The Official Introduction to the ITIL

Service Life Cycle

Submitted To: Dr.Sarah Bukhari

GROUP MEMBERS:
Syed Muhammad Zain Ali BSIT(E)-21-27
Aleeza BSIT(E)-21-30
Ammara Sajid BSIT(E)-21 09
Muhammad Talal Qadir BSIT(E)-21-31
Hamza Akhtar BSIT(E)-21-32
Hammad Hassan BSIT(E)-21-52
Introduction and core
guidance topics
Presented by:
Ammara Sajid BSIT-09
 Historical Perspective
• In its early years, IT was mainly focused on application development – all the new
possibilities seeming to be ends in themselves.
• During the 1980s, as the practice of service management grew, so too did the
dependency of the business.
• By the late 1980s and early 1990s, UK government had produced a series of books
documenting an approach to the IT service management needed to support
business users.
• In 1991, a user forum, the IT Information Management Forum (ITIMF), was created
to bring ITIL users together to exchange ideas and learn from each other and would
eventually change its name to the IT Service Management Forum (ITSMF).
• ITIL’s next revision began in the mid 1990s, until 2004.
 Why ITIL is so successful?
The following list defines the key characteristics of ITIL that
contribute to its global success:
• Non-proprietary
• Non-prescriptive
• Best practice
• Good practice
 The ITIL service Management
Practices
• All high-performing service providers share similar characteristics.
• They understand the customer’s business objectives and the role they
play in enabling those objectives to be met.
• The next significant characteristic is the systematic use of service
management practices that are responsive, consistent and measurable,
and define the provider’s quality in the eyes of their customers.
• The final characteristic is the provider’s ability to continuously analyse
and fine tune service provision to maintain stable, reliable yet adaptive
and responsive services
 The ITIL Service Management
Practices
• The objective of the ITIL Service Management practice
framework is to provide services to business customers
that are fit for purpose, stable and that are so reliable, the
business views them as a trusted utility.
• The guidance in ITIL can be adapted for use in various
business environments and organizational strategies. The
complementary guidance provides flexibility to implement
the core in a diverse range of environments.
 What is Service?
• Definition of a service :
A ‘service’ is a means of delivering value to customers by
facilitating outcomes customers want to achieve without the
ownership of specific costs and risks.
• Service management is more than just a set of
capabilities. It is also a professional practice supported by
an extensive body of knowledge, experience and skills
 Navigating the ITIL Service
Management Lifecycle

The ITIL service management practices are comprised of

three main sets of products and services:
• ITIL service management practices – core guidance
• ITIL service management practices – complementary
guidance
• ITIL web support services
 ITIL Service Management
Practices – Core guidance
The core set consists of six publications:
• Introduction to ITIL Service Management Practices (this
publication)
• Service Strategy
• Service Design Service Transition
• Service Operation
• Continual Service Improvement.
ITIL Service Management Practices
– complementary guidance

• This is a living library of publications with guidance

specific to industry sectors, organization types, operating
models and technology architectures. Each publication
supports and enhances the guidance in the ITIL core.
 ITIL web support services

• These products are online, interactive services including a

Glossary of Terms and Definitions, Interactive Service
Management Model, online subscriber services, case
studies, templates and ITIL Live
Core Guidance topics
 Service Strategy
• Service Strategy provides guidance on how to view service management
not only as an organizational capability but as a strategic asset.
• Topics covered in Service Strategy include the development of service
markets, characteristics of internal and external provider types, service
assets, the service portfolio and implementation of strategy through the
Service Lifecycle
• Organizations already practicing ITIL use Service Strategy to guide a
strategic review of their ITIL-based service management capabilities
and to improve the alignment between those capabilities and their
business strategies.
 Service transition
• Service Transition provides guidance for the development and
improvement of capabilities for transitioning new and changed
services into live service operation.
• . It provides guidance on managing the complexity related to changes
to services and service management processes; preventing undesired
consequences while allowing for innovation.
• Service Transition introduces the Service Knowledge Management
System, which builds upon the current data and information within
Configuration, Capacity, Known Error, Definitive Media and Assets
systems
 Service operation
• Service Operation embodies practices in the management
of the day-to-day operation of services.
• It includes guidance on achieving effectiveness and
efficiency in the delivery and support of services to ensure
value for the customer and the service provider.
• Guidance is provided on how to maintain stability in
service operations, allowing for changes in design, scale,
scope and service levels.
 Lifecycle quality control
• The ITIL framework incorporates the Deming Quality
Cycle by applying it to the Service Lifecycle stages.
 Practice adaptation
• An important aspect of ITIL is the ‘open-source’ nature of
its practices
• Conformity: allows flexibility in the adaptation of
practices within an organizational context while
maintaining the overall structure of the framework.
• Compliance: is highly specific, often audited to a formal
standard and the organization’s practices must mimic
externally defined practices.
Service Design and
Service transition
Presented by:
Talal Qadir BSIT-31
 Service Design – building
structural service integrity
 BUSINESS VALUE
• Reduced total cost of ownership (TCO): cost of
ownership can only be minimized if all aspects of services,
processes and technology are designed properly and
implemented against the design
• Improved quality of service: both service and
operational quality will be enhanced.
• Improved consistency of service: as services are
designed within the corporate strategy, architectures and
constraints
 Five Aspects of Service Design
1. The design of the services, including all of the functional requirements,
resources and capabilities needed and agreed
2. The design of service management systems and tools, especially the Service
Portfolio, for the management and control of services through their lifecycle.
3. The design of the technology architectures and management systems
required to provide the services
4. The design of the processes needed to design, transition, operate and
improve the services, the architectures and the processes themselves
5. The design of the processes needed to design, transition, operate and
improve the services, the architectures and the processes themselves
 Identifying Service Requirements
• The scalability of the service to meet future requirements,
in support of the long-term business objectives
• The business processes and business units supported by
the service
• The IT service and the agreed business functionality and
requirements
• The service itself and its Service Level Requirement (SLR)
or Service Level Agreement (SLA)
 Service Design Models
• Business drivers and requirements
• Scope and capability of the existing service provider unit
• Demands, targets and requirements of the new service
• Scope and capability of external suppliers
• Maturity of the organizations currently involved and their
processes
 Service Catalogue Management
Service Catalogue Management activities should include:
• Definition of the service
• Production and maintenance of an accurate Service
Catalogue
• Interfaces, dependencies and consistency between the
Service Catalogue and Service Portfolio
• Interfaces and dependencies between all services and
supporting services within the Service Catalogue and the
CMS
 Service Catalogue Management
The Service Catalogue has two aspects:
• Business Service Catalogue: containing details of all of the IT
services delivered to the customer, together with relationships to the
business units and the business processes that rely on the IT services.
• Technical Service Catalogue: containing details of all the IT
services delivered to the customer, together with relationships to the
supporting services, shared services, components and CIs necessary
to support the provision of the service to the business.
Service Transition – preparing
for change
Transition Planning and Support
The goals of Transition Planning and Support are to:
• Plan and coordinate the resources to ensure that the
requirements of Service Strategy encoded in Service
Design are effectively realized in Service Operations
• Identify, manage and control the risks of failure and
disruption across transition activities.
Transition Planning and Support
The objectives of Transition Planning and Support are to:
• Plan and coordinate the resources to establish successfully a new or
changed service into production within the predicted cost, quality and
time estimates
• Ensure that all parties adopt the common framework of standard re-usable
processes and supporting systems in order to improve the effectiveness
and efficiency of the integrated planning and coordination activities
• Provide clear and comprehensive plans that enable the customer and
business change projects to align their activities with the Service
Transition plans.
 Change Management
The purpose of the Change Management process is to
ensure that:
• Standardized methods and procedures are used for
efficient and prompt handling of all changes
• All changes to Service Assets and Configuration Items are
recorded in the configuration management system
• Overall business risk is optimized.
 Change Management
The goals of Change Management are to:
• Respond to the customer’s changing business
requirements while minimizing value and reducing
incidents, disruption and re-work.
• Respond to the business and IT requests for change that
will align the services with the business needs
 The seven Rs of Change
Management
• Who RAISED the change?
• What is the REASON for the change?
• What is the RETURN required from the change?
• What are the RISKS involved in the change?
• What resources are REQUIRED to deliver the change?
• Who is RESPONSIBLE for the build, test and implementation of the
change?
• What is the RELATIONSHIP between this change and other changes?
Continual Service
Improvement
Presented by:
Aleeza BSIT-21-30
 Continual Service
Improvement

Continual Service Improvement phase (CSI) is responsible for

continually aligning IT services to changing business need.

CSI identifies and implements improvements to IT

services that support business processes. These improvement
activities support the lifecycle approach through Service
Strategy, Service Design, Service Transition, and Service
Operation.
 Main purpose:

Continuously modify IT services, adapt them to the

business requirements. Identify and implement
improvements of IT services to meet the (changing)
business processes.

CSI combines principles, practices and methods

from quality managements, change management and
capability improvement
 Continual Service
Objectives: Improvement

Review, analyze and make recommendations on improvement

opportunities in each lifecycle phase: Service Strategy, Service
Design, Service Transition and Service Operation.
Review and analyze Service Level Achievement results.
Identify and implement individual activities to improve IT
service quality and improve the efficiency and effectiveness of
enabling ITSM processes.
Improve cost effectiveness of delivering IT services without
sacrificing customer satisfaction.
 Ensure applicable quality management methods are used to
supportcontinual improvement activities.
 Continual Service Improvement
Business Drivers:
Businesses are becoming increasingly aware of the importance
of IT as a service provider to not only support but also enable
business operations.

As a result the business leaders of today ask much more pointed

and direct questions regarding the quality of IT services and the
competency and efficiency of their provider. This higher level of
scrutiny buttresses the expanding need for CSI, meaning that:
There is additional focus on the quality of IT in terms of
reliability, availability, stability, capacity, security and, especially,
risk IT.
• IT must demonstrate value for money
 Continual Service Improvement
Technology Drivers:
The rapid pace of technology developments, within
which IT provides solutions, becomes a core component
of almost every area of business operations. As a result,
IT services must:
Understand business operations and advise about
the short- and long-term opportunities (and
limitations) of IT
• Maintain or improve existing quality of services
while adding or removing technology
components.
 Continual Service Improvement

Service
Measurement:

Service Measurement defines the metrics

that will be used during data analysis. It
also enables IT to measure and report on
service performance.
 Service
Measurement:
Baselines:
An important beginning point for highlighting improvement
is to establish baselines as markers or starting points for
later comparison
Also used to establish an initial data point to determine if a
service or process needs to be improved.
Should be documented, recognized and accepted
throughout the organization
 Must be established at each level: strategic goals and
objectives, tactical process maturity, and operational
metrics and KPIs
 Service Measurement

Value to business.
To validate - monitoring and measuring to validate previous
decisions
To direct - monitoring and measuring to set direction for
activities in order to meet set targets. It is the most prevalent
reason for monitoring and measuring.
• To justify - monitoring and measuring to justify, with factual
evidence or proof, that a course of action is required.
• To intervene - monitoring and measuring to identify a point of
intervention including subsequent changes and corrective
actions.
 Continual Service Improvement
The ITIL 7 Step Improvement Process:
The 7-Step Improvement Process requires the
Continual Service Improvement phase to address the
following actions, in an attempt to determine how to
improve services:
1. Answer the question "What should be measured?“
2. Answer the question "What can be measured?“
3. Gather the necessary data.
4. Process the data into a format that can be understood
by the target audience.
5. Analyze the data for trends .
6. Present the information to the appropriate audience.
7. Implement actions in order to improve services.
 The ITIL 7 Step Improvement
Process:
1.Define what you should measure:
Compile a list of what you should measure. This will often be driven by
business requirements.
2. Define what you can measure:
Every organization may find that they have limitations on what can actually be
measured. If you cannot measure something then it should not appear in an
SLA.
Identify Data Collection Capabilities
• Service Managements Tools
• Monitoring Capability
• Reporting Tools
• Query Tools
• Modeling Tools.
Identify Data Structures

Processes, Procedures & Work Instructions

• Reports & Databases
 The ITIL 7 Step Improvement Process:

3.Gathering the data:

There are three types of metrics that an organization needs to collect to support CSI
activities as well as other process activities.

• Technology metrics: often associated with component and application based metrics
such as performance, availability.
• Process metrics: captured in the form of Critical Success Factors (CSFS), Key
Performance Indicators (KPIs) and activity metrics.
• Service metrics: the results of the end-to-end service. Component/technology metrics
are used to compute the service metrics.
The ITIL 7 Step Improvement Process

4.Process the data

process the data into the required format
report-generating technologies are typically used at this
stage as various amounts of data are condensed into
information for use in the analysis activity
the data is also typically put into a format that provides
an end-to-end perspective on the overall performance of
a service
.

5. Analyzing the data:

data analysis transforms the information into knowledge
of the events that are affecting the organization
The ITIL 7 Step Improvement Process:

6. Presenting and using the information:

take our knowledge and present it, that is, turn it into
wisdom by utilizing reports, monitors, action plans,
reviews, evaluations and opportunities

7. Implementing corrective action:

use the knowledge gained to optimize, improve and correct services.
 Continual Service Improvement
Service Reporting:
 A significant amount of data is collated and monitored by IT
in the daily delivery of quality service to the business;
however, only a small subset is of real interest and
importance to the business.
 The business likes to see a historical representation of the
past period's performance that portrays their experience;
however, it is more concerned with those historical events
that continue to be a threat going forward, and how IT
intend to militate against such threats.
The ITIL Service Management
Lifecycle core of practice

Presented by :
Syed Muhammad Zain Ali BSIT27
 The ITIL Service Management Lifecycle core
of practice
Key Components:
• Hub and Spoke Design
• Lifecycle Stages
Hub and Spoke Design:
Description: Emphasizes the central importance of Service
Strategy in aligning IT services with business objectives.
Visual : Central hub with spokes extending to lifecycle stages.
Lifecycle Stages:
Description: Five stages—Service Strategy, Design, Transition,
Operation, and Continual Service Improvement—form a
continuous cycle of service management.
Figure :The ITIL Service
Lifecycle
 Lifecycle
Stages:

1. Service Strategy:
Explanation: This stage focuses on understanding and articulating
how IT services can contribute to achieving business objectives. It
involves assessing market needs, defining service offerings, and
aligning IT strategy with the overall business strategy.
Activities: Strategic planning, financial management, defining service
portfolios, identifying market opportunities, and assessing risks.
Goal: To ensure that IT services are aligned with business goals and
provide maximum value to the organization.
 Lifecycle
Stages:

2. Service Design:
Explanation: In this stage, IT services are designed based on the requirements
and strategies defined in the Service Strategy phase. It involves designing new
services, as well as making improvements to existing ones, to meet business
needs and deliver value.
Activities: Designing service architectures, processes, policies, and
documentation.
Goal: To create IT services that are effective, efficient, and scalable, and that
meet the needs and expectations of stakeholders.
3. Service Transition:
Explanation: Service Transition involves transitioning new or changed services
into the live environment while ensuring minimal disruption to ongoing operations.
It focuses on testing, validation, and deployment activities to ensure that services
are ready for production use.
Activities: Change management, release management, testing and validation.
Goal: To ensure that changes to IT services are implemented smoothly, with
minimal risk and disruption, and that services are effectively handed over to the
Service Operation stage.
4. Service Operation:
Explanation: This stage is concerned with delivering and managing IT
services on a day-to-day basis to meet agreed service levels. It involves
activities related to incident management, problem management,
request fulfillment, and monitoring of service performance.
Activities: Incident management, problem management, request
fulfillment.
Goal: To ensure that IT services are delivered efficiently and effectively,
meeting the needs of users and the business, and minimizing the impact
of incidents and disruptions.
5. Continual Service Improvement (CSI):
Explanation: CSI is an ongoing stage that focuses on identifying and
implementing improvements to IT services and processes. It involves
analyzing service performance, gathering feedback, and identifying
opportunities for enhancement.
Activities: Service review meetings, data analysis, benchmarking.
Goal: To drive continuous improvement in the quality, efficiency, and
effectiveness of IT services, ensuring that they remain aligned with changing
business needs and objectives.
 FUNCTIONS AND PROCESSES ACROSS
THE LIFECYCLE

Functions:

• Functions are units of organizations specialized to perform certain

types of work and responsible for specific outcomes.
• They are self-contained with capabilities and resources necessary to their
performance and outcomes. Capabilities include work methods internal to the
functions.
• Functions tend to optimize their work methods locally to focus on assigned
outcomes.
Figure: Process architecture
 FUNCTIONS AND PROCESSES ACROSS
THE LIFECYCLE

Processes:
Process definitions describe actions, dependencies and sequence. Processes
have the following characteristics:
• They are measurable and are performance driven. Managers want to
measure cost, quality and other variables while practitioners are concerned
with duration and productivity.
• They have specific results. The reason a process exists is to deliver a
specific result. This result must be individually identifiable and countable.
• They deliver to customers. Every process delivers its primary results to a
customer or stakeholder. They may be internal or external to the
organization but the process must meet their expectations.
Feedback throughout the Service
Lifecycle
 Service Strategy – governance and
decision-making

As the core of the ITIL Service Lifecycle, Service Strategy

sets the stage for developing a service provider’s core
capabilities. This chapter will discuss a selection of the key
concepts from the Service Strategy book to help aid the
understanding of the role of Service Strategy in the ITIL
Service Lifecycle.
 Strategic Assessment:

Key Points:
• Understanding existing services is crucial for differentiation.
• Analyzing strengths and weaknesses across market spaces guides strategic
planning.
• Prioritizing investments based on potential customer value ensures long-
term vitality.
• Continuous analysis of market spaces supports adaptation to changing
customer needs and emerging opportunities.
 Developing Strategic Capabilities:
Strategic Thinking and Action: This refers to the process of envisioning and planning
for the future of a business. It involves analyzing the current state, setting goals, and
making decisions that align with the organization's long-term objectives.
Service Strategy as a Guiding Framework: Service Strategy provides a structured
approach for organizations to develop and implement strategies related to their service
offerings. It serves as a roadmap for how services will be designed, delivered, and
managed to achieve business goals.
Transforming Service Management: Service Strategy transforms the way service
management is perceived within an organization. Rather than just a support function, it
becomes a strategic asset that directly contributes to achieving business objectives and
gaining competitive advantage.
Critical Questions Addressed: These are fundamental questions that organizations
must consider when formulating their service strategies. They include:
Service Differentiation: How will the organization differentiate its services from
competitors?
Value Creation: How will the services provided create value for customers?
Service Quality Definition: What standards and measures will be used to define and
ensure service quality?
Resource Allocation Efficiency: How will resources be allocated to maximize
efficiency and effectiveness?
 Service Provider Types – Matching Need
to Capability:
Service management aims to deliver usable services to customers
while alleviating resource ownership constraints. Service
Providers facilitate this by offering resources as services,
enabling customers to focus on core competencies. Service
Strategy identifies three provider types:
Type I: Internal Service Provider, embedded within business
units, enjoying tight coupling with owner-customers.
Type II: Shared Service Provider, consolidating non-core
functions into shared services units, allowing focus on serving
business units.
Type III: External Service Provider, offering competitive prices
and flexibility, suitable for specific services requiring external
expertise or cost efficiencies. The optimal service management
approach involves a blend of these provider types, chosen based
 Services as Assets – Value Creation:
Business Model and Service Strategy: A strong business model outlines
organizational objectives, but without a strategic approach, Service Providers risk being
replaced. Service strategy is crucial for delivering better value, aligning with business
strategies for both commercial and internal service providers.
Utility and Warranty Characteristics: Service assets possess utility and warranty
characteristics. Utility denotes the positive impact of service attributes on desired
outcomes, while warranty ensures availability, capacity, continuity, and security.
Combination of Resources and Capabilities: Resources and capabilities, when
combined, generate service utility and warranty, leading to the creation of value in goods
and services.
Customer Trust and Value: As customers entrust providers with increasing value,
investments in service management capabilities and resources become justified. Trust
often begins with low-value contracts, evolving into increased value and further
investment in assets.
Facilitating Learning and Growth: Trust and increased value facilitate learning,
growth, and higher service commitments, fostering a cycle of continual improvement and
adaptation to evolving customer needs and market dynamics.
 Defining the Market Space:
Definition of Market Space: Market space is delineated by business outcomes
that services can facilitate, offering Service Providers opportunities to deliver
value to customers.
Examples of Business Outcomes: Examples include enhanced sales
productivity through wireless sales management systems and secure online bill
payment services.
Customer Preference: Customers prefer options with lower costs and risks,
driving Service Providers to create conditions through delivered services that
support specific business outcomes.
Building Strong Relationships: Market spaces provide opportunities for
Service Providers to build strong relationships with customers by clarifying how
services create value through focusing on business outcomes.
Alignment with Customer Needs: Identifying market spaces ensures service
definitions align with customer needs, fostering effective operation, contract
performance, and service improvements.
 Service
Portfolios:
The Service Portfolio (Figure ) represents the commitments and investments
made by a Service Provider across all customers and market spaces. It represents
present contractual commitments, new service development, and ongoing service
improvement programmes initiated by Continual Service Improvement. The
Service Portfolio represents all the resources presently engaged or being released
in various phases of the Service Lifecycle.
Service Portfolio
Management
1. Define:
• Business Case: In this stage, organizations establish a business case for
the services they plan to offer. This involves outlining the rationale behind the
services, including the potential benefits, target market, and financial
considerations.
• Inventories: This involves creating an inventory of existing services,
resources, and capabilities within the organization. It helps in understanding
what services are currently available and how they align with the overall
service portfolio strategy.

2. Analyze:
• Value Proposition: Organizations assess the value that each service
brings to the business and its customers. This involves understanding the
unique selling points of each service, its competitive advantage, and how it
meets customer needs.
• Prioritize Portfolio: In this step, organizations prioritize the
services within their portfolio based on various criteria such as
strategic alignment, resource requirements, market demand, and
potential returns on investment. This helps in focusing resources on
the most valuable services.
3. Approve:
• Authorization: This stage involves obtaining approval or authorization for
the service portfolio from relevant stakeholders or decision-makers within the
organization. It ensures that the portfolio aligns with the organization's goals
and objectives.
4. Charter:
• Resource Allocation: Once the service portfolio is approved,
organizations need to allocate resources effectively to support the delivery and
management of the services. This includes assigning budgets, personnel, and
other necessary resources to ensure successful implementation.
• Communication: Effective communication is essential for ensuring that all
stakeholders are informed about the approved service portfolio, including its
objectives, benefits, and implementation plan. Clear communication helps in
gaining buy-in and support for the portfolio.
Complementory Guidance

Presented by :
Muhammad Hammad BSIT52
 ITIL AND OTHER FRAMEWORKS, PRACTICES
AND STANDARDS

• ITIL (Information Technology Infrastructure Library):

• Framework designed to standardize the selection, planning, delivery, maintenance and overall
lifecycle of IT services within a business
• 1: COBIT
• COBIT, which stands for Control Objectives for Information and Related Technologies,is a
framework provides a comprehensive set of guidelines and best practices to help organizations.
• It consists of five key components:
 Framework
 Processes
 Control Objectives
 Management Guidelines
 Maturity Models
• 2: ISO/IEC 20000
• ISO/IEC 20000 is an international standard for IT service management
(ITSM).
• Purpose: ISO/IEC 20000 aims to ensure that IT service management and high-
quality services consistently.

• 3: ISO/IEC 15504
• ISO/IEC 15504, also known as an international standard for assessing and
improving the capability and maturity of software development processes.
• 4: Management of Risk
• The primary purpose is to provide a structured approach to identifying, assessing, and managing risks across all levels of an
organization.
• It aims to help organizations make informed decisions and take proactive measures to mitigate risks and seize opportunities.

• 5: Project management
• Project management involve techniques to meet project requirements and deliver desired outcomes.It consists various activities as:
 project scope
 establishing objectives
 creating schedules
 allocating resources
 managing budgets
 mitigating risks
• 6: CMMI
• CMMI stands for Capability Maturity Model Integration
• Purpose: CMMI aims to help organizations as:
 To enhance their capability to deliver high-quality products and services improving
their processes.

• 7: Six Sigma
•
Six Sigma is a data-driven methodology and quality improvement approach to
achieve higher levels of performance and customer satisfaction.
 ITIL Services Model

• List of Five Service Stages:

 Service Strategy

 Service Design

 Service Transition

 Service Operations

 Continual Service Improvement (CSI)

ITIL Services MoDEL
 1: Service Strategy
• Strategy Management:
• This process is used to analyze the market and know the
market position of products. Activities involved in this process
are:
 Conducting a strategic assessment
 Creating a strategy
 Execution of the strategy
 Measuring and evaluating results
2 :S e rv ic e D e s ig n IT IL P ro c e s s e s
 3: Service transition
• There are ITIL processes in service transition. Let’s talk
about them.
 Change Management
 Change Evaluation
 Knowledge Management
 Transition Planning and Support
4: Service Operations ITIL Processes
5: Continual Service Improvement ITIL Processes

• Continual Service Improvement is the fifth and last stage

of the ITIL® service lifecycle.
• It focuses on:
 Policy upgrades
 Involves in market research and directs businesses to
make improvements and upgrades based on demand.
 Service Operation

Presented by:
Hamza Akhtar BSIT32
 Introduction To Service
Operation

• Service Operation is the stage in the ITIL Service

Management Lifecycle where the focus shifts from
planning and design to the actual delivery and support
of IT services.
• It encompasses the day-to-day activities and processes
required to maintain service stability, handle incidents,
fulfill user requests, and manage IT operations
effectively.
 Business Value :

• The primary goal of Service Operation is to ensure

that IT services are delivered in a reliable, efficient,
and cost-effective manner to meet the needs of the
business and its customers.
• By maintaining service availability, minimizing
downtime, and swiftly responding to incidents,
Service Operation directly contributes to business
continuity, customer satisfaction, and competitive
advantage.
 Event Management :

• Event Management plays a critical role in maintaining

the stability and performance of IT services by
detecting and responding to events that could
potentially disrupt service operations.
• It relies on a combination of proactive monitoring
tools and reactive response mechanisms to identify,
categorize, prioritize, and manage events, ensuring
timely resolution and minimal impact on business
activities.
 Incident Management

• Incident Management focuses on restoring normal

service operation as quickly as possible following an
incident, thereby minimizing disruption to business
processes and user productivity.
• It follows a structured process that includes incident
identification, logging, categorization, prioritization,
investigation, diagnosis, resolution, and closure, with
clear escalation paths and communication channels
to keep stakeholders informed.
 Request Fulfilment

• Request Fulfilment is responsible for handling user

requests for IT services, products, or information in
a timely and efficient manner, ensuring user
satisfaction and operational efficiency.
• It involves a standardized process for request
logging, classification, prioritization, approval,
fulfillment, and closure, with service level
agreements (SLAs) and performance metrics to
measure and improve request handling performance.
 Problem Management

• Problem Management focuses on identifying and

addressing the underlying causes of recurring
incidents and proactively preventing future incidents
from occurring, thereby improving service quality
and minimizing business impact.
• It follows a systematic approach to problem analysis,
diagnosis, resolution, and prevention, with a focus on
root cause identification, known error management,
and continual service improvement.
 Access Management

• Access Management ensures that authorized users

have appropriate access to IT services, applications,
and data while preventing unauthorized access,
thereby safeguarding the confidentiality, integrity,
and availability of information assets.
• It encompasses the processes of user registration,
authentication, authorization, and access revocation,
with controls and mechanisms in place to enforce
security policies and compliance requirements.
 Access Management
Value To Business:
• Controlled access to service ensures that the
organization is able to maintain more effectively
the confidentiality of its information
• Employees have the right level of access to
execute their jobs effectively
• There is less likelihood of error being made in
data entry or in the use of a critical service by an
unskilled user.
• The ability to audit use of services and to trace
the abuse of services.
 Access Management
Life cycle Activities:
• Within Access Management the following life
cycle flow is recommended:
• Requesting Access
• Verification
• Providing rights
• Monitoring Identity Status
• Logging & Tracking Access
• Removing or Restricting rights
 Service Operation Functions
• Service Operation Functions are integral to ITIL,
ensuring effective service delivery, support, and
improvement.
• Monitoring and control are foundational aspects
of Service Operation, enabling measurement,
reporting, and action.

Single Monitor & Control loop:

Monitoring involves measuring activities against

predefined norms to ensure acceptable
performance or quality.
Two types of monitor control loops exist: open-loop
systems and closed-loop systems, each with
 Service Operation Functions
Complex Monitor & Control
Loop:
• The monitor control loop is fundamental to
Operations Management in ITSM.
• It comprises multiple activities, each with its
own loop, and an overarching loop that evaluates
process performance.
Application Of Monitor Control Loops:
• Monitor control loops manage various aspects of
IT services, including activity performance,
process effectiveness, and device/system
performance.
• They ensure adherence to predefined norms,
promoting operational stability and service
reliability.
 Service Operation & project
Management
• Service Operation collaborates closely with
Project Management to ensure that new or
changed services are successfully transitioned
into operational environments and meet business
requirements.
• It provides valuable operational insights,
requirements, and feedback to project teams
throughout the project lifecycle, facilitating
seamless transitions, effective change
management, and continuous service
improvement.
Accessing & Managing Risk In Service Operation

• Service Operation identifies, assesses, and

manages risks associated with IT service delivery,
ensuring that potential threats and vulnerabilities
are addressed proactively to mitigate their
impact on business operations.
• It implements risk management processes,
controls, and measures to monitor, analyze, and
mitigate risks, with regular reviews and updates
to adapt to changing circumstances and
emerging threats.
 Operational Staff in Service Design
& Transition
• Service Operation plays a crucial role in Service
Design and Transition phases by providing
operational insights, requirements, and expertise to
ensure that new or changed services are designed,
developed, and deployed with operational excellence
in mind.
• It collaborates with other lifecycle stages, such as
Service Design and Service Transition, to facilitate
smooth transitions, minimize service disruptions, and
optimize service performance and availability
 Conclusion

• Service Operation is essential for delivering value to

the business by ensuring the efficient and effective
management of IT services throughout their
lifecycle.
• By focusing on incident management, request
fulfillment, problem management, access
management, and event management, Service
Operation plays a vital role in supporting business
objectives, maintaining service excellence, and
driving continuous improvement.