Itil v3 why

ITIL was designed such that the lifecycle stages together form a closed-loop process. Each stage of the service lifecycle is represented by one of the ITIL volumes and is self-contained while at the same time integrating into the overall ITIL framework. The purpose of Service Strategy is to provide a strategy for the service lifecycle and to ensure that the service is fit for purpose and fit for use. The strategy should be in sync with the organizations business objectives as well as customer needs.

Starting from an assessment of customer needs and the marketplace, the Service Strategy lifecycle stage determines which services the IT organization is to offer and what capabilities need to be developed. Strategy Management for IT Services - Assess the service provider's offerings, capabilities, competitors as well as current and potential market spaces to develop a strategy to serve customers. Service Portfolio Management - Ensures that the service provider has the right mix of services to meet the required business outcomes at an appropriate level of investment.

Financial Management for IT Services - Manage the service provider's budgeting, accounting, and charging requirements. Demand Management - Understand, anticipate and influence customer demand for services to ensure that the service provider has sufficient capacity to meet the required demand.

Business Relationship Management - Identifies the needs of existing and potential customers and ensures that appropriate services are developed to meet those needs. Within Service Strategy, Service Portfolio Management helps the organization manage services as a holistic portfolio; demand management is concerned with understanding and influencing customer demand by modeling user profiles and patterns of business activity; Financial Management is concerned with understanding costs and opportunities associated with services in financial terms.

Working together, these processes provide the capability for your organization to make informed decisions about what services to provide and how they should be constructed. The Service Design lifecycle phase is about the design of services and all supporting elements for introduction into the live environment. The scope of the Service Design lifecycle stage includes the design of new services, as well as changes and improvements to existing ones.

Design Coordination - Ensures the consistent and effective design of new or changed IT services, service management information systems, architectures, technology, processes, information, and metrics. Service Catalog Management - Ensure that a Service Catalog is produced and maintained, containing accurate information on all operational services and those being prepared to be run operationally. Service Level Management - Negotiate Service Level Agreements with the customers, designing services in accordance with the agreed service level targets and ensuring that all Operational Level Agreements and Underpinning Contracts are appropriate.

Risk Management - Identify, assess and control risks, including analyzing the value of assets to the business, identifying threats to those assets, and evaluating how vulnerable each asset is to those threats. Capacity Management - Ensure that the capacity of IT services and the IT infrastructure is able to deliver the agreed service level targets in a cost-effective and timely manner. Availability Management - Responsible for ensuring that all IT infrastructure, processes, tools, roles, etc.

IT Service Continuity Management - Ensures that the IT service provider can always provide minimum agreed Service Levels, by reducing the risk from disaster events to an acceptable level and planning for the recovery of IT services. Information Security Management - Ensure the confidentiality, integrity and availability of an organization's information, data and IT services.

Compliance Management - Ensure IT services, processes and systems comply with enterprise policies and legal requirements. Architecture Management - Define a blueprint for the future development of the technological landscape, considering the service strategy and newly available technologies. Supplier management - Ensure that all contracts with suppliers support the needs of the business and that all suppliers meet their contractual commitments.

Once you complete the program you will have mastered ITIL. The program teaches you every stage of the IT services lifecycle and how to increase productivity, optimize costs and contribute to effective service delivery for your organization. We also help to clear learning paths for professionals with various levels of experience. Learn more about how to make the transition.

All rights reserved. John Terra lives in Nashua, New Hampshire and has been writing freelance since Besides his volume of work in the gaming industry, he has written articles for Inc. More recently, he has done extensive work as a professional blogger. His hobbies include running, gaming, and consuming craft beers.

It supports utilizing the potential of modern technology in the era of Cloud, Agile DevOps and Transformation. Continual Improvement. Service Strategy. Continual Service Improvement. Service Transition. Service Operations. With the new ITIL V4 framework, it is based on a Service Value System SVS which describes how all components and activities need to work together as a system in order to enable value creation for the organization.

ITIL takes this learned experience, organizing it so that others may extract value from their own IT services. You pick the parts that work for you, adapt them to how your business works, and constantly improve them. When this happens, the initiative will invariably fail and the organization is likely to steer clear of ITIL in the future.

This name has since been dropped in favor of the simpler ITIL. The framework has shifted from being IT-centric to aligning more with business to integrating closely with the business. The latest version, ITIL 4 premiered in February with a new focus: co-creating value with the business. Managing these services well—ensuring they provide the greatest possible value to the business—is critical. Recognizing this main principle, ITIL 4 maps everything it does back to that main principle: helping the business achieve its vision.

While there are many new concepts, terms, and ideas to look at in ITIL 4, nothing that existed previously has been discarded or disproved—what you learned in ITIL v3 or earlier versions still has immense value.

ITIL 4 has simply augmented this value by forcing us to focus on business value rather than simply on technology. What am I talking about?

ITIL v3 processes. When we talked about the incident management process , we were never talking about a single process. Instead, we were talking about a group of processes and capabilities that allowed us to efficiently manage incidents. ITIL 4 has pulled all these facets together and called it a practice. To me, this makes perfect sense although it did take a bit of getting used to. The 34 practices described in ITIL 4 give you what you will need in order to co-create value with customers and stakeholders.

The scope of these practices is greatly expanded from the view ITIL V3 gave of its 29 processes—a reflection of significant changes that have impacted the IT industry in recent years. The guidance around these practices recognizes that every organization is different and needs to take approaches appropriate to their own business needs. For this reason, the practices are significantly less prescriptive than previous iterations of ITIL, but they give you the tools you need to begin to improve the value you create with the business.

More likely, those practices were not well-covered in ITIL v3 and previous versions. ITIL 4 has simply taken things that we were already doing and described good practice in these areas.