ITIL® 2011 Edition - A Pocket Guide (eBook)

2   Introduction to the service lifecycle

2.1      Definition of service management

ITIL is presented as “best practice”. Best practice is an approach or method that has been proven in practice. Best practices can be a solid backing for organizations that want to improve their IT services.

The ITIL service lifecycle is based on ITIL’s core concept of “service management” and the related concepts “service” and “value”. These core terms in service management are explained as follows:

•   Service management – A set of specialized organizational capabilities for providing value to customers in the form of services.

•   Service – A means of delivering value to customers by facilitating outcomes the customers want to achieve without the ownership of specific costs or risks. Outcomes are possible from the performance of tasks and they are limited by a number of constraints. Services enhance performance and reduce the pressure of constraints. This increases the chances of the desired outcomes being realized.

•   Value – Value is the core of the service concept. From the customer’s perspective, value consists of two core components: utility and warranty. Utility is what the customer receives, and warranty is how it is provided. The concepts “utility” and “warranty” are described in the Section on service strategy.

2.2      Internal and external customers

Internal customers are people or departments who are part of the same organization as the service provider. These customers may be business units, departments, teams, or any other type of organizational unit.

External customers are people who are not employed by the organization, or organizations that are separate legal entities. The agreements between a service provider and external customers are legally binding contracts. External customers pay with ‘real money’ (or goods).

Both internal and external customers must be provided with the agreed level of service, with the same levels of customer service.

2.3      Internal and external services

There also are internal and external services. Internal services are delivered to customers in the same organization. External services are delivered to external customers.

2.4      Overview of the service lifecycle

ITIL approaches service management from the lifecycle aspect of a service. The service lifecycle is an organizational model that provides insight into:

•   the way service management is structured

•   the way the various lifecycle components are linked to each other

•   the impact that changes in one component will have on other components and on the entire lifecycle system.

Thus, ITIL focuses on the service lifecycle, and the way service management components are linked. Processes and functions are also discussed in the lifecycle stages.

The service lifecycle consists of five stages. Each volume of the new core ITIL volumes describes one of these stages. The related processes are described in detail in the stage where they have the strongest association.

The five stages (domains of the core books) are:

1.   Service strategy – the stage that defines the requirements for a service provider to be able to support the business requirements. It describes the strategy of delivering and managing services to the customer, in the perspective of added value to the customer’s business.

2.   Service design – the stage where services are designed, and planned for introduction into the service delivery environment. It includes several practices, making sure that services are designed with the business objectives in mind.

3.   Service transition – following up on service strategy and service design stages of the lifecycle, the activities in this stage ensure that service releases are deployed successfully into supported environments, and that new, modified or retired services meet the expectations of the business, while controlling the risks of failure and subsequent disruption.

4.   Service operation – this is the stage where the service provider coordinates and carries out the activities and processes required to deliver and manage services at agreed levels to business users and customers.

5.   Continual service improvement – the fifth stage describes best practice for achieving incremental and large-scale improvements in service quality, operational efficiency and business continuity, and for ensuring that the service portfolio continues to be aligned to business needs.

Service strategy is the axis of the service lifecycle (Figure 2.1) that drives all other stages; it is the stage of policymaking and setting objectives. The service design, service transition and service operation stages are guided by this strategy; their continual theme is adjustment and change. The continual service improvement stage stands for learning and improving, and embraces all other lifecycle stages. This stage initiates improvement programs and projects, and prioritizes them based on the strategic objectives of the organization.

Figure 2.1 The service lifecycle

Source: the Cabinet Office

2.5      Functions and processes

Each of the lifecycles describes a number of processes and a number of functions. Processes and functions are defined as follows:

•   Process – A structured set of activities designed to accomplish a defined objective. Processes have inputs and outputs, result in a goal-oriented change, and utilize feedback for self-enhancing and self-corrective actions. Processes are measurable, provide results to customers or stakeholders, are continual and iterative and are always originating from a certain event. Processes can run through several organizational units. An example of a process is change management.

•   Function – A team or group of people and the tools they use to carry out one or more processes or activities, specialized in fulfilling a specified type of work, and responsible for specific end results. Functions have their own practices and their own knowledge body. Functions can make use of various processes. An example of a function is a service desk. (Note: “function” can also mean “functionality”, “functioning”, or “job”.)

Processes are often described using procedures and work instructions:

•   A procedure is a specified way to carry out an activity or a process. A procedure describes the “how”, and can also describe “who” executes the activities. A procedure may include stages from different processes. Procedures will vary depending on the organization.

•   A set of work instructions defines how one or more activities in a procedure should be executed in detail, using technology or other resources.

2.6      Organizational structure

When setting up an organization, positions and roles are also used, in addition to the various groups (teams, departments, divisions):

•   Roles are sets of responsibilities, activities and authorities granted to a person or team. One person or team may have multiple roles; for example, the roles of configuration manager and change manager may be carried out by one person.

•   Job positions are traditionally recognized as tasks and responsibilities that are assigned to a specific person. A person in a particular position has a clearly defined package of tasks and responsibilities which may include various roles. Positions can also be more broadly defined as a logical concept that refers to the people and automated measures that carry out a clearly defined process, an activity or a combination of processes or activities. Individuals and roles have an N:N relationship (many-to-many).

We can study each process separately to optimize its quality:

•   The process owner is responsible for the process results.

•   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.

The management of the organization can provide control on the basis of data from each process. In most cases, the relevant performance indicators and standards will already be agreed upon, and the process manager can take day-to-day control of the process. The process owner will assess the results based on performance indicators and check whether the results meet the agreed standard. Without clear indicators, it would be difficult for a process owner to determine whether the process is under control, and if planned improvements are being implemented.

When setting up a service or a process, it is imperative that all roles are clearly defined and that it is clear who does what. For this purpose, a responsibility model like RACI can be...