1. 13 ITIL Mind Maps:
 Service Management as a Practice
 ITIL Service Strategy
 ITIL Service Strategy Processes
 ITIL Service Design
 ITIL Service Design Processes
 ITIL Service Transition
 ITIL Service Transition (SACM)
 ITIL Service Transition (Change and Evaluation)
 ITIL Service Operation
 ITIL Service Operation Functions
 ITIL Service Operation Processes
 ITIL Continual Service Improvement
 ITIL CSI Improvement Processes
ITIL® 2011 Mind Maps
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ITIL - Service Management as a Practice
Facilitates outcomes without costs & risks
Standards - ISO20000
Uncertainty of outcome Risk
Training and education
Internal and external experience
Functionality Sources
Fitness for purpose Utility Research
What the customer gets Industry practice - Sarbanes Oxley (SOX),
Financial Services Authority (FSA)
Fitness for use Best Employees
Performance Warranty Value to customers Practice
How service is delivered Service Customers
Enablers Suppliers
Economic value Advisors
Reputation Shown by Technology
Customer Perception Knowledge to achieve business objectives
Core
Enabling Classification Coordinated activities
Enhancing Performance driven
Creates value for customers
Maintenance Defines roles, activities, guidelines
Process
Prime customer contact Measurable
Ensures delivery meets requirements Specific Results
Characteristics
Identify areas for input into CSI
register / raise RFC's
Service Service Customers
Owner Responds to triggers
Communication with Process Owners Management Specialised units
Reporting & monitoring
Accountable for delivery of service
as a Practice Definitions Function
Perform certain types of work
Role Responsibility within process or function
Responsible
Defines Strategy, policy, standards
Accountable One person
Assists with design
RACI Model
Documentation Consulted
Audits Informed
Process
Communication Clarifies roles and responsibilities
Input to CSI register
Owner
Process manager Owner
Process practitioner Documentation
Control
Objectives
Feedback
Activities
Set of specialised capabilities
Provides value for customers via services Service Process Procedures
IT service management Management Model Process Metrics
Improvement
Roles
Capabilities
Enablers
Resources
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ITIL Service Strategy
Current state assessment Automation can
target state definition affect performance
Gap analysis Simplify processes
Project estimation Technology Understand flow of
activities
Project consolidation
Minimise interactions
Roadmap Implementation
Definition of roles
Define the market and identify customers
Service portfolio, customer portfolio, customer agreement portfolio
Designing the strategy Understand the customer
Demand management procedures, techniques and tools
Quantify the outcomes
Interfaces between all service strategy processes and other processes
Classify and visualise the service
Understand the opportunities
Rules, policies, processes by which
Establish and maintain business relationships
businesses are operated, regulated, Define services based on outcomes
Ensure service provider can meet needs of the business controlled Service models
Assists business in articulating value of service Core Services - deliver basic outcomes
Evaluates, direc ts, monitors the strategy, policies and plans
Strategy
Enabling services are needed in order for
Evaluate a core service to be delivered
Direct Activities
principles Enhancing services are excitement factors
Monitor Define service Deliver the basic outcomes desired by the customer
units and Represent the value the customer wants
Establish responsibilities packages
Supporting Services
Strategy to set and meet objectives
Either enable or enhance the value proposition
Acquire for valid reasons
Ensure performance when required
Framework Governance Packaging core and supporting services
is an essential aspect of market strategy
Ensure conformance with rules Packaging will also have an impact on the
Ensure respect for human factors design and operation of a service
Service through collaboration
Strategic Asset Service Management
Service through coordination
Services through delegation Stages
Finances
Services through direction
Infrastructure
Services through network
Resources Applications
People
What is our business?
Who is our customer? Assets Service Assets
Information
What does the customer value? Service Management
Who depends on our services? Marketing mind set Strategy
Organisation
Capabilities Processes
How do they use our ser vices?
Knowledge
Why are they valuable to them?
People
Internal (Type I)
Future vs Present
Shared Service Unit (SSU) (Type II)
External (Type III) Opposing Operational effectiveness vs
improvements in functionality
Supplies service to one or more customers dynamics
Outsourcing
Service provider Value capture
Disaggregation
Perspective Vision
Insourcing Aggregation
Positions Business Portrayal
Defined by customers
Affordable mix of features
4 P's Plans How to achieve vision
Achievement of objectives
Patterns Ongoing Actions
Changes over time and circumstance
Business outcome achieved
Value
Customer's preferences Creating value Cost effectiveness
Customer's perception of what was delivered Value for customer
Standardised processes
Basic Factors Benefits Services create value
Excitement Factors Respond quickly to
Performance Factors
Kano model changes in business
environment
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ITIL Service Strategy Processes How a service provider will enable an
organization to achieve its business
outcomes
Analyse internal and external factors
Service Design Define market spaces
Service Pipeline Assessment
Development Identify strategic industry factors
Operational Services Contents Establish objectives
Service Catalogue
Determine perspective
Retired Services
Form a position
To ensure service provider has the right mix of services to Generation
Process Craft a plan
Strategy
balance the investment in IT with ability to meet business
outcomes Adopt patterns of action
Tracks investment through lifecycle and ensures Management Align assets with outcomes
appropriate returns are achieved
for IT Execution Optimise CSFs
Ensures services clearly defined and
linked to business outcomes Services Prioritise investments
Why should a customer buy these services? Purpose CSI
Measurement and evaluation
Why should they buy these services from us? Expansion and growth
Clarify the answers to key
What are our pricing and chargeback models? strategic questions Annual planning cycles
What are our strengths, weaknesses, priorities and risks? New business opportunity
How should our resources and capabilities be allocated? Triggers Changes to internal and external
environments
Strategy management
Mergers or acquisitions
Business relationship management
Process initiation
CSI
Other service management processes
Enhanced decision making
Strategy
Speed of change
Request from business
SPM
Service improvement opportunities Value to the business
Finance compliance and control
Service suggestion
Define Operational control
Existing services
Value capture and creation
Service, customer and business outcomes
Service models Portfolio Cost centre
Profit centre
Impact on service portfolio and service model Management External
Service portfolio review Funding
Policy decisions Internal
Analyse investments, value and priorities Analyse Process
Rolling plan
Articulate value proposition
Funding models Zero based
Retain
Trigger based
Replace Service Service valuation
Strategy
Rationalise
Assesses the value or return of a service over the total lifecycle
Refactor Service Investment Analysis
Renew Approve Processes Compliance
Based on the value received and the costs incurred
Retire
Cost optimisation
Change proposal Outputs
Seeks to translate outage severity into a financial value
Change management authorisation
Aid to decision making and prioritisation
Change proposal authorised Business Impact Assessment (BIA)
Cost of service outage
Communicate with stakeholders Financial Helps to identify
Relative value of services
Service design and transition processes Charter management Planning confidence
Track progress and update portfolio
Analysis of previous budget
Opportunity
Assessment of plans
Value proposition
Budgeting Specification of changes to funding and spending
Business outcomes supported
Cost and income estimation
Business cases
Budget(s)
Priorities Portfolio Contents
Cost model
Risks
Cost centres and cost units
Offerings & packages
Cost types and elements
Investments required
Accounting Cost classification
Cost & pricing
Scope Chart of accounts
Analysis and reporting
To identify and analyse the patterns of business activity that
initiate demand for services Action plans
User Profiles Analyse patterns of business activity Objective Cost recovery or break even
Recovery with margin
Work with capacity management Demand Policies
Cross subsidisation
Achieve balance between cost and value of outcomes Management Notional charging
Charging
Refines understanding of interactions Value to business
Decide on chargeable items
Enable executives to evaluate real investment
Pricing
Billing
Service provider
Contract
Establish and maintain business relationships
Design
Ensure service provider can meet needs of the business Objective
Business Relationship Risks Operational
Assists business in articulating value of service
Management Market
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Statement of requirements (SOR)
ITIL Service Design
Invitation to tender (ITT) Identify business need
Business case
Award contract People
Negotiate Evaluation and procurement of new contracts and suppliers Products
Select supplier 4 P's
Partners
Supplier and contract Supplier Processes
categorisation Management
Maintains supplier and contract management information Service solutions
system (SCMIS) Why should a customer buy
Manage supplier and contract
Design IT services, these services?
Value for money performance together with the Why should they buy these
Ensure contracts are aligned to business
governing IT practices, services from us?
processes and policies, What are the pricing or
Define and maintain policies to realize the service chargeback models?
and methods provider’s strategy and What are our strengths and
Plan design resources and to facilitate the weaknesses, priorities and risks?
capabilities introduction of these How should our resources and
capabilities be allocated?
Coordinate design activities services into supported
Opportunity
Manage design risks and issues environments ensuring Service portfolio
Improve service design Design coordination quality service delivery,
Value proposition
Plan, coordinate and monitor customer satisfaction Business outcomes
supported
individual designs and cost-effective Business cases
Review designs and ensure service provision.
handover of SDPs Contents Priorities
Systems and tools
Risks
Corporate visions, strategies, etc Offerings and packages
Service management visions, strategies, Investments required
policies, objectives and plans Ongoing costs
Constraints and requirements for compliance and pricing
with standards and regulations
Services
IT strategies, policies and plans Key Principles 5 major aspects
Supported levels of performance
Business requirements Inputs Policies
Service portfolio
Minimum requirements
ITSM processes, risks and issues registers
Service catalogue Ordering and request
Revisions to IT strategies, policies, designs, plans,
architectures, processes Support terms and conditions
Service level package Dependencies
Points of contact
Reduced total cost of ownership (TCO)
Service Pricing and charging
Design
Improved quality of service Business / organisation
Consistency of service Enterprise
Easier implementation of new services Service
Better service alignment Technology and management Application
Improve service performance architectures
Data / Information
Improve IT governance Benefits Environment
Improved service alignment IT Infrastructure
More effective service Design top down, build bottom up
management
Processes required
Better IT processes
Progress
Improved information and decision making
Compliance
Measurement methods and metrics
Coordinate all design activities
Effectiveness
Plan and coordinate the resources and capabilities required to design Efficiency
new or changed services Functionality
Produce associated service design packages Balanced design Resources
Ensure service designs and/or SDPs are produced and handed Schedule
over to service transition
Manage the quality criteria, requirements and handover between design,
ITSC
strategy and transition Objectives
Availability
Ensure all service models and service solution designs conform to
strategic, architectural, governance and other corporate requirements Other Service Design See "Service Design Processes" Map Capacity
Improve the effectiveness and efficiency of service design activities and processes Processes Service Level
Ensure that all parties adopt a common framework of standard, reusable Service Catalogue
design practices
Monitor and improve the performance of the service design lifecycle stage
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ITIL Service Design Processes
Align IT security with business security
Effectively manage information security
Management of risks
Manage information contained in service catalogue
Training & awareness
Ensure service catalogue is available and accurate
Security strategy and plan
Ensure service catalogue supports evolving needs
Management of suppliers and contracts regarding access to systems and services Service Catalogue of service management processes
Management of all security breaches and incidents associated with all systems and services Management Live services
Proactive improvement of security controls, and security risk management and the reduction of security risks Business service catalogue
Integration of security aspects within all other IT service management processes Technical service catalogue
Manage information security management system
Control
Information Security
Plan
Management
Implement Security Framework Delivered service matches or exceeds needs of customer
Evaluate Perform as agreed
Maintain Service availability
Availability
Preventive Component availability
Reductive Design for availability and recovery
Detective Measures Perform as its agreed function
Reliability
Repressive
Corrective Maintainability Speed to restore to normal working
Serviceability Ability of 3rd party to meet terms of contract
Agreed level of IT Service
Achievable targets
Identifying vital business functions (VBFs)
Proactive measures
Designing in availability
Improvements to service Availability Management Component failure impact analysis (CFIA)
Produce and agree service level requirements (SLRs) Define Single point of failure (SPOF)
Proactive Activities Fault tree analysis (FTA)
Negotiate between internal service providers Operational level agreement (OLA)
Modelling
Service Risk assessment
Multi Level Negotiate between IT and customer Planned maintenance
Service level agreement (SLA) Document
Customer Service Level Projected service outage document (PSO) document
Management Service Monitor, measure, analyse, report
External contractors Contracts
Process Design Expanded incident lifecycle
Agree processes Reactive Activities
Unavailability analysis
Service failure analysis (SFA)
Measure Component failure
impact analysis (CFIA)
Monitor
Regular
Ad-Hoc Required services resumed within required and agreed timescales
Report
Red, amber, green (RAG) / Service level Support business continuity management (BCM)
agreement monitor (SLAM) charts Agreed and required timescales
Review Policy setting
Terms of reference and scope
Cost justifiable capacity available in time Initiation Resource allocation
Capacity matched to evolving agreed needs of customer Project organisational and control structure
Supply vs demand Agree project and quality plans
Cost vs resource
Business impact analysis (BIA)
Capacity plan
Risk analysis
Proactive activities Activities
Manual
Assistance with Capacity incident resolution
IT Service Continuity Requirements & strategy
Reciprocal
Modelling and trending
Management (ITSC) ITSC strategy
Gradual
Application sizing Process Intermediate
Monitoring Fast
Tuning Iterative Techniques Capacity Management Immediate
Analysis
Develop plans / procedures
Demand management Implementation
Testing
Threshold management and control
Education, awareness, training
Future business needs
Business capacity management Review & audit
Requires financial plans and business strategy Ongoing operations
Testing
Live service capacity Change management
Service capacity management
Incident / problems Invocation
Performance, capacity, utilisation Component capacity management
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