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ITIL.foundation.v4.英文版.pdf
ITIL® Foundation ITIL 4 Edition
Contents
Welcome to ITIL 4
About this publication
CHAPTER 1 INTRODUCTION
1 Introduction
1.1 IT service management in the modern world
1.2 About ITIL 4
1.3 The structure and benefits of the ITIL 4 framework
1.3.1 The ITIL SVS
Figure 1.1 The service value system
1.3.2 The four dimensions model
CHAPTER 2 KEY CONCEPTS
OF SERVICE
MANAGEMENT
2 Key concepts of service management
2.1 Value and value co-creation
2.1.1 Value co-creation
2.2 Organizations, service providers, service consumers, and other stakeholders
2.2.1 Service providers
2.2.2 Service consumers
2.2.3 Other stakeholders
Table 2.1 Examples of value for different types of stakeholder
2.3 Products and services
2.3.1 Configuring resources for value creation
2.3.2 Service offerings
Table 2.2 Components of a service offering
2.4 Service relationships
2.4.1 The service relationship model
Figure 2.1 The service relationship model
2.5 Value: outcomes, costs, and risks
2.5.1 Outcomes
Figure 2.2 Achieving value: outcomes, costs, and risks
2.5.2 Costs
2.5.3 Risks
2.5.4 Utility and warranty
2.6 Summary
CHAPTER 3 THE FOUR DIMENSIONS OF SERVICE MANAGEMENT
3 The four dimensions of service management
Figure 3.1 The four dimensions of service management
3.1 Organizations and people
3.2 Information and technology
3.3 Partners and suppliers
Table 3.1 Relationships between organizations
3.4 Value streams and processes
3.4.1 Value streams for service management
3.4.2 Processes
3.5 External factors
3.6 Summary
CHAPTER 4 THE ITIL SERVICE VALUE SYSTEM
4 The ITIL servicevalue system
4.1 Service value system overview
Figure 4.1 The ITIL service value system
4.2 Opportunity, demand, and value
4.3 The ITIL guiding principles
Table 4.1 Overview of the guiding principles
4.3.1 Focus on value
4.3.2 Start where you are
4.3.3 Progress iteratively with feedback
4.3.4 Collaborate and promote visibility
4.3.5 Think and work holistically
4.3.6 Keep it simple and practical
4.3.7 Optimize and automate
4.3.8 Principle interaction
4.4 Governance
4.4.1 Governing bodies and governance
4.4.2 Governance in the SVS
4.5 Service value chain
Figure 4.2 The ITIL service value chain
4.5.1 Plan
4.5.2 Improve
4.5.3 Engage
4.5.4 Design and transition
4.5.5 Obtain/build
4.5.6 Deliver and support
4.6 Continual improvement
Figure 4.3 The continual improvement model
4.6.1 Steps of the continual improvement model
4.6.2 Continual improvement and the guiding principles
Table 4.2 The steps of the continual improvement model linked to the most relevant ITIL guiding principles
4.7 Practices
4.8 Summary
CHAPTER 5 ITIL MANAGEMENT PRACTICES
5 ITIL management practices
Table 5.1 The ITIL management practices
5.1 General management practices
5.1.1 Architecture management
Figure 5.1 Heat map of the contribution of architecture management to value chain activities
5.1.2 Continual improvement
Figure 5.2 Heat map of the contribution of continual improvement to value chain activities
5.1.3 Information security management
Figure 5.3 Heat map of the contribution of information security management to value chain activities
5.1.4 Knowledge management
Figure 5.4 Heat map of the contribution of knowledge management to value chain activities
5.1.5 Measurement and reporting
Figure 5.5 Heat map of the contribution of measurement and reporting to value chain activities
5.1.6 Organizational change management
Table 5.2 Organizational change management activities
Figure 5.6 Heat map of the contribution of organizational change management to value chain activities
5.1.7 Portfolio management
Figure 5.7 Heat map of the contribution of portfolio management to value chain activities
5.1.8 Project management
Figure 5.8 Heat map of the contribution of project management to value chain activities
5.1.9 Relationship management
Figure 5.9 Heat map of the contribution of relationship management to value chain activities
5.1.10 Risk management
Figure 5.10 Heat map of the contribution of risk management to value chain activities
5.1.11 Service financial management
Figure 5.11 Heat map of the contribution of service financial management to value chain activities
5.1.12 Strategy management
Figure 5.12 Heat map of the contribution of strategy management to value chain activities
5.1.13 Supplier management
Figure 5.13 Heat map of the contribution of supplier management to value chain activities
5.1.14 Workforce and talent management
Figure 5.14 Workforce and talent management activities
Figure 5.15 Heat map of the contribution of workforce and talent management to value chain activities
5.2 Service management practices
5.2.1 Availability management
Figure 5.16 Heat map of the contribution of availability management to value chain activities
5.2.2 Business analysis
Figure 5.17 Heat map of the contribution of business analysis to value chain activities
5.2.3 Capacity and performance management
Figure 5.18 Heat map of the contribution of capacity and performance management to value chain activities
5.2.4 Change control
Figure 5.19 Heat map of the contribution of change control to value chain activities
5.2.5 Incident management
Figure 5.20 Heat map of the contribution of incident management to value chain activities
5.2.6 IT asset management
Figure 5.21 Heat map of the contribution of IT asset management to value chain activities
5.2.7 Monitoring and event management
Figure 5.22 Heat map of the contribution of monitoring and event management to value chain activities
5.2.8 Problem management
Figure 5.23 The phases of problem management
Figure 5.24 Heat map of the contribution of problem management to value chain activities
5.2.9 Release management
Figure 5.25 Release management in a traditional/waterfall environment
Figure 5.26 Release management in an Agile/DevOps en
Figure 5.27 Heat map of the contribution of release management to value chain activities
5.2.10 Service catalogue management
Figure 5.28 Heat map of the contribution of service catalogue management to value chain activities
5.2.11 Service configuration management
Figure 5.29 Simplified service model for a typical IT service
Figure 5.30 Heat map of the contribution of service configuration management to value chain activities
5.2.12 Service continuity management
Table 5.3 Examples of disaster sources, stakeholders involved, and organizational impact
Figure 5.31 Heat map of the contribution of service continuity management to value chain activities
5.2.13 Service design
Figure 5.32 Heat map of the contribution of service design to value chain activities
5.2.14 Service desk
Figure 5.33 Heat map of the contribution of the service desk to value chain activities
5.2.15 Service level management
Figure 5.34 Heat map of the contribution of service level management to value chain activities
5.2.16 Service request management
Figure 5.35 Heat map of the contribution of service request management to value chain activities
5.2.17 Service validation and testing
Figure 5.36 Heat map of the contribution of service validation and testing to value chain activities
5.3 Technical management practices
5.3.1 Deployment management
Figure 5.37 Heat map of the contribution of deployment management to value chain activities
5.3.2 Infrastructure and platform management
Figure 5.38 Heat map of the contribution of infrastructure and platform management to value chain activities
5.3.3 Software development and management
Figure 5.39 The software lifecycle
Figure 5.40 Heat map of the contribution of software development and management to value chain activities
END NOTE
End note: The ITIL story, one year on
APPENDIX
A Examples of value streams
A.1 A user needs an incident to be resolved
Table A.1 Value streams for incident resolution
A.2 An error in third-party software creates issues for a user
Table A.2 Value streams for software issues
A.3 Business requirement for a significant new IT service
Table A.3 Value streams for creation of an IT service
A.4 Regulatory change requires new software development
Table A.4 Value streams for new software development
Further research
Glossary
Acknowledgements
Index
ITIL®
Foundation
ITIL 4 Edition
ITIL®
OFFICIAL
PUBLISHER
Contents
Welcome to ITIL 4
About this publication
1
IT service management in the modern world
Introduction
1.1
1.2 About ITIL 4
1.3 The structure and benefits of the ITIL 4 framework
1.3.1 The ITIL SVS
1.3.2 The four dimensions model
2
Key concepts of service management
2.1 Value and value co-creation
2.2
2.1.1 Value co-creation
Organizations, service providers, service consumers, and other stakeholders
2.2.1 Service providers
2.2.2 Service consumers
2.2.3 Other stakeholders
2.3 Products and services
2.3.1 Configuring resources for value creation
2.3.2 Service offerings
2.4 Service relationships
2.4.1 The service relationship model
2.5 Value: outcomes, costs, and risks
2.5.1 Outcomes
2.5.2 Costs
2.5.3 Risks
2.5.4 Utility and warranty
2.6 Summary
3
Organizations and people
Information and technology
The four dimensions of service management
3.1
3.2
3.3 Partners and suppliers
3.4 Value streams and processes
3.4.1 Value streams for service management
3.4.2 Processes
3.5 External factors
3.6 Summary
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4
The ITIL service value system
4.1 Service value system overview
4.2 Opportunity, demand, and value
4.3 The ITIL guiding principles
4.3.1 Focus on value
4.3.2 Start where you are
4.3.3 Progress iteratively with feedback
4.3.4 Collaborate and promote visibility
4.3.5 Think and work holistically
4.3.6 Keep it simple and practical
4.3.7 Optimize and automate
4.3.8 Principle interaction
4.4 Governance
4.4.1 Governing bodies and governance
4.4.2 Governance in the SVS
4.5 Service value chain
4.5.1 Plan
4.5.2
Improve
4.5.3 Engage
4.5.4 Design and transition
4.5.5 Obtain/build
4.5.6 Deliver and support
4.6 Continual improvement
4.6.1 Steps of the continual improvement model
4.6.2 Continual improvement and the guiding principles
4.7 Practices
4.8 Summary
ITIL management practices
5.1
Information security management
General management practices
5.1.1 Architecture management
5.1.2 Continual improvement
5.1.3
5.1.4 Knowledge management
5.1.5 Measurement and reporting
5.1.6 Organizational change management
5.1.7 Portfolio management
5.1.8 Project management
5.1.9 Relationship management
5.1.10 Risk management
5.1.11 Service financial management
5.1.12 Strategy management
5.1.13 Supplier management
5.1.14 Workforce and talent management
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ITIL® Foundation
5.2 Service management practices
Incident management
IT asset management
5.2.1 Availability management
5.2.2 Business analysis
5.2.3 Capacity and performance management
5.2.4 Change control
5.2.5
5.2.6
5.2.7 Monitoring and event management
5.2.8 Problem management
5.2.9 Release management
5.2.10 Service catalogue management
5.2.11 Service configuration management
5.2.12 Service continuity management
5.2.13 Service design
5.2.14 Service desk
5.2.15 Service level management
5.2.16 Service request management
5.2.17 Service validation and testing
Technical management practices
5.3.1 Deployment management
5.3.2
Infrastructure and platform management
5.3.3 Software development and management
5.3
End note: The ITIL story, one year on
Appendix A: Examples of value streams
Further research
Glossary
Acknowledgements
Index
Contents
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Welcome to ITIL 4
At this new stage in the development of the IT industry, AXELOS is delighted to present ITIL 4, the latest step in
the evolution of IT best practice. By building on our experience and bringing fresh and forward-looking thinking
to the marketplace, ITIL 4 equips your business to deal with the challenges currently faced by the industry.
The adoption of ITIL as the most widely used guidance in the world on IT service management (ITSM) will
continue with ITIL 4. It ensures continuity with existing ways of working (where service management is already
successful) by integrating modern and emerging practices with established and proven know-how. ITIL 4 also
provides guidance on these new methods to help individuals and organizations to see their benefits and move
towards using them with confidence, focus, and minimal disruption.
ITIL 4’s holistic approach raises the profile of service management in organizations and industries, setting it
within a more strategic context. Its focus tends to be on end-to-end product and service management, from
demand to value.
ITIL 4 is the result of a great amount of global research and development work across the IT and service
management industries; this work has involved active practitioners, trainers, consultants, vendors, technicians,
and business customers. The architect team has collaborated with the wider stakeholders and users of ITIL to
ensure that the content meets the modern requirements of continuity, innovation, flexibility, and value.
ITIL training provides individuals with a structured approach for developing their competencies in the current
and future workplace. The accompanying guidance also helps organizations to take advantage of the new and
upcoming technologies, succeed in making their digital transformations, and create value as needed for
themselves and their customers.
ITIL Foundation is the beginning of your ITIL 4 journey. It will open your mind to the wider, more advanced
guidance provided in the other ITIL publications and training that will support your growth and development.
Welcome to the new generation of IT best practice!
Mark Basham
CEO
AXELOS Global Best Practice
vi
About this publication
ITIL Foundation is the first publication of ITIL 4, the latest evolution of the most widely adopted guidance for
ITSM. Its audience ranges from IT and business students taking their first steps in service management to
seasoned professionals familiar with earlier versions of ITIL and other sources of industry best practice.
ITIL 4 Foundation will:
● provide readers with an understanding of the ITIL 4 service management framework and how it has evolved
to adopt modern technologies and ways of working
● explain the concepts of the service management framework to support candidates studying for the ITIL 4
Foundation exam
● act as a reference guide that practitioners can use in their work, further studies, and professional
development.
We hope you will find it useful.
About the ITIL story
The guidance provided in this publication can be adopted and adapted for all types of organization and service.
To show how the concepts of ITIL can be practically applied to an organization’s activities, ITIL Foundation
follows the exploits of a fictional company on its ITIL journey.
This company, Axle Car Hire, is undergoing a transformation to modernize its services and improve its customer
satisfaction and retention levels, and is using ITIL to do this. In each chapter of the text, the employees of Axle will
describe how the company is improving its services, and explain how they are using ITIL best practice to do this.
ITIL storyline sections appear throughout the text, separated by a distinct border.
Axle Car Hire
Axle Car Hire is a global company, with its headquarters based in Seattle. Axle was formed 10 years ago, and
currently employs approximately 400 staff across Europe, the US, and Asia-Pacific.
Initially, the company experienced strong growth and consistently high customer satisfaction ratings. For the
first six years, repeat business accounted for around 30 per cent of all bookings. Shareholders could expect
handsome quarterly dividends. However, over the past four years, the company has experienced a downturn.
Customer satisfaction ratings have consistently declined and repeat bookings are rare. Competitors are offering
new and innovative options to traditional vehicle hire. Car-pooling, ride-share, and driverless cars are big draws.
Customers have also come to expect online and app interfaces as standard for the company’s services.
In this evolving market, Axle Car Hire faces an uncertain future. The board is keen to improve customer
satisfaction levels. They want to attract and retain customers, and improve the company’s bottom line. They’ve
appointed a new CIO, Henri. Henri was chosen for his experience in digitalized services and his track record in
successful, large-scale IT transformations. He understands the impact of digital service offerings, not only for
customer satisfaction levels, but also for employee retention rates.
Henri’s strong background in ITIL and ITSM means that he values ITIL certification, and his hiring policy reflects
this. Having worked with Design Thinking, DevOps, and Agile methodologies, he believes sustainable business
requires a blended approach to ITSM.
vii
ITIL® Foundation
Henri is keen to see how his team can redefine the car-hire experience and ensure that Axle Car Hire is the first
choice for new and existing customers.
Meet the Axle employees
Here are four key employees of Axle Car Hire:
Henri Is the new CIO of Axle Car Hire. He is a successful business executive who’s prepared to shake
things up. He believes in an integrated approach to ITSM.
Su Is the Axle Car Hire product manager for travel experience, and has worked for Axle for the past five
years. Su is smart, meticulous, and passionate about the environment.
Radhika Is the Axle Car Hire IT business analyst, and it is her job to understand the user requirements
of Axle Car Hire staff and customers. She is inquisitive and energetic, and strives to maintain a positive
relationship with all her customers, both internal and external. Radhika works mostly on discovery and
planning activities, rather than in IT operations. She asks a lot of questions and is great at spotting
patterns and trends.
Marco Is the Axle Car Hire IT delivery manager. He is process-driven and continually references the
ITIL framework to help him manage positive service relationships. However, Marco has had little
exposure to a blended or collaborative approach to service management.
viii
CHAPTER 1
INTRODUCTION
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