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The ITIL速 Process Map: ITIL Implementation Using Process Templates

IT Process Maps www.it-processmaps.com

IT Process Know-How out of a Box

Contents The ITIL® Process Map..............................................................................................3 ITIL Implementation Using Process Templates: The Idea .......................................................3 Self-Marketing for the IT Organisation......................................................................................3 Navigable and Consistent Process Models...............................................................................4 Versions of the ITIL® Process Map..........................................................................................4

The Guiding Ideas of our Implementation Method.....................................................5 The Method “ITIL Implementation Using Process Templates”...................................6 Certification According to ISO 20000.........................................................................7 IT Service Structure....................................................................................................8 High-Level View of IT Service Management..............................................................9 Activity Chains Across Multiple Processes...............................................................10 Process Interfaces....................................................................................................11 Overview Diagrams of Single ITIL Processes..........................................................12 Process Details (Process Chains - EPCs)................................................................13 Checklists.................................................................................................................14 Key Performance Indicators (KPIs)..........................................................................15 Uniform Processes for the Entire IT Organisation....................................................16 Index of ITIL Roles...................................................................................................17 ITIL Glossary............................................................................................................18 About IT Process Maps............................................................................................19 More on IT Process Maps.......................................................................................................19

The ITIL® Process Map

Get a top consultant’s experience as a tool to be used in the framework of ITIL and ISO 20000 projects. You receive independent, insightful, and applicable know how about ITIL and time-tested advice on how to go about an implementation project. Our ITIL reference model – the ITIL® Process Map – is designed to accompany you in all the necessary steps from the planning of an ITIL or ISO 20000 project through to a transformed IT Organisation, working along Best-Practice principles: − getting acquainted with ITIL − setting up an implementation project − designing ITIL processes and their interrelationships − implementing systems and processes − continuously improving processes The ITIL® Process Map presents the ITIL contents in a graphical, clearly structured, and navigable way. Thus, it offers you a complete set of templates for ITIL implementation projects, as well as easily accessible reference information for the IT Service Management domain. Our complementary method of "ITIL Implementation Using Process Templates" supports you with precise recommendations for the setup of a focused implementation project.

Target Groups Our products and services are designed for IT Organisations that − are planning a complete or partial introduction of IT Service Management according to ITIL, implementing it on their own or using the assistance of consultants − need to re-evaluate their ITIL processes − prepare themselves for a certification according to ISO 20000 Our products are also directed at consulting companies offering their clients an efficient and successful ITIL introduction.

ITIL Implementation Using Process Templates: The Idea Implementation projects with the aim of introducing an IT Service Management according to ITIL are characterised by a typical course of action. This is independent of the size of the company and its core business. Our method of "ITIL Implementation Using Process Templates" starts here and offers a package consisting of − a project manual: A time-tested blueprint for ITIL implementation projects − the ITIL® Process Map: A tool providing you with ready-to-use templates for the individual project steps

Benefits of the ITIL Implementation Using Process Templates Our project manual explains the way how ITIL principles are successfully introduced into the IT Organisation using the ITIL® Process Map. Taken together they help you with − finding an easier access into ITIL − getting an overview of the steps and measures necessary for introducing ITIL − successfully carrying through the implementation project − steering efforts and expenditures while introducing ITIL − obtaining a high-value process model that’s the basis for a longterm retention of Service Management principles within the IT Organisation and a certification according to ISO 20000

Self-Marketing for the IT Organisation Using a professionally structured process model the IT management can prove to the client that the IT Organisation is clearly targeted at supporting the business needs. It is therefore an important tool in order to position the IT Organisation as an efficient and effective supplier of IT Services.

Navigable and Consistent Process Models The ITIL® Process Model is organised in a consistent and hierarchical way, containing − a control panel for navigating the process map, with a clearly structured high-level view for depicting the large interrelationships within the IT Service Management domain − activity chains across multiple processes, visualising for the ITIL core topics how the different processes cooperate − interface diagrams for every ITIL process, giving a complete view of the processes' interdependencies − a uniform view onto the processes of the IT Organisation as a whole, considering ITIL, ISO 20000 and COBIT − the entire process structure for Service Support and Service Delivery according to ITIL in detail (five levels with approximately 100 reference processes) − checklists to help with the definition of guidelines and process outputs − a repository of ITIL roles, complete with descriptions − extensive suggestions for suitable Key Performance Indicators (KPIs) − a detailed and comprehensive ITIL glossary

Overview of IT Service Management

Uniform Processes for the Entire IT Organisation

Descriptions of ITIL Processes

Processes According to ISO 20000

Detail Level 1

Activity Chains Spanning Multiple Processes

Detail Level 2

Process Interfaces

Detail Level 3

Detail Level 4

Overviews of Single ITIL Processes

Process Details (EPCs)

ITIL Glossary

One model with interfaces for each of the 10 IT Service Management processes , reachable via the high -level view of the ITIL Process Map or the hierarchical process structure

One overview for each of the 10 IT Service Management processes , reachable via the high -level view of the ITIL Process Map or the hierarchical process structure

Several process chains in detail for each of the 10 Service Management Processes , accessible via the Process Overviews

Checklists

ITIL Roles

Detail Level 5

Figure 1: Front page of the ITIL® Process Map

Versions of the ITIL® Process Map The ITIL® Process Map is available in English and German for the iGrafx Business Process Analysis family of products.

Structure of ITIL Processes

Key Performance Indicators (KPIs)

Template for an IT Service Structure

The Guiding Ideas of our Implementation Method Enterprise

IT Organisation

Application Development Customer (Business Side)

IT Operations

Figure 2: Traditional Setup of the IT Organisation

Traditionally, there are two seperate channels for the communication between the IT Organisation and the customer: Agreements concerning new applications or those to be altered are concluded between client and Application Development, while issues concerning Operations are settled subsequently with the production personnel (see fig. 2). This approach involves two decisive risks: − Operational requirements, ensuring the error-free running of an application, are considered insufficiently in the development phase. − IT Operations is not fully able to control the release of applications into the production environment; this might cause unforeseen side effects.

Enterprise

IT-Organisation

Application Management

IT Service Management

Customer (Business Side)

ICT Infrastructure Management

Figure 3: Setup of the IT Organisation According to ITIL

Our implementation method based on ITIL solves these particular problems through placing IT Service Management after Application Management and ICT Infrastructure Management (see fig. 3): Thus, IT Service Management mediates between development and production on the side of the IT Organisation, and the client on the business side.

The activities in Application Development and IT Operations are now coordinated and all the communication with the clients is directed via one central channel.

The Method “ITIL Implementation Using Process Templates”

Time-Tested Approach for ITIL Implementations Our approach ensures that the new, ITIL-compliant processes are put into a coherent framework that covers the IT Organisation as a whole, taking into account the complete spectre of IT processes. This creates the context for defining the IT Service Management processes in more detail.

Conceptual Planning Made Easy

Define IT Services Define structure of IT Services for clients Define structure of internal IT Services

Select ITIL Roles and Determine Role Owners Select ITIL roles for the processes to be introduced Determine role owners

Define process structure Analyse as-is processes Develop the to -be process structure Define process interfaces

Establish Process Controlling Determine Process Owners

The project manual and the ITIL Process Map provide specific recommendations for a structured and focused project plan (see fig. 4), and supports the planning phase with clear instructions for the different project activities. Our recommendations also make sure that the initial project activities prepare the ground for an efficient and effective use of resources. This is all the more important since the implementation of processes and systems can be rather labour-intensive. Also, investments in new equipment should be made in a planned and economical way.

The Pivotal Point: Defining Responsibilities and Procedures There is one big question when setting out to introduce ITIL: How to thoroughly instil the ITIL principles in the IT Organisation? Our experience from various implementation projects shows that this calls, before anything else, for a clear definition of processes with all participants involved. ITIL will not get into full swing before it’s clearly and unmistakably de-

Define metrics / measurement procedures Define reporting

Design Processes in Detail Design processes in detail

Implement Processes and Systems Define system requirements Select system (s) to support the to -be processes Implement system (s) Implement to-be processes

Train IT Staff and Customers Train IT Service Management staff Train IT users (customers )

Figure 4: Overview of the Project Course

termined which members of IT staff are in charge of which activities, which deliveries they are meant to produce, and what they, in turn, can expect from others. In practical terms this means that process descriptions/ work instructions have to be drawn up within the context of the IT Organisation. Our method of the "Implementing ITIL using Process Templates" is exactly aimed at this, and the ITIL® Process Map with its

ready-to-use templates gives you a decisive advantage when starting off with this labour-intensive job. Our complete Project Manual, describing the “ITIL Implementation Using Process Templates” in detail, is available for download at www.it-processmaps.com.

Certification According to ISO 20000

The ITIL Implementation using Process Templates makes sure that the two central requirements of the ISO 20000 standard are met: − Use of a management approach according to the ISO management standard ISO 9001:2000, based upon the principles of business process management and aiming at continuous quality improvement − Alignment of the activities within IT Service Management with the requirements of the ISO 20000 standard, corresponding to the recommendations for IT Service Management according to ITIL However, the following restrictions apply: The process „Financial Management for IT Services“ from the view of the ISO 20000 standard is recommended but does not have to be implemented. IT Security Management is a field of its own outside IT Service Management. ISO 20000 contains only general requirements for the implementation of an IT Security Management. If a certification of IT Security processes is required, there is ISO 27001 as a dedicated standard; in Germany, the “IT Basic Protection Catalogues of the Federal Bureau for Security in the Information Technology” (“IT-Grundschutz-Kataloge des Bundesamts für Sicherheit in der Informationstechnik”) can also be used for certification. Therefore, ITIL is not the only accepted standard for IT Security Management, and currently is not covered by the ITIL® Process Map.

A detailed comparison between ISO 20000 and IT Service Management according to ITIL is available for download from the Internet at www.it-processmaps.com! We have made available for you an exact comparison of the requirements of the ISO 20000 standard and IT Service Management according to ITIL on our Internet site at www.it-processmaps.com!

Processes according to ISO 20000

Related ITIL Processes

Service Delivery Ch. 6

Service Level Management

Service Level Management Ch. 6.1

Service Level Management

Service Reporting Ch. 6.2 Service Continuity and Availability Management

Availability Management Ch. 6.3 IT Service Continuity Management

Budgeting and Accounting for IT Services

Ch. 6.4

Financial Management for IT Services

Figure 5: Comparison between ITIL und ISO 20000

Optional process , not required by the standard.

IT Service Structure

The basis for an ITIL introduction is a holistic look at the IT Services and their interdependencies. To this end, the ITIL® Process Map contains a template for the definition of the IT Service Structure (see illustration no. 6). There we distinguish between − external IT Services (services for clients on the business side, defined by SLAs), and − internal IT Services (services provided from within the IT Organisation or by external service suppliers, as a basis for the external IT Services, defined through OLAs or UCs). Thus a bundle of internal IT Services is combined to deliver an external IT Service for the client. The determination of the external IT Services at the beginning of a Service Management project is of vital importance, given that in IT companies often misunderstandings arise as to which services are of real value to the client. It’s not before the external IT Services have been named that - according to the ITIL philosophy - one can start to define quality requirements together with the client, and subsequently write them down in SLAs. As soon as it’s known which internally supplied IT Services are needed to deliver the services for the client, the corresponding agreements (OLAs or UCs) can be negotiated. This ensures that the quality expected by the customers can actually be delivered. The IT Service Structure developed in this way is characterised by a clear view on the necessary SLAs, OLAs,

IT Services

External IT Services (Services for the Customers of the IT Organisation, defined by SLAs)

Internal IT Services (Services supplied internally within the IT Organisation,defined by OLAs/ UCs). External Services are based on one or more Internal Services.

Provision of Application Systems

Provision of the SAP Environment

Operation of the Basic SAP System

Operation of Oracle Databases

Operation of Unix Systems

...

Provision of the warehouse management system

Operation of Lotus Notes

Operation of Unix Systems

...

Provision of IT Infrastructure

Provision of Desktop PCs

Provision of Voice Telephony

...

Figure 6: Template for the IT Service Structure

and UCs, together with their dependencies - an important prerequisite for the Service Level Manager when compiling the Service Catalogue.

High-Level View of IT Service Management

The navigable high-level view illustrates the large interdependencies within IT Service Management on one single page. Along with short descriptions of all Service Support and Service Delivery processes, the overview shows their Pro zesse a uße rha lb der IT- Org anis ation

IT -Pro zesse auße rh alb IT Servi ce Man agemen t

Pro zesse auß erh alb der IT -Organ isati on

I T-Prozesse auß erh alb IT Service Mana gement

I nci dent Re cord

Service Desk and Incident Management

Prob lem R eco rd

Service Support

Su pport K now l edge Ba se A nf rage vom A nw ender

Kun denprozess

D er Proze ss "Se rvic eD es ka nd nI c ide nt Man ageme nt " sorgt f ür die sch nel ls m t ög li che W ied erherst el lun g des d efi ni erte n Bet rie bszus at n ds ein es S ervi ce. N eb en St örung en we rden auch al l eA nf ragen (Se rv ice R eq uest s ) de r A nw ender übe r da sS ervi ce D esk erf asst ; auße rdem w ir d erst e H i lf est el lun gg ele ist et u nd geg eben enf all s di ew ei t ere Bea rb eit ung i n den nach gel agert en Sup port ein hei et n koo rdin iert . H i nzu ko mmt di e Auf gab e, den A nw ende r i n verei nbart en Z eit i nte rval len üb er d en St at us der B earbei t ung zu unt erric hte n .

Bes chw erden un d Anre gunge n

T I Plann ing an d Organisation

I T-St rat egi e

S erv ic e S upport st ellt al le op erat iv en P roz ess e b erei t , die zur Behandl ung v on Serv ic e U nt erbrechun gen und zur D urchf ührung v on Ä nderungen dienen ; s omi t w ird die A uf rec ht erhaltung der I T -S ervi ces garant iert .

nI cid ent Ma nageme nt R eport CM DB A kt ual isi erun gsdat en

IT Plann in g an d Organisation

I nci dent Manage ment R eport

K now n Error W orkaroun d

U rsa chenf orsch ung und na chhal t ige B esei t ig ung von St örun gen st ehen i m Mi t et lpu nkt de sP robl em Mana gement s . H i er we rd en dem nI cid ent Ma nagem ent t emp oräre Lösun gen (W orkarou nds ) zur V erf ügung ge ste l t un de ndgül t ige L ösung en zu bekan nte n Fehl ern (K now n Errors ) e ra rbei et t . Zu dem b efa sst es si ch mi t der S öt rungsv ermei dung (pro akt ive s P robl em Manag ement ), z B . . du rch ein e T renda nal yse w ich it ger Se rv ice s oder h ist ori sche r I nci dent s .

Gepl ant e Serv ice U nt erbrec hunge n

Application Management

R ele ase K ompone nte n

F orw ard Sch edul e of C han ges F( SC )

P ro ble m R ec ord

Problem Management

Si che rh ei st h inw ei se R eques t f or C han ge (R FC )

Mel dung vo m S yst em Mon it orin g M aßn ahmen Vors chl äge

Vo rschl ag f . S uppo tr Kno wl edg e Base

I nf o zu Si cherhe ti s rele vant en In cid ent s

P robl em Mana gemen t R eport

F orw ard Sch edul e of C han ges F( SC )

R eque st f or C ha nge (R F C)

I nci dent Manage ment R eport

Change Management

R el ease K ompon ent en

Forw ard S chedu el of Ch anges (FS C ) Ch ange R ecord

F orw ard Sch edul e of C han ges F( SC )

Im C hang eMa nagem ent w erde ns ämt il che Ände rungen an de r I T -In fr as tr ukt ur und i hrer Komp onent en (C onf i gurat oi nI t ems ) aut oris ei rt u nd dokum ent ei rt , um stö rende Ausw i rkung en auf de n al u fen den Bet ri eb so gerin g wi e mögl ci h zu hal ten . D i e Re hi e nfo gl e der e ni zel nen Sch rit te w i rdg epl ant un d kommun zi i ert , um ev ent uel el Üb erschn eid ungen f rühes tm ög il ch zu erkenne n . D ei V erant w ortu ng daf ür t rägt der Ch ange Man ager , sow ei da sC ha nge Advi sory B oard C ( A B) bei w ei t reic hende n Verän derung en . F ür drin gende Ä nderun gen , etw a i n N ot fäl l en , gib t es ei ns pezi fi sch es Verf ahren .

Gepl ant e Serv ice U nt erbrec hunge n Mel dung vo m S yst em Mon it orin g M aßn ahmen Vors chl äge

Configu ration Managemen t

R el ease K ompon ent en

R el eas eP al n

D et ai pl al n ung R el ease -R oll out

R el eas eP al n

Release Management

D ie f ür das TI Servi ce Man agemen t not w endi gen I nf ormat io nen über I nfr a str uk ut r und S ervi ces w erden vom C onf ig urat ion Ma nageme nt be re it gest el lt . Ä nderung en we rden doku ment ie rt , und di e Akt ual i ät t der nI f ormat i onen w ir d rege lm äß i gü berprüf t . So mit sin ds et t s akt uel l eu nd hi sto ri sch eI nf ormat i onen übe r di e C onf igu rati on I et m s (C I s) i n der C onf ig urat ion Ma nageme nt D at abas e (C MD B) v erfü gbar .

C MD BAkt ual is ie ru ngsda et n

Application Management

P or ble m Manag ement Re port

F orw ard Sch edul e of C han ges F( SC )

C onf ig Man ageme nt D ata base (CMD B ) D ef i ni it ve Sof t wa re L ibra ry(D S L)

Pro jek pt l anu ngsda et n

IT Security Management

R el eas eP al n

Pro jek pt l anu ngsda et n CMD B A kt ual isi erun gsdat en

ICT Inf rastructure Management

Kun den prozess

I nci dent Re cord

D et ai pl al n ung R el ease -R oll out

Si cherh eit s- und N ot af l -P ro zedure n

IT Security Management

P roakt i ve Anw en der I nf ormat oi nen

R el eas eP al n C MD B A ktu ali si erung sdat en

D as Re el ase Manag ement verant w ort et al sz ent rale I nst anz di e D urchf ührung von Ä nderun gen an der IT -I nfr as tr uk tur , so dass di es ee f ekt vi , s ci h er u nd nach vol zl i eh bar d urchge füh rt w erden . Z u sei nen A ufg aben geh ören Pl anu ng , Ü berw achu ng und D urchf ührun gv on R oll out s bzw . R ol il ns ni A bst m i mung mi t dem C hang eM anage ment .

D ef i nit i ve Sof t wa er L bi rary (D SL )

ICT Inf rast ructure Management

P or ble m Manag ement Re port D et ai pl al n ung R el ease -R oll out

Proz eduren f ür den Kat ast roph enf all Bu dget E ni zel fr ei gab e I nci dent Manag ement R ep ort

Bud get pl anung

Probl em Man agemen t R eport

R equ est f or C ha nge R ( F C)

Fo rwa rd S ched ule of C hang es (FS C )

C apac ti y Re port

P ro jec et d S ervi ce A vai lab il it y (P SA )

C apac ti y Pl an

C onf ig Man agemen t Da at b ase (C MD B )

Avai l abi il t yR ep ort

Avai l abi il ty I mprov ement P l an

Bud get -A nfo rderung

Se vr ci e Le vel R ep ort S ervi ce Lev el A greem ent (SLA )

S ervi ce Leve l A greeme nt (SLA )

Service Level Management

S ervi ce D eliv ery s tel lt s ich er , das s v erbindlic he R ahm enbeding ungen f ür die operativ en Proz es se bes t ehen . Es regel t die pl anerisc hen , v ertragli chen und finanz iel len T hem en .

D as Serv ice Le vel Ma nageme nt hat di e Au gf a be , d en Serv ice -K ata log de r I T Organi sat io nz up lf ege nu nd verbi ndl i che Ve re inb arunge nf ür in et rn e und ext erne S ervi ce -Le ist ung en zu rt e f en . A nd er S chni t st t el le zu m K und en w erden S ervic eL evel Agree ment s (SLA s ) vere inb art . D er Serv ice Le vel Mana ger verant w orte t di eÜ be rwa chung der verab re det en Qu al it ät sparame et r und ergre if t bei Bed arf Maß nahme nz ur Gegens et uerung . D i ei nt erne Lei st ungs erbrin gung w ir d mi t den dazu gehöri gen A bsi cheru ngsve rt räge n (OLAs / U C s) b eauf rt a gt .

Pl anu ngsda et n vo n K und ensei t e Kri it kal it ät P rozes se und D at en

T I Plann ing an d Organisation

Maß nah men V orsch läg e

Kun den prozess

S ervi ce Leve l R eport

Service Delivery

S ervi ce Level Re port Bud get -A nfo rderung

S ervi ce Level R equ ir em ent s (SL R)

Kun denprozess

R ec hnung f ür S ervi ce-Lei st ung en I T S ervi ce Co nti nui t y P al n

Av ail abi l ti y R eport Av ail abi l ti y Im proveme nt P al n C apa cit y R eport

IT Plann in g an d Organisation

C ap aci ty Pl an

I T-St rat egi e

Availability Man agement

I T S ervi ce Co nti nui t y P al n

A vai l abi il ty R epo rt B udge t -Anf orde ur ng

R i si koana lys ez u Gesc häf st p rozess en

IT Security Management

B eric ht aus de m I T Secu rit y Manag emt .

Application Management

Proj ekt pl anun gsdat en

Da sA vai l abi li yt Ma nagem ent st el lt die ausrei che nde Ve rf ügb arkei t der I T nI f rast rukt ur sic her , so dass d ie i nd en SLA s verei nbart en Verf ügb arkei st z usage n ein gehal t en we rden könn en . Es sorgt üf r di e lau ef n de Messu ng der Verf ügba rkei t und bei Beda rf üf r da sE rgrei ef nv on Maßn ahmen zu de ren Verbe sserun g .

Budg et -A nfo rd erung

Opera ti onal Level A greeme nt (OL A) Av ail abi l ti y Im proveme nt P al n C ap aci ty Pl an

Capacity Management

Maß nah men V orsch läg e

I T S ervi ce Co nti nui t y P al n C apa cit y R eport

B udge t E ni z elf rei gabe Um set zungs -Au ft rag

Maß nah men V orsch läg e

ICT Inf rastructure Management

Application Management

B udg etp al n ung

Bu dget -Anf orderu ng D as C apa cit y Mana gement sorgt f ür di e E rfü l ung der Gesch äft san forde rungen , i ndem es di e erf orderl ci h en IT K apaz ti ät en (Ha dr wa re, Sof t wa er , P erson al ) b erei tst el tl . Es ers tel l t P rogno sen zum künf t gi en Beda rf , w orau ss ci h ei ne P al n ung der künf t gi be nöt gi ten K apazi t ät en (der K apaz ti ät spl an ) abl ei tet .

Budg et -A nfo rd erung

Opera ti onal Level A greeme nt (OL A)

IT Service Continu it y Management

Proj ekt pl anun gsdat en Budg et -A nfo rd erung

IT SC M-B eric ht

Av ail abi l ti y Im proveme nt P al n

most important interfaces. It also places IT Service Management firmly into the context of the IT Organisation as a whole, highlighting how ITIL processes interact with other processes of the IT Organisation and beyond it. For the presentation of these external interfaces we revert to a uniform process structure for the IT Organisation being derived from ITIL, COBIT, and ISO 20000. All detailed process models can be reached by means of a clearly structured navigation tree, starting from this overview.

C ap aci ty Pl an Bud get A - nf orderung

Externer ServiceAnbieter-Prozess

Financial Managemen t for IT Services

R ech nung f ür Se rv ice -Lei st unge n

Da sF in anci al Ma nagem ent f or TI S ervi ces sorgt f ür die mö gli chs t w ir t scha tf li che Verw end ung der TI -F ina nzresso urcen und die A brechn ung der Serv ice -Le ist ung en mit den Kun den . D abei muss durc hd ie Ei nbezi ehu ng der Kun denan of rd erungen ein au sgew oge nes Ve rh ält ni s zw is chen Qu ali t ät und K ost en errei cht w erde n . Z u sei nen Auf ga ben gehö rt auch di e Du rc hfü hrung der regel mäß i gen Budg etp lan ung und di e Frei gab ed er bew il l igt en f ina nzi ell en Mi t el .

Se rvic eL evel R ep ort

Bu dget pl anung Bud get E i nzel rf ei gab e

D as I T Serv ci e C ont i nui ty Man ageme nt de fi ni ert und pl ant all e Maß nahme nu nd P rozess ef ür unvo rhergese hene K at ast or phenf äl l e . A l sB asi s fü r ei ne an gemes sene Vo rsorge i st di e reg elm ä ßi ge An aly se von S chw ach ste l en , B edroh ungen un d R i sik en erfo rderli ch .

I T S ervi ce Co nti nui t y P al n

ICT Inf rast ructure Management

B udg etp al n ung B udge t E ni z elf rei gabe Um set zungs -Au ft rag

U nd erpin nin g C on tr act (U C)

Externer ServiceAnbieter-Prozess

Support of the Following Phases/ Activities in the Project Course: − Define Process Structure - Analyse as-is processes - Develop the to-be process structure - Define process interfaces − Train IT Staff and Customers - Train IT Service Management staff You can download our high-level overview (optimised for the format DIN A 0) from our Internet site at www.it-processmaps.com.

Incident Record

Service Desk and Incident Management

Problem Record Support Knowledge Base

The "Service Desk and Incident Management " process aims to restore IT Services to their defined Service Levels as quickly as possible The process is also responsible for receiving and processing Service Requests , for assisting users , and for coordinating the Incident Resolution with Specialist Support Groups . Throughout the process, users are informed at regular intervals about their Incidents ' status.

Incident Management Report Data for CMDB Update

Problem Record

Problem Management

Known Error

Workaround The objective of Problem Management is to resolve the root cause of Incidents , and to prevent the recurrence of Incidents related to these errors . It provides Incident Management with Temporary Fixes (Workarounds ) and Permanent Solutions to Known Errors . Proactive Problem Management identifies and resolves Problems before Incidents occur , for example by analysing trends in IT Service Usage or by investigating historic Incidents .

Figure 7: High-Level View of IT Service Management

Suggestion f . Support Knowledge Base Problem Management Report Request for Change (RFC)

Activity Chains Across Multiple Processes

Our overviews depicting activity chains across multiple processes visualise for the ITIL core topics how the different processes cooperate. No matter if ITIL is presented in the shape of a book or a conventional process diagram - it is always demanding not to lose one's way among the large number of individual processes (a case in point: „Where does the budget for this Change come from?“). For the user always has only one single page in a book or the description of one individual process in front of himself.

Change Management

Changes , dienicht generell vom ChangeManager als Standard -Changes zur Übernahmein die produktiveIT-Umgebung freigegebensind , werdenper Einzelfall -Entscheidung durchden ChangeManager oder das CAB (Change Advisory Board) freigegeben .

ChangeRecord Der ChangeRecordmit der Freigabeinformation geht weiter andas Release Management als Signal für den Start der Rollout -Planung .

Release Management

CMDBAktualisierungsdaten

Nach der Freigabe des Changes ist das Release Management für denRollout verantwortlich .

Informationenzu Veränderungenan CIs werden andas ConfigurationManagement übergeben , damit die CMDB aktualisiert werdenkann .

Bei größerenChanges bedeutet dies , dass ein Rollout geplant und implementiert wird . Für kleinere Changes übt das ReleaseManagement lediglich einekoordinierendebzw . überwachende Rolle aus. Im Zuge des Rollouts werden neue CIs indie Produktivumgebungeingebracht bzw . es ändern sichDaten zu bestehenden CIs . Das Release Management ändert dazuentweder direkt die Einträge in der CMDB oder übergibt dieent sprechendenneuenDatenandas Configuration Management .

Configuration Management

Im Configuration Management werden die Änderungenander CMDBvorgenommenbzw . die vonanderenProzessen vorgenommenen Änderungenverfolgt . Danebenwird dieCMDBlaufend durchWerkzeuge aktualisiert, welchezum Beispiel dieim Netz werk vorhandenenRechner unddarauf installierte Softwareselbständigerkennen . Das ConfigurationManagement führt außer dem inregelmäßigen Abständen Audits durch , um dieAktualität der CMDBzuüberprüfen .

Service Desk and Incident Management

Im Rahmendes Service -Desk- undIncident Management -Prozesses werdenDaten in der CMDB aktualisiert, falls im Rahmen der Behe bung vonStörungenoder der Erfüllungvon Service-Aufträgen Änderungenan CIs durch zuführensind . In diesem Zusammenhangsind nur Änderungen erlaubt , dievom ChangeManager als Standard Changes pauschal vorgenehmigt sind (andere Änderungenmüssen zwingenddenChange Management -Prozess durchlaufen ).

It’s exactly those important chains of processes that are visualised in the model type shown here. They contain precise suggestions of how the various ITIL disciplines should be linked together. The models can be used directly or they can be adapted to a company's individual needs. In so doing clarity is reached about the distribution of responsibilities between the individual processes, a vital precondition for defining processes in more detail. The overviews depicting activity chains across multiple processes are also a good means of getting acquainted with ITIL in general, as the processes and their overall importance are presented in an easily comprehensible way.

You can download our overviews depicting activities across multiple processes (optimised for the format DIN A 3) from our Internet site at www.it-processmaps.com.

ServiceLevel Management

Im Rahmendes Service -Level -Managements werden Änderungenander CMDBerforderlich , da auch Services inder CMDBabgebildet sind . ÄndernsichServices bzw . derenAttribute , wird der ServiceLevel Manager dieerforderlichen Informationenanden Configuration Manager weiterleiten.

ICT Infrastructure Management

Application Management

Im Rahmendes ApplicationManagements und des ICT InfrastructureManagements werden ApplikationenundInfrastruktur -Komponenten administriert undgewartet . Indiesem ZusammenhangwerdenDateninder CMDB aktualisiert, falls Änderungen anCIs durch geführt wurden . Dabei sindnur Änderungenerlaubt , dievom Change Manager als Standard -Changes pauschal vorgenehmigt sind (andere Änderungenmüssen zwingendden Change -Management -Prozess durchlaufen ).

Change Management

Changes which have not been generally classified by the Change Manager as Standard Changes need to be individually approved , either by the Change Manager or (for more significant Changes ) by the Change Advisory Board (CAB).

Change Record The Change Record and Clearance Information are handed over to Release Management to trigger the start of Rollout Planning .

Release Management

After Clearance of a Change by the Change Manager or the CAB , Release Management will be responsible for the Rollout . For bigger Changes this means planning and implementing a Rollout . For minor Changes , Release Management may opt for a simplified procedure , but still monitor and coordinate the implementation . In the course of a Rollout , new CIs are inserted into the productive IT environment , or data describing existing CIs need to be updated . To this end , Release Management will either directly update the CMDB , or hand the relevant data over to Configuration Management .

Figure 8: Activity Chain Spanning Multiple Processes

Process Interfaces

Interface diagrams for every Service Support and Service Delivery process define − which information can be expected from other processes (inputs) − which deliverables have to be passed on to other processes (outputs)

Prozesse außerhalb der IT-Organisation

IT- Prozesse außerhalb IT Service Management

Se rvice -M anageme ntProzesse

Kundenprozess

Servic e- Ma na ge mentProzesse

Anfr age vom Anwender

Incident -Status

Beschwerden und Anr egungen

Pr oaktive Anw ender Infor mationen

Exter ner Ser vice Anbieter - Prozess Sicherheitshinweise IT Secur ity Management

Störungsmeldung

Application Management

Meldung vom System Monitoring

Kundenpr ozess

Info zu Sicher heits relevanten Incidents Incident Management Repor t

IT Secur ity Management

ICT Infrastructur e Management

G eplante Ser vice Unterbrechungen

Application Management

IT Planning and Or ganisation

Incident Management Repor t

Known Er ror Wor kar ound Problem Management

Pr oblem Record Vorschlag f . Suppor t Knowledge Base Pr oblem Management Report

Change Management

Prozesse außerha lb der IT- Organisa tion

Externer Service Anbieter - Pr ozess

Sicher heits - und N otfall-Prozeduren Ber icht aus dem IT Secur ity Managemt .

ICT Infrastructur e Management

IT- Prozesse außerhalb IT Service M anagement

Anwender Dokumentation

Service Desk and Incident Management

IT Planning and Or ganisation

Incident Management Repor t Suppor t Knowledge Base

Pr oblem Management

Incident Record Problem Recor d

Change Management

CMDBAktualisierungsdaten

Configuration Management

Incident Management Repor t

Ser vice Level Management

Regelungen für Standar d -C hanges

Release Management

Forward Schedule of Changes (FSC)

Release Plan Release Management

Betr iebs Dokumentation Anwender Dokumentation Vorschlag f . Suppor t Knowledge Base

Configur ation Management

Incident Management Repor t

Availability Management

Incident Management Repor t

Capacity Management

Config Management D atabase (CMDB)

Ser vice Catalogue Service Level Management

Beschwer den und Anregungen

Service Level Agreement (SLA)

Incident Management Repor t

IT Service Continuity Management

Budget -Anfor der ung

F inancial Management for IT Services

Service Level Repor t

Capacity Management

Capacity Report

Availability Management

Availability Repor t

IT Ser vice Continuity Management

Prozeduren für den Katastrophenfall

Interface diagrams are characterised by complete views of all information that is exchanged with other processes. As such, they help to draw clear lines in order to determine − the responsibilities − the limits (beginning and end) of a process. It is absolutely indispensable that an exact definition of the interfaces is done before the process activities are defined in more detail, as the process activities depend on these definitions as a frame: Only when it is clear what deliverables a particular process has to produce it can be determined which activities it must contain.

The interface diagrams are also suitable for getting acquainted with ITIL, as they clarify the cooperation of the various processes.

Budgetplanung Financial Management for IT Ser vices

Budget Einzelfreigabe

Processes outside the IT Organisation

IT Processes outside IT Service Management

Service Management Processes

Customer Process

User Request Complaints and Suggestions

Process of External Service Provider

Security Advisories IT Security Management

Security/ Emergency Procedures IT Security Management Report

ICT Infrastructure Management

Notifcation of Interruption Planned Service Downtimes

Application Management

Notification from System Monitoring

IT Planning and Organisation Known Error

Workaround Problem Management

Problem Record Suggestion f . Support Knowledge Base Problem Management Report

Figure 9: Interface Diagram

Service Desk and Incident Management

Overview Diagrams of Single ITIL Processes

The ITIL® Process Map contains overview diagrams for all ITIL processes, adding a level of detail by subdividing them into several sup-processes. These views serve to explain what an ITIL process (or an ITIL discipline) is about. They also help to keep the process landscape as a whole clear and easy to navigate. Selecting the symbols contained in these diagrams, one can reach the corresponding Process Chains (EPCs - the lowest level of detail contained in the ITIL® Process Map).

Prozessverantwortlicher: Problem Manager

Problem identifizierenund analysieren

Ursachenforschung und nachhaltige Beseitigung von Störungen stehen im Mittelpunkt des Problem Managements. Hier werden dem Incident Management temporäre Lösungen (Workarounds) zur Verfügung gestellt und endgültige Lösungen zu bekannten Fehlern (Known Errors) erarbeitet. Zudem befasst es sich mit der Störungsvermeidung (proaktives Problem Management), z.B. durch eine Trendanalyse wichtiger Services oder historischer Incidents .

Problem Record

Lösungswegzur Fehlerbehebung ermitteln

Request for Change (RFC)

Known Error

Change Management

Forward Schedule of Changes (FSC) ChangeRecord

Problem Record

Fehlerbehebung entwickeln

ChangeRecord

Release Management

ChangeRecord

ReleaseKomponenten

Problem schließen

Problem Record

BetriebsDokumentation Anwender Dokumentation Freigabe für Rollout

Links

Problem Record

Problem- und Fehlerkontrolle

Problem Record

Problem Management Reports erstellen

IT Service Management

Problem Management

Gesamtübersicht

Schnittstellenmodell

Problem Record

Identify and Analyse Problem

Problem Record

Identify Problem Solution

Request for Change (RFC)

Known Error

Monitor Problems and Errors

Problem Record

Figure 10: Overview of a Single ITIL Process

Forward Schedule of Changes (FSC)

Change Record

Problem Record

Change Management

Develop Problem Solution

Process Details (Process Chains - EPCs)

The most detailed views of the process map define the individual activities within the processes. To this end, the ITIL® Process Map uses the wellestablished notation of „Event-Driven Process Chains“ (EPCs). To make sure that the processes are focused on their intended purpose, a brief summary of the process goals is always included as part of an EPC. Prozessziel

1st Level Support

Telef oni sc he Anfrage ei ngegangen

Inc ident Tic ket anlegen

Melder-Daten aufnehmen

Inc ident z uordnen (Störung / S ervi ceAuf trag ) Ents chei dung , ob es si ch um • eine Störung • einen Servic e -A uft rag handelt

Meldung aus Sy stem M onitoring ei ngegangen

V M eldung per Mail / Intranet ei ngegangen

L inks

− Define Process Structure - Analyse as-is processes - Develop the to-be process structure - Define process interfaces − Design processes in detail

Der Incident soll erfasst und in ausreichender Qualität dokumentiert sein, so dass in der Folge eine reibungslose Bearbeitung möglich ist .

v on Anw enderseite oder von einem Mi tarbei ter i nner halb der IT -Organi s ati on

Ch ecklisten

− Implement Processes and Systems - Define system requirements - Select system(s) to support to-be processes - Implement system(s) - Implement to-be processes − Train IT Staff and Customers - Train IT Service Management staff

Support of the Following Phases/ Activities in the Project Course:

C hec kli ste Inci dent Record

Inc ident kategori sieren Zumeis t erfol gt die Kategorisi erung anhand eines Kategorienbaums . Beis pi ele für Kategorien : • C lient -PC • Serv er • N etz w erk

Incident Bes chreibung aufnehmen Di e Aufnahme der Inc identbesc hreibung kann ggf . durc h Chec kl ist en (abhängig von Art und Kategorie ) unters tüt zt werden

Incident einem Serv ic e z uordnen

Inc ident eindeut igem C I zuordnen

Inc ident prioris ieren

Si cherheits rel ev ante Inc ident s m it IT S ec urity abs tim men

Gleic hart ige offene Incidents erm itteln

Melder über Inci dent -Anlage inf ormi eren

I nc ident einem Master-Inc ident zuordnen

A utomatis ch er zeugtes Tic ket prüf en , ggf . nac hbearbei ten

Inc ident v ol lst ändig erf as st

ggf . Inci dent -T ick et anpass en

W enn bereits w ei tere gl eic hartige I nc ident s offen si nd, wi rd der neue Inc ident dem ent sprechenden Mas ter Incident z ugeordnet ; die w eit ere Behandlung erfol gt durch den Mas ter -I nc ident

ggf . m üs sen bei ei nem automatis ch erz eugten Inc ident Tic ket noc h zusätzl iche Inform at ionen ei ngeholt w erden , z . B . durc h R ück sprache mit dem Melder; m öglic herw eise w ird die Meldung daraufhin auch v erw orfen

C heck lis te Incident Priorität

Servic e Desk and Incident M anagement

Prozessübersicht und Schnittstellenmodell

Bemerkung en

Process Objective

1st Level Support

The Incident shall be recorded and documented in appropriate quality, in order to facilitate a swift and effective solution.

Inquiry by telephone received

Create Incident Ticket

Classify Incident type (Interruption / Service Request )

Record caller data

either from the client side or from employees within the IT Organisation

decision whether the Incident is • a Service interruption • a Service Request

Notification received from System Monitoring

Check automatically created ticket , where necessary revise.

V Notifcation received by Mail/ Intranet

Checklists

Links

in the case of an automatically created Incident Ticket , the necessity may arise for additional information to be collected , i.e. by means of consultation with the caller; whereupon the report may possibly be rejected .

Checklist Incident Record

Checklist Incident Priority

Service Desk and Incident Management

Process Overview and Interfaces

Remarks

Figure 11: Process Details (Event-Driven Process Chain/ EPC)

Categorise Incident

Usually categories are structured as trees . Examples for categories : • Client PC • Server • Network

Record Incident description

The recording of the Incident description is usually supported by Checklists tailored to Incident types and categories .

Checklists

As a supplement to the EPCs, enhancing their usefulness, 40 checklists have been developed and made available in the ITIL® Process Map. They contain information supporting the definition of guidelines and process outputs.

Support of the Following Phases/ Activities in the Project Course: − Design processes in detail − Implement Processes and Systems - Define system requirements - Select system(s) to support to-be processes - Implement system(s) - Implement to-be processes − Train IT Staff and Customers - Train IT Service Management staff

You can download the complete set of our checklists from our Internet site at www.it-processmaps.com.

Checklist CAB Agenda ITIL Process: Service Support – Change Management The following items are part of the CAB Agenda: − Changes which need to be assessed by the CAB - new Changes - Changes from previous CAB meetings, where the detailed assessment from technical experts is completed so that the CAB is ready to take a decision - Changes which were rolled back during the implementation − Updates to the FSC − Change Reviews (PIRs) conducted since the last meeting − Changes implemented without authorisation − Definition of new Standard Changes (which are in future cleared for implementation without consulting the Change Manager)

Figure 12: Checklist

Key Performance Indicators (KPIs)

An extensive collection of Key Performance Indicators (KPIs) supports the introduction of a comprehensive framework for Process Controlling. This includes regular quality assessments of the IT Service Management processes. The suggested Key Performance Indicators (KPIs) correspond to the ITIL recommendations and have in parts been amended by COBIT elements. Using those indicators the Process Owners are in a position to evaluate the quality of their processes, which in turn is the basis for the ongoing optimisation and fine-tuning of the process design. The selection of suitable KPIs will, among other things, depend on the possibilities to actually measure the indicators. The KPIs and the corresponding measurement procedures are therefore an important input for system requirements.

Service Suppor t

Ser vice Desk and Incident Management

Service Delivery

Number of r epeated Incidents , with known r esolution methods

Remotel y Resolved Incidents

Number of i ncidents resolved remotely by the service desk (i.e. without car rying out work at user's locati on).

Number of Escalations

Change Management

Number of i ncidents register ed by the Service Desk, per categor y

Incident Resolution Time

Average time for resolving an incident category

Resolution within SLA

Rate of incidents resolved during solution times agreed in SLAs , per categor y

Number of Pr oblems

Number of Problems registered by Problem Management , per category

Pr oblem Resolution Time

Average time for r esolving a problem , per categor y

Incidents due to Lack of Capacity

Number of SLAs which are regular ly reviewed

Number of SLA el ements where the agreed service level s are fulfill ed Number of shortcomings in the ser vice pr ovisi on, which are identified and addressed in an improvement plan

Number of incidents occurring , which are attributable to insufficient IT Capacity

, per Exactness of Capacity Forecast

Deviati on of the pr edicted capacity development from actual cour se

Capacity Adjustments

Number of adjustments of the IT Capacities to changing demand

Unplanned Capacity Adjustments

Resoluti on Time of Capacity Shor tage

Average number of incidents linked to the same problem before pr oblem identification

Number of Incidents per Known Problem

Average number of inci dents linked to the same problem after problem identi fication

Capacity Reserves

Ti me until Pr oblem Identification

Average time between first occurance of of an i ncident and identi fication of the underlyi ng root cause

Percentage of Capacity Monitoring

Pr oblem Resolution Effort

Average wor k effort for resol ving problems categor y

Number of unplanned increases to IT Capacity as result of capaci ty bottlenecks Duration of r esolution of recognized capacity bottleneck

Availability Management

Service Availability

Availability of IT Services rel ative to the availabi lity agreed in SLAs

Number of Major Changes

Number of major changes , which necessitate approval by the CAB (Change Advisory Boar d )

Duration of Service Interr uptions

Average duration of interrupti ons to IT

Number of CAB Meetings

Number of CAB ( Change Advisory Boar d ) meetings

Number of Service Interr uptions

Number of interruptions to the IT Services

Time for Change Clearance

Average time from regi stering an RFC with Change Management until Change clearance

Avai lability Monitoring

Percentage of relevant i nfrastructur e components , of which the availabi lity is automatically monitored

Avai labili ty Measures

Number of implemented measures with the objective of i ncreasing availability

Processes under Risk Management

Percentage of busi ness -processes on client si de, which are covered by IT Risk Management

Number of accepted vs . rej ected RFCs

IT Ser vice Continuity Management

Number of Major Releases

Number of major Releases r olled out into the productive environment

Duration of Rollouts

Average duration of Rol louts from clearance until completion

Gaps in Disaster Preparation

Number of Release Backouts

Number of Releases in need to be reversed

Shortcomings in Disaster Preparation

Number of i ncidents attributable to New Releases

Release Rollout Punctuali ty

Propor tion of Releases finali sed within the agreed schedule

Work Effort for Releases

Work effort for the Roll out of new Releases

Proportion of Automatic Release Distr ibution

Propor tion of new Releases distributed automaticall y

Veri fication Frequency

Frequency of physical verifications of CMDB contents

Ver ification Duration

Average duration for physical verifi cations of the CMDB contents

Effort for CMDB Veri fications

CMDB Coverage

Percent of capacity reserves at times of normal and maximum demand Percentage of relevant i nfrastructur e components , of which the capacity is automatically monitored

, per

Financial Management for IT Services

Duration from the identi ficati on of a risk up to implementation of a respective precautionary measur e

Adher ence to Budgeting Process

Percent of pr ojects using the standard IT budgeting process

Adherence to Project Resources

Pr oposals for Cost Optimisation

Service Desk and Incident Management

Number of identifi ed shortcomings in the pr eparation for disaster events , which, for exampl e, ar e identified during practices

Number of disaster practices actually carried out

Post Implementation Review

Percentage of configuration components for which data i s kept in the CMDB Percentage of configuration components for which data in the CMDB is updated automaticall y Number of occasi ons when CMDB contents ar e found to be incorrect ( i.e. r estrospective Changes are carri ed out )

Number of identifi ed gaps in the pr eparation for di saster events , where no pr eventive measur es have yet been taken

Implementation Duration

Adher ence to Approved Budget

Average wor k effort for physical verifications of the CMDB contents

Automatic CMDB Update

Number of CMDB Errors

-Services

Number of Di saster Practices

Cost- / Benefit Esti mation

Percent of pr oject files containing cost estimates

-/ benefit

Percent of pr ojects wher e costs and benefits ar e ver ified after i mplementation

Percent of IT expenses exceeding the approved budget

Percent of expenses exceeding the planned budget for a project

Number of pr oposals by Financial Management for the optimised use of financial resources

Number of Repeated Incidents

Number of repeated Incidents , with known resolution methods

Remotely Resolved Incidents

Number of incidents resolved remotely by the service desk (i.e.without carrying out work at user's location).

Number of Escalations

Support of the Following Phases/ Activities in the Project Course: − Establish Process Controlling - Determine Process Owners - Define metrics/ measurement procedures − Implement Processes and Systems - Define system requirements - Select system(s) to support to-be processes - Implement system(s) - Implement to-be processes

Number of monitored SLAs , where weak -spots and counter -measures are r eported

Number of Incidents per Pr oblem

Incidents Caused by New Releases

Configuration Management

Number of Service Elements in SLAs which ar e secured by corresponding OLAs /UCs

Number of Shortcomings

Capacity Management

Number of service elements i ncluded in SLAs

Monitored SLAs

Fulfilment of Service Levels

Rate of incidents resolved at the Service Desk during the fi rst call , per category

Average wor k effort for resol ving i ncidents category

Ser vice Elements in SLAs

Service El ements with OLAs/UCs

SLAs under Review

, per

First Time Resoluti on Rate

Change Acceptance Rate

Release Management

Number of escalations for incidents not r esolved in the agreed r esolution ti me

Number of Incidents

Incident Resolution Effort

Problem Management

Service Level Management

Number of Repeated Incidents

Number of escalations for incidents not resolved in the agreed resolution time

Number of Incidents

Number of incidents registered by the Service Desk, per category

Incident Resolution Time

Average time for resolving an incident , per category

First Time Resolution Rate

Rate of incidents resolved at the Service Desk during the first call , per category

Resolution within SLA

Rate of incidents resolved during solution times agreed in SLAs , per category

Incident Resolution Effort

Average work effort for resolving incidents , per category

Figure 13: Suggested Key Performance Indicators (KPIs)

Uniform Processes for the Entire IT Organisation

If we look at the IT Organisation as a whole, there is a large number of other processes outside of IT Service Management. For this reason an ITIL project should not create an isolated solution but be coordinated with the other activities. The ITIL® Process Map supports this necessary synchronisation using a set of processes for all of the IT Organisation (“Uniform IT Processes”). This allows to describe the interfaces to the other IT processes during a Service Management project, making sure that the IT Organisation as a whole works together seamlessly. The Uniform IT Processes are derived from three generally acknowledged approaches: ITIL, COBIT (Control Objectives for Information and Related Technology) and ISO 20000. ITIL provides guidance on what should be done in order to offer users

IT Planning and Organisation

Application Management

adequate IT Services, supporting their business processes. COBIT, on the other hand, places the emphasis on IT governance and – starting from a process structure - supplies process goals and quality indicators for determining the successful execution of a process. Despite some deviations in structure and denomination the processes listed in both approaches correspond to each other in large parts, with COBIT covering the IT Organisation as a whole right from the outset. The ISO 20000 standard was conceived as a bridge between the two approaches ITIL and COBIT. Initiated by the two organisations itSMF and BSI (British Standard Institute), it is modelled on the principles of ITIL and for the first time offers IT Organisations the possibility to have their IT Service Management certified.

Service Support

Details on how the "Uniform IT Processes" were derived from the different Best Practice sources may be obtained from the Internet at www.it-processmaps.com.

IT Security Management

Service Delivery

ICT Infrastructure Management

Define the IT Strategy

Requirements Definition

Service Desk and Incident Management

Service Level Management

Definition of IT Security Policy and Organisation

ICTIM Design and Planning

Define the IT Enterprise Architecture

Application Design

Problem Management

Availability Management

Risk Management

ICTIM Deployment

IT Procurement

Application Building

Change Management

Capacity Management

IT Security Planning

ICTIM Operations

Service Supplier Management

Application Testing

Release Management

IT Service Continuity Management

Implementation and Maintenance of IT Security Measures

ICTIM Technical Support

Manage Skills and Human Resources

Application Deployment

Configuration Management

Financial Management for IT Services

IT Security Evaluation and Reporting

Facility Management

Project Management

Application Maintenance

Quality Management

User Training

Process Management

Detailed Coverage within the ITIL Process Map

Figure 14: Uniform Processes for the Entire IT Organisation

The Uniform IT Processes used in the ITIL® Process Map are a combination of the above standards, being enhanced in some parts by our own consulting experience. The relations between the Uniform IT Processes and the contents found in ITIL/ COBIT/ ISO 20000 are reproducible, being depicted in a model of their own.

Index of ITIL Roles

The ITIL® Process Map contains a repository of the ITIL standard roles, complete with their descriptions. Whenever roles are needed within the process models to depict responsibilities or contributions, they can simply be picked from this repository. Role owners can use the models to grasp intuitively their involvement in the different ITIL processes. This type of model may also be used to assign owners to the various roles. The Index of ITIL Roles with their descriptions is also available at our Internet site at www.it-processmaps.com.

IT-Service -Management Prozesse

Prozesse außerhalb IT Service Management

Prozesse außerhalb der IT-Organisation

1st Level Support

Service Level Manager

Application Manager

Kunde (Vertragspartner )

2nd Level Support

Availability Manager

ITC Infrastructure Manager

Anwender

3rd Level Support

Capacity Manager

Test- und QS Manager

Incident Manager

IT Service Continuity Manager

Problem Manager

Financial Manager

Change Manager

Release Manager Configuration Manager

Change Advisory Board (CAB) Emergency Committee (EC)

Gremien

IT Service Management Processes – Service Support 1st Level Support

2nd Level Support

The responsibility of 1st Level Support is to register and classify received Incidents and to undertake an immediate effort in order to restore a failed IT Service as quickly as possible. If no ad -hoc solution can be achieved , 1st Level Support will transfer the Incident to expert Technical Support Groups (2nd Level Support ). 1st Level Support also processes Service Requests and keeps users informed about their Incidents ' status at agreed intervals . 2nd Level Support takes over Incidents which cannot be solved immediately with the means of 1st Level Support . If necessary , it will request external support , e.g. from software or hardware manufacturers . The aim is to restore a failed IT Service as quickly as possible . If no solution can be found , the 2nd Level Support passes on the Incident to Problem Management .

Figure 15: Descriptions of ITIL Roles

ITIL Glossary

The ITIL Glossary contains information objects which are used in various parts of the ITILÂŽ Process Map to define process in- and outputs. Whenever information objects are needed within the process models, they can simply be picked from this repository. Every information object comes complete with an ITIL compliant definition. The Glossary of ITIL Terms and Acronyms is also available at our Internet site at www.it-processmaps.com.

Service Desk and Incident Management

Service Support

Problem Management

Change Management

Release Management

Configuration Management

Incident Record

Problem Record

Request for Change (RFC)

Support Knowledge Base

Known Error

Change Record

Definitive Software Library (DSL)

Known Error

Workaround

Forward Schedule of Changes (FSC)

CI Status -Monitoring Report

Workaround

Problem Management Report

Projected Service Availability (PSA)

Link zu den Begriffsdefintionen

Release Plan

Config Management Database (CMDB)

Incident Management Report

Service Level Management

Service Delivery Link zu den Begriffsdefintionen

Availability Management

IT Service Continuity Management

Capacity Management

Service Catalogue

Availability Improvement Plan

Capacity Plan

Service Level Agreement (SLA)

Availability Report

Capacity Report

Financial Management for IT Services

IT Service Continuity Plan

Service Level Requirements (SLR) Service Specification Sheet Operational Level Agreement (OLA) Underpinning Contract (UC) Service Quality Plan (SQP) Service Level Report

Service Improvement Program (SIP)

Service Desk and Incident Management

Incident Record

Support Knowledge Base

Known Error

A set of data with all details of an Incident , which documents the history of the Incident from first appearance to resolution . An Incident is defined as an unplanned interruption or reduction in quality of an IT Service. Every event that could potentially impair an IT Service in the future is also an Incident (i.e. the failure of one hard -drive of a set of mirrored drives ).

A Database containing information about Incidents , Problems and Known Errors . The Knowledge Base is used to match new Incidents with historical information , with the objective of improving resolution times and First Time Fix Rates.

A Known Error is defined as a Problem that has a documented Root Cause and a Workaround . Known Errors are compiled by Problem Control and fall within the area of responsibility of the Error Control Process . Known Errors may also be identified by application development or suppliers / manufacturers .

Figure 16: ITIL Glossary

ÂŠ IT Process Maps

About IT Process Maps

From our long-standing experience as IT managers and management consultants we dispose of a solid know how in the introduction of IT Service Management as well as Process and Project Management in general. Our focus is on the provision of tools based on time-tested Best-Practice recommendations. We also offer services around the ITIL® Process Map, like assistance in the use of our process models and individualised versions for the specific needs of your company. Should you require consulting expertise related to ITIL, we will be pleased to recommend an experienced consulting partner.

More on IT Process Maps At www.it-processmaps.com you can learn more about us and the ways the ITIL® Process Map can be applied. We offer a variety of downloads, ranging from ITIL know-how to our Project Manual on „ITIL-Implementation Using Process Templates“.

Dipl-Ing. Stefan Kempter Management Consulting Bodelschwinghstrasse 6 D-88213 Ravensburg Germany Tel. + 49 751 2708444 0 Fax + 49 751 2708444 9 info@it-processmaps.com www.it-processmaps.com Member of itSMF © 2007 Stefan Kempter As of May 2007 You can also obtain this document as a download from the Internet under www.it-processmaps.com. „ITIL“ is a Registered Trade Mark, and a Registered Community Trade Mark of the Office of Government Commerce, and is Registered in the U.S. Patent and Trademark Office. „COBIT“ is a Trademark of ISACA (Information Systems Audit and Control Association). „Flowcharter“, „iGrafx Process“ and „iGrafx Enterprise Modeler“ are Trademarks of Corel Corporation. All processes and procedural methods in our products were compiled with the greatest of diligence. Despite this fact, errors may not be ruled-out. Stefan Kempter Management Consulting therefore accepts no guarantee or any type of liability for consequences, which may be associated with incorrect statements. Each user must decide in his own particular case, whether the illustrated procedures are respectively applicable to his own person or his business.