The ITIL Process Manual

1 - Colophon [Seite 5]
2 - Foreword [Seite 6]
3 - Acknowledgements [Seite 8]
4 - Introduction [Seite 16]
5 - 1. Overview of ITIL v3, 2011 edition [Seite 22]
5.1 - 1.1. Brief history of ITIL [Seite 23]
5.2 - 1.2. Structure of ITIL [Seite 24]
5.3 - 1.3. Core components of IT Service Management [Seite 41]
6 - 2. Steps towards implementing an ITIL-based IT Service Management program [Seite 44]
6.1 - 2.1. Know the model [Seite 45]
6.2 - 2.2. Appreciate the value [Seite 45]
6.3 - 2.3. Obtain commitment [Seite 45]
6.4 - 2.4. Establish a service-based organization [Seite 46]
6.5 - 2.5. Select the program's scope [Seite 47]
6.6 - 2.6. Assess the organization [Seite 47]
6.7 - 2.7. Create your ITIL-based IT Service Management program [Seite 47]
6.8 - 2.8. Implement the program [Seite 48]
6.9 - 2.9. Support program use [Seite 48]
6.10 - 2.10. The ongoing care and maintenance of your program: Plan-Do-Check-Act [Seite 50]
6.11 - 2.11. Some practical tips [Seite 51]
6.12 - 2.12. Implementation checklist [Seite 53]
7 - 3. Business Relationship Management [Seite 56]
7.1 - 3.1. Business Relationship Management activities [Seite 57]
7.2 - 3.2. Process inputs and outputs [Seite 60]
7.3 - 3.3. Processes related to Business Relationship Management [Seite 62]
7.4 - 3.4. Tools and techniques [Seite 63]
7.5 - 3.5. Key Performance Indicators [Seite 64]
7.6 - 3.6. Critical Success Factors [Seite 65]
7.7 - 3.7. Business Relationship Management roles [Seite 67]
7.8 - 3.8. Benefits of effective Business Relationship Management [Seite 69]
7.9 - 3.9. Implementation challenges and considerations [Seite 70]
7.10 - 3.10. Typical assets and artifacts of a Business Relationship Management program [Seite 72]
8 - 4. Service Level Management [Seite 74]
8.1 - 4.1. Service Level Management work products [Seite 75]
8.2 - 4.2. Service Level Management activities [Seite 77]
8.3 - 4.3. Process inputs and outputs [Seite 83]
8.4 - 4.4. Processes related to Service Level Management [Seite 85]
8.5 - 4.5. Tools and techniques [Seite 86]
8.6 - 4.6. Critical Success Factors [Seite 87]
8.7 - 4.7. Key Performance Indicators [Seite 89]
8.8 - 4.8. Service Level Management roles [Seite 90]
8.9 - 4.9. Benefits of effective Service Level Management [Seite 92]
8.10 - 4.10. Implementation challenges and considerations [Seite 94]
8.11 - 4.11. Typical assets and artifacts of a Service Level Management program [Seite 96]
9 - 5. Capacity Management [Seite 100]
9.1 - 5.1. Process activities for Capacity Management [Seite 102]
9.2 - 5.2. Process inputs and outputs [Seite 107]
9.3 - 5.3. Processes related to Capacity Management [Seite 109]
9.4 - 5.4. Tools and techniques [Seite 111]
9.5 - 5.5. Key Performance Indicators [Seite 112]
9.6 - 5.6. Critical Success Factors [Seite 113]
9.7 - 5.7. Capacity Management roles [Seite 115]
9.8 - 5.8. Benefits of effective Capacity Management [Seite 117]
9.9 - 5.9. Implementation challenges and considerations [Seite 119]
9.10 - 5.10. Typical assets and artifacts of a Capacity Management program [Seite 121]
10 - 6. Availability Management [Seite 124]
10.1 - 6.1. Availability Management activities [Seite 126]
10.2 - 6.2. Process inputs and outputs [Seite 131]
10.3 - 6.3. Processes related to Availability Management [Seite 133]
10.4 - 6.4. Tools and techniques [Seite 135]
10.5 - 6.5. Key Performance Indicators [Seite 136]
10.6 - 6.6. Critical Success Factors [Seite 138]
10.7 - 6.7. Availability Management roles [Seite 139]
10.8 - 6.8. Benefits of effective Availability Management [Seite 142]
10.9 - 6.9. Implementation challenges and considerations [Seite 144]
10.10 - 6.10. Typical assets and artifacts of an Availability Management program [Seite 146]
11 - 7. IT Service Continuity Management [Seite 150]
11.1 - 7.1. IT Service Continuity Management activities [Seite 152]
11.2 - 7.2. Process inputs and outputs [Seite 156]
11.3 - 7.3. Processes related to IT Service Continuity Management [Seite 158]
11.4 - 7.4. Tools and techniques [Seite 160]
11.5 - 7.5. Key Performance Indicators [Seite 161]
11.6 - 7.6. Critical Success Factors [Seite 163]
11.7 - 7.7. IT Service Continuity Management roles [Seite 164]
11.8 - 7.8. Benefits of effective IT Service Continuity Management [Seite 167]
11.9 - 7.9. Implementation challenges and considerations [Seite 168]
11.10 - 7.10. Typical assets and artifacts of an IT Service Continuity Management program [Seite 170]
12 - 8. Information Security Management [Seite 174]
12.1 - 8.1. Information Security Management activities [Seite 176]
12.2 - 8.2. Process inputs and outputs [Seite 181]
12.3 - 8.3. Processes related to Information Security Management [Seite 183]
12.4 - 8.4. Tools and techniques [Seite 185]
12.5 - 8.5. Key Performance Indicators [Seite 186]
12.6 - 8.6. Critical Success Factors [Seite 188]
12.7 - 8.7. Information Security Management roles [Seite 190]
12.8 - 8.8. Benefits of effective Information Security Management [Seite 192]
12.9 - 8.9. Implementation challenges and considerations [Seite 194]
12.10 - 8.10. Typical assets and artifacts of an Information Security Management program [Seite 196]
13 - 9. Change Management [Seite 200]
13.1 - 9.1. Change Management activities [Seite 202]
13.2 - 9.2. Process inputs and outputs [Seite 211]
13.3 - 9.3. Processes related to Change Management [Seite 212]
13.4 - 9.4. Tools and techniques [Seite 215]
13.5 - 9.5. Critical Success Factors [Seite 216]
13.6 - 9.6. Key Performance Indicators [Seite 217]
13.7 - 9.7. Change Management roles [Seite 218]
13.8 - 9.8. Benefits of effective Change Management [Seite 221]
13.9 - 9.9. Implementation challenges and considerations [Seite 223]
13.10 - 9.10. Typical assets and artifacts of a Change Management program [Seite 225]
14 - 10. Service Asset and Configuration Management [Seite 228]
14.1 - 10.1. Configuration Management activities [Seite 229]
14.2 - 10.2. Process inputs and outputs [Seite 234]
14.3 - 10.3. Processes related to Configuration Management [Seite 236]
14.4 - 10.4. Tools and techniques [Seite 237]
14.5 - 10.5. Key Performance Indicators [Seite 238]
14.6 - 10.6. Critical Success Factors [Seite 240]
14.7 - 10.7. Configuration Management roles [Seite 241]
14.8 - 10.8. Benefits of effective Configuration Management [Seite 244]
14.9 - 10.9. Implementation challenges and considerations [Seite 246]
14.10 - 10.10. Typical assets and artifacts for a Configuration Management program [Seite 248]
15 - 11. Release and Deployment Management [Seite 252]
15.1 - 11.1. Release and Deployment Management activities [Seite 253]
15.2 - 11.2. Process inputs and outputs [Seite 259]
15.3 - 11.3. Processes related to Release and Deployment Management [Seite 261]
15.4 - 11.4. Tools and techniques [Seite 262]
15.5 - 11.5. Key Performance Indicators [Seite 263]
15.6 - 11.6. Critical Success Factors [Seite 265]
15.7 - 11.7. Release and Deployment Management roles [Seite 266]
15.8 - 11.8. Benefits of effective Release and Deployment Management [Seite 269]
15.9 - 11.9. Implementation challenges and considerations [Seite 270]
15.10 - 11.10. Typical assets and artifacts of a Release and Deployment Management program [Seite 272]
16 - 12. Incident Management [Seite 276]
16.1 - 12.1. Incident Management activities [Seite 278]
16.2 - 12.2. Process inputs and outputs [Seite 283]
16.3 - 12.3. Processes related to Incident Management [Seite 284]
16.4 - 12.4. Tools and techniques [Seite 287]
16.5 - 12.5. Key Performance Indicators [Seite 288]
16.6 - 12.6. Critical Success Factors [Seite 290]
16.7 - 12.7. Incident Management roles [Seite 292]
16.8 - 12.8. Benefits of effective Incident Management [Seite 295]
16.9 - 12.9. Implementation challenges and considerations [Seite 296]
16.10 - 12.10. Typical assets and artifacts of an Incident Management program [Seite 299]
17 - 13. Problem Management [Seite 302]
17.1 - 13.1. Problem Management activities [Seite 303]
17.2 - 13.2. Process inputs and outputs [Seite 307]
17.3 - 13.3. Processes related to Problem Management [Seite 309]
17.4 - 13.4. Tools and techniques [Seite 311]
17.5 - 13.5. Key Performance Indicators [Seite 312]
17.6 - 13.6. Critical Success Factors [Seite 315]
17.7 - 13.7. Problem Management roles [Seite 316]
17.8 - 13.8. Benefits of effective Problem Management [Seite 318]
17.9 - 13.9. Implementation challenges and considerations [Seite 319]
17.10 - 13.10. Typical assets and artifacts of a Problem Management program [Seite 322]
18 - 14. Service Desk [Seite 326]
18.1 - 14.1. Service Desk responsibilities [Seite 327]
18.2 - 14.2. Processes related to Service Desk [Seite 330]
18.3 - 14.3. Tools and techniques [Seite 332]
18.4 - 14.4. Key Performance Indicators [Seite 333]
18.5 - 14.5. Critical Success Factors [Seite 334]
18.6 - 14.6. Service Desk roles [Seite 336]
18.7 - 14.7. Benefits of a well-executed Service Desk function [Seite 339]
18.8 - 14.8. Implementation challenges and considerations [Seite 340]
18.9 - 14.9. Typical assets and artifacts of a Service Desk function [Seite 342]
19 - 15. Service Management and Service Improvement [Seite 346]
19.1 - 15.1. Service Improvement activities [Seite 347]
19.2 - 15.2. Process inputs and outputs [Seite 350]
19.3 - 15.3. Processes related to Service Improvement [Seite 352]
19.4 - 15.4. Tools and techniques [Seite 353]
19.5 - 15.5. Key Performance Indicators [Seite 354]
19.6 - 15.6. Critical Success Factors [Seite 355]
19.7 - 15.7. Service Improvement roles [Seite 356]
19.8 - 15.8. Benefits of effective Service Improvement [Seite 358]
19.9 - 15.9. Implementation challenges and considerations [Seite 360]
19.10 - 15.10. Typical assets and artifacts of a Service Improvement program [Seite 361]
20 - 16. Implementing a basic Process Quality Assurance function [Seite 364]
20.1 - 16.1. Objectivity and independence [Seite 364]
20.2 - 16.2. PQA activities [Seite 365]
20.3 - 16.3. The value of PQA [Seite 368]
20.4 - 16.4. Summary: ensuring success [Seite 368]