An Overview of The ITIL Maturity Model

An Overview of the
ITIL® Maturity Model

axelos.com
September
2021
2
Contents
Acknowledgements 3
1 Introduction 4
2 ITIL maturity model overview 8
3 Selecting an assessment approach 24
4 Validation and benchmarking 25
Appendix 1. ITIL management practices 26
Appendix 2. The ITIL guiding principles 29
Appendix 3. ITIL continual improvement model 30
An Overview of the ITIL® Maturity Model 3
Acknowledgements
Axelos Ltd is gratef ul to the f ollowing f or the time and ef f ort they have put into the development of
this release of the ITIL® Maturity Model set of guidance and tools.
Authors
Dinara Adyrbai, Pavel Demin, Adam Grif f ith, Roman Jouravlev, Stuart Rance
Reviewers
Abdelelah Alzaghloul, Digital Applications; Akshay Anand; Jason Beasley, Leidos ; David Billouz,
Ociris; Joanne Boucher; Richard Browning; David Cannon; Erin Casteel, Veridity Pty Ltd; Erika Flora,
Beyond 20; Michelle Goldsmith, Kinetic IT; Dmitry Isaychenko; Simon Kent, Quantum Twenty One;
Anton Lykov, Micro Focus; Nigel Mear, Solid Air Consultancy; Nigel Murphy, Vodaphone; Konstantin
Naryzhny, Tata consultancy services; Mitchell Pautz, University of southern Calif ornia; Mark Smalley,
Smalley IT; Nargiza Suleyman, Expert Pro; Doug Tedder, Tedder Consulting; Andrew Turner; David
Wright, The Service Desk Institute.
Exam question writers
Stuart Rance; Nicola Reeves
Digital tool contributors Alpha Testing
Abdelelah Alzaghloul, Digital Applications; Mark Blanke, Owl Point LLC; Jack Beswick, PA
Consulting; Greg Smith, Owl Point LLC; Doug Tedder, Tedder Consulting; Shaun Wiggett, PA
Consulting
Digital tool contributors Beta Testing
Mark Blanke, Owl Point LLC; Stuart Rance, Optimal Service Management: Greg Smith, Owl Point
LLC;
ITIL MM beta exam candidates
Abdelelah Alzaghloul; Benjamin Bartine; David Billouz; Jason Beasley; Mark Blanke; Joanne
Boucher; Richard Browning; Karen Brusch; Erin Casteel: Sethuraman Chandrasekaran; Rob Colley;
David Crouch; Simon Dorst; Peter Farenden; Erika Flora; Wael Hosny; Sam Jacob George; Tayyab
Jamil; Kamal Kamboj; Anton Lykov; Irina Matantseva; Nigel Mear; Nargis Mirza; Nigel Murphy; Devi
Nair; Vinod Nair; Kulpreet Nanda; Konstantin Naryzhnyi; Alim Ozcan; Fatma Ozcan; Nas Ozcan;
Stuart Rance; Pratibha Ramesh; Nicola Reeves; Oleg Skrynnik; Nargiza Suleymanova; Doug
Tedder; Andrew Turner; Tejinder Virdi
Project team
Margo Leach Chief Product Of f icer
Joanna Fejklowicz Project Manager
Corina Canavan Senior Product Manager
James Patrick Product Owner
Roman Jouravlev Product Development Manager, ITIL
Adam Grif f ith Consultant, IT Best Practice
David Atkins Content Delivery Manager
Sarah Conner Senior Production Editor
James Robertson Senior Qualif ication Assessment Specialist
Zara Swale Qualif ication Assessment Specialist
AXELOS® and ITIL® are registered Trade Mark of AXELOS Limited

The swirl logo is a trademark of AXELOS Limited
© Copyright AXELOS Limited 2021. All rights reserved.
1 Introduction
1.1 AUDIENCE
This document describes the purpose, architecture, and key elements of the ITIL® maturity model. It
is addressed to consultants, assessors, leaders, managers, and practitioners involved in or
considering the use of the model.
The purpose of the document is to present and explain the ITIL maturity model and enable its
application in practice.
The model is based on ITIL 4 and uses ITIL 4 terms and concepts. However, readers are not
expected to be prof icient in ITIL 4. Foundation-level knowledge of IT service management is
suf f icient f or understanding the document and making decisions regarding the use of the model.
Assessors are expected to possess deeper knowledge of ITIL 4 practices. Eligibility criteria can be
f ound in the Axelos Consulting Partner Programme Scheme Brochure.
1.2 PURPOSE
The ITIL maturity model is a tool that organizations can use to objectively and comprehensively
assess their service management capabilities and the maturity of the organization’s service value
system (SVS).
The primary intended purpose of such assessments is to inf orm the organization’s improvement
planning by highlighting the areas that need improvement.
Other relevant purposes include:
● monitoring the progress of improvements to the organization’s capabilities and maturity

● understanding how an organization’s capabilities and maturity compare to those of other
organizations (benchmarking)
● obtaining a f ormal conf irmation of the organization’s ability to act as an ef f ective service provider
(validation/certif ication).
The applicability of these purposes and the validity of the assessment results are subject to the
assessment’s scope, independence, and adherence to the recommended assessment process.
The assessment of the organization’s service management capability is based on evidence of the
f ulf ilment of defined criteria relating to the 34 ITIL management practices. The assessment of the
organization’s maturity is based on evidence of the f ulf ilment of criteria relating to the f ive key
components of the organization’s SVS.
Key message
Although the ITIL maturity model is based on the architecture and concepts of ITIL 4, it is NOT
designed to assess the extent or success of implementation of the ITIL guidance. Both
practices and SVS components can be assessed in organizations that have been developing
their service management capabilities and management systems using any relevant guidance
and sources of good practice.
Appendix 1 provides an overview of the ITIL management practices; Appendix 2 and Appendix 3
describe ITIL guiding principles and the ITIL continual improvement model respectively.

Key message
Capability and maturity assessments are not the only types of assessments an organization
might need. The ITIL maturity model is not designed to assess the:
● ef f ectiveness of the organization’s practices or SVS (whether they achieve the agreed
objectives)
● ef f iciency of the organization’s practices or SVS (whether they achieve the agreed
objectives in an optimal and cost-ef f ective way)
● compliance to any regulations or standards
● progress of any organizational initiatives, unless they aim to improve service management
capabilities or the maturity of the organization’s governance and management system.
These and other types of assessment may be relevant and valuable f or an organization and
should be considered along with the capability and maturity assessments, depending on the
objectives and context of the organization.
1.3 ITIL MATURITY MODEL COMPONENTS AND SUPPORTING MATERIALS

The ITIL maturity model includes the f ollowing components:
● the model overview (this document)

● the ITIL management practices’ capability assessment criteria
● the SVS maturity criteria.
Supporting materials f or the ITIL maturity model include the:
● assessment guide:
• assessment process description
• scoping guidance
● ACP scheme brochure:
• requirements f or the consulting organizations
• requirements f or the assessors
• registration process
● validation/certif ication process (please ref er to the Organization Maturity Level Certif ication
guidance)
● sample exam materials.
1.4 ITIL MATURITY MODEL AND OTHER ITIL COMPONENTS

The ITIL maturity model is based on components of the ITIL 4 f ramework.
1.4.1 ITIL management practices

ITIL 4 describes 34 management practices.
Definition: Management practice

A set of organizational resources designed f or perf orming
work or accomplishing an objective.
The model provides tools for assessing the management practices’ capabilities (assessing whether
or not they f ulf il their purposes).

For each practice, a set of practice success f actors (PSFs) is def ined.
A PSF is more than a task or activity; it includes components f rom all f our dimensions of service
management (see section 1.4.2). The nature of the activities and resources of PSFs within a practice
may dif f er, but together they ensure the ef f ectiveness of the practice.
The practices are listed in Appendix 1, along with their purposes. Full practice guides are available
online. 1
1.4.2 The four dimensions of service management

To support a holistic approach to service management, ITIL def ines f our dimensions that collectively
are critical f or the ef f ective and ef f icient co-creation of value f or customers and other stakeholders in
the f orm of products and services. The dimensions are:
● organizations and people

● inf ormation and technology
● partners and suppliers
● value streams and processes.
These f our dimensions represent perspectives which are relevant to the whole SVS, including the
entirety of the service value chain and all of the ITIL practices. The f our dimensions are constrained
or inf luenced by several external f actors that are of ten beyond the control of the SVS.
Fig ure 1. 1 The f o ur d imens io ns o f s erv ic e manag ement

The capability criteria def ined in the ITIL maturity model are mapped to each practice’s PSFs and the
f our dimensions of service management. This allows the assessor to assess the practices holistically
rather than f ocusing on one or two aspects, such as processes or technology.
1.4.3 SVS components

For service management to f unction properly, it needs to work as a system.
The ITIL SVS describes how all the components and activities of the organization work together as a
system to enable value creation. Each organization’s SVS has interf aces with other organizations,
1www.axelos.com/prof essional-development-member/my-axelos-dashboard/my-axelos-content-
hub?c=itil4practices [My ITIL subscription required]

f orming an ecosystem that can in turn f acilitate value creation f or those organizations, their
customers, and other stakeholders.
Fig ure 1. 2 The ITIL s erv ic e v alue s y s t em

The key inputs to the SVS are opportunity and demand. Opportunities represent chances to add
value f or stakeholders or otherwise improve the organization. Demand is the need or desire f or
products and services among internal and external consumers. The outcome of the SVS is value: the
perceived benef its, usef ulness, and importance of something. The ITIL SVS can enable the creation
of many dif f erent types of value f or a wide group of stakeholders.
The ITIL SVS includes the f ollowing components:
● Guiding principles Recommendations that can guide an organization in all circumstances,

regardless of changes in its goals, strategies, type of work, or management structure.
● Governance The means by which an organization is directed and controlled.
● Service value chain A set of interconnected activities that an organization perf orms to deliver a
valuable product or service to its consumers and to f acilitate value realization.
● Practices Sets of organizational resources designed f or perf orming work or accomplishing an
objective.
● Continual improvement A recurring organizational activity perf ormed at all levels to ensure that
an organization’s perf ormance continually meets stakeholders’ expectations. ITIL 4 supports
continual improvement with the ITIL continual improvement model.
The purpose of the SVS is to ensure that the organization continually co-creates value with all
stakeholders through the use and management of products and services.
The ITIL maturity model def ines criteria to assess the organization’s SVS maturity based on all key
components of the SVS, combined with the capability level demonstrated by the management
practices in scope of the assessment.
Note: even if an organization has not f ormally adopted the terminology and models of ITIL 4, the
scope of maturity assessment remains the same. To work ef f ectively, an organization’s
governance and management system needs to develop and maintain the f ive components listed
above. It is assumed that only when all f ive components demonstrate certain levels of maturity,
the organization and its stakeholders can be reasonably assured of the organization’s ability to
achieve its goals.

2 ITIL maturity model overview

The ITIL maturity model provides tools for assessing the management practices’ capability and the
maturity of the organization’s SVS. The f ollowing rules apply:
● The scope of a maturity assessment includes f ive SVS components (see Sections 2.3.2 – 2.3.6).
● The maturity of the ‘practice’ component of the SVS is def ined based on the capability assessment
of the practices in scope.
● The continual improvement practice is included in every maturity assessment. Other practices in
scope are def ined when the assessment is planned, depending on its objectives.
● To ensure a valid and representative assessment of the practices as a part of the organization’s
SVS, it is recommended to include at least seven practices in the scope of a maturity assessment.
Generally, maturity assessments are more representative and applicable to the organization as a
whole when more practices are in scope.
● Organizations can perf orm capability assessments using any number of individual practices
without assessing the SVS components; f or example, to support the improvement of the selected
practices.
2.1 ASSESSING CAPABILITY
2.1.1 Capability levels

The f ollowing scale of the capability levels applies to every management practice:
● Level 1 The practice is not well organized; it is perf ormed as initial/intuitive. It may occasionally or
partially achieve its purpose through an incomplete set of activities.
● Level 2 The practice systematically achieves its purpose through a basic set of activities
supported by specialized resources.
● Level 3 The practice is well def ined and achieves its purpose in an organized way, using
dedicated resources and relying on inputs f rom other practices that are integrated into a service
management system.
● Level 4 The practice achieves its purpose in a highly organized way, and its perf ormance is
continually measured and assessed in the context of the service management system.
● Level 5 The practice is continually improving organizational capabilities associated with its
purpose.
Each capability level is based on the previous ones; they need to be achieved bef ore the current
level can be assessed.
2.1.2 Capability criteria

For each practice, a number of capability criteria are def ined f or each capability level, f rom level 2 to
level 5. For example, criteria mapped to capability level 2 describe the f unctional capabilities
supporting the achievement of the practice’s purpose; criteria mapped to level 5 describe the
capabilities supporting the practice’s contribution to the continual improvement of the organization.
The capability criteria developed f or each practice are designed to ensure that capability assessment
comprehensively covers the practice’s ability to achieve its purpose. To achieve this, the criteria are
based on the practice’s PSFs: f or each PSF, an average of 5-6 criteria are def ined. By def inition, the
f ulf ilment of the practice’s PSF ensures the f ulf ilment of the practice’s purpose. In turn, f ulf ilment of
the PSF can be conf irmed by meeting all criteria def ined f or the PSF.

Fig ure 2. 1 D es ig n o f t he c ap ab ilit y c rit eria

Each criterion is mapped to one of the f our dimensions of service management and to the supported
capability level. The higher the capability level, the more comprehensive realization of the practice is
expected. For example, criteria related to the practice automation are typically def ined at levels 3 and
higher because ef f ective automation is only possible if the practice is well def ined and organized.
The described approach to def ining the capability criteria results in every practice having up to 30
criteria based on the practice PSF’s and mapped to the f our dimensions of service management. The
number of criteria at each level dif f ers: the f our dimensions are comprehensively covered starting
f rom level 3, so this level typically has more criteria than others.
2.1.3 Identifying capability level

The overall capability level of the practice is def ined by the highest level f or which all capability
criteria are met. For example, if all criteria mapped to level 3 are met, and only some of the criteria
mapped to levels 4 and/or 5 are met, then the overall capability level of the practice is assessed as 3.
Capability
PSF Criteria Dimension level If all criteria up to a certain
Practice name level are met, the capability
PSF1 PSF1 name level is achieved
PSF1 Criterion Value streams and processes 2
}3
PSF1 Criterion Inf ormation and technology 3
PSF2 PSF2 name
PSF2 Criterion Inf ormation and technology 3
PSF2 Criterion Partners and suppliers 4
Capability level achieved
PSF2 PSF3 name
…
Figure 2.2 Identif ying capability level
On average, 5-6 capability criteria are def ined f or each PSF. No criteria are mapped to capability
level 1. The overall practice’s capability level is assessed as 2 if all level 2 criteria are met; if more

than half of them are met, the overall capability level is assessed as 1; if f ewer than half of the level 2
criteria are met, the overall capability level is not assigned. 2
2.1.4 Evidence of meeting the capability criteria

A practice’s ability to meet each of the capability criteria should be demonstrated by evidence
collected during the assessment. The evidence should be relevant, verif iable, and objective.
Typically, evidence is presented in the f orm of documents, records, and interview/survey statements
collected by the assessor.
The assessor’s guide includes indicative checklists of the most common documents and records
associated with the capability criteria. As the most generic suggestion, the lists of inputs and outputs
provided in section 3.2 of each ITIL management practice guide can be used. (Note that these lists
are mapped to the processes def ined f or the practice, not to the PSFs or the capability criteria.)
2.2 EXAMPLES OF THE PRACTICE CAPABILITY CRITERIA
2.2.1 Service request management

The purpose of the service request management practice is to support the agreed quality of a service
by handling all predef ined, user-initiated service requests in an ef f ective and user-f riendly manner.
Table 2.1 outlines examples of capability criteria f or the service request management practice.
2 When an overall capability level is not assigned, it is ref lected in diagrams and calculations as zero.

Table 2.1 Examples of capability criteria for the service request management practice
PSF Capability criterion Dimension Capability
level
Ensuring that the Service request f ulf ilment procedures are Value streams and 2
service request def ined and agreed f or the key user- processes
f ulf ilment f acing services
procedures f or all Responsibilities f or request f ulf ilment are Value streams and 3
services are
clearly def ined processes
optimized
Service request f ulf ilment procedures are Value streams and 4
aligned with relevant standards and processes
approaches adopted by the organization
The ef f ectiveness of the service request Value streams and 4
f ulf ilment procedures is monitored and processes
evaluated
Service request f ulf ilment procedures are Value streams and 5
regularly reviewed and continually processes
improved
Ensuring that all Service requests are usually f ulf illed Value streams and 2
service requests are within agreed service levels processes
f ulf illed according to User satisf action with f ulf ilment of service Value streams and 2
the agreed
requests is measured and reported processes
procedures and to
user satisf action The competencies required to f ulf il and Organizations and 3
manage service requests are identif ied, people
and qualif ied human resources are
available
Communication and other technology Inf ormation and 3
solutions to f ulf il and manage service technology
requests are identif ied and implemented
Third-party services required to f ulf il and Partners and 3
manage service requests are identif ied suppliers
and available
The ef f ectiveness, ef ficiency, and user Value streams and 4
satisf action with request f ulf ilment are processes
measured and assessed in the context of
the value streams
Request f ulf ilment is regularly reviewed Value streams and 5
and continually improved processes
2.2.2 Strategy management

The purpose of the strategy management practice is to f ormulate the goals of the organization and
adopt the courses of action and allocation of resources necessary f or achieving those goals. Strategy
management establishes the organization’s direction, f ocuses ef f ort, defines or clarif ies the
organization’s priorities, and provides consistency or guidance in response to the environment.
Table 2.2 outlines examples of capability criteria f or the strategy management practice.

Table 2.2 Examples of capability criteria for the strategy management practice
level
Ensuring that the Organization’s strategies meet Value streams and 2
organization's stakeholders’ requirements processes
strategies are Strategies are explored at distinct Value streams and 2
ef f ective and
intervals and kept up to date processes
sustainable, and
meet the Strategies are created with multiple Value streams and 2
stakeholders' stakeholders engaged f rom relevant processes
evolving needs parts of the organization
Third-party dependencies and Partners and suppliers 3
relationships are included in the
organization’s strategies
The organizational culture is Organizations and 3
accounted f or and supported by the people
The competencies required to create Organizations and 3
and manage strategies are identif ied, people
and qualif ied human resources are
available
The role and application of digital Inf ormation and 3
technology are included in the technology
The organization’s strategies are Value streams and 4
interconnected and consistently processes
support the organization’s vision and
mission
The organization’s strategic Inf ormation and 4
inf ormation is tracked and managed in technology
an integrated inf ormation system
The organization’s strategies and Value streams and 5
approach to strategy management are processes
regularly reviewed and continually
improved
Ensuring that the Strategies and plans are Value streams and 2
agreed strategies communicated across the processes
and models are organization and available to relevant
communicated stakeholders
across the Members of the organization know Organizations and 2
organization and
and support the relevant strategies people
embedded into the
organizations' Plans and initiatives across the Value streams and 3
practices and value organization are aligned with the processes
streams agreed strategies
The progress of the strategies’ Value streams and 3
realization is monitored and reported processes
to relevant stakeholders
The adoption and execution of the Value streams and 3
strategies are ef f ectively supported by processes
relevant practices
Relevant third parties are aware of Partners and suppliers 3
and involved in the realization of the
Progress of the strategies’ realization Inf ormation and 4
is monitored and reported using an technology

level
integrated inf ormation system
The adoption and realization of the Value streams and 5
organization’s strategies are processes
continually reviewed and improved
2.3 ASSESSING MATURITY

The SVS’s maturity is calculated based on the results of SVS component assessments. The overall
maturity level of the SVS is def ined as the lowest level achieved by an individual component. For
example, if the governance component’s maturity is assessed as level 2 and all the other
components demonstrated higher levels of maturity, the overall SVS maturity is at level 2.
The maturity of the f ollowing two components of the SVS is assessed based on the results of the
capability assessment: Practices and Continual improvement. See sections 2.3.5 and 2.3.6 f or
details.
2.3.1 Maturity levels

When assessing the maturity level of each of the SVS components, assessors judge the suf f iciency
of the evidence supporting each level. Details of the evidence suf f iciency and justif ication of the
maturity level conclusion must be included in the assessment report provided to the customer. The
f ollowing maturity levels are def ined f or the SVS:
● Level 1, Initial Work is completed, but the purpose and objectives of the SVS in scope are not
always achieved.
● Level 2, Managed Planning and perf ormance measurement take place, and the purpose and
objectives of the SVS in scope are repeatedly achieved, although not in a standardized way.
● Level 3, Defined Organization-wide standards provide guidance across the SVS.
● Level 4, Quantitative The SVS is data driven, with quantitative perf ormance evaluation.
● Level 5, Optimizing The SVS is optimized and f ocused on continual improvement.
Each maturity level is based on the previous ones; they need to be achieved bef ore the current level
can be assessed. This applies to all descriptions of the maturity levels in Sections 2.3.2 – 2.3.6.

Figure 2.3 The SVS components and maturity levels assessed

These generic criteria are applied to the f ive components of the organization’s SVS in scope:
● guiding principles
● governance
● service value chain
● practices
● continual improvement.
Brief descriptions of the SVS components are provided in the f ollowing sections, together with the
def initions of the maturity levels adjusted to ref lect the specif ics of each component.

2.3.2 Guiding principles
2.3.2.1 Overview
Def inition: Guiding principle
A recommendation that guides an organization in all circumstances, regardless of changes in its
goals, strategies, type of work, or management structure. A guiding principle is universal and
enduring.
The seven ITIL guidance principles are listed and described in Appendix 2. Further inf ormation can
be f ound in ITIL Foundation: ITIL® 4 Edition 3, Section 4.3.
The ITIL guiding principles embody the core messages of ITIL and of service management in
general, supporting successf ul actions and good decisions of all types and at all levels. They can be
used to guide organizations in their work as they adopt a service management approach and adapt
ITIL guidance to their own specif ic needs and circumstances. The guiding principles encourage and
support organizations in continual improvement at all levels.
However, another set of guiding principles can be adopted by the organization. The maturity
assessment is not f ocused on the adoption of the seven ITIL guiding principles; rather, it helps to
understand the role and maturity of shared values and principles across the organization.
2.3.2.2 Maturity assessment of the guiding principles

The f ollowing levels are def ined f or the maturity assessment of the guiding principles:
● Level 1 Key people 4 have dif f erent views on values and guiding principles, which might conf lict.
● Level 2 Common values and guiding principles are shared by key people and articulated in a
similar way; however, they are communicated mostly inf ormally, by word of mouth.
● Level 3 Common values and guiding principles are documented and of ficially declared; most
people are aware of them and agree with them.
● Level 4 Common values and guiding principles are integrated into the organization’s activities and
decision-making at f ormal and inf ormal levels; they are communicated and promoted across the
organization. Adherence to the values and guiding principles is systematically monitored and
evaluated.
● Level 5 Common values and guiding principles are consistently applied across the organization,
but also are continually and systematically reviewed and may be challenged or conf irmed.
2.3.3 Governance
2.3.3.1 Overview
Every organization is directed by a governing body: a person or group of people who are accountable
at the highest level f or the perf ormance and compliance of the organization. All sizes and types of
organization perf orm governance activities; the governing body may be a board of directors or
executive managers who take on a separate governance role when they are perf orming governance
activities. The governing body is accountable f or the organization’s compliance with policies and any
external regulations.
Organizational governance is the system by which an organization is directed and controlled.
3www.axelos.com/store/book/itil-foundation-itil-4-edition
4Here and below, when ‘key people’ or ‘most people’ are ref erred to, this means ‘people operating
within the scope of assessment’.

Governance is realized through the f ollowing activities:
● Evaluate The evaluation of the organization and its strategy, portf olios, and relationships with
other parties. The governing body evaluates the organization on a regular basis as stakeholders’
needs and external circumstances evolve.
● Direct The governing body assigns responsibility for, and directs the preparation and
implementation of , organizational strategy and policies. Strategies set the direction and
prioritization f or organizational activity, f uture investment, and so on. Policies establish the
requirements f or behaviour across the organization and, where relevant, suppliers, partners, and
other stakeholders.
● Monitor The governing body monitors the perf ormance of the organization and its practices,
products, and services to ensure that perf ormance is in accordance with policies and direction.
Organizational governance evaluates, directs, and monitors the organization’s activities, including
service management activities.
2.3.3.2 Maturity assessment of governance

The f ollowing levels are def ined f or the maturity assessment of governance:
● Level 1 Executive leaders evaluate, direct, and monitor the organization’s work on an ad-hoc
basis. Governance activities are mostly reactive.
● Level 2 Executive leaders repeatedly def ine, update, and communicate organizational directives
and ensure that resources are suf f icient, competences are developed, and people are held
accountable f or adhering to organizational directives.
● Level 3 Governance activities ensure that measures supporting objectives are implemented and
analysed. Practice capabilities are aligned with objectives.
● Level 4 Governance decisions are data driven. Outcomes of the decisions are systematically
measured and evaluated f or ef f ectiveness. Deviations f rom the agreed approach are identif ied and
ef f ectively addressed.
● Level 5 Governance activities are systematically reviewed and evolve to support the
organization’s vision and stakeholders’ requirements.
2.3.4 Service value chain
2.3.4.1 Overview
The central element of the SVS is the service value chain, an operating model that outlines the key
activities required to respond to demand and f acilitate value realization through the creation and
management of products and services. The ITIL service value chain is described in ITIL Foundation:
ITIL® 4 Edition, section 4.5. The value chain activities represent the steps an organization takes in
the creation of value. The activities are interconnected, with each activity receiving and providing
triggers f or f urther action.
To carry out a certain task or respond to a particular situation, organizations create service value
streams. These are specif ic combinations of activities and practices, and each one is designed f or a
particular scenario.
The maturity assessment of the organization’s service value chain component is not f ocused on the
specif ic value chain model provided in ITIL. Rather, it aims to assess the maturity of the
organization’s service value streams, including how they are identif ied, managed, and improved.
2.3.4.2 Maturity assessment of the service value chain

The f ollowing levels are def ined f or the maturity assessment of the service value chain:
● Level 1 The value creation activities are perf ormed on an ad-hoc basis. The management
practices are not used systematically. There are deviations in the processing of similar tasks
depending on the individuals involved.
● Level 2 There are some established workf lows of value-creation involving multiple practices. They
are perf ormed repeatedly, although they are largely undocumented.
● Level 3 Major value streams are identif ied, documented, and communicated to the involved
parties, including third parties. People involved know and f ollow the documented workf lows and
procedures. Roles and responsibilities are agreed and f ulf illed. Supporting practices are identif ied.
Exceptions are processed f ollowing pre-agreed rules.
● Level 4 Value streams are documented, monitored, systematically measured, and evaluated.
Supporting practices are integrated into value streams. Management of the practices and value
streams is inter-coordinated.
● Level 5 Value streams are continually reviewed and improved. This is a documented activity with
clear ownership and measured outcomes mapped to the organization’s objectives.
2.3.5 Practices
2.3.5.1 Overview
The ITIL management practices are described in Appendix 1.
For the def ined scope of assessment, some practices are identif ied as primary and some as
supporting. Primary practices are directly involved and necessary to achieve the objectives of the
SVS in scope of the assessment. Supporting practices are needed f or the primary practices to
ef f ectively achieve their objectives and to f unction at higher capability levels.
Practices are identif ied as primary or supporting during the assessment scoping. The classif ication
depends on the scoping approach. For example, if the scope of assessment is identif ied based on
the organization’s strategic objectives (see Section 2.4), the practices directly contributing to the
achievement of those objectives should be classif ied as primary f or this assessment.
One practice can be identif ied as primary or supporting f or different scopes of assessment.
More comprehensive recommendations on scoping are provided in the assessor’s guide.
Fig ure 2. 4 P rimary / s up p o rt ing p rac t ic e c ap ab ilit y lev els

2.3.5.2 Maturity assessment

In the context of the maturity assessment, the f ollowing rules apply:
● Level 1 All primary practices within the scope of assessment achieve capability level 1.
● Level 2 All primary practices within the scope of assessment achieve capability level 2.
● Level 3 All primary practices within the scope of assessment achieve capability level 3. All
supporting practices within the scope of assessment achieve capability level 1.
Fig ure 2. 5 P rimary / s up p o rt ing p rac t ic e c ap ab ilit y lev els and P rac t ic es mat urit y
Table 2.3 summarizes the rules of assessment of the maturity level of the practice component of the
SVS.
Table 2.3 Summary of the rules of assessment of the maturity level of the practice
component of the SVS
Practice Level 1 Level 2 Level 3 Level 4 Level 5
All primary Capability level Capability level Capability level Capability level Capability level
practices within 1 or higher 2 or higher 3 or higher 4 or higher 5
the scope
All supporting - - Capability level Capability level Capability level
practices within 1 or higher 2 or higher 3 or higher
the scope

2.3.6 Continual improvement
2.3.6.1 Overview
Continual improvement takes place in all areas of the organization and at all management levels,
f rom strategic to operational. To maximize the ef f ectiveness of services, each person who
contributes to the provision of a service should always be looking f or opportunities to improve.
ITIL suggests a continual improvement model, which is described in Appendix 3. More inf ormation
can be f ound in ITIL Foundation: ITIL® 4 Edition, section 4.6 and in the continual improvement
practice guide 5.
The maturity assessment is not f ocused on the adoption of a particular improvement model. Rather,
it helps to understand the role and maturity of continual improvement across the organization.
2.3.6.2 Maturity assessment

It is mandatory to include the continual improvement practice in scope of every comprehensive and
high-level maturity assessment. To satisf y this requirement, the f ollowing rules can be applied to
assess the maturity of continual improvement:
● Level 1 The continual improvement practice is at level 1 or higher. Perf ormance data is
occasionally collected, some improvements are implemented.
● Level 2 The continual improvement practice is at level 2 or higher. Some areas of management
are repeatedly evaluated and improved; these activities are reactive and largely undocumented
● Level 3 The continual improvement practice is at level 3 or higher. Perf ormance objectives are
documented and mapped to the business objectives. A common process f or measurement and
improvement is f ormally adopted.
● Level 4 The continual improvement practice is at level 4 or higher and applied to all or most
aspects of the SVS. Organizational improvements are measured quantitatively, improvement
dynamics are monitored and analysed, and improvements are implemented proactively.
● Level 5 The continual improvement practice is at level 5. Perf ormance objectives are dynamically
aligned with the business strategy. The continual improvement approach evolves to support the
organization’s vision and objectives.
2.4 SCOPING MATURITY ASSESSMENT

The ITIL Maturity model is designed to provide organizations with a tool f or an objective and
comprehensive assessment of their service management capabilities and the maturity of the
organization’s SVS. The primary intended purpose of such assessments is to inf orm the
organization’s improvement planning by highlighting the areas that need improvement.
However, too of ten maturity assessments remain isolated exercises with no or little inf luence on
organizational improvements. That is primarily because of a lack of tailoring of the assessment scope
to the organizational context.
In theory all the ITIL practices are equal, but that does not mean that organizations should pursue the
highest capability level of each ITIL practice. Organizational goals and objectives, available
resources and limitations, and current priorities make some practices irrelevant or negligible and
some practices more important than others.
There are many ways to scope maturity assessments so that they ref lect the organizational context
and objectives; organizations should adopt an approach which meets their requirements and is
5www.axelos.com/prof essional-development-member/my-axelos-dashboard/my-axelos-content-hub-
items/itil-4-practices/continual-improvement-itil-4-practice [My ITIL subscription required]

applicable in their context. However to support the process of scoping maturity assessments, Axelos
provides an objectives cascade tool that can drive constructive discussion around such scoping.
2.4.1 Objectives cascade

Objective-driven scoping is based on the predef ined set of generic objectives an organization might
pursue. We suggest a list of 12 objectives in Section 2.4.1.1.
The objectives are grouped into f our areas of strategic f ocus, which are listed in Section 2.4.1.2.
Strategic f ocus areas are closely related to each other and typically require the same or overlapping
sets of capabilities. They can be used as a starting point of scoping an assessment.
Each objective is mapped to a set of primary and supporting practices. Primary practices are directly
involved and necessary to achieve the objectives of the SVS in the scope of assessment. Supporting
practices are needed f or the primary practices to ef f ectively achieve their objectives and to f unction
at the higher capability levels (see Section 2.3.5.2). The primary and supporting practices f or each
objective are listed in Section 2.4.1.3.
To use the objectives cascade f or scoping an assessment, an organization f irst needs to map their
goals and objectives to the areas of strategic f ocus and the objectives provided by the model (see
Sections 2.4.1.1 and 2.4.1.2) and then use Table 2.4 to identif y the set(s) of practices that should be
included in the scope of assessment.
Although it is expected that there would be no change in the scope identif ied this way, the f inal
decision is always on the organization’s/consultant’s side. For example, if certain f unctions and
practices are outsourced, it is acceptable that in a particular organization they might be excluded
f rom the scope of assessment. In this case, justif ication f or changing the scope should be provided.
Assessment reports must include a description and justif ication of the assessment scope.
2.4.1.1 Objectives
The f ollowing is a list of organizational objectives:
● realized benef its f rom IT investments and the service portf olio
● delivery of IT services in line with business needs
● managed relationship and stakeholder satisf action
● minimized operational losses
● managed risk, security, and compliance
● managed architecture and standardization
● ability to turn business requirements into operational solutions/high-velocity IT
● programmes and projects delivered on time, on budget, and meeting requirements and quality
standards
● scalable inf rastructure, applications, and processes
● managed resources, costs, and budgets
● continually improved products, services, and capabilities
● competent, knowledgeable, and motivated staf f .
2.4.1.2 Areas of strategic focus

The objectives are grouped into areas of strategic f ocus, which also can serve as a starting point f or
assessment scoping. Strategic f ocus areas are closely related to each other and typically require the
same or overlapping sets of capabilities. An organization might not have a clearly def ined list of its
objectives, but it usually can explain its current priorities in terms of strategic f ocus.
A strategic f ocus area is a set of interconnected capabilities supported by one or more of the
organizational objectives.
Some strategic f ocus areas are:
● business alignment and integration/ef f ectiveness

● organizational resilience
● organizational agility
● operational excellence/ef f iciency/ef ficient use of IT resources.

2.4.1.3 Practices
Table 2.4 maps the strategic f ocus areas, objectives, and practices.
Table 2.4 A mapping of the strategic focus areas, objectives, and practices
Strategic f ocus Objective Primary and supporting practices
area
Business Realized benef its f rom IT Primary practices: Strategy management,
alignment and investments and the service architecture management, business analysis,
integration portf olio portf olio management
Supporting practices: Project management,
knowledge management, service f inancial
management, IT asset management, risk
management, organizational change management,
measurement and reporting
Delivery of IT services in line Primary practices: Service design, service level
with business needs management, service catalogue management,
continual improvement
Supporting practices: Availability management,
capacity and perf ormance management, change
enablement, release management, monitoring and
event management, service validation and testing,
Managed relationship and Primary practices: Relationship management,
stakeholder satisf action workf orce and talent management, service desk,
continual improvement, change enablement, service
request management
Supporting practices: Incident management,
problem management, deployment management,
organizational change management
Organizational Minimized operational Primary practices: Incident management, change
resilience losses enablement, problem management, service
validation and testing
Supporting practices: Service conf iguration
management, IT asset management, risk
management, inf rastructure and platf orm
management, monitoring and event management,
service desk, , measurement and reporting
Managed risk, security, and Primary practices: Inf ormation security
compliance management, availability management, service
continuity management, capacity and perf ormance
management
Supporting: Risk management, knowledge
management, project management, supplier
management, monitoring and event management,
service validation and testing, measurement and
reporting
Managed architecture and Primary practices: Architecture management,
standardization service design, project management, business
analysis
Supporting practices: Knowledge management,
organizational change management, inf rastructure
and platf orm management, release management,
deployment management, change enablement
Organizational Ability to turn business Primary practices: Strategy management, business
agility requirements into analysis, sof tware development and management,
operational solutions/high- release management, deployment management,
Strategic f ocus Objective Primary and supporting practices

area
velocity IT continual improvement, service validation and
testing
Supporting practices: Change enablement, project
management, architecture management,
inf rastructure development and management
Programmes and projects Primary practices: Project management, change
delivered on time, on enablement, organizational change management,
budget, and meeting continual improvement
requirements and quality Supporting practices: Service f inancial
standards management, risk management, IT asset
management, service conf iguration management,
Scalable inf rastructure, Primary practices: Architecture management,
applications, and processes sof tware development and management,
inf rastructure and platf orm management, continual
improvement
Supporting practices: IT asset management, service
conf iguration management, project management,
service level management, supplier management
Operational Managed resources, costs, Primary practices: Service f inancial management,
excellence and budgets workf orce and talent management, IT asset
management
Supporting practices: Service conf iguration
management, capacity and perf ormance
management, strategy management, measurement
and reporting
Continually improved Primary practices: Continual improvement, service
products, services, and level management, service design, business
capabilities analysis
Supporting practices: Risk management,
architecture management, project management,
change enablement, organizational change
management
Competent, knowledgeable, Primary practices: Workf orce and talent
and motivated staf f management, knowledge management,
organizational change management
Supporting practices: Strategy management,
continual improvement, project management,
supplier management

3 Selecting an assessment approach

The ITIL maturity model can be used to perf orm the f ollowing types of assessment:
● comprehensive assessment (customized scope)

● high-level maturity assessment of the SVS
● selected practices’ capability assessment.
These approaches are summarized in Table 3.1. Assessment stakeholders should be aware of and
account f or the limitations and applicability of each type when initiating an assessment and using the
assessment’s results.
Table 3.1 The three types of assessment
Comprehensive High-level maturity Selected practices’ capability
assessment (customized assessment assessment
scope)
Approach Assessing the capabilities Assessing ONLY the Assessing ONLY the capability of
of seven or more maturity of the SVS one or more selected practices
practices (selected using
the goals cascade or
another scoping method) Practices’ capabilities are The maturity of the SVS is not
including continual not assessed, or f ewer assessed
improvement AND than seven practices
maturity of the SVS including continual
improvement are
contained in the scope
Applicability Comprehensive Improvement of the Improvements of the selected
improvement generic governance and practices
programmes management approach
Scope (practices) Custom Not applicable Custom
Depth of High Low From low to high, depending on
assessment, and number of practices in scope
associated costs
Validation A maturity certif icate may A maturity assessment A capability assessment statement
(see section 4) be issued, including statement of result may of result may be issued f or each
details of the practices’ be issued, including practice in the scope of assessmen
capability levels. details of the practices’
capability levels.
Maturity Possible, subject to the Not applicable Not applicable
benchmarking scope alignment
(see section 4)
Capability Possible f or individual Possible f or individual Possible f or individual practices in
benchmarking (see practices in scope practices in scope scope
section 4)

4 Validation and benchmarking

4.1 VALIDATION
Three types of conclusion documents can be issued depending on the chosen assessment
approach:
● Maturity level certificate Issued by Axelos f or comprehensive assessments including seven or

more practices. The number and list of the practices is explicitly stated on the certif icate. A
supporting capability assessment report is provided by the Axelos Consulting Partner (ACP).
● Maturity statement of result Issued f or maturity assessments excluding the practices’
capabilities assessment or including f ewer than seven practices. A supporting capability
assessment report is provided by the Axelos Consulting Partner (ACP).
● Capability statement of result Issued f or each practice assessed. Issued af ter a capability
assessment or in addition to a maturity certif icate or statement of result. In the latter case, a
ref erence to the maturity certif icate or statement of result is included.
Certif icates are valid f or a 3-year period and subject to annual surveillance to either maintain or
change the maturity level. Scoping recommendations and rules of re-assessment are provided in the
assessor’s guide.
4.2 BENCHMARKING
Af ter collecting suf f icient assessment data, Axelos will publish capability and maturity benchmarking
reports. They will be based on anonymized data f rom the assessments. These reports can be used
by ACPs and other organizations to plan the development and improvement of the capabilities and
maturity.
The reports should provide inf ormation about achieved capability levels f or all practices assessed
during the period and maturity levels achieved by the organizations based on comprehensive or
partial assessments.

Appendix 1. ITIL management practices

Management practice The purpose of the management practice
General management practices
Architecture management To provide an understanding of all the dif ferent elements that make
up an organization and how those elements interrelate, enabling the
organization to ef f ectively achieve its current and f uture objectives. It
provides the principles, standards, and tools that enable an
organization to manage complex change in a structured and agile
way.
Continual improvement To align the organization’s practices and services with changing
business needs through the ongoing improvement of products,
services, and practices, or any element involved in the management
of products and services.
Inf ormation security To protect the inf ormation needed by the organization to conduct its
management business. This includes understanding and managing risks to the
conf identiality, integrity, and availability of inf ormation, as well as
other aspects of inf ormation security, such as authentication
(ensuring someone is who they claim to be) and non-repudiation
(ensuring that someone can’t deny that they took an action).
Knowledge management To maintain and improve the ef f ective, ef ficient, and convenient use
of inf ormation and knowledge across the organization.
Measurement and reporting To support good decision-making and continual improvement by
decreasing the levels of uncertainty. This is achieved through the
collection of relevant data on various managed objects and the valid
assessment of this data in an appropriate context. Managed objects
include, but are not limited to, products and services, practices and
value chain activities, teams and individuals, suppliers and partners,
and the organization as a whole.
Organizational change To ensure that changes in an organization are smoothly and
management successf ully implemented, and that lasting benef its are achieved by
managing the human aspects of the changes.
Portf olio management To ensure that the organization has the right mix of programmes,
projects, products, and services to execute the organization’s
strategy within its f unding and resource constraints.
Project management To ensure that all projects in the organization are successf ully
delivered. This is achieved by planning, delegating, monitoring, and
maintaining control of all aspects of a project, and keeping the
motivation of the people involved.
Relationship management To establish and nurture the links between the organization and its
stakeholders at strategic and tactical levels. It includes the
identif ication, analysis, monitoring, and continual improvement of
relationships with and between stakeholders.
Risk management To ensure that the organization understands and ef f ectively handles
risks.
Service f inancial management To support the organization’s strategies and plans f or service
management by ensuring that the organization’s f inancial resources
and investments are being used ef f ectively.
Strategy management To f ormulate the goals of the organization and adopt the courses of
action and allocation of resources necessary f or achieving those
goals. Strategy management establishes the organization’s direction,
f ocuses ef f ort, defines or clarif ies the organization’s priorities, and
provides consistency or guidance in response to the environment.
Supplier management To ensure that the organization’s suppliers and their perf ormances
are managed appropriately to support the seamless provision of
quality products and services. This includes creating closer, more

collaborative relationships with key suppliers to uncover and realize
new value and reduce the risk of f ailure.
Workf orce and talent To ensure that the organization has the right people with the
management appropriate skills and knowledge and in the correct roles to support
its business objectives. The practice covers a broad set of activities
f ocused on successf ully engaging with the organization’s employees
and people resources, including planning, recruitment, onboarding,
learning and development, perf ormance measurement, and
succession planning.
Service management practices
Availability management To ensure that services deliver agreed levels of availability to meet
the needs of customers and users.
Business analysis To analyse a business or some element of it, def ine its associated
needs, and recommend solutions to address these needs and/or
solve a business problem, which must f acilitate value creation f or
stakeholders. Business analysis enables an organization to
communicate its needs in a meaningf ul way, express the rationale f or
change, and design and describe solutions that enable value creation
in alignment with the organization’s objectives.
Capacity and perf ormance To ensure that services achieve agreed and expected perf ormance,
management satisf ying current and f uture demand in a cost-ef f ective way
Change enablement To maximize the number of successf ul service and product changes
by ensuring that risks have been properly assessed, authorizing
changes to proceed, and managing the change schedule.
Incident management To minimize the negative impact of incidents by restoring normal
service operation as quickly as possible.
IT asset management To plan and manage the f ull lif ecycle of all IT assets, to help the
organization:
● maximize value
● control costs
● manage risks
● support decision-making about purchase, re-use, retirement, and
disposal of assets
● meet regulatory and contractual requirements.
Monitoring and event To systematically observe services and service components, and
management record and report selected changes of state identif ied as events. This
practice identif ies and prioritizes inf rastructure, services, business
processes, and inf ormation security events; it also establishes the
appropriate response to those events, and conditions that indicate
potential f aults or incidents.
Problem management To reduce the likelihood and impact of incidents by identif ying actual
and potential causes of incidents, and managing workarounds and
known errors.
Release management To make new and changed services and f eatures available f or use.
Service catalogue To provide a single source of consistent inf ormation on all services
management and service of f erings, and to ensure that it is available to the relevant
audience.
Service conf iguration To ensure that accurate and reliable inf ormation about the
management conf iguration of services, and the CIs that support them, is available
when and where it is needed. This includes inf ormation on how CIs
are conf igured and the relationships between them.


Service continuity management To ensure that the availability and perf ormance of a service are
maintained at suf f icient levels in case of a disaster. The practice
provides a f ramework f or building organizational resilience with the
capability of producing an ef f ective response that saf eguards the
interests of key stakeholders and the organization’s reputation,
brand, and value-creating activities.
Service design To design products and services that are f it f or purpose, fit for use,
and that can be delivered by the organization and its ecosystem. This
includes planning and organizing people, partners and suppliers,
inf ormation, communication, technology, and practices f or new or
changed products and services, and the interaction between the
organization and its customers.
Service desk To capture demand f or incident resolution and service requests. It
should also be the entry point and single point of contact for the
service provider with all of its users.
Service level management To set clear business-based targets f or service levels, and to ensure
that delivery of services is properly assessed, monitored, and
managed against these targets.
Service request management To support the agreed quality of a service by handling all pre-def ined,
user-initiated service requests in an ef f ective and user-f riendly
manner.
Service validation and testing To ensure that new or changed products and services meet def ined
requirements.
Technical management practices
Deployment management To move new or changed hardware, sof tware, documentation,
processes, or any other component to live environments. It may also
be involved in deploying components to other environments f or
testing or staging.
Inf rastructure and platf orm To oversee the inf rastructure and platf orms used by an organization.
management This practice enables the monitoring of technology solutions
available to the organization, including the technology of external
service providers.
Sof tware development and To ensure that applications meet internal and external stakeholder
management needs, in terms of f unctionality, reliability, maintainability, compliance,
and auditability.

Appendix 2. The ITIL guiding principles

Guiding principles Descriptions
Start where you are Do not start f rom scratch and build something new without
considering what is already available to be leveraged. There is
likely to be a great deal in the current services, processes,
programmes, projects, and people that can be used to create the
desired outcome.
The current state should be investigated and observed directly to
make sure it is f ully understood.
Progress iteratively with Do not attempt to do everything at once. Even huge initiatives must
f eedback be accomplished iteratively. By organizing work into smaller,
manageable sections that can be executed and completed in a
timely manner, it is easier to maintain a sharper f ocus on each
ef f ort.
Using f eedback bef ore, throughout, and af ter each iteration will
ensure that actions are f ocused and appropriate, even if
circumstances change.
Collaborate and promote Working together across boundaries produces results that have
visibility greater buy-in, more relevance to objectives, and increased
likelihood of long-term success.
Achieving objectives requires inf ormation, understanding, and
trust. Work and consequences should be made visible, hidden
agendas avoided, and inf ormation shared to the greatest degree
possible.
Think and work holistically No service, or element used to provide a service, stands alone.
The outcomes achieved by the service provider and service
consumer will suf f er unless the organization works on the service
as a whole, not just on its parts.
Results are delivered to internal and external customers through
the ef f ective and ef f icient management and dynamic integration of
inf ormation, technology, organization, people, practices, partners,
and agreements, which should all be coordinated to provide a
def ined value.
Keep it simple and practical If a process, service, action, or metric f ails to provide value or
produce a usef ul outcome, eliminate it. In a process or procedure,
use the minimum number of steps necessary to accomplish the
objective(s). Always use outcome-based thinking to produce
practical solutions that deliver results.
Optimize and automate Resources of all types, particularly HR, should be used to their best
ef f ect. Eliminate anything that is truly wastef ul and use technology
to achieve whatever it is capable of . Human intervention should
only happen where it really contributes value.
Think and work holistically No service, or element used to provide a service, stands alone.
The outcomes achieved by the service provider and service
consumer will suf f er unless the organization works on the service
as a whole, not just on its parts.
Results are delivered to internal and external customers through
the ef f ective and ef f icient management and dynamic integration of
inf ormation, technology, organization, people, practices, partners,
and agreements, which should all be coordinated to provide a
def ined value.

Appendix 3. ITIL continual improvement model

The continual improvement model applies to the SVS in its entirety, as well as to all of the
organization’s products, services, service components, and relationships. To support continual
improvement at all levels, the ITIL SVS includes:
● the ITIL continual improvement model, which provides organizations with a structured approach to
implementing improvements
● the improve service value chain activity, which embeds continual improvement into the value chain
● the continual improvement practice, which supports organizations in their day-to-day improvement
ef f orts.
The ITIL continual improvement model can be used as a high-level guide to support improvement
initiatives. Use of the model increases the likelihood that ITSM initiatives will be successf ul, puts a
strong f ocus on customer value, and ensures that improvement ef f orts can be linked back to the
organization’s vision. The model supports an iterative approach to improvement, dividing work into
manageable pieces with separate goals that can be achieved incrementally.
Fig ure A 3. 1 The ITIL c o nt inual imp ro v ement mo d el

PUBLIC

An Overview of The ITIL Maturity Model

Uploaded by

Copyright:

Available Formats

An Overview of The ITIL Maturity Model

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

An Overview of The ITIL Maturity Model

Uploaded by

Copyright:

Available Formats

An Overview of the

ITIL® Maturity Model

Margo Leach Chief Product Of f icer

Joanna Fejklowicz Project Manager

Corina Canavan Senior Product Manager

James Patrick Product Owner

Roman Jouravlev Product Development Manager, ITIL

Adam Grif f ith Consultant, IT Best Practice

David Atkins Content Delivery Manager

Sarah Conner Senior Production Editor

James Robertson Senior Qualif ication Assessment Specialist

Zara Swale Qualif ication Assessment Specialist

AXELOS® and ITIL® are registered Trade Mark of AXELOS Limited

● monitoring the progress of improvements to the organization’s capabilities and maturity

AXELOS® and ITIL® are registered Trade Mark of AXELOS Limited

1.3 ITIL MATURITY MODEL COMPONENTS AND SUPPORTING MATERIALS

● the model overview (this document)

1.4 ITIL MATURITY MODEL AND OTHER ITIL COMPONENTS

1.4.1 ITIL management practices

Definition: Management practice

AXELOS® and ITIL® are registered Trade Mark of AXELOS Limited

1.4.2 The four dimensions of service management

● organizations and people

Fig ure 1. 1 The f o ur d imens io ns o f s erv ic e manag ement

1.4.3 SVS components

hub?c=itil4practices [My ITIL subscription required]

AXELOS® and ITIL® are registered Trade Mark of AXELOS Limited

Fig ure 1. 2 The ITIL s erv ic e v alue s y s t em

The ITIL SVS includes the f ollowing components:

● Guiding principles Recommendations that can guide an organization in all circumstances,

AXELOS® and ITIL® are registered Trade Mark of AXELOS Limited

2 ITIL maturity model overview

2.1.1 Capability levels

2.1.2 Capability criteria

AXELOS® and ITIL® are registered Trade Mark of AXELOS Limited

Fig ure 2. 1 D es ig n o f t he c ap ab ilit y c rit eria

2.1.3 Identifying capability level

AXELOS® and ITIL® are registered Trade Mark of AXELOS Limited

2.1.4 Evidence of meeting the capability criteria

2.2 EXAMPLES OF THE PRACTICE CAPABILITY CRITERIA

2.2.1 Service request management

AXELOS® and ITIL® are registered Trade Mark of AXELOS Limited

2.2.2 Strategy management

AXELOS® and ITIL® are registered Trade Mark of AXELOS Limited

PSF Capability criterion Dimension Capability

2.3 ASSESSING MATURITY

2.3.1 Maturity levels

AXELOS® and ITIL® are registered Trade Mark of AXELOS Limited

Figure 2.3 The SVS components and maturity levels assessed

AXELOS® and ITIL® are registered Trade Mark of AXELOS Limited

2.3.2 Guiding principles

2.3.2.2 Maturity assessment of the guiding principles

AXELOS® and ITIL® are registered Trade Mark of AXELOS Limited

Governance is realized through the f ollowing activities:

2.3.3.2 Maturity assessment of governance

2.3.4 Service value chain

2.3.4.2 Maturity assessment of the service value chain

Fig ure 2. 4 P rimary / s up p o rt ing p rac t ic e c ap ab ilit y lev els

AXELOS® and ITIL® are registered Trade Mark of AXELOS Limited