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Information Technology Infrastructure Library From Wikipedia, the free encyclopedia Jump to: navigation, search This article's lead section may not adequately summarize its contents. P lease consider expanding the lead to provide an accessible overview of the artic le's key points. (January 2011) This article is in a list format that may be better presented using pros e. You can help by converting this article to prose, if appropriate. Editing hel p is available. (July 2010) The Information Technology Infrastructure Library (ITIL) is an Information Techn ology (IT) management framework that provides practices for Information Technolo gy Services Management (ITSM), IT development and IT operations. ITIL gives detailed descriptions of a number of important IT practices and provi des comprehensive checklists, tasks and procedures that any IT organization can tailor to its needs. ITIL is published in a series of books, each of which cover s an IT management topic. The names ITIL and IT Infrastructure Library are regis tered trademarks of the United Kingdom's Office of Government Commerce (OGC). Contents [hide] * 1 History * 2 Overview of the ITIL v2 library o 2.1 Service Support + 2.1.1 Service Desk / Service Request Management + 2.1.2 Incident Management + 2.1.3 Problem Management + 2.1.4 Change Management # 2.1.4.1 Change Management Terminology + 2.1.5 Release Management + 2.1.6 Configuration Management o 2.2 Service Delivery + 2.2.1 Service Level Management + 2.2.2 Capacity Management + 2.2.3 IT Service Continuity Management + 2.2.4 Availability Management + 2.2.5 Financial Management for IT Services o 2.3 ICT Infrastructure Management + 2.3.1 ICT Design and Planning + 2.3.2 ICT Deployment Management + 2.3.3 ICT Operations Management + 2.3.4 ICT Technical Support o 2.4 Security Management o 2.5 Application Management o 2.6 Software Asset Management o 2.7 Planning to Implement Service Management o 2.8 Small-Scale Implementation * 3 Overview of the ITIL v3 library o 3.1 Service Strategy o 3.2 Service Design o 3.3 Service Transition o 3.4 Service Operation o 3.5 Continual Service Improvement (CSI) * 4 Criticisms of ITIL * 5 Frameworks Related to ITIL o 5.1 ITIL Descendants o 5.2 Other Frameworks * 6 Certification o 6.1 Individuals

o 6.2 ITIL® pins o 6.3 Organisations * 7 See also * 8 References * 9 External links [edit] History Responding to growing dependence on IT, the UK Government's Central Computer and Telecommunications Agency in the 1980s developed a set of recommendations. It r ecognised that without standard practices, government agencies and private secto r contracts were independently creating their own IT management practices. The IT Infrastructure Library originated as a collection of books, each covering a specific practice within IT Service Management. ITIL was built around a proce ss-model based view of controlling and managing operations often credited to W. Edwards Deming and his plan-do-check-act (PDCA) cycle.[1] After the initial publication in 1989 1996, the number of books quickly grew withi n ITIL v1 to over 30 volumes. In 2000/2001, to make ITIL more accessible (and affordable), ITIL v2 consolidate d the publications into 8 logical "sets" that grouped related process-guidelines to match different aspects of IT management, applications, and services. Howeve r, the main focus was known as the Service Management sets (Service Support and Service Delivery) which were by far the most widely used, circulated, and unders tood of ITIL v2 publications. * In April 2001 the CCTA was merged into the Office of Government Commerce ( OGC), an office of the UK Treasury.[2] * In 2006, the ITIL v2 glossary was published. * In May 2007, this organisation issued the version 3 of ITIL (also known as the ITIL Refresh Project) consisting of 26 processes and functions, now grouped under only 5 volumes, arranged around the concept of Service lifecycle structur e. * In 2009, the OGC officially announced that ITIL v2 certification would be withdrawn and launched a major consultation as per how to proceed.[3] [edit] Overview of the ITIL v2 library The eight ITIL version 2 books and their disciplines are: The IT Service Management sets 1. Service Support 2. Service Delivery Other operational guidance 3. 4. 5. 6. 7. ICT Infrastructure Management Security Management The Business Perspective Application Management Software Asset Management

To assist with the implementation of ITIL practices a further book was published (Apr 9, 2002) providing guidance on implementation (mainly of Service Managemen t): 8. Planning to Implement Service Management

And this has more recently (Jan 26, 2006) been supplemented with guidelines for smaller IT units, not included in the original eight publications: 9. ITIL Small-Scale Implementation [edit] Service Support The Service Support[4] ITIL discipline focuses on the User of the ICT services a nd is primarily concerned with ensuring that they have access to the appropriate services to support the business functions. To a business, customers and users are the entry point to the process model. The y get involved in service support by: * * * * Asking for changes Needing communication, updates Having difficulties, queries Real process delivery

The service desk functions as the single contact-point for end-users' incidents. Its first function is always to "create" an incident. If there is a direct solu tion, it attempts to resolve the incident at the first level. If the service des k cannot solve the incident then it is passed to a 2nd/3rd level group within th e incident management system. Incidents can initiate a chain of processes: Incid ent Management, Problem Management, Change Management, Release Management and Co nfiguration Management. This chain of processes is tracked using the Configurati on Management Database (CMDB), which records each process, and creates output do cuments for traceability (Quality Management). [edit] Service Desk / Service Request Management Tasks include handling incidents and requests, and providing an interface for ot her ITSM processes. Features include: * single point of contact (SPOC) and not necessarily the first point of cont act (FPOC) * single point of entry * single point of exit * easier for customers * data integrity * streamlined communication channel Primary functions of the Service Desk include: * incident control: life-cycle management of all service requests * communication: keeping the customer informed of progress and advising on w orkarounds The Service Desk function can have various names, such as: * Call Center: main emphasis on professionally handling large call volumes o f telephone-based transactions * Help Desk: manage, co-ordinate and resolve incidents as quickly as possibl e at primary support level * Service Desk: not only handles incidents, problems and questions but also provides an interface for other activities such as change requests, maintenance contracts, software licenses, service-level management, configuration management , availability management, financial management and IT services continuity manag ement

The three types of structure for consideration: * Local Service Desk: to meet local business needs - practical only until mu ltiple locations requiring support services are involved * Central Service Desk: for organisations having multiple locations - reduce s operational costs[citation needed] and improves usage of available resources * Virtual Service Desk: for organisations having multi-country locations - c an be situated and accessed from anywhere in the world due to advances[when?] in network performance and telecommunications, reducing operational costs[citation needed] and improving usage of available resources [edit] Incident Management Incident Management aims to restore normal service operation as quickly as possi ble and minimise the adverse effect on business operations, thus ensuring that t he best possible levels of service-quality and -availability are maintained. 'No rmal service operation' is defined here as service operation within Service Leve l Agreement (SLA) limits. Incident Management can be defined as : An 'Incident' is any event which is not part of the standard operation of the se rvice and which causes, or may cause, an interruption or a reduction of the qual ity of the service. The objective of Incident Management is to restore normal operations as quickly as possible with the least possible impact on either the business or the user, a t a cost-effective price. Main article: Incident Management (ITSM) [edit] Problem Management Problem Management aims to resolve the root causes of incidents and thus to mini mise the adverse impact of incidents and problems on business that are caused by errors within the IT infrastructure, and to prevent recurrence of incidents rel ated to these errors. A 'problem' is an unknown underlying cause of one or more incidents, and a 'known error' is a problem that is successfully diagnosed and f or which either a work-around or a permanent resolution has been identified. The CCTA(Central Computer and Telecommunications Agency) defines problems and known errors as follows A problem is a condition often identified as a result of multiple incidents that exhibit common symptoms. Problems can also be identified from a single sign ificant incident, indicative of a single error, for which the cause is unknown, but for which the impact is significant. A known error is a condition identified by successful diagnosis of the root cause of a problem, and the subsequent development of a work-around. Problem management differs from incident management. The principal purpose of pr oblem management is to find and resolve the root cause of a problem and thus pre vent further incidents; the purpose of incident management is to return the serv ice to normal level as soon as possible, with smallest possible business impact. The problem-management process is intended to reduce the number and severity of incidents and problems on the business, and report it in documentation to be ava ilable for the first-line and second line of the help desk. The proactive proces s identifies and resolves problems before incidents occur. Such processes includ e: * Trend analysis;

* Targeting support action; * Providing information to the organisation The Error Control Process iteratively diagnoses known errors until they are elim inated by the successful implementation of a change under the control of the Cha nge Management process. The Problem Control Process aims to handle problems in an efficient way. Problem control identifies the root cause of incidents and reports it to the service de sk. Other activities are: * Problem identification and recording * Problem classification * Problem investigation and diagnosis A technique for identifying the root cause of a problem is to use an Ishikawa di agram, also referred to as a cause-and-effect diagram, tree diagram, or fishbone diagram. Alternatively, a formal Root Cause Analysis method such as Apollo Root Cause Analysis can be implemented and used to identify causes and solutions. An effective root cause analysis method and/or tool will provide the most effectiv e/efficient solutions to address problems in the Problem Management process. [edit] Change Management Change Management aims to ensure that standardised methods and procedures are us ed for efficient handling of all changes, Main article: Change Management (ITSM) A change is "an event that results in a new status of one or more configuration items (CIs)"[citation needed] approved by management, cost effective, enhances b usiness process changes (fixes) - with a minimum risk to IT infrastructure. The main aims of Change Management include: * Minimal disruption of services * Reduction in back-out activities * Economic utilisation of resources involved in the change [edit] Change Management Terminology * Change: the addition, modification or removal of CIs * Request for Change (RFC) or in older terminology Change Request (CR): form used to record details of a request for a change and is sent as an input to Cha nge Management by the Change Requestor * Forward Schedule of Changes (FSC): schedule that contains details of all f orthcoming Changes. [edit] Release Management Release Management is used by the software migration team for platform-independe nt and automated distribution of software and hardware, including license contro ls across the entire IT infrastructure. Proper software and hardware control ens ures the availability of licensed, tested, and version-certified software and ha rdware, which functions as intended when introduced into existing infrastructure . Quality control during the development and implementation of new hardware and software is also the responsibility of Release Management. This guarantees that all software meets the demands of the business processes. The goals of release management include: * Planning the rollout of software

* Designing and implementing procedures for the distribution and installatio n of changes to IT systems * Effectively communicating and managing expectations of the customer during the planning and rollout of new releases * Controlling the distribution and installation of changes to IT systems Release management focuses on the protection of the live environment and its ser vices through the use of formal procedures and checks. A Release consists of the new or changed software and/or hardware required to im plement approved changes. Release categories include: * Major software releases and major hardware upgrades, normally containing l arge amounts of new functionality, some of which may make intervening fixes to p roblems redundant. A major upgrade or release usually supersedes all preceding m inor upgrades, releases and emergency fixes. * Minor software releases and hardware upgrades, normally containing small e nhancements and fixes, some of which may have already been issued as emergency f ixes. A minor upgrade or release usually supersedes all preceding emergency fixe s. * Emergency software and hardware fixes, normally containing the corrections to a small number of known problems. Releases can be divided based on the release unit into: * Delta Release: a release of only that part of the software which has been changed. For example, security patches. * Full Release: the entire software program is deployed for example, a new ver sion of an existing application. * Packaged Release: a combination of many changes for example, an operating sy stem image which also contains specific applications. [edit] Configuration Management Configuration Management is the management and traceability of every aspect of a configuration from beginning to end and it includes the following key process a reas under its umbrella : Identification, Planning Change Control, Change Manage ment, Release Management, Maintenance, process that tracks all individual Configuration Items (CI) generated by applyin g all of the key process areas in a system. [edit] Service Delivery The Service Delivery[5] discipline concentrates on the proactive services the IC T must deliver to provide adequate support to business users. It focuses on the business as the customer of the ICT services (compare with: Service Support). Th e discipline consists of the following processes, explained in subsections below : * * * * * Service Level Management Capacity Management IT Service Continuity Management Availability Management Financial Management

[edit] Service Level Management Service Level Management provides for continual identification, monitoring and r

eview of the levels of IT services specified in the Service Level Agreements (SL As). Service Level Management ensures that arrangements are in place with intern al IT Support-Providers and external suppliers in the form of Operational Level Agreements (OLAs) and Underpinning Contracts (UCs), respectively. The process in volves assessing the impact of change upon service quality and SLAs. The service level management process is in close relation with the operational processes to control their activities. The central role of Service Level Management makes it the natural place for metrics to be established and monitored against a benchma rk. Service Level Management is the primary interface with the customer (as opposed to the user serviced by the Service Desk). Service Level Management is responsib le for: * ensuring that the agreed IT services are delivered when and where they are supposed to be * liaising with Availability Management, Capacity Management, Incident Manag ement and Problem Management to ensure that the required levels and quality of s ervice are achieved within the resources agreed with Financial Management * producing and maintaining a Service Catalog (a list of standard IT service options and agreements made available to customers) * ensuring that appropriate IT Service Continuity plans exist to support the business and its continuity requirements. The Service Level Manager relies on the other areas of the Service Delivery proc ess to provide the necessary support which ensures the agreed services are provi ded in a cost-effective, secure and efficient manner. [edit] Capacity Management Capacity Management supports the optimum and cost-effective provision of IT serv ices by helping organisations match their IT resources to business demands. The high-level activities include: * * * * * * * Application Sizing Workload Management Demand Management Modelling Capacity Planning Resource Management Performance Management

[edit] IT Service Continuity Management IT service continuity management covers the processes by which plans are put in place and managed to ensure that IT Services can recover and continue even after a serious incident occurs. It is not just about reactive measures, but also abo ut proactive measures - reducing the risk of a disaster in the first instance. Continuity management is regarded by the application owners as the recovery of t he IT infrastructure used to deliver IT Services, but as of 2009[update] many bu sinesses practice the much further-reaching process of Business Continuity Plann ing (BCP), to ensure that the whole end-to-end business process can continue sho uld a serious incident occur (at primary support level). Continuity management involves the following basic steps: * Prioritising the activities to be recovered by conducting a Business Impac t Analysis (BIA) * Performing a Risk Assessment (aka risk analysis) for each of the IT Servic es to identify the assets, threats, vulnerabilities and countermeasures for each

service. * Evaluating the options for recovery * Producing the Contingency Plan * Testing, reviewing, and revising the plan on a regular basis [edit] Availability Management Availability Management targets allowing organisations to sustain the IT service -availability to support the business at a justifiable cost. The high-level acti vities are Realise Availability Requirements, Compile Availability Plan, Monitor Availability, and Monitor Maintenance Obligations. Availability Management addresses the ability of an IT component to perform at a n agreed level over a period of time. * Reliability: Ability of an IT component to perform at an agreed level at d escribed conditions. * Maintainability: The ability of an IT component to remain in, or be restor ed to an operational state. * Serviceability: The ability for an external supplier to maintain the avail ability of component or function under a third-party contract. * Resilience: A measure of freedom from operational failure and a method of keeping services reliable. One popular method of resilience is redundancy. * Security: A service may have associated data. Security refers to the confi dentiality, integrity, and availability of that data. Availability gives a clear overview of the end-to-end availability of the system. [edit] Financial Management for IT Services Main article: Financial Management for IT Services (ITSM) IT Financial Management comprises the discipline of ensuring that the IT infrast ructure is obtained at the most effective price (which does not necessarily mean cheapest) and calculating the cost of providing IT services so that an organisa tion can understand the costs of its IT services. These costs may then be recove red from the customer of the service. This is the 2nd component of service deliv ery process. [edit] ICT Infrastructure Management ICT Infrastructure Management[6] ("ICT" is an acronym for "Information and Commu nication Technology") processes recommend best practice for requirements analysi s, planning, design, deployment and ongoing operations management and technical support of an ICT Infrastructure. The Infrastructure Management processes describe those processes within ITIL tha t directly relate to the ICT equipment and software that is involved in providin g ICT services to customers. * * * * ICT ICT ICT ICT Design and Planning Deployment Operations Technical Support

These disciplines are less well understood than those of Service Management and therefore often some of their content is believed to be covered 'by implication' in Service Management disciplines. [edit] ICT Design and Planning ICT Design and Planning provides a framework and approach for the Strategic and Technical Design and Planning of ICT infrastructures. It includes the necessary combination of business (and overall IS) strategy, with technical design and arc

hitecture. ICT Design and Planning drives both the Procurement of new ICT soluti ons through the production of Statements of Requirement ("SOR") and Invitations to Tender ("ITT") and is responsible for the initiation and management of ICT Pr ogrammes for strategic business change. Key Outputs from Design and Planning are : * * * * ICT Strategies, Policies and Plans The ICT Overall Architecture & Management Architecture Feasibility Studies, ITTs and SORs Business Cases

[edit] ICT Deployment Management ICT Deployment provides a framework for the successful management of design, bui ld, test and roll-out (deploy) projects within an overall ICT programme. It incl udes many project management disciplines in common with PRINCE2, but has a broad er focus to include the necessary integration of Release Management and both fun ctional and non functional testing. [edit] ICT Operations Management ICT Operations Management provides the day-to-day technical supervision of the I CT infrastructure. Often confused with the role of Incident Management from Serv ice Support, Operations has a more technical bias and is concerned not solely wi th Incidents reported by users, but with Events generated by or recorded by the Infrastructure. ICT Operations may often work closely alongside Incident Managem ent and the Service Desk, which are not-necessarily technical, to provide an 'Op erations Bridge'. Operations, however should primarily work from documented proc esses and procedures and should be concerned with a number of specific sub-proce sses, such as: Output Management, Job Scheduling, Backup and Restore, Network Mo nitoring/Management, System Monitoring/Management, Database Monitoring/Managemen t Storage Monitoring/Management. Operations are responsible for the following: * * * * * * A stable, secure ICT infrastructure A current, up to date Operational Documentation Library ("ODL") A log of all operational Events Maintenance of operational monitoring and management tools. Operational Scripts Operational Procedures

[edit] ICT Technical Support ICT Technical Support is the specialist technical function for infrastructure wi thin ICT. Primarily as a support to other processes, both in Infrastructure Mana gement and Service Management, Technical Support provides a number of specialist functions: Research and Evaluation, Market Intelligence (particularly for Desig n and Planning and Capacity Management), Proof of Concept and Pilot engineering, specialist technical expertise (particularly to Operations and Problem Manageme nt), creation of documentation (perhaps for the Operational Documentation Librar y or Known Error Database). There are different levels of support under the ITIL structure, these being primary support level, secondary support level and terti ary support level, higher-level administrators being responsible for support at primary level. [edit] Security Management Main article: ITIL Security Management The ITIL-process Security Management[7] describes the structured fitting of info rmation security in the management organisation. ITIL Security Management is bas ed on the code of practice for information security management now known as ISO/ IEC 27002.

A basic goal of Security Management is to ensure adequate information security. The primary goal of information security, in turn, is to protect information ass ets against risks, and thus to maintain their value to the organisation. This is commonly expressed in terms of ensuring their confidentiality, integrity and av ailability, along with related properties or goals such as authenticity, account ability, non-repudiation and reliability. Mounting pressure for many organisations to structure their Information Security Management Systems in accordance with ISO/IEC 27001 requires revision of the IT IL v2 Security Management volume, and indeed a v3 release is in the works. [edit] Application Management ITIL Application Management[8] encompasses a set of best practices proposed to i mprove the overall quality of IT software development and support through the li fe-cycle of software development projects, with particular attention to gatherin g and defining requirements that meet business objectives. This volume is related to the topics of Software Engineering and IT Portfolio Ma nagement. [edit] Software Asset Management Software Asset Management (SAM) is the practice of integrating people, processes and technology to allow software licenses and usage to be systematically tracke d, evaluated and managed. The goal of SAM is to reduce IT expenditures, human re source overhead and risks inherent in owning and managing software assets. SAM practices include: * Maintaining software license compliance * Tracking inventory and software asset use * Maintaining standard policies and procedures surrounding definition, deplo yment, configuration, use, and retirement of software assets and the Definitive Software Library. SAM represents the software component of IT asset management. This includes hard ware asset management because effective hardware inventory controls are critical to efforts to control software. This means overseeing software and hardware tha t comprise an organisation's computers and network. [edit] Planning to Implement Service Management Main article: ITIL Planning to implement service management The ITIL discipline - Planning to Implement Service Management[9] attempts to pr ovide practitioners with a framework for the alignment of business needs and IT provision requirements. The processes and approaches incorporated within the gui delines suggest the development of a Continuous Service Improvement Program (CSI P) as the basis for implementing other ITIL disciplines as projects within a con trolled program of work. Planning to Implement Service Management focuses mainly on the Service Management processes, but also applies generically to other ITIL disciplines. Components include: * * * * creating vision analyzing organisation setting goals implementing IT service management

[edit] Small-Scale Implementation ITIL Small-Scale Implementation[10] provides an approach to ITIL framework imple mentation for smaller IT units or departments. It is primarily an auxiliary work that covers many of the same best practice guidelines as Planning to Implement

Service Management, Service Support, and Service Delivery but provides additiona l guidance on the combination of roles and responsibilities, and avoiding confli ct between ITIL priorities. [edit] Overview of the ITIL v3 library ITIL v3 is an extension of ITIL v2 and will fully replace it following the compl etion of the withdrawal period on 30 June 2011 [2]. ITIL v3 provides a more holi stic perspective on the full life cycle of services, covering the entire IT orga nisation and all supporting components needed to deliver services to the custome r, whereas v2 focused on specific activities directly related to service deliver y and support. Most of the v2 activities remained untouched in v3, but some sign ificant changes in terminology were introduced in order to facilitate the expans ion. Five volumes comprise the ITIL v3, published in May 2007: 1. 2. 3. 4. 5. ITIL ITIL ITIL ITIL ITIL Service Strategy[11] Service Design[12] Service Transition[13] Service Operation[14] Continual Service Improvement[15]

[edit] Service Strategy As the center and origin point of the ITIL Service Lifecycle, the ITIL Service S trategy volume[11] provides guidance on clarification and prioritisation of serv ice-provider investments in services. More generally, Service Strategy focuses o n helping IT organisations improve and develop over the long term. In both cases , Service Strategy relies largely upon a market-driven approach. Key topics cove red include service value definition, business-case development, service assets, market analysis, and service provider types. List of covered processes: * Service Portfolio Management * Demand Management * IT Financial Management [edit] Service Design The ITIL Service Design volume[12] provides good-practice guidance on the design of IT services, processes, and other aspects of the service management effort. Significantly, design within ITIL is understood to encompass all elements releva nt to technology service delivery, rather than focusing solely on design of the technology itself. As such, Service Design addresses how a planned service solut ion interacts with the larger business and technical environments, service manag ement systems required to support the service, processes which interact with the service, technology, and architecture required to support the service, and the supply chain required to support the planned service. Within ITIL v2, design wor k for an IT service is aggregated into a single Service Design Package (SDP). Se rvice Design Packages, along with other information about services, are managed within the service catalogues. List of covered processes: * * * * * * * * * Service Catalogue Management Service Level Management Risk Management Capacity Management Availability Management IT Service Continuity Management Information Security Management Compliance Management IT Architecture Management

* Supplier Management [edit] Service Transition Service transition, as described by the ITIL Service Transition volume,[13] rela tes to the delivery of services required by a business into live/operational use , and often encompasses the "project" side of IT rather than "BAU" (Business as usual). This area also covers topics such as managing changes to the "BAU" envir onment. List of processes: * * * * * * Service Asset and Configuration Management Service Validation and Testing Evaluation Release Management Change Management Knowledge Management

[edit] Service Operation Best practice for achieving the delivery of agreed levels of services both to en d-users and the customers (where "customers" refer to those individuals who pay for the service and negotiate the SLAs). Service operation, as described in the ITIL Service Operation volume,[14] is the part of the lifecycle where the servic es and value is actually directly delivered. Also the monitoring of problems and balance between service reliability and cost etc. are considered. The functions include technical management, application management, operations management and Service Desk as well as, responsibilities for staff engaging in Service Operati on. List of processes: * * * * * Event Management Incident Management Problem Management. Request Fulfilment Access Management

[edit] Continual Service Improvement (CSI) Aligning and realigning IT services to changing business needs (because standsti ll implies decline). Continual Service Improvement, defined in the ITIL Continual Service Improvement volume,[15] aims to align and realign IT Services to changing business needs by identifying and implementing improvements to the IT services that support the B usiness Processes. The perspective of CSI on improvement is the business perspec tive of service quality, even though CSI aims to improve process effectiveness, efficiency and cost effectiveness of the IT processes through the whole lifecycl e. To manage improvement, CSI should clearly define what should be controlled an d measured. CSI needs to be treated just like any other service practice.[citation needed] T here needs to be upfront planning, training and awareness, ongoing scheduling, r oles created, ownership assigned,and activities identified to be successful. CSI must be planned and scheduled as process with defined activities, inputs, outpu ts, roles and reporting. List of processes:

* Service Level Management * Service Measurement and Reporting * Continual Service Improvement [edit] Criticisms of ITIL ITIL has been criticised on several fronts, including: * The books are not affordable for non-commercial users * Implementation and credentialing requires specific training * Debate over ITIL falling under BSM or ITSM frameworks Rob England (also known as "IT Skeptic") has criticised the protected and propri etary nature of ITIL [3]. He urges the publisher, OGC, to release ITIL under the Open Government Licence (OGL)[4] CIO Magazine columnist Dean Meyer has also presented some cautionary views of IT IL,[16] including five pitfalls such as "becoming a slave to outdated definition s" and "Letting ITIL become religion." As he notes, "...it doesn't describe the complete range of processes needed to be world class. It's focused on ... managi ng ongoing services." In a 2004 survey designed by Noel Bruton (author of "How to Manage the IT Helpde sk" and "Managing the IT Services Process"), organisations adopting ITIL were as ked to relate their actual experiences in having implemented ITIL. Seventy-seven percent of survey respondents either agreed or strongly agreed that "ITIL does not have all the answers". ITIL exponents accept this, citing ITIL's stated inte ntion to be non-prescriptive, expecting organisations to engage ITIL processes w ith existing process models. Bruton notes that the claim to non-prescriptiveness must be, at best, one of scale rather than absolute intention, for the very des cription of a certain set of processes is in itself a form of prescription.[17] While ITIL addresses in depth the various aspects of Service Management, it does not address enterprise architecture in such depth. Many of the shortcomings in the implementation of ITIL do not necessarily come about because of flaws in the design or implementation of the Service Management aspects of the business, but rather the wider architectural framework in which the business is situated. Bec ause of its primary focus on Service Management, ITIL has limited utility in man aging poorly designed enterprise architectures, or how to feed back into the des ign of the enterprise architecture. Closely related to the Architectural criticism, ITIL does not directly address t he business applications which run on the IT infrastructure; nor does it facilit ate a more collaborative working relationship between development and operations teams. The trend toward a closer working relationship between development and o perations is termed: DevOps. This trend is related to increased application rele ase rates and the adoption of Agile software development methodologies. Traditio nal service management processes have struggled to support increased application release rates - due to lack of automation - and/or highly complex enterprise ar chitecture. Some researchers group ITIL with Lean, Six Sigma and Agile IT operations managem ent.[citation needed] Applying Six Sigma techniques to ITIL brings the engineeri ng approach to ITIL's framework. Applying Lean techniques promotes continuous im provement of the ITIL's best practices. However, ITIL itself is not a transforma tion method, nor does it offer one. Readers are required to find and associate s uch a method. Some vendors have also included the term Lean when discussing ITIL implementations, for example "Lean-ITIL".[citation needed] The initial conseque nces of an ITIL initiative tend to add cost with benefits promised as a future d

eliverable.[citation needed] ITIL does not provide usable methods "out of the bo x" to identify and target waste, or document the customer value stream as requir ed by Lean, and measure customer satisfaction.[who?] [edit] Frameworks Related to ITIL A number of frameworks exist in the field of IT Service Management alongside ITI L. [edit] ITIL Descendants The Microsoft Operations Framework (MOF) is based on ITIL v2. While ITIL deliber ately aims to be platform-agnostic, MOF is designed by Microsoft to provide a co mmon management framework for its products. Microsoft has mapped MOF to ITIL as part of their documentation of the framework.[18] The British Educational Communications and Technology Agency (BECTA) used ITIL a s the basis for their development of Framework for ICT Technical Support (FITS). Their aim was to develop a framework appropriate for British schools, which oft en have very small IT departments. FITS became independent from BECTA in 2009. [edit] Other Frameworks ITIL is generally equivalent to the scope of the ISO/IEC 20000 standard (previou sly BS 15000).[19] While it is not possible for an organization to be certified as being ITIL compliant, certification of an organisation is available for ISO20 000 [5]. COBIT is an IT governance framework and supporting toolset developed by ISACA. I SACA view ITIL as being complementary to COBIT. They see COBIT as providing a go vernance and assurance role while ITIL providing guidance for service management .[20] The enhanced Telecom Operations Map eTOM published by the TeleManagement Forum o ffers a framework aimed at telecommunications service providers. In a joined eff ort, TM Forum and itSMF developed an Application Note to eTOM (GB921) that shows how the two frameworks can be mapped to each other. It addresses how eTom proce ss elements and flows can be used to support the processes identified in ITIL.[2 1][22] IBM Tivoli Unified Process (ITUP) is aligned with ITIL, but is presented as a co mplete, integrated process model compatible with IBM's products. [edit] Certification [edit] Individuals An ITIL Foundation certificate pin. The certification scheme differs between ITIL v2 and ITIL v3 and bridge examinat ions let v2 certification owners transfer to the new program. ITIL v2 offers 3 c ertification levels: Foundation, Practitioner and Manager. These should be progr essively discontinued in favour of the new ITIL v3 scheme. ITIL v3 certification levels are: Foundation, Intermediate, Expert and Master. The ITIL v3 certification scheme offers a modular approach. Each qualification i s assigned a credit value; so that upon successful completion of the module, the candidate is rewarded with both a certification and a number of credits. At the lowest level - Foundation - candidates are awarded a certification and 2 credit s. At the Intermediate level, a total of 15 credits must be earned. These credit s may be accumulated in either a "Lifecycle" stream or a "Capability" stream; or combination thereof. Each Lifecycle module and exam is 3 credits. Each Capabili ty module and corresponding exam is 4 credits. A candidate wanting to achieve th e Expert level will have, among other requirements, to gain the required number of credits (22). That is accomplished with two from Foundations, then 15 from In termediate, and finally 5 credits from the "Managing Across the Lifecycle" exam.

Together, the total of 22 earned credits designates one as ITIL v. 3 Expert.[23 ] The ITIL Certification Management Board (ICMB) manages ITIL certification. The B oard includes representatives from interested parties within the community aroun d the world. Members of the Board include (though are not limited to) representa tives from the UK Office of Government Commerce (OGC), APM Group (APMG), The Sta tionery Office (TSO), V3 Examination Panel, Examination Institutes (EIs) and the IT Service Management Forum International (itSMF) as the recognised user group. [24] Since the early 1990s, EXIN and ISEB have been setting up the ITIL based certifi cation program, developing and providing ITIL exams at three different levels: F oundation, Practitioner and Manager. EXIN[25] and BCS/ISEB[26] (the British Comp uter Society) have from that time onwards been the only two examination provider s in the world to develop formally acknowledged ITIL certifications, provide ITI L exams and accredit ITIL training providers worldwide. These rights were obtain ed from OGC, the British government institution and owner of the ITIL trademark. [citation needed] OGC signed over the management of the ITIL trademark and the a ccreditation of examination providers to APMG in 2006. Now, after signing a cont ract with EXIN,[25] BCS/ISEB and other certification bodies, APMG is accrediting them as official examination bodies, to offer ITIL exams and accredit ITIL trai ning providers.[citation needed] On July 20, 2006, the OGC signed a contract with the APM Group to become its com mercial partner for ITIL accreditation from January 1, 2007.[27] APMG manage the ITIL Version 3 exams. APMG maintains a voluntary register of ITIL Version 3-certified practitioners at their Successful Candidate Register.[28] A voluntary registry of ITIL Version 2 -certified practitioners is operated by the ITIL Certification Register.[29] [edit] ITIL® pins It has been a well-known tradition for years that passing an EXIN exam in IT Ser vice Management (based on ITIL®) does not only result in a certificate, but is als o accompanied by the presentation of a metal pin which can be attached to a shir t or jacket. This distinguishing badge with basic gold colour is set in the form of the internationally well-known ITIL®-logo. The ITIL® pins consist of small diamo nd like structure that is accepted worldwide. The meaning and the shape of the d iamond depicts coherence in the IT industry (infrastructure as well). The four c orners of the pin symbolises service support, service delivery, Infrastructure M anagement and IT Management. There are three colours of ITIL® V2 pins: 1. green, for the Foundation Certificate 2. blue, for the Practitioner's Certificate 3. red, for the Manager's Certificate Exam candidates who have successfully passed the examinations for ITIL® version 2 will receive their appropriate pin from EXIN or their certification provider reg ional office or agent. With the arrival of ITIL® V3, there are several new pins to display your achievements. As of July 2008, EXIN and all certification provider s will also provide ITIL® pins to exam candidates who have obtained ITIL® version 3 certificates. The new pins are very similar to ITIL® V2 pins, but every level has a different color corresponding to the ITIL® V3 core books. [edit] Organisations

Organisations and management systems cannot claim certification as "ITIL-complia nt". An organisation that has implemented ITIL guidance in IT Service Management (ITSM), may however, be able to achieve compliance with and seek certification under ISO/IEC 20000. Note that there are some significant differences between IS O/IEC20000 and ITIL Version 3[30] * ISO20000 only recognises the management of financial assets, not assets wh ich include "management, organisation, process, knowledge, people, information, applications, infrastructure and financial capital", nor the concept of a "servi ce asset". So ISO20000 certification does not address the management of 'assets' in an ITIL sense. * ISO20000 does not recognise Configuration Management System (CMS) or Servi ce Knowledge Management System (SKMS), and so does not certify anything beyond C onfiguration Management Database (CMDB). * An organisation can obtain ISO20000 certification without recognising or i mplementing the ITIL concept of Known Error, which is usually considered essenti al to ITIL. xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Translated version of ITIL.txt

Information Technology Infrastructure Library Z Wikipedie, otevøené encyklopedie Pøejít na: navigace, hledání Tento èlánek je vedení sekce mù e docházet k nedostateènému shrnout jeho obsah. Prosím, zva ou k poskytnutí pøístupné pøehled o èlánku klíèových bodù. (Leden 2011) Tento èlánek je ve formì seznamu, který mù e být lépe prezentovány pomocí prózy. Vy mù ete nto èlánek k próze, v pøípadì potøeby. Nápovìda editace je dostupná. (Èervenec 2010)

Information Technology Infrastructure Library (ITIL) je informaèní technologie (IT), který poskytuje rámec pro øízení postupù pro informaèní technologie Services Management (I IT a provozu IT.

ITIL obsahuje podrobné popisy øady významných IT postupy a poskytuje komplexní kontrolní se namy, úkoly a postupy, e ka dá IT organizace mù e pøizpùsobit svým potøebám. ITIL je zveøe z nich ka dá zahrnuje správu IT téma. Jména ITIL a IT Infrastructure Library jsou registro ané ochranné známky spoleènosti Office Spojeného království of Government Commerce (OGC). Obsah [Hide] * 1 Historie * 2 Pøehled ITIL v2 knihovny o 2,1 Service Support 2.1.1 + Service Desk / ádost o slu bu øízení + 2.1.2 Incident Management + 2.1.3 Problem Management + 2.1.4 Øízení zmìn # 2.1.4.1 Øízení zmìn terminologie + Øízení verzí 2.1.5 + 2.1.6 Configuration Management o 2,2 poskytování slu eb

* 3

* 4 * 5 * 6

* 7 * 8 * 9

2.2.1 + Service Level Management + 2.2.2 øízení kapacity + 2.2.3 IT slu eb øízení kontinuity + 2.2.4 Dostupnost øízení + 2.2.5 Finanèní øízení IT slu eb o 2,3 ICT infrastruktury øízení + 2.3.1 ICT a plánování + 2.3.2 zavádìní IKT øízení + 2.3.3 Øízení provozu ICT + 2.3.4 ICT Technická podpora o 2,4 øízení bezpeènosti o 2,5 Application Management o 2,6 Software Asset Management o 2,7 hodlá Service Management o 2,8 Malé implementace Pøehled ITIL v3 knihovny o 3,1 Strategie slu by o 3,2 návrhu slu eb o 3.3 Slu ba pøechodu o 3,4 za provoz o 3,5 Neustálé zlep ování slu eb (CSI) Kritiky ITIL rámce souvisejících s ITIL o 5,1 ITIL potomci o 5,2 jiných rámcù Certifikace o 6,1 jednotlivci o 6,2 ITIL ® kolíky o 6,3 Organizace Viz také Reference Externí odkazy

[Editovat] Historie

V reakci na rostoucí závislost na IT, vlády Spojeného království centrální výpoèetní a tele ntura v roce 1980 vyvinul soubor doporuèení. Je známo, e bez standardní postupy, vládních ntur a soukromého sektoru, smlouvy byly nezávisle na vytváøení vlastních IT managementu.

IT Infrastructure Library vznikla jako sbírka knih, z nich ka dá zahrne urèitou praxi v I T Service Management. ITIL byl postaven kolem roku procesní model zalo ený pohled na øízení a øízení operací èasto pøipoèítán k W. Edwards Deming a jeho plán-do-check-Act (PDCA), cykl Po poèáteèním zveøejnìní v 1989-1996 se poèet knih, rychle rostl v ITIL V1 a

pøes 30 svazk

Ve kolním roce 2000/2001, aby ITIL pøístupnìj í (i cenovì), ITIL v2 konsolidované publikac gických "sad", které seskupeny související procesní pokyny, aby odpovídaly rùzné aspekty øí likací a slu eb. Nicménì, to bylo hlavní ohnisko známé jako sady Service Management (Servic upport a Service Delivery), která byla zdaleka nejpou ívanìj í, obìhu, a pochopil z ITIL v2 blikací.

* V dubnu 2001 byl slouèen do CCTA Office of Government Commerce (OGC), kanceláø v e Velké Británii financí [2]. * V roce 2006 byla publikována ITIL v2 slovníku. * V kvìtnu 2007 se tato organizace vydala verzi 3 ITIL (také známý jako ITIL Obnovit projekt) se skládá z 26 procesù a funkcí, nyní seskupeny pod jediný 5 dílù, uspoøádaných k truktury cyklu slu by. * V roce 2009, OGC oficiálnì oznámil, e ITIL v2 certifikace by být zru eno, a zahájila zsáhlou konzultaci jak na tom, jak postupovat [3].

[Editovat] Pøehled ITIL v2 knihovny Tìchto osm ITIL verze 2 knihy a jejich obory jsou: IT Service Management sety 1. Service Support 2. Poskytování slu eb Ostatní provozní pokyny 3. 4. 5. 6. 7. Správa infrastruktury informaèních a komunikaèních technologií Øízení bezpeènosti Obchodního hlediska Správa aplikací Software Asset Management

Pomáhat pøi zavádìní ITIL praktik dal í kniha vy la (9 dubna 2002), které bude vodítkem pro taci (zejména Service Management): 8. Hodlá provést Service Management

A to má více nedávno (26.ledna 2006) byla doplnìna pokyny pro men í IT zaøízení, které nejs ty v pùvodních osmi publikace: 9. ITIL Malé implementace [Editovat] Podpora slu eb

Podpora slu eb [4] ITIL disciplíny je zamìøen na u ivatele z ICT slu eb a je zamìøena pøede i tìní toho, aby mìli pøístup k pøíslu ným slu bám pro podporu podnikových funkcí.

K podnikání, zákazníci a u ivatelé vstupní bod do procesního modelu. Oni se zapojit do prov odporu: * * * * ádost o zmìny Potøebovat komunikace, aktualizace Potí e, dotazy Reálný proces dodání

Funkce service desk jako jediné kontaktní místo pro pøípady koncových u ivatelù. Jeho první je v dy na "vytvoøit" incident. Pokud dojde k pøímé øe ení, pokusí se vyøe it pøípad na pr e slu ba v recepci nemù e vyøe it pøípad, pak je pøe la na skupinu na úrovni 2nd/3rd v rámc cidentù. Incidenty mohou zahájit øetìzec procesù: Incident Management, Problem Management, Change Management, øízení verzí a konfigurací. Tento øetìzec procesù je sledována pomocí d právu konfigurací (CMDB), který zaznamenává ka dý proces, a vytváøí výstupní dokumenty pro t (Quality Management). [Editovat] Service Desk / ádost o slu bu øízení Úkolùm patøí vyøizování incidentù a po adavkù, a poskytuje rozhraní pro jiné procesy ITSM. hrnují: * * * * * * Jediné kontaktní místo (SPOC), a ne nutnì první kontaktní místo (FPOC) Jediný vstupní bod Jediný bod výstupu Snadnìj í pro zákazníky Integritu dat Efektivní komunikaèní kanál

Primární funkce Service Desk patøí:

* Incidentu øízení: øízení ivotního cyklu v ech po adavkù na slu by * Komunikace: dr et zákazník informován o prùbìhu a poradenství pøi øe ení Service Desk funkce mù e mít rùzné názvy, jako napøíklad:

* Call centrum: hlavní dùraz na profesionální zpracování velkých objemù hovorù z telefo ladì transakcí * Help Desk: øízení, koordinace a øe ení mimoøádných událostí co nejrychleji na primárn * Service Desk, a to nejen se zabývá incidenty, problémy a otázky, ale také poskytuje rozhraní pro dal í aktivity, jako jsou po adavky na zmìny, servisní smlouvy, licence na sof ware, øízení úrovnì slu eb, správu konfigurace, dostupnosti, finanèní øízení a øízení konti Tøi typy konstrukcí za úplatu:

* Local Service Desk: Aby se vyhovìlo místním podnikatelským potøebám - praktické pouze té doby se úèastní rùzných místech vy adujících podporu slu eb Centrální Service Desk: pro organizace, které mají více míst - sni uje provozní náklady alná zmínka potøebovaný] a zlep uje vyu ití dostupných zdrojù * Virtual Service Desk: pro organizace, které mají více zemí místa - mohou být umístìny tupovat odkudkoliv na svìtì, kvùli zálohám [kdy ?] Na výkon sítì a telekomunikace, sní ení [pochvalná zmínka potøebovaný] a zlep ení vyu ití dostupných zdrojù [Editovat] Incident Management

Incident Management má za cíl obnovit normální provoz slu by tak rychle, jak je to mo né a imalizovat negativní vliv na obchodní operace, co zajistí co mo ná nejlep í úroveò slu eb, dostupnost jsou zachovány. "Normální provoz slu by" je zde definována jako provoz slu by v ci dohody o úrovni slu eb (SLA) limity. Incident Management lze definovat jako:

"Incident" je nìjaká událost, která není souèástí standardního provozu slu by a která zpùso obit, pøeru ení nebo sní ení kvality slu by. Cílem Incident Management je obnovit normální provoz co nejrychleji s co nejmen ím dopadem na obchodní nebo u ivateli, za výhodnou cenu. Hlavní èlánek: Incident Management (ITSM) [Editovat] Problem Management

Problem Management má za cíl vyøe it hlavní pøíèiny nehod, a tím minimalizovat nepøíznivý d a problémù v podnikání, které jsou zpùsobeny chybami v rámci IT infrastruktury a pøedejít o cidentù, týkajících se tìchto chyb. "Problém" je neznámé pøíèiny jednoho nebo více incident je problém, který je úspì nì diagnostikováno a pro které je buï obejít, nebo trvalé øe ení . CCTA (Centrální poèítaèové a telekomunikaèní agentura), definuje problémy a známé chyby t

Problém je stav, èasto oznaèeny jako výsledek nìkolika incidentù, které vykazují spoleè my. Problémy mohou být také oznaèeny z jedné významné události, které svìdèí o jediné chyby neznámá, ale pro které je významný dopad.

Známá chyba je podmínkou úspì ného urèené diagnóze pøíèiny problému, a následný vývoj o Problém øízení li í od øízení incidentù. Hlavním cílem managementu je problém najít a vyøe dal ímu incidentu, úèel øízení incidentù se vrátit k normální úrovni slu eb co nejdøíve, s d.

Problém proces øízení má sní it poèet a záva nost incidentù a problémù na business, a zpráv k dispozici pro první linii a druhém øádku help desk. Aktivní proces identifikuje a øe í p døíve, ne nastane situace. Tyto postupy zahrnují:

* Analýza trendù; * Zamìøení podpory akce; * Poskytování informací o organizaci

Chyba pøi øízení procesu opakované diagnózy známé chyby, dokud nejsou odstranìny úspì né pr øízení procesu øízení zmìn.

Problém procesu øízení má za cíl øe it problémy v efektivním zpùsobem. Problém øízení ident d a zpráv, které se Service Desk. Dal í aktivity jsou: * Problém identifikace a evidence * Problém klasifikace * Problém vy etøování a diagnostiky

Technika pro urèení pøíèiny problému, je pou ití diagramu Ishikawa, oznaèovaný také jako pø agram, stromový diagram, nebo Fishbone diagram. Alternativnì lze formální analýzu pøíèin me jako pøíèina koøenové Apollo Analýza být zavedeny a pou ívány k urèení pøíèiny a øe ení. Ú roj poskytne nejefektivnìj í / efektivní øe ení pro problémy v procesu Problem Management. [Editovat] Øízení zmìn

Øízení zmìn je zajistit, aby standardizované metody a postupy se pou ívají pro efektivní zp h zmìn, Hlavní èlánek: Zmìna Management (ITSM)

Zmìna je "událost, která vede k novým postavením jedné nebo více konfiguraèních polo ek (CI alná zmínka potøebovaný] schválený vedením, nákladovì efektivní, zvy uje zmìny podnikových - s minimálním rizikem pro IT infrastrukturu. Hlavním cílem øízení zmìny patøí: * Minimálním pøeru ením slu eb * Sní ení back-èinnosti * Hospodárné vyu ívání zdrojù podílí na zmìnì [Editovat] Øízení zmìn terminologie * Zmìna: * ádost záznam údajù * Pøední

pøidání, zmìnì nebo odstranìní KI o zmìnu (RFC), nebo ve star í terminologii Po adavek na zmìnu (CR): tvoøí se p o ádosti o zmìnu a je poslán jako vstup pro øízení zmìn v oblasti zmìny adat Plán zmìn (FSC): Program, který obsahuje údaje o v ech nadcházejících zmìn.

[Editovat] øízení verzí

Øízení verzí je pou íván tým migrací softwaru na platformì nezávislé a automatickou distrib a hardwaru, vèetnì licence kontroly v rámci celé IT infrastruktury. Správné softwarové a ha arové ovládání zaji uje dostupnost licencí, zkou ky a certifikované verze software a hardw erý funguje jak má, kdy se zavádí do stávající infrastruktury. Kontrola kvality pøi vývoji entaci nového hardwaru a softwaru je také povinnost verzí. To zaruèuje, e ve kerý software lòuje po adavky na podnikové procesy. Cíle øízení verzí patøí: * * * *

Plánování zavádìní software Návrh a implementace postupù pro distribuci a instalaci zmìny v systémech IT Efektivní komunikace a øízení oèekávání zákazníka pøi plánování a zavádìní nových ver Øízení distribuce a instalace zmìny v systémech IT

Øízení verzí se zamìøuje na ochranu

ivotního prostøedí a jeho ivých slu eb pomocí formáln

Uvolnìte se skládá z nových nebo zmìnìných software a / nebo hardware pro realizaci schvále

. Kategorie uvolòování patøí:

* Hlavní verze softwaru a hardwaru hlavní, obvykle obsahující velké mno ství nových fun nich nìkteré mohou zasáhnout øe í problémy nadbyteèné. Hlavní upgrade nebo verzi se obvykl v echny pøedchozí drobné vylep ení, uvolòuje a havarijní opravy. * Men í verze softwaru a hardwaru, obvykle obsahující malé opravy a vylep ení, z nich ohou ji byly vydány jako nouzové opravy. Men í aktualizaci nebo verzi se obvykle nahrazuj e v echny pøedchozí dùle ité opravy. * Nouzové softwarové a hardwarové opravy, obvykle obsahující opravy malý poèet známých Zprávy mohou být rozdìleny na základì vydání jednotky do:

* Delta verze: verze pouze té èásti software, který byl zmìnìn. Napøíklad, bezpeènostní * Plná verze: celý softwarový program je nasazen, napøíklad novou verzi stávající aplik * Vèetnì obalu vydání: kombinace mnoha zmìn, napøíklad bitové kopie operaèního systému, je specifické aplikace. [Editovat] Configuration Management

Configuration Management je øízení a sledování ka dého aspektu konfigurace od zaèátku a do zahrnuje následující klíèové procesní oblasti pod její zá titou: identifikaci, plánování øí , údr bu, proces, který sleduje v echny jednotlivé konfiguraèní polo ky (CI), vytvoøený s pou itím v cesù v oblasti systému. [Editovat] poskytování slu eb

Poskytování slu by [5] disciplína se zamìøuje na aktivní slu by informaèních a komunikaèníc usí pøinést poskytovat dostateènou podporu pro podnikové u ivatele. Zamìøuje se na podnikán zník ICT slu eb (srovnej s: Service Support). Disciplína se skládá z následujících postupù, vìtleno v odstavcích ní e: * * * * * Service Level Management Øízení kapacity IT slu eb øízení kontinuity Dostupnost øízení Finanèní øízení

[Editovat] Service Level Management

Service Level Management zaji uje kontinuální identifikaci, sledování a hodnocení úrovnì I uvedených v dohodách o úrovni slu eb (SLA). Service Level Management zaruèuje, e opatøení na místì s interním IT podpora poskytovatelùm a externích dodavatelù ve formì operativní úr d (OLAS) a budou podporovat smlouvy (UCS), resp. Tento proces zahrnuje posouzení d opadu zmìn na kvalitu slu eb a SLA. Service Level Management proces je v úzké souvislost i s operativními postupy pro øízení jejich èinnosti. Ústøední role managementu Service Leve e pøirozené místo pro metriky mají být stanoveny a sledovány na mìøítko.

Service Level Management je primární rozhraní se zákazníkem (na rozdíl od u ivatelù obsluhu rvice Desk). Service Level Management je zodpovìdný za:

* Zaji tìní toho, e se shodli na tom slu by jsou poskytovány, kdy a kde mají být * Styk s dostupností øízení, øízení kapacity, Incident Management a Problem Management, y zajistily, e po adované úrovnì a kvality slu eb dosa eno v rámci zdrojù souhlasil s fina * Vytváøení a udr ování katalogu slu eb (seznam standardních slu eb IT a mo nosti dohod zici pro zákazníky) * Zaji tìní toho, e je to vhodné, plány kontinuity slu eb existují pro podporu podniká kontinuitu po adavky.

Service Level mana er spoléhá na jiné oblasti procesu poskytování slu eb poskytnout nezbytn podporu, která zaji uje dohodnuté slu by jsou poskytovány v nákladovì efektivní, bezpeèné [Editovat] øízení kapacity

Øízení kapacit podporuje optimální a nákladovì efektivní poskytování IT slu eb pomáhá organ ich IT prostøedkù na obchodní po adavky. Na vysoké úrovni aktivity patøí: * * * * * * * Aplikace Velikosti Workload Management Øízení poptávky Modelování Plánování kapacit Øízení zdrojù Performance Management

[Editovat] IT slu eb øízení kontinuity

IT slu by Øízení kontinuity zahrnuje procesy, které se plánuje umístit na místì a zajistit, mohou zotavit a pokraèovat i po vá ném incidentu. Není to jen o reaktivní opatøení, ale tak ivní opatøení - sní ení rizika katastrof v prvním stupni.

Øízení kontinuity je pozorován aplikace majitelé vyu ití IT infrastruktury vyu ívána k doru ces, ale od roku 2009 [aktualizace] mnoho podnikù praxi mnohem rozsáhlej í procesu plánován ontinuity podnikání (BCP), aby bylo zaji tìno, e celá end-to-end podnikových procesù mù e by mìl vá ný incident se vyskytují (na primární úrovni podpory). Kontinuita øízení zahrnuje následující základní kroky: * Upøednostnìní èinnosti má být vrácena provedením obchodní dopad analýza (BIA) * Provedení hodnocení rizik (aka analýzy rizik) pro ka dou ze slu eb IT pro identifika ci aktiv, hrozeb, zranitelnosti a protiopatøení pro ka dou slu bu. * Vyhodnocení mo nosti obnovy * Výroba Pohotovostní plán * Testování, kontrola a revize plánu pravidelnì [Editovat] Dostupnost øízení

Dostupnost cíle øízení umo òuje organizacím udr et IT slu by, dostupnost pro podporu podnik náklady. Na vysoké úrovni aktivity Uvìdomte si po adavky na dostupnost, sestavit Dostupnos t plánovat, sledovat dostupnost a sledovat vy ivovací povinnosti. Dostupnost øízení se zamìøuje na schopnost IT komponenty vystoupení na dohodnuté úrovni po dobu.

* Spolehlivost: Schopnost IT komponenty vystoupení na dohodnuté úrovni za popsaných podmínek. * Udr ovatelnost: schopnost IT komponenty zùstat, nebo být obnoven do provozního sta vu. * Pou itelnost: mo nost pro externí dodavatele zachovat dostupnost komponenty nebo funkce v rámci tøetí strany smlouvy. * Odolnost: míra svobody od porucha a zpùsobu vedení slu by spolehlivé. Jedna populární toda odolnosti je redundance. * Bezpeènost: Slu ba mù e mít souvisejících údajù. Bezpeènost se vztahuje k zachování d ity a dostupnosti tìchto údajù. Dostupnost dává jasný pøehled o end-to-end dostupnosti syst [Editovat] Finanèní øízení IT slu eb Hlavní èlánek: Finanèní øízení IT slu eb (ITSM)

Finanèní øízení IT zahrnuje disciplínu zajistit, aby IT infrastruktura je získat co nejefek

nìj í ceny (co nutnì neznamená, nejlevnìj í) a výpoètu nákladù na poskytování IT slu eb a ozumìli, náklady na jeho IT slu eb. Tyto náklady pak mohou být vymáhány na zákazníkovi slu je druhá souèást procesu poskytování slu eb. [Editovat] Správa infrastruktury informaèních a komunikaèních technologií ICT infrastruktury [6] ("ICT" je zkratka pro "informaèní a komunikaèní technologie") zpr acovává doporuèit nejlep í praxi pro potøeby analýzy, plánování, design, nasazení a správu cí a technická podpora ICT infrastruktury. Procesy Správa infrastruktury popisuje tyto procesy v ITIL, které pøímo souvisí s ICT vyba vení a softwaru, který se podílí na poskytování ICT slu eb pro zákazníky. * * * * ICT a plánování Zavádìní IKT ICT slu eb ICT Technická podpora

Tyto disciplíny jsou ménì prozkoumány ne Service Managementu, a proto èasto nìkteré z jeji sahu, je vìøil být pokryt "implicitnì" v mana erské disciplíny Service. [Editovat] ICT a plánování

Informaèních a komunikaèních technologií a plánování poskytuje rámec a pøístup pro strategi ké a plánování infrastruktury informaèních a komunikaèních technologií. Obsahuje potøebné k dnikání (a celkovì) strategii, s technickým designem a architekturou. Informaèních a komuni aèních technologií a plánování øídí i nákupu nových ICT øe ení, pøes výrobu Prohlá ení o po bídek ("ITT") a je zodpovìdný za zahájení a øízení programù ICT pro strategické zmìny ve fi y z návrhu a plánování: * * * * ICT strategie, politiky a plány ICT celková architektura a Management Architecture Studie proveditelnosti, ITTs a SORs Obchodní pøípady

[Editovat] zavádìní IKT øízení

Zavádìní IKT poskytuje rámec pro úspì né øízení navrhnout, postavit, testovat a roll-out (n jekty v rámci celkového programu ICT. To zahrnuje mnoho oborù øízení projektù spoleèného s , ale má ir í zamìøení, aby zahrnovala potøebné integrace správy verzí, a to jak funkèní a [Editovat] Øízení provozu ICT

Øízení provozu ICT poskytuje ze dne na den technický dozor infrastruktury informaèních a ko unikaèních technologií. Èasto zamìòována s úlohou Incident Management od servisní podporu o technických chyb a se netýká pouze nahlásí u ivateli, ale s událostí generovaných nebo zaz infrastruktury. Provozu ICT mù e èasto úzce spolu Incident Management a Service Desk, kt eré nejsou nutnì-technické, aby "Operace Bridge". Operace by v ak v první øadì práce z doku vané procesy a postupy a mìly by se soustøedit na øadu konkrétních dílèích procesù, jako js plánování úloh, zálohování a obnovení, monitoring sítì / Management, systém monitorování / abází / Správa úlo i tì Monitoring / Management. Operace je odpovìdná za následující: * * * * * * Stabilní, bezpeèné ICT ??infrastruktury Proud, aktuální provozní dokumentace knihovny ("ODL") Záznamy o provozních událostech Údr ba provozního monitorování a správu. Provozní skripty Provozní postupy

[Editovat] Technická podpora informaèních a komunikaèních technologií

ICT Technická podpora je odborné technické funkce v oblasti infrastruktury informaèních a komunikaèních technologií v rámci. Pøedev ím jako podpora pro jiné procesy, a to jak v øíze

uktury a správy slu eb, technická podpora poskytuje øadu odborných funkcí: Výzkum a hodnoce arket Intelligence (zejména pro navrhování a plánování a øízení kapacity), ovìøení konceptu tví, odborné odborné znalosti (pøedev ím na operace a Problem Management), tvorba dokumenta e (snad pro provozní dokumentaci knihovny nebo známé chyby databáze). Existují rùzné úrovnì y v rámci struktury ITIL, co jsou základní podpory na úrovni sekundární a terciární úrovnì dporu na úrovni, na vy í úrovni správce je zodpovìdný za podporu na primární úrovni. [Editovat] Správa zabezpeèení Hlavní èlánek: ITIL øízení bezpeènosti

ITIL procesu øízení bezpeènosti [7] popisuje instalaci strukturované informaèní bezpeènosti rganizace. ITIL øízení bezpeènosti je zalo en na kodexu pro øízení bezpeènosti informací ny SO / IEC 27002.

Základním cílem øízení bezpeènosti je zaji tìní dostateèné bezpeènosti informací. Hlavním c , podle poøadí, je chránit informaèní aktiva pøed riziky, a tak udr ovat jejich hodnotu pro ganizaci. Toto je obyèejnì vyjádøeno v podmínkách zaji tìní jejich dùvìrnosti, integrity a , spolu s pøíbuznými vlastnostmi a cíle, jako je autentiènost, odpovìdnost, nepopiratelnost a spolehlivost.

Sílícím tlakem, pro mnoho organizací, aby struktura jejich systému øízení bezpeènosti infor e normy ISO / IEC 27001 vy aduje revizi ITIL v2 objemu øízení bezpeènosti, a opravdu v3 ve rzi se pracuje. [Editovat] Správa aplikací

ITIL Application Management [8] zahrnuje soubor osvìdèených postupù navr ených pro zlep ení ové kvality IT vývoj softwaru a podporu prostøednictvím ivotního cyklu projektù vývoje sof , se zvlá tním zøetelem na shroma ïování a definování po adavkù, které odpovídají obchodní Tento objem se vztahuje k tématùm softwarového in enýrství a IT Portfolio Management. [Editovat] Software Asset Management

Software Asset Management (SAM) je praxe integraci lidí, procesù a technologií, které um o ní vyu ití softwarových licencí a systematicky sledovat, hodnotit a øídit. Cílem SAM je s na IT, lidských zdrojù nad hlavou a rizika spojená s vlastnictvím a správou softwarových ak iv. SAM praktiky patøí: * Správu softwarových licencí souladu * Sledování zásob a pou ití softwarových aktiv * Udr ení standardní zásady a postupy okolí definice, nasazení, konfiguraci, pou ití a softwarových aktiv a koneèné softwarové knihovny.

SAM pøedstavuje souèást IT software asset managementu. To zahrnuje hardware pro správu a ktiv, proto e efektivní kontroly hardwaru zásob jsou kritické pro úsilí o kontrolu software To znamená, e dohlí í na software a hardware, který zahrnuje organizace poèítaèù a sítí. [Editovat] hodlá Service Management Hlavní èlánek: ITIL hodlá správy slu eb

Disciplíny ITIL - hodlá Správa slu eb [9] se sna í poskytovat praktického lékaøe s rámec pr iness potøeb a po adavkù na zaji tìní. Postupy a pøístupy, které mají sídlo ve pokyny nazna program na zlep ení slu eb (CSIP) jako základ pro implementaci ITIL jiné disciplíny jako pr jekty v rámci øízené pracovní program. Plánuje zavést Service Management se zamìøuje pøedev y Service Management, ale platí i obecnì pro jiné disciplíny ITIL. Komponenty patøí: * * * * Vytvoøení vize Analýzy organizace Stanovení cílù Implementace IT Service Management

[Editovat] Malé implementace

ITIL Malé provádìní [10] poskytuje pøístup k ITIL rámec pro provádìní men ích jednotek nebo ná se pøedev ím o pomocné práce, který zahrnuje mnoho ze stejných zásad osvìdèených postupù ce Management, Service Support, a poskytování slu eb, ale obsahuje dal í návod na kombinaci rolí a odpovìdnosti, a vyhnout se konfliktu mezi prioritami ITIL. [Editovat] Pøehled ITIL v3 knihovny

ITIL v3 je roz íøení ITIL v2 a plnì nahradí jej po skonèení lhùty pro odstoupení od 30. èer ]. ITIL v3 poskytuje ucelenìj í pohled na celý ivotní cyklus slu eb, pokrývající celé IT o podpùrné komponenty potøebné pro poskytování slu eb zákazníkovi, zatímco v2 zamìøené na sp které pøímo souvisí s poskytováním slu eb a podpory. Vìt ina v2 aktivity zùstaly nedotèeny teré významné zmìny v terminologii byly zavedeny s cílem usnadnit expanzi. Pìt svazkù obsahuje ITIL v3, publikovaná v kvìtnu 2007: 1. 2. 3. 4. 5. ITIL ITIL ITIL ITIL ITIL strategie slu eb [11] design slu eb [12] slu eb pøechodu [13] za provoz [14] Neustálé zlep ování slu eb [15]

[Editovat] Strategie slu by

Jako centrum a poèáteèní bod pro ITIL ivotním cyklem, slu eb ITIL strategie objemu [11] po tuje návod k vyjasnìní a stanovení priorit poskytovatele slu eb investic v oblasti slu eb. e obecnì, servisní strategie se zamìøuje na pomoc IT organizacím zlep it a rozvíjet v dlouh bém horizontu. V obou pøípadech, servis strategie se opírá pøedev ím o tr nì orientovaného a zahrnují slu by hodnotì definice business-case rozvoj slu eb majetek, analýzy trhu, a dr uhy slu eb. Seznam procesù, které: * Správì portfolia * Øízení poptávky * Finanèní øízení IT [Editovat] návrhu slu eb

Slu ba ITIL design objemu [12] dobré praxe pokyny k návrhu IT slu eb, procesù a dal ích asp tohoto úsilí pro správu slu eb. Je pøíznaèné, e je design v rámci ITIL chápat tak, aby zah ny aspekty týkající se poskytování technologických slu eb, spí e ne se zamìøit pouze na ná samotné. Jako takový, návrh slu eb øe í, jak plánovaná servisní øe ení, spolupracuje s vìt rostøedí, servis øídících systémù nezbytné pro podporu slu eb, procesù, které se vzájemnì o technologie a architektury nutné pro podporu slu eb a dodavatelský øetìzec nezbytné pro pod oru plánované slu by. V rámci ITIL v2, projekèní práce na IT slu by je zahrnuty do jednoho lu eb Design (SDP). Design slu eb balíèky, spolu s dal ími informacemi o slu bách, jsou spr v rámci slu by katalogù. Seznam procesù, které: * * * * * * * * * * KATALOG SLU EB øízení Service Level Management Øízení rizik Øízení kapacity Dostupnost øízení IT slu eb øízení kontinuity Øízení informaèní bezpeènosti Compliance Management IT architektury øízení Øízení dodavatelù

[Editovat] Slu ba pøechodu

Servisní pøechod, jak je popsáno pøechodem slu eb ITIL objemu [13] se vztahuje na poskytová slu eb po adovaných firmy do ivého / provozní vyu ití, a èasto zahrnuje "projekt" strany s " (za bì ných podmínek ). Tato oblast zahrnuje také témata, jako jsou øízení zmìny "Bau" pr Seznam procesù: * Slu ba Asset a Configuration Management * Slu ba ovìøování a zkou ení * Hodnocení * Release management * Øízení zmìn * Znalostní management xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx [edit] Service Operation Best practice for achieving the delivery of agreed levels of services both to en d-users and the customers (where "customers" refer to those individuals who pay for the service and negotiate the SLAs). Service operation, as described in the ITIL Service Operation volume,[14] is the part of the lifecycle where the servic es and value is actually directly delivered. Also the monitoring of problems and balance between service reliability and cost etc. are considered. The functions include technical management, application management, operations management and Service Desk as well as, responsibilities for staff engaging in Service Operati on. List of processes: * * * * * Event Management Incident Management Problem Management. Request Fulfilment Access Management

[edit] Continual Service Improvement (CSI) Aligning and realigning IT services to changing business needs (because standsti ll implies decline). Continual Service Improvement, defined in the ITIL Continual Service Improvement volume,[15] aims to align and realign IT Services to changing business needs by identifying and implementing improvements to the IT services that support the B usiness Processes. The perspective of CSI on improvement is the business perspec tive of service quality, even though CSI aims to improve process effectiveness, efficiency and cost effectiveness of the IT processes through the whole lifecycl e. To manage improvement, CSI should clearly define what should be controlled an d measured. CSI needs to be treated just like any other service practice.[citation needed] T here needs to be upfront planning, training and awareness, ongoing scheduling, r oles created, ownership assigned,and activities identified to be successful. CSI must be planned and scheduled as process with defined activities, inputs, outpu ts, roles and reporting. List of processes:

* Service Level Management * Service Measurement and Reporting * Continual Service Improvement [edit] Criticisms of ITIL ITIL has been criticised on several fronts, including: * The books are not affordable for non-commercial users * Implementation and credentialing requires specific training * Debate over ITIL falling under BSM or ITSM frameworks Rob England (also known as "IT Skeptic") has criticised the protected and propri etary nature of ITIL [3]. He urges the publisher, OGC, to release ITIL under the Open Government Licence (OGL)[4] CIO Magazine columnist Dean Meyer has also presented some cautionary views of IT IL,[16] including five pitfalls such as "becoming a slave to outdated definition s" and "Letting ITIL become religion." As he notes, "...it doesn't describe the complete range of processes needed to be world class. It's focused on ... managi ng ongoing services." In a 2004 survey designed by Noel Bruton (author of "How to Manage the IT Helpde sk" and "Managing the IT Services Process"), organisations adopting ITIL were as ked to relate their actual experiences in having implemented ITIL. Seventy-seven percent of survey respondents either agreed or strongly agreed that "ITIL does not have all the answers". ITIL exponents accept this, citing ITIL's stated inte ntion to be non-prescriptive, expecting organisations to engage ITIL processes w ith existing process models. Bruton notes that the claim to non-prescriptiveness must be, at best, one of scale rather than absolute intention, for the very des cription of a certain set of processes is in itself a form of prescription.[17] While ITIL addresses in depth the various aspects of Service Management, it does not address enterprise architecture in such depth. Many of the shortcomings in the implementation of ITIL do not necessarily come about because of flaws in the design or implementation of the Service Management aspects of the business, but rather the wider architectural framework in which the business is situated. Bec ause of its primary focus on Service Management, ITIL has limited utility in man aging poorly designed enterprise architectures, or how to feed back into the des ign of the enterprise architecture. Closely related to the Architectural criticism, ITIL does not directly address t he business applications which run on the IT infrastructure; nor does it facilit ate a more collaborative working relationship between development and operations teams. The trend toward a closer working relationship between development and o perations is termed: DevOps. This trend is related to increased application rele ase rates and the adoption of Agile software development methodologies. Traditio nal service management processes have struggled to support increased application release rates - due to lack of automation - and/or highly complex enterprise ar chitecture. Some researchers group ITIL with Lean, Six Sigma and Agile IT operations managem ent.[citation needed] Applying Six Sigma techniques to ITIL brings the engineeri ng approach to ITIL's framework. Applying Lean techniques promotes continuous im provement of the ITIL's best practices. However, ITIL itself is not a transforma tion method, nor does it offer one. Readers are required to find and associate s uch a method. Some vendors have also included the term Lean when discussing ITIL implementations, for example "Lean-ITIL".[citation needed] The initial conseque nces of an ITIL initiative tend to add cost with benefits promised as a future d eliverable.[citation needed] ITIL does not provide usable methods "out of the bo

x" to identify and target waste, or document the customer value stream as requir ed by Lean, and measure customer satisfaction.[who?] [edit] Frameworks Related to ITIL A number of frameworks exist in the field of IT Service Management alongside ITI L. [edit] ITIL Descendants The Microsoft Operations Framework (MOF) is based on ITIL v2. While ITIL deliber ately aims to be platform-agnostic, MOF is designed by Microsoft to provide a co mmon management framework for its products. Microsoft has mapped MOF to ITIL as part of their documentation of the framework.[18] The British Educational Communications and Technology Agency (BECTA) used ITIL a s the basis for their development of Framework for ICT Technical Support (FITS). Their aim was to develop a framework appropriate for British schools, which oft en have very small IT departments. FITS became independent from BECTA in 2009. [edit] Other Frameworks ITIL is generally equivalent to the scope of the ISO/IEC 20000 standard (previou sly BS 15000).[19] While it is not possible for an organization to be certified as being ITIL compliant, certification of an organisation is available for ISO20 000 [5]. COBIT is an IT governance framework and supporting toolset developed by ISACA. I SACA view ITIL as being complementary to COBIT. They see COBIT as providing a go vernance and assurance role while ITIL providing guidance for service management .[20] The enhanced Telecom Operations Map eTOM published by the TeleManagement Forum o ffers a framework aimed at telecommunications service providers. In a joined eff ort, TM Forum and itSMF developed an Application Note to eTOM (GB921) that shows how the two frameworks can be mapped to each other. It addresses how eTom proce ss elements and flows can be used to support the processes identified in ITIL.[2 1][22] IBM Tivoli Unified Process (ITUP) is aligned with ITIL, but is presented as a co mplete, integrated process model compatible with IBM's products. [edit] Certification [edit] Individuals An ITIL Foundation certificate pin. The certification scheme differs between ITIL v2 and ITIL v3 and bridge examinat ions let v2 certification owners transfer to the new program. ITIL v2 offers 3 c ertification levels: Foundation, Practitioner and Manager. These should be progr essively discontinued in favour of the new ITIL v3 scheme. ITIL v3 certification levels are: Foundation, Intermediate, Expert and Master. The ITIL v3 certification scheme offers a modular approach. Each qualification i s assigned a credit value; so that upon successful completion of the module, the candidate is rewarded with both a certification and a number of credits. At the lowest level - Foundation - candidates are awarded a certification and 2 credit s. At the Intermediate level, a total of 15 credits must be earned. These credit s may be accumulated in either a "Lifecycle" stream or a "Capability" stream; or combination thereof. Each Lifecycle module and exam is 3 credits. Each Capabili ty module and corresponding exam is 4 credits. A candidate wanting to achieve th e Expert level will have, among other requirements, to gain the required number of credits (22). That is accomplished with two from Foundations, then 15 from In termediate, and finally 5 credits from the "Managing Across the Lifecycle" exam. Together, the total of 22 earned credits designates one as ITIL v. 3 Expert.[23

] The ITIL Certification Management Board (ICMB) manages ITIL certification. The B oard includes representatives from interested parties within the community aroun d the world. Members of the Board include (though are not limited to) representa tives from the UK Office of Government Commerce (OGC), APM Group (APMG), The Sta tionery Office (TSO), V3 Examination Panel, Examination Institutes (EIs) and the IT Service Management Forum International (itSMF) as the recognised user group. [24] Since the early 1990s, EXIN and ISEB have been setting up the ITIL based certifi cation program, developing and providing ITIL exams at three different levels: F oundation, Practitioner and Manager. EXIN[25] and BCS/ISEB[26] (the British Comp uter Society) have from that time onwards been the only two examination provider s in the world to develop formally acknowledged ITIL certifications, provide ITI L exams and accredit ITIL training providers worldwide. These rights were obtain ed from OGC, the British government institution and owner of the ITIL trademark. [citation needed] OGC signed over the management of the ITIL trademark and the a ccreditation of examination providers to APMG in 2006. Now, after signing a cont ract with EXIN,[25] BCS/ISEB and other certification bodies, APMG is accrediting them as official examination bodies, to offer ITIL exams and accredit ITIL trai ning providers.[citation needed] On July 20, 2006, the OGC signed a contract with the APM Group to become its com mercial partner for ITIL accreditation from January 1, 2007.[27] APMG manage the ITIL Version 3 exams. APMG maintains a voluntary register of ITIL Version 3-certified practitioners at their Successful Candidate Register.[28] A voluntary registry of ITIL Version 2 -certified practitioners is operated by the ITIL Certification Register.[29] [edit] ITIL® pins It has been a well-known tradition for years that passing an EXIN exam in IT Ser vice Management (based on ITIL®) does not only result in a certificate, but is als o accompanied by the presentation of a metal pin which can be attached to a shir t or jacket. This distinguishing badge with basic gold colour is set in the form of the internationally well-known ITIL®-logo. The ITIL® pins consist of small diamo nd like structure that is accepted worldwide. The meaning and the shape of the d iamond depicts coherence in the IT industry (infrastructure as well). The four c orners of the pin symbolises service support, service delivery, Infrastructure M anagement and IT Management. There are three colours of ITIL® V2 pins: 1. green, for the Foundation Certificate 2. blue, for the Practitioner's Certificate 3. red, for the Manager's Certificate Exam candidates who have successfully passed the examinations for ITIL® version 2 will receive their appropriate pin from EXIN or their certification provider reg ional office or agent. With the arrival of ITIL® V3, there are several new pins to display your achievements. As of July 2008, EXIN and all certification provider s will also provide ITIL® pins to exam candidates who have obtained ITIL® version 3 certificates. The new pins are very similar to ITIL® V2 pins, but every level has a different color corresponding to the ITIL® V3 core books. [edit] Organisations Organisations and management systems cannot claim certification as "ITIL-complia

nt". An organisation that has implemented ITIL guidance in IT Service Management (ITSM), may however, be able to achieve compliance with and seek certification under ISO/IEC 20000. Note that there are some significant differences between IS O/IEC20000 and ITIL Version 3[30] * ISO20000 only recognises the management of financial assets, not assets wh ich include "management, organisation, process, knowledge, people, information, applications, infrastructure and financial capital", nor the concept of a "servi ce asset". So ISO20000 certification does not address the management of 'assets' in an ITIL sense. * ISO20000 does not recognise Configuration Management System (CMS) or Servi ce Knowledge Management System (SKMS), and so does not certify anything beyond C onfiguration Management Database (CMDB). * An organisation can obtain ISO20000 certification without recognising or i mplementing the ITIL concept of Known Error, which is usually considered essenti al to ITIL. xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx [Edit] za provoz

Doporuèené postupy pro dosa ení poskytování slu eb dohodly obì úrovnì koncových u ivatelù a se vztahují k tìm, kteøí individuos platit za slu by a sjednat SLA). Provoz slu by, jak je popsáno v návodu slu eb ITIL objemu [14], je souèástí slu eb a ivotního cyklu Kde je hodno uteènì dodané. Také sledování problémù mezi slu by a spolehlivost za pøijatelnou cenu a tak brány v úvahu. Funkce zahrnují technickou správu, správu aplikací, øízení provozu a Servic stejnì jako, odpovìdnost za Úèast na zamìstnance za provoz. Seznam procesù: * * * * * Event Management Incident Management Problem Management. ádost o plnìní Øízení pøístupu

[Edit] Neustálé zlep ování slu eb (CSI)

Zarovnání a nové strategie IT slu eb mìnícím se potøebám podniku (Vzhledem k tomu, zastaven okles).

Neustálé zlep ování slu eb, ITIL jsou definovány v neustálém zlep ování slu eb objemu [15] a pøestavìt AIMS IT slu by na mìnící se podnikatelské tím, identifikaci a realizaci potøeb u eb IT podpora obchodních procesù,. Pohledu È I na podnikání zlep ení je kvalita slu by po kdy CSI AIMS procesu zvy ování efektivnosti, úèinnosti a nákladové efektivity IT Process P ou dobu ivotního cyklu. Chcete-li spravovat zlep ení by CSI Jasnì definovat ovládat a co j tøeba mìøit.

Tøeba pova ovat CSI stejnì jako v echny ostatní slu by praxe. [Editovat] Je nutné se pøedem vzdìlávání a zvy ování povìdomí, Prùbì né plánování, vytvoøil role, vlastnictví pøidìleno, lánována a plánovaných aktivit, jak jsou definovány s procesem, vstupy, výstupy rolí a gene sestav. Seznam procesù: * Service Level Management * Mìøení a vykazování slu eb

Neustálé zlep ování slu eb * [Upravit pøeklad] Kritiky ITIL ITIL byl kritizovaný na nìkolika frontách, vèetnì: * Knihy nejsou dostupné pro non-komerèní u ivatele * Provádìní vy aduje zvlá tní kolení a credentialing * Debata spadající ITSM ITIL nebo BSM rámcù

Rob England (také známý jako "IT skeptika") kritizovali chránìnou pøírodní ITIL a vlastní [ na vydavatele, OGC, ITIL uvolnit pod Open Licence vlády (OGL) [4]

CIO Magazine sloupkaø Dean Meyer rovnì pøedstaveny nìkteré mají odstra ující názory ITIL [ trahy Jako "stává otrokem zastaralé definice" a "Pronájem ITIL Staòte nábo enství." Jak jse uvádí, e "... to nepopisuje kompletní øadu procesù je tøeba na svìtové úrovni. ... To se z obíhající øízení slu eb."

V prùzkumu z roku 2004 podle návrhu Noel Bruton (autor knihy "Jak øídit IT Helpdesk" a " Správa IT slu by proces"), organizace pøijetí ITIL Jejich byli po ádáni, aby se vztahují pr zku enosti pøi zavádìní ITIL. Sedmdesát sedm procent respondentù prùzkumu, nebo buï silnì názorem souhlasil, e "ITIL nemá v echny odpovìdi." Pøijmout tento exponenty ITIL, ITIL stá citovat zámìr být non-normativní, oèekávají, aby se zapojily organizace s ji existující mo esù ITIL procesù. To, e bere na vìdomí, Bruton tvrdí, e non-prescriptiveness musí v nejle en z rozsahu ne absolutní zámìr, pro velmi popis souboru urèitých procesù samo o sobì je f pøedpisu [17]. Zatímco ITIL zabývá do hloubky rùzné aspekty øízení slu eb, ale neøe bky. Mnoho nedostatkù pøi realizaci ITIL nejedí nutnì jen kvùli chyb u èi aspekty øízení podniku slu eb, ale spí e architektonickém rámci hlavním zamìøením na Service Management, ITIL má omezenou pomùcku v rise Designer, nebo jak se zpìtnì do návrhu podnikové architektury.

í podnikové Taková arc v o realizaci projekt ir í, která se nacház øízení patnì architek

Úzce souvisí s Architektonické kritiky, ITIL neøe í podnikové aplikace, které bì í pøímo na uru, normy, to dìlá více usnadnit spolupráci pracovní vztah mezi rozvojem a provozních týmù nd smìrem k u í vztah mezi pracovní se nazývá rozvoj a provoz: DevOps. Tento trend souvisí likací uvolnit zvý ené rychlosti a pøijetí metodiky Agile Software Development. Tradièní sp u eb zápas, aby mìly postupy aplikaèní podpory zvý ené uvolòování sazeb - kvùli nedostatku - a / nebo velmi slo ité podnikové architektury.

Nìkteøí výzkumníci ITIL skupina s Lean, Six Sigma a Agile IT operací. [Editovat] Pou ití te y Six Sigma do ITIL pøiná í in enýrský pøístup k rámec ITIL je. Pou ití Lean techniky podpo p ování osvìdèených postupù ITIL je. Howeve, ITIL není vlastní transformace zpùsobu, obvykl o nabízí. Ètenáøi musí najít a spojit Tato metoda. Nìkteøí výrobci také souèástí diskuze o tace ITIL Kdy napøíklad "Lean-ITIL." [Pochvalná zmínka potøebovaný] První následky iniciat L pøidat nákladù lachy se Výhody zaslíbené jako budoucí dodávku. [Editovat] ITIL není Poku elné metody "out of the box" k identifikaci a cílové odpadu, nebo dokument hodnoty pro zákazníka proud podle po adavkù tíhlá, mìøení spokojenosti zákazníkù. [kdo?] [Edit] V souvislosti s ITIL rámce Poèet rámce existují v oblasti IT Service Management ITIL vedle. [Edit] Potomci ITIL

Microsoft Operations Framework (MOF) je zalo ena na ITIL v2. Zatímco ITIL Zámìrnì se sna í a platformì agnostik, je urèen MF spoleènosti Microsoft o zaji tìní spoleèného rámce pro øí uktù. Microsoft se mapovány na ITIL MF jako souèást dokumentace rámce [18].

Britská vzdìlávací agentura pro komunikaci a technologie (BECTA) jako podklad pro jejich vývoj ITIL rámce pro technické podpory informaèních a komunikaèních technologií (záchvaty) h cílem bylo vypracovat rámec pro vhodné pro britské koly, které mají èasto velmi malé IT

talo se nezávislé od BECTA zapadá do roku 2009. [Editovat] Rámce

ITIL je ekvivalentní rozsahu obecnì ISO / IEC 20000 (døíve BS 15000) [19]. I kdy to není m aby organizace, které mají být certifikovány jako ITIL Být kompatibilní, certifikace organ zace je k dispozici pro ISO20000 [5] .

COBIT je rámec øízení IT a sada nástrojù vyvinutý ISACA podporovat. Být ISACA Zobrazit jako nìk ITIL COBIT. Vidí COBIT jako správa a zabezpeèení poskytování role a zároveò poskytuje n ní slu eb ITIL [20].

Vylep ený provoz Telecom Mapa eTOM vydané TeleManagement fórum nabízí rámec zamìøený na pos e telekomunikaèních slu eb. Ve spojené úsilí TM Forum itSMF a vyvinul Aplikaèní poznámka k B921), který ukazuje, jak mohou být tyto dva rámce je mapován ke ka dému jiný. Zabývá se ja eTOM proces prvky a teèe být pou ity na podporu vymezené v ITIL. [21] [22] IBM Tivoli Unified Process (TUIP) je v souladu s ITIL, ale je pøítomna jako kompletní, konzistentní modelu integrovaný proces s produkty IBM. [Edit] Certifikace [Edit] Jednotlivci ITIL Foundation potvrzení PIN.

Certifikace se li í mezi ITIL v2 a v3 ITIL v2 a most certifikaèní testy nechat majitele pøechod na nový program. ITIL v2 nabízí 3 úrovnì certifikace: nadace, praktický lékaø a øed by mìly být ve PROSPÌCH postupnì vysazen nový ITIL v3 schématu. ITIL v3 certifikace úrovnì: dation, Intermediate, Expert a Master.

ITIL v3 certifikace nabízí modulární pøístup. Ka dá kvalifikace je Pøiøazení kreditù, tak ú ulu, kandidát odmìòuje Jak certifikaci a poèet kreditù. Na nejni í úrovni - nadace - cena ifikaci kandidátù a 2 kredity. Na støední úrovni, celkem 15 kreditù získaných musíte být. T ou být shroma ïovány buï v " ivotního cyklu", stream, nebo "schopnost", stream, nebo jejich mbinací. Ka dý modul ivotního cyklu a zkou ky je 3 kredity. Ka dý modul a odpovídající sch u ky je 4 kredity. Kandidát na dosa ení Chtít Bude expertní úrovni mají kromì jiných po ada bný poèet kreditù (22). To je provedeno s dvìma z nadací, pak 15 od Intermediate, a koneènì kreditù z "Správa celého ivotního cyklu" zkou ku. Spoleènì celkem 22 kreditù získaných za IL v. 3 Pro odborníky [23].

ITIL Certifikace správní rady (ICMB) Manager ITIL certifikace. Správní rada se skládá ze zá pcù zainteresovaných stran v rámci komunity po celém svìtì. Èlenové pøedstavenstva jsou (i ou omezeny na), zástupci Úøadu UK of Government Commerce (OGC), APM Group (APMG), psací potøeby Office (TSO), V3 zkou ky Panel, zku ební ústavy (EIS) a IT Service International M anagement Forum (itSMF) Uznaný jako skupinu u ivatelù [24].

Od roku 1990, EXIN a ISEB Byly nastavení certifikaèního programu zalo eného ITIL, vývoj a p skytování rùzných ITIL zkou ek na tøech úrovních: Foundation, praktický lékaø a øeditel. EX / ISEB [26] (British Computer Society), dále byli to èas z pouhých dvou poskytovatelù n a svìtì, jeho cílem je vytvoøit zku ební formálnì uznal ITIL certifikace, zkou ky a accréd t ITIL ITIL poskytovatelù kolení po celém svìtì. Tato práva byla získána z OGC, britské st e a majitele ochranných známek ITIL. [Editovat] OGC podepsal na øízení ITIL ochranné známky akreditace poskytovatelù APMG pøezkum v roce 2006. Nyní, po podpisu smlouvy s EXIN, [2 5] BCS / ISEB osvìdèení a jiných orgánù, APMG je úøední zkou kou Them akreditaèními orgány, olení ITIL zkou ky a accrédité poskytovatelù. [Pochvalná zmínka potøebovaný] 20. èervence 2006, OGC podepsal smlouvu se skupinou APM se stát obchodním partnerem ST I pro ITIL akreditaci od 1. ledna 2007 [27]. APMG ITIL verze 3 zvládat zkou ky.

Vede registr dobrovolných APMG ITIL verze 3-certifikované odborníky na jejich úspì ného kan a rejstøíku. [28] Dobrovolná registru ITIL verze 2-certifikovaných lékaøù je provozován ITI tifikace rejstøíku [29]. [Edit] ITIL ® kolíky

To bylo známé tradice letech EXIN písemná zkou ka v IT Management Service (na základì ITIL ení jen výsledkem je certifikát, ale je také doprovázen prezentací kovové kolíky spojené s, hou být ko ile nebo bundy. Odli uje tuto základní odznak s zlatá barva, je ve formì záøí me TIL ®-logo. ITIL ® kolíky skládá z malých diamantù jako to je pøijímán na celém svìtì konst var diamantu o soudr nosti líèí IT prùmyslu (infrastruktura a). Ètyøi rohy PIN symbolizuje visní podpory, poskytování slu eb, infrastruktury a øízení IT. K dispozici jsou tøi barvy pinù ITIL ® V2: 1. Zelená pro certifikát nadace 2. modrá, pro lékaøe osvìdèení 3. sítì pro správce osvìdèení

Zkou ky uchazeèù, kteøí slo ili úspì nì zkou ky na ITIL verze ® 2 pin obdr í pøíslu né osvì své regionální kanceláøi nebo agent. S pøíchodem ITIL V3 ®, existuje nìkolik nových piny z a e úspìchy. Od èervence 2008, EXIN certifikace slu eb a v em poskytne také ITIL ® kolíky n kandidáty, kteøí získali ITIL ® verze 3 certifikáty. Nová kolíky jsou velmi podobné ITIL ® ale ka dé úrovni máte rùzné barevné shodì s ITIL ® Core V3 knihy. [Edit] Organizace

Organizace a certifikace systémù øízení nemù e tvrdit, jak "ITIL-kompatibilní". Organizace, e zavedli ITIL poradenství v oblasti IT Service Management (ITSM), kvìten howeve, bu de mo né dosáhnout shody a snaze po certifikaci podle ISO / IEC 20000. V imnìte si, e tam sou nìkteré významné rozdíly mezi ITIL verze 3 a ISO/IEC20000 [30]

* Uznat jen ISO20000 øízení finanèních aktiv, a to majetek, který zahrnuje "Øízení, org , procesy, znalosti, lidé, informace, aplikace, infrastrukturu a finanèní kapitál", obvy kle pojem "slu by aktiva." Tak e ISO20000 certifikace neøe í øízení "majetek" v tom smyslu * ISO20000 nebude uznávat konfiguraèní systém (CMS) nebo Service systém øízení znalostí , a tak nepotvrzuje nic jiného ne databáze správy konfigurací (CMDB). * Získat ISO20000 certifikaci organizace uznávají bez provedení koncepce ITIL nebo z námou chybu, která je obvykle pova ována za nezbytnou pro ITIL.

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