ITIL 2011 Mind Maps

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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

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ITIL is a registered trademark of the Cabinet Office. This document can be shared internally.

ITIL - Service Management as a Practice Facilitates outcomes without costs & risks Uncertainty of outcome

Standards - ISO20000


Training and education

Functionality Fitness for purpose


Industry practice - Sarbanes Oxley (SOX), Financial Services Authority (FSA)

What the customer gets

Best Practice

Fitness for use Performance


Internal and external experience Research


Value to customers


How service is delivered

Employees Customers Enablers

Economic value

Suppliers Advisors


Shown by


Customer Perception

Knowledge to achieve business objectives

Core Enabling

Coordinated activities



Performance driven Creates value for customers


Defines roles, activities, guidelines


Prime customer contact


Ensures delivery meets requirements Identify areas for input into CSI register / raise RFC's

Service Owner 

Communication with Process Owners Reporting & monitoring Accountable for delivery of service


Service Management as a Practice

Specific Results Customers Responds to triggers


Function Role

Specialised units Perform certain types of work

Responsibility within process or function Responsible

Defines Strategy, policy, standards


Assists with design RACI Model

Documentation Audits Communication Input to CSI register 

Consulted Informed

Process Owner 

Clarifies roles and responsibilities Owner

Process manager  Process practitioner 


Documentation Objectives Feedback Activities

Set of specialised capabilities Provides value for customers via services IT service management

Service Management

One person

Process Model

Procedures Process

Metrics Improvement Roles


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Capabilities Resources

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ITIL Service Strategy Current state assessment

Automation can affect performance

target state definition

Simplify processes

Gap analysis


Project estimation Projectconsolidation Roadmap

Understand flow of  activities Minimise interactions


Definition of roles Service portfolio, customer portfolio, customer agreement portfolio Demand management procedures, techniques and tools

Define the market and identify cust omers Understand the customer 

Designing the strategy

Quantify the outcomes

Interfaces between all service strategy processes and other processes

Classify and visualise the service Understand the opportunities

Establish and maintain business relationships Ensure service provider can meet needs of the business

Rules, policies, processes by which businesses are operated, regulated, controlled

Define services based on outcomes Service models

Assists business in articulating value of service

Core Services - deliver basic outcomes

Evaluates, directs, monitors the strategy, policies and plans

Evaluate Direct

Enabling services are needed in order for a core service to be delivered

Strategy principles


Enhancing services are excitement factors Define service units and packages

Monitor Establish responsibilities

Deliver the basic outcomes desired by the customer Represent the value the customer wants Supporting Services

Strategy to set and meet objectives

Either enable or enhance the value proposition

Acquire for valid reasons


Ensure performance when required


Packaging core and supporting services is an essential aspect of market strategy

Ensure conformance with rules

Packaging will also have an impact on the design and operation of a service

Ensure respect for human factors Service through collaboration

Strategic Asset

Service through coordination Services through delegation

Service Management



Services through direction


Services through network


Applications People

What is our business?



Who is our customer?

Service Strategy

What does the customer value?

Marketing mind set

Who depends on our services?

Service Assets

How do they use our services?

Management Organisation Capabilities

Processes Knowledge

Why are they valuable to them?

People Internal (Type I) Future vs Present

Shared Service Unit (SSU) (Type II) Supplies service to one or more customers

Outsourcing Insourcing

Service provider 


Operational effectiveness vs improvements in f unctionality

Opposing dynamics

External (Type III)

Value capture



Positions Defined by customers

4 P's

Affordable mix of features


Achievement of objectives Changes over time and circumstance

Business outcome achieved Customer's preferences


Vision Business Portrayal

How to achieve vision Ongoing Actions

Value Cost effectiveness

Creating value

Value for customer 

Customer's perception of what was delivered

Standardised processes


Basic Factors Excitement Factors Performance Factors

Kano model

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Services create value Respond quickly to 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 ServiceDesign

Operational Services

Service Catalogue

Define market spaces




Identify strategic industry factors Establish objectives


Determine perspective

Retired Services

Form a position


To ensure service provider has the right mix of services to balance the investment in IT with ability to meet business outcomes

Strategy Management for IT Services

Tracks investment through lifecycle and ensures appropriate returns are achieved Ensures services clearly defined and linked to business outcomes

Craft a plan


Adopt patterns of action Align assets with outcomes Optimise CSFs


Prioritise investments


Why should a customer buy these services?

Measurement and evaluation

Why should they buy these services from us?

Clarify the answers to key strategic questions

What are our pricing and chargeback models?

CSI Expansion and growth

Annual planning cycles

What are our strengths, weaknesses, priorities and risks?

New business opportunity

How should our resources and capabilities be allocated?


Strategy management

Changes to internal and external environments Mergers or acquisitions

Business relationship management


CSI Other service management processes

Enhanced decision making Strategy

Speed of change

Request from business Value to the business

Service improvement opportunities Service suggestion Existing services

Finance compliance and control Value capture and creation

Service, customer and business outcomes

Cost centre

Portfolio Management

Service models Impact on service portfolio and service model

Profit centre Funding

Service portfolio review Analyse investments, value and priorities

SPM Operational control




External Internal


Rolling plan

Articulate value proposition

Funding models

Retain Rationalise Refactor Renew


Zero based Trigger based

Service Strategy Processes


Service valuation Service Investment Analysis

Assesses the value or return of a service over the total lifecycle Based on the value received and the costs incurred


Retire Change proposal


Cost optimisation Seeks to translate outage severity into a financial value

Change management authorisation Change proposal authorised

Business Impact Assessment (BIA)

Financial management

Communicate with stakeholders Service design and transition processes


Helps to identify

Assessment of plans Budgeting

Business outcomes supported

Budget(s) PortfolioContents

Cost model


Cost centres and cost units

Offerings & packages

Cost types and elements

Investments required


Cost & pricing

Cost classification Chart of accounts


Analysis and reporting

To identify and analyse the patterns of business activity that initiate demand for services

Action plans Cost recovery or break even


Demand Management

Work with capacity management Achieve balance between cost and value of outcomes Refines understanding of interactions

Specification of changes to funding and spending Cost and income estimation

Business cases

Analyse patterns of business activity


Pricing Billing Serviceprovider  Contract

Establish and maintain business relationships Assists business in articulating value of service

Cross subsidisation

Decide on chargeable items

Enable executives to evaluate real investment


Recovery with margin Notional charging


Value to business

Ensure service provider can meet needs of the business

Relative value of services

Analysis of previous budget

Opportunity Value proposition

User Profiles

Cost of service outage


Track progress and update portfolio


Aid to decision making and prioritisation

Business Relationship Management

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Design Operational Market

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ITIL Service Design

Statement of requirements (SOR)

Identify business need

Invitation to tender (ITT) Business case Award contract Negotiate

People Evaluation and procurement of new contracts and suppliers 4 P's

Select supplier

Supplier and contract categorisation

Supplier  Management

Service solutions

Why should a customer buy these services?

Design IT services, together with the governing IT practices, processes and policies, to realize the service provider’s strategy and to facilitate the introduction of these services into supported environments ensuring quality service delivery, customer satisfaction and cost-effective service provision.

Manage supplier and contract performance

Ensure contracts are aligned to business

Define and maintain policies and methods Plan design resources and capabilities Coordinate design activities Manage design risks and issues Improve service design

Partners Processes

Maintains supplier and contract management information system (SCMIS) Value for money


Design coordination

Plan, coordinate and monitor individual designs Review designs and ensure handover of SDPs

Why should they buy these services from us? What are the pricing or chargeback models? What are our strengths and weaknesses, priorities and risks? How should our resources and capabilities be allocated? Opportunity Service portfolio

Value proposition Business outcomes supported Business cases Contents

Systems and tools

Risks Offerings and packages

Corporate visions, strategies, etc Service management visions, strategies, policies, objectives and plans

Investments required Ongoing costs and pricing

Constraints and requirements for compliance with standards and regulations

Key Principles

IT strategies, policies and plans Business requirements



5 major aspects

Supported levels of performance



Service portfolio


ITSM processes, risks and issues registers

Ordering and request

Service catalogue

Revisions to IT strategies, policies, designs, plans, architectures, processes

Support terms and conditions Dependencies

Service level package

Points of contact Reduced total cost of ownership (TCO)

Pricing and charging

Service Design

Improved quality of service Consistency of service

Business / organisation Enterprise

Easier implementation of new services

Service Technology and management architectures

Better service alignment Improve service performance Improve IT governance


Application Data / Information Environment

Improved service alignment

IT Infrastructure

More effective service management

Design top down, build bottom up Processes required

Better IT processes


Improved information and decision making Measurement methods and metrics Coordinate all design activities


Produce associated service design packages

Balanced design

Ensure service designs and/or SDPs are produced and handed over to service transition

Ensure all service models and service solution designs conform to strategic, architectural, governance and other corporate requirements Improve the effectiveness and efficiency of service design activities and processes

Effectiveness Efficiency

Plan and coordinate the resources and capabilities re quired to design new or changed services

Manage the quality criteria, requirements and handover between design, strategy and transition


Resources Schedule ITSC



Other Service Design Processes

See "Service Design Processes" Map

Ensure that all parties adopt a common framework of standard, reusable design practices Monitor and improve the performance of the service design lifecycle stage

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Capacity Service Level Service Catalogue

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ITIL Service Design Processes Align IT security with business se curity 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

Service Catalogue Management

Management of suppliers and contracts regarding access to systems and serv ices Management of all security breaches and incidents associated with all systems and services Proactive improvement of security controls, and security risk management and the re duction of security risks

Control Plan Implement

Live services Business service catalogue

Integration of security aspects within all other IT service management processes Manage information security management system

Ensure service catalogue supports evolving needs of service management processes

Technical service catalogue

Information Security Management

Security Framework

Delivered service m atches or exceeds needs of customer 


Perform as agreed


Service availability



Componentavailability Design for availability and recovery

Reductive Detective


Perform as its agreed function


Repressive Corrective


Agreed level of IT Service


Speed to restore to normal working Ability of 3rd party to meet terms of contract

Achievable targets

Identifying vital business functions (VBFs)

Proactive measures Produce and agree service level requirements (SLRs) Negotiate between internal service providers

Designing in availability

Availability Management

Improvements to service

Component failure impact analysis (CFIA)


Single point of failure (SPOF) Proactive Activities

Operational level agreement (OLA)

Modelling Risk assessment

Service Multi Level

Fault tree analysis (FTA)

Negotiate between IT and customer

Service level agreement (SLA)



Service Level Management

Customer External contractors


Process Agree Measure

Projected service outage document (PSO) document

Service Design processes

Monitor, measure, analyse, report Expanded incident lifecycle Reactive Activities

Unavailability analysis

Regular Ad-Hoc

Required services resumed within required and agreed timescales


Support business c ontinuity management (BCM)

Red, amber, green (RAG) / Service level agreement monitor (SLAM) charts

Agreed and required timescales Review

Policy setting Terms of reference and scope

Cost justifiable capacity available in time


Capacity matched to evolving agreed needs of customer 

Resource allocation Project organisational and control structure

Supply vs demand

Agree project and quality plans

Cost vs resource

Business impact analysis (BIA)

Capacity plan Proactive activities

Risk analysis



Assistance with Capacity incident resolution

IT Service Continuity Management (ITSC)

Modelling and trending Applicationsizing


Requirements & strategy ITSC strategy


Monitoring Tuning



Demand management

Live service capacity Incident / problems Performance, capacity, utilisation

Intermediate Immediate


Threshold management and control

Requires financial plans and business strategy

Gradual Fast

Capacity Management


Future business needs

Service failure analysis (SFA) Componentfailure impact analysis (CFIA)


Develop plans / procedures Testing Education, awareness, training

Business capacity management

Ongoing operations

Testing Change management

Service capacity management Invocation Component capacity management

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Review & audit

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ITIL Service Transition

Plan and manage service changes efficiently and effectively Manage risks relating to new, changed or retired services

Speed vs accuracy

Successfully deploy service releases into supported environments

Safety critical services



Restricted resources Working with difficult customers

Set correct expectations on the performance and use of  new or changed services Ensure that service changes create the expected business value Provide good-quality knowledge and information about services and service assets.

Stakeholder change Communications

Confidence that a new or changed service will deliver the value and outcomes required of it

Stakeholder map Stakeholder commitment analysis Benefits

Emotional cycle of change

Provides a measured degree of confidence.


Managing People

Organisational adoption Governance process Organisational capabilities

Understanding of risk

Define customer requirements Design

Organisational change

Strong communication process

Validate service packages

V Model Kotter's 8 steps

Service acceptance

Service Validation and Testing

Release policy Provide clear comprehensive plans Assure quality



Service operational readiness Service release package Component and assembly Library of tests

Plan and design tests

Transition Planning and Support

Produce transition strategy Plan and coordinate transition

Design service solution Design service release

Business and service performance measures

Prepare for transition

Define service requirements

Test environment Levels of testing

Service Transition

Provide transition process support

Verify test plan and designs Process

Prepare test environment Perform tests Evaluate exit criteria

See "Change and Change evaluation Map" See "Change and Change evaluation Map" See "Knowledge, Service Asset and Configuration Map"



Test and clean up

Service Asset and Configuration

See "Knowledge, Service Asset and Configuration Map"

Should be separate to release and deployment manager 

Other  Service Transition Processes



Enable projects to estimate the cost, timing, resource requirement and risks associated with the service transition stage more accurately Result in higher volumes of successful change Be easier for people to adopt and follow Enable service transition assets to be shared and re-used across projects and services

Big bang / phased

Reduce delays from unexpected clashes and dependencies

Push / pull

Release options


Automated / manual

Result in higher volumes of successful change

Full Delta

Enable projects to estimate the cost, timing, resource requirement and risks associated with the service tr ansition stage more accurately Be easier for people to adopt and follow

Release unit

Enable service transition assets to be shared and re-used across projects and services


Reduce delays from unexpected clashes and dependencies


Release and Deployment Management

Preparation Build and test Service testing and pilot Planning and preparing for deployment


Performing transfer, deployment and retirement

To assist organisations seeking to plan and manage service changes and deploy service releases i nto the production environment successfully

Early life support Review and closure of deployment and Service Transition Role should be separate to test manager 

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ITIL Service Transition - SACM IT staff to understand the configuration and relationships of services and the configuration items


Better forecasting and planning of changes

Objectives, scope, resources

Successful assessment, planning and delivery of changes and releases Planning & management

Resolution of incidents and problems within the service lev el targets Delivery of service levels a nd warranties Better adherence to standards, legal and regulatory obligations More business opportunities as the service provider is able to demonstrate control of assets and services Traceability of changes from requirements

CSFs Involve change/release Start small

SACM Benefits

Regulatory compliance An asset, service component or other item which is or will be, under the control of configuration management Types

Ability to identify the costs of a serv ice Reduced cost and time to discove r configuration information when it is needed


Proper stewardship of fixed assets that are under the control of the service provider 

Design, manage & maintain configuration management system (CMS) Control receipt, identification, storage of CI's

Regular housekeeping Amend database to suit business requirements

Attributes Relationships Business case

Configuration manager 

Service lifecycle


Create process & procedures & training

Naming convention

SACM Activities

Configuration analyst CMS tools administrator 

SACM Roles


Configuration item (CI) identification

People External / internal Categories

Documentation Organisation

Service asset manager 

Agrees naming convention Service

Service Transition: - Knowledge Management - Service Asset and Configuration Management

Configuration management databases (CMDB's) Definitive media libraries (DML's) information Known error databases (KEDB)

Data, information & tools layer

Availability management information system (AMIS) Capacity management information system (CMIS)

Configuration control Status accounting

Information integration layer


Knowledge processing layer Reports

Presentation layer Data, Information, Knowledge, Wisdom (DIKW)

Internal policies Business strategy

Service capability assets Service resource assets

Authorised CIs CIs under change control Define each status Before /after major change

Service knowledge management system (SKMS)

Data mining

Accommodation Software

Design & maintain asset management systems Asset management system processes & procedures

Service management plans

Verification and audit

After IT service continuity invoked Planned, regularly, random Automate Configuration management databases (CMDB's)

Knowledge Management

Definitive media libraries (DML's) Data, information & tools layer 

Improve the quality of management Enable the service prov ider to be more efficient and improve quality of service, increase satisfaction and reduce the cost of service by reducing the need to rediscover knowledge Ensure that staff have a clear and common understanding of the value of their services Maintain a service knowledge management system (SKMS) that prov ides controlled access to knowledge, information and data that is appropriate for eac h audience


Known error databases (KEDB) Availability management information system (AMIS) Capacity management information system (CMIS)

Physical storage information

Definitive spares Definitive media library

Gather, analyse, store, share, use and maintain knowledge, information and data throughout the service provider organization.

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Change and Evaluation

Raised by




Return Risks

7 R's

Authorised Impact

Resource Responsible

(ChM) Change process

(ChM) Change assessment


Prioritised Planned Tested Implemented





Assess, plan, schedule changes


Review previous changes

(ChM) Change advisory board (CAB)

Flexible membership Change schedule (CS)

Password reset

Service Transiti on

Operational activity

- Change M anagement (ChM) - Change Evaluation (ChE)

Projected service outage (PSO)

(ChM) Request for Change

Control using change model Consider remediation / back out plans Test as much as possible Retrospective RFC

Reboot Project change proposal Preauthorised, accepted procedure Standard change

(ChM) Emergency change advisory board (ECAB)

Emergency change Normal change

Set stakeholder expectations correctly Lack of commitment to the process by the business, management or IT staff 

Provide effective and accurate information to change management Evaluate the intended and unintended effects of a service change Provide good-quality outputs so that change management can expedite an effective decision about whether or not a service change is to be authorized. Evaluation required before each of authorization by the suitable authority to provide advice and guidance

(ChE) Change evaluation

(ChM) Change risks

Bypassing the process Change assessment being reduced to box ticking Overly-bureaucratic process Insufficient time

Change evaluation is concerned with value. Establish the use made of resources in terms of delivered benefit

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User access request

Interface with request fulfilment

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ITIL Service Operation

Reduced labour / costs Reduced duration / frequency of service outages

Value to business

Meet goals of ISM policy Increased effectiveness and efficiency

Undertake activities & processes that manage and deliver services at agreed levels to business users and customers. To manage the technology used to deliver the services and to collect information on performance & Service metrics Manage operational costs


Maintain live services to defined service standards

Service management processes Technology




Ensure access to service for authorised users

Protect live services Proactive activities

Maintain business satisfaction Minimise impact of service outages

Identify incidents & problems


Service Operation Deliver services at agreed levels to the business Manage day to day activities and processes


Internal (technology) vs external (services) Stability vs responsiveness Cost vs quality

Monitor ongoing performance Manage the service technology Harvest data & report against agreed metrics


Reactive vs proactive

Technical management

Incident management Event management Problem management Access management

See "S ervice Operation Functions" map See "Service Operation Processes" map

Functions Processes

IT Operations management Common service operation activities Service desk Application management

Request fulfilment

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ITIL Service Operation Functions Manage knowledge and expertise Ensure applications appropriately designed

Single point of contact

Assist in resolution of failures

Manage service requests

Design and deployment of applications

Application Management

Incident management Request fulfilment

Provide resource throughout lifecycle Research and development

Record changes

Training programmes

Supplier liaison

Application portfolio

Provide information Complaints

Manage and maintain IT infrastructure

Improve customer service Improve communication

Virtual and follow the sun Central Local

Provide stable environment

Service Desk

Diagnose & resolve IT failures

Console management


Job scheduling

Specialised Business Technical

Skill set

Interpersonal Outsourcing

Print & output management Ongoing maintenance Physical environment Facilities Management

Service Operation Functions



IT Operations Management

Staffing depends on organisational requirements

Super users

Back ups

Operations Control

Recovery sites Datacentres

Standard operating procedures (SOP) Documentation

Directory service

Operations logs Shift schedules and reports

IT Operations Middleware

Manage technical knowledge


Help in planning, implementation and maintenance of infrastructure


Guidance to Service Operations for live environment

Server  Mainframe

Technical management

Database Storage / Archive Desktop and mobile support Facilities / Datacentre management

Common Service Operation Activities

Guidance to Service Design in development Training programmes Definition of standards Research and development Problem management Provide resource throughout lifecycle

Improvement of operations activities

Active / Passive Technical specialisation

Reactive / Proactive Continuous / Exception Open Closed



Control loops

Organisational Structures

Internal / External Reporting

Process Geography Hybrid Combined

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ITIL Service Operation Processes Eliminate recurring incidents Minimise impact of incidents that cannot be prevented

Objective Restore normal service operation as quickly as possible

Prevent problems and resulting incidents from happening


Underlying cause of one or more incidents

Identify training requirements



Align business with IT activity Identify potential improvements



Increased availability and customer satisfaction

Temporary way of overcoming difficulties


Restore service asap Incident is an unplanned interruption to an IT Service


Known Error (KE)

Reduction in the quality of an IT Service

Problem diagnosis complete and workaround identified

Incident Detection

Failure of a CI that has not yet impacted an IT service

Logging Event Management


Web interface




Investigation and diagnosis



Create KE

Incident Management

Identification Logging

Raise RFC Resolution

Categorisation Urgency Business Impact



Technical Hierarchical

Problem Management


Investigation and Diagnosis

Possible major problem review

Event management Incident management Input


Service desk Proactive problem management Supplier or contractor

Resolution and Recovery Closure

Updated records Resolved problems

Specific incidents Standardised method


Incident Model

Pre defined steps

RFCs Workarounds Known errors

Major Incident

Problem management reports Follow policies from Information security management

Kepner & Tregoe

Verify identity of users


User's rights / privileges


Restricting non users access Logging and tracking access RFC Service request


Access Management

Pain value

Service Operation Processes


Request from HR or manager Detect, analyse, take appropriate control action


Pareto Affinity mapping 5 Whys Hypothesis testing Lotus blossom Technical observation

Early detection of events Automated operations

Predefined method to handle repeat requests

Request model

Assign support before outage occurs Detectable or discernable occurrence

Day to day demands from users


Small changes


Types of event

Service Request

Low risk and cost


Frequently performed

Constant state CIs Software licence Security


Event Management

Normal activity Any change of state that has significance for the management of a CI


Self service and self select tools Standard change

Channel for: Monitoring

Managed as service request Pre-approved change

Standard service request


Active Passive

Pre approved by change authority

Request Fulfilment

Information on availability of services General information Comments and complaints


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ITIL Continual Service Improvement

To align IT services to the changing business needs by identifying and implementing improvements to IT services that support business processes.

Lead to a gradual and continual improvement in service quality Ensure that IT services remain continuously aligned to business requirements Gradual improvements in cost ef fectiveness through a reduction in costs and or the capability to handle more work at the same cost

Define success Build framework Choose measures



Define procedures & policies

Identify opportunities for improvement in all lifecycle stages and processes through monitoring and reporting Identify opportunities for improvements in organizational structures, resourcing capabilities, partners, technology, staff skills, training and communications

Assessment Gap analysis Benchmarking

Provides an environment within which CSI can operate and thrive

Comparison with industry norms

Business governance

Process maturity comparison Total cost of ow nership (TCO)

Enterprise Governance

Return on investment (ROI) Availabilityreporting

IT go vernance

Service measurement

Predict and report service performance against targets

Ensures IT sustains and extends the organisation's strategies and objectives


Availability CSF


Ensure applicable quality management methods are used to support continual improvement activities


KPI End to end service



Continual Service Improvement

Resources Balancing elements




Ensure that processes have clearly defined objectives and measurements that lead to actionableimprovements Understand what to measure, why it is being measured and what the successful outcome should be Ownership is fundamental to any improvement strategy

Financial Customer Innovation

Balanced Scorecard


Accountable for ensuring best practice is adopted and sustained throughout the organization

Methods and Techniques

Chief advocate and owns all CSI issues

Strengths Weaknesses Opportunities

CSI manager  SWOT

Strategic goals and objectives

Baselines Must be established at each level:

Critical Roles

Accountable for the delivery of a specific IT service

Operational metrics and KPIs Service Owner 

To validate To direct To justify To intervene Contains important information for the overall service provider

Improvement opportunities should be categorized into initiatives that can be achieved quickly, or in the medium or longer term Each improvement initiative should show the benefits that will be achieved by its implementation

Responsible to the customer for the initiation, transition and ongoing maintenance and support of a particular service Accountable to the IT director or service management director for the delivery of the service

Measure value

Reporting analyst

Introduces a structure and visibility to CSI ensuring all initiatives are captured and recorded, and benefits realized

Ensures adequate resources to support and enable CSI

Accountable and responsible fo r the production and maintenance of the CSI register

Used to establish an initial data point to determine if a service or process needs to be improved Must be documented, recognized and accepted throughout the organization

Accountable for the success of CSI in the organization Not accountable for improvements to specific services which are the responsibility of the appropriate service owner working within the CSI framework


Tactical process maturity

Leadership Organisational structure



Responsibility of board of directors and executive management.

Reviews and analyses data from components, systems and sub systems in order to obtain a true and end-to-end service achievement

Service level manager  CSI approach

CSI register 

Should be held and regarded as part of the service knowledge management system (SKMS) Provides a coordinated, consistent view of the potentially many improvement activities

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CSI processes and Inte gration with other processes

see "CSI Integration" Map

7 Step i mprovement Deming cycle

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ITIL CSI Processes and Interaction What is the vision? Where are we now? Where do we want to be? How will we get there? How do we know we have arrived?

Identify strategy for improvement

CSI Approach

How do we keep the momentum going?

Define what will you measure Gather the data

CSI 7 Step Process



Analyse the information and data Present and use the information

Do Check

Process the data

Implement improvement

CSI Deming Cycle

Defining security monitoring and data collection requirements

To align business needs with IT service delivery

Monitoring, verifying and tracking the levels of security according to the organizational security policies and guidelines

Involving the business to determine its service level requirements (SLRs)

Assisting in determining effects of security measures on the data monitoring and collection from the confidentiality, integrity and availability perspectives

Identifying internal relationships in IT organizations, negotiating terms and responsibilities and codifying them with operational level agreements (OLAs) Working with the supplier manager to Identify existing contractual relationships with external vendors and verifying that the underpinning contracts (UCs) meet the revised business requirements


Processing response and resolution data on security incidents Creating trend analyses on security breaches

Service level

Validating success of risk mitigation strategies

Using the service catalogue as the baseline to negotiate service level agreements (SLAs) with the business

Utilizing the agreed upon reporting format Analysing processed data for accuracy

Reviewing service achievement and identifying where improvements are required, feeding them into CSI Component failure impact analysis

Continual Service Improvement processes and interaction  with other processes

Fault tree analysis Service fault analysis Technicalobservation

Monitoring and collecting data associated with the actual expenditures versus budget


Extended incident lifecycle SIPs and reports

Provides input on questions such as whether costing or revenue targets are on track Monitors the ongoing cost per service etc


Provides the necessary templates to assist CSI to create the budget and expenditure reports for the various improvement initiatives Provides the means to compute the ROI of the improvements




Root cause A nalysis



Iterativeactivities Application sizing


Identify improvements / trends Preventative action Reporting

Demand management Modelling

Documenting and reviewing incident trends on incidents, service requests and telephony statistics over a period of time to identify any consistent patterns

SIPs and reports

Comparing results with prior months, quarters or annual reports Manage RFCs from SIPs

Service Desk and Incident Management

Implementing improvement Post Implementation review CAB

Change & Release

Comparing results with agreed-to levels of service Identifying improvement opportunities Analysing processed data f or accuracy Input into SIPs

Kotter's 8 steps SKMS

Identify risk Identify changes that affect ITSC Regulatory impact




Data, information, knowledge, wisdom


Shared knowledge Inclusion in CSI register Building SIPs

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