
Points of Failure).

A key activity of Availability Management is to look continually at

opportunities to optimize the availability of the IT infracstructure in
conjunction with Continual Service Improvement activities.
A technique that can be used to determine the chain of Events that leads to
a Problem. Fault Tree Analysis represents a chain of Events using Boolean
notation in a diagram.

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The identifictation and quantification of risks and justifiable countermeasures

in order to proctect the availability of components and services.

Analysis of any Configuration Item that can cause an Incident when it fails,
and for which a Countermeasure has not been implemented. A SPOF may
be a person, or a step in a Process or Activity, as well as a Component of
the IT Infrastructure.

The Process responsible for ensuring that the Capacity of IT Services

and the IT Infrastructure is able to deliver agreed Service Level Targets
in a Cost Effective and timely manner. Capacity Management considers
all Resources required to deliver the IT Service, and plans for short,
medium and long term Business Requirements.

The Activity responsible for understanding the Resource Requirements

needed to support a new Application, or a major Change to an existing
Application. Application Sizing helps to ensure that the IT Service can meet
its agreed Service Level Targets for Capacity and Performance.

In the context of ITSM, Business Capacity Management (BCM) is the Activity

responsible for understanding future Business Requirements for use in the
Capacity Plan
The data collected from the monitoring should be analysed to identify trends
from which the normal utilization and service levels, or baselines, can be
established.
The prime objective of Capacity Demand Management is to influence user
and customer demand for IT services and manage the impact on IT
resources.

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Capacity Management is an extremly technical, complex and demanding
process, and in order to achieve results, it requires three supporting
subprocesses:- Business Capacity Management (BCM)- Service Capacity
Management (SCM)- Component Capacity Management (CCM)There are
many similar activities that are performed by each of these subprocesses,
but each subprocess has a very different focus.

The underpinning activities are neccesary to support the subprocesses of

Capacity Management. The major difference between the subprocesses is in
the data being monitored and collected, and the perspective from which it is
analysed.

One of the key activities of Capacity Management is to produce a plan that

documents the current levels of resource utilization and service performance
and, after consideration of the Service Strategy and plans, forecasts the
future requirements for new IT resources to support the IT services that
underpin the business activities.

This activity involves monitoring the components (CCM), service (SCM) and
business (BCM) capacities.

Component Capacity Management (CCM). The Process responsible for

understanding the Capacity, Utilisation, and Performance of Configuration
Items. Data is collected, recorded and analysed for use in the Capacity Plan.

This involves understanding new techniques and new technology and how
they can be used to support the business and innovate improvements.
However, at all times Capacity Management should recognize that the
introduction and use of this new technology must be cost-justified and
deliver real benefit to the business.

The objective of this activity is to introduce to the live operation services any
changes that have been identified by the monitoring, analysis and tuning
activities. The implementation of any changes arising from these activities
must be undertaken through a strict, formal Change Management process.

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A prime objective of Capacity Management is to predict the behaviour of IT
services under a given volume and variety of work. The different types of
modelling used to predict the behaviour of IT Services range from making
estimates based on experience and current resource utilization information,
to pilot studies, prototypes and fullscale benchmarks. Types of modelling
and trending used in the Capacity Management process:- Baselining- Trend
analysis- Analytical modelling- Simulation modelling

Capacity Management assist with the identification and improvement of the

resilience within the IT infrastructure or any subset of it, wherever it is cost-
justified. In conjunction with Availability Management, Capacity Management
should use techniques such as Component Failure Analysis (CFIA) to
identify how susceptible the current configuration is to the failure or overload
of individual components and make recommendations on any cost-effective
solutions.

Service Capacity Management (SCM). The Activity responsible for

understanding the Performance and Capacity of IT Services. The Resources
used by each IT Service and the pattern of usage over time are collected,
recorded, and analysed for use in the Capacity Plan.

The management and control of service and component thresholds is

fundamental to the effective delivery of services to meet their agreed service
levels.
The analysis of the monitored data may identify areas of the configuration
that could be tuned to better utilize the service, system and component
resources or improve the performance of a particular service.

The Process that ensures the Confidentiality, Integrity and Availability

of an Organisation's Assets, information, data and IT
Services.Information Security Management usually forms part of an
Organisational approach to Security Management which has a wider
scope than the IT Service Provider, and includes handling of paper,
building access, phone calls etc., for the entire Organisation.

The assessment and classification of all information assets according to the

sensitivity and the impact of disclosure.
The production of a comprehensive security strategy which must be closely
linked to the business strategy.

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Analysis, reporting and reduction of the volumes and impact security

breaches and incidents
The security controls should support the information security policy and
should be documented and continually reviewed.
Monitoring and management of all security breaches and major security
incidents.
The communication, distribution and enforcement of the security policy. This
includes the effective marketing and education in security requirements.

The scheduling and completion of security reviews, audits and penetration

tests.
The process of assessing the risks associated with the access to services,
information and systems
The Process responsible for managing Risks that could seriously
impact IT Services. ITSCM ensures that the IT Service Provider can
always provide minimum agreed Service Levels, by reducing the Risk
to an acceptable level and Planning for the Recovery of IT Services.
ITSCM should be designed to support Business Continuity
Management.
...in order to ensure that the project can be controlled and that the
deliverables are achieved.

e.g. use project planning methodologies such as PRINCE2 or PMBOK

The invocation of the continuity plan in case of a disaster.

After the production of a ITSC Strategy, ITSC Plans need to be produced in
line with Business Continuity Plans.

This includes the updating of the strategy (e.g. if a new service is introduced)

There are four basic types of tests that can be undertaken:- Walk-through
tests- Full tests- Partial tests- Scenario tests

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Analysing the value of Assets to the business, identifying Threats to those

Assets, and evaluating how Vulnerable each Asset is to those Threats. A
standard methodology, such as Management of Risk (M_o_R) should be
used to assess and manage risks within an organization.

The occurence of a major incident or problem requires an assessment for

the potential invocation of the ITSC Plan.

Setting of a policy that contains the management intention and objectives

The allocation of resources refers to money as well as to manpower (e.g.
staff training or hiring of external consultants)
Review of all of the deliverables from the ITSCM process needs to be
undertaken to ensure that they remain current.
Defining the scope and responsibility of all staff in the organization
concerning ITSCM issues.
Testing of components critical to recovery plans
The goal of the Service Catalogue Management process is to ensure
that a Service Catalogue is produced and mantained, containing
accurate information on all operational services and those being
prepared to be run operationally.
Ensuring that the information is aligned to the business and business
process

Agreeing the contents of the Service Portfolio and Service Catalogue

Coordination of interfaces and dependencies between IT Services and the

supporting services, components and CIs contained within the Technical
Service Catalogue
Interfacing with the business and ITSM on the dependencies of business
units and their business processes with the supporting IT services,
contained within the Business Service Catalogue.

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The Service Catalogue needs to be maintained using the Change
Management Process.

Agreeing and documenting a Service Definition with all relevant

parties.Many organizations integrate their Service Catalogue as part of their
CMS by defining each service as a configuration item.

The Process responsible for negotiating Service Level Agreements,

and ensuring that these are met. SLM is responsible for ensuring that
all IT Service Management Processes, Operational Level Agreements,
and Underpinning Contracts, are appropriate for the agreed Service
Level Targets. SLM monitors and reports on Service Levels, and holds
regular Customer reviews.

There are a number of important ´soft´ issues that cannot be monitored by

mechanistic means, such as a customers' overall feelings. It is therefore
recommended that attempts be made to monitor customer perception on soft
issues. Methods of doing this include:- Periodic questionnaires and customer
surveys- Customer feedback from service review meetings- Feedback from
Post Implementation Reviews (PIRs)-Telephone perception surveys-
Satisfaction survey handouts-User group or forum meetings-Analysis of
complaints and compliments

Periodic review meetings must be held on a regular basis with customers to

review the service achievement in the last period and to preview any issues
for the coming period.

It is very important that SLM develops trust and respect with the business,
especially with the key business contacts.
The SLR will gradually be refined as the service progresses through the
stages of its lifecycle, until it eventually becomes a pilot SLA during the early
life support period.

Once the Service Catalogue has been produced and the SLA structure has
been agreed, a first Service Level Requirement must be drafted.

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All agreements and underpinning agreements, including SLAs, underpinning
contracts and OLAs, must be kept up-to-date. They should be brought under
Change and Configuration Management Control and reviewed periodically,
at least annually, to ensure that they are still current and comprehensive,
and are still aligned to business needs and strategy.

The SLM process should also include activities and procedures for the
logging and management of all complaints and compliments.

From the ouset, it is wise to manage customers' expectation. This means

setting the proper expectations and appropriate targets in the first place, and
putting a systematic process in place to manage expectations going forward.

Immediately after the SLA is agreed and accepted, monitoring must be

instigated.

After the instigation of monitoring, service achievement reports must be

produced.
Once an SLA is agreed, wide publicity needs to be used to ensure that
customers, users and IT staff alike are aware of its existence and of the key
targets.

Before committing to new or revised SLAs, it is important that existing

contractual arrangements are investigated and, where necessary, upgraded.
This activity needs to be completed in close consultation with the Supplier
Management process, to ensure not only that SLM requirements are met,
but also that all other process requirements are considered, particularly
supplier and contractual policies and standards.

Using the draft agreement as a basis, negotiations must be held with the
customer(s) to finalize the contents of the SLA and the inititial service level
targets, and with the service providers to ensure that these are achievable.
Using the Service Catalogue as an aid, SLM must design the most
appropriate SLA structure to ensure that all services and all customers are
covered in a manner best suited to the organization's need.

The Process responsible for ensuring that all Contracts with Suppliers
support the needs of the Business, and that all Suppliers meet their
contractual commitments.

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Establishing a single set of information for the management of new

suppliers. The adding of new supplier contracts must be handled using the
Change Management process.

Determining the importance of a supplier from the business perspective

The objective of this process is to review service in order to ensure that

supplier and contracts remain aligned to business needs, The review of
contracts might lead to the renewal or termination of existing contracts.
Measuring the Supplier's performance against service levels and producing
performance reports.
Performance review meetings must be held on a regular basis to ensure that
the ongoing service performance management remains focused on
supporting business needs.

This includes the identification of the single, nominated individual

responsible for ownership of each supplier and contract as well as the
establishing of good communication links and escalation routines. The effort
invested thereby depends on the supplier categorization (i.e. the importance
of the supplier for the business).

A substantial risk assessment of the potential suppliers needs to be

undertaken pre-contact in close conjunction with Service Continuity
Management, Availability Management and Information Security
Management.

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The Process responsible for controlling the Lifecycle of all Changes.
The primary objective of Change Management is to enable beneficial
Changes to be made, with minimum disruption to IT Services.
This process is used to establish the order in which changes put forward
should be considered
The formal authorization of a change by a change authority which might be
made up, depending on the type, size and risk of the change, of either:-
Change Manager- CAB- ECAB- or even higher authorities such as the a
global CAB or the Board of Directors

Ensuring that changes are implemented as scheduled. The actual building

and implementation of the change is performed by the Release and
Deployment Management

If the review is satisfactory or the original change is abandoned the Rfc

should be formally closed in the logging system.
The Post Implementation Review of implemented or failed changes. This
might lead to raising a new RfC.
The impact and ressource assessment might be performed by the:- Change
Management- CAB- ECAB
The CAB supports the authorization of changes, assist Change
Management in the assessment of changes and reviews changes.
The development of a remeditation plan
The process of logging and documenting an Request for Change.
The process of initial filtering of RfCs such as:- impractical RfCs- repeats of
earlier RfCs- incomplete submissions
The consideration of possible risks to the business of any change
The Process responsible for assessing a new or Changed IT Service to
ensure that Risks have been managed and to help determine whether
to proceed with the Change. Evaluation is also used to mean
comparing an actual outcome with the intended outcome, or
comparing one alternative with another.

Risk Assessment and Evaluation of the actual performance of a service

change.

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Planning the evaluation process by ensuring that a change is evaluated from
different perspectives.

Risk Assessment and Evaluation of the predicted performance.

The Process responsible for gathering, analysing, storing and sharing

knowledge and information within an Organisation.The primary
purpose of Knowledge Management is to improve Efficiency by
reducing the need to rediscover knowledge.

This process includes the establishing of data and information requirements,

the definition of the information architecture, the establishing of data and
information management procedures, as well as the evaluation and
improvement.

The process of transfering needed knowledge from one part to the other part
of the organization at specific points in time. In order to achieve this an
analysis of the knowledge gap should be undertaken initially.
The Implementation and management of the usage of theService
Knowledge Management System (SKMS)

The Process responsible for both Release Management and

Deployment.Release Management: The Process responsible for
Planning, scheduling and controlling the movement of Releases to Test
and Live Environments. The primary Objective of Release Management
is to ensure that the integrity of the Live Environment is protected and
that the correct Components are released.Deployment: The Activity
responsible for movement of new or changed hardware, software,
documentation, Process, etc to the Live Environment.

This activity includes the release and build documentation, the aquisition and
testing of input configuration items and components, the release packaging
as well as the building and management of the test environments.

Validating the Service Design and the release design against the
requirements for the new or changed service offering. This activity also
includes the traning for the release, deployment, build and test teams.

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The planning and preparation activities that prepare the deployment group
for deployment. These activities include assessing the deployment and
developing concrete deployment plans

Verify that users, service operation, staff and stakeholders are capable of
using or operating the service.
Support provided for a new or changed IT Service for a period of time after it
is released. During Early Life Support the IT Service Provider may review
the KPIs, Service Levels and Monitoring Thresholds, and provide additional
resources for Incident and Problem Management.

Performing the activities specified in the deployment plan, such as:-

Transfering financial assets- Transfer/Transition of business and
organization- Deploy processes - Transfer service- Deploy service-
Decommissioning and service retirement- Remove redundant assets

This activity includes the development of release and deployment plans, the
establishing of pass/fail criteria for releases, build and test planning, the
planning of pilots, the planning of release packaging and build activities, the
deployment planning, the logistics and delivery planning as well as the
financial/commercial planning.

Testing activities during the release and deployment phase such as:- service
release test- service operation readiness test- service rehearsal- pilot
testTesting activities are coordinated through the service validation and
testing process.
Checking that all transition activities are completed and that accurate metrics
were captured.
The Process responsible for both Configuration Management and
Asset Management.Configuration Management: The Process
responsible for maintaining information about Configuration Items
required to deliver an IT Service, including their Relationships. This
information is managed throughout the Lifecycle of the CI.Asset
Management: Asset Management is the Process responsible for
tracking and reporting the value and ownership of financial Assets
throughout their Lifecycle.

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The Activity responsible for ensuring that adding, modifying or removing a CI
is properly managed, for example by submitting a Request for Change or
Service Request.

Documenting the management approach for SACM process.

The Activity responsible for recording and reporting the Lifecycle of each
Configuration Item.
The Activity responsible for collecting information about Configuration Items
and their Relationships, and loading this information into the CMDB.
Configuration Identification is also responsible for labelling the CIs
themselves, so that the corresponding Configuration Records can be found.

The Activities responsible for ensuring that information in the CMDB is

accurate and that all Configuration Items have been identified and recorded
in the CMDB. Verification includes routine checks that are part of other
Processes. For example, verifying the serial number of a desktop PC when a
User logs an Incident. Audit is a periodic, formal check.

The Process responsible for Validation and Testing of a new or

Changed IT Service. Service Validation and Testing ensures that the IT
Service matches its Design Specification and will meet the needs of the
Business.

The actual results are compared with the expected results.

Cleaning up of test environments and review of the testing approach.

Ensuring that the designated test model is adequate/appropriate.

The planning, control and reporting of activities through the test stages of
Service Transition.

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The Process responsible for allowing Users to make use of IT Services,
data, or other Assets. Access Management helps to protect the
Confidentiality, Integrity and Availability of Assets by ensuring that
only authorized Users are able to access or modify the Assets.Access
Management is sometimes referred to as Rights Management or
Identity Management.

Ensuring that the provided rights are used properly

Monitoring the user status, i.e. his/her role and need to access services.

Access Management does not decide who has access to which IT services
but rather executes the policies and regulations defined during Service
Strategy and Design.After the user has been identified, the Service Desk will
pass the request to the appropriate team to provide access. However, it is
quite common for the Service Desk to be delegated responsibility for
providing access for simple services during the call.

Verifying that the users requesting a service access are who they say they
are and that they have a legitimate requirement for that service
The Function responsible for managing Applications throughout their
Lifecycle.

The lifecycle for developing and managing applications.

Making the application ready for deployment. Application components are

coded or acquired, integrated and tested.
Contributing to the decision of whether to buy an application or build it.

Database Administration works to ensure the optimal performance, security

and functionality of databases that they manage. There are various
organizational options for the database administration process:a) Database
administration being performed by each Application Management team for
all the applications under its controlb) a dedicated department, which
manages all databasesc) several departments, each managing one type of
database

Installing the application.

Translating the requirements into specifications.

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Refers to the process that is used to manage Middleware (i.e. software that
connects two or more software components or applications. Middleware is
usually purchased from a supplier, rather than developed within the IT
Service Provider).Middleware Management can be performed as part of an
Application Management function (where it is dedicated to a specific
application) or as part of a Technical Management function (where it is
viewed as an extension to the Operating System of a specific platform.)

Operating an application as part of delivering a service required by the

business. This includes the continual measuring of the application
performance against the service levels.
Analysing and acting upon the results of the measurment results from the
operate phase.
Gathering the requirments for a new application. There are six types of
requirements for applications- functional requirements- manageability
requirements- usability requirements- architectural requirements- interface
requirements- service level requirements

Although all Application Management departments, groups or teams perform

similar activities, each set of application has a different set of management
and operational requirments (such as running on different platforms). For
this reason, Application Management teams and departments tend to be
organized according to the categories of applications that they support.
Typical examples of Application Management organizations include:-
Financial applications- HR applications- Business-specific applications (e.g.
insurance, banking, etc.)- etc.

The Process responsible for managing Events throughout their

Lifecycle.
Checking that any significant events have been handled appropriately. In
many cases this can be done automatically.
Ensuring that all components are designed to support Event Management,
i.e. provide meaningful error messages.
Most events, however, are not 'opened' or 'closed'. e.g Informal events are
simply logged; auto-response events will typically be closed by the
generation of a second event.
The event is compared with a certain set of criteria and rules in a prescribed
order and via different triggers a response to the event is initiated.

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The design and population of the tools used to filter, correlate and escalate
events.
The filtering process decides whether to communicate the event to a
management tool or to ignore it.
The exact targets and mechanisms for monitoring will be specified during the
Availability and Capacity Management processes. However, day-to-day
operations will define additional events, priorities, alerts and other
improvements.

The generation of a notification when certain conditions are met or by polling.

Defining what can be monitored about CIs and the way in which their
behaviour can be effected.

Thresholds are not constant and must be continually tuned and updated
through the process of CSI.

The Process responsible for managing the Lifecycle of all Incidents.

The primary Objective of Incident Management is to return the IT
Service to Users as quickly as possible.Incident Management is
modelled here as separate from the Service Desk process.The Incident
Management process can be thought of as the process necessary
when the Incident cannot be resolved by reusing existing knowledge
(i.e. the process of the Service Desk).

Allocating suitable incident categorization coding and filtering service

requests.
Checking whether the incident is fully closed.
Functional and/or hierarchic escalation.

Allocating an appropriate prioritization code.

Checking whether the Service Desk can resolve the incident or whether the
incident needs to be escalated
The identification of resolutions by the support groups.
Testing and performing the recovery action.

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The Function within an IT Service Provider which performs the daily
Activities needed to manage IT Services and the supporting IT
Infrastructure. IT Operations Management includes IT Operations
Control and Facilities Management.

Typical activities include:- cleaning-waste disposal- installation of physical

facilities- parking- access control and security monitoring- signage
Central coordination point for managing various classes of events, detecting
incidents, managing routine operational activities and reporting on the status
or performance of technology components.
Ensuring that physical conditions within Data Centres or computer rooms are
maintained at the correct levels for optimal IT Operations.
The hosting of IT equipment. This includes the process of planning and
designing the layout of the Data Centre.
The Function responsible for managing the physical Environment where the
IT Infrastructure is located. Facilities Management includes all aspects of
managing the physical Environment, for example power and cooling,
building Access Management, and environmental Monitoring.

Involvement in the specification and negotiation of contracts such as:-

Management of leases for leases properties- Leasing or maintenance of
environmental equipment- Building maintenance contracts-
Telecommunication facilities- Security services
The Function responsible for Monitoring and Control of the IT Services and
IT Infrastructure.
Planning and managing the execution of software tasks that are required as
part of an IT Service. Job Scheduling is carried out by IT Operations
Management, and is often automated using software tools that run batch or
online tasks at specific times of the day, week, month or year.
Coordinating all routine maintenance activity within the building.

Defining and maintaining physical access controls

Managing the sourcing and utilization of power sources that are used to
keep the facility functional.

Enforcing compliance with relevant safety standards and legislation

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Planning and managing the shipping and receiving activities
The Process responsible for managing the Lifecycle of all Problems.
The primary Objectives of Problem Management are to prevent
Incidents from happening, and to minimise the Impact of Incidents that
cannot be prevented.

Proactive Problem Management activities are initiated in Service Operation,

but generally driven as part of Continual Service Improvement.
Allocating suitable problem categorization coding.

There are multiple ways of detecting a problem, such as:- Analysis of

incidents as part of the proactive problem management- Suspicion or
detection of an unknown cause for one or more incidents by the service
desk- A notification from a supplier that a problem exists- ...

Trying to diagnose the root cause of a problem by using techniques such

as:- Chronological analysis- Pain value analysis- Kepner and tregoe method-
Brainstorming- Using ishikawa diagrams- Pareto Analysis
All the relevant details of a problem must be recorded so that a full historic
record exists.
Allocating an appropriate prioritization code.
Applying the found solution to resolve the problem

The Process responsible for managing the Lifecycle of all Service

Requests.
The actual fulfilment activity will depend upon the nature of the service
request.

Offering users the possibility to select a service request from a predefined list

Financial and/or compliance related approval may be needed for non-

standard service requests
Checking whether the user is satisfied with the request fulfilment.

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The Single Point of Contact between the Service Provider and the
Users. A typical Service Desk manages Incidents and Service
Requests, and also handles communication with the Users.In the ITIL
there is an overlap between the responsibilities of the service desk and
the other processes (especially Incident Management).

Allocating suitable incident categorization coding and filtering service

requests.
Checking whether the incident is fully closed.
Functional and/or hierarchic escalation.

Allocating an appropriate prioritization code.

Checking whether the Service Desk can resolve the incident or whether the
incident needs to be escalated

Financial and/or compliance related approval may be needed for non-

standard service requests
Checking whether the user is satisfied with the request fulfilment.
Testing and performing the recovery action.
Verifying that the users requesting a service access are who they say they
are and that they have a legitimate requirement for that service
The Function responsible for providing technical skills in support of IT
Services and management of the IT Infrastructure. Technical
Management defines the Roles of Support Groups, as well as the tools,
Processes and Procedures required.

Database Administration works to ensure the optimal performance, security

and functionality of databases that they manage. There are various
organizational options for the database administration process:a) Database
administration being performed by each Application Management team for
all the applications under its controlb) a dedicated department, which
manages all databasesc) several departments, each managing one type of
database

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The desktop support process has the overall responsibilty for all of the
organization's desktop and laptop computer hardware, software and
peripherals.
Refers to the process that is used to manage Directory Services (i.e. an
application that manages information about IT Infrastructure available on a
network, and corresponding User access Rights)
The responsibilities of the Internet/Web Management process cover both
Intranet and Internet.

Mainframe Management comprises the following activities:- Mainframe

operating system maintenance and support- Third-level support for any
mainframe-related incidents/problems- Writing job scripts- System
programming- Interfacing to hardware support- Assistance to Capacity
Management

Refers to the process that is used to manage Middleware (i.e. software that
connects two or more software components or applications. Middleware is
usually purchased from a supplier, rather than developed within the IT
Service Provider).Middleware Management can be performed as part of an
Application Management function (where it is dedicated to a specific
application) or as part of a Technical Management function (where it is
viewed as an extension to the Operating System of a specific platform.)

The Network Management has the overall repsonsibilty for all of the
organization's own Local Area Networks (LANs), Metropolitan Area
Networks (MANs) and Wide Area Networks (WANs) - and will also be
responsible for liasing with third-party network suppliers.

Server Management comprises the following activities: - Operating system

support- Licence management- Third-level support- Procurement advice-
System security- Definition and management of virtual servers- Assistance
to capacity management- ongoing maintenance- decommissioning and
disposal of old servers

Quantifying the cost of process improvement initiatives and

establishing evidence of benefits and outcomes associated with
intented improvements in order to justify the cost and effort needed for
CSI activities.

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Considering some key questions that will assist the business in making
decisions about whether a CSI initiative is warranted or not.
Taking into consideration the investment costs for improvement activities on
the one side and the gains of such an investment on the oder side.
Preparing a business case that articulates the reasons for undertaking a
service or process improvement initiative and provides data and evidence
relating to expected costs and benefits.
Measuring whether the improvement activties achieved the intended
outcomes.

An important part of service measurement is to take the individual

component measurements and use these to determine the true service
measurement for an end-to-end service. This is the basis for creating a
service scorecard and dashboard.
Creating a framwork grid that will lay out the high-level goals and define
which KPIs will support the goal.
Creating reports and scorecards that should be linked to the overall strategy
and goals.
Define and agree the policy and rules with the business and Service Design
about how reporting will be implemented and managed.

Ensuring proper measures are in place to support:-service performance

against the strategic business and IT plans- compliance with regulations and
security requirements- how the IT supports the business in delivering
services- internal, external customer satisfaction.Important measures
therefore include:- service levels- customer satisfaction- business impact-
supplier performance

Before starting to interprete the metrics one should make sure that the
results that are shown even make sense (if not action must be taken to
identify the reason for this).Proper interpretation of metrics often requires
some investigation in order to understand what is driving these metrics (e.g.
if there were any changes to the service or issues that could have influenced
the current results)

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Description
Presenting the results via the medium of choice so that the targeted
recipients have clear, unambiguous and relevant information in a language
and style they understand.

Service Management Process Measurement reports on four major levels:-

the bottom level contains activity metrics for a process (e.g number of urgent
changes)- the next level contains the KPIs associated wih each process (e.g
reduce the number of failed changes)- the third level contains high-level
goals (e.g improve customer satisfaction) which should be supported by the
KPIs from the level below- the highest level consists of the organization's
balanced scorecard or IT scorecard

Creating a Service Measurement Framework that leads to value-added

reporting. Tasks include:- selecting a balanced combination of measures
(services, components etc.)- setting targets for measures- defining
procedures for measurement and determine tools to be used- identifying
roles and responsibilities for service measurement- etc.

The Process responsible for producing and delivering reports of

achievement and trends against Service Levels. Service Reporting should
agree the format, content and frequency of reports with Customers.

Service Measurement Targets should be SMART (Specific, Measurable,

Achievable, Relevant and Timely). Thus targets should not only be defined
in response to business requirements but should also consider IT capability
to meet these business requirements.
After the policies and rules are in place, reporting becomes simply a task of
translating flat historical data into meaningful business views.

Metrics can be used to:- Validate (are we supporting our strategy?)- Justify
(do we have the right targets and metrics?)- Direct (guide people to change
behaviour)- Intervene (corrective actions such as identifying improvement
opportunities)Service measurements and metrics should therefore be used
to drive strategic, tactical or operational decison. Another key use of
measurements and metrics is for comparison purposes.

This process outlines the overall activities of the improvement process.

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Description
Data analysis transforms the information into knowledge of the events that
are effecting the organization. An important taks of data analysis is the
verification against goals and objectives as well as the identification of trends
and improvement opportunities.

Considering the limitations on what can actually be measured. It is possible

that new tools or customization/configuration is required to be able to
measure what is required.
A dialogue must take place between IT and the customer. Goals and
objectives must be identified in order to properly identify what should be
measured.

Gathering data is defined as the act of monitoring and data collection.

Service Operation and Continual Service Improvement will need to agree on
what areas need to be monitored and for what purpose. Table 4.1 of the CSI
book lists the tasks of the monitoring and data collection procedure in detail.

Using the gained knowledge to optimize, improve and correct services.

Based on the goals and objectives, the organization needs to prioritize
improvement activities accordingly.
Presenting the information in a format that is understandable , i.e. suitable
for the different target audiences. There are usually three target audiences:-
The business- Senior (IT) management- Internal IT
Converting the data in the required format and for the required
audience.Table 4.2 of the CSI book lists the tasks of the data processing
procedure in detail.
The Process responsible for Planning all Service Transition Processes
and co-ordinating the resources that they require.
Providing administration for:- managing of Service Transition changes-
managing issues and risks- managing support for tools and Service
Transition processes- communication to stakeholders- monitoring of Service
Transition performance

Service Transition should provide support for all stakeholders to understand

and be able to follow the Service Transition framework of processes and
supporting systems and tools.
Measuring and monitoring the release and deployment to ensure that the
transition is proceeding according to plan.

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Description
The planning of the realse and deployment activities. This includes the
review of all Service Transition, release and deployment plans.
The preparation activities include:- review and check of the input
deliverables (SDP, Service Acceptance Criteria, Evaluation Report)-
identifying, scheduling and raising of RfCs- checking that configuration
baselines are recorded in Configuration Management

The processes for keeping stakeholders up to date on information related to

IS products and services, changes in processes, jobs, etc. Communicating
the value of IS to business partners.

The process of validating that the delivered service meets quality standards
as defined by the organisation's QMS
** also see ITIL "Service Management and Reporting" for scorecards, etc.

Monitor incidents and defect rates to standards as set by the organisation's

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Description
Obtain agreement by the Supplier to comply with the organisation's
architectures, design standards, principles of development (e.g., re-usable
code / services), collaborative operating model

- include behavioral metrics as well as operating metrics

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