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Itil 2011 Mind Maps PDF
Itil 2011 Mind Maps PDF
Responsible
Defines Strategy, policy, standards
Accountable One person
Assists with design
RACI Model
Documentation Consulted
Audits Informed
Process
Communication Clarifies roles and responsibilities
Input to CSI register
Owner
Process manager Owner
Process practitioner Documentation
Control
Objectives
Feedback
Activities
Set of specialised capabilities
Provides value for customers via services Service Process Procedures
Capabilities
Enablers
Resources
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Direct Activities
principles Enhancing services are excitement factors
Monitor Define service Deliver the basic outcomes desired by the customer
units and Represent the value the customer wants
Establish responsibilities packages
Supporting Services
Strategy to set and meet objectives
Either enable or enhance the value proposition
Acquire for valid reasons
Ensure performance when required
Framework Governance Packaging core and supporting services
is an essential aspect of market strategy
Ensure conformance with rules Packaging will also have an impact on the
Ensure respect for human factors design and operation of a service
Internal (Type I)
Future vs Present
Shared Service Unit (SSU) (Type II)
External (Type III) Opposing Operational effectiveness vs
improvements in functionality
Supplies service to one or more customers dynamics
Outsourcing
Service provider Value capture
Disaggregation
Perspective Vision
Insourcing Aggregation
Achievement of objectives
Patterns Ongoing Actions
Changes over time and circumstance
Business outcome achieved
Value
Customer's preferences Creating value Cost effectiveness
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Retire
Cost optimisation
Change proposal Outputs
Seeks to translate outage severity into a financial value
Change management authorisation
Aid to decision making and prioritisation
Change proposal authorised Business Impact Assessment (BIA)
Cost of service outage
Communicate with stakeholders Financial Helps to identify
Relative value of services
Service design and transition processes Charter management Planning confidence
Track progress and update portfolio
Analysis of previous budget
Opportunity
Assessment of plans
Value proposition
Budgeting Specification of changes to funding and spending
Business outcomes supported
Cost and income estimation
Business cases
Budget(s)
Priorities Portfolio Contents
Cost model
Risks
Cost centres and cost units
Offerings & packages
Cost types and elements
Investments required
Accounting Cost classification
Cost & pricing
Scope Chart of accounts
Analysis and reporting
To identify and analyse the patterns of business activity that
initiate demand for services Action plans
User Profiles Analyse patterns of business activity Objective Cost recovery or break even
Recovery with margin
Work with capacity management Demand Policies
Cross subsidisation
Achieve balance between cost and value of outcomes Management Notional charging
Charging
Refines understanding of interactions Value to business
Decide on chargeable items
Enable executives to evaluate real investment
Pricing
Billing
Service provider
Contract
Establish and maintain business relationships
Design
Ensure service provider can meet needs of the business Objective
Business Relationship Risks Operational
Assists business in articulating value of service
Management Market
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Design
Improved quality of service Business / organisation
Consistency of service Enterprise
Easier implementation of new services Service
Better service alignment Technology and management Application
Improve service performance architectures
Data / Information
Improve IT governance Benefits Environment
Improved service alignment IT Infrastructure
More effective service Design top down, build bottom up
management
Processes required
Better IT processes
Progress
Improved information and decision making
Compliance
Measurement methods and metrics
Coordinate all design activities
Effectiveness
Plan and coordinate the resources and capabilities required to design Efficiency
new or changed services Functionality
Produce associated service design packages Balanced design Resources
Ensure service designs and/or SDPs are produced and handed Schedule
over to service transition
Manage the quality criteria, requirements and handover between design,
ITSC
strategy and transition Objectives
Availability
Ensure all service models and service solution designs conform to
strategic, architectural, governance and other corporate requirements Other Service Design See "Service Design Processes" Map Capacity
Improve the effectiveness and efficiency of service design activities and processes Processes Service Level
Ensure that all parties adopt a common framework of standard, reusable Service Catalogue
design practices
Monitor and improve the performance of the service design lifecycle stage
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ITIL is a registered trademark of the Cabinet Office. This document can be shared internally.
ITIL Service Transition Plan and manage service changes efficiently and effectively
Manage risks relating to new, changed
or retired services
Speed vs accuracy
Successfully deploy service releases into supported environments
Safety critical services
Restricted resources Difficulties Objectives Set correct expectations on the performance and use of
new or changed services
Working with difficult customers Ensure that service changes create the expected business value
Provide good-quality knowledge and information about
Stakeholder change services and service assets.
Communications
Stakeholder map Confidence that a new or changed service will
deliver the value and outcomes required of it
Stakeholder commitment analysis
Benefits Understanding of risk
Emotional cycle of change
Provides a measured degree of confidence.
Managing
Leadership
Organisational adoption Define customer requirements
Governance process
People Define service requirements
Organisational change Design
Organisational capabilities Design service solution
Business and service performance measures Design service release
Strong communication process V Model Validate service packages
Kotter's 8 steps Service acceptance
Service Test Service operational readiness
Validation Service release package
Release policy and Component and assembly
Planning and
Produce transition strategy Levels of testing
Prepare for transition
Activities Support Service Verify test plan and designs
Transition
Plan and coordinate transition Process Prepare test environment
Provide transition process support Perform tests
Evaluate exit criteria
See "Change and Change evaluation Map" Report
Change
Test and clean up
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Reports
Knowledge
Presentation layer Configuration management databases (CMDB's)
Definitive media libraries (DML's)
Data, Information, Knowledge, Wisdom (DIKW) Management Data, information & tools layer Known error databases (KEDB)
Improve the quality of management
Enable the service provider to be more efficient and improve quality of service, SACM Availability management information system (AMIS)
increase satisfaction and reduce the cost of service by reducing the need to
rediscover knowledge
CMS Capacity management information system (CMIS)
Definitive spares
Ensure that staff have a clear and common understanding of the value of their services Physical storage information
Definitive media library
Maintain a service knowledge management system (SKMS) that provides controlled
access to knowledge, information and data that is appropriate for each audience
Gather, analyse, store, share, use and maintain knowledge, information and
data throughout the service provider organization.
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Regular
Strategic
Assess, plan, schedule changes
Tactical
Review previous changes
(ChM) Change Password reset
Flexible membership
Change schedule (CS)
advisory board (CAB) Service Transiti on Operational activity User access request
- C hange M anagement ( ChM) Reboot
Projected service outage (PSO) (ChM)
- Change Evaluation (ChE) Project change proposal
Request Preauthorised,
Control using change model
for Change accepted procedure
Standard change
Consider remediation / back out plans (ChM) Emergency Interface with
request fulfilment
Test as much as possible change advisory Emergency change
Retrospective RFC board (ECAB) Normal change
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Objectives
Monitor ongoing performance
Internal (technology) vs external (services)
Manage the service technology
Stability vs responsiveness
Cost vs quality Balance Harvest data & report against agreed metrics
Reactive vs proactive
Technical management
IT Operations management
Incident management See "Service Operation
Functions" map Common service operation activities
Event management
See "Service Operation
Problem management Processes" map Functions Service desk
Application management
Access management Processes
Request fulfilment
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Central
Desk Console management
Types Job scheduling
Local
Back ups
Specialised Operations Control
Restores
Business
Technical Skill set
IT Operations Print & output management
Staffing depends
Interpersonal on organisational Management Ongoing maintenance
Active / Passive
Reactive / Proactive Technical
specialisation
Continuous / Exception
Monitoring Activity
Open
Process
Closed
Control loops
Organisational
Geography
Internal / External Structures Hybrid
Reporting
Combined
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Incident is an unplanned interruption to an IT Service Known Error (KE) Problem diagnosis complete and workaround identified
Reduction in the quality of an IT Service Incident
Detection
Failure of a CI that has not yet impacted an IT service
Logging
Event Management
Categorisation
Web interface
Input Prioritisation
Telephone
Process Investigation and diagnosis
eMail
Incident Create KE
Identification
Logging
Management Raise RFC
Resolution
Categorisation Possible major problem review
Closure
Urgency
Prioritisation
Business Impact Event management
Investigation and Diagnosis
Process Problem Incident management
Technical Management Input Service desk
Escalation
Hierarchical Proactive problem management
Resolution and Recovery Supplier or contractor
Closure Updated records
Specific incidents Resolved problems
Standardised method RFCs
Incident Model Output
Pre defined steps Workarounds
Major Incident Known errors
Problem management reports
Follow policies from Information security management Kepner & Tregoe
Verify identity of users Ishikawa
User's rights / privileges Brainstorming
Restricting non users access
Access Chronological
Logging and tracking access
Management Pain value
Service
RFC Techniques Pareto
Service request Triggers Affinity mapping
Request from HR or manager Operation 5 Whys
Any change of state that has significance for the management of a CI Event Standard service request
Information on availability of services
Active Channel for:
General information
Passive Comments and complaints
Monitoring
Reactive
Proactive
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Service
Resources Understand what to measure, why it is being
measured and what the successful outcome
Functionality
Improvement
Balancing elements Tension should be
Schedule
Ownership is fundamental to any improvement strategy
Financial
Accountable for ensuring best practice is adopted and
Customer
Balanced Scorecard Methods and sustained throughout the organization
Innovation
Techniques Chief advocate and owns all CSI issues
Internal Accountable for the success of
CSI in the organization
Strengths CSI manager
Ensures adequate resources to support and enable CSI
Weaknesses
SWOT Not accountable for improvements to specific services which
Opportunities
are the responsibility of the appropriate service owner working
Threats within the CSI framework
Used to establish an initial data point to determine if a service or process needs to be improved Accountable and responsible for the production and
maintenance of the CSI register
Must be documented, recognized and accepted throughout the organization
Critical
Baselines Accountable for the delivery of a
Strategic goals and objectives
Roles specific IT service
Tactical process maturity Must be established at each level:
Responsible to the customer for the initiation,
Operational metrics and KPIs transition and ongoing maintenance and support of a
To validate Service Owner particular service
To direct Accountable to the IT director or service
Measure value management director for the delivery of the
To justify service
To intervene
Reviews and analyses data from components, systems
Contains important information for the overall service provider and sub systems in order to obtain a true and end-to-end
Reporting analyst service achievement
Introduces a structure and visibility to CSI ensuring all initiatives are captured and recorded, and
benefits realized
Service level manager
Improvement opportunities should be categorized into initiatives that can
be achieved quickly, or in the medium or longer term
CSI register CSI approach
Each improvement initiative should show the benefits that will be achieved by its implementation
CSI processes see "CSI Integration" Map 7 Step improvement
Should be held and regarded as part of the service knowledge management and Inte gration Deming cycle
system (SKMS)
with other processes
Provides a coordinated, consistent view of the potentially many
improvement activities
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CSI
Where do we want to be? Identify strategy for improvement
How will we get there?
How do we know we have arrived?
Approach Define what will you measure
Gather the data
How do we keep the momentum going?
CSI 7 Step Process
Process the data
Analyse the information and data
Plan Present and use the information
Do Implement improvement
Check CSI Deming
Act Cycle Defining security monitoring and data collection requirements
To align business needs with IT service delivery
Monitoring, verifying and tracking the levels of security according
to the organizational security policies and guidelines
Involving the business to determine its service level requirements (SLRs) Assisting in determining effects of security measures on the data
Identifying internal relationships in IT organizations, negotiating terms and monitoring and collection from the confidentiality, integrity and
responsibilities and codifying them with operational level agreements (OLAs) availability perspectives
Working with the supplier manager to Identify existing contractual Security Processing response and resolution data on security incidents
relationships with external vendors and verifying that the underpinning Creating trend analyses on security breaches
contracts (UCs) meet the revised business requirements Service level Validating success of risk mitigation strategies
Using the service catalogue as the baseline to negotiate service
level agreements (SLAs) with the business Utilizing the agreed upon reporting format
Reviewing service achievement and identifying where Analysing processed data for accuracy
improvements are required, feeding them into CSI
Monitoring and collecting data associated with the actual
Continual Service
Component failure impact analysis expenditures versus budget
Provides input on questions such as whether costing or revenue
Improvement
Fault tree analysis
targets are on track
Service fault analysis
processes and Financial
Monitors the ongoing cost per service etc
Technical observation Availability Provides the necessary templates to assist CSI to create the budget
Extended incident lifecycle
SIPs and reports
interaction with and expenditure reports for the various improvement initiatives
other processes
Provides the means to compute the ROI of the improvements
Business SIP
Service Root cause Analysis
Component
Problem
Identify improvements / trends
Iterative activities Preventative action
Application sizing Capacity Reporting
Demand management
Modelling Documenting and reviewing incident trends on incidents, service
requests and telephony statistics over a period of time to identify
SIPs and reports
any consistent patterns
Comparing results with prior months, quarters or annual reports
Manage RFCs from SIPs
Service Desk Comparing results with agreed-to levels of service
Implementing improvement
and Incident Identifying improvement opportunities
Change & Release Management
Post Implementation review
Analysing processed data for accuracy
CAB
Input into SIPs
Kotter's 8 steps
CMS CMDB
SKMS
Identify risk
Data, information, knowledge, wisdom
ITSC
Identify changes that affect ITSC
Regulatory impact Knowledge Shared knowledge
Inclusion in CSI register
Building SIPs
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