ILIL 3

Business IT alignment

The organization that governs ITIL took over from CCTA

Organizatin with chaapters in 40 countries dedicated to service management

Service lifecycle was introducted Version 3

Information Technology Infrastructure Library

The Systematic approach to dlivery of quality IT

IT governance consists of a comprehensive famework of structure, processes, and relational mechnaisms. Sturucture involves the responsible functions such as IT executives and accounts and a diversity of IT committees. Process refer to a strategic IT decision making and monitoring. Relational Mechanisms include business/IT participation and partnership, strategic diaglog, and shared learning

Goverance creates a setting in which one can manage

improvement in smaller setps works best

Capablity Maturity Model Integration provides both a staged and continual improvement model

lifecycle management

ITIL is a good practice. It is a practice that has proven itself in practice

A service is a means of delivering value to customers by facilitating outcomes the customers wants to acheive without he ownership of specific costs or risks

utility - what the cusomer receives and warranty - how it is provided

is a set of specialized organizational capabilities fo providing value to customers in the form of services

A system is a group of interrelating or independent components that form a unified whole operating together for a common purpose

function is a subdivision of an organization that is specialied in fulfilling a specific type of work and is responsible for specific end results. functions are independent subdivision with capabilities and resources that are required for their performance and results

A process is a stuctured set of activities designed to accomplish a defined objective process reults in a goal oriented change and utilize feedback for self enhancing and self corrective actions

Service Strategy, Service Design, Service Transistion, Service Operation, continual Service improvement

• The four Ps
• perspective - clear vision
• position - take a clear vision and focus
• plan - form a precise notion of how the organization should develop itself
• pattern - maintain consistency in decisions and actions

market focus, distinctive capabilities, performance anatomy

the convications, values and goals that govern the behavior of the entire organnization. It determines the direction through which the service provider can acheive its objectives

defines the distinguishing charactersitics of service provider in the eye of the customer

focuses on the organization action plan in a competitive market

it represents the organizations procedures

• define service objectives
• determine the direction for growth opportunities
• setting investment priorities
• defining outcomes learning objectives
• creating strategic assets
• identifying the competition
• surprising the competition
• surpassing the competition by delivering distinctive performances
• devising plans that will ensure dominance over the competition now and in the future

The utility and warranty

Fitness for purpose. the increase of a possible profit

Fitness for use. stands for the decline in possible losses. Affirms how utility will be delivered. For example is is available enough, large enough, continuous enough

management, organization, processes, knowledge, people (both cababilities and people)

capital, infrastructure, applications, information , peiopl (both a cpability and a resource

type I - internal service provider, type II -shared Services Unit, type III - external service provider

define the market, development of the offer, development of strategic assests, preperation for implementation

Business Relationship Manager is reposnible for having insight into the customers business and being familar with their objectives

opportunities and readiness of a service provider to serve the customers and the market.

• service catalogue
• service pipeline
• retired services

• The business service catalogue is the mapping of critical business processes to underlying IT services and keeping the details of those relationaships
• Technical Service Catalogue is not visible to the customer and contains deteial on the tehcnical comp[osition of the services

the capability of an organiztion to deliver services to customers

• Tasks
• results
• constraints

• Financail Management
• Demand Management
• Service Portfolio Management

Provision value (production cost) and service value potential (value adding componenet)

Define, Analyze, approve, Charter

• Phase 1 - Network - informal, ad hoc
• Phase 2- Directive establishment of hierarchal structures
• Phase 3 - Delegation shift from finctional to process ownership
• Phase 4 - Coordination centralization of technical functions and decentralization of service management
• Phase 5 - Collaboration focus on improvement of cooperation with the business

• Simplfy the process
• Clarify the flow of activities and allocation of tasks
• Minimize the area in which users interact with underlying system and process
• Do not rush implementaiton

a decision making suporrt and planning instrument that plans for the likely consequences of a business action

• screening decision - NPV
• prefernce decision IRR

Service Strategy

they describe how service assets interact with customer assets and create value foa given portfolio of contracts

• level of excellence
• price-quality relationship
• confomrity to specificatons
• meeting or exceedling expecationtions

Higher better. Mean time between fialure

Total cost of utilization that includes the cost for direct consumption and also cost incurred indirectly

Mainteancne and Repair operations