443sa Group6 Itil

SOFTWARE PROCESS & QUALITY MANAGEMENT
GROUP PROJECT
ITIL – Information Technology Infrastructure Library

The final version
Date: July - 26 - 2021
Instructor: Huy Truong Dinh
Document Create by: Mai Le Duan
Team members :
❖ Mai Le Duan
❖ Hoang Nghia Khue
❖ Phan Minh Phu
❖ Vo Thi Tu
❖ Duong Hien Tuong
International School, Duy Tan University

1 SOFTWARE PROCESS & QUALITY MANAGEMENT– Group Project
PROJECT INFORMATION
Project Title ITIL – Information Technology Infrastructure Library
Start Date 07/12/2021 End Date 07/26/2021
Lead Institution International School, Duy Tan University
Truong Dinh Huy, Msc

Instructor Email: huy.truongdinh@gmail.com
Phone: 0982.132.352
Team Leader Mai Le Duan maileduan24899@gmail.com 0385338303
Hoang Nghia Khue hoangnghiakhue@gmail.com 0793618988
Phan Minh Phu phu1237@gmail.com 0349853202

Team Members
Vo Thi Tu vothitu1001@gmail.com 0359241015
Duong Hien Tuong hientuong4321@gmail.com 0702075630
DOCUMENT NAME
Document Title ITIL – Information Technology Infrastructure Library
Author(s) Group 6
Class CMU - CS 443 SA
Date July - 26 - 2021 File name: 443SA_Group6_ITIL.pdf

REVISION HISTORY AND WORK DISTRIBUTION

Version Person Date Description
1.0 All members 07 – 18 – 2021 Complete Introduction
1.1 All members 07 – 22 – 2021 Process overview, detail description
1.2 All members 07 – 26 – 2021 Complete all contents
DOCUMENT APPROVAL
The following signatures are required for approval of this document
Signature:
Mentor Truong Dinh Huy
Date:
Date Duan
Team Leader Mai Le Duan
Signature 07 – 26 – 2021
Signature: Khue
Hoang Nghia Khue
Date: 07 – 26 – 2021
Signature: Phu
Phan Minh Phu
Date: 07 – 26 – 2021
Team Member(s)
Signature: Tu
Vo Thi Tu
Date: 07 – 26 – 2021
Signature: Tuong
Duong Hien Tuong
Date: 07 – 26 – 2021

CONTENTS
1. INTRODUCTION ......................................................................................................... 6
1.1 Purpose .......................................................................................................................... 6
1.2 Provides ......................................................................................................................... 6
1.3 Software Process ........................................................................................................... 6
1.3.1 What is software process? ................................................................................... 6
1.3.2 Importance of the process .................................................................................... 6
1.3.3 What is process improvement? ............................................................................ 7
1.3.4 Purpose of process improvement ......................................................................... 7
1.3.5 What is quality management? .............................................................................. 7
1.3.6 Process improvement stages ................................................................................ 8
2. TEAM ORGANIZATION ............................................................................................ 8
2.1 Team information ......................................................................................................... 8
2.2 Role and Responsibility ................................................................................................ 8
3. PROCESS OVERVIEW ............................................................................................. 10
3.1 ITIL Definition ........................................................................................................... 10
3.2 ITIL Version ............................................................................................................... 10
3.2.1 ITIL V1 - The beginning ................................................................................... 11
3.2.2 ITIL V2 released ................................................................................................ 12
3.2.3 Revision of V3 ................................................................................................... 13
3.2.4 ITIL 4 ................................................................................................................. 14
3.3 History of ITIL ............................................................................................................ 14
3.4 Goal of ITIL ................................................................................................................ 15
3.5 Why ITIL Required?................................................................................................... 16
3.6 When is it appropriate to use ITIL ............................................................................. 17
3.7 Benefits and drawbacks of ITIL ................................................................................ 17
3.8 ITIL Framework ......................................................................................................... 18
4. DETAIL DESCRIPTION OF ITIL ........................................................................... 19
4.1 Service Support ........................................................................................................... 19

4.2 Service Transition ....................................................................................................... 19

4.2.1 Service Strategy ................................................................................................. 19
4.2.2 Service Design ................................................................................................... 20
4.2.3 Service Transition .............................................................................................. 22
4.2.4 Service Operation .............................................................................................. 23
4.2.5 Continual Service Improvement ........................................................................ 25
4.3 ITIL Maturity Model .................................................................................................. 25
4.4 ITIL Certification ....................................................................................................... 26
4.5 ITIL Foundation ......................................................................................................... 27
4.6 The ITIL Toolkit ......................................................................................................... 27
4.7 Seven questions to ask before implementing ITIL .................................................... 28
4.7.1 What problem(s) are we trying to solve? ........................................................... 28
4.7.2 What's the rationale for ITIL?............................................................................ 29
4.7.3 What is our route to continual service improvement? ....................................... 29
4.7.4 What is the scope and scale of this ITIL project? .............................................. 29
4.7.5 Does it work as intended? .................................................................................. 30
4.7.6 Do we even need ITIL? ..................................................................................... 30
4.7.7 What happened? ................................................................................................. 31
4.8 ITIL Implementation - Checklist ............................................................................... 31
4.9 Advantages and Disadvantages of ITIL .................................................................... 34
4.9.1 Advantages of ITIL ............................................................................................ 34
4.9.2 Disadvantages of ITIL ....................................................................................... 35
4.10 Compare with other models ...................................................................................... 38
4.10.1 ITIL and CMMI ............................................................................................... 38
4.10.2 ITIL and CoBit................................................................................................. 39
4.10.3 ITIL and ISO .................................................................................................... 40
4.10.4 ITIL and Six Sigma ......................................................................................... 41
APPENDIX: TERMS AND DEFINITIONS .................................................................. 43
5. REFERENCE............................................................................................................... 44

CONTENTS OF TABLE
Table 1: Team information .................................................................................................. 8
Table 2: Role and Responsibility ........................................................................................ 8
Table 3: ITIL Implementation Project Checklist............................................................... 32
Table 4: Difference between COBIT and ITIL ................................................................. 40
Table 5: Difference between ITIL and ISO ....................................................................... 41
CONTENTS OF FIGURE
Figure 1: What is ITIL? ..................................................................................................... 10
Figure 2: ITIL Versions ..................................................................................................... 11
Figure 3: ITIL Logo ........................................................................................................... 12
Figure 4: ITIL Version 2 ................................................................................................... 12
Figure 7: Goal of ITIL ....................................................... Error! Bookmark not defined.
Figure 8: ITIL Framework ................................................................................................. 18
Figure 9: ITIL Service Strategy ......................................................................................... 20
Figure 10: ITIL Service Design ......................................................................................... 22
Figure 11: ITIL Certification and Foundation ................................................................... 26

1. INTRODUCTION
1.1. Purpose
Today's dependence on IT is increasing to meet business needs. Information and
communications technology and telecommunication sectors are ultra-competitive and force
decision-makers to review the way they manage all facets of operation. All activity within the
organisation becomes inter-related at some point and therefore is only as strong as the weakest
link. This is where ITIL comes into play because it magnifies inconsistency and critical
requirements in key processes and procedures. It focus is more toward internal SLA's between
the IT departments and the "customers" it serves and is standard of best practices for IT service
management
1.2. Provides
The ITIL concept emerged in the 1980s. In April 2001, the CCTA was merged into the
Office of Government Commerce. In 2006, the ITIL Version 2 glossary was published. In May
2007, this organization issued ITIL Version 3. ITIL Version 3 is now known as ITIL 2007
Edition. In July 2011, the 2011 edition of ITIL was published, providing an update to the
version published in 2007. The ITIL 4 Edition starts with the ITIL Foundation book[6], which
was released on February 18, 2019 [1].
1.3. Software Process

1.3.1 What is software process?
Software processes are the methods and techniques used to develop software products or
the systems used to make computers function usefully. Simulation is the use of models to
reflect a real situation, with the intent of studying system behavior under various imposed
conditions. Simulation models usually involve the introduction of measured uncertainty
through pseudo-random numbers.
Software process simulation models try to identify structural relationships in the processes
used to develop software. Software process simulation is emerging as an effective tool for the
evaluation of changes in software projects as well as in development organizations. A level of
detail is required in such simulation models to support process improvement activities, the
primary purpose of most such models [2].
1.3.2 Importance of the process

The software development process provides guidelines to achieve management control. By
performing a perfect SDLC, software developers can create a functional business system. It
begins from the decision making and ends at deployment.

There are a lot of advantages of using the software development process for a business.
Here are some of the different ways that your team can be benefited: Proper Direction of
Project, Better Scope Management, Helps Avoid Issue During Projects, Streamline Process,
Provide Immediate Solutions.
1.3.3 What is process improvement?

Process improvement involves identifying an existing process, analyzing its effectiveness,
and coming up with ways to make it easier, more efficient, better able to meet customer needs,
and/or new best practice standards.
1.3.4 Purpose of process improvement
➢ Better management control over the project.

➢ Better overall performance of the software.
➢ Better documentation.
➢ Software delivery closer to scheduled date.
➢ Higher quality software.
➢ Higher customer satisfaction.
➢ Improved employee morale.
➢ Better communication among the team.
➢ Less overtime required to get the job done.
➢ Employees better educationd.
➢ Increased employee pride in their work and increased responsibility and
accountability for their work [3].
1.3.5 What is quality management?

Quality management is the act of overseeing all activities and tasks needed to maintain a
desired level of excellence.
Quality management includes the determination of a quality policy, creating and
implementing quality planning and assurance, and quality control and quality improvement.
Total quality management requires that all stakeholders in a business work together to
improve processes, products, services and the culture of the company itself [4].
In general, quality management focuses on long-term goals through the implementation of
short-term initiatives.

1.3.6 Process improvement stages

Organize and Priorities: “If you don’t know where you are going then any direction is fine.”
Watts Humphrey
Design the process
Assess: “If you don’t know where you are, a map won’t help.” Watts Humphrey
Develop Improvement Plans
Measure Progress - Repeat as needed
2. TEAM ORGANIZATION
2.1. Team information

Table 1: Team information
Group ID 443 SA - 06 Group Name Variants
Team Leader Mai Le Duan maileduan24899@gmail.com 0385338303
Hoang Nghia Khue hoangnghiakhue@gmail.com 0793618988
Phan Minh Phu phu1237@gmail.com 0349853202

Team Members
Vo Thi Tu vothitu1001@gmail.com 0359241015
Duong Hien Tuong hientuong4321@gmail.com 0702075630
2.2. Role and Responsibility
Table 2: Role and Responsibility
Task Perform Start End Note

- Submit content
Analyse theoretical
Duan 07/15/2021 07/17/2021 - Divide task, format document
background
- Complete team organization
Detail quality
- Submit task on time
management and Khue 07/18/2021 07/18/2021
- Remember to add references
improvement stages

Detail process - Submit task on time

improvement and Phu 07/18/2021 07/18/2021 - Remember to add references
purpose
Purpose and Provides Tu 07/18/2021 07/18/2021
Detail software
process and Tuong 07/18/2021 07/18/2021
importance
4.8 → 4.10.1 Duan 07/20/2021 07/22/2021 - Submit task on time

- Collect task, format
document
3.1 → 3.2.4 Khue 07/20/2021 07/22/2021 - Submit task on time
3.3 → 3.8 Phu 07/20/2021 07/22/2021 - Submit task on time
4.5 → 4.7.7 Tu 07/20/2021 07/22/2021 - Submit task on time
4.1 → 4.4 Tuong 07/20/2021 07/22/2021 - Submit task on time
- 4.10.2→ 5 All 07/23/2021 07/26/2021 - Complete task on time

- Collect task, update members - Team members is
document enthusiastically
- Prepare for report - Release document(ver 1.2)
and present

3. PROCESS OVERVIEW
3.1. ITIL Definition
Figure 1: What is ITIL?
The IT Infrastructure Library (ITIL) is a library of volumes describing a framework of best

practices for delivering IT services. ITIL has gone through several revisions in its history and
currently comprises five books, each covering various processes and stages of the IT service
lifecycle. ITIL’s systematic approach to IT service management can help businesses manage
risk, strengthen customer relations, establish cost-effective practices, and build a stable IT
environment that allows for growth, scale and change.
Service: means of delivering value to customers by facilitating outcomes the customers
want to achieve without the ownership of specific costs or risks
Function: subdivision of an organization that is specialized in fulfilling a specified type of
work, and is responsible for specific end results.
3.2. ITIL Version

Responding to growing dependence on IT, the UK Government's Central Computer and
Telecommunications Agency (CCTA) in the 1980s developed a set of recommendations
designed to standardise IT management practices across government functions, built around a
process model-based view of controlling and managing operations often credited to W.
Edwards Deming and his plan-do-check-act (PDCA) cycle.
➢ In April 2001, the CCTA was merged into the Office of Government Commerce
(OGC), an office of the UK Treasury.

➢ In 2006, the ITIL Version 2 glossary was published.
➢ In May 2007, this organization issued ITIL Version 3 (also known as the ITIL
Refresh Project) consisting of 26 processes and functions, now grouped into only 5
volumes, arranged around the concept of Service lifecycle structure. ITIL Version 3
is now known as ITIL 2007 Edition.
➢ In 2009, the OGC officially announced that ITIL Version 2 certification would be
withdrawn and launched a major consultation as per how to proceed.
➢ In July 2011, the 2011 edition of ITIL was published, providing an update to the
version published in 2007. The OGC is no longer listed as the owner of ITIL,
following the consolidation of OGC into the Cabinet Office.
The ITIL 4 Edition starts with the ITIL Foundation book, which was released on February
18, 2019 [5].
Figure 2: ITIL Versions
3.2.1 ITIL V1 - The beginning

ITIL® 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 in the IT services procured by the British
Government, and a method had to be found to achieve better quality at lower cost. So the
CCTA set out to develop recommendations for the effective and efficient provision of IT
services. This resulted in a catalogue of best practices for IT organizations, which today is
known as "ITIL".
Historically, IT organizations were often focused on software, hardware and other
technology, rather than driven by customer requirements. Against this backdrop, the key idea
behind ITIL is that IT services should be focused on client needs, and that organizations
explicitly agree the services to be delivered with their customers. This should be combined

with effective processes and clearly defined responsibilities for service provision within the
IT organization.
During its research, the CCTA found that the requirements of the various businesses and
organizations were mostly similar, independent of their size or industry sector. The
recommendations compiled by the CCTA are thus valid for organizations of all types and
sizes.
A series of books on ITIL has been issued since
1989 by the Cabinet Office, an administrative body
of the government of Great Britain. As of the
beginning of 2014, the ITIL® trademark and
intellectual property has been owned by AXELOS,
a joint venture between the Cabinet Office and
Figure 3: ITIL Logo
Capita Plc
3.2.2 ITIL V2 released
ITIL V2: Service support and service delivery
ITIL V2, released in 2000/2001, consolidated the large amount of ITIL guidance produced
so far into nine publications. Two of these publications (service support and service delivery)
were widely circulated and used.
Although the guidance provided in ITIL V2 is technically still valid, ITIL V2 has lost much
of its relevance and most organizations today use ITIL V3 and ITIL 4.
Figure 4: ITIL Version 2

3.2.3 Revision of V3
ITIL V3 and the service lifecycle
In 2007 the OGC published a completely revised version of ITIL, known as "ITIL Version
3 (ITIL V3)".
These publications were updated in 2011, taking into account feedback from the user and
training community ("ITIL 2011").
ITIL V3 is organized around a set of five core publications which together form the ITIL
service lifecycle
➢ Service Strategy - designing, developing and implementing service management as
a strategic resource
➢ Service Design - developing appropriate IT services, including architecture,
processes, policy and documents; the design goal is to meet the current and future
business requirements
➢ Service Transition - developing and improving capabilities for the transition of new
and modified services to production
➢ Service Operation - achieving effectiveness and efficiency in providing and
supporting services in order to ensure value for the customer and service provider
➢ Continual Service Improvement - creating and maintaining the value for the customer
by design improvement, and service introduction and operation
The rationale for organizing the ITIL books
in this way was to establish a Deming-like Plan-
Do-Check-Act (PDCA) cycle focused on
continual improvement. The PDCA cycle also
figures prominently in ISO 20000, the
international standard for service management,
so ITIL V3 is better aligned with ISO 20000 than
earlier versions of ITIL [6].
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.

3.2.4 ITIL 4
ITIL 4: A holistic approach
ITIL 4 - the most recent edition of ITIL - was published by AXELOS in February 2019.
ITIL 4 embraces the latest trends in technologies and service management, and provides a
flexible basis to support organizations as they undergo digital transformation and integrate
digital technology into all areas of their business.
The service lifecycle and the 26 service lifecycle processes introduced with ITIL V3 have
been dropped again in ITIL 4. This gives service providers more freedom to design tailor-
made processes that work for the organization.
ITIL 4 is not a minor upgrade of the ITIL framework but a completely revised body of
knowledge.
3.3. History of ITIL

The ITIL concept emerged in the 1980s, when the British government determined that the
level of IT service quality provided to them was not sufficient. The Central Computer and
Telecommunications Agency (CCTA), now called the Office of Government Commerce
(OGC), was tasked with developing a framework for efficient and financially responsible use
of IT resources within the British government and the private sector [7].
The earliest version of ITIL was actually originally called GITIM, Government
Information Technology Infrastructure Management. Obviously this was very different to the
current ITIL, but conceptually very similar, focusing around service support and delivery.
Large companies and government agencies in Europe adopted the framework very quickly
in the early 1990s. ITIL was spreading far and, and was used in both government and non-

government organizations. As it grew in popularity, both in the UK and across the world, IT
itself changed and evolved, and so did ITIL.
In year 2000, The CCTA merged into the OGC, Office for Government Commerce and in
the same year, Microsoft used ITIL as the basis to develop their proprietary Microsoft
Operations Framework (MOF).
In 2001, version 2 of ITIL was released. The Service Support and Service Delivery books
were redeveloped into more concise usable volumes. Over the following few years it became,
by far, the most widely used IT service management best practice approach in the world.
In 2007 version 3 if ITIL was published. This adopted more of a lifecycle approach to
service management, with greater emphasis on IT business integration.
ITIL 4 - the most recent edition of ITIL - was published by AXELOS in February 2019.
ITIL 4 embraces the latest trends in technologies and service management, and provides a
flexible basis to support organizations as they undergo digital transformation and integrate
digital technology into all areas of their business.
➢ The service lifecycle and the 26 service lifecycle processes introduced with ITIL V3
have been dropped again in ITIL 4. This gives service providers more freedom to
design tailor-made processes that work for the organization.
➢ ITIL 4 is not a minor upgrade of the ITIL framework but a completely revised body
of knowledge.
3.4. Goal of ITIL

If there will be a change in one of the services or multiple changes in many of the services,
these changes have to be done in a controlled manner. Otherwise, if the impact of a change
cannot be determined properly before making the change, there can be both financial and soft
losses to the company.
Therefore, each change in an organization is done under control of the ITIL change
management to clearly see the impact of change and which parts of the organization will be
affected. The outcome of the change should be assessed and planned during the ITIL change
management process before implementing a change.
This figure depicts the scope of the ITIL change management. As you see on the left side
of the figure, there are three types of changes fundamentally:
➢ Strategic change
➢ Tactical change
➢ Operational change
And these changes happen on three dimensions of the IT service management:

➢ Business side
➢ IT Service Provider side
➢ Supplier side
The business side manages the business, business processes, and business operations
during the ITIL change management process. The IT Service provider manages the IT
services, service portfolio, and service operations during the ITIL change management. And
on the supplier side, supplier business, external services, and external operations are managed
during the ITIL change management.
Figure 7: Goal of ITIL
In order to provide valuable service delivery to the customers of a business, all these aspects
must be coordinated and a change on one side must be assessed and impacts should be planned
and proper actions must be prepared for a change. These are all done under the ITIL change
management [8].
3.5. Why ITIL Required?

ITIL ensures that an IT professional knows the best practices and the best solutions in any
IT service management situation. ITIL's framework helps improve IT operations no matter
where the organization is in the service management life cycle, and it helps businesses by
reducing costs while also improving IT services. What's more, a lot of organizations and
professionals view ITIL as a sort of common language or model, which makes its related skills
more transferable between organizations [9].

ITIL guidance supports organizations and individuals to gain optimal value from IT and
digital services. It equips a service provider with a clear capability model, aligning them to the
business strategy and customer needs.
➢ The ITIL best practice framework provides a common language and tools that power
collaboration within IT teams, to deliver value across a business.
➢ ITIL is the global standard in IT best practice, and is used globally by millions of
practitioners. It is relied upon by 90% of the FTSE 500 to run their IT operations [10].
3.6. When is it appropriate to use ITIL
ITIL can benefit any organization that provides an IT service management (ITSM) product
or service. ITIL is used by organizations worldwide in all industries and sectors:
➢ Large, medium, and small companies
➢ National, state, and local governments
➢ Universities and education systems
➢ Non-governmental organizations
Even though ITIL is used worldwide, it is hard to find a definitive list of global ITIL
organizations. However, there is one organization that regularly publishes information on
companies that use ITIL: AXELOS. AXELOS owns ITIL and provides a range of best practice
solutions and puts out blog posts, case studies, white papers, and Webinars promoting their
solutions, including ITIL [11].
3.7. Benefits and drawbacks of ITIL

ITIL is a very important part of IT governance and the relationship between ITIL and
ISO/IEC 20000 is critical for organisations attempting to implement a working IT governance
framework. ITIL as a framework improves customer satisfaction, increases staff retention,
morale and ROI. Organisations who implement ITIL should also see an improved use of skills
and experience within their staff and a transparent approach towards IT costs and assets.
It also:
➢ Enhanced Service quality
➢ Optimization of Costs
➢ Higher satisfaction among customers
➢ Better management of Risks [12].
However, (from a recent discussion on Linkedin) the main problem with ITIL, is that it
seems to be only as successful as the people who implement it. If they have a good
understanding of the framework, then ITIL will achieve all the results desired. If on the other

hand, individuals are not willing to understand, then ITIL will have as many drawbacks as a
person sees fit.
Therefore to make ITIL work in your organisation, you need to truly get to grips and
understand the framework. Take a look at this handbook below, which will help you appreciate
and apply the framework, shown in a detailed yet simple six-step process [13].
3.8. ITIL Framework

In this epoch of technology, businesses, organizations, and industries depend on
Information Technology to a limited degree or completely. There are millions of companies
globally assisting other organizations using their IT resources. It allows IT infrastructure to be
used by organizations in business change, transformation, and strategic assets. For instance,
know-how, processes, and developments play a significant function in accomplishing the
businesses’ goals and objectives. Similarly, the objective of ITIL is to assist businesses by
providing value IT assistance. It is a structure for managing technical processes that focuses
on efficient but successful enhancements and upgrades.
Figure 8: ITIL Framework
The paradigm framework has shown by a circular chart of stripes arrow forms. The circular
round shape represents a continuous improvement in the overall template. The linking nodes
relate to each segment sub-process. This model assists organizations and presents the value of
business improvement by utilization of IT facilities.Information Technology Infrastructure
Library structure includes five prominent stages as a part of the service process. Every set
includes a group of procedures or functions consistent with the form of the IT organization.
Any of these procedures that are acceptable for their teams are implemented by businesses.
Thus, in terms of adoption, ITIL is versatile. The 5 stages of the ITIL v3 service lifecycle
framework are mentioned below, we will learn more them at 4.2 Service Transition

4. DETAIL DESCRIPTION OF ITIL
4.1. Service Support

Means of delivering value to customers by facilitating outcomes the customers want to
achieve without the ownership of specific costs or risks
4.2. Service Transition [14]

4.2.1 Service Strategy
Service Strategy determines which types of services should be offered to which customers
or markets. The ITIL service lifecycle stage of Service Strategy includes the following main
processes:
➢ Strategy Management for IT Services

Process Objective: To assess the service provider's offerings, capabilities, competitors
as well as current and potential market spaces in order to develop a strategy to serve
customers. Once the strategy has been defined, Strategy Management for IT Services is
also responsible for ensuring the implementation of the strategy.
➢ Service Portfolio Management

Process Objective: To manage the service portfolio. Service Portfolio Management
ensures that the service provider has the right mix of services to meet required business
outcomes at an appropriate level of investment.
➢ Financial Management for IT Services

Process Objective: To manage the service provider's budgeting, accounting and
charging requirements.
➢ Demand Management
Process Objective: To understand, anticipate and influence customer demand for
services. Demand Management works with Capacity Management to ensure that the
service provider has sufficient capacity to meet the required demand.
➢ Business Relationship Management

Process Objective: To maintain a positive relationship with customers. Business
Relationship Management identifies the needs of existing and potential customers and
ensures that appropriate services are developed to meet those needs.

Figure 9: ITIL Service Strategy
4.2.2 Service Design

Service Design identifies service requirements and devises new service offerings as well
as changes and improvements to existing ones.
The ITIL service lifecycle stage of Service Design includes the following main processes:
➢ Design Coordination
Process Objective: To coordinate all service design activities, processes and resources.
Design coordination ensures the consistent and effective design of new or changed IT
services, service management information systems, architectures, technology,
processes, information and metrics.
➢ Service Catalogue Management (SCM)

Process Objective: To ensure that a Service Catalogue is produced and maintained,
containing accurate information on all operational services and those being prepared to
be run operationally.
➢ Service Level Management (SLM)

Process Objective: To negotiate Service Level Agreements with the customers and to
design services in accordance with the agreed service level targets.

➢ Risk Management
Process Objective: To identify, assess and control risks. This includes analyzing the
value of assets to the business, identifying threats to those assets, and evaluating how
vulnerable each asset is to those threats.
➢ Capacity Management
Process Objective: To ensure that the capacity of IT services and the IT infrastructure is
able to deliver the agreed service level targets in a cost effective and timely manner.
➢ Availability Management
Process Objective: To define, analyze, plan, measure and improve all aspects of the
availability of IT services. Availability Management is responsible for ensuring that all
IT infrastructure, processes, tools, roles etc.
➢ IT Service Continuity Management (ITSCM)

Process Objective: To manage risks that could seriously impact IT services. ITSCM
ensures that the IT service provider can always provide minimum agreed Service Levels,
by reducing the risk from disaster events to an acceptable level and planning for the
recovery of IT services.
➢ Information Security Management

Process Objective: To ensure the confidentiality, integrity and availability of an
organization's information, data and IT services. Information Security Management
usually forms part of an organizational approach to security management which has a
wider scope than the IT Service Provider.
➢ Compliance Management
Process Objective: To ensure IT services, processes and systems comply with enterprise
policies and legal requirements.
➢ Architecture Management
Process Objective: To define a blueprint for the future development of the technological
landscape, taking into account the service strategy and newly available technologies.
➢ Supplier Management
Process Objective: To ensure that all contracts with suppliers support the needs of the
business, and that all suppliers meet their contractual commitments.

Figure 10: ITIL Service Design
4.2.3 Service Transition

Service Transition builds and deploys new or modified services.
The ITIL service lifecycle stage of Service Transition includes the following main
processes:
➢ Change Management
Process Objective: To control the lifecycle of all Changes. The primary objective of
Change Management is to enable beneficial Changes to be made, with minimum
disruption to IT services.
➢ Change Evaluation
Process Objective: To assess major Changes, like the introduction of a new service or a
substantial change to an existing service, before those Changes are allowed to proceed
to the next phase in their lifecycle.
➢ Project Management (Transition Planning and Support)

Process Objective: To plan and coordinate the resources to deploy a major Release
within the predicted cost, time and quality estimates.
➢ Application Development
Process Objective: To make available applications and systems which provide the
required functionality for IT services. This process includes the development and
maintenance of custom applications as well as the customization of products from
software vendors.
➢ Release and Deployment Management

Process Objective: To plan, schedule and control the movement of releases to test and
live environments. The primary goal of Release Management is to ensure that the
integrity of the live environment is protected and that the correct components are
released.
➢ Service Validation and Testing

Process Objective: To ensure that deployed Releases and the resulting services meet
customer expectations, and to verify that IT operations is able to support the new service.
➢ Service Asset and Configuration Management

Process Objective: To maintain information about Configuration Items required to
deliver an IT service, including their relationships.
➢ Knowledge Management
Process Objective: To gather, analyze, store and share knowledge and information
within an organization. The primary purpose of Knowledge Management is to improve
efficiency by reducing the need to rediscover knowledge.
4.2.4 Service Operation

Service Operation carries out operational tasks.
The ITIL service lifecycle stage of Service Operation includes the following main
processes:
➢ Event Management
Process Objective: To make sure CIs and services are constantly monitored, and to filter
and categorize Events in order to decide on appropriate actions.
➢ Incident Management

Process Objective: To manage the lifecycle of all Incidents. The primary objective of
Incident Management is to return the IT service to users as quickly as possible.
➢ Request Fulfilment
Process Objective: To fulfill Service Requests, which in most cases are minor (standard)
Changes (e.g. requests to change a password) or requests for information.
➢ Access Management
Process Objective: To grant authorized users the right to use a service, while preventing
access to non-authorized users. The Access Management processes essentially execute
policies defined in Information Security Management. Access Management is
sometimes also referred to as Rights Management or Identity Management.
➢ Problem Management
Process Objective: To manage the lifecycle of all Problems. The primary objectives of
Problem Management are to prevent Incidents from happening, and to minimize the
impact of incidents that cannot be prevented.
➢ IT Operations Control
Process Objective: To monitor and control the IT services and their underlying
infrastructure. The process IT Operations Control executes day-to-day routine tasks
related to the operation of infrastructure components and applications.
➢ Facilities Management
Process Objective: To manage the physical environment where the IT infrastructure is
located. Facilities Management includes all aspects of managing the physical
environment, for example power and cooling, building access management, and
environmental monitoring.
➢ Application Management
Process Objective: Application Management is responsible for managing applications
throughout their lifecycle.
➢ Technical Management
Process Objective: Technical Management provides technical expertise and support for
the management of the IT infrastructure.

4.2.5 Continual Service Improvement

Therefore, organizations seeking to introduce an ITIL-aligned Continual Service
Improvement (CSI) process will typically define a set of service improvement processes to
ensure that ideas for improvement are identified and implemented, as described below:
➢ Service Review
Process Objective: To review business services and infrastructure services on a regular
basis. The aim of this process is to improve service quality where necessary, and to
identify more economical ways of providing a service where possible.
➢ Process Evaluation
Process Objective: To evaluate processes on a regular basis. This includes identifying
areas where the targeted process metrics are not reached, and holding regular
benchmarkings, audits, maturity assessments and reviews.
➢ Definition of CSI Initiatives

Process Objective: To define specific initiatives aimed at improving services and
processes, based on the results of service reviews and process evaluations.
➢ Monitoring of CSI Initiatives

Process Objective: To verify if improvement initiatives are proceeding according to
plan, and to introduce corrective measures where necessary.
4.3. ITIL Maturity Model

The ITIL Maturity model and self-assessment service has been developed to help
organizations improve their IT service management within the ITIL framework.
There are two different ITIL Maturity models available:
➢ High level self-assessment service trial
➢ Full self-assessment service.
The model contains a set of 30 questionnaires – one questionnaire for each of the 26 ITIL
processes and four ITIL functions.
➢ Each questionnaire includes:
➢ Process/function demographic questions
➢ Process/function-generic attributes
➢ Process/function-specific attributes

➢ Process/function outcomes and outputs

➢ Interfaces and inputs.
The service calculates the maturity of each process or function from answers to the
questions within these questionnaires. All questions have two possible responses – ‘Yes’ or
‘No’ and each question corresponds to one of the five levels of maturity defined by ITIL:
1. Initial
2. Repeatable
3. Defined
4. Managed
5. Optimized.
A process or function that is completely absent is considered to be at Level 0 (Chaos).
4.4. ITIL Certification

The ITIL certification scheme provides a modular approach to the ITIL framework, and is
comprised of a series of qualifications focused on different aspects of ITIL best practice to
various degrees of depth and detail. The tiered structure of the qualification offers candidates
flexibility relating to the different disciplines and areas of ITIL and the ability to focus their
studies on key areas of interest.
Figure 11: ITIL Certification and Foundation

ITIL has recently evolved from ITIL v3 to ITIL 4 with a clear transition journey from one
scheme structure to the other. ITIL v3 Foundation qualified candidates are encouraged to move
straight to ITIL 4 Foundation to keep their skills up-to-date. Intermediate candidates can
decide to collect 17 v3 credits to enable them to transition to ITIL 4 with one course and one
exam [15].

4.5. ITIL Foundation

Definition: ITIL Foundation is a certification based on ITIL practices for IT Service
Management. The Foundation certification aims to give professionals an understanding of the
guidelines and framework.
Context:
➢ Overview
ITIL Foundation is designed to give professionals a basic understanding of the ITIL
framework. It focuses on awareness and comprehension rather than being able to apply
ITIL principles. The basics of IT Service Management as a practice are covered as is the
ITIL lifecycle.
➢ Topics
Some of the topics covered in ITIL Foundation include:
• IT Service Management as a practice
• ITIL Service Cycle
• Technology and architecture
• Competence and training
The certification also covers processes, models, functions, and roles. The learning
objectives focus on knowing and understanding key terms and definitions [16].
4.6. The ITIL Toolkit [17]

The ITIL Toolkit: The ITIL Toolkit comprises a serious of items designed specifically to
help guide you through the ITIL / ITSM minefield. Over the years it has almost become the
de facto aid for those seeking to learn about ITIL, and to implement it. It contains a wide range
of distinct materials:
An ITIL beginer guide: This is a detailed introduction to ITIL itself, and is intended to help
you on the way to Foundation level certification. It overviews the management model, the
history, implementation, the processes and different disciplines, and so on.
The ITIL factsheets: These are effectively a handy 'crib sheet' type summary for each of
the major ITIL disciplines. They outline the goals and basic requirements of each process and
are attractively presented.
The presentation: The toolkit includes a management presentation covering ITIL and
ITSM, and intended to explain the main concepts of the framework, certification, and so on.
Comliance assessment: This Excel based item provides a detailed questionnaire set,
covering each major discipline. It is intended to help assess how an organization measures
against these, and thus identify which areas require management focus.
Complance presentation template: This item provides help in interpreting the above
assessment, as well providing a PowerPoint template to assist in presenting the results.

Readiness assessment: The toolkit includes an item to assess readiness with respect to
implementation.
The bridging kit: This is intended to explain the main differences between previous
versions of ITIL and the current one (version 3).
ITSM reference sheets: The reference sheets explain the main features of a range of other
methods and frameworks, placing ITIL in the wider IT Service management context.
The itil toolkit represents the implementation of the itil. It is designed to help guide through
ITIL/ITSM. It contains a series off components and resources to simplify, explain and manage
ITIL processes.
It comprises a series of resources:
➢ An ITIL guide – a detailed and comprehensive introduction to ITIL, targeted at both
beginners and experienced practitioners.
➢ An ITIL management presentation – a full presentation on ITIL and service
management. It explains ITIL with detailed notes.
➢ The ITIL fact sheets – a reference kit comprising a series of ITIL fact sheets. These
cover each of the main ITIL disciplines
➢ An ITIL Compliance Assessment kit – a comprehensive questionnaire set designed
to help assess the compliance position with ITIL and identify which areas need
attention
➢ Itil presentation template – to help to interpret compliance assessments.
4.7. Seven questions to ask before implementing ITIL [18]

4.7.1 What problem(s) are we trying to solve?
The first thing to ask yourself is, "What problem are we trying to solve?" If the answer's
not clear, then ITIL isn't going to be a solution, says Case. Are you trying to improve customer
relationships? Address a poor requirements-gathering process? Implement a better change
management or incident response and management procedure? Maybe the problem is that your
IT department isn't even sure what it is they are providing to customers in the first place, Case
says.
"When I'm brought in on a consultation, this is always the first question I ask. And if no
one can answer that for me, then I'm not going to be much help. Everyone in an organization,
from the top executives to the lowest-level IT professional has to agree on what the problem
is. Sometimes ITIL is the answer; sometimes it's not. I've seen too many executives try and
implement ITIL out of the book without knowing that it must be purpose-built to address the
problems in your unique organization, to be modified to take advantage of other frameworks
like agile or lean, and that's almost a guarantee of failure," Case says.

Case suggests making sure that every department first understands the business strategy
and the use cases involved in IT decision making so that they can more effectively focus on
improving outcomes and aligning IT with the larger goals of the business, with or without
ITIL.
"I think 100 percent of the people who work in an IT department should have access to the
business goals and strategy, but how often do IT teams have any idea what the business
strategy is? If you're going to focus on outcomes and results from the business level, you have
to provide that information to make sure business and IT are aligned," Case says.
4.7.2 What's the rationale for ITIL?

What's your rationale behind implementing ITIL? What are the specific areas where change
is needed? Many organizations turn to ITIL because their IT departments have been strictly
focused on technology acquisition and integration without understanding the larger value of
these solutions.
"This involves identifying why you really need to change - maybe you've been tech-
focused and siloed within the department; now you need to focus on the value stream all the
way from development to operations to management to executive level, and see where there
can be improvement. Customers don't care if a server fails or the network or an application is
down, they just care if the technology works so they can get the results they want. You have
to think about your networks, your applications, your servers, your people, your processes -
everything - as an end-to-end value stream," Case says. Anything that interrupts that value
stream could be considered a rationale for a shift to ITIL and IT service management (ITSM).
4.7.3 What is our route to continual service improvement?

Continual service improvement (CSI) involves understanding where an organization wants
to be at a governance level, from a customer service standpoint and from an operational
viewpoint, says case. To determine the best way to get there, you first have to understand three
things: existing competencies, existing capabilities and what processes support those, he says.
"This is the first place to start talking about what skills and competencies you already have
versus what you are going to need to drive CSI; there's a third piece here which is monitoring
and measuring. Aligning existing competencies and capabilities with your business goals and
strategy is one thing, but you have to be able to say, 'Did we get there?' and if you did, how do
you keep doing that; if you didn't, where can you improve processes, people or technology to
achieve that," Case says.
4.7.4 What is the scope and scale of this ITIL project?

Instead of trying to implement a sudden, across-the-board change, it's better to spend some
time on a careful implementation strategy, Case says. Rolling out ITIL to parts of your IT

organization where it can make the greatest impact first will make it easier to expand
organically.
"Don't try to boil the ocean. This is all about people, processes and technology, so you have
to see where you can make the biggest impact and start there. You need to have a deep and
broad understanding of your organization and the typical rate of change within it - it takes a
lot of coordination and education. This is as much about culture change and behavioral change
as it is about technology, so if you can, start small - with maybe one person at a time - and
then move up the chain to addressing teams, then larger departments and finally the entire
organization," Case says.
4.7.5 Does it work as intended?

If you've introduced a new tracking, monitoring or service management technology tool,
you probably already know that you need to test it to make sure it's working as needed. But
don't stop there, says Case. You need to follow the same testing and measurement procedures
every time you introduce a new process, too.
"You have to send things through and look at everything collectively to make sure you get
the outcomes you need. You also have to determine if those outcomes match up with your
objectives - is this new tool or process helping to achieve what you're really trying to
accomplish?
This involves determining what you're looking for in terms of key performance indicators
(KPIs) and critical success factors (CSFs), which should be in place as early as the design
phase, and then start small with metrics - you don't need to measure everything; only the KPIs
and CSFs that are directly aligned with your objectives," Case says.
4.7.6 Do we even need ITIL?

Once the previous five questions have been answered, you may want to take a step back
and ask, "Is ITIL the answer we're looking for?" You may be surprised to find that there could
be other ways to address IT organization pain points, says Case.
"If you have pain points, you definitely want to address those effectively, but there are
different solutions for different problems. Are you having trouble addressing customer needs?
You might need to look at business relationship management (BRM). Are there breakdowns
in service delivery or availability? You should look at your service-level agreements (SLAs)
and figure out where things are breaking down. But also remember to look at where you're
doing well - look for improvements in all areas of the service lifecycle. Looking for both
problem areas and opportunities to further improve is what ITIL is all about," he says.

4.7.7 What happened?

Finally, review and revise at regular intervals, Case says. This is the best way to track how
these initiatives are progressing and how they are impacting your IT department.
"I like to do a 30-day quality audit to help organizations look for improvement and point
out places where they need further work, mentoring and training. Then I'll also do a 90-day
audit to assess the progress they've made a bit further out. Remember, too, that you're going
to get what you 'inspect,' not just what you 'expect,' so you have to stay on top of it and make
sure you're encouraging compliance. What gets rewarded gets done. If you're implementing a
new process, you have to reward that. If you are still 'rewarding' the old way, then that's what
you're going to get. A reward can be as simple as a thank-you," Case says
4.8. ITIL Implementation - Checklist

What needs to be considered when planning an ITIL implementation project? How can we
assign the available resources in an economical way? Is there a tried and tested approach to
implementing ITIL? In this content, we will list 10 steps and a sumary check list to implement
ITIL
How to implement ITIL in 10 steps [19]:
➢ Step 1 | Preparing the ITIL project
We are often asked what is important when setting up and carrying out ITIL implementation
projects. In our view, organizations that wish to implement ITIL should put a few prerequisites
in place right at the beginning, to ensure that the ITIL principles are adopted in the long term.
➢ Step 2 | Defining the IT service structure
Any ITIL initiative should start by looking at services. After all, the whole idea behind
introducing ITIL is to achieve a stronger focus on services. The best way to get a clear picture
on IT services is to develop a service structure, comprising both business and supporting
services.
➢ Step 3 | Selecting ITIL roles and role owners
At the beginning of any ITIL or ISO 20000 initiative it is important to nominate the individuals
who will be in charge of running the new ITIL processes. This means it must be determined
which "ITIL roles" are necessary and to whom those roles are assigned.
➢ Step 4 | Analyzing the as-is processes (ITIL-Assessment)
An analysis of the current situation should precede any process reorganization; this will make
it possible to decide which current processes may be left unchanged and where, on the other
hand, there is an especially urgent need for action.
➢ Step 5 | Defining the to-be process structure

Following the analysis of the initial situation, it can be decided in more detail where the ITIL
initiative will put its focus. In practice this means to determine which ITIL processes are to be
introduced, resulting in a structured process breakdown ("to-be process structure").
➢ Step 6 | Defining the process interfaces
Just how great the importance of process interfaces is for the design of optimal work
procedures frequently becomes apparent during the analysis of as-is processes: weaknesses in
processes often occur at those points where one process ends and another one begins ...
➢ Step 7 | Establishing process control
Process owners use objective quality criteria (quality measurements, also known as key
performance indicators or KPIs) to assess whether their processes are running "well". This
puts them in a position to decide upon the need for process improvements.
➢ Step 8 | Designing the processes in detail
Determining the sequences of activities within each ITIL process (defining the "ITIL process
flows") is bound to require considerable effort. This makes it important to concentrate on the
areas which really matter to your organization.
➢ Step 9 | Setting up the technical infrastructure (example)
If new or changed technical infrastructure is needed to support the ITIL processes, it must be
acquired and deployed. Our example outlines the necessary steps to define system
requirements, select and implement application systems.
➢ Step 10 | Implementing the ITIL processes and training
Finally, IT staff receives thorough training in order to be able to apply the new processes in
practice. There might be additional training measures at different levels.
Table 3: ITIL Implementation Project Checklist [20]
Implementation Item Done

Phase
Get knowledge Get know-how (either by purchasing ITIL books or
document templates)
Identification Create Project Proposal document
Prepare Project Proposal management presentation
Obtain management Present project to the management
support • Define participants list
• Send invitation
• Run the meeting
Get management approval
Define scope Define Scope of the project
Prepare Project Plan

Prepare budget and resources proposal

Organize Kick-off meeting
• Define participants list
• Send invitation
• Run the meeting
Assessment and GAP Prepare templates for process GAP analysis
analysis Define persons responsible
Perform GAP analysis
• Organize meetings with persons responsible
• Document gaps
Prepare templates for trainings
Prepare templates for service improvement
Process/Function Prepare templates for processes/functions in scope
documentation • Use documents from toolkit
Create workshop schedule for process/functions assessment
Perform workshops and fill in process/functions templates
• Adapt to own requirements
• Define those responsible and accountable for
processes/functions in scope
Generate process/function documentation
• Finish documentation
• Check with those responsible for process/function
• Finalize documents
Training and Define group(s) for training
awareness Send training invitation
Prepare training venue
Prepare training materials
Perform training
Create training records
Implement Prepare awareness campaign schedule
processes/functions Prepare communication, i.e. awareness documentation (e-
mails, intranet page, posters… etc.)
Perform awareness campaign, i.e. communicate changes,
responsibilities and process to all affected parties
Implementation Analyze implemented processes/functions and compare to
review project plan

Define deviations and respective measures to eliminate them

Implement defined measures
Continual Service Define improvement plan
Improvement • Prepare template (from toolkit)
• Define improvement measures
Implement improvement measures
4.9. Advantages and Disadvantages of ITIL

4.9.1 Advantages of ITIL
There are several benefits for using the Information Technology Infrastructure Library for
many of your IT business needs. In this content we find out 11 benefits [21]:
➢ 1. Structured approach: There is no disputing the fact that ITIL covers all the major
areas of interest that concern today’s IT executive. Its structured and systematic
approach means that it will allow managers responsible for a chaotic IT organization
to implement the various processes step by step without absolute confidence that they
will have hit the major bases.
➢ 2. Good foundation upon which to build: There is nothing in ITIL that is superfluous
or unnecessary in the absence of a defined system. ITIL is an excellent starting point
from which to build your IT service management system.
➢ 3. Analyst support/easy ride for the CIO: No one is going to be criticized openly for
deciding to implement ITIL. The press coverage and popular management appeal of it
mean that it is the safe decision for IT executives wishing to demonstrate that they are
up-to-date with modern(ish) IT thinking.
➢ 4. Can be used to help prevent knowledge loss from the organization: The documented
procedures and requirements for documenting activities undertaken by the IT
organization mean that should your key personnel decide to leave, the void that results
will be smaller.
➢ 5. Prescriptive nature means that you don’t have to think too much: Many people don’t
like to think. Others claim that they don’t have the time to think. Some prefer not to
expose themselves by revealing that they can’t think on their own. Either way, ITIL
will relieve you of the need to use your own thoughts and judgment when determining
how you want to run your organization.
➢ 6. Allows for job specialization: The demarcation of roles and responsibilities within
ITIL will provide your HR department with many happy hours determining a whole
series of role-based job titles. These, in turn, may help you retain staff longer by
offering them a defined career path through your organization.

➢ 7. Requires IT management to formally review all processes delivered by their teams:

When implementing ITIL, departmental managers will need to take time to map their
current operations to those flows defined in the framework. This in-depth review can
only serve to do good as it forces management to get down into the nuts and bolts of
their business to reinforce their understanding of the issues facing their staff and the
requirements of the business.
➢ 8. Encourages the use of flow charting techniques to map out business processes:
Visualisation of business processes is often the first step to process improvement.
Having documented and defined the process graphically, it becomes readily accessible
to everyone within the organization and the diagrams can become an invaluable
troubleshooting and improvement tool.
➢ 9. Consistent usage of defined terminology across the industry promotes understanding
and simplifies communication: This is possibly the greatest benefit that ITIL brings to
the industry. A common vocabulary allows us all to communicate more effectively and
enables closer comparison of like with like than has ever been possible.
➢ 10. Traceability and accountability: With structured systems come the ability to
formally trace and review what was done about any particular incident or problem.
Such audit trails are an invaluable aid to piecing together a picture of what transpired
and allow even those not directly involved with a case to get up to speed quickly and
contribute as appropriate.
➢ 11. Ambiguities and vagueness in definitions give you flexibility: ITIL is a loose
framework of guidance notes and as such has sufficient holes to allow you to operate
in many different ways while remaining in alignment with ITIL's general direction.
4.9.2 Disadvantages of ITIL

This content we look at 15 reasons why adopting ITIL may be ill - advised for your IT
organization [22].
➢ 1. Stifles creativity and/or innovation: The very fact that ITIL lays down a framework
of business processes means that those implementing it do not have to go through the
process development phase for themselves. While this undoubtedly saves time, it also
means that those adopting the standard are locked into the overall direction of the ITIL
model and will find it hard to do anything innovative or novel.
➢ 2. Food for consultants: Just as the ISO 9000 phenomena created an industry of its very
own, ITIL looks certain to do the same, with countless companies already offering
certification, compliance audits, business process re-engineering, process consultancy,
and the like.

➢ 3. Diverts attention from real objectives or becomes a goal in itself: Implementing ITIL
has become a job in itself for some IT executives. This misdirection of resources means
that the improvement of services, reliability, and user satisfaction can take a back seat.
➢ 4. Allows senior management to pay lip service to real issues (“We’re ITIL so we’re
alright”): Being ITIL-certified or implementing an ITIL-certified system does not
guarantee any level of system performance or achievement. It is dangerous to suggest
that ITIL will fix all, or any, of the ills of your IT infrastructure. Only hard work and a
systematic approach to problem resolution and subsequent prevention will do this.
➢ 5. Seen as a “Magic Pill” or “Silver bullet”: Adding ITIL processes on top of a chaotic
IT infrastructure will likely make matters worse instead of better. The added burden of
ITIL procedural requirements can make an overstretched IT operation lose its way and
cause it to fail under the load.
➢ 6. Creates inertia or can be used as an excuse for inactivity: Formal procedures always
bring some level of inertia into an organization. The need for everyone to be trained
and the need for everyone to buy in to the new way of working is only one example of
how ITIL could impact your operation. If you then throw into the mix the need for a
procedural review body to oversee and approve any changes, it is easy to see how you
can spend more time on the paperwork than on what you're actually supposed to be
doing.
➢ 7. Lacks credible research into its effectiveness and value: To date there has been no
study into the implementation of ITIL on a large scale to identify and prove the benefits
that its supporters claim. After more than eighteen years, it is surprising that someone
somewhere hasn’t collected this data.
➢ 8. Doesn’t promote a continuous improvement culture: ISO 9000 was initially slated
by many quality professional for its “consistency rules” approach. In subsequent
revisions this was rectified somewhat with the addition of clauses relating to preventive
action etc. Regrettably, ITIL hasn’t yet learned from its quality-focused relative and
has very little to do with the systematic prevention of problems and incidents at this
time. Even such areas of error control do not truly address what is required to prevent
something happening. Instead, they focus solely on root-cause analysis with somewhat
morbid fascination.
➢ 9. “Best practices” by definition mean that you are only average: If everyone accepts
something to be the best and adopts it wholeheartedly, then everyone has the best and
the best then becomes only average. Unless organization continually review their
processes and change them to achieve greater efficiencies, gain a greater level of
service, or reduce costs, they will soon fall behind the marketplace and become less
than average.

➢ 10. Devised by bureaucrats for bureaucrats: ITIL was originally developed by

government officials to allow government officials to manage IT projects more
effectively than they had done previously. While ITIL probably did do great things to
improve the effectiveness of these institutions, it should be remembered that
government is not (and is not likely to become) the performance standard against which
modern business measures itself.
➢ 11. Creates arbitrary boundaries between functional groups: The distinctions between
problems and incidents highlighted within the ITIL framework do little to encourage
cross-departmental liaisons and cooperation. There is a real danger that front-line
organizations will only focus on incident management and will not dedicate sufficient
time and resources to problem resolution. Equally, second-line organizations may feel
justified in passing their customers to the first line rather than dealing with them
directly with obvious detriment to customer service.
➢ 12. Blind faith on the part of some managers that ITIL processes are the best way of
working: The trade media has spent so much time extolling the virtues of ITIL that
many IT executives have forgotten their usual scepticism. Managers that would never
take the word of a vendor on its own are blindly following the pronouncements of a
few industry luminaries as gospel.
➢ 13. Lack of detail in some areas and over prescriptive in others: The ITIL framework
adds value in areas where it brings clarity to the unclear and definition to the chaotic.
Unfortunately, some subject areas are covered in more detail and with more thought
than others. This is the price to be paid by any document that has multiple authors
contributing standalone chapters without a strong overriding editorial direction.
➢ 14. Fails to tie the provision of IT services back into the overall business goals and
objectives: ITIL was born in government where the usual business rules don’t always
hold true. Cost control is important as is efficiency, but all government departments
are constantly looking to increase their size and remit because with size and influence
comes power.
➢ 15. Increased administrative burden: Additional process steps and increasingly data-
hungry support systems can significantly increase the amount of reporting required of
your employees. Don’t be surprised if some of your staff resent this additional element
to their duties and claim to have two jobs rather than one—the second being to write
about what they do!

4.10. Compare with other models

4.10.1 ITIL and CMMI [23].
Origins
Carnegie Mellon University (CMU)’s Software Engineering Institute developed the first
Capability Maturity Model (CMM) in 1990, and followed it up with the Capability Maturity
Model Integration (CMMI) that integrated multiple CMMs. The most commonly used type of
CMMI is currently DMMI for Development or DEV. The other two types are CMMI for
Services (SVC) and CMMI for Acquisition (ACQ). All three types should be though of as
models to help with process improvement. They do not contain the actual processes
themselves.
The United Kingdom’s Office of Government Commerce (OGC) developed the IT
Infrastructure Library (ITIL) in 1986 to provide guidance for service management. These set
of guidelines has since then emerged as the international de facto standard framework of best
practices for IT service management and infrastructure. ITIL originated as a collection of
books, each covering a specific practice within the IT service management.
Scope
CMMI is a process improvement model that consists of the best practices applied in the
development of software, derived from the industry. CMMI segregates the best practice
knowledge into different levels, and each level progresses to higher standards. All levels
address the development and maintenance of products and services through the product life
cycle from conception through delivery and maintenance.
ITIL is a set of comprehensive and coherent codes of best practices, extending to the
control and management of all aspects of IT related operations. ITIL offers three popular
certification levels for practitioners: foundation, practitioner and manager, based on the extent
of competency of the individual in ITIL. ITIL (Information Technology Infrastructure Library)
is a non-proprietary tool that encourages the private sector to develop services and products
such as training, consultancy, and tools to support ITIL.
Application
The basic difference between CMMI and ITIL lies in application. While CMMI is focused
toward software development, maintenance, and product integration, ITIL is broader in scope
and provides a framework for IT service management and operations including a hardware life
cycle.
CMMI is geared specifically to software development organizations and focuses on
continuous improvement, whereas ITIL addresses IT operations issues such as security,
change and configuration management, capacity planning, troubleshooting, and service desk
functions.

While the application of CMMI helps the organization gain competency and expertise in
software or product development, ITIL applications help align the entire IT process and
resources of the organization to business processes.
Structure
CMMI is a descriptive approach that orders process areas along a maturity model with
maturity levels. A CMMI model is not a process but a description of effective process
characteristics.
Unlike CMMI, ITIL is not descriptive and orders the processes in sets. CMMI for instance,
recommends requirement analysis but does not specify how to do a requirement analysis. ITIL
on the other hand, provides specifics on how to undertake the requirement analysis.
Similarities
Both CMMI and ITIL are process maturity frameworks that follow a similar and structured
approach. Both emphasize development of processes to improve product development and
customer satisfaction and support the coordination of multi-disciplinary activities related to a
project.
Although both CMMI and ITIL are similar in structure, the amount of duplication is,
however, small and there is no contradiction between the two models, making it possible
to apply both CMMI / ITIL models simultaneously in an organization. CMMI is the de facto
quality standard for software development, integration, deployment, and maintenance
processes in organizations and ITIL is the first choice of organizations for standards related to
operations and the infrastructure side of IT.
Implementation of CMMI / ITIL also aids organizations in reducing the cost of quality,
improving turnaround times, and arriving at a precise estimate of efforts required that helps in
costing products
4.10.2 ITIL and CoBit
At a basic level, COBIT provides the roadmap for what needs to be done, and ITIL offers
the means of achieving those ends. For instance, managers could use COBIT to decide what
processes the organization needs, and ITIL tells them how to carry them out.
Additionally, COBIT handles the IT resource questions from the perspective of the
business as a whole, while ITIL approaches the issues strictly from the perspective of IT.
COBIT takes the “from the top down” route, and ITIL uses the “from the bottom up” path [24].
This chart best illustrates the differences between the two approaches.

Table 4: Difference between COBIT and ITIL

COBIT ITIL
A set of guidelines for any A framework for best practices,
organization to develop, implement, planning, and selection, geared to
Definition monitor, and improve technology improving IT services to better meet
governance. the company’s needs.
Focuses on ITSM, but has a broader Focuses on ITSM, and not on the
Scope scope than ITIL, since it studies the whole company. It remains within the
entire organization. domain of IT.
A top-down approach, focusing more A bottom-up approach, focusing more

Approach on IT service governance. on IT service management.
1. Organize all the IT services within

1. Effectively manage the IT
the company and make them run
department to the company’s
smoothly.
advantage and set it in the right
2. Create opportunities for constant
Goals and direction.
operational perfection.
Objectives 2. Align IT goals and business goals.
3. Reduce the company’s IT costs
3. Bring IT values to the business.
without sacrificing effectiveness.
4. Manage resources, risks, and IT
4. Improve the decision-making within
efficiency.
the company.
“How do I best leverage my IT “How do I organize my IT teams and
The Big department’s resources for the benefit their workload in the most efficient
Question of the company?” way?”
4.10.3 ITIL and ISO

ITIL Certification is intended for individuals. From the basic level of the ITIL Foundation
through the Practitioner to the Intermediate levels. The certificate can be obtained on the basis
of a completed training course and a successful certification exam.
ITIL is a set of "best practice" recommendations and the ISO 20000 standard. If someone
says they are ITIL compliant, it does not really make sense. ISO 20000 is a standard against
which you can comply (according to ISO 20k, metrics, principles and processes are set).
Demonstration of compliance with ISO 20000 can be implemented through an audit conducted
by an accredited certification body, such as TAYLLORCOX [25].
Unlike ITIL's "best practice", ISO 20000 is normative and strict in terms of processes. ITIL
has no normative parts, it is a recommendation, so it is up to you to what extent you will use

it. The ISO 20000 standard, on the other hand, has 250 requirements that must be met to
achieve effective IT Service Management.
ISO 20000 focuses on lifecycle IT organizations. So it is about building the "intellectual
property" of the organization. In contrast, ITIL certification is exclusively for individuals, i.e.
it is not an intellectual property of the organization, but an investment in its own employees.
However, knowledge of ISO 20000 can of course also be gained in courses.
In the table below, we list more the differences point:
Table 5: Difference between ITIL and ISO
ITIL v2011 ISO/IEC 20000-1:2011

Latest version v3 2011 2011
Aim Group of good practices Defines a Management System
Property Private Public
Character Guide Certifiable and Auditable
14 processes + Requirements of
Model 26 processes + 4 functions
Management System
Area of
Certifies people Certifies organizations
certification
4.10.4 ITIL and Six Sigma

The Information Technology Infrastructure Library is a comprehensive set of best practices
and guidelines for the IT industry. On the other hand, Six Sigma is a data-driven approach and
methodology to eliminate defects in all processes - from manufacturing to transactions and
from product to service.
In the traditional setting, ITIL and Six Sigma are not used together in the real sense. Be
that as it may, it is designated as part of a mix as a respectable arrangement of practices to
enhance the business significantly.
Six Sigma is mostly in light of calculations, formulas, and business models investigation
to enhance them. It focuses on the subtler way to improve applications, and ITIL compromises
more with the premise and rules required to discover what "what" procedures are. While using
both models can benefit companies, Six Sigma and ITIL are not generally used together, but
rather in combination with a whole set of practices that can improve the business in some
aspects.
Six Sigma is a procedure that relies on formulas, calculations, and analysis of working
methods to improve them. While Six Sigma focuses on "how" to develop processes, ITIL is
more concerned with approaches and guidelines to define what "what" methods are.

Using ITIL methods, a company can determine what needs to be done to develop processes
and areas. On the other hand, Six Sigma can benefit the company in determining the origin of
the problem or where the error lies in the process and then choosing how to solve it. However,
since Six Sigma relies on statistical analysis, it is good to sample process improvements in a
small test to determine if benefits are scalable [26].

APPENDIX: TERMS AND DEFINITIONS

IT: Information Technology
ITIL: Information Technology Infrastructure Library
SLA: Service Level Agreement
CCTA: Coronary Computed Tomography Angiography
SDLC: Software Development Life Cycle
PDCA: Plan - Do - Check – Act
OGC: Office of Government Commerce
ISO: International Organization for Standardization
MOF: Microsoft Operations Framework
ITSM: IT service management
ROI: Return on Investment
SCM: Service Catalogue Management
SLM: Service Level Management
ITSCM: IT Service Continuity Management
CIS: Continual Service Improvement
KPIs: Key Performance Indicators
CSFs: Critical Success Factor
BRM: business relationship management
SLAs: service-level agreements
GAP: Good Agricultural Practices
CIO: Chief Information Officer
HR: Human Resources
CMMI: Capability Maturity Model® Integration
CMU: Carnegie Mellon University
COBIT: Control Objectives for Information and Related Technology

5. REFERENCES
[1] https://en.wikipedia.org/wiki/ITIL#History
[2] https://www.sciencedirect.com/topics/computer-science/software-process
[3] https://calhoun.nps.edu/handle/10945/8171
[4] https://www.investopedia.com/terms/q/quality-management.asp
[5] https://en.wikipedia.org/wiki/ITIL
[6] https://wiki.en.it-processmaps.com/index.php/History_of_ITIL
[7] https://itsm.fwtk.org/History.htm
[8] https://blog.masterofproject.com/itil-change-management-process
[9] https://www.techopedia.com/2/28631/it-business/it-careers/itil-certification-why-you-need-it-how-to-
get-it
[10] https://www.axelos.com/best-practice-solutions/itil/benefits-of-itil
[11] https://www.bmc.com/blogs/who-uses-itil
[12] https://www.itil-docs.com/itil-framework
[13] https://www.itgovernance.co.uk/blog/what-are-the-benefits-and-drawbacks-to-using-itil
[14] https://wiki.en.it-processmaps.com/index.php/
[15] https://www.axelos.com/certifications/itil-certifications
[16] https://www.exin.com/glossary/itil-foundation
[17] https://itsm.fwtk.org/Toolkit.htm
[18] https://www.cio.com/article/3040629/7-questions-to-ask-before-implementing-itil.html
[19] https://wiki.en.it-processmaps.com/index.php/ITIL_Implementation/_Infographic
[20] https://www.scribd.com/doc/290805689/ITIL-Implementation-Project-Checklist-20000Academy-En
[21] https://esj.com/Articles/2007/10/23/ITIL-Weighing-the-Pros-and-Cons-Part-1-of-2.aspx?Page=1
[22] https://esj.com/Articles/2007/10/30/ITIL-Weighing-the-Pros-and-Cons-Part-2-of-2.aspx?Page=1
[23] https://www.brighthubpm.com/monitoring-projects/72298-differences-in-cmmi-vs-itil/
[24] https://www.simplilearn.com/cobit-vs-itil-article
[25] https://www.linkedin.com/pulse/itil-vs-iso-20000-how-differ-complement-each-other-ale%C5%A1-
piln%C3%BD/
[26] https://qforbes.com/what-is-the-difference-between-itil-vs.-six-sigma-certification

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SOFTWARE PROCESS & QUALITY MANAGEMENT

ITIL – Information Technology Infrastructure Library

Instructor: Huy Truong Dinh

Document Create by: Mai Le Duan

International School, Duy Tan University

Start Date 07/12/2021 End Date 07/26/2021

Lead Institution International School, Duy Tan University

Truong Dinh Huy, Msc

Team Leader Mai Le Duan maileduan24899@gmail.com 0385338303

Hoang Nghia Khue hoangnghiakhue@gmail.com 0793618988

Phan Minh Phu phu1237@gmail.com 0349853202

Duong Hien Tuong hientuong4321@gmail.com 0702075630

Date July - 26 - 2021 File name: 443SA_Group6_ITIL.pdf

ITIL – Information Technology Infrastructure Library

REVISION HISTORY AND WORK DISTRIBUTION

ITIL – Information Technology Infrastructure Library

ITIL – Information Technology Infrastructure Library

4.2 Service Transition ....................................................................................................... 19

ITIL – Information Technology Infrastructure Library

ITIL – Information Technology Infrastructure Library

1.3. Software Process

1.3.2 Importance of the process

ITIL – Information Technology Infrastructure Library

1.3.3 What is process improvement?

1.3.4 Purpose of process improvement

➢ Better management control over the project.

1.3.5 What is quality management?

ITIL – Information Technology Infrastructure Library

1.3.6 Process improvement stages

2.1. Team information

Group ID 443 SA - 06 Group Name Variants

Team Leader Mai Le Duan maileduan24899@gmail.com 0385338303

Hoang Nghia Khue hoangnghiakhue@gmail.com 0793618988

Phan Minh Phu phu1237@gmail.com 0349853202

Duong Hien Tuong hientuong4321@gmail.com 0702075630

2.2. Role and Responsibility

Table 2: Role and Responsibility

Task Perform Start End Note

ITIL – Information Technology Infrastructure Library

Detail process - Submit task on time

4.8 → 4.10.1 Duan 07/20/2021 07/22/2021 - Submit task on time

- 4.10.2→ 5 All 07/23/2021 07/26/2021 - Complete task on time

ITIL – Information Technology Infrastructure Library

3.1. ITIL Definition

Figure 1: What is ITIL?

The IT Infrastructure Library (ITIL) is a library of volumes describing a framework of best

3.2. ITIL Version

ITIL – Information Technology Infrastructure Library

➢ In 2006, the ITIL Version 2 glossary was published.

Figure 2: ITIL Versions

3.2.1 ITIL V1 - The beginning

ITIL – Information Technology Infrastructure Library

Figure 4: ITIL Version 2

ITIL – Information Technology Infrastructure Library

Figure 5: ITIL Version 3

ITIL – Information Technology Infrastructure Library

Figure 6: ITIL Version 4

3.3. History of ITIL

ITIL – Information Technology Infrastructure Library

3.4. Goal of ITIL

ITIL – Information Technology Infrastructure Library

Figure 7: Goal of ITIL

3.5. Why ITIL Required?

ITIL – Information Technology Infrastructure Library