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ITIL® for Dummies®

Visit www.dummies.com/cheatsheet/itiluk to view this books’ cheat sheet.

Table of Contents

Introduction
About This Book
Foolish Assumptions
How This Book Is Organised
Part I: How ITIL Can Help You
Part II: Getting to Grips with the Service Lifecycle and the Processes
Part III: Getting Practical
Part IV: The Part of Tens
Part V: Appendixes
Icons Used in This Book
Where to Go from Here
Part I: How ITIL Can Help You
Chapter 1: Managing IT Services: Welcome to the World of ITIL
Defining Some Basic Terms
Equating Service Management with Customer Service
Seeing why IT service users complain
Understanding the IT provider’s point of view
Why can’t customers and IT just talk to each other?
Improving IT services
Understanding ITIL: Best Practice Guidance
Piecing Together the Jigsaw: The Content of ITIL
Debunking Some Common Misconceptions about ITIL
Treating ITIL as training only
Misinterpreting ITIL
Thinking ITIL is for the service desk and support staff only
Believing that processes introduce unnecessary bureaucracy
Assuming that ITIL uses a lot of time, staff and money
Taking the ITIL Qualifications
Chapter 2: Using the Building Blocks of ITIL
Defining Services
Understanding IT Service Management
Understanding Who Provides the IT Services
Knowing the IT Service Management Stakeholders
The user
The customer
The supplier
Creating Value
Considering utility
Weighing up warranty
Having the Right Assets
Resources
Capabilities
Using your assets
Exploring Processes, Functions and Roles
Understanding processes
Understanding functions
Understanding roles
Using processes, functions and roles in service management
Who Does What? Looking at Some Important Roles
The service owner
The process owner
The process manager
The process practitioner
Understanding Governance
Chapter 3: Outlining the Structure of ITIL
Getting to Know the Service Lifecycle
Introducing service strategy
Considering service design
Looking at service transition
Moving on to service operation
Maintaining success with continual service improvement
Applying the service lifecycle to IT projects
So Who Actually Carries Out ITIL Activities? Understanding the Functions
Dealing with the Users: The Service Desk
Knowing what the service desk does
Choosing a service desk structure
Getting the right service desk staff
Managing the Day-to-day Stuff: IT Operations Management
Considering teams and skills
Looking at typical activities
Managing the Technology
Considering teams and skills
Looking at typical activities
Managing the Applications
Considering teams and skills
Looking at typical activities
Part II: Getting to Grips with the Service Lifecycle and the Processes
Chapter 4: Thinking It Through: Service Strategy
Understanding Strategy
Understanding the Purpose of the Service Strategy Stage
Understanding Some Basic Principles
The value proposition
Understanding what the customer wants
Service providers
Overview of the Service Strategy Processes
Knowing Your Services: Service Portfolio Management
Defining some service portfolio management terms
Looking at the activities of service portfolio management
Managing Your Finances: Financial Management for IT Services
Creating a cost model
Creating a business case
Looking at the activities of financial management for IT services
Identifying the Demand: Demand Management
Defining some demand management terms
Looking at the activities of demand management
Getting Friendly with Your Customers: Business Relationship Management
Explaining the terminology
The activities of business relationship management
Using Technology for Service Strategy
Technology to support the service strategy activities
Automation
Chapter 5: Are We All Agreed? Service Design Part 1: The Relationship Management Processes
Understanding the Purpose of the Service Design Lifecycle Stage
Understanding Some Basic Principles
Keeping in mind the four Ps of service design
Knowing the five aspects of service design
Creating a service design package
Managing Service Levels: Service Level Management
Defining some service level management terms
Looking at the activities of service level management
Keeping Information about the Live Services: Service Catalogue Management
Defining the service catalogue
Looking at the activities of service catalogue management
Getting Friendly with Third-party Suppliers: Supplier Management
Defining some supplier management terms
Looking at the activities of supplier management
Design Coordination
Identifying Service Design Roles
Chapter 6: Designing Services to Be Fit for Use: Service Design Part 2: The Warranty Processes
Making Sure the Service Is Available: Availability Management
Seeing the process in action
Defining some availability management terms
Improving availability
Looking at the activities of availability management
Have We Got Enough? Capacity Management
Defining some capacity management terms
Understanding capacity management sub-processes
Looking at the activities of capacity management
Being Prepared for Anything: IT Service Continuity Management
Defining some IT service continuity management terms
Looking at the activities of IT service continuity management
Ensuring Security: Information Security Management
Defining some information security management terms
Looking at the activities of information security management
Identifying Service Design Roles
Chapter 7: Getting Physical: Service Transition
Understanding the Purpose of the Service Transition Lifecycle Phase
Looking at an Overview of the Service Transition Processes
Controlling Change: Change Management
Defining some change management terms
Deciding the scope of your change management process
Looking at the activities of change management
Knowing What You’ve Got: Service Asset and Configuration Management
Understanding the asset and configuration aspects
Defining some service asset and configuration management terms
Looking at the activities of SACM
Getting the Release Out There: Release and Deployment Management
Defining some release and deployment management terms
Looking at the activities of release and deployment management
Making Better Decisions: Knowledge Management
Defining some knowledge management terms
Looking at the activities
Transition Planning and Support
Identifying Service Transition Roles
Chapter 8: Making Services Work Every Day: Service Operation
Understanding the Purpose of the Service Operation Lifecycle Stage
Understanding Some Basic Principles
Getting the balance right
Communicating well
Listening to the Technology: Event Management
Defining some event management terminology
Looking at the activities of event management
Stuff Happens: Incident Management
Balancing incident management and problem management
Defining some incident management terms
Looking at the activities of incident management
Dealing with Those Strange Things the User Asks for: Request Fulfilment
Defining some request fulfilment terms
Looking at the activities of request fulfilment
Allowing the Right People to Use Your Services: Access Management
Defining some access management terms
Looking at the activities of access management
Getting to the Bottom of an Issue: Problem Management
Defining some problem management terms
Looking at the problem management activities
Identifying Service Operation Roles
Service desk roles
Incident management, request fulfilment and access management roles
Problem management roles
Event management roles
Chapter 9: Striving to Do Better: Continual Service Improvement
Understanding the Purpose of the CSI Lifecycle Stage
Understanding Some Basic Principles
Looking at the activities
Creating a business case for improvement
Identifying baselines
Keeping a register of improvements
Knowing Where to Start
The Deming Cycle
The CSI approach
Measuring, Measuring, Measuring
Identifying what to measure
Deciding what to measure and how
Working out how to use measurements
Understanding the seven-step improvement process
Linking Governance and CSI
Getting to Grips with Risk
Identifying CSI Roles
Part III: Getting Practical
Chapter 10: Implementing ITIL
Planning to Implement ITIL
Seeing how projects fit with implementing ITIL
Using the service lifecycle to implement the ITIL processes
Creating a Plan for Your Implementation Project
Using the CSI approach
Grouping ITIL processes for implementation
Implementing the service lifecycle
Assessing the maturity of processes
Deciding which processes and in what order
Designing Your Processes
Knowing what to adopt and what to adapt
Allocating roles and responsibilities and using the RACI matrix
Following an Example Implementation Project
The scenario
The planning phase
The design phase
Dealing with the People Stuff: Organisational Change
Planning to involve people
Identifying stakeholders
Communicating effectively
Chapter 11: Getting Carried Away: Using Service Management as a Strategic Asset
Defining a Strategic Asset
Creating a Strategy for Your Services: Strategy Management for IT Services
Carrying out a strategic assessment
Generating strategy
Executing strategy
Defining Services
Step 1: Defining the market and identifying customers
Step 2: Understanding the customer
Step 3: Quantifying the outcomes
Step 4: Classifying and visualising the service
Step 5: Understanding the opportunities (market spaces)
Step 6: Defining services based on outcomes
Step 7: Defining service models
Step 8: Defining service units and packages
Working through Examples
Internal provider example
External provider example
Using Service Portfolio Management to Implement Your Strategy
Have you already got a suitable service?
Using the activities of service portfolio management
Getting to Grips with Demand Management
Chapter 12: Going Back to the Drawing Board: Design Projects
Seeing What Happens in a Service Design Project
Gathering and analysing requirements
Designing solutions
Bringing Together ITIL and Service Design Projects
Following the design process
Coordinating the design processes
ITIL and requirements
ITIL and design
Looking at an Example of a Service Design Project
Chapter 13: Organising the Troops: Transition Projects
Introducing Service Transition Projects
Seeing What Happens in a Service Transition Project
Getting started
Building services
Testing the service
Implementing the service
Bringing Together ITIL and Service Transition Projects
Service validation and testing
Change evaluation
Linking the service transition processes
ITIL and build, test and implement
Finishing off the projects: business acceptance and sign-off
Looking at an Example of a Service Transition Project
Part IV: The Part of Tens
Chapter 14: Ten Ways to Help ITIL Work for You
Detailing Your Vision for ITIL
Having a Plan
Doing Your Homework: Building a Good Business Case
Involving People
Getting the Right People Involved
Communicating
Documenting
Training
Being Pragmatic
Persevering When Something Doesn’t Go as Planned
Chapter 15: Ten Key Bits of ITIL: Some Possible Quick Wins
Implementing Basic Service Level Management
Introducing a Service Level Agreement
Creating an Operational Level Agreement
Setting Up a Service Desk
Cataloguing Services
Establishing Some Basic Change Control
Knowing the Difference between Incidents and Problems
Measuring Your Achievements
Gathering Tools
Getting Your Staff ITIL Trained
Chapter 16: Ten Places to Go for Help
Your Colleagues
The Internet
Cabinet Office
APM Group
Examination Institutes
ITIL Live
IT Service Management Forum (ITSMF)
ISO/IEC 20000
Complementary Approaches
SFIA
Part V: Appendixes
Appendix A: Getting Qualified in ITIL
Foundation
Intermediate
Expert
Master
Appendix B: Glossary
Appendix C: Cross Referencing Processess
Cheat Sheet

ITIL® For Dummies®

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About the Author

Peter Farenden is the Managing Director of Tanlan Training Limited. He is also one of the four principles and directors of Youplus Education Services Limited. These are companies that specialise in service management training, as well as providing training materials to other organisations.

Peter is an IT service management and business analysis consultant trainer with over 30 years of experience spanning IT management, business analysis and project management.

Originally from an engineering background, Peter has applied his skills across many disciplines culminating in joining the training and consultancy profession in 2001. He has practical experience of implementing and managing all service management disciplines gained through the delivery and support of many IT services.

As an active examiner Peter has written and marked papers for both service management and business analysis qualifications. More recently, Peter has been involved with the creation of the new generation of ITIL® Version 3 examination qualifications as a senior examiner for the APM Group.

Peter has trained and assisted representatives from hundreds of companies to develop their skills and IT processes. He prides himself in delivering training courses in a lively and enthusiastic, interactive and innovative manner whilst communicating the subject matter clearly.

Peter passionately believes that ITIL is not dull and boring! The best feedback he receives is when delegates say that a potentially dry subject was made interesting and relevant. In fact, a delegate once described attending Peter’s training course as the most fun he’d had with his clothes on.

Peter is an overgrown teenager and still attends noisy rock concerts with his wife and really should know better. When doing none of the above he can be found at home on a mountain in the depths of rural Wales surrounded by sheep.

www.tanlantraining.co.uk

www.you-plus.co.uk

Dedication

This book is dedicated to Georgie.

It is also dedicated to my Mum and Dad and sisters; my middle name really should be eventually.

And lastly Adrian, David and Derek; without whom . . . etc, etc.

Author’s Acknowledgments

I have spent the last ten years delivering training courses throughout the UK and beyond. I have enjoyed every minute of it. However, occasionally the pastime of admiring the hotel wallpaper does lose its excitement. There are many friends and colleagues that have provided me with an attractive alternative. This normally involves eating and drinking; however the main source of relaxation is the opportunity to engage in the universal language of consultants everyway; fluent rubbish.

The other important point to make about a long period of delivering training courses is that you forget where you first heard the anecdotes and stories that form parts of the courses. In some cases I no longer know if some things happened to me or to other people. The consequence of this is that many of the stories and examples that appear in this book may well have been stolen from others. To those other people; thank you and sorry!

So bearing in mind all of the above my heartfelt thanks go to: Hairy Dave, Bob (ZBD), Mark M, Conrad, Ed, Lisa, Ellis, Mark H; and to anyone else I have forgotten to mention.

Finally, I would not have been able to write this book without the support, help and guidance of those fine folk from John Wiley & Sons. Special mention goes to Kerry Laundon, Simon Bell, Charlie Wilson, Kim Vernon and Mary White.

Publisher’s Acknowledgments

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Publisher: David Palmer

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Introduction

Making computers work the way you want them to should be easy – shouldn’t it? Information technology (IT) is now everywhere; you can’t get away from it. Walking down the road you see people doing the texting walk: wandering aimlessly across the pavement because they’re either reading or writing a text on their mobile phone. Mobile phones, e-books, tablets, laptops, the Internet, websites – you can’t get away from IT. But does IT do what you want it to do? Do the companies that provide the technology know what you want? Do they provide the necessary support to go with the systems? I expect you’ve spent many a happy hour trying to get through to the right person at a call centre who can resolve your issue. By the time you’ve waited, listening to recorded messages all the time, at least you know that your call is of importance to them. They tell you enough times!

Well, a whole topic out there in the big wide world is dedicated to managing IT systems in such a way that customers – people like you and me – get what they want. I’m talking about IT service management.

ITIL® For Dummies is a book about IT service management. In others words, this book’s about managing IT services. ITIL, which stands for Information Technology Infrastructure Library, is a bunch of books published by the UK Government that describes best practice for service management. The trouble is that these are five quite long books that can appear a bit theoretical and unfriendly. Don’t get me wrong, the ITIL books are excellent. But they’re a bit much to take in all in one go if you just want a flavour, or overview, of what ITIL is. So that’s where this book comes in . . .

ITIL® and IT Infrastructure Library® are Registered Trade Marks of the Cabinet Office.

About This Book

This book describes ITIL as simply as possible, avoiding technical language and explaining in simple terms. You find plenty of examples – some of them very ordinary, day-to-day situations – that help you understand the principles and concepts. The basic principles of ITIL are very straightforward, and I hope to prove that.

For those of you who have experience of working in IT departments and organisations, you may read some of this book and think to yourselves, ‘That’ll never work in my organisation!’ Please remember that ITIL is guidance. It’s full of good ideas about managing IT systems and services. It’s not prescriptive. ITIL describes the things you would like to do if you had the time and money. I like to think of the ideal world of ITIL as the place in which you do things properly. In this case, properly refers to understanding what customers wants, agreeing it with them, and then providing it. Everyone should aspire to doing things properly.

No substitute exists for the ITIL books themselves. ITIL For Dummies isn’t a replacement for the ITIL books; it’s a simple introduction to the principles and framework of ITIL. So when it comes to applying the information I supply in this book to your organisation, I urge you to pick up the ITIL books for more detail. They’re an excellent reference.

Quoted ITIL text is from ITIL Service Strategy, ITIL Service Design, ITIL Service Transition, ITIL Service Operation and ITIL Continual Service Improvement, all © Crown copyright 2011. Reproduced under licence from the Cabinet Office.

Throughout the text, I have indicated where text is quoted from ITIL publications, and placed it within inverted commas.

Foolish Assumptions

Someone wise once said, ‘Never assume anything other than the fact that some idiot will assume something.’ Still, in writing the book, I found it necessary to make a few assumptions:

check.png You don’t know very much about ITIL yet. If you do know a bit, that’s a bonus.

check.png You know a little bit about IT. You can at least use a computer.

check.png You may have seen the ITIL books but found them too big or too theoretical.

check.png You work in an organisation that uses IT or even provides IT services to other people. Or you want to get involved in such an organisation.

check.png You may be thinking about getting qualified in ITIL. You like the idea of getting ITIL on your CV.

How This Book Is Organised

The book is split into 16 chapters and 3 appendixes. To make life easier I group the chapters into five parts, each of which focuses on a particular theme. The following sections outline the focus of each part to help you navigate your way around the book.

Part I: How ITIL Can Help You

This part gives you a real grounding in ITIL. The first chapter gives you a clear understanding of what exactly ITIL is and how it helps organisations. The subsequent chapters describe the basic principles, the building blocks, of ITIL – the foundations on which the rest of the book builds. Here you get to know much of the terminology used in other parts of the book, and come to understand the backbone of ITIL: the processes of the service lifecycle.

Part II: Getting to Grips with the Service Lifecycle and the Processes

Having armed yourself with basic principles in Part I, now you’re ready to explore each of the ITIL processes. Quite a few processes exist, and this part takes you through each in turn. Each chapter focuses on a different group of processes that follow the service lifecycle, so Chapter 4 looks at service strategy, Chapters 5 and 6 at service design, Chapter 7 at service transition, Chapter 8 at service operation and Chapter 9 at continual service improvement.

Part III: Getting Practical

Sometimes the core ITIL guidance can seem a bit dry. After you have an understanding of the basics of the processes and the lifecycle (which Parts I and II lay down), you can then consider the more practical concerns of how all this ITIL stuff applies to your organisation. Part III takes a practical view of how you can implement and use the service management processes and practices in your organisation. This part really pulls together the theoretical information I provide in Parts I and II.

Part IV: The Part of Tens

Every For Dummies book has this part which provides some handy quick- reference info that consolidates the contents of the book. In this part: I provide some condensed advice on making ITIL work for your organisation; I suggest some elements of ITIL to implement first to see quick, and pleasing, results; and I give you a list of the top ten places to head to when you want some ITIL-related advice.

Part V: Appendixes

This part contains some additional information. First I talk about the ITIL qualification structure, in case you’re thinking of adding ITIL to your CV. Then I offer a glossary of key ITIL terms that I use in the book, and a quick reference guide to the service lifecycle processes.

Icons Used in This Book

Scattered through this book you find some funny little icons which help you navigate your way through the book and highlight some of the key points:

itildefinition.eps This is where I quote ITIL definitions more or less word for word (if you find these tough to understand, don’t worry: I always follow a definition with my own explanation). You can find loads of ITIL definitions in the glossary at the back of the book.

keepitsimple.eps Some straight talking to summarise some possibly confusing stuff.

remember.eps Important things to keep in mind as you think about applying ITIL.

example.eps Here you find an example to help illustrate an important point.

technicalstuff.eps This icon indicates the occasional bit of brow-furrowing ITIL detail; useful to know, but not essential.

tip.eps A useful point you can apply yourself.

warning_bomb.eps Occasionally I explain things to avoid. Ignore these points at your peril!

Where to Go from Here

He or she who hesitates is lost, as someone much cleverer than me once said. The point is that now you’ve read this introduction, get stuck in. Anywhere.

The great thing about For Dummies books is that you don’t have to begin at the beginning and end at the end. You can dip in anywhere you like. ITIL For Dummies is no exception. Where some of the content relies on you understanding principles that I describe in other parts of the book, I provide cross-references so you can skip over to the relevant chapter. And you’ll also find a glossary in the appendixes, so you can check any terms that you’re unsure about.

So, knowing that this book helps you really get a handle on the wonderful world of ITIL, feel free to flick to a chapter that interests you. The water’s nice – jump in.

Part I

How ITIL Can Help You

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In this part . . .

This part delivers the nitty-gritty basics of ITIL. Here you can find a clear understanding of what exactly ITIL is and does, and why organisations need it. The subsequent chapters describe the principles and terminology of ITIL – the foundations on which ITIL itself, and the rest of this book, builds. Perhaps most importantly, this part will help you understand the backbone of ITIL: the processes of the service lifecycle.