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ITIL has bec ome t he most widely adopted Best Prac tic e framework
for ITSM. The rec ent ITIL V3 refresh has sparked renewed interest but ,
although many are aware of the new version, the majorit y are
unsure as to how, or even if, it will affec t t hem. V3 has prompted IT
organizat ions to look at existing proc esses, ITIL mat urit y and future
strategic plans, inc luding ISO/ IEC 20000 ac c reditat ion. This White
Paper uses the IT Maturity Model to c ompare eac h ITIL version and
ident ify whic h approac h is best suited to individual ITorganizat ions.
Findings of this report indic ate that V3 is not suited to every
organizat ion, but provides elements that c an be used t o drive
improvement s and c an ac t as a benc hmark. The level of ITmat urity
within an organizat ion c an be linked to its predominant foc us,
whet her proc ess or servic e-driven. Thus, V3 should be seen as
evolving from V2, as opposed to replac ing it . The basic V2 proc esses
must be in plac e t o a suffic ient ITmaturity level before the V3
Servic e Lifec yc le Approac h c an be c onsidered. The dec ision t o
embrac e V3 is also dependent on t he overall business strategy,
whic h may not nec essarily t ie in with the V3 mindset.

So, is V3 right for you?

ITIL V2 to V3 – Is it worth it?

Best Practice White Paper
ITIL® V2 to V3 – Is it worth it?

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Executive Summary

This Whit e Pa p e r a i ms t o g i ve yo u a f e w t hing s t o p o nd e r, b ut wil l ho p e f ul ly a nswe r mo re
q ue st i o ns t ha n it c re a t e s.

Wit h t he l a unc h o f t he t hi rd i nc a rna t io n o f ITIL, c o mmo nl y c a lle d V3, we no w ha ve a n i nd ust ry
st a nd a rd ro a d ma p t o t a ke ITSM Be st Pra c t ic e t o t he ne xt le v e l . V3 sho ws a sig nif ic a nt c ha ng e
in e mp ha si s; f ro m IT a s a se rie s o f i nt e rlinke d p ro c e sse s, t o IT b e i ng c o nsid e re d a s a va lue -
a d d i ng se rv ic e , whe t he r t o int e rna l o r e xt e rna l b usi ne ss c ust o me rs.

This Whit e Pa p e r a rg ue s t ha t t he V3 a p p ro a c h wi ll no t b e ri g ht f o r ma ny o rg a ni za t i o ns, no w o r
p o ssi b ly e ve r. It s suit a b i li t y is c lo se ly li nke d t o t he d ire c t i o n o f t he b usine ss a nd IT’ s ro le wit hi n
t his t o a c hie ve t he o rg a ni za t io n’ s st ra t e g ic g o a ls. It s a d o p t io n is a lso c ruc ia ll y re la t e d t o t he
c urre nt IT ma t urit y o f t he o rg a ni za t i o n, t hus i f a b usine ss ha s no t ma t ure d it s p ro c e sse s
suf f ic ie nt ly a nd a t t e mp t s t o i mp le me nt a V3 se rvi c e a p p ro a c h, it wi ll f i nd it c o mp le x a nd
p ro b le ma t ic . Furt he rmo re , it ma y c o nf l ic t wi t h t he c urre nt o rg a ni za t i o na l c ult ure a nd wo rking
p ra c t ic e s, re sul t i ng in muc h o f t he v a l ue o f t he Be st Pra c t ic e a p p ro a c h b e i ng l o st . Ind e e d , it
ma y b e c o me a va lue - d e st ro ying e xe rc ise ra t he r t ha n t he int e nd e d , v a l ue -c re a t i ng e xe rc ise .

Imp o rt a nt l y, ITSM p ra c t it io ne rs sho uld c o nsi d e r if t his is a n e i t he r/ o r sit ua t io n, o r a ro a d ma p t o
mo ve t hro ug h a V2 p ro c e ss-f o c use d a p p ro a c h wit h t he ult i ma t e g o a l o f a c hie v ing a V3
se rv ic e a nd v a l ue - b a se d f o c us. If IT f unc t i o ns a re c le a r o n t he e nd o b je c t ive , mi nd f ul o f t he
b usine ss st ra t e g y, o rg a niza t io na l b e ne f i t s wi ll b e re a li ze d f a st e r a nd a t lo we r c o st , while
mini mi zing t he o rg a ni za t i o na l c ha lle ng e f ro m t he re q uire d c ult ura l mind -shif t .

ITIL i s no t a n e nd i n it se lf b ut a me a ns t o a n e nd . If t he ke y b usine ss d rive r is c o st a nd p ro c e ss
e f f ic ie nc y, t he n it ma y b e a d v isa b le t o f o c us o n i mp ro vi ng i nt e rna l IT p ro c e ss e f f e c t ive ne ss
a nd st a y wit h t he mo re t ra d it i o na l a p p ro a c h ( V2) . Ho we ve r, if se rv ic e q ua lit y a nd a g il it y a re
t he p ri ma ry d rive rs, b usi ne sse s sho uld p e rha p s b e mo re f o c use d o n a V3 mo d e l .

So , is V3 rig ht f o r yo u?
ITIL V2 to V3 – Is it worth it?

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Table of Contents

EXECUTIVE SUMMARY..............................................................................................................2
TABLE OF CONTENTS.................................................................................................................3
INTRODUCTION.........................................................................................................................4
HISTORY OF ITIL®.......................................................................................................................4
ITIL V1.............................................................................................................................................................................4
ITIL V2.............................................................................................................................................................................4
ITIL V3.............................................................................................................................................................................6
BENEFITSOF ADOPTING ITIL...............................................................................................................................................6
V3 SERVICE LIFECYCLE APPROACH....................................................................................................................................6
MATURITY ADOPTION OF ITIL....................................................................................................9
CHAOTIC: ..................................................................................................................................................................... 10
REACTIVE: ..................................................................................................................................................................... 10
PROACTIVE:................................................................................................................................................................... 10
SERVICE: ....................................................................................................................................................................... 10
VALUE:.......................................................................................................................................................................... 10
ITIL V2 VERSUS V3....................................................................................................................11
PROCESSAND SERVICE APPROACHES............................................................................................................................. 11
ITIL V2 OR V3 – WHERE ARE YOU?................................................................................................................................ 11
WHEN ITIL V3 ISWORTH IT.............................................................................................................................................. 12
CONCLUSION .........................................................................................................................13
FURTHER READING ......................................................................................................................................................... 14
ABOUTTHE AUTHOR....................................................................................................................................................... 14














Copyright Notic e
© Copyright Axios Systems 2007. The informat ion, whic h is c ont ained in this doc ument , is t he property of
Axios Syst ems. The c ontents of the doc ument must not be reproduc ed or disc losed wholly or in part or used
for purposes other t han t hat for whic h it is supplied without the prior written permission of Axios Systems.
ITIL® V2 to V3 – Is it worth it?

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Introduction

The p urp o se o f t hi s Whit e Pa p e r i s no t t o
i mp a rt kno wle d g e o f wha t is i nc l ud e d i n
t he ITIL V3 l if e c yc le ; t his c a n b e f o und i n
ma ny o t he r Whit e Pa p e rs a nd we b sit e s.
Inst e a d , t his Whit e Pa p e r is i nt e nd e d t o
t rig g e r d i sc ussi o n a s t o whe t he r yo ur
o rg a ni za t io n is re a d y f o r, o r ind e e d sho ul d ,
ma ke t he le a p f ro m V2 t o V3.

In o rd e r t o und e rst a nd t he re a so ni ng
b e hind ITIL V3, it is i mp o rt a nt t o und e rst a nd
t he hist o ry o f ITIL.

History of ITIL®

Inf o rma t io n Te c hno l o g y Inf ra st ruc t ure
Lib ra ry ( ITIL) e me rg e d f ro m a n a re a wit hi n
t he UK Go ve rnme nt , t he Ce nt ra l Co mp ut e r
a nd Te le c o ms Ag e nc y ( CCTA) wi t h t he
ma i n o b je c t ive s b e i ng t o re d uc e c o st s a nd
inc re a se t he q ua l it y o f IT se rvic e s a nd
sup p o rt ing re so urc e s i n t he p ub li c se c t o r.

I TI L V 1
The f i rst ve rsio n o f t his g uid a nc e c a me
und e r t he g uise o f Go v e rnme nt
Inf ra st ruc t ure Ma na g e me nt Me t ho d
( GITMM) in 1988 wit h t he i nit ia l f o c us o n
Se rvic e Le ve l Ma na g e me nt . La t e r t ha t
ye a r, t he g ui d e l ine s we re e xp a nd e d t o
inc lud e He lp De sk, Co nt ing e nc y Pl a nni ng
a nd Cha ng e Ma na g e me nt a nd , in 1989,
Pro b le m, Co nf ig ura t io n a nd Co st
Ma na g e me nt . So f t wa re Co nt ro l a nd
Dist ri b ut io n, Ca p a c i t y a nd Av a i la b i lit y
Ma na g e me nt we re sub se q ue nt ly
int ro d uc e d i n 1991 a nd 1992.

The up t a ke o f t he se Be st Pra c t i c e
g ui d e l ine s t o o k ro o t i n no n-g o v e rnme nt
o rg a ni za t io ns a nd he nc e t he ‘ Go ve rnme nt ’
la b e l wa s d ro p p e d a nd t he who le se t o f
45+ b o o ks wa s re na me d ‘ ITIL’ .

I TI L V 2
Wit h t he wid e sp re a d a d o p t i o n i n t he 1990s
o f t he se Be st Pra c t ic e g uid e li ne s, t he y
we re re - wo rke d a nd mo d e rni ze d i n 2000
int o 11 b o o ks f o r Ve rsio n 2 ( V2) . No v e mb e r
2000 sa w Se rvic e Sup p o rt p ub l ishe d a nd
t he n in e a rly 2001, Se rvic e De l ive ry wa s
la unc he d . The se t wo ma in b o o ks c o ve re d :

Service Support: Service Delivery:
Servic e Desk
(Func t ion)
Servic e Level
Management
Inc ident
Management
Availability
Management
Problem
Management
Capac ity Management
Change
Management
IT Servic e Continuity
Management
Release
Management
Financ ial Management
for ITServic es
Configurat ion
Management


Ab o ve i s no t t he f ull se t o f V2 b o o ks; t he re
a re ni ne o t he r b o o ks in t he l ib ra ry,
sp e c if ic a l ly:

Other Books within ITIL V2
Int ro d uc t i o n t o ITIL Pl a nni ng t o
Imp le me nt
Se c urit y
Ma na g e me nt
ICT Inf ra st ruc t ure
Ma na g e me nt
Busi ne ss
Pe rsp e c t i ve
Vo l ume 1
Busi ne ss
Pe rsp e c t i ve
Vo l ume 2
Ap p l ic a t i o n
Ma na g e me nt
So f t wa re Asse t
Ma na g e me nt
Sma l l Sc a le
Imp le me nt a t i o ns


Pe o p l e t e nd t o e q ua t e V2 wit h t he t wo
c o re b o o ks, Se rvic e Sup p o rt a nd Se rvic e
De liv e ry, ma i nl y b e c a use t he V2
Fo und a t io n c o urse o nl y c o ve rs t he se t wo
ma i n a re a s. The o t he r b o o ks wit hin t he
lib ra ry t e nd t o b e o ve r-l o o ke d .

ISO/ IEC 20000 wa s t he n i nt ro d uc e d a s t he
f irst wo rld wid e st a nd a rd sp e c if ic a l ly
f o c use d o n IT Se rvic e Ma na g e me nt ( ITSM) .
Pre d o mi na t e l y b a se d o n BS15000, ( no w
ISO/ IEC 20000) t he st a nd a rd d e ve l o p e d b y
t he BSI ( Bri t ish St a nd a rd s Inst i t ut e ) , it wa s
f o und e d o n, a nd e vo lve d f ro m, t he a b o ve
ITIL p rinc ip le s. Thus, it i nc o rp o ra t e d t he
ITIL V2 to V3 – Is it worth it?

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b a sic ITIL p ro c e sse s a nd e vo lve d t he m t o
t he ne xt st a g e .
ITIL V2 to V3 – Is it worth it?

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ITIL V3
A ke y f a i li ng wit h V2 wa s t ha t , a lt ho ug h
d e t a i ls a s t o ho w b e st t o d e l ive r a nd
sup p o rt t he se rvic e s t o t he b usi ne ss we re
g ive n, l it t le a t t e nt io n wa s p a i d t o t he a re a s
o f d e sig ni ng se rvic e s suit a b l e f o r t he
b usine ss a nd c re a t i ng a st ra t e g y a ro und
t his. In a d d it io n, V2 d i d li t t le in t he wa y o f
a ssist ing c o mp a nie s i mp ro v e t he q ua li t y i n
Se rvic e De l ive ry. While i t g a ve t ip s o n
ma na g i ng l e ve l s o f se rvi c e , i t d i d no t g iv e
a d v ic e o n Co nt i nua l Se rvic e Imp ro ve me nt .
Fro m t hi s we c a n se e missing p ie c e s i n t he
f ul l Se rv ic e De l ive ry l if e c yc l e ; f ro m t he
st ra t e g y t o t he d e liv e ry a nd sup p o rt , rig ht
t hro ug h t o t he re t i re me nt o f t ha t se rvic e .

ISO/ IEC 20000 st a rt e d t o inv e st ig a t e t he se
a re a s, b ut in a ve ry p re sc ri p t ive ma nne r. In
2004, t he ITIL V3 Re f re sh Pro g ra m wa s
c o nc e ive d t a king int o c o nsi d e ra t io n b o t h
ITIL a nd ISO/ IEC 20000, a nd a ne w lif e c yc le
a p p ro a c h wa s c re a t e d . Thre e ye a rs o f
wo rk c o nc l ud e d i n Ma y 2007 wit h t he
la unc h o f V3.

Benefits of Adopting ITIL
Whe t he r yo u a re a b usi ne ss c ust o me r, a
se rv ic e p ro vi d e r, a CIO o r CEO, ITIL Se rv ic e
Ma na g e me nt Pra c t ic e s o f f e r b e ne f it s t ha t
d e mo nst ra t e t he i r va lue a nd Re t urn o n
Inv e st me nt ( ROI) . The se a re a p p l ic a b le
re g a rd l e ss o f whic h v e rsio n is b e i ng
f o l lo we d . The re sult s o f a re c e nt surve y b y
Axio s Syst e ms sho w t ha t o ve r o ne -t hi rd o f IT
p ro f e ssio na ls ha v e a l re a d y a d o p t e d t he
ITIL f ra me wo rk, while a no t he r o ne -t hi rd
p l a n t o ro ll-o ut t he f ra me wo rk wit hi n a
ye a r. Re sp o nd e nt s id e nt if i e d b e t t e r
b usine ss se rv ic e f ro m IT, p ro c e ss a l ig nme nt ,
Se rvic e De sk c o nso li d a t i o n a nd a hi g he r
le ve l o f c ust o me r sa t isf a c t io n a s t he ke y
d rive rs f o r t he up t a ke o f ITIL
1
. So me o f t he
wi d e ly p ub lishe d b e ne f it s a re :

Scolobi litv – ITIL c a n b e a d a p t e d f o r a ny
si ze o f o rg a ni za t io n. Si nc e it i s a f ra me wo rk,
ra t he r t ha n a ri g i d se t o f rule s, it c a n b e
t a i lo re d t o suit t he c o nt e xt o f t he i nd ivi d ua l
b usine ss.

1
ISO drives rise in ITIL adoption
Non-Proprietorv Proctice – ITIL is o wne d
b y t he Of f i c e o f Go ve rnme nt Co mme rc e , a
d e p a rt me nt o f t he UK Go v e rnme nt . ITIL
d o e s no t re q ui re a lic e nse t o p ra c t ic e a nd
is ind e p e nd e nt o f a ny so l ut io n o r p la t f o rm.
It is t he re f o re si ng ul a rly f o c use d o n Be st
Pra c t ic e s wit ho ut a hi d d e n c o mme rc ia l
a g e nd a .
ReJuce Costs onJ R0l – ITIL ha s p ro ve n i t s
va l ue i n re d uc ing t he o v e ra l l c o st o f
ma na g i ng se rv ic e s a nd c a n he l p IT
o rg a ni za t io ns d e mo nst ra t e t he i r ROI a nd
me a sura b le v a l ue t o t he b usi ne ss. This
he l p s t o e st a b l ish a c a se f o r ne w o r
c o nt inui ng inve st me nt in IT. A re c e nt
ind ust ry st ud y sho we d t ha t
‘ Be st -in- Cla ss’ o rg a ni za t i o ns, t he ma jo ri t y
o f who m ha ve a d o p t e d ITIL, ha ve re a li ze d
a hig he r ROI t ha n t ho se in t he ‘ Av e ra g e ’
a n ‘ La g g a rd ’ c a t e g o rie s
2
.
lmproveJ 0uolitv – ITIL he lp s i mp ro ve t he
q ua li t y o f IT se rvic e s t hro ug h so und
ma na g e me nt p ra c t ic e s. In t he sa me
re se a rc h, 70% o f Be st -i n- Cl a ss b usine sse s
ha d t he a b il it y t o me a sure e nd -use r
sa t isf a c t i o n a nd 60% se rv ic e d e li ve ry
st a nd a rd s a g a inst SLA p ro v isi o ns
3
.
AliqneJ to StonJorJs – ITIL i s we ll a li g ne d
t o t he ISO/ IEC 20000 st a nd a rd . A re c e nt
surve y c o nd uc t e d b y Axio s Syst e ms sho we d
a c o nsi d e ra b le i nc re a se i n c o mp a nie s t ha t
ha v e a c hie ve d a c c re d i t a t io n a nd a re no w
re a p i ng t he b e ne f it s. In f a c t 89% o f
re sp o nd e nt s sa id ITIL, wit h ISO/ IEC 20000
a c c re d it a t i o n, wa s a ke y e na b li ng t o o l
4
.
0uolificotion – ITIL sup p o rt s t he ITSM
p ro f e ssio na l wit h a li ne o f a c c re d it e d
t ra ining c o urse s.
Seomless Sourcinq Portnersbips –
o ut so urc i ng , o f t e n wit h mul t i p le se rv ic e
p ro vi d e rs is inc re a si ng ly c o mmo n t o d a y.
ITIL i s wid e ly p ra c t ic e d a mo ng se rvi c e
p ro vi d e rs a nd o f f e rs a c o mmo n p ra c t ic e
b a se f o r i mp ro ve d se rvic e c ha in
ma na g e me nt .

2
ITSM: IT Transforms itself into a Service, page 10
3
ITSM: IT Transforms itself into a Service, page 12
4
ISO drives rise in ITIL adoption
ITIL V2 to V3 – Is it worth it?

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V3 Servic e Lifec ycle Approac h
Fig ure 1 sho ws t he ne w V3 Lif e c yc le
Ap p ro a c h t o d e live ring se rv ic e s. The f i ve
st a g e s a re :

Service Stroteqv
• Defines the polic ies and st rat egies to
implement Servic e Management in line
with t he overall business strategy.
Service Besiqn
• Desc ribes how to use t he strategy to
c reate designs and spec ific ations for the
servic e.
Service Tronsition
• Details how to get the spec ific at ion into
the live environment .
Service 0perotions
• Now in the live environment, this stage
defines how to best support t he day-t o-
day running of the servic e throughout it s
life.
Continuol Service lmprovement
• Servic e performanc e is measured at eac h
stage ensuring t hat ITalign and
c ontinually realign to t he needs of t he
business.






























figure 1 V3 Servic e Lifec ycle
Approach



As me nt i o ne d e a rlie r, t he ke y e le me nt s
missing i n p re v io us ve rsi o ns o f ITIL we re t he
st ra t e g y a nd d e si g n e le me nt s o f Se rvi c e
De liv e ry. V2 d e t a i le d t he d e l ive ry o f t he
p ro c e ss e le me nt s a ro und t he sup p o rt a nd
d e l ive ry a sp e c t s e f f e c t i ve l y b ut la c ke d t he
a ssist a nc e in st ra t e g y, d e sig n a nd q ua l it y
o f se rvic e . The p re d o mi na nt f o c us wa s t hus
o n t he c o st a nd e f f ic ie nc y o f IT Se rv ic e
Ma na g e me nt . It t rie d t o o f f e r so me o f t he
missing a sp e c t s i n l a t e r b o o ks b ut t he se
we re se e n a s d isjo int e d a nd no n-c o he sive .
The b a sic p ro c e sse s f ro m V2 ha ve ,
ho we ve r, b e e n c a rrie d t hro ug h t o V3.
Fig ure 2 ( p a g e 7) i ll ust ra t e s ho w t he V2
p ro c e sse s l ie wit hin t he V3 a p p ro a c h.
ITIL® V2 to V3 – Is it worth it?

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figure 2 Existing processes from ITIL V2 mapped to ITIL V3
V3 is no t a re -wri t e b ut a c o mb i na t io n o f a ll
t he ke y a re a s o f V2 wit h t he a d d it io n o f t he
c o nc e p t o f Se rvic e Lif e c yc le , sup p o rt ing a
se rv ic e f ro m i nc e p t i o n t o re t ire me nt . The re
ha s t hus b e e n a shif t i n f o c us f ro m p ro c e ss
e f f ic ie nc y a nd c o st , t o c re a t ing se rv ic e
va l ue a nd i mp ro ving t he q ua li t y o f se rv ic e .
In o rd e r t o a c hie v e t hi s, f ig ure 3 d e t a ils t he
ne w a re a s whic h ha v e b e e n int ro d uc e d in
V3 a nd whe re t he y si t wit hin t he li f e c yc le
st a g e s:



figure 3 New proc esses within ITIL V3 and where they sit
ITIL V2 to V3 – Is it worth it?

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Maturity Adoption of ITIL

IT o rg a ni za t io ns t ha t ha v e i mp le me nt e d ITIL
p ro c e sse s d o so t o v a ryi ng d e g re e s o f
ma t urit y. As p re v io usl y d i sc usse d , V3 ha s
e vo l ve d f ro m V2 a nd ha s i nt ro d uc e d ne w
e le me nt s f o r a mo re se rvic e - o rie nt a t e d
f o c us. The se ne w e le me nt s a re no t re le v a nt
t o e ve ryo ne ho we ve r. As a c o nse q ue nc e
o f t he V3 la unc h, ma ny o rg a ni za t i o ns ha ve
t he re f o re b e e n p o sing t he b e lo w q ue st io n:

Are our p ro c esse s ma t ure enoug h t o
c onsi d er i mp l ement i ng I TI L V3 or shoul d we
f oc us on g et t i ng t he V2 b a si c sup p ort
p ro c e sse s i n p l a c e fi rst a nd t hen wo rry
a b out st ra t e g i es a nd d e si g ni ng servi c e s?

It ma y so und st ra ng e t ha t t he a b o ve
q ue st i o n f o c use s o n i mp le me nt i ng
p ro c e sse s i nt o yo ur o rg a ni za t i o n f irst a nd
o nl y sub se q ue nt ly c o nsid e rs t he st ra t e g y
a nd d e sig n. But t his is t he q ue st io n
o rg a ni za t io ns wil l ha ve t o c o nt e mp la t e if
t he y a re p a rt wa y t hro ug h i mp le me nt i ng
ITIL p ro c e sse s a ro und V2. A l o t o f e f f o rt wil l
ha v e b e e n p ut int o d e sig ni ng t he se
p ro c e sse s a nd t he y sho ul d b e ke p t ! The
p ro c e sse s i mp le me nt e d in V2 wi ll st il l
sup p o rt a n o rg a ni za t i o n’ s d e l ive ra b l e s if i t
mo ve s a c ro ss t o V3.

Ma ny Axi o s Syst e ms c ust o me rs ha ve
i mp le me nt e d t he ma jo rit y o f t he V2 Se rv ic e
Sup p o rt p ro c e sse s p lus Se rv ic e Le ve l
Ma na g e me nt . The y wil l no t ha ve t o t hro w
a wa y t he se p ro c e sse s a nd st a rt a f re sh
usi ng t he ne w V3 p ro c e sse s. In a d d it io n, if
a n IT o rg a niza t io n is, o r i s c o nsi d e ri ng , f o r
inst a nc e , i mp le me nt ing a n IT se rv ic e
c a t a lo g , a kno wle d g e ma na g e me nt
f a c i lit y, o r ut i li zi ng Se rvic e Le ve l Ag re e me nt
( SLA) ma na g e me nt t o o l s e f f e c t ive ly, t he
like li ho o d is t ha t t he b a sic p ro c e sse s a re
a l re a d y in p la c e . Thus, t he IT o rg a ni za t io n’ s
f o c us wi ll ha ve e vo l ve d a nd t he le a p f ro m
V2 t o V3 ma y, c ul t ura ll y a t le a st , no t b e so
g re a t .

Ma ny f i nd it ha rd e no ug h t o d e l ive r t he
sup p o rt p ro c e sse s int o t he i r o rg a ni za t i o ns
d ue t o t he b a rrie rs wit hin, ne ve r mind
c o nsid e ring t he p ro visio n o f va lue a nd
se rv ic e t o t he b usi ne ss. The se a re se e n a s
so me t hi ng whic h wil l c o me muc h l a t e r
a f t e r t he b uil d i ng b l o c ks ha v e b e e n
e mb e d d e d i nt o t he o rg a niza t io n. In
a d d i t io n, f o r ma ny o rg a ni za t i o ns, t he re is
no re q ui re me nt f o r t he m t o e vo lve t o suc h
le ve ls; t he b a sic sup p o rt p ro c e sse s a re
suf f ic ie nt f o r t he i r ne e d s.
figure 4 ITProcess Maturity Model
5


5
Gartner Poll Suggests IT Management Processes aren’t Maturing, page 2
ITIL® V2 to V3 – Is it worth it?

Page 10 of 10


Fig ure 4 ( p a g e 8) sho ws t he 5 d i f f e re nt
o rg a ni za t io na l IT ma t urit y le v e ls f ro m Le ve l
0 ( Cha o t ic ) t o Le ve l 4 ( Va lue ) . It i s a g o o d
ind ic a t o r a s t o wha t p ro c e sse s a nd
f unc t io ns a re t yp ic a ll y in p l a c e f o r e a c h
le ve l o f IT ma t urit y.

The d i a g ra m re p re se nt s t he a b il it y o f a n
o rg a ni za t io n t o p e rf o rm in a st ruc t ure d a nd
re p e a t a b le ma nne r. The hig he r t he
ma t urit y, t he mo re e f f e c t ive a nd e f f ic ie nt
a n IT o rg a niza t io n wi ll b e c o me .

Chaotic:
Org a ni za t io ns o f t e n st rug g le t o c o nt ro l t he
wo rk b e ing c a rri e d o ut . The y ha v e lit t le
d o c ume nt e d a nd use d i f f e re nt , o r ve ry
f e w, t o o ls t o a ssist . Usua ll y run o n a n a d -
ho c b a sis wit h lit t le st ruc t ure o r p l a nni ng ,
t he y a re se e n a s ve ry re a c t ive . Cust o me rs
t e nd t o b e una wa re o f who m t o c a ll f o r
sup p o rt a nd usua l ly t ry t o re c t if y issue s
t he mse lv e s a nd f a i l. He nc e le ve ls o f
c ust o me r sa t isf a c t io n a re ne g lig ib le . Fe w
b usine sse s t o d a y c a n a f f o rd t o o p e ra t e t hi s
wa y.

Reactive:
The re is usua ll y a Se rvic e De sk in p la c e wit h
t e c hno l o g y b e i ng use d a s a n e na b le r. The
b e g i nning s o f a CMDB wi ll ha v e b e e n
i mp le me nt e d , p o t e nt ia ll y wit h a n a ut o -
d isc o ve ry t o o l t o he lp p o p ul a t e i t . Al e rt ing
t o o l s ma y a l so b e in e xist e nc e t o c re a t e
inc i d e nt s a nd me a sure d o wnt i me . Ac t iv it ie s
a re st i ll re a c t ive a nd c ust o me rs ma y ha ve
t o c ha se b e f o re t he y g e t a n issue re so lve d .
This wil l so me t i me s re sult i n t he m b yp a ssi ng
t he Se rvic e De sk t o a t e c hnic i a n who wil l
lo g a re t ro sp e c t ive c ha ng e re c o rd .
Pre d o mi na t e l y Sma ll t o Me d ium- si ze d
b usine sse s ( SMBs) a re i n t hi s c a t e g o ry a nd ,
a c c o rd ing t o Ga rt ne r re se a rc h
6
, t he
ma j o rit y o f o rg a ni za t i o ns, c urre nt l y o p e ra t e
in t his wa y.

Proac tive:
The t o o ls use d a re mo re d e f ine d wit h a
c ust o me r-f o c use d ro le . The Se rvic e De sk is
e st a b l ishe d a nd re c o g ni ze d a s t he ma in

6
Gartner Poll Suggests IT Management Processes aren’t
Maturing, page 3
c o nt a c t p o i nt f o r IT-re l a t e d issue s a nd
re q ue st s. Pro c e sse s a re in p la c e a nd
f o l lo we d t he ma j o rit y o f t he t i me . Ho we v e r
und e r d ure ss, t he y c a n st il l b e
c irc umve nt e d . Pro b le m Ma na g e me nt ha s
usua l ly b e e n i mp le me nt e d a nd t re nd
a na l ysi s o n t he inc i d e nt s c a rrie d o ut . Onc e
t he und e rlyi ng c a use is f o und , it is p a sse d
t o Cha ng e Ma na g e me nt t o a na lyze , a sse ss
t he i mp a c t , a ut ho ri ze a nd sc he d ule t he f ix.
Sp e c if ic le v e ls o f se rvic e ha v e b e e n
a g re e d wi t h t he c ust o me rs b ut p e rha p s no t
a l wa ys me t . Re se a rc h ha s sho wn t his i s t he
se c o nd mo st p o p ul a r l e ve l
7
, ma i nly
p o p ul a t e d b y e nt e rp rise - si ze d
o rg a ni za t io ns.

Service:
The f o c us ha s mo ve d t o p l a nni ng a nd
inve st i ng t i me in wo rki ng wit h t he b usine ss
t o d e sig n se rvic e s a ro und it s ne e d s.
Pl a nni ng t he f ut ure c a p a c i t y f o r t he se
se rv ic e s, e st a b li shing wha t a va il a b il it y i s
re q ui re d a nd e nsuri ng suf f i c ie nt b ud g e t s
a re in p la c e a re a l so c o nsid e ra t i o ns. Ot he r
a c t i vit ie s i nc l ud e t he mo nit o ri ng a nd
me a suring o f t he se rv ic e le ve l p ro vi d e d
a nd a c t ing up o n a re a s o f p o o r
p e rf o rma nc e . So me e nt e rp ri se s ha ve
a d o p t e d c e rt a i n a sp e c t s o f t his le v e l , b ut
ve ry f e w ha v e a c hie v e d t he m a ll .

Value:
IT i s no w se e n a s a st ra t e g ic p a rt o f t he
o rg a ni za t io n wit h t rue b usi ne ss/ IT
int e g ra t i o n. It ha s t hus b e e n t ie d i nt o t he
b usine ss st ra t e g y a nd se rvi c e s a re b e ing
b ui lt a ro und wha t t he b usine ss re q ui re s. All
t he p ro c e sse s a re no w i mp l e me nt e d a nd
int e g ra t e d wit h p l a ns in p la c e t o b ui ld , t e st
a nd ma na g e se rvic e s t hro ug ho ut t he i r
o p e ra t io na l l if e unt i l re t i re me nt . The f o c us
is no t p ure ly o n ma na g ing t he c urre nt
le ve ls o f se rv ic e , b ut c o nst a nt l y lo o ki ng t o
inc re a se t he m.
Ag a i n ve ry f e w o rg a ni za t i o ns c a n c l a i m t o
ha v e f ul ly a c hie ve d t his le ve l .

7
Gartner Poll Suggests IT Management Processes aren’t
Maturing, page 3
ITIL® V2 to V3 – Is it worth it?

Page 11 of 11

ITIL V2 versus V3
Process and Service Approac hes


figure 5 ITProcess Maturity Model with Foc us
As i s d i sp la ye d in f ig ure 5, t he re is a na t ura l
f it o n t he ma t uri t y sc a le f ro m t he V2 p ro c e ss
wo rl d t o t he V3 se rv ic e wo rld . The ke y
d if f e re nc e sli d i ng up t he l e ve ls is t ha t IT is
ini t i a l ly vi e we d a s a c o st c e nt e r t o b e
ma na g e d d o wn. On mo vi ng t hro ug h t he
le ve ls ho we ve r, IT i s re g a rd e d a s a ma t ure
se rv ic e a nd / o r a v irt ua l/ a c t ua l p ro f i t
c e nt e r. The a b il it y t o a c c ura t e ly me a sure
a sp e c t s o f se rvic e , suc h a s e nd -use r
sa t isf a c t i o n a nd me e t ing SLA t a rg e t s, wil l a t
t his p o int b e c o me t he ke y f o c us in o rd e r t o
i mp ro v e se rvic e q ua l it y.

Co mp a nie s c a n f i nd t he mse l ve s i n e it he r
c a mp d e p e nd e nt o n t he i r le ve l o f ma t urit y
a nd o rg a ni za t i o na l re q ui re me nt s. So me a re
st il l i mp le me nt i ng t he und e rlying sup p o rt
a nd d e liv e ry se rvic e s o f V2, whe re a s so me
ha v e mo ve d o n f ro m t ha t a nd a re st rivi ng
f o r se rv ic e e xc e lle nc e . Ho we ve r, i t ma y no t
b e t he o rg a ni za t io n’ s int e nt t o mo v e t o
suc h a se rvic e f o c us – p e rha p s d ue t o t he
o rg a ni za t io na l c ul t ure o r re q uire me nt s o f IT.
Ma ny wil l b e c o nt e nt t o re ma i n in t he
o p e ra t io na l p ro c e ssing a re a o f t he ma t urit y
sc a l e a nd ma yb e o ve r t i me lo o k a t
i mp ro v ing t ho se p ro c e sse s.

ITIL V2 or V3 – Where are you?
Org a ni za t io ns ha ve v a ryi ng d e g re e s o f
re q ui re me nt s f ro m t he ir IT d e p a rt me nt a nd
a re a t va ri o us le ve ls o f ITIL a d o p t io n. The
f o l lo wi ng d e t a ils sa mp le q ue st i o ns t ha t
Axio s c ust o me rs ha ve b e e n a ski ng a nd
whe n V3 ma y b e c o nsi d e re d :

l´ ve iust storteJ Jown tbe v2 rooJ. sboulJ l
stop onJ stort to oJopt vS insteoJ?
V2 p ro c e sse s a re st il l va li d a nd c a n b e
c a rri e d a c ro ss t o V3. V2 se t s t he
f o und a t io ns t ha t ne e d t o b e i n p l a c e
b e f o re ISO/ IEC 20000 a c c re d it a t i o n a nd t he
ITIL V2 to V3 – Is it worth it?

Page 12 of 12

V3 Lif e c yc le Ap p ro a c h c a n b e c o nsi d e re d .
Ma ny o rg a ni za t io ns f e e l t ha t t he p ro c e sse s
a l re a d y p ut in p la c e wit h V2 a re suf f ic i e nt
f o r c urre nt / f ut ure re q ui re me nt s a nd ha ve
no i nt e nt i o n o f e mb ra c ing V3 a t p re se nt , if
a t a ll .

lsn´ t tbere so mucb more to vS?
V3 is no t a c o mp l e t e re -wri t e , mo re o f a n
e f f e c t ive re - o rg a ni za t i o n o f t he o ld b o o ks
wit h t he a d d it i o n o f ne w a re a s t o b ri ng t he
g ui d e l ine s in li ne wit h c urre nt ind ust ry
t re nd s. If yo u ha ve a c hie ve d , o r a re
wo rki ng t o wa rd s, ISO/ IEC 20000
a c c re d it a t i o n, t he l ike li ho o d is t ha t yo u will
a l re a d y b e f o ll o wing ma ny e le me nt s o f V3,
so t he a d d i t io na l i nve st me nt t o f ull y
e mb ra c e t hi s a p p ro a c h i s no t so d a unt i ng .

SboulJ l tronsition to vS?
ITIL i s a se t o f Be st Pra c t ic e
re c o mme nd a t i o ns t o a d o p t a nd a d a p t a s i s
re q ui re d f o r yo ur sp e c if ic c o mp a ny. Thus,
o rg a ni za t io ns c a n st ill f o c us o n t he a re a s
whic h a re o f ma in c o nc e rn t o t he m. Thi s is
wha t d if f e re nt ia t e s t he g ui d e l ine s f ro m a n
int e rna t io na l st a nd a rd suc h a s ISO/ IEC
20000 whe re e ve ryt hing must b e
i mp le me nt e d i n o rd e r t o b e re c o g nize d . If
t he re is a re q ui re me nt in yo ur sp e c if ic
o rg a ni za t io n t o mo ve t o a se rv ic e -c e nt ric ,
lif e c yc l e a p p ro a c h a nd t he re le va nt b a si c
p ro c e sse s a re suf f ic ie nt l y e st a b lishe d , t he n
V3 wi ll p ro vi d e yo u wit h t he g ui d e l ine s a nd
e xa mp le s o f ho w b e st t o a l ig n yo ur IT
o rg a ni za t io n wit h t he b usi ne ss. Fo r o t he r
o rg a ni za t io ns, V3 wil l p ro v id e e le me nt s
whic h c a n he l p d rive i mp ro ve me nt s i n yo ur
ITSM d e liv e ry.

Will tbe tools be lTll vS compliont?
Te c hnic a ll y no t o o l is ITIL V3, V2 o r ind e e d
V1 ‘ c o mp li a nt ’ . A p ro d uc t c a nno t b e
c o mp li a nt t o a se t o f Be st Pra c t i c e
re c o mme nd a t i o ns. Go o d t o o ls a re b ui lt
a ro und wha t t he se re c o mme nd a t i o ns a sk
f o r a nd wha t t he ir c ust o me r b a se d e si re s.
To o ls b uilt a ro und ITIL p ri nc i p l e s e na b le
o rg a ni za t io ns t o e st a b l ish t he ir se le c t e d
p ro c e sse s a s a nd whe n re q uire d .
Are we reoJv for lTll vS?
Ma ny o rg a ni za t io ns c o nsi d e r t he mse l ve s t o
b e ITIL e xp e rt s. Ho we ve r, o n d e e p e r
inve st i g a t io n, t he y a re st i ll d e ve lo p ing t he
b a sic sup p o rt p ro c e sse s i n c o nj unc t io n wit h
e le me nt s o f Se rv ic e Le v e l a nd Co nt inuit y
Ma na g e me nt . Pro c e sse s suc h a s Ava il a b il it y
a nd Fi na nc i a l Ma na g e me nt ha ve st ill no t
b e e n c o nsi d e re d o r ma y no t b e a p p lic a b le .
Ce rt a i n p rinc i p le s o f t he V3 Lif e c yc le
Ap p ro a c h ma y b e p ra c t ic e d a l re a d y a nd
sinc e it is a se t o f Be st Pra c t ic e g ui d e l ine s,
yo u a re a b le t o p ic k a nd c ho o se t he
e le me nt s whic h a re a p p l ic a b l e t o yo u.

When ITIL V3 is worth it
Si nc e t he int ro d uc t io n o f V2, t he
e nvi ro nme nt i n g e ne ra l ha s e v o lv e d . Whe n
V2 wa s l a unc he d , issue s suc h a s
o ut so urc i ng , o f f -sho ring a nd t he c a p a b il it y
o f t he i nt e rne t we re no t c o nsid e ra t i o ns. V3
t a ke s a l l o f t he a b o ve i nt o a c c o unt i n wha t
is no w a mo re c o mp le x e nvi ro nme nt a nd
p ro vi d e s a ssist a nc e o n ho w t o inc o rp o ra t e
t he se f a c t o rs int o t he st ra t e g y.

Inc re a si ng l y i n ma ny b usi ne sse s, IT is no
lo ng e r se e n a s j ust a c o st c e nt e r, b ut a n
int e g ra l c o mp o ne nt o f t he b usi ne ss a nd is
mo vi ng f ro m b a c k o f f ic e t o f ro nt o f ho use .
Whe re V2 f o c use d o n se p a ra t e p ro c e ss
sil o s, V3 lo o ks a t t he b ig g e r p ic t ure a nd
inc re a si ng t he q ua l it y o f se rvic e p ro vi d e d .
Si nc e IT p la ys suc h a v it a l ro le wi t hi n t he
o rg a ni za t io n, a b e t t e r und e rst a nd i ng o f t he
b usine ss is re q ui re d t o sup p o rt t he c ha ng ing
ne e d s f ro m t he st a rt . V3 p ro vi d e s g ui d a nc e
o n c urre nt IT p ra c t ic e s suc h a s t o ho w t o
inc re a se i nt e g ra t i o n a nd a l ig nme nt
b e t we e n IT a nd b usine ss st ra t e g ie s so t ha t IT
sup p o rt s t he d ire c t i o n t he b usi ne ss is
he a d i ng .

Wit h a n i nc re a se d f o c us o n a t t a ining t he
ITSM ind ust ry st a nd a rd ISO/ IEC 20000, V3
c a n p ro vi d e t he t o o ls t o a c hie ve
a c c re d it a t i o n a s t he mind se t re q ui re d f o r
b o t h a re c lo se l y a lig ne d .

Re c e nt re se a rc h ha s sho wn t ha t ‘ Be st - in-
Cl a ss’ o rg a ni za t io ns, whic h t e nd t o b e a t
t he hig h e nd o f t he IT ma t uri t y sc a le ,
a c hie ve 86% o f t he i r SLA g o a ls, whic h is
139% b e t t e r t ha n t he o t he r o rg a ni za t io ns
q ue st i o ne d . In a d d i t io n, t he y e xp e rie nc e
83% e f f ic ie nc y f o r IT p ro c e sse s, 112% b e t t e r
ITIL V2 to V3 – Is it worth it?

Page 13 of 13

t ha n t he o t he rs
8
. The V3 Se rv ic e Li f e c yc le
Ap p ro a c h p ro vi d e s t he g uid e li ne s f ro m
whic h t he se st a t ist ic s c a n b e wo rke d
t o wa rd s. It a l so he lp s t he IT o rg a ni za t io n t o
e st a b l ish it se lf a s a va lue - a d d ing e nt i t y,
ra t he r t ha n a c o st c e nt e r.

Curre nt l y, o ne o f t he ke y p re ssure s f o r IT
o rg a ni za t io ns is sa t isf yi ng c ust o me r
e xp e c t a t io ns a nd t hus a c hie v ing b e t t e r
b usine ss se rv ic e f ro m IT. In o rd e r t o a c hie ve
t his, ma ny IT o rg a ni za t i o ns i d e nt if y
inc re a si ng a lig nme nt b e t we e n IT a nd t he
b usine ss a s t he p re d o mi na nt me a ns t o
inc re a se c ust o me r sa t i sf a c t i o n. Thi s a g a i n
t ie s i n wit h t he V3 se rv ic e mi nd se t .

Fina l ly, i n o rd e r t o a d o p t a V3 a p p ro a c h,
t he re is a re q ui re me nt f o r b uy- in f ro m a l l
p a rt i e s c o nc e rne d , inc lud i ng se ni o r
ma na g e me nt whic h ha s hist o ric a l ly b e e n a
re c o g ni ze d b a rrie r t o p ro c e ss ma t urit y. Thus,
t he re is d i re c t c o rre l a t i o n b e t we e n t he
ma t urit y o f t he o rg a niza t io n’ s c ult ura l
ma t urit y a nd t ha t o f t he a sso c ia t e d
p ro c e sse s. If a ll p a rt i e s ha ve f ull y e mb ra c e d
t he c o nc e p t o f i mp ro v ing se rv ic e q ua lit y,
V3 p ro v id e s t he t o o l s f ro m whic h t o a c hi e ve
t his.

Conclusion

During t he 20 ye a rs o f p ra c t ic e , ITIL ha s
e st a b l ishe d it se lf a s t he wo rl d ’ s mo st wi d e ly
re c o g ni ze d a nd a d o p t e d f ra me wo rk f o r IT
Se rvic e Ma na g e me nt . It ha s g ro wn f ro m a
c o t t a g e ind ust ry i n t he 1980s t o no w ha vi ng
a g lo b a l inf l ue nc e . Ov e r t hi s t i me , t he ma ny
b e ne f it s o f ITIL ha ve b e c o me wi d e ly kno wn
a nd c o nt i nue t o g ro w a s t he c o mmuni t y o f
p ra c t ic e ma t ure s.

Wit h e a c h ITIL re f re sh, ne w e le me nt s ha ve
b e e n int ro d uc e d t o b e t t e r re f le c t a nd a ssist
in f o ll o wing ITSM Be st Pra c t ic e s. ITIL V2
p ro vi d e d g uid a nc e o n t he b a sic p ro c e sse s
re q ui re d f o r ITSM a nd se t t he f o und a t io ns
f o r a c hie vi ng ISO/ IEC 20000 a c c re d it a t i o n.
Onl y o nc e t he b a sic V2 p ro c e sse s a re in
p l a c e a nd a re o f a suf f ic ie nt IT ma t urit y
le ve l, c a n t he V3 se rvic e -c e nt ric li f e c yc le
a p p ro a c h b e f ul ly e mb ra c e d . Ge ne ra l ly IT

8
ITSM: IT Transforms itself into a Service, page 2, 5, 9
o rg a ni za t io ns t ha t a re i n IT ma t urit y le ve ls 0-
2 a re p re d o mi na t e l y f o c use d o n
e st a b l ishi ng t he b a sic p ro c e sse s. It is o nl y
f o r t he f e w who ha ve ma na g e d t o a c hi e ve
le ve ls 3 a nd 4 t ha t a re p e rha p s re a d y t o
e mb ra c e V3. V3 is a n e vo lut io n o f V2, ra t he r
t ha n a re p la c e me nt a nd b o t h v e rsio ns c a n
ha p p il y c o -e xi st . V3 ma y no t ho we v e r b e
suit e d t o e ve ry o rg a ni za t i o n a nd t he
d e c i si o n a s t o whe t he r t o a d o p t t his
a p p ro a c h wil l b e d e p e nd e nt o n t he o ve ra ll
b usine ss st ra t e g y, whic h ma y no t
ne c e ssa ri ly t ie -i n wit h t he V3 mi nd se t .
Re g a rd le ss o f t his, V3 c a n a c t a s a
b e nc hma rk a nd p ro v id e s e le me nt s t o he l p
d rive ITSM i mp ro ve me nt s i n a ll
o rg a ni za t io ns.
ITIL V2 to V3 – Is it worth it?

Page 14 of 14

Furt he r Re a d i ng

Thro ug ho ut t hi s Whit e Pa p e r, a numb e r o f
re se a rc h p a p e rs ha ve b e e n re f e re nc e d .
The se a re d e t a il e d b e l o w a lo ng wit h
c o mp le me nt a ry d o c ume nt a t i o n o n t his
t o p ic :
• V2 v ersus V3 We b i na r. Available on t he
Axios Syst ems website, November 2007.
• Po c k e t Gui d e t o V3. Can be requested
through the Axios Systems website,
November 2007.
• ITSM: I T Tra nsfo rms I t sel f i nt o a Se rvi c e
Aberdeen Group Researc h, August 2007.
Available to download, along wit h a
c omplement ary onDemand Webinar on the
Axios Syst ems website. (Researc h surveyed
300 organizations. 29% of respondents were
from large enterprises, 25% from mid-sized
enterprises and 46% from small businesses of
$100 million or less. Of this 20% were
c ategorized ‘ Best-in-Class‘ , 50% ‘ Indust ry
Average’ and 30% ‘ Laggards’ .)
• Ga rt ner Pol l Sug g e st s I T Ma na g ement
Proc e sses Are n’ t Ma t uri ng . Garter
Researc h, April 2005.
• UK l e a d s t he wa y i n I TIL a d op t i on. Axios
Systems, Oc tober 2007. Available on the
Axios Syst ems website.
• I SO d ri v es ri se i n ITIL a d o p t i on. Axios
Systems, August 2007. Available on the Axios
Systems website. (The researc h was
c onduc ted by Axios Systems at a leading
ITSM event and was based on t he responses
of IT Direc tors/ Coos and Help Desk
Managers at leading European and
International organizations ac ross a variet y
of industries inc luding energy and utilities,
healt hc are, manufac turing, financ ials
servic es, high-tec h, retail and government .)
• Re p ort on t he I TSM a nd Hel p Desk
Cha l l e ng es f or 2007 Axios Systems,
Dec ember 2006. Available on t he Axios
Systems website.
• ITI L V3: The Fut ure i s Here Whi t e Pa p e r,
by Sharon Taylor, Chief Arc hitec t of ITIL V3.
Axios Syst ems, May 2007. A Webinar by
Sharon Taylor is also available onDemand.
Both are available for download from t he
Axios Syst ems website.
About the Author

Da le Bro wn ha s wo rke d i n t he IT i nd ust ry f o r
t he l a st 16 ye a rs, st a rt ing in t he p ub l ic
se c t o r in a He lp De sk sup p o rt e nvi ro nme nt
a nd t he n o nt o d e l ive ri ng ITIL p ro je c t s. Ove r
t he l a st 9 ye a rs, Da l e ha s d e liv e re d IT
Se rvic e Ma na g e me nt p ro je c t s a c ro ss t he
UK, Euro p e , No rt h Ame ric a a nd t he Mid d l e
Ea st , ma i nl y f o r la rg e mult ina t i o na l
o rg a ni za t io ns. He i s a c e rt if ie d Se rv ic e
Ma na g e r a nd ISO/ IEC 20000 q ua lif ie d
c o nsult a nt a nd he a d s a t e a m o f e xp e rt s
d e l ive ri ng c ust o mi ze d ITSM Be st Pra c t ic e
so l ut i o ns f o r o rg a ni za t io ns o f a ny si ze .
ITIL V2 to V3 – Is it worth it?

Page 15 of 15

About Axios Systems

Axio s Syst e ms is a le a d i ng p ro v id e r o f
Be st Pra c t ic e b a se d c o nso l id a t e d IT
Se rvic e Ma na g e me nt ( ITSM) so l ut i o ns.
The c o mp a ny’ s c ust o me r-c e nt ric
a p p ro a c h c o mb i ne d wit h i t s a wa rd -
wi nning e nt e rp rise so lut io ns e na b le s
c ust o me rs wo rld wid e t o a l ig n t he ir
Se rvic e a nd Sup p o rt o rg a ni za t io ns wit h
t he o ve ra l l g o a ls o f t he b usi ne ss.

Be ne f it i ng f ro m ne a rl y 20 ye a rs o f
d e ve lo p me nt a nd i nve st me nt a ro und
Be st Pra c t ic e p rinc ip le s, Axi o s Syst e ms’
c o re so l ut i o n, a ssy st , i nt uit i ve l y st e e rs
use rs t hro ug h a l l IT Inf ra st ruc t ure Lib ra ry
( ITIL) p ro c e sse s. Axi o s Syst e ms’ Be st
Pra c t ic e Div isio n wo rks wi t h c ust o me rs t o
e nsure IT Se rvi c e Ma na g e me nt suc c e ss.
The d i visio n p ro v id e s a wi d e ra ng e o f
c o nsult ing , p ro je c t ma na g e me nt a nd
t ra ining se rvic e s t o he lp ma xi mi ze
inve st me nt .

The c o mp a ny’ s c o mmit me nt t o Be st
Pra c t ic e is f urt he r d e mo nst ra t e d t hro ug h
b e i ng f i rst i n t he wo rld t o a c hie ve
BS15000 ( no w ISO/ IEC 20000)
c e rt if ic a t io n, t he int e rna t i o na l st a nd a rd
f o r ITSM.

Axio s Syst e ms is he a d q ua rt e re d in t he
UK, wit h o f f ic e s a c ro ss t he Ame ric a s,
Euro p e , Mi d d le Ea st a nd Asia - Pa c i f ic .
www.axiossystems.c om