Tomislav Ćorić

E-mail: tomislav.coric.dj@gmail.com
Đakovo, 8. november 2017.

SUMMARY

Information Technology Infrastructure Library

(I T I L)

OG Consultancy Services
Director: Ante Trbara
E-mail: ante.trbara@og-cs.com

Croatia, Đakovo - November 2017.

Table of Contents
2
2
4

ITIL - Service Lifecycle5

5
6
7

10
11
14
18
21
24

Service Reporting and Service Measurement27

27

1
 ITIL
(Information Technology Infrastructure Library)

What is ITIL?
The most widely adopted set of guidelines for IT services management. It is an
integrated set of best-practice processes for delivering IT services to customers.
What is not ITIL?
ITIL is not a standard, but a set of best-practices guidelines that can be customized in
any organization.
Why is it so popular?
First of all it is vendor (seller) neutral, it is non-perspective and best of all it is a best
practice based on thought leadership.
ITIL is ideal for:
IT professionals who are working with an organization that has adopted ITIL, enabling
them to contribute to an ongoing services improvement programing.
- IT professionals, business managers and business process owners

Why is ITIL successful?

 It delivers value to customers through services, improving customer satisfaction

 Integrated strategy for services with the business strategy and customer needs
 Measures, monitors & optimizes IT services and service provider’s performance
and reduces cost
 Change the organization culture to support the achievement of sustained
success
 Improve the interaction and relationship with the customers
 Optimize and reduce cost

2
 …a little bit about ITIL history
ITIL dates back to the 1980’s when the UK Government’s Central Communications
and Telecommunications Agency (CCTA) need guidelines to operate its Government
data centers. Back then, it was defined as a “practical”, no-nonsense framework for
identifying, planning, delivering and supporting IT service to the business.
Essentially, ITIL was a set of books that discussed specific IT service management
best practice, based on recommendations from CCTA.
In course of time, IT organizations across the word began adopting ITIL as the de facto
standards for IT service.

Picture 1: ITIL’s Evolution

3
 About ITIL
The ITIL (Information Technology Infrastructure Library) framework is designed to
standardize the selection, planning, delivery and support of IT services to a business.
The goal is to improve efficiency and achieve predictable service levels. The ITIL
framework enables IT to be a business service partner, rather than just back-end
support. ITIL guidelines and best practices align IT actions and expenses to business
needs and change them as the business grows or shifts direction.
ITIL encompasses a framework of five core publications or ITIL books, which are
periodically reviewed and updated as technologies change. Each book collects best
practices for each major phase of the IT service lifecycle.

- most widely adopted set of guidelines for IT Service Management

- it is an integrated set of best-practice* processes for delivering IT service to
customers
“Deliver value to the business”
It is popular because :
- it’s vendor-neutral
- it’s non-prescriptive
- best-practices based on thought leadership

*best practices – is an approach or method that has been provide in practice

4
 ITIL - Service Lifecycle

- it is based on ITIL’s core concept SERVICE MANAGEMENT and related concepts

“Service” & “Value”

Service management – providing value to customer in the form of service

Service – delivering value to the customer without the ownership of specific cost or
risks
Value – it consists two core components: UTILITY & WARRANTY (U-what customer
receives, W-is hoe it is provided)

Internal and external customers

Internal – people or departments who are part of the same organization as the
service provider
External – people who are not employed by the organization, or organizations that
are separate legal entities

Functions and processes

Functions – a team or group of people, with particular expertise, who carry out one or
more processes or activities
Processes - a structured set of activities designed to accomplish a defined objective

• The process owner is responsible for the process results (recommending

improvements)
• The process manager is responsible for the realization and structure of the
process, and reports to the process owner
• The process practitioners are responsible for defined activities, and these
activities are reported to the process manager

Organization structure

Roles
- are sets of responsibilities, activities and authorities granted to a person or team.
RACI – responsible, accountable, consulted, informed
• Responsible – The person or people responsible for correct execution – for
getting the job done.
• Accountable – The person who has ownership of quality and the end result. Only
one person can be accountable for each task.
• Consulted – The people who are consulted and whose opinions are sought. They
have involvement through input of knowledge and information.
• Informed – The people who are kept up to date on progress. They receive
information about process execution and quality.

5
Deming Cycle - 4 P
People, process, products and partners – main machinery of the organization, but
they only work well of the machine is oiled : communication

Formal communication structures :

reporting, meeting, on-line facilities (email, chat...), notice boards

• Process – a process is a structured set of activities designed to accomplish a

defined objective
• Project – a project is a temporary organization, with people and other assets
required to achieve an objective
• Program – a program consists of a number of projects and activities that are
planned and managed together to achieve an overall set of related objectives
• Portfolio – a portfolio is a set of projects and/or programs, which are not
necessarily related, brought together for the sake of control, coordination and
optimization of the portfolio in its totality.

Five stages of lifecycle

SERVICE STRATEGY – strategy of delivering and managing service to the customer

and adding value to customer’s business (Service strategy is the axis of the service
lifecycle, that drives all other stages)

SERVICE DESIGN – here we design and plan our services from strategy plans

SERVICE TRANSITION – ensures that service releases are deployed successfully

into supported environments

SERVICE OPERATION – here service provider coordinates and carries out the
activities and processes required to deliver and manage service at agreed levels to
business customers

CONTINUAL SERVICE IMPROVEMENT – describes best practice for achieving

growing and widespread improvements in service quality

SERVICE STRATEGY
5 processes:
Strategy Management for IT Services
Service Portfolio Management
Financial Management for IT services
Demand Management
Business Relationship Management
SERVICE DESIGN
8 processes:

6
Design Coordination
Service Catalog Management
Service Level Management
Availability Management
Capacity Management
IT Service Continuity Management
Information Security Management
Supplier Management

SERVICE TRANSITION
7 processes:
Transition Planning and Support
Change Management
Change Evaluation
Asset and Configuration Management
Release and Deployment Management
Service Validation and Testing
Knowledge Management

SERVICE OPERATION
5 Processes:
Request Fulfillment
Incident Management
Problem Management
Access Management
Event Management
+
4 Functions:
Service Desk
Technical Management
Application Management
IT Operation Management

CONTINUAL SERVICE IMPROVEMENT (CSI)

3 Processes:
Service Measurement
Service Level Management
7 steps to CSI
Service strategy

KEY CONCEPTS

Service
7
– is a means of delivering value to customer by facilitating outcome the customer
want to achieve, without the ownership of specific costs or risks
- peace of value that you give to customer where you deal with the cost and risks

Process
– a process is a structured set of activities designed to accomplish a defined
objective

Service Management
–set of processes that provide a service (set of processes as a services)

Customer
– is someone who buys goods or services. Who defines and agrees the service level
targets

User
– is a person who uses the IT service on a day-to-day basis. It can be one or many
users In customer organization

Business case
– includes information about costs, benefits, options, issues, risks and possible
problems

Configuration item (CI)

– any component or other service asset that needs to be managed in order to deliver
an IT service

Configuration management system (CMS)

– a set of tools, data and information that is used to support service asset and
configuration management. Is a part of service knowledge management system
(collecting, storing, managing, updating, analyzing… It may also include information
about incidents, problems, changes, known problems etc.

Event
– typically require IT operations personnel to take actions

Governance
– ensures that policies and strategy are actually implemented, and that required
processes are currently followed (defining roles, measuring and reporting, taking
actions...=

Operation level agreement (OLA)

– an agreement between an IT service provider and another part of the same
organization

Service catalog

8
– a database or structured document with information about all live IT services,
including those available for deployment

Service portfolio
– complete set of services that is managed by a service provider (include three
categories: service pipeline, service catalog and retired services)

Service design package (SDP)

– document(s) defining all aspects of an IT service and its requirements through each
stage of its lifecycle

Service knowledge management system (SKMS)

– set of tools and database that is used to manage knowledge, information and data
(include configuration management system and other databases and information
systems)

Service level agreement (SLA)

– agreement between an IT service provider and a customer. A single agreement
may cover multiple IT services or customers.

Service types
Core service – deliver the basic outcomes desired by one or more customers
Enabling services – are needed in order for a core service to be delivered
Enhancing services – are added to a core service to make it more exciting to
customer

Supplier – a third person responsible for supplying goods or services that are
required to delivery IT services (e.g. commodity hardware and software vendors,
network provider, outsourcing…)

Underpinning contact – contract between an IT service and a third party that provides
goods or services that supports delivery of IT service to customer.

Workaround – a measure to reduce or eliminate the impact of an incident or problem

for witch a full resolution is not yet available (documented in known error records)

9
 ITIL Service Strategy
Explains business goals and customer requirements. ITIL Service Design shows how
to move strategies into plans that help the business. ITIL Service Transition shows
how to introduce services into the environment. ITIL Service Operation explains how
to manage the IT service. ITIL Continual Service Improvement helps adopters
evaluate and plan large and small improvements to IT services.

Picture 2: Life cycle of ITIL

10
 ITIL Service strategy (SS)
It is often considered as the core of the service life cycle. Provides guidance on
clarification and prioritization of service-provider investments in services. Generally,
SS focused on helping IT organizations improve and develop over the long term.
Covered processes are:
 Strategy management – strategy for IT services
 Service portfolio management – ensures that the service provider has the right
mix of services to meet required business outcomes at an appropriate level of
investment
 Financial management – manage the service provider's budgeting, accounting
and charging requirements.
 Demand management – aims to understand, anticipate and influence customer
demand for services
 Business relationship management – it is used for understanding, defining and
supporting inter-business activities related to business networking – HR, IT,
finance department some external provider etc. (knowledge, skills, behaviors)
- delivers guidance with designing, developing and implementing service
management as a strategic asset
- it is a critical in the context of all processes along the ITIL service lifecycle
- mission: develop the capacity to achieve and maintain a strategic advantage

Basic concepts
Mintzberg – 4 P

Perspective, position, plan, pattern

Value creation – combination of the effects of utility and warranty (korisnost i jamstvo)

Resources and capabilities – service assets of a service provider

Service providers – organization that supply services to one or more international or

external customers (internal, shared, external)

Processes and other activities

11
Strategy management for IT services
– the process responsible for developing and maintaining IT strategies from a
business point of view (the purpose is to articulate how a service provider will enable
an organization to achieve its business outcomes)

Service portfolio management (SPM)

– method to manage all service management investments in term of business value
(main objective – achieve maximum value creation at the same time managing the
risks and costs)

The service portfolio, three subsets of service :

Service catalog – visible part of portfolio, for customer.
Service pipeline – consist of all services that are either under consideration or in
development for a specific market or customer (are applied in production via the
service transition stage)
Retired services – services that are phased out or withdrawn

Financial management
– anticipates the essential management information in financial terms that is required
for the guarantee of efficient service delivery (cost optimization strategy, integrated
component of service management)
- ensures that the charges for IT services are transparent

- organization needs to be decide how it will position the IT department in terms of

financial management, will it be profit or cost center?

Profit center – IT is positioned as a department that charges for the services it

provides to the rest of the organization
Cost center – IT is positioned as a department to witch costs are assigned, but witch
does not charge for service provided

Three main processes: like A B C :)

Accounting, Budgeting, Charging
Accounting – calculated the cost of IT service provision, ensures that the actual
spend can be compared with the predicted spend at any time, account for the money
spent in IT services for a given period
Budgeting – predicts the amount of money required to run IT services for a given
period
Charging (it is optional) – the activities concerned with payment for IT services

Demand management
– it aims to understand, anticipate and influence customer demand for services

12
- the main goal is to predict the purchase of products and to balance the demand with
the resources (offer and demand are harmonized)

Business relationship management

– the process that is responsible for the alignment between services and business
needs (helps identify and understand customer need and to ensure of delivering
requested services)
- assisting the customer in understanding the value of services

Governance
- is what defines the common directions, policies and rules that both the business
and IT to conduct business (three activities: Evaluate, Direct, Monitor)

13
 ITIL Service design (SD)
Provides good-practice guidance on the design of IT services, processes and other
aspects of service management effort. Covered processes are:
 Design coordination – coordination of processes in service design volume
 Supplier management – purpose is to obtain value for money from suppliers
and contracts
 Service-level management – reporting and monitoring service levels (all must
be appropriate)
 Service catalogue management – organized collection of all business and IT
related services that can be performed by enterprise
 Availability management – ensure availability of all aspects of IT services (It
infrastructure, processes, tools, roles etc.)
 Security management – ensure information security
- blueprint of the service you wish to offer
- deals with the design and development of services and their related processes
- main objective : the design of new or charged services for introduction into a test or
production environment

IN organization:
- well preforming organization can quickly and accurately make the right decisions
and execute them successfully
- it is critical that the roles are clearly defined (roles include : process owner, service
design manager, service catalog manager, service level manager, availability
manager, security manager)

Service design – five important aspects:

1. The design of service solutions
2. The design of management information system and tools, especially the service
portfolio
3. The design of the architecture
4. The design of processes
5. The design of measurement methods and metrics

Service deliver models:

In-sourcing – internal resources are used
Out-sourcing – engaging an external organizations
Co-sourcing – combination of In-sourcing and Out-sourcing in witch various out-
sourcing organization work cooperatively throughout the service lifecycle
Multi-sourcing (or partnership) – multiple organization make formal agreements with
the focus on strategic partnership
Business process outsourcing (BPO) – an external organization provides and
manages another organization’s business processes in another location
Application service provision – computer-based services are offered to the customer
over a network

14
Knowledge process outsourcing (KPO) – provides domain-based processes and
business expertise

Service design processes

Design coordination
– supports the entire design stage by providing a single comprehensive coordination
process for all activities in the service design stage

Service catalog management (SCM)

– the goal of SCM is the development and maintenance of a service catalog that
includes accurate details of all services

Service portfolio
– contains information about each service and its status (active and inactive in the
various stages of lifecycle)
Service catalog – is a subset of the service portfolio and only consists of active and
approved services in service operation

Service level management (SLM)

– the goal of SLM is to ensure that the levels of IT service delivery are documented,
agreed and achieved, for both existing services and future services in accordance
with the agreed targets

Optional level agreement (OLA) – agreement between an IT service provider and

another part of the same organization
Under-planning contract (UC) – contract with the third party, in support of the delivery
of an agreed IT service to a customer

Availability management
– the goal is to ensure that the availability level of both new and changed services
corresponds with the levels as agreed with the customer

Metrics for measuring availability include:

Mean time between failures (MTBF)
Mean time between service incidents (MTBSI)
Mean time to repair (MTTR)

Two inter-connected levels:

Component availability – this involves all aspects of component availability and
unavailability
Service availability – this involves all aspects of service availability and unavailability
and the impact of component availability

15
RELIABILITY – of service or component indicates how long it can perform its agreed
function without interruption
MAINTAINABILITY – of service or component indicates how fast it can be restored
after failures
SERVICEABILITY – ability of a third party supplier to meet the terms of their contract,
which includes agreed level of reliability, maintainability or availability

Capacity management
– the goal of capacity management is to ensure that the capacity corresponds to both
the existing and future needs of the customer

CAPACITY MANAGEMENT INFORMATION SYSTEM (CMIS) -provides relevant

information on the capacity and performance of services in order to support the
capacity management process

Three sub-processes (they all analyzed the information stored in the CMIS) :
Business capacity management – translate the customer’s requirements into
specifications for the service and IT infrastructure
Service capacity management – identifies and understands the IT services to make
them comply with the defined targets
Component capacity management (CCM) – managers, controls and predicts the
performance, use and capacity of individual IT components

IT service continuity management (ITCM)

– the goal is to support business continuity by ensuring that the required IT facilities
can be restored within the agreed time

The process consists of four stages:

1. Initiation
2. Requirements of strategy
3. Implementation
4. Ongoing operation

Information security management

– the goal is to ensure that the information security policy meets the organization’s
overall security policy

Information security policy – needs to be considered with the overall corporate

security framework and should be supported by top management
Information security management system (ISMS) – represents the basis for cost-
effective development of an information security program that supports the business
objectives

16
Various measures can be taken:
Preventive – prevent effects
Reductive – limit effects
Detective – detect effects
Repressive -suppress effects
Corrective – repair effects

Supplier management
– the goal is to manage all suppliers and contracts in order to support the delivery of
services to the customer

Categorization of suppliers:
Strategic – significant partnering relationship that involve sharing confidential
strategic information facilitate long-term plans (managed by senior management)
Tactical – relationships involving significant commercial activity and business
interaction (managed by middle management)
Operational – for suppliers of operational products or services (junior operational
management)
Commodity – for suppliers providing low-value and/or readily available products and
services, which could be alternatively sourced relatively easily

17
 ITIL Service Transition (ST)
Relates to the delivery of services required by a business into live/operational use. The
Service Transition lifecycle stage also makes sure that changes to services and service
management processes are carried out in a coordinated way. Processes in service
transition:
 Change management – ensure that standardized methods and procedures are
used for efficient handling of all changes.
 Knowledge management – process that creating, sharing, using and managing
the knowledge and information of an organization
 Release and deployment management – is the process of managing, planning,
scheduling and controlling a software build through different stages and
environments, including testing and deploying software releases
 Services validation and testing – main objective is to ensure that deployed
releases and the resulting services meet customer expectations
- service transition consists of the management and coordination of the processes,
system and functions required for the building, testing and deployment of new and
changed services
- it establishes the services as specified in the service design stage, based on the
customer/stakeholder requirements

IN Organization :
- Service transition is actively managed by a service transition manager
- the service transition manager is responsible for the daily management and control
of the service transition teams and their activities

Service transition processes :

Transition planning and support

- ensures the planning and coordination of resources in order to realize the
specification of the service design
Service design package (SDP) – *see in Key Concepts

Three types of release can be defined :

Major release – important deployment of new hardware and software
Minor releases – contain a number of smaller improvements
Emergency release – implemented as a temporary solution for a problem or know
error

Change management
– ensures that changes are implemented in a controlled manner (evaluated,
prioritized, planned, tested…)
Request for change (RFC) – is a formal request to change one or more configuration
items(CI)

18
Change advisory board (CAB) – is a consultative body that regularly meets to help
the change manager prioritize and schedule the changes
Post-implementation review (PIR) – should be carried out to determine if the change
was successful and to identify opportunities for implement

Change evaluation
– aimed at ensuring that each important point in the lifecycle of significant change is
properly evaluated
Change evaluation report (CER) – contains a risk profile, a deviations report, a
qualification and validation statement and a recommendation

Service assets and configuration management (SACM)

– manages the service assets and configuration items(CI) in order to support the
other service management processes

Configuration management (CM) – ensures that CI-s are provided with a baseline
and that they are maintained
Configuration Item – is any component or other service asset that is managed in
order to deliver an IT service
Service assets – is any resource or capability of a service provider
Attribute – is a piece of information about CI (e.g. version number, name, location et.)
Configuration structure – shows the relations and hierarchy between CS that
comprise a configuration
Snapshot (“moment in time”, “footprint”) - is the state of a configuration at a certain
point in time
Configuration record – contains details of a CI
Configuration management database (CMDB) – is a database used to store
configuration records of CI-s 2018
Defined media library (DML) – is a secure store where the definitive, Authorized
Version of all media CI-s are stored and monitored
Define spares – are the spare components and assemblies that are maintained at the
same level as the comparative system within the live environment
Software asset management (SAM) – is the process responsible for tracking and
reporting the use and ownership of software assets throughout their lifecycle (it is a
part of SACM)

Release and deployment management

– aimed at the building, testing and deploying of the services specified in the service
design and ensures that the client can utilize the service effectively
Release – is one or more changes to an IT service that are built, tested and deployed
together
Release unit – is a part of service or infrastructure that is included in a releases
Release package – is a single release unit or collection of release units that will be
built, tested and deployed together as a single release

19
V model – convenient tool for mapping out the different configuration levels at which
building and testing must take place

Service validation and testing

- tests endure that the new or changed services are “fit for purpose” and “fit for use”
- main goal is to ensure the delivery of the added value that is agreed and expected

Service model – describes the structure and dynamics of a service provided by

service operation
Test strategy – defines the entire testing approach and the allocation of required
resources
Test model – consist of a test plan, the object to be tested and test scripts witch
indicate the method by which each element must be tested
Service design package (SDP) – defines entry and exit criteria for all test
perspectives
Fit for purpose – service does what the client expects of it, so that the service
supports the business
Fit for use – addresses such aspects as availability, continuity, capacity and security
of the service

Knowledge management
-improves the quality of decision-making by ensuring that reliable and safe
information is available during the service lifecycle
- often is visualized using the DIKW (Data-Information-Knowledge-Wisdom)

20
 ITIL Service Operation (SO)
It is used to provide best practice for achieving the delivery of agreed levels of service
both end-users and the customers. Processes in SO are:
 Event management – monitors all events that occur through the IT infrastructure
 Problem management – managing and prevent all problems that happened or
could happened in an IT service
 Incident management – activities of an organization to identify, analyzed and
correct hazard to prevent a future reoccurrence.
- is responsible for the fulfillment of processes that optimized the service cost and
quality the service management lifecycle

Service operation processes :

Request fulfillment
– the process of dealing with service requests from the users, providing a request
channel, information, and fulfillment of the request

Incident management
– focuses on restoring failures of the service as quickly as possible for customers,
with a minimal impact on the business
Incident elements that should be taken into account:
Timescale
Incident models
Impact
Urgency
Priory
Major Incidents

Problem management
– includes all activities needed for a diagnostic of the underlying cause of incidents

Root cause – is the fault in the service component that made the incident occur
Workaround – is a way of reducing or eliminating the impact of an incident or problem
for witch a full resolution is not yet available
Known error – is a problem that has a documented root cause and workaround
Known error database (KEDB) – register for errors that occur in the business

21
Access management
– the process of allowing authorized users access to a service, while access of
unauthorized users is prevented
Basic concepts:
Access
Identify
Rights
Services or service groups
Directory services

Event management
– surveys all events that occur in the IT infrastructure in order to monitor the regular
performance

22
IT Operations
-is focused on delivering the service as agreed with the customer, the service
provider will first have to manage the technical infrastructure that is used to delivery
to services

Operation bridge – is a central point of coordination that manages various events and
routine operation activities. It brings together all vital observation points in the IT
infrastructure and combines many activities (console management, event handling,
first line network management and support)

Job Scheduling – IT operations execute standard routines, queries or reports

Backup and restore – is a component of good continuity planning

23
 Continual Service Improvement (CSI)
CSI aims to align and realign IT services to changing business needs by identifying
and implementing improvements to the IT services that support the business
processes. It relies on same process like the Deming Cycle, Plan-Do-Check-Act. CSI
trying to improve service design, service transition and service operation.
Improvement initiatives typically follow a seven-step process:

1. Identify the strategy for improvement

2. Define what you will measure
3. Gather the data
4. Process the data
5. Analyze the information and data
6. Present and use the information
7. Implement improvement

- IT departments must continually improve their services in order to remain appealing

to the business
- in this stage, measuring and analyzing are essential in identifying the services that
are profitable and those that need improvement
- it can be applied throughout the entire service lifecycle, in all stages

Deaming step-by-step improvement Cycle (approach) : 4 P

Plan -Do -Check -Act

CSI uses the PDCA cycle in two areas :

Implementation of CSI – PLAN, implement (DO), monitor, measure, and evaluate
(CHECK) and adjust(ACT)
Continual improvement of service and processes – this area focuses on the CHECK
and ACT stage, with few activities in the PLAN and DO stage, such as setting goals

Service measurement is crucial element of each improvement initiative

Three type of metric measures in CSI :
Technology metrics – performance and availability of components and applications
Process metrics – performance of service management processes
Service metrics – end service results, measured by component metrics

Define critical success factors (CDF) – elements essential for achiving the business
mission

24
Seven-step improvement process :
- describes how to measure and report on service improvements

Step 1 : Identify the strategy for improvement – must be follow by vision and precede
the assessment of the current situation
Step 2 : Define what you will measure – this step follows from phase 3 of the CSI
approach
Step 3 : Gather the data (measure) – it must perform measurement from its vision,
mission, goals and objectives
Step 4 : Process the data – the processing of the data is to determine the right
presentation format appropriate to each audience
Step 5 : Analyze the information and data
Step 6 : Present and use information – the stakeholder is informed whether the goals
have been achieved (it is a still phase 5)
Step 7 : Implement improvement – create improvements, establish a new baseline
and start the cycle from step 1

- this process is closely aligned to the PDCA Cycle and the CSI approach, which
should result a service improvement plan (SIP)

It is aligned as follows:
Plan = step 1 and 2
Check = step 3 and 4
Do = step 5 and 6
Act = step 7
Various methods and techniques to check whether planned improvements actually
produce measurable improvements:

Effort and cost – improvement initiatives require a business case to consider their
cost-effectiveness

Return of investment (ROI) – measuring the result of the cost spent on improvement

Implementation review and evaluation – evaluates whether the improvements

procedure the desired effects

Assessments – compares the performance of a process or organization against a

performance standard, such as an SLA or a maturity standard

Benchmarking – a specific type of assessment: organization compare their processes

with the performance of the same types of processes that are commonly recognized
as “best practice”

Gap analysis – determines where the organization is now and the size of the gap with
where it was to be

25
Balanced scorecard – includes four different perspectives on organization
performance: customer, internal processes, learning and growth, financial

SWOT – looks at the strengths, weaknesses, opportunities and threats of the

organization or components

Rummler-Brache swim-lane diagram – visualizes the relationship between processes

and organizations or departments with “swim lane”

- in most cases, one method or technique is not enough: try to find best mix for your
organizations

26
 Service Reporting and Service Measurement
They are necessary for the execution of other processes, and are executed by those
processes throughout the service lifecycle. The objective of service reporting is to
analyze and deliver service measurement information to stakeholders, managers, and
decision makers in a form than enables action.

ICT infrastructure management

Information and Communication Technology (ICT) management processes
recommend best practice for requirements analysis, planning, design, deployment and
ongoing operations management and technical support of an ICT infrastructure.
The infrastructure management processes describe those processes within ITIL that
directly relate to the ICT equipment and software that is involved in providing ICT
services to customers.
ICT design and planning – provides a framework and approach for the strategic
technician design and planning of ICT infrastructures
ICT deployment – provides a framework for the successful management design, build,
test and roll-out (deploy) projects with an overall ICT program management.
ICT operations – provides day-to-day technical supervision of ICT infrastructure.
ICT technical support – is the specialist technical function for infrastructure within ICT.

Picture 3: ITIL framework

27