Introduction Itil Process Map

Introduction
ITIL and the ITIL Process Map
IT Process Maps GbR, 2013
Contents
Introduction ................................................................................................... 1
ITIL and the ITIL Process Map...................................................................................................... 1
History of ITIL ............................................................................................... 1

The Beginnings ................................................................................................................................ 1
Recognition as a Standard ............................................................................................................... 1
New Version in 2007: The ITIL V3 Service Lifecycle ...................................................................... 2
ITIL 2011 Upgrade ........................................................................................................................... 3
The ITIL Service Lifecycle .............................................................................. 4

ITIL Main and Sub-Processes ......................................................................................................... 5
ITIL Core Principles ........................................................................................................................ 6
How the ITIL Process Map was created from the ITIL Books ....................... 8
Differences between a Book and a Process Model ......................................................................... 8
Where the ITIL Process Map goes beyond the ITIL Books .......................................................... 9
Processes vs. Functions ................................................................................................................. 18
The 2007 and 2011 Editions of ITIL ..............................................................19

How to adapt your Processes to ITIL 2011 .................................................................................. 19
Changes to the ITIL Process Map (2011 Edition) ..........................................20

Changes in Service Strategy .......................................................................................................... 20
Changes in Service Design ............................................................................................................. 21
Changes in Service Transition ....................................................................................................... 22
Changes in Service Operation ....................................................................................................... 24
Changes in Continual Service Improvement ................................................................................. 27
ITIL and ISO 20000 .......................................................................................28

How ITIL and ISO 20000 are related............................................................................................ 28
Key ISO 20000 Requirements ........................................................................................................ 28
ISO 20000 Requirements in Relation to ITIL Processes .............................................................. 29
History of ITIL
The Beginnings
ITIL1 was developed at the end of the 1980's by the Central
Computing and Telecommunications Agency (CCTA), a government
agency in Great Britain. The reason for commissioning the CCTA was
a lack of quality of the IT services procured by the British Government, so that a method had to be found to achieve better quality and
simultaneously decrease their costs. The objective was to develop
effective and efficient methods for the provision of IT Services - in
other words a catalogue of best practices for the IT organization,
which today is known as ITIL.
The essence of the methods is to make IT services explicit and
strictly focused on client needs. This is combined with clearly defined
responsibilities for the service provision within the IT organization
and effectively designed IT processes. As a result, the IT organization
concentrates on the services required by the business, rather than
being focused on technologies.
The recommendations thus compiled are very broadly valid. It was
found that the requirements of the businesses and organizations
examined by the CCTA were mostly similar, independent of their size
or industry sector.
A series of books on ITIL has been issued since 1989 by the
Cabinet Office, an administrative body of the Government of Great
Britain which is the successor of the CCTA. ITIL is a registered trade
mark of AXELOS Limited.
Recognition as a Standard
In the past years, ITIL has become the de-facto standard for IT
Service Management. Increasingly, IT managers developed awareness for the service- and customer-driven approach championed by
ITIL, and the ITIL terminology is widely understood and used.
ITIL is a registered trade mark of AXELOS Limited.
-1-
The ITIL philosophy has found its way into a multitude of other
models related to IT Service Management, as for example:
ISO/IEC 20000 (formerly BS 15000): Information Technology Service Management
HP ITSM Reference Model (Hewlett Packard)
IT Process Model (IBM)
Microsoft Operations Framework
New Version in 2007: The ITIL V3 Service

Lifecycle
In 2007 the Cabinet Office published a completely revised version
of ITIL, known as ITIL Version 3 (ITIL V3).
ITIL V3 reflects the experiences gained with the earlier versions
and puts a greater emphasis on creating business value. In comparison to ITIL V2 - which consisted of nine books - it is more
streamlined around a set of five new core publications which
together form the ITIL V3 Service Lifecycle:
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
The rationale for organizing the ITIL books in this way was to
establish a Deming-like Plan-Do-Check-Act cycle focused on continual
improvement.
Overall, ITIL V3 complements the processes known from ITIL V2
with a number of new processes and puts more emphasis on producing value for the business. The underlying principles, however, are
largely unchanged.
The following chapter presents an introduction to the ITIL V3
Service Lifecycle.
-2-
ITIL 2011 Upgrade

Four years after the introduction of ITIL V3 the main guidance has
been updated, taking into account feedback from the user and
training community. The new ITIL 2011 Edition was published at
the end of July 2011.
As the official ITIL Update FAQs state, "ITIL 2011 is an update, not a
new version". No entirely new concepts were added, but the aim of
the update is was to "resolve errors and inconsistencies in the text
and diagrams across the whole suite".
Since ITIL V2 is about to be phased out, there is also a new
naming convention, doing away with the V3 suffix: the latest
edition is referred to as "ITIL 2011" or simply "ITIL", while the term
"ITIL 2007" is used for the first edition of ITIL V3.
Consequently, in this document and throughout the ITIL Process
Map we use the term ITIL to refer to the most recent version of
ITIL.
-3-
The ITIL Service Lifecycle

Processes
outside the
IT Organization
Processes
outside the
IT Organization
Service
Strategy
Service Strategy
+
Service Portfolio
Customer
Agreement
Portfolio
Service Design
Request for Change

(RFC)
+
Customer
Process
Service Design
Package (SDP)
Business Planning
Information
Service Level
Agreement (SLA)
Desired Service
Outcomes
Customer
Process
Service Catalogue
Service
Transition
CMS/ CMDB
+
External
Supplier
Process
Supplier Service
Level Report
Technical/
Administration
Manual
Underpinning
Contract (UC)
Service
Operation
Suggested Service
Improvement
Suggested Process
Improvement
Continual
Service
Improvement
CSI Register
Back to Front Page
The Service Lifecycle is about managing services from their creation to retirement. Each of the five stages is focused on a specific
phase of a services lifecycle:
Service Strategy determines which types of services should be
offered to which customers or markets
Service Design identifies service requirements and devises new
service offerings as well as changes and improvements to existing
ones
Service Transition builds and deploys new or modified services
Service Operation carries out operational tasks
Continual Service Improvement learns from past successes and
failures and continually improves the effectiveness and efficiency
of services and processes.
-4-
External
Supplier
Process
ITIL Main and Sub-Processes

The ITIL Process Map allows exploring the Service Lifecycle
processes in a top-down manner. The example on this page shows
why this is ideal for getting familiar with the ITIL processes:
Overview: IT Service Management (ITIL Service Lifecycle)
Processes
outside the
IT Organization
Processes
outside the
IT Organization
Service
Strategy
Service Strategy
+
Service Portfolio
Customer
Agreement
Portfolio
Service Design
Request for Change

(RFC)
+
Customer
Process
Service Design
Package (SDP)
Business Planning
Information
Service Level
Agreement (SLA)
Desired Service
Outcomes
Customer
Process
Service Catalogue
Service
Transition
CMS/ CMDB
+
External
Supplier
Process
Supplier Service
Level Report
Technical/
Administration
Manual
Underpinning
Contract (UC)
Service
Operation
External
Supplier
Process
Overview: Service Transition

Suggested Service
Improvement
Suggested Process
Improvement
Processes outside the IT

Organization
ITIL Processes outside

Service Transition

Service Transition
IT Service Management

Organization
+
Superior Process
Continual
Service
Improvement
CSI Register
Projected Service
Outage (PSO)
Customer Process
Validation Test
Report
Change Schedule
Change Record
External Supplier
Process
Project Plan (Service

Transition Plan)
Data for Project Plan

Update
Technical/
Administration
Manual
Project Portfolio
Status Report
Validation Test
Report
CMS/ CMDB
Change Evaluation
Service Design
Package (SDP)
Level 0: ITIL
Service Lifecycle
Service Acceptance
Criteria (SAC)
Service Catalogue
Project Portfolio
Status Report
Release and
Deployment
Management
CMS/ CMDB
User Manual
+
Release Record
Validation Test
Report
Technical/
Administration
Manual
Release Policy
Service Design
Purchase Request
Overview: Change Management

CMS/ CMDB
CMS/ CMDB
Service Validation and

Testing
Request for Change
(RFC)
Service Operation
Service Strategy
Development/
Install. QA
Documentation
Application
Development
Development Work
Order
Customer
Agreement Portfolio
+
Change Record
Request for Change

(RFC)
Service Design
Change Evaluation
Report
External Supplier
Process
Support Request
User Manual
Change Schedule
Customer Process
Service Strategy
Change Management
User Manual
Project Mgmt.
(Transition Planning
and Support)
Back to Front Page
Test Model
Validation Test
Report
Definitive Media
Library (DML)
Change Model

Organization

Service Transition
Service Transition
Processes
Service Transition
Processes
+
Change Record
Change Schedule
CMS/ CMDB
Projected Service
Outage (PSO)
Customer Process
Service Transition
CMS Change Policy
Service Asset and

Configuration
Management
CMS/ CMDB
Definitive Media
Library (DML)
External Supplier
Process
User Manual
Change Evaluation
Report
Service Strategy
Project Portfolio
Status Report
CMS/ CMDB
Continual Service
Improvement
Change Proposal
Service Knowledge
Mgmt. System
(SKMS)
+
Request for Change
(RFC)
Service Design
Package (SDP)
Service Design
Service Catalogue
Enterprise
Architecture (EA)
Risk Management
Policy
Request for Change

(RFC)
Back to Front Page
Service Strategy
Suggested Process
Improvement
Knowledge
Management
External Supplier
Process
+
Superior Processes
Continual Service
Improvement
All information originating

from Service Management
processes is input for the
Knowledge Management
process. Displaying all inputs
within this Overview Diagram
is therefore not practicable.

Organization
Customer Process
Technical/
Administration
Manual
Change Request to
CMS Structure
Definitive Media
Library (DML)

Service Transition
Service Operation
Service Operation
Incident Record
Major Incident
Review
Change
Management Policy
Change Record
Change Schedule
Change Evaluation
Report
Change Model
Change Management
Support
RFC Template
CAB Agenda
Template
Change Schedule
Service Design
Change Model
Change Schedule
Assessment of Change
Proposals
Service Operation
Change Proposal
Continual Service
Improvement
Change Evaluation
Report
RFC Logging and

Review
Change Record
Assessment and
Implementation of
Emergency Changes
Change Record
Change Evaluation
Report
Change Record
Change Assessment by
the Change Manager
Change Record
Minor Change
Deployment
Change Evaluation
Report
Change Record
Level 1: ITIL
Core Disciplines
Project Plan (Service

Transition Plan)
Project Portfolio
Status Report
Change Model
Change Schedule
Change Assessment by
the CAB
Change Record
Change Model
Application
Development
Application
Development
Change Scheduling and
Build Authorization
+
Release and
Deployment
Management
Release Policy
Release Record
Validation Test
Report
Change Record
Change Evaluation
Report
Change Record
Change Schedule
Change Deployment
Authorization

Testing
Project Mgmt.
and Support)
Change Evaluation
Report
Change Evaluation
Change Record
Project Mgmt.
and Support)
Continual Service
Improvement
Suggested Process
Improvement
+
Change Schedule
Change Evaluation
Change Record
Change Evaluation
Report
Release and
Deployment
Management
+
Change Model

Testing
Post Implementation
Review and Change
Closure
+
Service Asset and
Configuration
Management
CMS/ CMDB
CMS/ CMDB
Service Asset and

Configuration
Management
+
CMS Change Policy
Knowledge
Management
Level 2: ITIL
Main Processes
Back to Front Page
Knowledge
Management
Process Details: Assessment of Change Proposals
Process Owner
Superior Processes
Change
Management Policy
Change Manager
Change Management
Support
Change Schedule
+
Change Model
Service Asset and
Configuration
Management
CMS/ CMDB
Change Schedule
Assessment of Change
Proposals
+
Service Strategy
Change Proposal
+
Service Catalogue
Service Design
Enterprise
Architecture (EA)
Risk Management
Policy
Change Proposal
Process Objective:
To asses Change Proposals which are
typically submitted for significant
Changes by Service Strategy. The
purpose of assessing Change Proposals
is to identify possible issues prior to the
start of design activities.
Change Management
Support
Service Transition
RFC Logging and

Review
Change Management
Back to Front Page
Resource
Change Manager
Change Proposal to
be assessed.
Check proposal
for completeness
and practicability
Determine
required CAB
members
If required, consult with

the initiator prior to
rejecting the Change
Proposal.
Depending on the
nature of the Change
Proposal to be assessed
by the CAB.
Assess risks
associated with
the Change
Proposal
Assess the
proposed
schedule for
implementation
Assess risks related to

Business processes on
the client side.
Services.
Important parts of the
infrastructure.
If required, consult with
technical experts.
Assess risks related to

Check if there are any
reasons to object to
the proposed
implementation date
(e.g. conflicts with the
existing Change
Schedule).
Schedule CAB
meeting
CAB meetings may be

a mix of formal and
electronic meetings,
depending on the
complexity of the
issues to be discussed.
Circulate
documents for
preparation
Change Proposal
must be rejected
Provide CAB members

in advance with
information, in
particular the Change
Proposal and any
supporting
documents.
State reasons and

document
rejection
Notify Change
Proposal initiator
of rejection
Change Proposal
rejected.
This possibly includes

suggestions on how to
modify the proposed
Change before it can
be re-submitted.
Change Proposal
may be authorized
Document
Change Proposal
authorization
Add the Change

Proposal to the
Change Schedule
Change Proposal
authorized.
Resource
Change Advisory
Board (CAB)
Determine any
required
modifications to
the Change
Proposal
Determine if
Change Proposal
must be escalated
If the assessment leads

to the conclusion that a
higher level of authority
is required to authorize
the proposed Change
(e.g. proposal must be
authorized by IT
Management or the
Business Executive
Board).
Decide if Change
Proposal may be
authorized
Escalation of Change
Proposal not required.
Change Proposal to
be escalated (e.g. to
IT Management).
Get approval from

higher level of
authority
If required, consult also

with the proposal's
initiator.
Level 3: Sub-Processes
The High Level View shows the ITIL Service Lifecycle and its most
important external relationships on one single page
Zooming in by clicking the corresponding process object, the
viewer is presented an overview of the Service Transition process.
This diagram illustrates what Service Transition is about: It
includes all sub-processes with their interrelationships, as well as
all the interfaces to processes outside of Service Transition.
Zooming in once again leads to an overview of Change Management
and finally to a detailed process flow for the Change Assessment by the CAB process, which also includes a complete list of
inputs and outputs, and linked checklists/ document templates.
-5-
ITIL Core Principles

The ITIL Process Map consistently adheres to two important ITIL
principles. Having these in mind will help to understand each processs meaning within the ITIL Service Lifecycle.
Structure of Agreements
The layered structure of ITIL agreements ensures that the IT
organization is aligned with the business needs:
Business
Customer Process
i
IT Service
Management
Required
Service Levels
(agreed within
SLA)
Service Level
Management
Required Service
Levels (agreed
within OLA)
Required Service
Levels
Service Operation
External Service
Supplier
Service Operation
Required Service
Levels (agreed
within UC)
External Supplier
Process
i
Service Level Agreements (SLAs) define the service requirements

from the business perspective
-6-
Operational Level Agreements (OLAs) and Underpinning Contracts

(UCs) make sure those service requirements are matched from
within the IT organization
Triggers for Action

All of an IT organizations activities should be strictly focused on
providing business services as required by the customer. As a consequence, there is only a limited number of events which can trigger
the introduction of a new service or the modification of an existing
one:
Business
New or modified
service required
IT Service
Management
IT Service
Management
Agreed service levels are

not achieved and service
must be improved
Better ways to provide

a service become
available
A new service is required, either because a customer is requesting

it or because Service Portfolio Management decided that a new
service must be created
Service levels which are already agreed cannot be achieved in
this case the service must be redesigned to fulfill the commitments
Better ways to provide a service become available, for example in
the form of new technologies or improved external service offerings the service will be redesigned in such cases to make it more
economical
-7-
How the ITIL Process Map was

created from the ITIL Books
Our decision to create the ITIL Process Map was based on the
insight that books are not ideally suited to describe complex bodies
of knowledge - like ITIL. Hence, the ITIL Process Map takes a different approach to presenting ITIL Best Practice in the form of a
clearly structured and layered Reference Process Model. It provides
overview diagrams to illustrate the ITIL big picture and allows
drilling down into details where necessary.
Differences between a Book and a Process

Model
The latest set of ITIL books contains some 2000 pages of Best
Practice recommendations, while our Reference Process Model
consists of about 20 overview diagrams and some 100 detailed
process flows, plus more than 80 checklists and templates. The ITIL
Process Map is therefore not so much about presenting every single
detail in a different format rather, it depicts the essential contents
in an easily accessible and understandable way.
A Reference Process Model is also subject to stricter rules. By
definition, it must explicitly state which activities are to be carried
out in what order, and what outputs are to be produced for subsequent processes. Redundancies are not allowed any activity
occurs only once within a well-defined process, with clearly assigned
responsibilities for its execution.
Books, in contrast, can get away with being less strict. Statements
like Risk must be analyzed and managed during all stages of Service
Transition are perfectly suitable for books. When developing a process model, however, it must be precisely defined how and when
risks are analyzed and who is responsible for the execution.
In short, creating the ITIL Process Map meant extracting the
essentials from the ITIL books, sorting out redundancies, and translating the text-based content into clear-cut activity flows. This
required a lot of expertise and effort - the present version of the ITIL
Process Map took us about 2 years to develop.
-8-
Where the ITIL Process Map goes beyond the

ITIL Books
While we followed the books as closely as possible, we decided in
some instances to introduce improvements or clarifications which
assign clear responsibilities and make it easier to implement the
processes:
Alignment of Processes: ITIL Books and the ITIL Process Map

Processes as
per the official
ITIL
publications
Processes within
the ITIL Process
Map
ID
Service
Strategy
Service Strategy
Strategy
Management for
IT Services
Strategy
Management for IT
Services
1.1
--
Service Portfolio
Management
Service Portfolio
Management
1.2
--
Financial
Management for
IT Services
Financial
Management for IT
Services
1.3
--
Demand
Management
Demand
Management
1.4
--
Business
Relationship
Management
Business
Relationship
Management
1.5
--
Notes on Differences
-9-

Processes as
per the official
ITIL
publications
Processes within
the ITIL Process
Map
ID
Service Design
Service Design
Design
Coordination
Design Coordination
2.1
ITIL states that the main triggers for Design

Coordination are Requests for Change and the
creation of new projects. There is also the
concept of Change Proposals, which according
to ITIL allow service design activity to begin
once they are authorized.
In this context, the ITIL Process Map takes the
following approach: Design Coordination starts
once Service Portfolio Management has
chartered a new service and obtained approval
for a Change Proposal from Change
Management. A project is initiated at the same
time, and Project Management calls upon the
Design Coordination process for the detailed
planning of the design stage.
Once the Service Design Package is complete,
one or several RFCs are submitted to Change
Management for evaluation and authorization.
Service
Catalogue
Management
Service Catalogue
Management
2.2
--
Service Level
Management
Service Level
Management
2.3
The ITIL books suggest that complaints and

customer satisfaction are managed through
both Service Level Management and Business
Relationship Management. In the ITIL Process
Map, complaints and customer satisfaction are
managed as part of Business Relationship
Management.
Service Reviews are conducted as part of
Continual Service Improvement.
- 10 -

Processes as
per the official
ITIL
publications
Processes within
the ITIL Process
Map
ID
--
Risk Management
2.4
ITIL calls for coordinated risk assessment

exercises, so we assigned clear responsibilities
for managing risks by introducing a specific Risk
Management process. Having a basic Risk
Management process in place will also provide
a good starting point for applying best-practice
Risk Management frameworks like M_o_R (as
recommended in the ITIL books)
Capacity
Management
Capacity
Management
2.5
--
Availability
Management
Availability
Management
2.6
--
IT Service
Continuity
Management
IT Service Continuity
Management
2.7
ITIL provides some guidance on the invocation

of ITSCM plans in Service Design. In Service
Operation, however, it also states that
restoring services is an operational activity.
The ITIL Process Map takes the approach of
dealing with major incidents, including disaster
events and the invocation of ITSCM and
recovery plans, through the Incident
Management processes, especially Handling of
Major Incidents.
Information
Security
Management
Information Security
Management
2.8
Since the ITIL Process Map has a Risk

Management process in place, Risk
Management identifies and assesses all the
risks that would be faced by services, including
information security risks. Our Information
Security Management process addresses the
management of information security risks,
including their mitigation.
- 11 -

Processes as
per the official
ITIL
publications
Processes within
the ITIL Process
Map
ID
--
Compliance
Management
2.9
Compliance is an increasingly important topic

for IT organizations; this called for introducing a
specific Compliance Management process
--
Architecture
Management
2.10
Having a well-defined architecture blueprint in

place is very important for IT organizations; as a
consequence, we defined a specific
Architecture Management process
Supplier
Management
Supplier
Management
2.11
--
Service
Transition
Service Transition
Change
Management
Change
Management
3.1
--
Change
Evaluation
Change Evaluation
3.2
--
Transition
Planning and
Support
Project
Management
and Support)
3.3
The Transition Planning and Support process

was renamed and enhanced to provide a fullfeatured Project Management process; this will
also provide a good starting point for
introducing best-practice Project Management
frameworks like PRINCE2 or PMBOK (as
recommended in the ITIL books)
--
Application
Development and
Customization
3.4
The ITIL books do not cover Application

Development in detail and, as a consequence,
do not provide for this process; a complete
ITIL Process Model, however, must at least
show the interfaces between Application
Development and the other Service
Management processes, so we decided to
introduce a basic Application Development
process.
- 12 -

Processes as
per the official
ITIL
publications
Processes within
the ITIL Process
Map
ID
Release and
Deployment
Management
Release and
Deployment
Management
3.5
--
Service
Validation and
Testing
Service Validation
and Testing
3.6
--
Service Asset and

Configuration
Management
Service Asset and

Configuration
Management
3.7
--
Knowledge
Management
Knowledge
Management
3.7
--
Service
Operation
Service Operation
Event
Management
Event Management
4.1
ITIL allows for the available response options

to be tailored to the needs of specific
organizations.
The ITIL Process Map uses the approach that
Exception Events may trigger the creation of an
Incident Record. If Problems or RFCs need to be
opened in response to an Event, this will be
done by Incident Management while dealing
with the Incident.
- 13 -

Processes as
per the official
ITIL
publications
Processes within
the ITIL Process
Map
ID
Incident
Management
Incident
Management
4.2
ITIL states that Incident Management is about

restoring services as quickly as possible, by
either resolving the underlying causes or
applying a workaround, while Problem
Management is about diagnosing and resolving
the root causes of Incidents. Individual
organizations, however, are given some
freedom regarding the precise rules on when to
invoke Problem Management from Incident
Management.
The ITIL Process Map adopts the following
approach: Incident Management focuses on
restoring services as quickly as possible. If an
Incidents underlying cause can be fixed within
the committed resolution time using a preauthorized minor change, then Incident
Management will make the change to do so.
Otherwise, the Problem Management process
will be invoked.
Request
Fulfilment
Request Fulfilment
4.3
--
Access
Management
Access Management
4.4
--
Problem
Management
Problem
Management
4.5
The ITIL books explain several problem

analysis techniques and highlight in what
situations the various techniques may be
applied. These contents are not reproduced in
the ITIL Process Map.
For further explanations on the ITIL Process
Maps approach to implementing the interface
between Problem and Incident Management,
see the notes above on Incident Management.
- 14 -

Processes as
per the official
ITIL
publications
Processes within
the ITIL Process
Map
ID
(Function: IT
Operations
Control)
IT Operations
Control
4.6
ITIL treats IT Operations Control as a function.

The ITIL Process Map uses an IT Operations
Control process to describe the IT Operations
Control activities which are not covered by any
other ITIL process (see p. 18: Processes vs.
Functions)
(Function:
Facilities
Management)
Facilities
Management
4.7
ITIL treats Facilities Management as a

function. The ITIL Process Map uses a
Facilities Management process to describe
the Facilities Management activities which are
not covered by any other ITIL process. (see p.
18 : Processes vs. Functions)
(Function:
Application
Management)
Application
Management
4.8
ITIL treats Application Management as a

function. The ITIL Process Map uses an
Application Management process to describe
the Application Management activities which
are not covered by any other ITIL process.
Application Management activities embedded
in other processes are shown with the
Application Analyst as the responsible role. As a
result, the RASCI matrix provides an overview
of where Application Management activities
take place (see also p. 18 : Processes vs.
Functions).
- 15 -

Processes as
per the official
ITIL
publications
Processes within
the ITIL Process
Map
ID
(Function:
Technical
Management)
Technical
Management
4.9
ITIL treats Technical Management as a

function. The ITIL Process Map uses a
Technical Management process to describe
the Technical Management activities which are
not covered by any other ITIL process.
Technical Management activities embedded in
other processes are shown with the Technical
Analyst as the responsible role. As a result, the
RASCI matrix provides an overview of where
Technical Management activities take place
(see also p. 18 : Processes vs. Functions).
Continual
Service
Improvement
Continual Service
Improvement
--
Service Review
5.1
--
Process Evaluation
5.2
--
Definition of
Improvement
Initiatives
5.3
--
CSI Monitoring
5.4
CSI is focused on the improvement of two elements of Service Management: Services and
Processes. This focus is not clearly reflected by
the processes suggested in the ITIL books, so
while staying true to the ITIL principles the
ITIL Process Map adopted a different process
structure: Service Review and Process
Evaluation with the aim of finding
improvement potentials, plus Definition of
Improvement Initiatives and CSI Monitoring to
design and monitor specific improvement
activities.
- 16 -

Processes as
per the official
ITIL
publications
Processes within
the ITIL Process
Map
7-Step
Improvement
Process
--
ID
The "Seven-Step Improvement Process"

presented in the ITIL books is in fact the
description of a methodology which can be
universally applied to identify shortcomings in
services and processes and to implement
improvements. The principles it contains are
applied in a number of ITIL processes, most
importantly in Service Design (e.g. in the
Service Level Management, Capacity
Management, and Availability Management
processes). As a result, the "Seven-Step
Improvement Process" cannot be treated as a
standalone ITIL process, and there is no such
process in the ITIL Process Map. The "SevenStep Improvement" principles, however, are
included in a checklist.
- 17 -
Processes vs. Functions

In various parts of the books, ITIL refers to "Functions" rather
than "Processes". For instance, Incident Management is introduced
as a Process and Facilities Management as a Function.
By definition, a "Function" is an organizational entity, typically
characterized by a special area of knowledge or experience. Examples
would be a team operating the SAP environment, a software
development department, or (to name a Function outside of the IT
organization) a Human Resources (HR) department.
"Processes", in contrast, are clusters of activities which produce a
defined outcome, like the Incident Management process. Several
Functions may have a part in a Process (the Service Desk and the SAP
operating team might both have to perform activities within the
Incident Management process).
Much confusion stems from the fact that in the real world there
are often "Functions" and "Processes" with identical names: For
example, the Facilities Management team (a "Function") will perform
a set of facilities-related activities, which as a whole are called the
Facilities Management process.
In a process model like the ITIL Process Map, the challenge is to
represent activities performed by functions as well as information
flows involving functions (for example, inputs provided by
Application Management to other processes). Most process modeling
notations (like BPMN) readily allow to model information flows
between processes, but offer no obvious guidance on how to model
such flows between processes and functions. The ITIL Process Map
therefore implements the ITIL functions as ad-hoc2 processes in
order to be able to show complete information flows to and from
those functions.
As a result, the ITIL Process Map features a Facilities Management process even though, strictly speaking, the ITIL books define
Facilities Management as a function.
As per BPMN, "ad-hoc" processes "do not contain a complete, structured BPMN diagram description from start event to end event [... and] may
also contain data objects and data associations. (Source: Business Process
Model and Notation (BPMN) version 2.0 - Specification, as of January 2011)
- 18 -
The 2007 and 2011 Editions of

ITIL
As explained earlier, ITIL has undergone a review, resulting in the
publication of the ITIL 2011 Edition in July 2011.
How to adapt your Processes to ITIL 2011

The latest set of books contains no entirely new concepts, but the
aim of the update was to "resolve errors and inconsistencies in the
text and diagrams across the whole suite".
Unfortunately there are only summaries of the changes available,
but no detailed information on what exactly was changed where in
the books. Our own experience suggests that, apart from the bigger
changes highlighted in the available summaries, a large number of
improvements and clarifications were made on a smaller scale.
As a result, the best way to adapt to the new 2011 edition is to
obtain the change summaries from the official ITIL web sites, and to
benchmark your existing processes against the latest guidance.
To support you in this task, the following section provides a list of
the changes applied to the ITIL Process Map while adapting it to
ITIL 2011.
- 19 -
Changes to the ITIL Process Map

(2011 Edition)
Changes in Service Strategy
Changes to the ITIL Process Map (2011 Edition): Service Strategy
ITIL Process
Differences with the ITIL Process Map (2007 Edition)
Strategy Management for IT

Services
In the 2007 edition of the ITIL Process Map, strategic

assessments and the development of the service strategy
were performed under Service Portfolio Management. ITIL
2011 has introduced a clearly defined set of strategic
processes, including Service Management for IT Services.
Consequently, the process model has been expanded to
include a process of the same name.
The new role Service Strategy Manager has been
introduced to support the IT Steering Group.
Service Portfolio Management
Following the introduction of the Strategy Management for

IT Services process, Service Portfolio Management has been
re-focused to cover activities associated with managing the
Service Portfolio.
New checklists for Change Proposals, Service Charters and
Service Models have been added.
Financial Management for IT

Services
Demand Management
-/-
The previous edition of the ITIL Process Map treated

Demand Management as part of Capacity Management.
Since the latest guidance includes clarifications on the
differences in scope between Demand and Capacity
Management, a dedicated Demand Management process
has been introduced as part of Service Strategy.
The role Demand Manager has been introduced to
perform the activities in the Demand Management process.
- 20 -
Changes to the ITIL Process Map (2011 Edition): Service Strategy

ITIL Process
Business Relationship
Management
Business Relationship Management has been introduced as a

new process in ITIL 2011, and the process model has been
expanded accordingly.
The role Business Relationship Manager has been
introduced to perform the activities in the Business
Relationship Management process.
The latest guidance places customer satisfaction surveys and
the management of complaints as part of Business
Relationship Management. As a result, the corresponding
processes have been moved from Continual Service
Improvement to Business Relationship Management.
Changes in Service Design

Changes to the ITIL Process Map (2011 Edition): Service Design
ITIL Process
Design Coordination
Design Coordination has been added as a new process, in

line with the latest guidance. Design Coordination is now
responsible for coordinating the design activities carried out
by other Service Design processes.
Service Catalogue Management
The process interfaces have been adapted following the

introduction of the Design Coordination process.
Service Level Management
Service Level Management has been completely redesigned

following the introduction of the Design Coordination
process. Coordinating activities have been removed.
Service Level Management is now mainly responsible for
gathering requirements, as well as monitoring and reporting
with regards to agreed service levels.
- 21 -
Changes to the ITIL Process Map (2011 Edition): Service Design

ITIL Process
Risk Management,
Capacity Management,
Availability Management,
IT Service Continuity Mgmt.,
Information Security Mgmt.,
Compliance Management,
Architecture Management

Supplier Management

The Supplier and Contract Database (SCD) has been renamed
to Supplier and Contract Management Information System
(SCMIS), in line with the terminology used in the latest ITIL
edition.
Changes in Service Transition

Changes to the ITIL Process Map (2011 Edition): Service Transition
ITIL Process
Change Management
The structure of the Change Management process has been

modified to highlight that significant Changes require
authorization at different points in their lifecycle.
New sub-processes have been added to assess Change
Proposals and to implement minor Changes.
Change Management now submits major Changes to the
Change Evaluation process for a formal assessment.
Change Scheduling has been revised so that the detailed
planning of a Change and the corresponding Release is
performed by Release Management.
Change Models have been given a more prominent role in
Change Management, being used not only for Standard
Changes (low-risk Changes on an operational level), but also
for recurring significant Changes.
- 22 -
Changes to the ITIL Process Map (2011 Edition): Service Transition

ITIL Process
Change Evaluation
The Change Evaluation process has been added, following a

clarification in the ITIL books that the purpose of this
process is the evaluation of major Changes.
The Change Evaluation process is called upon by the Change
Management process at various points in a Changes lifecycle
to perform a Change assessment.
Project Management (Transition

Planning and Support)
Project Management has been revised to highlight that its

main responsibility is to coordinate the various service
transition projects and resolve conflicts.
Projects are initiated when Service Portfolio Management
has chartered a new or substantially changed service.
The Project Management process now calls upon other
processes, for instance Design Coordination and Release
Planning to perform planning activities on a detailed level.
Release and Deployment

Management
A dedicated sub-process for Release Planning has been

added, which is called upon from Project Management to
perform the detailed planning of Release build, test and
deployment.
Minor Release Deployment has been removed, as the latest
ITIL guidance specifies that minor Changes are implemented
by Change Management without the involvement of Release
Management.
Additional interfaces to Project Management have been
added to make sure that Project Management is constantly
provided with current planning information
Service Validation and Testing
Additional interfaces to Project Management have been

added to make sure that Project Management is constantly
provided with current planning information.
Service Asset and Configuration

Management
The process interfaces have been updated to reflect the new

structure of the Service Transition processes.
The checklists CMS/ CMDB and DML have been completely
revised to better explain the concept of the Configuration
Model and its use in the context of defining the DML.
- 23 -
Changes in Service Operation

Changes to the ITIL Process Map (2011 Edition): Service Operation
ITIL Process
Event Management
Event Management has been updated to reflect the concept

of 1st Level and 2nd Level Correlation.
The process flows have been updated to reflect the more
detailed guidance in the ITIL books.
Incident Management
Guidance has been improved on how to prioritize an

Incident, including the addition of a new checklist Incident
Prioritization Guideline.
Additional steps have been added to Incident Resolution by
1st Level Support to explain that Incidents should be
matched (if possible) to existing Problems and Known Errors.
Incident Resolution by 1st Level Support and Incident
Resolution by 2nd Level Support have been considerably
expanded to provide clearer guidance on when to invoke
Problem Management from Incident Management. The
emphasis is now on restoring services as quickly as possible,
and to seek the help of Problem Management if the
underlying cause of an Incident cannot be resolved with a
minor Change and/or within the committed resolution time.
Incident Closure and Evaluation now states more clearly that
it is important to check whether there are new Problems,
Workarounds or Known Errors that must be submitted to
Problem Management.
- 24 -

ITIL Process
Request Fulfilment
The Request Fulfilment process has been completely revised

to reflect the latest guidance. Request Fulfilment now
consists of an overview diagram and five sub-process
diagrams, to provide a detailed description of all activities
and decision points.
Request Fulfilment now contains interfaces with Incident
Management (if a Service Request turns out to be an
Incident) and Service Transition (if fulfilling of a Service
Request requires the involvement of Change Management).
A new checklist Service Request Record has been added to
provide a clearer explanation of the information that
describes a Service Request and its life cycle.
A new checklist Service Request Model explains the concept
of Request Models in more detail.
Access Management
An interface between Access Management and Event

Management has been added, to emphasize that (some)
Event filtering and correlation rules should be designed by
Access Management to support the detection of
unauthorized access to services.
A dedicated activity has been added to revoke access rights if
required, to make this point clearer.
It has been made clearer in the Request Fulfilment and
Incident Management processes that the requesters
authorization must be checked.
- 25 -

ITIL Process
Problem Management
A new sub-process Proactive Problem Identification has

been added to emphasize the importance of proactive
Problem Management.
In Problem Categorization and Prioritization, it has been
made clearer that categorization and prioritization should be
harmonized with the approach used in Incident
Management, to facilitate matching between Incidents and
Problems.
The concept of recreating Problems during Problem
Diagnosis and Resolution is now more prominent.
Problem Diagnosis and Resolution has been completely
revised to provide clearer guidance on how this process
cooperates with Incident Management.
Note: The new ITIL books contain an expanded section on
problem analysis techniques and examples for situations where
the various techniques may be applied. Please refer to the
official ITIL publications for more details.
IT Operations Control
IT Operations Management has been renamed to IT

Operations Control, to improve alignment with the ITIL
books.
Facilities Management
IT Facilities Management has been renamed to Facilities

Management, to improve alignment with the ITIL books.
Application Management
A new process Application Management has been added,

showing Application Management key activities.
The Application Analyst role has been added to a number of
processes where Application Management expertise is
required. The RASCI Matrix has been adjusted accordingly.
Technical Management
A new process Technical Management has been added,

showing Technical Management key activities.
The Technical Analyst role has been added to a number of
processes where Technical Management expertise is
required. The RASCI Matrix has been adjusted accordingly.
- 26 -
Changes in Continual Service Improvement

Changes to the ITIL Process Map (2011 Edition): Continual Service Improvement
ITIL Process
Service Review
The previous version of the ITIL Process Map contained a

Service Evaluation process with sub-processes responsible
for dealing with customer surveys, complaints, and service
reviews. Since customer surveys and complaints are now
being dealt with as part of the new Business Relationship
Management process, Service Evaluation has been refocused on service reviews.
Process Evaluation
-/-
Definition of Improvement
Initiatives
The CSI Register has been introduced as a central document

or database where all improvement opportunities and
initiatives are recorded.
CSI Monitoring
The CSI Register has been introduced (see above).
- 27 -
ITIL and ISO 20000

How ITIL and ISO 20000 are related
The basic principles behind ITIL and ISO/IEC 20000:2011
(abbreviated to ISO 20000 in this document) are very much in line.
The key differences are:
ITIL qualifications are available for individuals, whereas ISO
20000 is a certification scheme for organizations.
ITIL is a rather detailed collection of best practices, while ISO
20000 is an international standard that sets out requirements for
service quality management systems in IT organizations.
When organizations say they are compliant to ITIL, very often
this statement is not verifiable; a certification according to the ISO
20000 standard means there has been an objective assessment.
Frequently, a certification according to ISO 20000 is sought after
introducing ITIL, because it allows an IT organization to actually
prove that it is a customer-oriented, efficient and effective supplier
of IT services. A certification can thus be used for marketing purposes, or to gain access to customers and markets which require
their service suppliers to be ISO 20000 certified.
Key ISO 20000 Requirements

ISO 20000 promotes the adoption of an integrated process
approach to effectively deliver managed services to meet the
business and customer requirements.
ISO 20000 does not prescribe that its requirements must be met
by following the ITIL recommendations, so there are many possible
ways to achieve compliance. Introducing ITIL, however, is the most
widely used approach for obtaining an ISO 20000 certificate.
It is also important to prove that IT processes are documented,
actively managed, and continually improved.
The ITIL Process Map supports ISO 20000 initiatives in that it
facilitates the creation of a high-quality process documentation
which is at the center of any certification project.
- 28 -
ISO 20000 Requirements in Relation to

ITIL Processes
ITIL was explicitly written to be aligned with ISO 20000, as the
following table exemplifies: for every section in ISO/IEC 20000:2011,
Part 1 (Mandatory Requirements) there are one or several related
ITIL processes.
ISO/IEC 20000:2011 Sections and related ITIL Processes

ISO 20000 Sections
Related ITIL Processes
Design and Transition of new or

changed Services
5.1
General
n/a
5.2
Plan new or changed Services
Strategy Management for IT Services, Service

Portfolio Management
5.3
Design and development of new or

changed Services
Design Coordination, Service Level

Management and other Service Design
processes
5.4
Transition of new or changed Services
Change Management, Change Evaluation,

Transition Planning and Support, Release and
Deployment Management and other Service
Transition processes
Service Delivery Processes
6.1
6.2
Service Reporting
6.3
Service Continuity and Availability

Management
IT Service Continuity Management, Availability

Management
6.4
Budgeting and Accounting for Services
Financial Management for IT Services
6.5
Capacity Management
Capacity Management, Demand Management
6.6
Information Security Management
Information Security Management
- 29 -
ISO/IEC 20000:2011 Sections and related ITIL Processes

ISO 20000 Sections
Related ITIL Processes
Relationship Processes
7.1
Business Relationship Management
Business Relationship Management
7.2
Supplier Management
Supplier Management
Resolution Processes
8.2
Incident and Service Request

Management
Incident Management, Service Request

Management
8.3
Problem Management
Problem Management
Control Processes
9.1
Configuration Management
Service Asset and Configuration Management
9.2
Change Management
Change Management
9.3
Release and Deployment Management
Release and Deployment Management
- 30 -
IT Process Maps GbR

Dipl.-Ing. Stefan Kempter & Dr. Andrea Kempter
Am Hrnle 7
87459 Pfronten
Germany
Tel. + 49-8363-927396
Fax + 49-8363-927703
info@it-processmaps.com
www.IT-ProcessMaps.com
Member of itSMF
ITIL is a registered trade mark of AXELOS Limited.

All processes and methods in our products were compiled with the greatest of diligence. Despite
this fact, errors may not be ruled-out. IT Process Maps GbR therefore makes no guarantee nor
accepts 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.
- 31 -

Introduction Itil Process Map

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Introduction Itil Process Map

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Introduction

ITIL and the ITIL Process Map

IT Process Maps GbR, 2013

IT Process Maps GbR, 2013

History of ITIL ............................................................................................... 1

The ITIL Service Lifecycle .............................................................................. 4

The 2007 and 2011 Editions of ITIL ..............................................................19

Changes to the ITIL Process Map (2011 Edition) ..........................................20

ITIL and ISO 20000 .......................................................................................28

IT Process Maps GbR, 2013

ITIL is a registered trade mark of AXELOS Limited.

IT Process Maps GbR, 2013

New Version in 2007: The ITIL V3 Service

IT Process Maps GbR, 2013

ITIL 2011 Upgrade

IT Process Maps GbR, 2013

The ITIL Service Lifecycle

The ITIL Service Lifecycle

Request for Change

Back to Front Page

IT Process Maps GbR, 2013

ITIL Main and Sub-Processes

Overview: IT Service Management (ITIL Service Lifecycle)

The ITIL Service Lifecycle

Request for Change

Overview: Service Transition

Processes outside the IT

ITIL Processes outside

ITIL Processes outside

Processes outside the IT

Project Plan (Service

Data for Project Plan

Overview: Change Management

Service Validation and

Request for Change

Back to Front Page

Processes outside the IT

ITIL Processes outside

CMS Change Policy

Service Asset and

Request for Change

Back to Front Page

All information originating

Processes outside the IT

ITIL Processes outside

RFC Logging and

Project Plan (Service

Service Validation and

Service Validation and

Service Asset and

Back to Front Page

Process Details: Assessment of Change Proposals

RFC Logging and

Back to Front Page

If required, consult with

Assess risks related to

Assess risks related to

CAB meetings may be

Provide CAB members

State reasons and

This possibly includes

Add the Change

If the assessment leads

Get approval from