Information Technology Infrastructure Library.docx

Information Technology Infrastructure Library.docx

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InformationTechnologyInfrastructureLibrary

InformationTechnologyInfrastructureLibrary

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Thisarticleisinalistformatthatmaybebetterpresentedusingprose.Youcanhelpbyconvertingthisarticletoprose,ifappropriate.Editinghelpisavailable.（July2010）

TheInformationTechnologyInfrastructureLibrary（ITIL）isasetofconceptsandpracticesforInformationTechnologyServicesManagement（ITSM）,InformationTechnology（IT）developmentandIToperations.

ITILgivesdetaileddescriptionsofanumberofimportantITpracticesandprovidescomprehensivechecklists,tasksandproceduresthatanyITorganizationcantailortoitsneeds.ITILispublishedinaseriesofbooks,eachofwhichcoversanITmanagementtopic.ThenamesITILandITInfrastructureLibraryareregisteredtrademarksoftheUnitedKingdom'sOfficeofGovernmentCommerce（OGC）.

Contents

[hide]

∙1History

∙2OverviewoftheITILv2library

o2.11.ServiceSupport

▪2.1.1ServiceDesk/ServiceRequestManagement

▪2.1.2IncidentManagement

▪2.1.3ProblemManagement

▪2.1.4ChangeManagement

▪2.1.4.1ChangeManagementTerminology

▪2.1.5ReleaseManagement

▪2.1.6ConfigurationManagement

o2.22.ServiceDelivery

▪2.2.1ServiceLevelManagement

▪2.2.2CapacityManagement

▪2.2.3ITServiceContinuityManagement

▪2.2.4AvailabilityManagement

▪2.2.5FinancialManagementforITServices

o2.33.ICTInfrastructureManagement

▪2.3.1ICTDesignandPlanning

▪2.3.2ICTDeploymentManagement

▪2.3.3ICTOperationsManagement

▪2.3.4ICTTechnicalSupport

o2.44.SecurityManagement

o2.55.TheBusinessPerspective

o2.66.ApplicationManagement

o2.77.SoftwareAssetManagement

o2.88.Planningtoimplementservicemanagement

o2.99.Small-ScaleImplementation

∙3OverviewoftheITILv3library

o3.1ServiceStrategy

o3.2ServiceDesign

o3.3ServiceTransition

o3.4ServiceOperation

o3.5ContinualServiceImprovement（CSI）

∙4CriticismsofITIL

∙5FrameworksmappingtoITIL

∙6VariantsofITIL

∙7Certification

o7.1Individuals

o7.2Organizations

∙8Seealso

∙9References

∙10Externallinks

[edit]History

RespondingtogrowingdependenceonIT,theUKGovernment'sCentralComputerandTelecommunicationsAgency（CCTA）inthe1980sdevelopedasetofrecommendations.Itrecognizedthatwithoutstandardpractices,governmentagenciesandprivatesectorcontractswereindependentlycreatingtheirownITmanagementpractices.

TheITInfrastructureLibraryoriginatedasacollectionofbooks,eachcoveringaspecificpracticewithinITServiceManagement.ITILwasbuiltaroundaprocess-modelbasedviewofcontrollingandmanagingoperationsoftencreditedtoW.EdwardsDemingandhisplan-do-check-act（PDCA）cycle.[1]

Aftertheinitialpublicationin1989-1996,thenumberofbooksquicklygrewwithinITILv1toover30volumes.

In2000/2001,tomakeITILmoreaccessible（andaffordable）,ITILv2consolidatedthepublicationsinto8logical"sets"thatgroupedrelatedprocess-guidelinestomatchdifferentaspectsofITmanagement,applications,andservices.However,themainfocuswasknownastheServiceManagementsets（ServiceSupportandServiceDelivery）whichwerebyfarthemostwidelyused,circulated,andunderstoodofITILv2publications.

∙InApril2001theCCTAwasmergedintotheOfficeofGovernmentCommerce（OGC）,anofficeoftheUKTreasury.[2]

∙In2006,theITILv2glossarywaspublished.

∙InMay2007,thisorganizationissuedtheversion3ofITIL（alsoknownastheITILRefreshProject）consistingof26processesandfunctions,nowgroupedunderonly5volumes,arrangedaroundtheconceptofServicelifecyclestructure.

∙In2009,theOGCofficiallyannouncedthatITILv2wouldbewithdrawnandlaunchedamajorconsultationasperhowtoproceed.[3]

[edit]OverviewoftheITILv2library

TheeightITILversion2booksandtheirdisciplinesare:

TheITServiceManagementsets

1.ServiceSupport

2.ServiceDelivery

Otheroperationalguidance

3.ICTInfrastructureManagement

4.SecurityManagement

5.TheBusinessPerspective

6.ApplicationManagement

7.SoftwareAssetManagement

ToassistwiththeimplementationofITILpracticesafurtherbookwaspublished[when?

]providingguidanceonimplementation（mainlyofServiceManagement）:

8.PlanningtoImplementServiceManagement

Andthishasmorerecently[when?

]beensupplementedwithguidelinesforsmallerITunits,notincludedintheoriginaleightpublications:

9.ITILSmall-ScaleImplementation

[edit]1.ServiceSupport

TheServiceSupport[4]ITILdisciplinefocusesontheUseroftheICTservicesandisprimarilyconcernedwithensuringthattheyhaveaccesstotheappropriateservicestosupportthebusinessfunctions.

Toabusiness,customersandusersaretheentrypointtotheprocessmodel.Theygetinvolvedinservicesupportby:

∙Askingforchanges

∙Needingcommunication,updates

∙Havingdifficulties,queries.

∙Realprocessdelivery

Theservicedeskfunctionsasthesinglecontact-pointforend-users'incidents.Itsfirstfunctionisalwaysto"create"anincident.Ifthereisadirectsolution,itattemptstoresolvetheincidentatthefirstlevel.Iftheservicedeskcannotsolvetheincidentthenitispassedtoa2nd/3rdlevelgroupwithintheincidentmanagementsystem.Incidentscaninitiateachainofprocesses:

IncidentManagement,ProblemManagement,ChangeManagement,ReleaseManagementandConfigurationManagement.ThischainofprocessesistrackedusingtheConfigurationManagementDatabase（CMDB）,whichrecordseachprocess,andcreatesoutputdocumentsfortraceability（QualityManagement）.

[edit]ServiceDesk/ServiceRequestManagement

Tasksincludehandlingincidentsandrequests,andprovidinganinterfaceforotherITSMprocesses.Featuresinclude:

∙singlepointofcontact（SPOC）andnotnecessarilythefirstpointofcontact（FPOC）

∙singlepointofentry

∙singlepointofexit

∙easierforcustomers

∙dataintegrity

∙streamlinedcommunicationchannel

PrimaryfunctionsoftheServiceDeskinclude:

∙incidentcontrol:

life-cyclemanagementofallservicerequests

∙communication:

keepingthecustomerinformedofprogressandadvisingonworkarounds

TheServiceDeskfunctioncanhavevariousnames,suchas:

∙CallCenter:

mainemphasisonprofessionallyhandlinglargecallvolumesoftelephone-basedtransactions

∙HelpDesk:

manage,co-ordinateandresolveincidentsasquicklyaspossibleatprimarysupportlevel

∙ServiceDesk:

notonlyhandlesincidents,problemsandquestionsbutalsoprovidesaninterfaceforotheractivitiessuchaschangerequests,maintenancecontracts,softwarelicenses,service-levelmanagement,configurationmanagement,availabilitymanagement,financialmanagementandITservicescontinuitymanagement

Thethreetypesofstructureforconsideration:

∙LocalServiceDesk:

tomeetlocalbusinessneeds-practicalonlyuntilmultiplelocationsrequiringsupportservicesareinvolved

∙CentralServiceDesk:

fororganizationshavingmultiplelocations-reducesoperationalcosts[citationneeded]andimprovesusageofavailableresources

∙VirtualServiceDesk:

fororganizationshavingmulti-countrylocations-canbesituatedandaccessedfromanywhereintheworldduetoadvances[when?

]innetworkperformanceandtelecommunications,reducingoperationalcosts[citationneeded]andimprovingusageofavailableresources

[edit]IncidentManagement

IncidentManagementaimstorestorenormalserviceoperationasquicklyaspossibleandminimizetheadverseeffectonbusinessoperations,thusensuringthatthebestpossiblelevelsofservice-qualityand-availabilityaremaintained.'Normalserviceoperation'isdefinedhereasserviceoperationwithinServiceLevelAgreement（SLA）limits.

IncidentManagementcanbedefinedas :

An'Incident'isanyeventwhichisnotpartofthestandardoperationoftheserviceandwhichcauses,ormaycause,aninterruptionorareductionofthequalityoftheservice.

TheobjectiveofIncidentManagementistorestorenormaloperationsasquicklyaspossiblewiththeleastpossibleimpactoneitherthebusinessortheuser,atacost-effectiveprice.

Mainarticle:

IncidentManagement（ITSM）

[edit]ProblemManagement

ProblemManagementaimstoresolvetherootcausesofincidentsandthustominimizetheadverseimpactofincidentsandproblemsonbusinessthatarecausedbyerrorswithintheITinfrastructure,andtopreventrecurrenceofincidentsrelatedtotheseerrors.A`problem'isanunknownunderlyingcauseofoneormoreincidents,anda`knownerror'isaproblemthatissuccessfullydiagnosedandforwhicheitherawork-aroundorapermanentresolutionhasbeenidentified.TheCCTAdefinesproblemsandknownerrorsasfollows

Aproblemisaconditionoftenidentifiedasaresultofmultipleincidentsthatexhibitcommonsymptoms.Problemscanalsobeidentifiedfromasinglesignificantincident,indicativeofasingleerror,forwhichthecauseisunknown,butforwhichtheimpactissignificant.

Aknownerrorisaconditionidentifiedbysuccessfuldiagnosisoftherootcauseofaproblem,andthesubsequentdevelopmentofawork-around.

Problemmanagementdiffersfromincidentmanagement.Theprincipalpurposeofproblemmanagementistofindandresolvetherootcauseofaproblemandpreventionofincidents;thepurposeofincidentmanagementistoreturntheservicetonormallevelassoonaspossible,withsmallestpossiblebusinessimpact.

Theproblem-managementprocessisintendedtoreducethenumberandseverityofincidentsandproblemsonthebusiness,andreportitindocumentationtobeavailableforthefirst-lineandsecondlin