INTRODUCTION TO THE ITIL SERVICE LIFECYCLE 2011 PDF

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Introduction to ITIL Service Management Practices. (this publication). Service Strategy. Service Design. Service Transition. Service Operation. Continual Service. Introduction PDF iv | Contents. 5. 7. Service Operation. Business value. . expiration - and the stages in the ITIL Service Lifecycle are what fall. $0™à§x„iÌ”E Wâ™\»_„iÌ”E xi E ™à _W}. %0\ü——x»——}º™\³€”E hWF\P xix Free Arabic Qu Biology Questions and Answers. Pages·· MB·27,


Introduction To The Itil Service Lifecycle 2011 Pdf

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bestthing.info All rights Introduction to Functions and Processes The Service Lifecycle is an approach to IT Service Management that emphasizes. 'Introduction to the ITIL® Service Lifecycle' introduces IT service management and ITIL. It summarises the best practices described in the editions' core. First published . Figure The ITIL service lifecycle. 3 .. design stage of the ITIL service lifecycle. Although this publication can be read. 1 Introduction.

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ITIL v3 Service Lifecycle Chart

Service management is a set of specialized organizational capabilities for providing value to customers in the form of services. These capabilities are embedded in an organization's management, processes, knowledge and people. They represent a service organization's capacity, competency and confidence for action in service provisioning. Provides a summary of each stage of the service lifecycle and the best practices described in the corresponding core ITIL publication.

Helps you to fully appreciate and understand the overall lifecycle of services and of IT service management. Gives a clear understanding of the basic concepts of the ITIL service lifecycle and how the core practice publications can be useful to you. Helps you to further examine particular areas within any of the core guidance publications that offer detailed practice information in areas that support your day-to-day service management role.

An IT organization that takes these messages to heart will commit itself to making IT services more consumable and user-friendly based on how each service is consumed.

With consumerization of IT increasingly affecting workplace technology in all its forms, IT needs to anticipate user needs, and change from being primarily datacentre-focused to more end-user-focused. When companies and their IT functions embrace cloud computing, they also tend to remove the constraints on customers. Without having to own specific resources and costs, customers can be freed up to focus on what they consider to be their core competency, again boosting business performance.

The cloud provider builds, hosts, maintains and operates the service but the in-house IT department retains overall responsibility for the service. If delivered and managed correctly, the result is a smaller datacentre, lower CAPEX and resourcing costs, and a shift in the responsibilities of IT application management staff to duties that add more business value. The outcomes generally also include reduced total cost of ownership TCO and improved returns on investments in software and IT infrastructure.

A piecemeal or siloed approach to cloud computing raises the risk of uncoordinated usage of different cloud services in a patchwork manner across the organization, leading to increased costs and risk of failure. Moreover, focusing exclusively on the technical aspects of cloud computing will bring further challenges. Such an approach risks neglecting the business opportunities and governance challenges that cloud computing brings, and can ultimately result in an IT environment every bit as complex, costly and hard to manage as the traditional model that is being replaced.

Introduction to the ITIL Service Lifecycle

These risks have already been encountered by some major corporations, which have found their business units bypassing the IT organization to source third-party cloud computing solutions directly from vendors.

As well as inhibiting cost control, this has resulted in some organizations experiencing infringements to data regulations, wide levels of data duplication, and even conflicts between systems. So cloud adoption that initially appeared to represent rapid progress later had to be unwound — requiring the organization to start again.

At the same time, a top priority across many companies is for IT to engage more effectively and be more responsive to business units and groups across the organization. To achieve these goals, IT organizations need to take an optimized approach that centralizes common activities and helps drive rapid implementation, enabled though standardized, quality-controlled IT procurement processes. ITIL provides easily applicable, tried-and-tested principles, methods and techniques which can be applied to a cloud computing environment, helping organizations to adapt to cloud computing solutions with the right balance of robust IT management and cloud-enabled agility.

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Indeed, many of the ITIL strategies, delivery models and service models are deeply relevant to cloud computing, with some ITIL processes now being used in more dynamic ways to accommodate cloud computing more effectively. It would be very quick and easy for an organization that currently has an on-premise service to switch to a public cloud service for short-term cost savings, without undertaking a strategy-formulation process.

As organizations move to the cloud, they may find that their whole service management model changes — so they need a service strategy that builds on and enhances their special strengths and core competencies. Considerations for business and IT service continuity management also need to be applied. Finally, it is vital not to overlook the importance of people.

Success in adopting cloud computing ultimately depends on how people adapt their thinking and ways of working. People have always been the most important factor in ITIL adoption — and to be high-performing, an organization should not only look for people to adhere to processes, but also to be committed to service.

Since cloud computing is new to the organization and transformational in its effects, having people adhere to enhanced processes may not be enough to improve service performance. Instead, people who are committed to the cloud and understand the value it delivers to themselves and the organization will be the best advocates for its adoption. Service strategy As organizations formulate and then implement their cloud computing strategies, they often find themselves migrating to an increasingly diverse mix of cloud-based services and private clouds, all coexisting with on-premise legacy systems.

This shift brings with it new organizational, governance and process challenges. Continual analysis and evaluation is needed in order to properly manage the evolving ecosystem. New SaaS options, for example, may be trialled alongside proprietary capabilities. And due diligence around processes requires greater industrialization, given the potentially increased throughput required and the fact that not all cloud services are created equal.

Close consideration should be given to the design of the service portfolio; governance and service level management; and service accounting. The design of the service portfolio to be offered in the service catalogue should be careful to reflect economic value for the business — in ITIL terms, using the right resources for the right capabilities for value. Governance considerations should include vendor management of external suppliers to assure decision support related to leadership in IT.

And service accounting models including pay-as-you-go, quota-based, hybrid and showback should be assessed for financial transparency and the actual cost and price of the service.

Service strategy processes that require special consideration in a cloud environment are discussed below.

It provides the business and IT with the quantification, in financial terms, of the value of IT services. As a result, accounting for spend shifts from being a combination of capital and operational expenditures, where capital expenditures are depreciated, to being operational expenditures. Because the cost of a cloud service comes from an underpinning contract rather than a calculation based on actual costs , budgeting for cloud services may seem simpler. However, it can be more complicated.

Budgeting will — of necessity — rely upon information provided by the supplier. Enterprise financial policies may not change, but different policies will be relevant as the accounting for services changes from capital expenses to operational expenses.

Similarly, there should also be no change in the financial inputs coming from other service management processes, but the amounts from the other processes may see dramatic shifts.

For example, release and deployment management costs should decrease. Inputs from portfolios will change little, but the importance of the inputs will change considerably.

Service portfolio management Service portfolio management is the process responsible for managing the service portfolio. Stronger and redefined process interfaces will be required, since some process responsibilities might remain under the control of the consumer.

In such cases, interfaces between the respective processes of the consumer and provider will be critical.

Capacity management Capacity management comprises three sub-processes: business capacity management which is essential to operate successfully in a cloud environment , service capacity management, and component capacity management.

The purpose of capacity management is to provide a point of focus and management for all capacity and performance issues relating to both services and resources. While a cloud-based service may, in theory, be infinitely elastic, there remains a need by the cloud consumer to ensure optimum resource utilization.

While capabilities such as auto-provisioning decrease the importance of certain elements of capacity planning, there is an increased need for closer interfaces with financial management for IT services, in order to forecast, monitor and control usage, understand the costs associated with the various cloud options, and ensure that usage of cloud services is cost- effective.

Moreover, the capacity planner must continue to understand the relationship of capacity to patterns of business demand. Cloud environments are made up of many fulfilment elements, supporting architectural and infrastructure layers. It is important to make explicit the extent to which an SLA assurance applies.

For example, an SLA may address a technological implementation or quality of service detail, but not its underlying hosting environment. Other issues may dictate considerations for documenting appropriate granularity or scope requirements. Availability management The traditional model of availability management is based on the premise that a deployed application is dependent on the underlying infrastructure for fulfilling assurances of service availability.

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However, when applications rely on cloud-based infrastructure, they are seeking to relinquish direct responsibility for the infrastructure, sometimes negotiating an SLA as a substitute for a level of control. Developers for cloud-based applications assume infrastructure will indeed fail, other applications will fail, and disasters will happen.

In these cases, availability management applies an approach for automated recovery from failure. Service transition Change management Change management is responsible for controlling the lifecycle of all changes, enabling beneficial changes to be made with minimum disruption to IT services.

One of the reasons organizations adopt a cloud model is to free themselves of the burden of planning, testing and executing upgrades, patches and new features although cloud consumers will still need to carry out testing, particularly when integrating cloud services. There is then an expectation that all changes will occur seamlessly, with no disruption to the service provided. For those providing cloud services, it is important to remember that the change process still requires end-to-end management.

In shared environments, processes for fast-tracking standard changes and minor changes without lengthy approval or impact analysis must be in place.

There must also be rigid standards for how change requests are submitted, and for the information that needs to be recorded in the change record. Assistance is provided here by the standards-based architecture and the number of automated processes inherent in a cloud model, which will help to improve change controls. Service asset and configuration management Asset management is the process responsible for tracking and reporting the value and ownership of financial assets throughout their lifecycle.

Configuration management is the process responsible for maintaining information about configuration items CIs required to deliver a service, including their relationships. While the cloud simplifies hardware asset management from a customer perspective, any type of virtualization and cloud implementation will prove more challenging from a configuration management and software asset management perspective.

Release and deployment management Release and deployment management is the process responsible for planning, scheduling and controlling the deployment of releases to test and live environments, and delivering new functionality required by the business while protecting the integrity of existing services.

The technical aspects of the release and deployment management role are likely to remain with the cloud service provider. Service Catalog Management involves management and control of the Service Catalog which contains information about services currently available to customers for use. Service Level Management is the process charged with securing and managing agreements between customers and the service provider regarding the levels of performance utility and levels of reliability warranty associated with specific services.

The Availability Management process is concerned with management and achievement of agreed-upon availability requirements as established in Service Level Agreements. In ITIL v4, availability is defined as the ability of a system, service, or configuration item to perform its function when required.

Capacity Management deals with ensuring that cost-effective capacity exists at all times which meets or exceeds the needs of the business as established in Service Level Agreements. In ITIL, capacity is defined as the maximum throughput a service, system, or device can handle.

Capacity Management is divided into three major activities:. Supplier Management is the process charged with obtaining value for money from third-party suppliers.

Supplier Management handles supplier evaluation, contract negotiations, performance reviews, renewals and terminations. The objective of the Service Transition process is to build and deploy IT services by also making sure that changes to services and Service Management processes are carried out in a coordinated way. In this phase of the life cycle, the design is built, tested and moved into production to enable the business customer to achieve the desired value.

This phase addresses managing changes such as controlling the assets and configuration items e. Additionally, the phase handles service validation, and testing and transition planning, the latter ensuring that users, support personnel and the production environment have been prepared for the release to production.

The objective of this process activity is to control the lifecycle of all the changes.

The Introduction to the ITIL Service Lifecycle - 2011 Edition

The primary objective of Change Management is to enable beneficial changes to be made with minimum disruption to IT services. The objective of the change evaluation process is to assess major changes, like the introduction of a new service or a substantial change to an existing service, before those changes are allowed to proceed to the next phase in their lifecycle.

This process is aimed at planning and coordinating use of resources to deploy a major release within the predicted cost, time and quality estimates. This makes available the applications and systems which provide the required functionality of IT services.

This process includes the development and maintenance of custom applications as well as the customization of products from software vendors. The objective of this process is to plan, schedule and control the movement of releases to test and live environments.

The primary goal is to ensure that the integrity of the live environment is protected and that the correct components are released. This ensures that deployed releases and the resulting services meet customer expectations, and to verify that IT operations is able to support the new service. The objective is to maintain information about Configuration Items required to deliver an IT service, including their relationships. The objective is to gather, analyze, store and share knowledge and information within an organization.

The primary purpose of Knowledge Management is to improve efficiency by reducing the need to rediscover knowledge. The objective is to make sure CIs and services are constantly monitored, and to filter and categorize Events in order to decide on appropriate actions.

The objective is to manage the lifecycle of all Incidents. The primary objective of Incident Management is to return the IT service to users as quickly as possible. The objective is to fulfill Service Requests, which in most cases are minor Changes e.

The objective is to grant authorized users the right to use a service, while preventing access to unauthorized users. The Access Management processes essentially execute policies defined in Information Security Management. The process objective is to manage the lifecycle of all problems. The primary objectives of Problem Management are to prevent Incidents from happening, and to minimize the impact of incidents that cannot be prevented.

Proactive Problem Management analyzes incident records, and uses data collected by other IT Service Management processes to identify trends or significant problems. The objective is to monitor and control the IT services and their underlying infrastructure. The process objective of IT Operations Control is to execute day-to-day routine tasks related to the operation of infrastructure components and applications. This includes job scheduling, backup and restore activities, print and output management, and routine maintenance.

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The process objective is to manage 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.

Technical Management provides technical expertise and support for management of the IT infrastructure. The objective of this is to make sure that IT services are delivered effectively and efficiently. The Service Operation process includes fulfilling user requests, resolving service failures, fixing problems, as well as carrying out routine operational tasks.

Service operation delivers the service on an ongoing basis, overseeing the daily overall health of the service. This includes managing disruptions to service through rapid restoration after incidents; determining the root cause of problems and detecting trends associated with recurring issues; handling daily routine end-user requests; and managing service access. The objective of this component is to use methods from quality management to learn from past successes and failures.

The Continual Service Improvement process aims to continually improve the effectiveness and efficiency of IT processes and services in line with the concept of continual improvement adopted in ISO The objective of Service Review is to review business services and infrastructure services on a regular basis.

The aim of this process is to improve service quality where necessary, and to identify more economical ways of providing a service where possible. The objective of Process Evaluation is to evaluate processes on a regular basis. This includes identifying areas where the targeted process metrics are not reached, and holding regular benchmarking, audits, maturity assessments and reviews.The qualifications scheme provides a modular approach and is comprised of a series of qualifications focused on different aspects of ITIL Best Practice.

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A set of specialized capabilities for delivering value to customers in the form of services. Service asset and configuration management Asset management is the process responsible for tracking and reporting the value and ownership of financial assets throughout their lifecycle.

People: Human resources and organizational structures required to support the service 2. The Service Operation process includes fulfilling user requests, resolving service failures, fixing problems, as well as carrying out routine operational tasks.

It summarises the best practices described in the editions' core guidance, explaining the basic concepts of ITIL and providing information on each stage of the service lifecycle. Such an approach risks neglecting the business opportunities and governance challenges that cloud computing brings, and can ultimately result in an IT environment every bit as complex, costly and hard to manage as the traditional model that is being replaced.

The utility and warranty of this component are designed to ensure that the service is fit for purpose and fit for use, respectively.

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