Introduction

ITIL® and the ITIL® Process Map

© IT Process Maps GbR

© IT Process Maps GbR
Contents

Introduction ................................................................................................... 1
ITIL® and the ITIL® Process Map...................................................................................................... 1

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

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

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

ITIL® Main and Sub-Processes ......................................................................................................... 5
ITIL® Core Principles ........................................................................................................................ 6

How the ITIL® Process Map was created from the ITIL® Books ....................... 8
Differences between a Book and a Process Model ......................................................................... 8
Where the ITIL® Process Map goes beyond the ITIL® Books .......................................................... 9
Processes vs. Functions ................................................................................................................. 18

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

How to adapt your Processes to ITIL® 2011 .................................................................................. 19

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

Changes in Service Strategy .......................................................................................................... 20
Changes in Service Design ............................................................................................................. 21
Changes in Service Transition ....................................................................................................... 22
Changes in Service Operation ....................................................................................................... 24
Changes in Continual Service Improvement ................................................................................. 27

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

How ITIL® and ISO 20000 are related............................................................................................ 28
Key ISO 20000 Requirements ........................................................................................................ 28
ISO 20000 Requirements in Relation to ITIL® Processes .............................................................. 29

© IT Process Maps GbR

History of ITIL®

The Beginnings

ITIL®1 was developed at the end of the 1980's by the Central

Computing and Telecommunications Agency (CCTA), a government
agency in Great Britain. The reason for commissioning the CCTA was
a lack of quality of the IT services procured by the British Govern-
ment, so that a method had to be found to achieve better quality and
simultaneously decrease their costs. The objective was to develop
effective and efficient methods for the provision of IT Services - in
other words a catalogue of best practices for the IT organization,
which today is known as ITIL®.
The essence of the methods is to make IT services explicit and
strictly focused on client needs. This is combined with clearly defined
responsibilities for the service provision within the IT organization
and effectively designed IT processes. As a result, the IT organization
concentrates on the services required by the business, rather than
being focused on technologies.
The recommendations thus compiled are very broadly valid. It was
found that the requirements of the businesses and organizations
examined by the CCTA were mostly similar, independent of their size
or industry sector.

A series of books on ITIL® has been issued since 1989 by the

Cabinet Office, an administrative body of the Government of Great
Britain which is the successor of the CCTA. Since 2013, the ITIL® trade
mark has been owned by AXELOS Limited.

Recognition as a Standard

In the past years, ITIL® has become the de-facto standard for IT
Service Management. Increasingly, IT managers developed aware-
ness for the service- and customer-driven approach championed by
ITIL®, and the ITIL® terminology is widely understood and used.

1
ITIL® is a registered trade mark of AXELOS Limited.

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 The ITIL® philosophy has found its way into a multitude of other
models related to IT Service Management, as for example:
— ISO/IEC 20000 (formerly BS 15000): Information Technology -
Service Management

— HP ITSM Reference Model (Hewlett Packard)

— IT Process Model (IBM)

— Microsoft Operations Framework

New Version in 2007: The ITIL® V3 Service

Lifecycle

In 2007 the Cabinet Office published a completely revised version

of ITIL®, known as “ITIL® Version 3 (ITIL® V3)”.

ITIL® V3 reflects the experiences gained with the earlier versions

and puts a greater emphasis on creating business value. In compari-
son to ITIL® V2 - which consisted of nine books - it is more
streamlined around a set of five new core publications which
together form the “ITIL® V3 Service Lifecycle”:

— Service Strategy
— Service Design

— Service Transition
— Service Operation

— Continual Service Improvement

The rationale for organizing the ITIL® books in this way was to
establish a Deming-like Plan-Do-Check-Act cycle focused on continual
improvement.
Overall, ITIL® V3 complements the processes known from ITIL® V2
with a number of new processes and puts more emphasis on produ-
cing value for the business. The underlying principles, however, are
largely unchanged.
The following chapter presents an introduction to the ITIL® V3
Service Lifecycle.

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ITIL 2011 Upgrade

Four years after the introduction of ITIL V3 the main guidance has
been updated, taking into account feedback from the user and
training community. The new “ITIL 2011 Edition” was published at
the end of July 2011.

As the official ITIL Update FAQs state, "ITIL 2011 is an update, not a
new version". No entirely new concepts were added, but the aim of
the update is was to "resolve errors and inconsistencies in the text
and diagrams across the whole suite".

Since ITIL® V2 is about to be phased out, there is also a new

naming convention, doing away with the “V3” suffix: the latest
edition is referred to as "ITIL® 2011" or simply "ITIL®", while the term
"ITIL® 2007" is used for the first edition of ITIL® V3.

Consequently, in this document and throughout the ITIL® Process

Map we use the term “ITIL®” to refer to the most recent version of
ITIL®.

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The ITIL® Service Lifecycle

Processes Processes
outside the outside the
IT Organization The ITIL® Service Lifecycle IT Organization

Service
Strategy Service Strategy
»
+
Service Portfolio
»

Customer
Agreement
Portfolio »

Service Design Request for Change

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

Service
Suggested Service
Operation Improvement

+
Suggested Process
Improvement

Continual
Service CSI Register
Improvement »
+

Back to Front Page

The Service Lifecycle is about managing services from their crea-

tion to retirement. Each of the five stages is focused on a specific
phase of a service’s lifecycle:

— Service Strategy determines which types of services should be

offered to which customers or markets
— Service Design identifies service requirements and devises new
service offerings as well as changes and improvements to existing
ones

— Service Transition builds and deploys new or modified services

— Service Operation carries out operational tasks

— Continual Service Improvement learns from past successes and

failures and continually improves the effectiveness and efficiency
of services and processes.

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ITIL® Main and Sub-Processes

The ITIL® Process Map allows exploring the Service Lifecycle

processes in a top-down manner. The example on this page shows
why this is ideal for getting familiar with the ITIL® processes:

Overview: IT Service Management (ITIL® Service Lifecycle)

Processes Processes
outside the outside the
IT Organization The ITIL® Service Lifecycle IT Organization

Service
Strategy Service Strategy
»
+
Service Portfolio
»

Customer
Agreement
Portfolio »

Service Design Request for Change

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

Overview: Service Transition

Service
Suggested Service
Operation Improvement

+
Suggested Process Processes outside the IT ITIL Processes outside IT Service Management ITIL Processes outside Processes outside the IT
Organization Service Transition Service Transition Organization
Improvement
+
Superior Process

Continual
Service CSI Register
Improvement »
Projected Service
Outage (PSO)
»
+ Customer Process Validation Test Customer Process
Report
Change Schedule
»
»
Project Mgmt. User Manual
(Transition Planning Project Plan (Service
Change Record
and Support) Transition Plan)
» »
Data for Project Plan
+ Project Portfolio
Update Status Report
External Supplier Technical/ » External Supplier
Process Administration Support Request Process
Manual

Validation Test
User Manual
Report
»
Back to Front Page

Service Strategy Service Strategy

CMS/ CMDB
Change Management Change Evaluation Change Evaluation »
Change Schedule
Report
+ » » Project Portfolio
+
+ + Status Report
»
Change Record
»

Request for Change Development/

(RFC) Install. QA
» Documentation
Service Design Application
Development Work CMS/ CMDB

Level 0: ITIL®
Package (SDP) Development User Manual
» Order »
Release and
Service Design Service Acceptance
Deployment
+ Technical/ Validation Test Service Design
Criteria (SAC) Release Record Administration Report
» Management »
» Manual
+ +
Service Catalogue + Purchase Request
» Release Policy
»
Customer
Agreement Portfolio
»
Overview: Change Management

CMS/ CMDB
Service Validation and »
Testing Test Model
Request for Change » Definitive Media Processes outside the IT ITIL Processes outside Service Transition Service Transition ITIL Processes outside Processes outside the IT
(RFC) Library (DML) Organization Service Transition Processes Processes Service Transition Organization
» + Validation Test
»
Report
Service Operation
CMS/ CMDB
» Service Operation
Change Model

Service Lifecycle
» »
+ + IT Service Management
Change Record Change Schedule
» » Customer Process Projected Service Customer Process
+ Outage (PSO)
»
Technical/
Administration
Manual
Service Transition
Change Request to External Supplier External Supplier
CMS Change Policy User Manual
CMS Structure Process Process
» +
Service Asset and
Configuration Superior Processes
CMS/ CMDB CMS/ CMDB
Management
» » Change Evaluation
+ Report
Definitive Media Definitive Media »
Service Strategy Service Strategy
Library (DML) Library (DML) Change Proposal
» » Project Portfolio »
Status Report + +
Continual Service » Continual Service
Improvement Improvement

CMS/ CMDB Request for Change

+ » + (RFC)
» Change
Management Policy
Suggested Process Service Design »
Change Record
All information originating Package (SDP)
» »
Improvement
from Service Management Change Model
Change Management »
processes is input for the Knowledge Service Knowledge Service Design
Change Schedule Support Service Design
Service Catalogue
Knowledge Management Management Mgmt. System » »
process. Displaying all inputs (SKMS) » + + RFC Template
+
within this Overview Diagram Enterprise Change Evaluation »
is therefore not practicable.
+ Architecture (EA)
» Report
» CAB Agenda
Template
Risk Management »
Policy
»
Change Schedule
»
Request for Change
Change Model
(RFC)
» »
Back to Front Page Service Operation Service Operation
Incident Record Change Schedule
» »
+ Major Incident
Assessment of Change +
Proposals Change Proposal
Review »
»
+

Continual Service Continual Service

Change Evaluation
Improvement Improvement
Report
»
Assessment and
+ RFC Logging and
Implementation of Suggested Process
+
Review Change Record Change Record
Emergency Changes Improvement
» »
+ +

Change Schedule
Change Evaluation Change Evaluation »
Report
»
Change Evaluation
Change Record
+ »
Change Assessment by Minor Change
the Change Manager Change Record Deployment Change Record
» » +
Change Model
+ Change Evaluation
+ »
Report
»
Change Record
»

Level 1: ITIL®
Project Mgmt. Project Mgmt.
(Transition Planning Project Plan (Service (Transition Planning
Change Schedule
and Support) Transition Plan) and Support)
» Change Assessment by »
+ Project Portfolio
the CAB Change Record +
Status Report
» Change Model
» + »
Change Evaluation
Report
»
Application Application
Development Development

Change Scheduling and

+ Build Authorization Change Record +
»
+ Change Evaluation
Report Change Record
» »
Release and Release and
Deployment Deployment
Release Policy Change Schedule
Management Management
» »
Change Deployment
+ Authorization Change Record
+
Release Record Change Model
» » »
+ Change Evaluation

Core Disciplines
Report
»
Service Validation and Service Validation and
Validation Test
Testing Testing
Report
» Post Implementation
+ Review and Change +
Closure

+
Service Asset and Service Asset and
Configuration Configuration
CMS/ CMDB CMS/ CMDB
Management Management
» »
+ +
CMS Change Policy
»

Knowledge Knowledge
Management Back to Front Page Management

+ +

Level 2: ITIL®
Main Processes
Process Details: Assessment of Change Proposals

Process Owner Superior Processes

Change
Change Manager
Management Policy
» IT Service Management

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

Resource

Change Manager Check proposal Determine Circulate State reasons and Notify Change
Schedule CAB Change Proposal
for completeness required CAB documents for document Proposal initiator
meeting must be rejected
and practicability members preparation rejection of rejection

Change Proposal to Change Proposal

be assessed. If required, consult with Depending on the CAB meetings may be Provide CAB members This possibly includes rejected.
the initiator prior to nature of the Change a mix of formal and in advance with suggestions on how to
rejecting the Change Proposal to be assessed electronic meetings, information, in modify the proposed
Proposal. by the CAB. depending on the particular the Change Change before it can
complexity of the Proposal and any be re-submitted.
issues to be discussed. supporting
documents.
Document Add the Change
Change Proposal
Change Proposal Proposal to the
may be authorized authorization Change Schedule

Change Proposal
authorized.

Resource

Change Advisory Determine any

Assess risks Assess the
Board (CAB) required Determine if Decide if Change
associated with proposed Escalation of Change
modifications to Change Proposal Proposal may be
the Change schedule for Proposal not required.
the Change must be escalated authorized
Proposal implementation
Proposal

Assess risks related to Assess risks related to If the assessment leads If required, consult also
· Business processes on Check if there are any to the conclusion that a Change Proposal to with the proposal's
Get approval from
the client side. reasons to object to higher level of authority be escalated (e.g. to higher level of initiator.
· Services. the proposed is required to authorize IT Management). authority
· Important parts of the implementation date the proposed Change
infrastructure. (e.g. conflicts with the (e.g. proposal must be
If required, consult with existing Change authorized by IT
technical experts. Schedule). Management or the
Business Executive
Board).

Level 3: Sub-Processes

— The High Level View shows the ITIL® Service Lifecycle and its most
important external relationships on one single page

— Zooming in by clicking the corresponding process object, the

viewer is presented an overview of the Service Transition process.
This diagram illustrates what Service Transition is about: It
includes all sub-processes with their interrelationships, as well as
all the interfaces to processes outside of Service Transition.

— Zooming in once again leads to an overview of Change Manage-

ment…

— …and finally to a detailed process flow for the “Change Assess-

ment by the CAB” process, which also includes a complete list of
inputs and outputs, and linked checklists/ document templates.

© IT Process Maps GbR -5-

ITIL® Core Principles

The ITIL® Process Map consistently adheres to two important ITIL®

principles. Having these in mind will help to understand each pro-
cess’s meaning within the ITIL® Service Lifecycle.

Structure of Agreements
The layered structure of ITIL® agreements ensures that the IT
organization is aligned with the business needs:

Business

Customer Process

IT Service Required
Management Service Levels
(agreed within
SLA)

Service Level
Management

+ i

Required Service Required Service

Levels Levels (agreed
within OLA)

Service Operation Service Operation

+ i + i

External Service Required Service

Supplier Levels (agreed
within UC)

External Supplier
Process

— Service Level Agreements (SLAs) define the service requirements

from the business perspective

© IT Process Maps GbR -6-

— Operational Level Agreements (OLAs) and Underpinning Contracts
(UCs) make sure those service requirements are matched from
within the IT organization

Triggers for Action

All of an IT organization’s activities should be strictly focused on
providing business services as required by the customer. As a con-
sequence, there is only a limited number of events which can trigger
the introduction of a new service or the modification of an existing
one:

Business
New or modified
service required

IT Service
Management
IT Service
Management

+ i

Agreed service levels are Better ways to provide

not achieved and service a service become
must be improved available

— A new service is required, either because a customer is requesting

it or because Service Portfolio Management decided that a new
service must be created

— Service levels which are already agreed cannot be achieved – in

this case the service must be redesigned to fulfill the commit-
ments

— Better ways to provide a service become available, for example in

the form of new technologies or improved external service offer-
ings – the service will be redesigned in such cases to make it more
economical

© IT Process Maps GbR -7-

How the ITIL® Process Map was
created from the ITIL® Books

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

Differences between a Book and a Process

Model

The latest set of ITIL® books contains some 2000 pages of Best
Practice recommendations, while our Reference Process Model
consists of about 20 overview diagrams and some 100 detailed
process flows, plus more than 80 checklists and templates. The ITIL®
Process Map is therefore not so much about presenting every single
detail in a different format – rather, it depicts the essential contents
in an easily accessible and understandable way.

A Reference Process Model is also subject to stricter rules. By

definition, it must explicitly state which activities are to be carried
out in what order, and what outputs are to be produced for sub-
sequent processes. Redundancies are not allowed – any activity
occurs only once within a well-defined process, with clearly assigned
responsibilities for its execution.

Books, in contrast, can get away with being less strict. Statements
like “Risk must be analyzed and managed during all stages of Service
Transition” are perfectly suitable for books. When developing a pro-
cess model, however, it must be precisely defined how and when
risks are analyzed and who is responsible for the execution.
In short, creating the ITIL® Process Map meant extracting the
essentials from the ITIL® books, sorting out redundancies, and trans-
lating the text-based content into clear-cut activity flows. This
required a lot of expertise and effort - the present version of the ITIL®
Process Map took us about 2 years to develop.

© IT Process Maps GbR -8-

Where the ITIL® Process Map goes beyond the
ITIL® Books

While we followed the books as closely as possible, we decided in

some instances to introduce improvements or clarifications which
assign clear responsibilities and make it easier to implement the
processes:

Alignment of Processes: ITIL® Books and the ITIL® Process Map

Processes as Processes within ID Notes on Differences
per the official the ITIL® Process
ITIL® Map
publications

Service Service Strategy 1

Strategy
Strategy Strategy 1.1 --
Management for Management for IT
IT Services Services

Service Portfolio Service Portfolio 1.2 --

Management Management

Financial Financial 1.3 --

Management for Management for IT
IT Services Services

Demand Demand 1.4 --

Management Management

Business Business 1.5 --

Relationship Relationship
Management Management

© IT Process Maps GbR -9-

Alignment of Processes: ITIL® Books and the ITIL® Process Map
Processes as Processes within ID Notes on Differences
per the official the ITIL® Process
ITIL® Map
publications

Service Design Service Design 2

Design Design Coordination 2.1 ITIL® states that the main triggers for Design
Coordination Coordination are “Requests for Change and the
creation of new projects”. There is also the
concept of Change Proposals, which according
to ITIL® allow service design activity to begin
once they are authorized.
In this context, the ITIL® Process Map takes the
following approach: Design Coordination starts
once Service Portfolio Management has
chartered a new service and obtained approval
for a Change Proposal from Change
Management. A project is initiated at the same
time, and Project Management calls upon the
Design Coordination process for the detailed
planning of the design stage.
Once the Service Design Package is complete,
one or several RFCs are submitted to Change
Management for evaluation and authorization.

Service Service Catalogue 2.2 --

Catalogue Management
Management

Service Level Service Level 2.3 The ITIL® books suggest that complaints and
Management Management customer satisfaction are managed through
both Service Level Management and Business
Relationship Management. In the ITIL® Process
Map, complaints and customer satisfaction are
managed as part of Business Relationship
Management.
Service Reviews are conducted as part of
Continual Service Improvement.

© IT Process Maps GbR - 10 -

Alignment of Processes: ITIL® Books and the ITIL® Process Map
Processes as Processes within ID Notes on Differences
per the official the ITIL® Process
ITIL® Map
publications
-- Risk Management 2.4 ITIL® calls for “coordinated risk assessment
exercises”, so we assigned clear responsibilities
for managing risks by introducing a specific Risk
Management process. Having a basic Risk
Management process in place will also provide
a good starting point for applying best-practice
Risk Management frameworks like M_o_R (as
recommended in the ITIL® books)

Capacity Capacity 2.5 --

Management Management

Availability Availability 2.6 --

Management Management

IT Service IT Service Continuity 2.7 ITIL provides some guidance on the invocation
Continuity Management of ITSCM plans in Service Design. In Service
Management Operation, however, it also states that
restoring services is an operational activity.
The ITIL® Process Map takes the approach of
dealing with major incidents, including disaster
events and the invocation of ITSCM and
recovery plans, through the Incident
Management processes, especially Handling of
Major Incidents.

Information Information Security 2.8 Since the ITIL® Process Map has a Risk
Security Management Management process in place, Risk
Management Management identifies and assesses all the
risks that would be faced by services, including
information security risks. Our Information
Security Management process addresses the
management of information security risks,
including their mitigation.

© IT Process Maps GbR - 11 -

Alignment of Processes: ITIL® Books and the ITIL® Process Map
Processes as Processes within ID Notes on Differences
per the official the ITIL® Process
ITIL® Map
publications
-- Compliance 2.9 Compliance is an increasingly important topic
Management for IT organizations; this called for introducing a
specific Compliance Management process

-- Architecture 2.10 Having a well-defined architecture blueprint in

Management place is very important for IT organizations; as a
consequence, we defined a specific
Architecture Management process

Supplier Supplier 2.11 --

Management Management

Service Service Transition 3

Transition
Change Change 3.1 --
Management Management

Change Change Evaluation 3.2 --

Evaluation

Transition Project 3.3 The Transition Planning and Support process

Planning and Management was renamed and enhanced to provide a full-
Support (Transition Planning featured Project Management process; this will
and Support) also provide a good starting point for
introducing best-practice Project Management
frameworks like PRINCE2 or PMBOK (as
recommended in the ITIL® books)

-- Application 3.4 The ITIL® books do not cover Application

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

© IT Process Maps GbR - 12 -

Alignment of Processes: ITIL® Books and the ITIL® Process Map
Processes as Processes within ID Notes on Differences
per the official the ITIL® Process
ITIL® Map
publications
Release and Release and 3.5 --
Deployment Deployment
Management Management

Service Service Validation 3.6 --

Validation and and Testing
Testing

Service Asset and Service Asset and 3.7 --

Configuration Configuration
Management Management

Knowledge Knowledge 3.7 --

Management Management

Service Service Operation 4

Operation
Event Event Management 4.1 ITIL® allows for the available response options
Management to be tailored to the needs of specific
organizations.
The ITIL® Process Map uses the approach that
Exception Events may trigger the creation of an
Incident Record. If Problems or RFCs need to be
opened in response to an Event, this will be
done by Incident Management while dealing
with the Incident.

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Alignment of Processes: ITIL® Books and the ITIL® Process Map
Processes as Processes within ID Notes on Differences
per the official the ITIL® Process
ITIL® Map
publications
Incident Incident 4.2 ITIL® states that Incident Management is about
Management Management restoring services as quickly as possible, by
either resolving the underlying causes or
applying a workaround, while Problem
Management is about diagnosing and resolving
the root causes of Incidents. Individual
organizations, however, are given some
freedom regarding the precise rules on when to
invoke Problem Management from Incident
Management.
The ITIL® Process Map adopts the following
approach: Incident Management focuses on
restoring services as quickly as possible. If an
Incident’s underlying cause can be fixed within
the committed resolution time using a pre-
authorized minor change, then Incident
Management will make the change to do so.
Otherwise, the Problem Management process
will be invoked.

Request Request Fulfilment 4.3 --

Fulfilment

Access Access Management 4.4 --

Management

Problem Problem 4.5 The ITIL® books explain several problem

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

© IT Process Maps GbR - 14 -

Alignment of Processes: ITIL® Books and the ITIL® Process Map
Processes as Processes within ID Notes on Differences
per the official the ITIL® Process
ITIL® Map
publications
(Function: IT IT Operations 4.6 ITIL® treats IT Operations Control as a function.
Operations Control The ITIL® Process Map uses an “IT Operations
Control) Control” process to describe the IT Operations
Control activities which are not covered by any
other ITIL® process (see p. 18: Processes vs.
Functions)

(Function: Facilities 4.7 ITIL® treats Facilities Management as a

Facilities Management function. The ITIL® Process Map uses a
Management) “Facilities Management” process to describe
the Facilities Management activities which are
not covered by any other ITIL® process. (see p.
18 : Processes vs. Functions)

(Function: Application 4.8 ITIL® treats Application Management as a

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

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Alignment of Processes: ITIL® Books and the ITIL® Process Map
Processes as Processes within ID Notes on Differences
per the official the ITIL® Process
ITIL® Map
publications
(Function: Technical 4.9 ITIL® treats Technical Management as a
Technical Management function. The ITIL® Process Map uses a
Management) “Technical Management” process to describe
the Technical Management activities which are
not covered by any other ITIL® process.
Technical Management activities embedded in
other processes are shown with the Technical
Analyst as the responsible role. As a result, the
RASCI matrix provides an overview of where
Technical Management activities take place
(see also p. 18 : Processes vs. Functions).

Continual Continual Service 5

Service Improvement
Improvement
-- Service Review 5.1 CSI is focused on the improvement of two ele-
ments of Service Management: Services and
-- Process Evaluation 5.2 Processes. This focus is not clearly reflected by
the processes suggested in the ITIL® books, so
-- Definition of 5.3 while staying true to the ITIL® principles the
Improvement ITIL® Process Map adopted a different process
Initiatives structure: Service Review and Process
Evaluation with the aim of finding
-- CSI Monitoring 5.4
improvement potentials, plus Definition of
Improvement Initiatives and CSI Monitoring to
design and monitor specific improvement
activities.

© IT Process Maps GbR - 16 -

Alignment of Processes: ITIL® Books and the ITIL® Process Map
Processes as Processes within ID Notes on Differences
per the official the ITIL® Process
ITIL® Map
publications
7-Step -- The "Seven-Step Improvement Process"
Improvement presented in the ITIL® books is in fact the
Process description of a methodology which can be
universally applied to identify shortcomings in
services and processes and to implement
improvements. The principles it contains are
applied in a number of ITIL® processes, most
importantly in Service Design (e.g. in the
Service Level Management, Capacity
Management, and Availability Management
processes). As a result, the "Seven-Step
Improvement Process" cannot be treated as a
standalone ITIL® process, and there is no such
process in the ITIL® Process Map. The "Seven-
Step Improvement" principles, however, are
included in a checklist.

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Processes vs. Functions

In various parts of the books, ITIL® refers to "Functions" rather

than "Processes". For instance, Incident Management is introduced
as a Process and Facilities Management as a Function.

By definition, a "Function" is an organizational entity, typically

characterized by a special area of knowledge or experience. Examples
would be a team operating the SAP environment, a software
development department, or (to name a Function outside of the IT
organization) a Human Resources (HR) department.

"Processes", in contrast, are clusters of activities which produce a

defined outcome, like the Incident Management process. Several
Functions may have a part in a Process (the Service Desk and the SAP
operating team might both have to perform activities within the
Incident Management process).
Much confusion stems from the fact that in the real world there
are often "Functions" and "Processes" with identical names: For
example, the Facilities Management team (a "Function") will perform
a set of facilities-related activities, which as a whole are called the
Facilities Management process.
In a process model like the ITIL® Process Map, the challenge is to
represent activities performed by functions as well as information
flows involving functions (for example, inputs provided by
Application Management to other processes). Most process modeling
notations (like BPMN) readily allow to model information flows
between processes, but offer no obvious guidance on how to model
such flows between processes and functions. The ITIL® Process Map
therefore implements the ITIL® functions as “ad-hoc2” processes in
order to be able to show complete information flows to and from
those functions.

As a result, the ITIL® Process Map features a Facilities Manage-

ment process even though, strictly speaking, the ITIL® books define
Facilities Management as a function.

2
As per BPMN, "ad-hoc" processes "do not contain a complete, struc-
tured BPMN diagram description from start event to end event [... and] may
also contain data objects and data associations”. (Source: Business Process
Model and Notation (BPMN) version 2.0 - Specification, as of January 2011)

© IT Process Maps GbR - 18 -

The 2007 and 2011 Editions of
ITIL®

As explained earlier, ITIL® has undergone a review, resulting in the

publication of the “ITIL® 2011 Edition” in July 2011.

How to adapt your Processes to ITIL® 2011

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

To support you in this task, the following section provides a list of

the changes applied to the ITIL® Process Map while adapting it to
ITIL® 2011.

© IT Process Maps GbR - 19 -

Changes to the ITIL® Process Map
(2011 Edition)

Changes in Service Strategy

Changes to the ITIL® Process Map (2011 Edition): Service Strategy

ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
Strategy Management for IT — In the 2007 edition of the ITIL® Process Map, strategic
Services assessments and the development of the service strategy
were performed under Service Portfolio Management. ITIL®
2011 has introduced a clearly defined set of strategic
processes, including “Service Management for IT Services”.
Consequently, the process model has been expanded to
include a process of the same name.
— The new role “Service Strategy Manager” has been
introduced to support the IT Steering Group.

Service Portfolio Management — Following the introduction of the “Strategy Management for
IT Services” process, Service Portfolio Management has been
re-focused to cover activities associated with managing the
Service Portfolio.

— New checklists for Change Proposals, Service Charters and

Service Models have been added.

Financial Management for IT -/-

Services

Demand Management — The previous edition of the ITIL® Process Map treated
Demand Management as part of Capacity Management.
Since the latest guidance includes clarifications on the
differences in scope between Demand and Capacity
Management, a dedicated Demand Management process
has been introduced as part of Service Strategy.
— The role “Demand Manager” has been introduced to
perform the activities in the Demand Management process.

© IT Process Maps GbR - 20 -

Changes to the ITIL® Process Map (2011 Edition): Service Strategy

ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
Business Relationship — Business Relationship Management has been introduced as a
Management new process in ITIL® 2011, and the process model has been
expanded accordingly.
— The role “Business Relationship Manager” has been
introduced to perform the activities in the Business
Relationship Management process.

— The latest guidance places customer satisfaction surveys and

the management of complaints as part of Business
Relationship Management. As a result, the corresponding
processes have been moved from Continual Service
Improvement to Business Relationship Management.

Changes in Service Design

Changes to the ITIL® Process Map (2011 Edition): Service Design

ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
Design Coordination — Design Coordination has been added as a new process, in
line with the latest guidance. Design Coordination is now
responsible for coordinating the design activities carried out
by other Service Design processes.

Service Catalogue Management — The process interfaces have been adapted following the
introduction of the Design Coordination process.

Service Level Management — Service Level Management has been completely redesigned
following the introduction of the Design Coordination
process. Coordinating activities have been removed.

— Service Level Management is now mainly responsible for

gathering requirements, as well as monitoring and reporting
with regards to agreed service levels.

© IT Process Maps GbR - 21 -

Changes to the ITIL® Process Map (2011 Edition): Service Design

ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
Risk Management, — The process interfaces have been adapted following the
Capacity Management, introduction of the Design Coordination process.
Availability Management,
IT Service Continuity Mgmt.,
Information Security Mgmt.,
Compliance Management,
Architecture Management

Supplier Management — The process interfaces have been adapted following the
introduction of the Design Coordination process.
— The Supplier and Contract Database (SCD) has been renamed
to Supplier and Contract Management Information System
(SCMIS), in line with the terminology used in the latest ITIL®
edition.

Changes in Service Transition

Changes to the ITIL® Process Map (2011 Edition): Service Transition

ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
Change Management — The structure of the Change Management process has been
modified to highlight that significant Changes require
authorization at different points in their lifecycle.
— New sub-processes have been added to assess Change
Proposals and to implement minor Changes.
— Change Management now submits major Changes to the
Change Evaluation process for a formal assessment.

— Change Scheduling has been revised so that the detailed

planning of a Change and the corresponding Release is
performed by Release Management.

— Change Models have been given a more prominent role in

Change Management, being used not only for Standard
Changes (low-risk Changes on an operational level), but also
for recurring significant Changes.

© IT Process Maps GbR - 22 -

Changes to the ITIL® Process Map (2011 Edition): Service Transition

ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
Change Evaluation — The Change Evaluation process has been added, following a
clarification in the ITIL® books that the purpose of this
process is the evaluation of major Changes.
— The Change Evaluation process is called upon by the Change
Management process at various points in a Change’s lifecycle
to perform a Change assessment.

Project Management (Transition — Project Management has been revised to highlight that its
Planning and Support) main responsibility is to coordinate the various service
transition projects and resolve conflicts.
— Projects are initiated when Service Portfolio Management
has chartered a new or substantially changed service.

— The Project Management process now calls upon other

processes, for instance Design Coordination and Release
Planning to perform planning activities on a detailed level.

Release and Deployment — A dedicated sub-process for Release Planning has been
Management added, which is called upon from Project Management to
perform the detailed planning of Release build, test and
deployment.

— Minor Release Deployment has been removed, as the latest

ITIL guidance specifies that minor Changes are implemented
by Change Management without the involvement of Release
Management.

— Additional interfaces to Project Management have been

added to make sure that Project Management is constantly
provided with current planning information

Service Validation and Testing — Additional interfaces to Project Management have been
added to make sure that Project Management is constantly
provided with current planning information.

Service Asset and Configuration — The process interfaces have been updated to reflect the new
Management structure of the Service Transition processes.
— The checklists CMS/ CMDB and DML have been completely
revised to better explain the concept of the Configuration
Model and its use in the context of defining the DML.

© IT Process Maps GbR - 23 -

Changes in Service Operation

Changes to the ITIL® Process Map (2011 Edition): Service Operation

ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
Event Management — Event Management has been updated to reflect the concept
of 1st Level and 2nd Level Correlation.

— The process flows have been updated to reflect the more

detailed guidance in the ITIL® books.

Incident Management — Guidance has been improved on how to prioritize an

Incident, including the addition of a new checklist “Incident
Prioritization Guideline”.

— Additional steps have been added to Incident Resolution by

1st Level Support to explain that Incidents should be
matched (if possible) to existing Problems and Known Errors.
— Incident Resolution by 1st Level Support and Incident
Resolution by 2nd Level Support have been considerably
expanded to provide clearer guidance on when to invoke
Problem Management from Incident Management. The
emphasis is now on restoring services as quickly as possible,
and to seek the help of Problem Management if the
underlying cause of an Incident cannot be resolved with a
minor Change and/or within the committed resolution time.

— Incident Closure and Evaluation now states more clearly that

it is important to check whether there are new Problems,
Workarounds or Known Errors that must be submitted to
Problem Management.

© IT Process Maps GbR - 24 -

Changes to the ITIL® Process Map (2011 Edition): Service Operation

ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
Request Fulfilment — The Request Fulfilment process has been completely revised
to reflect the latest guidance. Request Fulfilment now
consists of an overview diagram and five sub-process
diagrams, to provide a detailed description of all activities
and decision points.

— Request Fulfilment now contains interfaces with Incident

Management (if a Service Request turns out to be an
Incident) and Service Transition (if fulfilling of a Service
Request requires the involvement of Change Management).
— A new checklist Service Request Record has been added to
provide a clearer explanation of the information that
describes a Service Request and its life cycle.

— A new checklist Service Request Model explains the concept

of Request Models in more detail.

Access Management — An interface between Access Management and Event

Management has been added, to emphasize that (some)
Event filtering and correlation rules should be designed by
Access Management to support the detection of
unauthorized access to services.

— A dedicated activity has been added to revoke access rights if

required, to make this point clearer.
— It has been made clearer in the Request Fulfilment and
Incident Management processes that the requester’s
authorization must be checked.

© IT Process Maps GbR - 25 -

Changes to the ITIL® Process Map (2011 Edition): Service Operation

ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
Problem Management — A new sub-process “Proactive Problem Identification” has
been added to emphasize the importance of proactive
Problem Management.
— In Problem Categorization and Prioritization, it has been
made clearer that categorization and prioritization should be
harmonized with the approach used in Incident
Management, to facilitate matching between Incidents and
Problems.

— The concept of recreating Problems during Problem

Diagnosis and Resolution is now more prominent.
— Problem Diagnosis and Resolution has been completely
revised to provide clearer guidance on how this process
cooperates with Incident Management.

Note: The new ITIL® books contain an expanded section on

problem analysis techniques and examples for situations where
the various techniques may be applied. Please refer to the
official ITIL® publications for more details.

IT Operations Control — IT Operations Management has been renamed to IT

Operations Control, to improve alignment with the ITIL®
books.

Facilities Management — IT Facilities Management has been renamed to Facilities

Management, to improve alignment with the ITIL® books.

Application Management — A new process Application Management has been added,

showing Application Management key activities.

— The Application Analyst role has been added to a number of

processes where Application Management expertise is
required. The RASCI Matrix has been adjusted accordingly.

Technical Management — A new process Technical Management has been added,

showing Technical Management key activities.

— The Technical Analyst role has been added to a number of

processes where Technical Management expertise is
required. The RASCI Matrix has been adjusted accordingly.

© IT Process Maps GbR - 26 -

Changes in Continual Service Improvement

Changes to the ITIL® Process Map (2011 Edition): Continual Service Improvement

ITIL® Process Differences with the ITIL® Process Map (2007 Edition)
Service Review — The previous version of the ITIL® Process Map contained a
Service Evaluation process with sub-processes responsible
for dealing with customer surveys, complaints, and service
reviews. Since customer surveys and complaints are now
being dealt with as part of the new Business Relationship
Management process, Service Evaluation has been re-
focused on service reviews.

Process Evaluation -/-

Definition of Improvement — The CSI Register has been introduced as a central document
Initiatives or database where all improvement opportunities and
initiatives are recorded.

CSI Monitoring — The CSI Register has been introduced (see above).

© IT Process Maps GbR - 27 -

ITIL® and ISO 20000

How ITIL® and ISO 20000 are related

The basic principles behind ITIL® and ISO/IEC 20000:2011

(abbreviated to ISO 20000 in this document) are very much in line.
The key differences are:

— ITIL® qualifications are available for individuals, whereas ISO

20000 is a certification scheme for organizations.

— ITIL® is a rather detailed collection of best practices, while ISO

20000 is an international standard that sets out requirements for
service quality management systems in IT organizations.
— When organizations say they are compliant to ITIL®, very often
this statement is not verifiable; a certification according to the ISO
20000 standard means there has been an objective assessment.

Frequently, a certification according to ISO 20000 is sought after

introducing ITIL®, because it allows an IT organization to actually
prove that it is a customer-oriented, efficient and effective supplier
of IT services. A certification can thus be used for marketing pur-
poses, or to gain access to customers and markets which require
their service suppliers to be ISO 20000 certified.

Key ISO 20000 Requirements

ISO 20000 promotes the “adoption of an integrated process

approach to effectively deliver managed services to meet the
business and customer requirements”.

ISO 20000 does not prescribe that its requirements must be met
by following the ITIL® recommendations, so there are many possible
ways to achieve compliance. Introducing ITIL®, however, is the most
widely used approach for obtaining an ISO 20000 certificate.

It is also important to prove that IT processes are documented,

actively managed, and continually improved.

The ITIL® Process Map supports ISO 20000 initiatives in that it

facilitates the creation of a high-quality process documentation
which is at the center of any certification project.

© IT Process Maps GbR - 28 -

ISO 20000 Requirements in Relation to
ITIL® Processes

ITIL® was explicitly written to be aligned with ISO 20000, as the

following table exemplifies: for every section in ISO/IEC 20000:2011,
Part 1 (Mandatory Requirements) there are one or several related
ITIL processes.

ISO/IEC 20000:2011 Sections and related ITIL® Processes

ISO 20000 Sections Related ITIL® Processes

5 Design and Transition of new or

changed Services
5.1 General n/a

5.2 Plan new or changed Services Strategy Management for IT Services, Service
Portfolio Management

5.3 Design and development of new or Design Coordination, Service Level

changed Services Management and other Service Design
processes

5.4 Transition of new or changed Services Change Management, Change Evaluation,

Transition Planning and Support, Release and
Deployment Management and other Service
Transition processes

6 Service Delivery Processes

6.1 Service Level Management Service Level Management

6.2 Service Reporting Service Level Management

6.3 Service Continuity and Availability IT Service Continuity Management, Availability

Management Management

6.4 Budgeting and Accounting for Services Financial Management for IT Services

6.5 Capacity Management Capacity Management, Demand Management

6.6 Information Security Management Information Security Management

© IT Process Maps GbR - 29 -

ISO/IEC 20000:2011 Sections and related ITIL® Processes

ISO 20000 Sections Related ITIL® Processes

7 Relationship Processes
7.1 Business Relationship Management Business Relationship Management

7.2 Supplier Management Supplier Management

8 Resolution Processes
8.2 Incident and Service Request Incident Management, Service Request
Management Management

8.3 Problem Management Problem Management

9 Control Processes
9.1 Configuration Management Service Asset and Configuration Management

9.2 Change Management Change Management

9.3 Release and Deployment Management Release and Deployment Management

© IT Process Maps GbR - 30 -

 IT Process Maps GbR
Dipl.-Ing. Stefan Kempter & Dr. Andrea Kempter
Am Hörnle 7
87459 Pfronten
Germany
Tel. + 49-8363-927396
Fax + 49-8363-927703
[email protected]
www.IT-ProcessMaps.com

Member of itSMF

© IT Process Maps GbR, 2017

ITIL® is a registered trade mark of AXELOS Limited. IT Infrastructure Library® is a registered trade
mark of AXELOS Limited. The Swirl logo™ is a trade mark of AXELOS Limited. Used under licence from
AXELOS Limited. All rights reserved.
All processes and methods in our products were compiled with the greatest of diligence. Despite
this fact, errors may not be ruled-out. IT Process Maps GbR therefore makes no guarantee nor
accepts any type of liability for consequences, which may be associated with incorrect statements.

Each user must decide in his own particular case, whether the illustrated procedures are
respectively applicable to his own person or his business.

© IT Process Maps GbR - 31 -