2.  Current Version: V3 2011 Refresh
 Fits any size organization
 Revolutionize the way IT and Business communicate
 Gain market advantage
 Drive productivity, efficiency, business processes
 Increase sales, growth and cost savings
 Survey 2003 over 20,000 companies use ITIL
2

3. 3

4. Service Strategy
1) Strategy management for IT Services
2) Service Portfolio Management (SPM)
3) Demand Management
4) Financial Management for IT Services
5) Business Relationship Management
Service Design 6) Design Coordination
7) Service Catalogue Management (SCM)
8) Service Level Management (SLM)
9) Supplier Management
10) Availability Management
11) Capacity Management
12) IT Service Continuity Management (ITSM)
13) Information Security Management
4

5. Service
Transition 14) Transition Planning & Support
15) Change Management
16) Service Asset & Configuration Management (SACM)
17) Release & Deployment Management
18) Service Validation & Testing
19) Change Evaluation
20) Knowledge Management
Continual
Service Service
Operation Improvement
21) Event Management 26) 7-Step (CSI)
22) Incident Management Improvement
23) Request Fulfillment Model
24) Problem Management
25) Access Management
Functions
1) Service Desk
2) Technical Management
3) IT Operations Management
4) Application Management
5

6. 6

7. • Alignment with business needs. ITIL becomes an asset to the business when IT can
proactively recommend solutions as a response to one or more business needs. The IT
Strategy Group recommended in Service Strategy and the implementation of Service
Portfolio Management gives IT the opportunity to understand the business’ current and
future needs and develop service offerings that can address them IT investments result in
tangible and quantifiable business value. IT becomes a revenue generator and not a cost
center.
• Negotiated achievable service levels. Business and IT become true partners when they
can agree upon realistic service levels that deliver the necessary value at an acceptable
cost. Business and IT become a cohesive team working towards a common goal.
• Predictable, consistent processes. Customer expectations can be set and are easier to
meet with through the use of predictable processes that are consistently used. As well,
good practice processes are foundational and can assist in laying the groundwork to meet
regulatory compliance requirements.
• Efficiency in IT service delivery. Well-defined processes with clearly documented
accountability for each activity as recommended through the use of a RACI matrix can
significantly increase the efficiency of processes. In conjunction with the evaluation of
efficiency metrics that indicate the time required to perform each activity, service delivery
tasks can be optimized.
7

8. • Measurable, improvable services and processes. The adage that you can’t manage what
you cannot measure rings true here. Consistent, repeatable processes can be measured
and therefore can be better tuned for accurate delivery and overall effectiveness. For
example, presume that a critical success factor (CDF) for incident management is to
reduce the time to restore service. When predictable, consistent processes are used key
performance indicators such as Mean Time To Restore Service (MTRS) can be captured
to determine whether this Key Performance Indicator (KPI) is trending in a positive or
negative direction so that the appropriate adjustments can be made. Additionally, under
ITIL guidelines, services are designed to be measurable. With the proper metrics and
monitoring in place, IT organizations can monitor Service Level Agreements (SLA)s and
make improvements as necessary.
• ITIL breaks down silos of isolation, harmonizes IT services with business needs and
creates a true team work oriented environment which is customer and quality focused.
8

9. Provide a IITL Foundation/Primer course to all Milwaukee executives which will provide a
high level overview of all 26 ITIL processes.
Provide a IITL Foundation/Primer course to selected/all Milwaukee office individuals in
all/some departments.
Assemble steering committee to analyze and choose a ITIL process to implement which can
generate a “quick win” and continue to move forward with ITIL implementation choosing
pieces as deemed appropriate and attainable. Please note one does not need to start at
Service Strategy but can choose to start with any one of the 26 processes.
9

10. 10