ITIL v3 Process Cheat Sheets

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1 CEB Infrastructure Leadership Council ITIL v3 Process Cheat Sheets 2014 CEB. All rights reserved. IEC SYN 1

2 ITIL v3 Process Cheat Sheets The ITIL v3 process cheat sheets include a definition, description to business, and high-level process diagram, as well as a list of stakeholders, activities, and common pitfalls for ITIL v3 processes. Each cheat sheet includes a condensed case study from a progressive organizations that has adopted the process. Service Strategy Service Portfolio Management 5 A service provider s method for prioritizing investments to develop new services, modify existing services, or retire old services. Service portfolio management helps the service provider to decide on a strategy to serve its customers and to develop its offerings and capabilities. For this reason, service portfolio management is highly related to the management of offerings in the IT service catalog Demand Management 7 A service provider s method for forecasting its customers future demand for IT services, typically through analysis of business plans, the adequacy of existing services, and evolution in the technology marketplace Financial Management 9 A service provider s methods for budgeting, accounting, and allocating costs of IT services delivered with the specific goals of aligning spending with strategic objectives and improving the transparency of IT spend Service Design Service Catalog Management 11 A service provider s method for cataloging and communicating with customers about its services typically spanning provisioning policies, architecture dependencies, service-level options, cost, and ordering steps for all active services as well as those under development, as identified by service portfolio management Service-Level Management 13 A service provider s method for ensuring that a service meets customers functional and technical performance requirements by mapping a business service to numerous supporting services, validating that the required service levels are technically and economically feasible, and negotiating alternatives where they are not Capacity Management 15 A service provider s method of managing all business, service, and component capacity requirements both current and future in a timely and cost-effective manner Availability Management 17 A service provider s method for ensuring that the availability of a service meets or exceeds customer requirements in a cost-effective manner by defining, analyzing, planning, measuring, and improving availability across infrastructures, processes, tools, and roles 2014 CEB. All rights reserved. IEC SYN 2

3 ITIL v3 Process Cheat Sheets (Continued) IT Service Continuity Management 19 A service provider s method for managing risks that could undermine delivery of agreed service levels by planning for the recovery of IT services. As such, IT Service Continuity Management is considered a subset of business continuity management Information Security Management 21 A service provider s method for securing all services and service management operations and aligning IT security with business security Supplier Management 23 A service provider s method for securing consistent, cost-effective quality from all suppliers engaged in service delivery. Because expectations are typically codified in contractual agreements, supplier management is often highly integrated with service level management Service Transition Service Asset and Configuration Management 25 A service provider s method for identifying, maintaining, controlling, and verifying assets and managing how they connect hierarchically to form business systems with the goal improving efficiency and service quality by aiding processes such as financial, change, and incident management Service Validation and Testing 27 A service provider s method for ensuring that a new or changed service meets customer requirements and verifying that it is ready for production support by IT operations Release and Deployment Management 29 A service provider s method for ensuring that the capabilities laid down in service design are built, tested, and delivered Change Management 31 A service provider s method for managing service change to reduce resource commitments and minimize disruption to regular operations Knowledge Management 33 A service provider s method for collecting, maintaining, and dispensing reliable information about services throughout its lifecycle Service Operation Event Management 35 A service provider s method for monitoring the IT infrastructure in order to detect, categorize, and correct any exceptional conditions or events that would impede normal operations Incident Management 37 A service provider s method for managing incidents to restore normal service as quickly as possible with minimal impact on business operations and user productivity 2014 CEB. All rights reserved. IEC SYN 3

4 ITIL v3 Process Cheat Sheets (Continued) Problem Management 39 A service provider s method for minimizing adverse business impact by preventing recurring incidents that stem from underlying errors in the IT infrastructure. Request Fulfillment 41 A service provider s method for responding to users requests for information, advice, routine changes, or service access. Request Fulfillment is new to ITIL v3 and designed to differentiate business-impacting incidents from simple requests Continual Service Improvement Service Measurement and Reporting 43 A service provider s method for delivering metrics and reporting on all other ITIL processes to either validate or correct current actions Continual Service Improvement Process 45 A service provider s method for using measurement to continually improve service efficiency and effectiveness as understood through business requirements 2014 CEB. All rights reserved. IEC SYN 4

5 Service Portfolio Management Definition: A service provider s method for prioritizing investments to develop new services, modify existing services, or retire old services. Service portfolio management helps the service provider to decide on a strategy to serve its customers and to develop its offerings and capabilities. For this reason, service portfolio management is highly related to the management of offerings in the IT service catalog VALUE TO BUSINESS An effective service portfolio management helps organizations to: Improve efficiency, speed, and quality through the use of standard services; Govern investments across the portfolio of services offered; and Consistently evaluate potentially valuable new capabilities. STRATEGY HIGH-LEVEL PROCESS FLOW Define Analyze Approve Charter DESIGN Head of Apps Resource Managers Head of Apps Project Management Office IT Steering Group (Senior Mgmt from IT and Business) Financial Manager IT Steering Group (Senior Mgmt from IT and Business) Focus on the Following Identification of services currently being offered and those proposed by customers Assigning financial resources to the services based on demand and areas needing improvement Focus on the Following Definition of the long-term goals and strategy of the organization Definition of services needed to achieve the identified goals Identification of the resources and capabilities to create such services Completion of the proposed portfolio, authorization of services, and plan for the future (Outcome of approval could be retain, replace, rationalize, refactor, renew, and retire) Focus on the Following Communication of decisions Allocation of resources Chartering of the proposed services TRANSITION KEY CONCEPTS KEY PERFORMANCE INDICATORS (KPI) COMMON PITFALLS Service Portfolio: The complete set of services available in the organization, including deployed, developing, and retired services Service Strategy: A systematic long-term action plan specifically designed for the IT service organization to achieve defined objectives Service Strategy Plan: A plan for implementing the service strategy including activities, objectives, and responsibilities for stakeholders Degree of Adoption: The percentage of IT budget that flows through the service offering Number of Planned New Services: Percentage of new services developed, after being triggered by service portfolio management Number of Unplanned New Services: Percentage of new services developed without being triggered by service portfolio management Number of Strategic Initiatives: Number of strategic initiatives launched from the service portfolio management process Number of New Customers: Number of newly won customers Number of Lost Customers: Number of customers lost to competing service providers Unclear definition of the market place and end users needs leads to incorrect service deployment and reduced utilization Inadequate financial management to monitor and measure value generated by IT leading to cost slippages OPERATION CONTINUAL IMPROVEMENT 2014 CEB. All rights reserved. IEC SYN 5

6 Thank You for Your Interest in CEB Research! If you re a member, please log into your account to access the full study. Member Login If you would like access to this full study, please contact CEB to learn more. Contact CEB 2014 CEB. All rights reserved. CIO SYN

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