说明教案讲稿核心itil v32011版05

1、ITIL 2011 Continual ServiceImprovementI N D I C EITIL 2011 Continual Service Improvement11 Introduction11.1 Overview11.2 Context11.3 ITIL in relation to other publications in the Best Management Practice portfolio. 11.4 Why is ITIL so successful?11.5 Chapter summary11.1 Overview21.1.1 Purpose and ob

2、jectives of CSI21.1.2 Scope31.1.3 Usage41.1.4 Value to business41.1.5 Target audience41.2 Context51.2.1 Service strategy51.2.2 Service design61.2.3 Service transition61.2.4 Service operation71.2.5 Continual service improvement71.3 ITIL in relation to other publications in the Best Management Practic

3、e portfolio81.4 Why is ITIL so successful?91.5 Chapter summary102 Service management as a practice122.1 Services and service management122.2 Basic concepts122.3 Governance and management systems122.4 The service lifecycle122.1 Services and service management122.1.1 Services122.1.2 Service management

4、142.1.3 IT service management152.1.4 Service providers162.1.5 Stakeholders in service management172.1.6 Utility and warranty172.1.7 Best practices in the public domain192.2 Basic concepts202.2.1 Assets, resources and capabilities202.2.2 Processes212.2.3 Organizing for service management232.2.3.1 Fun

5、ctions23ITIL 2011 Continual Service ImprovementPage 22.2.3.2 Roles242.2.3.3 Organizational culture and behaviour252.2.4 The service portfolio252.2.5 Knowledge management and the SKMS272.3 Governance and management systems282.3.1 Governance282.3.2 Management systems292.4 The service lifecycle312.4.1

6、Specialization and coordination across the lifecycle312.4.2 Processes through the service lifecycle323 Continual service improvement principles353.1 Continual service improvement approach353.2 CSI and organizational change353.3 Ownership363.4 CSI register363.5 External and internal drivers363.6 Serv

7、ice level management363.7 Knowledge management363.8 The DeCycle363.9 Service measurement363.10 IT governance363.11 Frameworks, ms, standards and quality systems363.12 CSI inputs and outputs363.1 Continual service improvement approach363.1.1 Business questions for CSI373.2 CSI and organizational chan

8、ge373.3 Ownership383.4 CSI register383.5 External and internal drivers393.6 Service level management393.7 Knowledge management403.8 The DeCycle403.9 Service measurement413.9.1 Baselines413.9.2 Why do we measure?413.9.3 The seven-step improvement process423.9.3.1 Which steps support CSI?433.10 IT gov

9、ernance453.11 Frameworks, ms, standards and quality systems463.11.1 Which one should I choose?473.12 CSI inputs and outputs474 Continual service improvement processes494.1 The seven-step improvement process494.1 The seven-step improvement process49ITIL 2011 Continual Service ImprovementPage 34.1.1 P

10、urpose and objectives494.1.2 Scope504.1.3 Value to business504.1.4 Policies, principles and basic concepts504.1.4.1 Policies504.1.4.2 Principles524.1.4.3 Basic concepts524.1.5 Procesivities, methods and techniques534.1.5.1 Step 1 Identify the strategy for improvement534.1.5.2 Step 2 Define what you

11、will measure54Question: What do you want to measure?55Question: What can you actually measure?56Question: Where do you actually find the information?564.1.5.3 Step 3 Gather the data57Question: What needs to be gathered?58Question: Where do you actually find the information?594.1.5.4 Step 4 Process t

12、he data624.1.5.5 Step 5 Analyse the information and data65Question: What do you actually analyse?654.1.5.6 Step 6 Present and use the information684.1.5.7 Step 7 Implement improvement714.1.6 Triggers, inputs, outputs and interfaces744.1.6.1 Interfaces744.1.7 Role of other processes in gathering and

13、processing the data (Steps 3 and 4). 754.1.7.1 Service level management754.1.7.2 Availability management and capacity management764.1.7.3 Event management, incident management and service desk774.1.7.4 Information security management774.1.7.5 Fial management for IT services784.1.8 Role of other proc

14、esses in analysing the data (Step 5)784.1.8.1 Service level management784.1.8.2 Availability management and capacity management784.1.8.3 Incident management and service desk784.1.8.4 Problem management794.1.8.5 Information security management794.1.9 Role of other processes in presenting and using th

15、e information (Step 6)794.1.9.1 Service level management794.1.9.2 Availability management and capacity management794.1.9.3 Incident management and service desk804.1.9.4 Problem management804.1.10 Role of other processes in implementing improvement (Step 7)804.1.10.1 Change management804.1.10.2 Servi

16、ce level management80ITIL 2011 Continual Service ImprovementPage 44.1.11 Information management814.1.12 Critical success factors and key performance indicators814.1.13 Challenges and risks825 Continual service improvement methods and techniques825.1 Methods and techniques825.2 Assessments825.3 Bench

17、marking825.4 Service measurement825.5 Metrics825.6 Return on investment825.7 Service reporting825.8 CSI and other service management processes825.9 Summary825.1 Methods and techniques825.1.1 Effort and cost835.1.2 Implementation review and evaluation835.2 Assessments845.2.1 When to assess855.2.2 Wha

18、t to assess and how855.2.3 Advantages and risks of assessments875.2.4 Value of processes versus maturity of processes895.2.5 Gap analysis905.3 Benchmarking915.3.1 Benchmarking procedure925.3.2 Benchmarking costs925.3.3 Value of benchmarking935.3.4 Benchmarking as a lever935.3.5 Benchmarking as a ste

19、ering instrument935.3.6 Benchmarking categories935.3.7 Benefits945.3.8 Who is involved?945.3.9 What to benchmark?955.3.10 Comparison with industry norms965.3.10.1 Process maturity comparison975.3.10.2 Total cost of ownership985.3.11 Benchmark approach985.4 Service measurement1005.4.1 Design and deve

20、lop a service measurement framework1015.4.2 Different levels of measurement and reporting1025.4.3 Service management process measurement1045.4.4 Creating a measurement framework grid1075.5 Metrics1075.5.1 How many CSFs and KPIs?1085.5.1.1 Qualitative KPIs109ITIL 2011 Continual Service ImprovementPag

21、e 55.5.1.2 Qutative KPIs1095.5.1.3 Is the KPI fit for use?1105.5.2 Tension metrics1105.5.3 Goals and metrics1115.5.3.1 Breaking down goals and metrics1115.5.3.2 Using organizational metrics1125.5.4 Interpreting and using metrics1135.5.5 Using measurement and metrics1165.5.6 Creating scorecards and r

22、eports1185.5.6.1 Creating scorecards that align to strategies1185.5.6.2 Creating reports1195.5.7 Setting targets1255.5.8 Balanced scorecard1265.5.8.1 Cascading the balanced scorecard1275.5.8.2 The balanced scorecard and measurement-based management1295.5.9 SWOT analysis1305.5.9.1 Purpose1305.5.9.2 H

23、ow to use1305.5.9.3 Scope, reach and range1315.5.9.4 Common pitfalls of a SWOT analysis1325.6 Return on investment1325.6.1 Creating a return on investment1335.6.2 Establishing the business case1335.6.3 Expectations whats in it for me?1355.6.4 Business cases in a data-poor environment1365.6.5 Measuri

24、ng benefits achieved1375.7 Service reporting1385.7.1 Reporting policy and rules1385.7.2 Right content for the right audience1385.8 CSI and other service management processes1395.8.1 Availability management1395.8.1.1 Component failure impact analysis1405.8.1.2 Fault tree analysis1405.8.1.3 Service fa

25、ilure analysis1405.8.1.4 Technical observation1405.8.1.5 Expanded incident lifecycle1415.8.2 Capacity management1425.8.3 Business capacity management1435.8.4 Service capacity management1435.8.5 Component capacity management1435.8.6 Workload management and demand management1465.8.7 Iterative activiti

26、es of capacity management1475.8.7.1 Trend analysis1475.8.7.2 Mling148ITIL 2011 Continual Service ImprovementPage 65.8.7.3 Analytical m5.8.7.4 Simulation m5.8.7.5 Baseline mling148ling148s1495.8.8 IT service continuity management1495.8.8.1 Business continuity management, ITSCM and CSI1505.8.9 Problem

27、 management1505.8.10 Change management, release and deployment management1505.8.10.1 Post-implementation review1515.8.11 Knowledge management1515.8.11.1 Knowledge management concepts1515.8.12 Risk management1535.8.12.1 Relating management of risk to safety, security and business continuity1545.8.12.

28、2 Business perspective on risk management1555.8.12.3 Risk profiles and responsibilities1555.9 Summary1566 Organizing for continual service improvement1566.1 Organizational development1566.2 Functions1566.3 Roles1566.4 Customer engagement1576.5 Responsibility m RACI1576.6 Competence and training1576.

29、1 Organizational development1576.2 Functions1576.3 Roles1576.3.1 Generic service owner role1586.3.2 Generic process owner role1606.3.3 Generic process manager role1616.3.4 Generic process practitioner role1616.3.5 CSI manager1616.3.6 Seven-step improvement roles1626.3.6.1 Seven-step improvement proc

30、ess owner1626.3.6.2 Seven-step improvement process manager1636.3.6.3 Reporting analyst1636.3.6.4 Other roles involved in the seven-step improvement process164Step 1 Identify the strategy for improvement164Step 2 Define what you will measure165Step 3 Gather the data165Step 4 Process the data166Step 5

31、 Analyse the information and data166Step 6 Present and use the information167Step 7 Implement improvement1676.3.7 Business relationship manager1686.4 Customer engagement171ITIL 2011 Continual Service ImprovementPage 76.5 Responsibility m RACI1726.6 Competence and training1736.6.1 Competence and skil

32、ls for service management1736.6.2 Competence and skills framework1746.6.3 Training1747 Technology considerations1757.1 Tools to support CSI activities1757.2 Summary1757.1 Tools to support CSI activities1757.1.1 IT service management suites1767.1.1.1 Configuration data1777.1.1.2 Releases1777.1.1.3 Se

33、rvice level management1787.1.2 Systems and network management1787.1.3 Event management1797.1.4 Automated incident/problem resolution1797.1.5 Knowledge management1797.1.6 Requesting services (service catalogue and workflow)1807.1.7 Performance management1807.1.8 Application and service performance mo

34、nitoring1807.1.9 Statistical analysis tools1817.1.10 Software version control/software configuration management1817.1.11 Software test management1817.1.12 Information security management1817.1.13 Project and portfolio management1817.1.14 Final management for IT services1827.1.15 Business intelligenc

35、e/reporting1827.2 Summary1838 Implementing continual service improvement1838.1 Critical considerations for implementing CSI1838.2 Where do I start?1838.3 Governance1838.4 CSI and organizational change1838.5 Communication strategy and plan1838.6 Summary1838.1 Critical considerations for implementing

36、CSI1848.2 Where do I start?1848.2.1 Where do I start the service approach1848.2.2 Where do I start the lifecycle approach1848.2.3 Where do I start the functional group approach1858.3 Governance1858.3.1 Business drivers1858.3.2 Process changes1868.4 CSI and organizational change186ITIL 2011 Continual

37、 Service ImprovementPage 88.4.1 Create a sense of urgency1888.4.2 Form a guiding coalition1898.4.3 Create a vision1898.4.4 Communicate the vision1898.4.5 Empower others to act on the vision1908.4.6 Plan for and create short-term wins1908.4.7 Consolidate improvements and produce more change1908.4.8 I

38、nstitutionalize the change1918.4.9 Organization culture1918.4.9.1 Key concept1928.5 Communication strategy and plan1938.5.1 Defining a communication plan1948.5.2 Communication transformation1958.6 Summary1969 Challenges, risks and critical success factors1969.1 Challenges1969.2 Critical success fact

39、ors1969.3 Risks1969.4 Summary1969.1 Challenges1979.2 Critical success factors1979.3 Risks1989.4 Summary198Afterword198Appendix A: Related guidance199A.1 ITIL guidance and web services199A.2 Quality management system199A.3 Risk management199A.4 Governance of IT199A.5 COBIT199A.6 ISO/IEC 20000 service

40、 management series199A.7 Environmental management and green/sustainable IT199A.8 ISO standards and publications for IT199A.9 ITIL and the OSI framework199A.10 Programme and project management199A.11 Organizational change199A.12 Skills Framework for the Information Age199A.13 Carnegie Mellon: CMMI an

41、d eSCM framework199A.14 Balanced scorecard199A.15 Six Sigma199A.1 ITIL guidance and web services199A.15 Six Sigma200Appendix B: Example of a continual service improvement register201 Appendix C: Risk assessment and management203ITIL 2011 Continual Service ImprovementPage 9C.1 Definition of risk and

42、risk management203C.2 Management of Risk (M_o_R)203C.3 ISO 31000203C.4 ISO/IEC 27001203C.5 Risk IT203Appendix D: Examples of inputs and outputs across the service lifecycle203ITIL 2011 Continual Service ImprovementPage 101 Introduction1.1 Overview1.2 Context1.3 ITIL in relation to other publications

43、 in the Best Management Practice portfolio1.4 Why is ITIL so successful?1.5 Chapter summaryITIL is part of a suite of best-practice publications for IT service management (ITSM).1 ITIL provides guidance to service providers on the provision of quality IT services, and on the processes, functions and

44、 other capabilities needed to support them. ITIL is used by many hundreds of organizations around theworld and offers best-practice guidance applicable to all types of organization that provide services. ITILis not a standard that has to be followed; it is guidance that should beand understood, and

45、used tocreate value for the service provider and its customers. Organizations are encouraged to adopt ITIL bestpractices and to adapt them to work in their specificenvironments in ways that meet their needs.ITIL is the most widely recognized framework for ITSM in the world. In the 20 years since it

46、was created,ITIL has evolved and changed its bth and depth as technologies and business practices havedeveloped. ISO/IEC 20000 provides a formal and universal standard for organizations seeking to have their service management capabilities audited and certified. While ISO/IEC 20000 is a standard to

47、beachieved and maintained, ITIL offers a body of knowledge useful for achieving the standard.In 2007, the second major refresh of ITIL was published in response to significant advancements intechnology and emerging challenges for IT service providers. New ms and architectures suchas outsourcing, sha

48、red services, utility computing, cloud computing, virtualization, web services andmobile commerce have become widespwithin IT. The process-based approach of ITIL wasaugmented with the service lifecycle to address these additional service management challenges. In 2011, as part of its commitment to c

49、ontinual improvement, the Cabinet Office published this update toimprove consistency across the core publications.The ITIL framework is based on the five stages of the service lifecycle as shown in Figure 1.1, with a core publication providing best-practice guidance for each stage. This guidance inc

50、ludes key principles, required processes and activities, organization and roles, technology, associated challenges, critical success factors and risks. The service lifecycle uses a hub-and-spoke design, with service strategy at the hub, and service design, transition and operation as the revolving l

51、ifecycle stages or spokes.Continual service improvement (CSI) surrounds and supports all stages of the service lifecycle. Each stage of the lifecycle exerts influence on the others and relies on them for inputs and feedback. In this way, a constant set of checks and balances throughout the service l

52、ifecycle ensures that as businessdemand changes with business need, the services can adapt and respond effectively.In addition to the core publications, there is also a complementary set of ITIL publications providingguidance specific to industry sectors, organization types, operating ms and technol

53、ogy architectures.ITIL 2011 Continual Service ImprovementPage 1Figure 1.1 The ITIL service lifecycle1.1 OverviewITIL Continual Service Improvement provides best-practice guidance for the CSI stage of the ITIL servicelifecycle. Although this publication can bein isolation, it is recommended that it i

54、s used inconjunction with the other core ITIL publications.1.1.1 Purpose and objectives of CSIThe purpose of the CSI stage of the lifecycle is to align IT services with changing business needs by identifying and implementing improvements to IT services that support business processes. These improvem

55、ent activities support the lifecycle approach through service strategy, service design, service transition and service operation. CSI is always seeking ways to improveservice effectiveness, process effectiveness and cost effectiveness.In order to identify improvement opportunities, the measurement of current