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ITIL 2011 Mind Maps
ITIL 2011 Mind Maps
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Standards - ISO20000
Risk
Functionality
Fitness for purpose
Best
Practice
Warranty
Utility
Value to customers
Service
Employees
Customers
Enablers
Economic value
Suppliers
Advisors
Reputation
Shown by
Technology
Customer Perception
Classification
Coordinated activities
Enhancing
Performance driven
Creates value for customers
Maintenance
Process
Measurable
Service
Owner
Characteristics
Service
Management
as a Practice
Definitions
Function
Responsible
Accountable
RACI Model
Documentation
Specialised units
Communication
Consulted
Clarifies roles and responsibilities
Process manager
Owner
Control
Documentation
Objectives
Feedback
Service
Management
One person
Informed
Process
Owner
Process practitioner
Customers
Responds to triggers
Role
Audits
Specific Results
Process
Model
Activities
Procedures
Process
Metrics
Improvement
Roles
Enablers
Capabilities
Resources
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Automation can
affect performance
Simplify processes
Gap analysis
Technology
Project estimation
Project consolidation
Roadmap
Understand flow of
activities
Minimise interactions
Implementation
Definition of roles
Service portfolio, customer portfolio, customer agreement portfolio
Demand management procedures, techniques and tools
Strategy
principles
Evaluate
Direct
Activities
Monitor
Establish responsibilities
Framework
Governance
Strategic Asset
Service Management
Stages
Finances
Infrastructure
Resources
Applications
People
Service
Strategy
Assets
Information
Service Assets
Management
Organisation
Capabilities
Processes
Knowledge
People
Internal (Type I)
Future vs Present
Opposing
dynamics
Service provider
Disaggregation
Operational effectiveness vs
improvements in functionality
Value capture
Perspective
Aggregation
Positions
Defined by customers
4 P's
Patterns
Value
Ongoing Actions
Benefits
Basic Factors
Performance Factors
Business Portrayal
How to achieve vision
Cost effectiveness
Creating value
Excitement Factors
Plans
Vision
Kano model
Standardised processes
Services create value
Respond quickly to
changes in business
environment
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Service Design
Development
Operational Services
Service Catalogue
Assessment
Service Pipeline
Contents
Establish objectives
Determine perspective
Retired Services
Strategy
Management
for IT
Services
Execution
Prioritise investments
Measurement and evaluation
Craft a plan
Process
Purpose
Form a position
Generation
CSI
Expansion and growth
Process initiation
CSI
Other service management processes
Speed of change
Define
Portfolio
Management
Service models
Impact on service portfolio and service model
Cost centre
Profit centre
SPM
Analyse
Policy decisions
Process
Funding
External
Internal
Rolling plan
Approve
Zero based
Trigger based
Service
Strategy
Processes
Replace
Service valuation
Service Investment Analysis
Compliance
Retire
Outputs
Change proposal
Cost optimisation
Seeks to translate outage severity into a financial value
Financial
management
Charter
Planning confidence
Assessment of plans
Value proposition
Budgeting
Budget(s)
Portfolio Contents
Cost model
Risks
Investments required
Accounting
Scope
Demand
Management
Cost classification
Chart of accounts
Business cases
Policies
Pricing
Billing
Service provider
Contract
Objective
Cross subsidisation
Notional charging
Charging
Value to business
Business Relationship
Management
Risks
Design
Operational
Market
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People
Award contract
Negotiate
4 P's
Select supplier
Supplier
Management
Service solutions
Why should a customer buy
these services?
Design IT services,
together with the
governing IT practices,
processes and policies,
to realize the service
providers strategy and
to facilitate the
introduction of these
services into supported
environments ensuring
quality service delivery,
customer satisfaction
and cost-effective
service provision.
Partners
Processes
Products
Design coordination
Value proposition
Business outcomes
supported
Business cases
Contents
Risks
Offerings and packages
Investments required
Ongoing costs
and pricing
Key Principles
Priorities
Inputs
Services
5 major aspects
Service portfolio
Minimum requirements
Service catalogue
Points of contact
Service
Design
Service
Technology and management
architectures
Benefits
Application
Data / Information
Environment
IT Infrastructure
Better IT processes
Progress
Functionality
Balanced design
Effectiveness
Efficiency
Compliance
Resources
Schedule
ITSC
Objectives
Availability
Monitor and improve the performance of the service design lifecycle stage
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Capacity
Service Level
Service Catalogue
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Service Catalogue
Management
Control
Plan
Live services
Business service catalogue
Information Security
Management
Security Framework
Implement
Evaluate
Perform as agreed
Maintain
Service availability
Availability
Preventive
Component availability
Design for availability and recovery
Reductive
Measures
Detective
Reliability
Repressive
Maintainability
Corrective
Serviceability
Achievable targets
Proactive measures
Produce and agree service level requirements (SLRs)
Negotiate between internal service providers
Designing in availability
Availability Management
Improvements to service
Define
Modelling
Risk assessment
Service
Multi Level
Planned maintenance
Document
Service Level
Management
Customer
External contractors
Contracts
Process
Agree
Measure
Service
Design
processes
Unavailability analysis
Component failure
impact analysis (CFIA)
Monitor
Regular
Ad-Hoc
Report
Policy setting
Terms of reference and scope
Initiation
Resource allocation
Project organisational and control structure
Supply vs demand
Cost vs resource
Capacity plan
Proactive activities
Risk analysis
Activities
IT Service Continuity
Management (ITSC)
Iterative
Techniques
Manual
ITSC strategy
Process
Demand management
Gradual
Intermediate
Fast
Capacity Management
Immediate
Implementation
Reciprocal
Analysis
Ongoing operations
Testing
Change management
Invocation
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Speed vs accuracy
Objectives
Difficulties
Restricted resources
Working with difficult customers
Stakeholder change
Communications
Stakeholder map
Benefits
Governance process
Organisational capabilities
Managing
People
Leadership
Organisational adoption
Organisational change
Understanding of risk
V Model
Transition
Planning and
Support
Service
Validation
and
Testing
Release policy
Test
Levels of testing
Service
Transition
Test environment
Report
Change
Other
Service
Transition
Processes
Evaluation
Knowledge
Push / pull
Benefits
Automated / manual
Full
Delta
Release unit
Enable service transition assets to be shared and re-used across projects and services
Package
Release and
Deployment
Management
Planning
Preparation
Build and test
Service testing and pilot
Planning and preparing for deployment
Enable projects to estimate the cost, timing, resource requirement and risks
associated with the service transition stage more accurately
Activities
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Policies
CSFs
Involve change/release
Start small
SACM
Benefits
Regulatory compliance
An asset, service component or other item which is or
will be, under the control of configuration management
Types
Define
Proper stewardship of fixed assets that are under the control of the service provider
Regular housekeeping
Amend database to suit business requirements
Attributes
Relationships
Business case
Configuration
manager
Service lifecycle
Configuration librarian
Naming convention
SACM
Activities
Configuration analyst
CMS tools administrator
SACM
Roles
Hardware
People
External / internal
Categories
Documentation
Organisation
Service Transition:
- Knowledge Management
- Service Asset and
Configuration Management
Modelling
Presentation layer
Data, Information, Knowledge, Wisdom (DIKW)
Improve the quality of management
Accommodation
Software
Service
management plans
Service
Configuration control
Status accounting
Internal policies
Business strategy
Authorised CIs
CIs under change control
Define each status
Before /after major change
Knowledge
Management
Enable the service provider to be more efficient and improve quality of service,
increase satisfaction and reduce the cost of service by reducing the need to
rediscover knowledge
Ensure that staff have a clear and common understanding of the value of their services
Maintain a service knowledge management system (SKMS) that provides controlled
access to knowledge, information and data that is appropriate for each audience
SACM
CMS
Definitive spares
Definitive media library
Gather, analyse, store, share, use and maintain knowledge, information and
data throughout the service provider organization.
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Raised by
Recorded
Reason
Assessed/evaluated
Return
Risks
Resource
7 R's
Impact
Responsible
(ChM)
Change
process
(ChM) Change
assessment
Relationship
Cost
Authorised
Prioritised
Planned
Tested
Implemented
Reviewed
Regular
Strategic
Tactical
(ChM) Change
advisory board (CAB)
Flexible membership
Change schedule (CS)
Operational activity
Password reset
Service Transiti on
(ChM)
Request
for Change
(ChM) Emergency
change advisory
board (ECAB)
Standard change
Preauthorised,
accepted procedure
Normal change
Reboot
Project change proposal
Emergency change
(ChE) Change
evaluation
(ChM)
Change
risks
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Interface with
request fulfilment
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Value to business
Services
Service management processes
Technology
Benefits
Scope
People
Objectives
Service
Operation
Objectives
Balance
Reactive vs proactive
Technical management
See "Service Operation
Functions" map
Incident management
Event management
Problem management
Access management
Request fulfilment
Functions
Processes
IT Operations management
Common service operation activities
Service desk
Application management
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Application
Management
Incident management
Request fulfilment
Record changes
Supplier liaison
Application portfolio
Provide information
Complaints
Types
Service
Desk
Business
Technical
Skill set
Interpersonal
Outsourcing
Service
Operation
Functions
Retention
Directory service
Restores
IT Operations
Management
Staffing depends
on organisational
requirements
Super users
Back ups
Operations Control
Specialised
Facilities Management
Recovery sites
Datacentres
Operations logs
Shift schedules and reports
IT Operations
Middleware
Internet/Intranet
Network
Server
Mainframe
Technical
management
Database
Storage / Archive
Desktop and mobile support
Facilities / Datacentre management
Improvement of operations activities
Common Service
Operation Activities
Closed
Definition of standards
Problem management
Provide resource throughout lifecycle
Active / Passive
Open
Training programmes
Research and development
Technical
specialisation
Reactive / Proactive
Continuous / Exception
Activity
Monitoring
Organisational
Structures
Control loops
Internal / External
Reporting
Process
Geography
Hybrid
Combined
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Purpose
Problem
Reactive
Proactive
Benefits
Workaround
Predefined
Detection
Logging
Event Management
Categorisation
Web interface
Input
Telephone
Prioritisation
Incident
Management
Identification
Logging
Process
Create KE
Raise RFC
Resolution
Categorisation
Urgency
Business Impact
Closure
Prioritisation
Technical
Hierarchical
Problem
Management
Process
Event management
Incident management
Input
Service desk
Proactive problem management
Supplier or contractor
Updated records
Resolved problems
Specific incidents
Standardised method
Output
Incident Model
RFCs
Workarounds
Known errors
Major Incident
Ishikawa
Brainstorming
Access
Management
Chronological
Pain value
Service
Operation
Processes
Triggers
Techniques
Pareto
Affinity mapping
5 Whys
Hypothesis testing
Lotus blossom
Technical observation
Request model
Informational
Small changes
Types of event
Warning
Service Request
Exception
Frequently performed
Scope
Event
Management
Normal activity
Any change of state that has significance for the management of a CI
Reactive
Channel for:
Monitoring
Event
Active
Passive
Request
Fulfilment
Proactive
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Define success
Build framework
Choose measures
Value
Steps
Assessment
Gap analysis
Benchmarking
Business governance
Enterprise
Governance
Service measurement
IT governance
Technology
Availability
CSF
Processes
Process
KPI
End to end service
Service
Metrics
Continual
Service
Improvement
Resources
Balancing elements
Tension
Schedule
Objectives
Financial
Customer
Innovation
Balanced Scorecard
Internal
Methods and
Techniques
Strengths
Weaknesses
Opportunities
SWOT
Baselines
Used to establish an initial data point to determine if a service or process needs to be improved
Must be documented, recognized and accepted throughout the organization
Threats
Leadership
Organisational structure
Performance
Functionality
Critical
Roles
To validate
To direct
To justify
Measure value
To intervene
Introduces a structure and visibility to CSI ensuring all initiatives are captured and recorded, and
benefits realized
Improvement opportunities should be categorized into initiatives that can
be achieved quickly, or in the medium or longer term
Each improvement initiative should show the benefits that will be achieved by its implementation
CSI processes
and Inte gration
with other processes
CSI approach
see "CSI Integration" Map
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7 Step improvement
Deming cycle
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CSI
Approach
Plan
Do
Check
Act
CSI Deming
Cycle
Security
Service level
Continual Service
Improvement
processes and
interaction with
other processes
Availability
Financial
Business
SIP
Service
Component
Iterative activities
Application sizing
Problem
Capacity
Demand management
Modelling
Implementing improvement
Post Implementation review
CAB
Service Desk
and Incident
Management
Kotter's 8 steps
SKMS
Identify risk
Identify changes that affect ITSC
Regulatory impact
ITSC
CMS
CMDB
Knowledge
Shared knowledge
Inclusion in CSI register
Building SIPs
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