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TUCANAGETME PRODTICAligned to the 2011 editionsNT PRACMEPublished in association withBESAn Introductory Overviewof ITIL 2011

An Introductory Overviewof ITIL 2011 London: TSO

Copyright itSMF Ltd, TSO 2012This version first published 2012Second impression 2015Based on other copyright material with thepermission of the copyright owners.Published by TSO (The Stationery Office),part of Williams Lea, and available from:Onlinewww.tsoshop.co.ukMail, Telephone, Fax & E-mailTSOPO Box 29, Norwich, NR3 1GNTelephone orders/General enquiries:0333 202 5070Fax orders: 0333 202 5080E-mail: customer.services@tso.co.ukTextphone 0333 202 5077TSO@Blackwell and otherAccredited AgentsITIL is a registered trade mark ofAXELOS Limited.PRINCE is a registered trade mark ofAXELOS Limited.MoP is a registered trade mark ofAXELOS Limited.MoV is a registered trade mark ofAXELOS Limited.MSP is a registered trade mark ofAXELOS Limited.P3O is a registered trade mark ofAXELOS Limited.COBIT is a registered trade mark of ISACA andthe ITGA.CMM is registered in the USA Patent andTrademark Office.PMBoK is a registered trade mark of theProject Management Institute.M o R is a registered trade mark ofAXELOS Limited.The AXELOS swirl logo is a trade mark ofAXELOS Limited.The Best Management Practice Official Publisherlogo is a trade mark of AXELOS Limited.03/2020

ContentsAcknowledgementsAbout this guidevvi1Introduction12What is service management?43What is ITIL?6456Service strategy124.14.24.34.412131720PurposeKey conceptsKey processes and activitiesKey rolesService design215.15.25.35.421212329PurposeKey principlesKey processes and activitiesKey rolesService transition316.16.26.36.46.53131323838PurposeKey principlesKey processes and activitiesManaging people through service transitionsKey roles

iv  Contents  78910Service operation407.17.27.37.440414546PurposeKey processes and activitiesKey rolesKey functionsContinual service improvement508.18.28.3505156PurposeKey processes and activitiesKey rolesService management processes and functions 6363OverviewFoundationIntermediate streamsManaging Across the LifecycleITIL ExpertITIL Master11Related guidance6412Summary68Further guidance70Contact points72

AcknowledgementsAUTHORSAlison Cartlidge, SteriaColin Rudd, itemsMarco Smith, iCorePaul Wigzel, Paul Wigzel Training & ConsultancyStuart Rance, HPSue Shaw, TriCentricaTheresa Wright, ComputacenterEDITORSAlison Cartlidge, SteriaMark Lillycrop, itSMF UKWith thanks to all those who took part in the review process.

About this guideNote that the information contained in this pocket guide refersto ITIL 2011 v3. For information relating to ITIL 4, see l.ITIL provides a framework of best-practice guidance for IT servicemanagement, and since its creation, ITIL has grown to become themost widely accepted approach to IT service management in theworld.This pocket guide has been designed as an introductory overviewfor anyone who has an interest in or a need to understand moreabout the objectives, content and coverage of ITIL. While thisguide provides an overview, it is not designed to replace theofficial guidance, details of which are provided below and in thesection headed ‘Further guidance’.This guide describes the key principles of IT service managementand provides a high-level overview of each of the core publicationsand associated lifecycle phases within ITIL: ITIL Service StrategyITIL Service DesignITIL Service TransitionITIL Service OperationITIL Continual Service Improvement.An overview of the qualifications scheme is also included.The guidance contained within this pocket guide is neitherdefinitive nor prescriptive, but is based on ITIL best practice. Theguidance in the ITIL publications is applicable generically and isof benefit to all IT organizations irrespective of their size or thetechnology in use. It is neither bureaucratic nor unwieldy ifutilized sensibly and in full recognition of the business needs ofthe organization.

1IntroductionIt has become increasingly recognized that information is themost important strategic resource that any organization has tomanage. Key to the collection, analysis, production anddistribution of information within an organization is the qualityof the IT services provided to the business. It is essential that werecognize that IT services are crucial, strategic, organizationalassets. Therefore organizations must invest appropriate levels ofresource in the support, delivery and management of thesecritical IT services and the IT systems that underpin them. However,these aspects of IT are often overlooked or only superficiallyaddressed within many organizations.Key issues facing many of today’s senior business managers andIT managers are: Planning IT and business strategyIntegrating and aligning IT and business goalsImplementing continual improvementMeasuring the IT organization’s effectiveness and efficiencyOptimizing costs and the total cost of ownershipAchieving and demonstrating return on investmentDemonstrating the business value of ITDeveloping partnerships and relationships betweenbusiness and ITImproving project delivery successOutsourcing, insourcing and smart sourcingUsing IT to gain competitive advantageDelivering the business-justified IT services (i.e. what isrequired, when required and at an agreed cost)Managing constant business and IT changeDemonstrating appropriate IT governance.

2  IntroductionThe challenges for IT managers are to coordinate and work inpartnership with the business to deliver high-quality IT services.This has to be achieved while adopting a more business- andcustomer-oriented approach to the delivery of services andcost optimization.The primary objective of service management is to ensure that ITservices are aligned with the business needs and actively supportthem. It is imperative that IT services underpin the businessprocesses, but it is also increasingly important that IT acts as anagent for change to facilitate business transformation.All organizations that use IT depend on IT to be successful. If ITprocesses and IT services are implemented, managed andsupported in the appropriate way, the business will be moresuccessful, suffer less disruption and loss of productive hours,reduce costs, increase revenue, improve public relations andachieve its business objectives.ITIL provides guidance throughout the service lifecycle to helpsenior business managers and IT managers achieve the objectivesof service management and address the key issues they face in asystematic way.ITIL guidance is structured in five lifecycle phases. Each phase isdescribed in one of the core ITIL publications, and is presented ineach key chapter of this guide, as follows: Chapter 4 outlines service strategy. The achievement ofstrategic goals or objectives requires the use of strategicassets. The guidance shows how to transform servicemanagement into a strategic asset. Chapter 5 outlines service design. The chapter containsguidance on designing IT services, along with the governingIT practices, processes and policies, to realize the strategy and

Introduction  3facilitate the introduction of services into the live environment,ensuring quality service delivery, customer satisfaction andcost-effective service provision. Chapter 6 outlines service transition. It comprises guidancefor transitioning new and changed services into operation,ensuring the requirements of service strategy, encoded inservice design, are effectively realized in service operationwhile controlling the risks of failure and disruption. Chapter 7 outlines service operation. The chapter givesguidance on achieving effectiveness and efficiency in thedelivery and support of services to ensure value for thecustomer and the service provider. Strategic objectives areultimately realized through service operation. Chapter 8 outlines continual service improvement. It givesguidance for creating and maintaining value for customersthrough the better design, introduction and operationof services, linking improvement efforts and outcomeswith service strategy, service design, service transition andservice operation.The guidance described in this document relates to ITIL v3 (2011).Refer to l formore information about the new ITIL 4 framework.

2What is service management?To understand what service management is, we need to understandwhat services are, and how service management can help serviceproviders to deliver and manage these services.Definition: serviceA means of delivering value to customers by facilitatingoutcomes customers want to achieve without the ownershipof specific costs and risks.A simple example of a customer outcome that could be facilitatedby an IT service might be: ‘Sales people spending more timeinteracting with customers’ facilitated by ‘a remote access servicethat enables reliable access to corporate sales systems from salespeople’s laptops’.The outcomes that customers want to achieve are the reasonwhy they purchase or use the service. The value of the service tothe customer is directly dependent on how well it facilitatesthese outcomes.Service management is what enables a service provider tounderstand the services it is providing, to ensure that theservices really do facilitate the outcomes its customers want toachieve, to understand the value of the services to its customers,and to understand and manage all of the costs and risksassociated with those services.

What is service management?   5Definition: service managementA set of specialized organizational capabilities for providingvalue to customers in the form of services.These ‘specialized organizational capabilities’ are described inthis pocket guide. They include all of the processes, methods,functions, roles and activities that a service provider uses toenable it to deliver services to its customers.Service management is concerned with more than just deliveringservices. Each service, process or infrastructure component has alifecycle, and service management considers the entire lifecyclefrom strategy through design and transition to operation andcontinual improvement.The inputs to service management are the resources andcapabilities that represent the assets of the service provider. Theoutputs are the services that provide value to the customers.Effective service management is itself a strategic asset of theservice provider, enabling it to carry out its core business ofproviding services that deliver value to customers by facilitatingthe outcomes customers want to achieve.Adopting best practice can help a service provider to create aneffective service management system. Best practice is simplydoing things that have been shown to work and to be effective.Best practice can come from many different sources, includingpublic frameworks (such as ITIL, COBIT and CMMI), standards(such as ISO/IEC 20000 and ISO 9000), and proprietaryknowledge of people and organizations.