get a top consultants experience as a tool to be used in the

© Stefan Kempter, 2007 - 1 -

The ITIL® Process Map: ITIL Implementation Using Process Templates

IT Process Mapswww.it-processmaps.com

IT Process Know-How out of a Box


Contents

THE ITIL PROCESS MAP ................................................................................................................................. 3

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

THE GUIDING IDEAS OF OUR IMPLEMENTATION METHOD ....................................................................... 5

THE METHOD “ITIL IMPLEMENTATION USING PROCESS TEMPLATES” .................................................. 6

CERTIFICATION ACCORDING TO ISO 20000................................................................................................ 7

IT SERVICE STRUCTURE ................................................................................................................................ 8

HIGH LEVEL VIEW OF THE IT SERVICE MANAGEMENT.............................................................................. 9

ACTIVITY CHAINS ACROSS MULTIPLE PROCESSES.................................................................................10

PROCESS INTERFACES.................................................................................................................................11

OVERVIEW DIAGRAMS OF SINGLE ITIL PROCESSES................................................................................12

PROCESS DETAILS (PROCESS CHAINS – EPCS) .......................................................................................13

CHECKLISTS ...................................................................................................................................................14

KEY PERFORMANCE INDICATORS...............................................................................................................15

UNIFORM PROCESSES FOR THE ENTIRE IT ORGANISATION...................................................................16

INDEX OF ITIL ROLES.....................................................................................................................................17

ITIL GLOSSARY...............................................................................................................................................18

ABOUT IT PROCESS MAPS ...........................................................................................................................19

More on IT Process Maps ............................................................................................................................................................19

The ITIL Process Map

Get a top consultant’s experience as a tool to be used in the framework of ITIL and ISO 20000 projects. You receive independent, insightful, and applicable know how about ITIL and time-tested advice on how to go about an implementation project.

Our ITIL reference model – the ITIL® Process Map – is designed to accompany you in all the necessary steps from the planning of an ITIL or ISO 20000 project through to a transformed IT Organisation, working along Best-Practice principles: — getting acquainted with ITIL — setting up an implementation

project — designing ITIL processes and their

interrelationships — implementing systems and

processes — continuously improving processes

The ITIL® Process Map presents the ITIL contents in a graphical, clearly structured, and navigable way. Thus, it offers you a complete set of templates for ITIL implementation projects, as well as easily accessible reference information for the IT Service Management domain.

Our complementary method of "ITIL Implementation Using Process Templates" supports you with precise recommendations for the setup of a focused implementation project.

Target Groups

Our products and services are designed for IT Organisations that — are planning a complete or partial

introduction of IT Service Management according to ITIL, implemen-ting it on their own or using the assistance of consultants

— need to re-evaluate their ITIL processes

— prepare themselves for a certification according to ISO 20000

Our products are also directed at consulting companies offering their clients an efficient and successful ITIL introduction.

ITIL Implementation Using Process Templates: The Idea

Implementation projects with the aim of introducing an IT Service Management according to ITIL are characterised by a typical course of action. This is independent of the size of the company and its core business. Our method of "ITIL Implementation Using Process Templates" starts here and offers a package consisting of — a project manual: A time-tested

blueprint for ITIL implementation projects

— the ITIL® Process Map: A tool providing you with ready-to-use templates for the individual project steps

Benefits of the ITIL Implementation Using Process Templates

Our project manual explains the way how ITIL principles are successfully introduced into the IT Organisation using the ITIL® Process Map. Taken together they help you with — finding an easier access into ITIL — getting an overview of the steps

and measures necessary for introducing ITIL

— successfully carrying through the implementation project

— steering efforts and expenditures while introducing ITIL

— obtaining a high-value process model that’s the basis for a long-term retention of Service Management principles within the IT Organisation and a certification according to ISO 20000

Self-Marketing for the IT Organisation

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


Navigable and Consistent Process Models

The ITIL® Process Model is organised in a consistent and hierarchical way, containing — a control panel for navigating the

process map, with a clearly structured high-level view for depicting the large interrelationships within the IT Service Management domain

— activity chains across multiple processes, visualising for the ITIL core topics how the different processes cooperate erate

— interface diagrams for every ITIL process, giving a complete view of

— interface diagrams for every ITIL process, giving a complete view of

the processes' interdependencies the processes' interdependencies — a uniform view onto the processes

of the IT Organisation as a whole, considering ITIL, ISO 20000 and COBIT

— a uniform view onto the processes of the IT Organisation as a whole, considering ITIL, ISO 20000 and COBIT

— the entire process structure for Service Support and Service Delivery according to ITIL in detail (five levels with approximately 100 reference processes)

— the entire process structure for Service Support and Service Delivery according to ITIL in detail (five levels with approximately 100 reference processes)

— checklists to help with the definition of guidelines and process outputs

— checklists to help with the definition of guidelines and process outputs

— a repository of ITIL roles, complete with descriptions

— a repository of ITIL roles, complete with descriptions

— extensive suggestions for suitable Key Performance Indicators (KPIs)

— extensive suggestions for suitable Key Performance Indicators (KPIs)

— a detailed and comprehensive ITIL glossary

— a detailed and comprehensive ITIL glossary

Versions of the ITIL® Process Map Versions of the ITIL® Process Map

Currently the ITIL® Process Map is available in German and English for

Currently the ITIL® Process Map is available in German and English for — Microsoft Visio™ — Microsoft Visio™ — Corel iGrafx® Flowcharter™/ Corel

iGrafx® Process™ — Corel iGrafx® Flowcharter™/ Corel

iGrafx® Process™ — the ARIS Process Platform™ — the ARIS Process Platform™ — as a read-only HTML version — as a read-only HTML version

Starting with September, 1st

2007 the ITIL® Process Map will be available in English for ESP-QMAP.

Starting with September, 1st 2007 the ITIL® Process Map will be available in English for ESP-QMAP.

Figure 1: Front page of the ITIL® Process Map


The Guiding Ideas of our Implementation Method

Traditionally, there are two

seperate channels for the communication between the IT Organisation and the customer: Agreements concerning new applications or those to be altered are concluded between client and Application Development, while issues concerning Operations are settled subsequently with the production personnel (see fig. 2).

This approach involves two decisive risks: — Operational requirements,

ensuring the error-free running of an application, are considered insufficiently in the development phase.

— IT Operations is not fully able to control the release of applications into the production environment; this might cause unforeseen side effects.

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

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

Enterprise

IT Organisation

ApplicationDevelopment

Customer(Business Side)

IT Operations

Figure 2: Traditional Setup of the IT Organisation

Enterprise

IT-Organisation

Application Management

ICT Infrastructure Management

IT Service Management Customer(Business Side)

Figure 3: Setup of the IT Organisation According to ITIL


The Method “ITIL Implementation Using Process Templates”

Time-Tested Approach for ITIL Implementations

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

Conceptual Planning Made Easy

The project manual and the ITIL® Process Map provide specific recommendations for a structured and focused project plan (see fig. 4), and supports the planning phase with clear instructions for the different project activities.

Our recommendations also make sure that the initial project activities prepare the ground for an efficient and effective use of resources. This is all the more important since the implementation of processes and systems can be rather labour-intensive. Also, investments in new equipment should be made in a planned and economical way.

The Pivotal Point: Defining Responsibilities and Procedures

There is one big question when setting out to introduce ITIL: How to tho-roughly instil the ITIL principles in the IT Organisation? Our experience from various implementation projects shows that this calls, before anything else, for a clear definition of processes with all participants involved.

ITIL will not get into full swing before it’s clearly and unmistakably

determined which members of IT staff are in charge of which activities, which deliveries they are meant to produce, and what they, in turn, can expect from others.

In practical terms this means that process descriptions/ work instructions have to be drawn up within the context of the IT Organisation. Our method of the "Implementing ITIL using Process Templates" is exactly aimed at this,

and the ITIL® Process Map with its ready-to-use templates gives you a

decisive advantage when starting off with this labour-intensive job.

Our complete Project Manual, describing the “ITIL Implementation Using Process Templates” in detail, is available for download at

www.en.it-processmaps.com.

Train IT Service Management staff

Train IT users (customers )

Train IT Staff and Customers

Define structure of IT Services for clients

Define IT Services

Define structure of internal IT Services

Select ITIL roles for the processes to be introduced

Determine role owners

Select ITIL Roles and Determine Role Owners

Analyse as -is processes

Develop the to -be process structure

Define process inter faces

Define process structure

Determine Process Owners

Define metr ics / measurement procedures

Defi

Establish Process Controlling

ne repor ting

Design proces

Design Processes in Detail

ses in detail

Define system requirements

Select system (

Implement Processes and Systems

s) to support the to -be processes

Implement system (s)

Implement to -be processes

Figure 4: Overview of the Project Course


http://www.en.it-processmaps.com/

Certification According to ISO 20000

The ITIL Implementation using Process Templates makes sure that the two central requirements of the ISO 20000 standard are met: — Use of a management approach

according to the ISO management standard ISO 9001:2000, based upon the principles of business process management and aiming at continuous quality improvement

— Alignment of the activities within IT Service Management with the requirements of the ISO 20000 standard, corresponding to the recommendations for IT Service Management according to ITIL

However, the following restrictions apply:

The process „Financial Management for IT Services“ from the view of the ISO 20000 standard is recommended but does not have to be implemented.

IT Security Management is a field of its own outside IT Service Management. ISO 20000 contains only general requirements for the implementation of an IT Security Management. If a certification of IT Security processes is required, there is ISO 27001 as a dedicated standard; in Germany, the “IT Basic Protection Catalogues of the Federal Bureau for Security in the Information Technology” (“IT-Grundschutz-Kataloge des Bundesamts für Sicherheit in der Informationstechnik”) can also be used for certification.

Therefore, ITIL is not the only accepted standard for IT Security Management, and currently is not covered by the ITIL® Process Map.

A detailed comparison between ISO 20000 and IT Service Management according to ITIL is available for download from the Internet at

www.en.it-processmaps.com! We have made available for you an

exact comparison of the requirements of the ISO 20000 standard and IT Service Management according to ITIL on our Internet site at

www.en.it-processmaps.com!

Figure 5: Comparison between ITIL und ISO 20000



IT Service Structure

The basis for an ITIL introduction is a holistic look at the IT Services and their interdependencies.

To this end, the ITIL® Process Map contains a template for the definition of the IT Service Structure (see illustration no. 6). There we distinguish between

the IT Service Structure (see illustration no. 6). There we distinguish between — external IT Services (services for

clients on the business side, defined by SLAs), and

— external IT Services (services for clients on the business side, defined by SLAs), and

— internal IT Services (services provided from within the IT Organisation or by external service suppliers, as a basis for the external IT Services, defined through OLAs or UCs).

— internal IT Services (services provided from within the IT Organisation or by external service suppliers, as a basis for the external IT Services, defined through OLAs or UCs).

Thus a bundle of internal IT Services is combined to deliver an external IT Service for the client.

Thus a bundle of internal IT Services is combined to deliver an external IT Service for the client.

The determination of the external IT Services at the beginning of a Service Management project is of vital importance, given that in IT companies often misunderstandings arise as to which services are of real value to the client.

The determination of the external IT Services at the beginning of a Service Management project is of vital importance, given that in IT companies often misunderstandings arise as to which services are of real value to the client.

It’s not before the external IT Services have been named that - according to the ITIL philosophy - one can start to define quality requirements together with the client, and subsequently write them down in SLAs.

It’s not before the external IT Services have been named that - according to the ITIL philosophy - one can start to define quality requirements together with the client, and subsequently write them down in SLAs.

As soon as it’s known which internally supplied IT Services are needed to deliver the services for the client, the corresponding agreements (OLAs or UCs) can be negotiated. This ensures that the quality expected by the customers can actually be delivered.

As soon as it’s known which internally supplied IT Services are needed to deliver the services for the client, the corresponding agreements (OLAs or UCs) can be negotiated. This ensures that the quality expected by the customers can actually be delivered.

The IT Service Structure developed in this way is characterised by a clear view on the necessary SLAs, OLAs,

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

The IT Service Structure developed in this way is characterised by a clear view on the necessary SLAs, OLAs,

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

Figure 6: Template for the IT Service Structure


High Level View of the IT Service Management ew of the IT Service Management

The navigable high-level view illustrates the large interdependencies within IT Service Management on one single page.

The navigable high-level view illustrates the large interdependencies within IT Service Management on one single page.

Along with short descriptions of all Service Support and Service Delivery processes, the overview shows their most important interfaces.

Along with short descriptions of all Service Support and Service Delivery processes, the overview shows their most important interfaces.

It also places IT Service Management firmly into the context of the IT Organisation as a whole, highlighting how ITIL processes interact with other processes of the IT Organisation and beyond it.

It also places IT Service Management firmly into the context of the IT Organisation as a whole, highlighting how ITIL processes interact with other processes of the IT Organisation and beyond it.

For the presentation of these external interfaces we revert to a uniform process structure for the IT Organisation being derived from ITIL, COBIT, and ISO 20000.

For the presentation of these external interfaces we revert to a uniform process structure for the IT Organisation being derived from ITIL, COBIT, and ISO 20000.

All detailed process models can be reached by means of a clearly structured navigation tree, starting from this overview.

All detailed process models can be reached by means of a clearly structured navigation tree, starting from this overview.

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


— Define Process Structure — Define Process Structure ― Analyse as-is processes ― Analyse as-is processes ― Develop the to-be process

structure ― Develop the to-be process

structure ― Define process interfaces ― Define process interfaces

— Train IT Staff and Customers — Train IT Staff and Customers — Train IT Service Management staff — Train IT Service Management staff

You can download our high-level

overview (optimised for the format DIN A 0) from our Internet site at

You can download our high-level overview (optimised for the format DIN A 0) from our Internet site at



Figure 7: High-Level View of IT Service Management



Activity Chains Across Multiple Processes

Our overviews depicting activity chains across multiple processes visualise for the ITIL core topics how the different processes cooperate.

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

It’s exactly those important chains of processes that are visualised in the model type shown here. They contain precise suggestions of how the various ITIL disciplines should be linked together. The models can be used directly or they can be adapted to a company's individual needs. In so doing clarity is reached about the distribution of responsibilities between the individual processes, a vital precondition for defining processes in more detail.

The overviews depicting activity chains across multiple processes are also a good means of getting acquainted with ITIL in general, as the processes and their overall importance are presented in an easily comprehensible way.


— Define Process Structure ― Analyse as-is processes ― Develop the to-be process

structure ― Define process interfaces

— Train IT Staff and Customers ― Train IT Service Management

staff ― Train IT users (customers)

You can download our overviews

depicting activities across multiple processes (optimised for the format DIN A 3) from our Internet site at

www.en. it-processmaps.com.

An Incident Record is automatically or manually created within the process "Service Desk andIncident Management" and where possible, processed up to its resolution by the agents at the Service Desk. Where necessary a transfer to specialist Support Groups within 2nd Level Support takes place.

Incident RecordService Desk and

Incident Management

Problem Management

If the interruption can only be corrected by a Workaround in the first instance, or if cause and resolution are unknown even to the 2nd Level, a Problem is created and linked to the Incident (the Incident is therefore resolved within the Problem Management Process).

A resolution to the Problem (i.e. a method to eliminate the root cause of the Problem) is developed within Problem Management. A respective RFC (Request for Change) is created in order to initiate the solution's implementation.

In addition to this the possibility of a Workaround is investigated, with the aid of which the (still unresolved) Incident may be primarily closed.

Problem Record

(Problem Record linkedwith one or moreIncident Records)

Figure 8: Activity Chain Spanning Multiple Processes


Process Interfaces

Interface diagrams for every Service Support and Service Delivery process define — which information can be expected

from other processes (inputs) — which deliverables have to be

passed on to other processes (outputs)

Interface diagrams are characterised by complete views of all information that is exchanged with other processes. As such, they help to draw clear lines in order to determine — the responsibilities — the limits (beginning and end) — of a process.

It is absolutely indispensable that an exact definition of the interfaces is done before the process activities are defined in more detail, as the process activities depend on these definitions as a frame: Only when it is clear what deliverables a particular process has to produce it can be determined which activities it must contain.

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


— Define Process Structure ― Analyse as-is processes ― Develop the to-be process

structure ― Define process interfaces


staff

Figure 9: Interface Diagram


Overview Diagrams of Single ITIL Processes

The ITIL® Process Map contains overview diagrams for all ITIL processes, adding a level of detail by subdividing them into several sub-processes.

overview diagrams for all ITIL processes, adding a level of detail by subdividing them into several sub-processes.

These views serve to explain what an ITIL process (or an ITIL discipline) is about. They also help to keep the process landscape as a whole clear and easy to navigate.

These views serve to explain what an ITIL process (or an ITIL discipline) is about. They also help to keep the process landscape as a whole clear and easy to navigate.

Selecting the symbols contained in these diagrams, one can reach the corresponding Process Chains (EPCs - the lowest level of detail contained in the ITIL® Process Map).

Selecting the symbols contained in these diagrams, one can reach the corresponding Process Chains (EPCs - the lowest level of detail contained in the ITIL® Process Map).






— Train IT Staff and Customers — Train IT Staff and Customers ― Train IT Service Management

staff ― Train IT Service Management

staff

Figure 10: Overview of a Single ITIL Process


Process Details (Process Chains – EPCs) Process Details (Process Chains – EPCs)

The most detailed views of the process map define the individual activities within the processes. To this end, the ITIL® Process Map uses the well-established notation of „Event-Driven Process Chains“ (EPCs).

The most detailed views of the process map define the individual activities within the processes. To this end, the ITIL® Process Map uses the well-established notation of „Event-Driven Process Chains“ (EPCs).

To make sure that the processes are focused on their intended purpose, a brief summary of the process goals is always included as part of an EPC.

To make sure that the processes are focused on their intended purpose, a brief summary of the process goals is always included as part of an EPC.






— Design processes in detail — Design processes in detail

— Implement Processes and Systems

— Implement Processes and Systems ― Define system requirements ― Define system requirements ― Select system(s) to support to-

be processes ― Select system(s) to support to-

be processes ― Implement system(s) ― Implement system(s) ― Implement to-be processes ― Implement to-be processes

— Train IT Staff and Customers — Train IT Staff and Customers ― Train IT Service Management

staff ― Train IT Service Management

staff

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


Checklists

As a supplement to the EPCs, enhancing their usefulness, 39 checklists have been developed and made available in the ITIL® Process Map. They contain information supporting the definition of guidelines and process outputs.

Checklist CAB Agenda ITIL Process: Service Support – Change Management

The CAB Agenda includes the following topics:

• Changes which have to be assessed by the CAB • New Changes • Changes from previous CAB meetings, for which the assessment of technical experts is

complete • Changes whose implementation had to be rolled back

• Updates to the FSC • Conducted Change Reviews (PIRs) • Changes which have been implemented without autorisation from Change Management • Definitions of new Standard Changes, which are able to be implemented in the future without

individual permissions from Change Management

Figure 12: Checklist


— Design processes in detail — Implement Processes and

Systems ― Define system requirements ― Select system(s) to support to-

be processes ― Implement system(s) ― Implement to-be processes


staff

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


Key Performance Indicators

An extensive collection of Key Performance Indicators (KPIs) supports the introduction of a comprehensive framework for Process Controlling. This includes regular quality assessments of the IT Service Management processes.

The suggested Key Performance Indicators (KPIs) correspond to the ITIL recommendations and have in parts been amended by COBIT elements.

Using those indicators the Process Owners are in a position to evaluate the quality of their processes, which in turn is the basis for the ongoing optimisation and fine-tuning of the process design.

The selection of suitable KPIs will, among other things, depend on the possibilities to actually measure the indicators. The KPIs and the corresponding measurement procedures are therefore an important input for system requirements.


— Establish Process Controlling ― Determine Process Owners ― Define metrics/ measurement

procedures — Implement Processes and

Systems ― Define system requirements ― Select system(s) to support to-

be processes ― Implement system(s) ― Implement to-be processes

Number of Repeated Incidents

Number of repeated Incidents, with known resolution methods

Remotely Resolved Incidents

Number of Escalations

Number of Incidents

Incident Resolution Time

First Time Resolution Rate

Resolution within SLA

Incident Resolution Effort

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

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

Number of incidents registered by the Service Desk, per category

Average time for resolving an incident, per category

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

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

Average work effort for resolving incidents, per category

Number of Problems Number of Problems registered by Problem Management, per category

Problem Resolution Time

Number of Incidents per Problem

Number of Incidents per Known Problem

Average time for resolving a problem, per category

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

Average number of incidents linked to the same problem after problem identification

Number of Major Changes

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

Number of CAB Meetings

Time for Change Clearance

Change Acceptance Rate

Number of CAB (Change Advisory Board) meetings

Average time from registering an RFC with Change Management until Change clearance

Number of accepted vs. rejected RFCs

Time until Problem Identification

Problem Resolution Effort

Average time between first occurance of of an incident and identification of the underlying root cause

Average work effort for resolving problems, per category

Number of Major Releases

Number of major Releases rolled out into the productive environment

Duration of Rollouts

Number of Release Backouts

Incidents Caused by New Releases

Average duration of Rollouts from clearance until completion

Number of Releases in need to be reversed

Number of incidents attributable to New Releases

Release Rollout Punctuality

Work Effort for Releases

Proportion of Releases finalised within the agreed schedule

Work effort for the Rollout of new Releases

Proportion of Automatic Release Distribution

Proportion of new Releases distributed automatically

Verification Frequency

Verification Duration

Effort for CMDB Verifications

Frequency of physical verifications of CMDB contents

Average duration for physical verifications of the CMDB contents

Average work effort for physical verifications of the CMDB contents

CMDB Coverage

Automatic CMDB Update

Percentage of configuration components for which data is kept in the CMDB

Percentage of configuration components for which data in the CMDB is updated automatically

Number of CMDB Errors

Number of occasions when CMDB contents are found to be incorrect (i.e. restrospective Changes are carried out)

Service Elements in SLAs Number of service elements included in SLAs

Service Elements with OLAs/UCs

Monitored SLAs

SLAs under Review

Fulfilment of Service Levels

Number of Shortcomings

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

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

Number of SLAs which are regularly reviewed

Number of SLA elements where the agreed service levels are fulfilled

Number of shortcomings in the service provision, which are identified and addressed in an improvement plan

Incidents due to Lack of Capacity

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

Exactness of Capacity Forecast

Capacity Adjustments

Unplanned Capacity Adjustments

Resolution Time of Capacity Shortage

Capacity Reserves

Deviation of the predicted capacity development from actual course

Number of adjustments of the IT Capacities to changing demand

Number of unplanned increases to IT Capacity as result of capacity bottlenecks

Duration of resolution of recognized capacity-bottleneck

Percent of capacity reserves at times of normal and maximum demand

Percentage of Capacity Monitoring

Percentage of relevant infrastructure components, of which the capacity is automatically monitored

Service Availability

Duration of Service Interruptions

Number of Service Interruptions

Availability Monitoring

Availability of IT Services relative to the availability agreed in SLAs

Average duration of interruptions to IT-Services

Number of interruptions to the IT Services

Percentage of relevant infrastructure components, of which the availability is automatically monitored

Availability Measures Number of implemented measures with the objective of increasing availability

Processes under Risk-Management

Gaps in Disaster Preparation

Shortcomings in Disaster Preparation

Implementation Duration

Percentage of business-processes on client side, which are covered by IT Risk-Management

Number of identified gaps in the preparation for disaster events, where no preventive measures have yet been taken

Number of identified shortcomings in the preparation for disaster events, which, for example, are identified during practices

Duration from the identification of a risk up to implementation of a respective precautionary measure

Number of Disaster Practices

Number of disaster practices actually carried out

Adherence to Budgeting Process

Cost-/ Benefit Estimation

Post Implementation Review

Percent of projects using the standard IT budgeting process

Percent of project files containing cost-/ benefit estimates

Percent of projects where costs and benefits are verified after implementation

Adherence to Approved Budget

Adherence to Project Resources

Percent of IT expenses exceeding the approved budget

Percent of expenses exceeding the planned budget for a project

Proposals for Cost Optimisation

Number of proposals by Financial Management for the optimised use of financial resources

Service Support Service Delivery

Service Desk and Incident

Management

Problem Management

Change Management

Release Management

Configuration Management

Service Level Management

Capacity Management

Availability Management

IT Service Continuity

Management

Financial Management for IT

Services

Figure 13: Suggested Key Performance Indicators (KPIs)


Uniform Processes for the Entire IT Organisation

If we look at the IT Organisation as a whole, there is a large number of other processes outside of IT Service Management. For this reason an ITIL project should not create an isolated solution but be coordinated with the other activities.

The ITIL® Process Map supports this necessary synchronisation using a set of processes for all of the IT Organisation (“Uniform IT Processes”). This allows to describe the interfaces to the other IT processes during a Service Management project, making sure that the IT Organisation as a whole works together seamlessly.

The Uniform IT Processes are derived from three generally acknowledged approaches: ITIL, COBIT (Control Objectives for Information and Related Technology) and ISO 20000.

ITIL provides guidance on what should be done in order to offer users adequate IT Services, supporting their business processes. COBIT, on the

other hand, places the emphasis on IT governance and – starting from a process structure - supplies process goals and quality indicators for determining the successful execution of a process.

Despite some deviations in structure and denomination the processes listed in both approaches correspond to each other in large parts, with COBIT covering the IT Organisation as a whole right from the outset.

The ISO 20000 standard was conceived as a bridge between the two approaches ITIL and COBIT. Initiated by the two organisations itSMF and BSI (British Standard Institute), it is modelled on the principles of ITIL and for the first time offers IT Organisations the possibility to have their IT Service Management certified.

The Uniform IT Processes used in the ITIL® Process Map are a combination of the above standards,

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

Details on how the "Uniform IT

Processes" were derived from the different Best Practice sources may be obtained from the Internet at


Figure 14: Uniform Processes for the Entire IT Organisation



Index of ITIL Roles

The ITIL® Process Map contains a repository of the ITIL standard roles, complete with their descriptions.

Whenever roles are needed within the process models to depict responsibilities or contributions, they can simply be picked from this repository. Role owners can use the models to grasp intuitively their involvement in the different ITIL processes.

This type of model may also be used to assign owners to the various roles.

The Index of ITIL Roles with their

descriptions is also available at our Internet site at


Figure 15: Descriptions of ITIL Roles


ITIL Glossary Glossary

The ITIL Glossary contains information objects which are used in various parts of the ITIL® Process Map to define process in- and outputs.

The ITIL Glossary contains information objects which are used in various parts of the ITIL® Process Map to define process in- and outputs.

Whenever information objects are needed within the process models, they can simply be picked from this repository.

Whenever information objects are needed within the process models, they can simply be picked from this repository.

Every information object comes complete with an ITIL compliant definition.

Every information object comes complete with an ITIL compliant definition.

The Glossary of ITIL Terms and

Acronyms is also available at our Internet site at

The Glossary of ITIL Terms and Acronyms is also available at our Internet site at



Figure 16: ITIL Glossary



About IT Process Maps

From our long-standing experience as IT managers and management consultants we dispose of a solid know how in the introduction of IT Service Management as well as Process and Project Management in general.

Our focus is on the provision of tools based on time-tested Best-Practice recommendations. We also offer services around the ITIL® Process Map, like assistance in the use of our process models and individualised versions for the specific needs of your company. Should you require consulting expertise related to ITIL, we will be pleased to recommend an experienced consulting partner.

More on IT Process Maps

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


Dipl-Ing. Stefan Kempter Management Consulting Bodelschwinghstrasse 6 D-88213 Ravensburg Germany Tel. + 49 751 2708444 0 Fax + 49 751 2708444 9 [email protected] www.en.it-processmaps.com Member of itSMF © 2007 Stefan Kempter As of May 2007 You can also obtain this document as a download from the Internet under www.en.it-processmaps.com. “ITIL” is a Registered Trade Mark, and a Registered Community Trade Mark of the Office of Government Commerce, and is Registered in the U.S. Patent and

Trademark Office. “IT Infrastructure Library” is a Registered Trade Mark of the Office of Government Commerce. „COBIT“ is a Trademark of ISACA (Information Systems Audit and Control Association). “Visio” is a Trademark of Microsoft Corp. “iGrafx Flowcharter/ Process” are Trademarks of COREL Corp. „ARIS“ is a Trademark of IDS Scheer AG. “QMAP” is a registered Trademark of Atkins Consulting. All processes and procedural methods in our products were compiled with the greatest of diligence. Despite this fact, errors may not be ruled-out. Stefan Kempter

Management Consulting therefore accepts no guarantee or any type of liability for consequences, which may be associated with incorrect statements. Each user must decide in his own particular case, whether the illustrated procedures are respectively applicable to his own person or his business.


get a top consultants experience as a tool to be used in the

Business

process of itil

itil process itil process

itil iso

itil principles

itil orprocesses

itil glossary

process maps

method itil implementation