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, oteven encyklopedie Pejt na: navigace, hledn Tento lnek je veden sekce m e dochzet k nedostatenmu shrnout jeho obsah. Prosm, zva ou k poskytnut pstupn pehled o lnku klovch bod. (Leden 2011) Tento lnek je ve form seznamu, kter m e bt lpe prezentovny pomoc przy. Vy m ete nto lnek k prze, v ppad poteby. Npovda editace je dostupn. (ervenec 2010)

Information Technology Infrastructure Library (ITIL) je informan technologie (IT), kter poskytuje rmec pro zen postup pro informan technologie Services Management (I IT a provozu IT.

ITIL obsahuje podrobn popisy ady vznamnch IT postupy a poskytuje komplexn kontroln se namy, koly a postupy, e ka d IT organizace m e pizpsobit svm potebm. ITIL je zvee z nich ka d zahrnuje sprvu IT tma. Jmna ITIL a IT Infrastructure Library jsou registro an ochrann znmky spolenosti Office Spojenho krlovstv of Government Commerce (OGC). Obsah [Hide] * 1 Historie * 2 Pehled ITIL v2 knihovny o 2,1 Service Support 2.1.1 + Service Desk / dost o slu bu zen + 2.1.2 Incident Management + 2.1.3 Problem Management + 2.1.4 zen zmn # 2.1.4.1 zen zmn terminologie + zen verz 2.1.5 + 2.1.6 Configuration Management o 2,2 poskytovn slu eb

* 3

* 4 * 5 * 6

* 7 * 8 * 9

2.2.1 + Service Level Management + 2.2.2 zen kapacity + 2.2.3 IT slu eb zen kontinuity + 2.2.4 Dostupnost zen + 2.2.5 Finann zen IT slu eb o 2,3 ICT infrastruktury zen + 2.3.1 ICT a plnovn + 2.3.2 zavdn IKT zen + 2.3.3 zen provozu ICT + 2.3.4 ICT Technick podpora o 2,4 zen bezpenosti o 2,5 Application Management o 2,6 Software Asset Management o 2,7 hodl Service Management o 2,8 Mal implementace Pehled ITIL v3 knihovny o 3,1 Strategie slu by o 3,2 nvrhu slu eb o 3.3 Slu ba pechodu o 3,4 za provoz o 3,5 Neustl zlep ovn slu eb (CSI) Kritiky ITIL rmce souvisejcch s ITIL o 5,1 ITIL potomci o 5,2 jinch rmc Certifikace o 6,1 jednotlivci o 6,2 ITIL kolky o 6,3 Organizace Viz tak Reference Extern odkazy

[Editovat] Historie

V reakci na rostouc zvislost na IT, vldy Spojenho krlovstv centrln vpoetn a tele ntura v roce 1980 vyvinul soubor doporuen. Je znmo, e bez standardn postupy, vldnch ntur a soukromho sektoru, smlouvy byly nezvisle na vytven vlastnch IT managementu.

IT Infrastructure Library vznikla jako sbrka knih, z nich ka d zahrne uritou praxi v I T Service Management. ITIL byl postaven kolem roku procesn model zalo en pohled na zen a zen operac asto pipotn k W. Edwards Deming a jeho pln-do-check-Act (PDCA), cykl Po potenm zveejnn v 1989-1996 se poet knih, rychle rostl v ITIL V1 a

pes 30 svazk

Ve kolnm roce 2000/2001, aby ITIL pstupnj (i cenov), ITIL v2 konsolidovan publikac gickch "sad", kter seskupeny souvisejc procesn pokyny, aby odpovdaly rzn aspekty likac a slu eb. Nicmn, to bylo hlavn ohnisko znm jako sady Service Management (Servic upport a Service Delivery), kter byla zdaleka nejpou vanj , obhu, a pochopil z ITIL v2 blikac.

* V dubnu 2001 byl slouen do CCTA Office of Government Commerce (OGC), kancel v e Velk Britnii financ [2]. * V roce 2006 byla publikovna ITIL v2 slovnku. * V kvtnu 2007 se tato organizace vydala verzi 3 ITIL (tak znm jako ITIL Obnovit projekt) se skld z 26 proces a funkc, nyn seskupeny pod jedin 5 dl, uspodanch k truktury cyklu slu by. * V roce 2009, OGC oficiln oznmil, e ITIL v2 certifikace by bt zru eno, a zahjila zshlou konzultaci jak na tom, jak postupovat [3].

[Editovat] Pehled ITIL v2 knihovny Tchto osm ITIL verze 2 knihy a jejich obory jsou: IT Service Management sety 1. Service Support 2. Poskytovn slu eb Ostatn provozn pokyny 3. 4. 5. 6. 7. Sprva infrastruktury informanch a komunikanch technologi zen bezpenosti Obchodnho hlediska Sprva aplikac Software Asset Management

Pomhat pi zavdn ITIL praktik dal kniha vy la (9 dubna 2002), kter bude vodtkem pro taci (zejmna Service Management): 8. Hodl provst Service Management

A to m vce nedvno (26.ledna 2006) byla doplnna pokyny pro men IT zazen, kter nejs ty v pvodnch osmi publikace: 9. ITIL Mal implementace [Editovat] Podpora slu eb

Podpora slu eb [4] ITIL disciplny je zamen na u ivatele z ICT slu eb a je zamena pede i tn toho, aby mli pstup k pslu nm slu bm pro podporu podnikovch funkc.

K podnikn, zkaznci a u ivatel vstupn bod do procesnho modelu. Oni se zapojit do prov odporu: * * * * dost o zmny Potebovat komunikace, aktualizace Pot e, dotazy Reln proces dodn

Funkce service desk jako jedin kontaktn msto pro ppady koncovch u ivatel. Jeho prvn je v dy na "vytvoit" incident. Pokud dojde k pm e en, pokus se vye it ppad na pr e slu ba v recepci nem e vye it ppad, pak je pe la na skupinu na rovni 2nd/3rd v rmc cident. Incidenty mohou zahjit etzec proces: Incident Management, Problem Management, Change Management, zen verz a konfigurac. Tento etzec proces je sledovna pomoc d prvu konfigurac (CMDB), kter zaznamenv ka d proces, a vytv vstupn dokumenty pro t (Quality Management). [Editovat] Service Desk / dost o slu bu zen kolm pat vyizovn incident a po adavk, a poskytuje rozhran pro jin procesy ITSM. hrnuj: * * * * * * Jedin kontaktn msto (SPOC), a ne nutn prvn kontaktn msto (FPOC) Jedin vstupn bod Jedin bod vstupu Snadnj pro zkaznky Integritu dat Efektivn komunikan kanl

Primrn funkce Service Desk pat:

* Incidentu zen: zen ivotnho cyklu v ech po adavk na slu by * Komunikace: dr et zkaznk informovn o prbhu a poradenstv pi e en Service Desk funkce m e mt rzn nzvy, jako napklad:

* Call centrum: hlavn draz na profesionln zpracovn velkch objem hovor z telefo lad transakc * Help Desk: zen, koordinace a e en mimodnch udlost co nejrychleji na primrn * Service Desk, a to nejen se zabv incidenty, problmy a otzky, ale tak poskytuje rozhran pro dal aktivity, jako jsou po adavky na zmny, servisn smlouvy, licence na sof ware, zen rovn slu eb, sprvu konfigurace, dostupnosti, finann zen a zen konti Ti typy konstrukc za platu:

* Local Service Desk: Aby se vyhovlo mstnm podnikatelskm potebm - praktick pouze t doby se astn rznch mstech vy adujcch podporu slu eb Centrln Service Desk: pro organizace, kter maj vce mst - sni uje provozn nklady aln zmnka potebovan] a zlep uje vyu it dostupnch zdroj * Virtual Service Desk: pro organizace, kter maj vce zem msta - mohou bt umstny tupovat odkudkoliv na svt, kvli zlohm [kdy ?] Na vkon st a telekomunikace, sn en [pochvaln zmnka potebovan] a zlep en vyu it dostupnch zdroj [Editovat] Incident Management

Incident Management m za cl obnovit normln provoz slu by tak rychle, jak je to mo n a imalizovat negativn vliv na obchodn operace, co zajist co mo n nejlep rove slu eb, dostupnost jsou zachovny. "Normln provoz slu by" je zde definovna jako provoz slu by v ci dohody o rovni slu eb (SLA) limity. Incident Management lze definovat jako:

"Incident" je njak udlost, kter nen soust standardnho provozu slu by a kter zpso obit, peru en nebo sn en kvality slu by. Clem Incident Management je obnovit normln provoz co nejrychleji s co nejmen m dopadem na obchodn nebo u ivateli, za vhodnou cenu. Hlavn lnek: Incident Management (ITSM) [Editovat] Problem Management

Problem Management m za cl vye it hlavn piny nehod, a tm minimalizovat nepzniv d a problm v podnikn, kter jsou zpsobeny chybami v rmci IT infrastruktury a pedejt o cident, tkajcch se tchto chyb. "Problm" je neznm piny jednoho nebo vce incident je problm, kter je sp n diagnostikovno a pro kter je bu obejt, nebo trval e en . CCTA (Centrln potaov a telekomunikan agentura), definuje problmy a znm chyby t

Problm je stav, asto oznaeny jako vsledek nkolika incident, kter vykazuj spole my. Problmy mohou bt tak oznaeny z jedn vznamn udlosti, kter svd o jedin chyby neznm, ale pro kter je vznamn dopad.

Znm chyba je podmnkou sp nho uren diagnze piny problmu, a nsledn vvoj o Problm zen li od zen incident. Hlavnm clem managementu je problm najt a vye dal mu incidentu, el zen incident se vrtit k normln rovni slu eb co nejdve, s d.

Problm proces zen m sn it poet a zva nost incident a problm na business, a zprv k dispozici pro prvn linii a druhm dku help desk. Aktivn proces identifikuje a e p dve, ne nastane situace. Tyto postupy zahrnuj:

* Analza trend; * Zamen podpory akce; * Poskytovn informac o organizaci

Chyba pi zen procesu opakovan diagnzy znm chyby, dokud nejsou odstranny sp n pr zen procesu zen zmn.

Problm procesu zen m za cl e it problmy v efektivnm zpsobem. Problm zen ident d a zprv, kter se Service Desk. Dal aktivity jsou: * Problm identifikace a evidence * Problm klasifikace * Problm vy etovn a diagnostiky

Technika pro uren piny problmu, je pou it diagramu Ishikawa, oznaovan tak jako p agram, stromov diagram, nebo Fishbone diagram. Alternativn lze formln analzu pin me jako pina koenov Apollo Analza bt zavedeny a pou vny k uren piny a e en. roj poskytne nejefektivnj / efektivn e en pro problmy v procesu Problem Management. [Editovat] zen zmn

zen zmn je zajistit, aby standardizovan metody a postupy se pou vaj pro efektivn zp h zmn, Hlavn lnek: Zmna Management (ITSM)

Zmna je "udlost, kter vede k novm postavenm jedn nebo vce konfiguranch polo ek (CI aln zmnka potebovan] schvlen vedenm, nkladov efektivn, zvy uje zmny podnikovch - s minimlnm rizikem pro IT infrastrukturu. Hlavnm clem zen zmny pat: * Minimlnm peru enm slu eb * Sn en back-innosti * Hospodrn vyu vn zdroj podl na zmn [Editovat] zen zmn terminologie * Zmna: * dost zznam daj * Pedn

pidn, zmn nebo odstrann KI o zmnu (RFC), nebo ve star terminologii Po adavek na zmnu (CR): tvo se p o dosti o zmnu a je posln jako vstup pro zen zmn v oblasti zmny adat Pln zmn (FSC): Program, kter obsahuje daje o v ech nadchzejcch zmn.

[Editovat] zen verz

zen verz je pou vn tm migrac softwaru na platform nezvisl a automatickou distrib a hardwaru, vetn licence kontroly v rmci cel IT infrastruktury. Sprvn softwarov a ha arov ovldn zaji uje dostupnost licenc, zkou ky a certifikovan verze software a hardw er funguje jak m, kdy se zavd do stvajc infrastruktury. Kontrola kvality pi vvoji entaci novho hardwaru a softwaru je tak povinnost verz. To zaruuje, e ve ker software luje po adavky na podnikov procesy. Cle zen verz pat: * * * *

Plnovn zavdn software Nvrh a implementace postup pro distribuci a instalaci zmny v systmech IT Efektivn komunikace a zen oekvn zkaznka pi plnovn a zavdn novch ver zen distribuce a instalace zmny v systmech IT

zen verz se zamuje na ochranu

ivotnho prosted a jeho ivch slu eb pomoc formln

Uvolnte se skld z novch nebo zmnnch software a / nebo hardware pro realizaci schvle

. Kategorie uvolovn pat:

* Hlavn verze softwaru a hardwaru hlavn, obvykle obsahujc velk mno stv novch fun nich nkter mohou zashnout e problmy nadbyten. Hlavn upgrade nebo verzi se obvykl v echny pedchoz drobn vylep en, uvoluje a havarijn opravy. * Men verze softwaru a hardwaru, obvykle obsahujc mal opravy a vylep en, z nich ohou ji byly vydny jako nouzov opravy. Men aktualizaci nebo verzi se obvykle nahrazuj e v echny pedchoz dle it opravy. * Nouzov softwarov a hardwarov opravy, obvykle obsahujc opravy mal poet znmch Zprvy mohou bt rozdleny na zklad vydn jednotky do:

* Delta verze: verze pouze t sti software, kter byl zmnn. Napklad, bezpenostn * Pln verze: cel softwarov program je nasazen, napklad novou verzi stvajc aplik * Vetn obalu vydn: kombinace mnoha zmn, napklad bitov kopie operanho systmu, je specifick aplikace. [Editovat] Configuration Management

Configuration Management je zen a sledovn ka dho aspektu konfigurace od zatku a do zahrnuje nsledujc klov procesn oblasti pod jej z titou: identifikaci, plnovn , dr bu, proces, kter sleduje v echny jednotliv konfiguran polo ky (CI), vytvoen s pou itm v ces v oblasti systmu. [Editovat] poskytovn slu eb

Poskytovn slu by [5] disciplna se zamuje na aktivn slu by informanch a komunikanc us pinst poskytovat dostatenou podporu pro podnikov u ivatele. Zamuje se na podnikn znk ICT slu eb (srovnej s: Service Support). Disciplna se skld z nsledujcch postup, vtleno v odstavcch n e: * * * * * Service Level Management zen kapacity IT slu eb zen kontinuity Dostupnost zen Finann zen

[Editovat] Service Level Management

Service Level Management zaji uje kontinuln identifikaci, sledovn a hodnocen rovn I uvedench v dohodch o rovni slu eb (SLA). Service Level Management zaruuje, e opaten na mst s internm IT podpora poskytovatelm a externch dodavatel ve form operativn r d (OLAS) a budou podporovat smlouvy (UCS), resp. Tento proces zahrnuje posouzen d opadu zmn na kvalitu slu eb a SLA. Service Level Management proces je v zk souvislost i s operativnmi postupy pro zen jejich innosti. stedn role managementu Service Leve e pirozen msto pro metriky maj bt stanoveny a sledovny na mtko.

Service Level Management je primrn rozhran se zkaznkem (na rozdl od u ivatel obsluhu rvice Desk). Service Level Management je zodpovdn za:

* Zaji tn toho, e se shodli na tom slu by jsou poskytovny, kdy a kde maj bt * Styk s dostupnost zen, zen kapacity, Incident Management a Problem Management, y zajistily, e po adovan rovn a kvality slu eb dosa eno v rmci zdroj souhlasil s fina * Vytven a udr ovn katalogu slu eb (seznam standardnch slu eb IT a mo nosti dohod zici pro zkaznky) * Zaji tn toho, e je to vhodn, plny kontinuity slu eb existuj pro podporu podnik kontinuitu po adavky.

Service Level mana er spolh na jin oblasti procesu poskytovn slu eb poskytnout nezbytn podporu, kter zaji uje dohodnut slu by jsou poskytovny v nkladov efektivn, bezpen [Editovat] zen kapacity

zen kapacit podporuje optimln a nkladov efektivn poskytovn IT slu eb pomh organ ich IT prostedk na obchodn po adavky. Na vysok rovni aktivity pat: * * * * * * * Aplikace Velikosti Workload Management zen poptvky Modelovn Plnovn kapacit zen zdroj Performance Management

[Editovat] IT slu eb zen kontinuity

IT slu by zen kontinuity zahrnuje procesy, kter se plnuje umstit na mst a zajistit, mohou zotavit a pokraovat i po v nm incidentu. Nen to jen o reaktivn opaten, ale tak ivn opaten - sn en rizika katastrof v prvnm stupni.

zen kontinuity je pozorovn aplikace majitel vyu it IT infrastruktury vyu vna k doru ces, ale od roku 2009 [aktualizace] mnoho podnik praxi mnohem rozshlej procesu plnovn ontinuity podnikn (BCP), aby bylo zaji tno, e cel end-to-end podnikovch proces m e by ml v n incident se vyskytuj (na primrn rovni podpory). Kontinuita zen zahrnuje nsledujc zkladn kroky: * Upednostnn innosti m bt vrcena provedenm obchodn dopad analza (BIA) * Proveden hodnocen rizik (aka analzy rizik) pro ka dou ze slu eb IT pro identifika ci aktiv, hrozeb, zranitelnosti a protiopaten pro ka dou slu bu. * Vyhodnocen mo nosti obnovy * Vroba Pohotovostn pln * Testovn, kontrola a revize plnu pravideln [Editovat] Dostupnost zen

Dostupnost cle zen umo uje organizacm udr et IT slu by, dostupnost pro podporu podnik nklady. Na vysok rovni aktivity Uvdomte si po adavky na dostupnost, sestavit Dostupnos t plnovat, sledovat dostupnost a sledovat vy ivovac povinnosti. Dostupnost zen se zamuje na schopnost IT komponenty vystoupen na dohodnut rovni po dobu.

* Spolehlivost: Schopnost IT komponenty vystoupen na dohodnut rovni za popsanch podmnek. * Udr ovatelnost: schopnost IT komponenty zstat, nebo bt obnoven do provoznho sta vu. * Pou itelnost: mo nost pro extern dodavatele zachovat dostupnost komponenty nebo funkce v rmci tet strany smlouvy. * Odolnost: mra svobody od porucha a zpsobu veden slu by spolehliv. Jedna populrn toda odolnosti je redundance. * Bezpenost: Slu ba m e mt souvisejcch daj. Bezpenost se vztahuje k zachovn d ity a dostupnosti tchto daj. Dostupnost dv jasn pehled o end-to-end dostupnosti syst [Editovat] Finann zen IT slu eb Hlavn lnek: Finann zen IT slu eb (ITSM)

Finann zen IT zahrnuje disciplnu zajistit, aby IT infrastruktura je zskat co nejefek

nj ceny (co nutn neznamen, nejlevnj ) a vpotu nklad na poskytovn IT slu eb a ozumli, nklady na jeho IT slu eb. Tyto nklady pak mohou bt vymhny na zkaznkovi slu je druh soust procesu poskytovn slu eb. [Editovat] Sprva infrastruktury informanch a komunikanch technologi ICT infrastruktury [6] ("ICT" je zkratka pro "informan a komunikan technologie") zpr acovv doporuit nejlep praxi pro poteby analzy, plnovn, design, nasazen a sprvu c a technick podpora ICT infrastruktury. Procesy Sprva infrastruktury popisuje tyto procesy v ITIL, kter pmo souvis s ICT vyba ven a softwaru, kter se podl na poskytovn ICT slu eb pro zkaznky. * * * * ICT a plnovn Zavdn IKT ICT slu eb ICT Technick podpora

Tyto disciplny jsou mn prozkoumny ne Service Managementu, a proto asto nkter z jeji sahu, je vil bt pokryt "implicitn" v mana ersk disciplny Service. [Editovat] ICT a plnovn

Informanch a komunikanch technologi a plnovn poskytuje rmec a pstup pro strategi k a plnovn infrastruktury informanch a komunikanch technologi. Obsahuje potebn k dnikn (a celkov) strategii, s technickm designem a architekturou. Informanch a komuni anch technologi a plnovn d i nkupu novch ICT e en, pes vrobu Prohl en o po bdek ("ITT") a je zodpovdn za zahjen a zen program ICT pro strategick zmny ve fi y z nvrhu a plnovn: * * * * ICT strategie, politiky a plny ICT celkov architektura a Management Architecture Studie proveditelnosti, ITTs a SORs Obchodn ppady

[Editovat] zavdn IKT zen

Zavdn IKT poskytuje rmec pro sp n zen navrhnout, postavit, testovat a roll-out (n jekty v rmci celkovho programu ICT. To zahrnuje mnoho obor zen projekt spolenho s , ale m ir zamen, aby zahrnovala potebn integrace sprvy verz, a to jak funkn a [Editovat] zen provozu ICT

zen provozu ICT poskytuje ze dne na den technick dozor infrastruktury informanch a ko unikanch technologi. asto zamovna s lohou Incident Management od servisn podporu o technickch chyb a se netk pouze nahls u ivateli, ale s udlost generovanch nebo zaz infrastruktury. Provozu ICT m e asto zce spolu Incident Management a Service Desk, kt er nejsou nutn-technick, aby "Operace Bridge". Operace by v ak v prvn ad prce z doku van procesy a postupy a mly by se soustedit na adu konkrtnch dlch proces, jako js plnovn loh, zlohovn a obnoven, monitoring st / Management, systm monitorovn / abz / Sprva lo i t Monitoring / Management. Operace je odpovdn za nsledujc: * * * * * * Stabiln, bezpen ICT ??infrastruktury Proud, aktuln provozn dokumentace knihovny ("ODL") Zznamy o provoznch udlostech dr ba provoznho monitorovn a sprvu. Provozn skripty Provozn postupy

[Editovat] Technick podpora informanch a komunikanch technologi

ICT Technick podpora je odborn technick funkce v oblasti infrastruktury informanch a komunikanch technologi v rmci. Pedev m jako podpora pro jin procesy, a to jak v ze

uktury a sprvy slu eb, technick podpora poskytuje adu odbornch funkc: Vzkum a hodnoce arket Intelligence (zejmna pro navrhovn a plnovn a zen kapacity), oven konceptu tv, odborn odborn znalosti (pedev m na operace a Problem Management), tvorba dokumenta e (snad pro provozn dokumentaci knihovny nebo znm chyby databze). Existuj rzn rovn y v rmci struktury ITIL, co jsou zkladn podpory na rovni sekundrn a tercirn rovn dporu na rovni, na vy rovni sprvce je zodpovdn za podporu na primrn rovni. [Editovat] Sprva zabezpeen Hlavn lnek: ITIL zen bezpenosti

ITIL procesu zen bezpenosti [7] popisuje instalaci strukturovan informan bezpenosti rganizace. ITIL zen bezpenosti je zalo en na kodexu pro zen bezpenosti informac ny SO / IEC 27002.

Zkladnm clem zen bezpenosti je zaji tn dostaten bezpenosti informac. Hlavnm c , podle poad, je chrnit informan aktiva ped riziky, a tak udr ovat jejich hodnotu pro ganizaci. Toto je obyejn vyjdeno v podmnkch zaji tn jejich dvrnosti, integrity a , spolu s pbuznmi vlastnostmi a cle, jako je autentinost, odpovdnost, nepopiratelnost a spolehlivost.

Slcm tlakem, pro mnoho organizac, aby struktura jejich systmu zen bezpenosti infor e normy ISO / IEC 27001 vy aduje revizi ITIL v2 objemu zen bezpenosti, a opravdu v3 ve rzi se pracuje. [Editovat] Sprva aplikac

ITIL Application Management [8] zahrnuje soubor osvdench postup navr ench pro zlep en ov kvality IT vvoj softwaru a podporu prostednictvm ivotnho cyklu projekt vvoje sof , se zvl tnm zetelem na shroma ovn a definovn po adavk, kter odpovdaj obchodn Tento objem se vztahuje k tmatm softwarovho in enrstv a IT Portfolio Management. [Editovat] Software Asset Management

Software Asset Management (SAM) je praxe integraci lid, proces a technologi, kter um o n vyu it softwarovch licenc a systematicky sledovat, hodnotit a dit. Clem SAM je s na IT, lidskch zdroj nad hlavou a rizika spojen s vlastnictvm a sprvou softwarovch ak iv. SAM praktiky pat: * Sprvu softwarovch licenc souladu * Sledovn zsob a pou it softwarovch aktiv * Udr en standardn zsady a postupy okol definice, nasazen, konfiguraci, pou it a softwarovch aktiv a konen softwarov knihovny.

SAM pedstavuje soust IT software asset managementu. To zahrnuje hardware pro sprvu a ktiv, proto e efektivn kontroly hardwaru zsob jsou kritick pro sil o kontrolu software To znamen, e dohl na software a hardware, kter zahrnuje organizace pota a st. [Editovat] hodl Service Management Hlavn lnek: ITIL hodl sprvy slu eb

Disciplny ITIL - hodl Sprva slu eb [9] se sna poskytovat praktickho lkae s rmec pr iness poteb a po adavk na zaji tn. Postupy a pstupy, kter maj sdlo ve pokyny nazna program na zlep en slu eb (CSIP) jako zklad pro implementaci ITIL jin disciplny jako pr jekty v rmci zen pracovn program. Plnuje zavst Service Management se zamuje pedev y Service Management, ale plat i obecn pro jin disciplny ITIL. Komponenty pat: * * * * Vytvoen vize Analzy organizace Stanoven cl Implementace IT Service Management

[Editovat] Mal implementace

ITIL Mal provdn [10] poskytuje pstup k ITIL rmec pro provdn men ch jednotek nebo n se pedev m o pomocn prce, kter zahrnuje mnoho ze stejnch zsad osvdench postup ce Management, Service Support, a poskytovn slu eb, ale obsahuje dal nvod na kombinaci rol a odpovdnosti, a vyhnout se konfliktu mezi prioritami ITIL. [Editovat] Pehled ITIL v3 knihovny

ITIL v3 je roz en ITIL v2 a pln nahrad jej po skonen lhty pro odstoupen od 30. er ]. ITIL v3 poskytuje ucelenj pohled na cel ivotn cyklus slu eb, pokrvajc cel IT o podprn komponenty potebn pro poskytovn slu eb zkaznkovi, zatmco v2 zamen na sp kter pmo souvis s poskytovnm slu eb a podpory. Vt ina v2 aktivity zstaly nedoteny ter vznamn zmny v terminologii byly zavedeny s clem usnadnit expanzi. Pt svazk obsahuje ITIL v3, publikovan v kvtnu 2007: 1. 2. 3. 4. 5. ITIL ITIL ITIL ITIL ITIL strategie slu eb [11] design slu eb [12] slu eb pechodu [13] za provoz [14] Neustl zlep ovn slu eb [15]

[Editovat] Strategie slu by

Jako centrum a poten bod pro ITIL ivotnm cyklem, slu eb ITIL strategie objemu [11] po tuje nvod k vyjasnn a stanoven priorit poskytovatele slu eb investic v oblasti slu eb. e obecn, servisn strategie se zamuje na pomoc IT organizacm zlep it a rozvjet v dlouh bm horizontu. V obou ppadech, servis strategie se opr pedev m o tr n orientovanho a zahrnuj slu by hodnot definice business-case rozvoj slu eb majetek, analzy trhu, a dr uhy slu eb. Seznam proces, kter: * Sprv portfolia * zen poptvky * Finann zen IT [Editovat] nvrhu slu eb

Slu ba ITIL design objemu [12] dobr praxe pokyny k nvrhu IT slu eb, proces a dal ch asp tohoto sil pro sprvu slu eb. Je pznan, e je design v rmci ITIL chpat tak, aby zah ny aspekty tkajc se poskytovn technologickch slu eb, sp e ne se zamit pouze na n samotn. Jako takov, nvrh slu eb e , jak plnovan servisn e en, spolupracuje s vt rosted, servis dcch systm nezbytn pro podporu slu eb, proces, kter se vzjemn o technologie a architektury nutn pro podporu slu eb a dodavatelsk etzec nezbytn pro pod oru plnovan slu by. V rmci ITIL v2, projekn prce na IT slu by je zahrnuty do jednoho lu eb Design (SDP). Design slu eb balky, spolu s dal mi informacemi o slu bch, jsou spr v rmci slu by katalog. Seznam proces, kter: * * * * * * * * * * KATALOG SLU EB zen Service Level Management zen rizik zen kapacity Dostupnost zen IT slu eb zen kontinuity zen informan bezpenosti Compliance Management IT architektury zen zen dodavatel

[Editovat] Slu ba pechodu

Servisn pechod, jak je popsno pechodem slu eb ITIL objemu [13] se vztahuje na poskytov slu eb po adovanch firmy do ivho / provozn vyu it, a asto zahrnuje "projekt" strany s " (za b nch podmnek ). Tato oblast zahrnuje tak tmata, jako jsou zen zmny "Bau" pr Seznam proces: * Slu ba Asset a Configuration Management * Slu ba ovovn a zkou en * Hodnocen * Release management * zen zmn * Znalostn 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

Doporuen postupy pro dosa en poskytovn slu eb dohodly ob rovn koncovch u ivatel a se vztahuj k tm, kte individuos platit za slu by a sjednat SLA). Provoz slu by, jak je popsno v nvodu slu eb ITIL objemu [14], je soust slu eb a ivotnho cyklu Kde je hodno uten dodan. Tak sledovn problm mezi slu by a spolehlivost za pijatelnou cenu a tak brny v vahu. Funkce zahrnuj technickou sprvu, sprvu aplikac, zen provozu a Servic stejn jako, odpovdnost za ast na zamstnance za provoz. Seznam proces: * * * * * Event Management Incident Management Problem Management. dost o plnn zen pstupu

[Edit] Neustl zlep ovn slu eb (CSI)

Zarovnn a nov strategie IT slu eb mncm se potebm podniku (Vzhledem k tomu, zastaven okles).

Neustl zlep ovn slu eb, ITIL jsou definovny v neustlm zlep ovn slu eb objemu [15] a pestavt AIMS IT slu by na mnc se podnikatelsk tm, identifikaci a realizaci poteb u eb IT podpora obchodnch proces,. Pohledu I na podnikn zlep en je kvalita slu by po kdy CSI AIMS procesu zvy ovn efektivnosti, innosti a nkladov efektivity IT Process P ou dobu ivotnho cyklu. Chcete-li spravovat zlep en by CSI Jasn definovat ovldat a co j teba mit.

Teba pova ovat CSI stejn jako v echny ostatn slu by praxe. [Editovat] Je nutn se pedem vzdlvn a zvy ovn povdom, Prb n plnovn, vytvoil role, vlastnictv pidleno, lnovna a plnovanch aktivit, jak jsou definovny s procesem, vstupy, vstupy rol a gene sestav. Seznam proces: * Service Level Management * Men a vykazovn slu eb

Neustl zlep ovn slu eb * [Upravit peklad] Kritiky ITIL ITIL byl kritizovan na nkolika frontch, vetn: * Knihy nejsou dostupn pro non-komern u ivatele * Provdn vy aduje zvl tn kolen a credentialing * Debata spadajc ITSM ITIL nebo BSM rmc

Rob England (tak znm jako "IT skeptika") kritizovali chrnnou prodn ITIL a vlastn [ na vydavatele, OGC, ITIL uvolnit pod Open Licence vldy (OGL) [4]

CIO Magazine sloupka Dean Meyer rovn pedstaveny nkter maj odstra ujc nzory ITIL [ trahy Jako "stv otrokem zastaral definice" a "Pronjem ITIL State nbo enstv." Jak jse uvd, e "... to nepopisuje kompletn adu proces je teba na svtov rovni. ... To se z obhajc zen slu eb."

V przkumu z roku 2004 podle nvrhu Noel Bruton (autor knihy "Jak dit IT Helpdesk" a " Sprva IT slu by proces"), organizace pijet ITIL Jejich byli po dni, aby se vztahuj pr zku enosti pi zavdn ITIL. Sedmdest sedm procent respondent przkumu, nebo bu siln nzorem souhlasil, e "ITIL nem v echny odpovdi." Pijmout tento exponenty ITIL, ITIL st citovat zmr bt non-normativn, oekvaj, aby se zapojily organizace s ji existujc mo es ITIL proces. To, e bere na vdom, Bruton tvrd, e non-prescriptiveness mus v nejle en z rozsahu ne absolutn zmr, pro velmi popis souboru uritch proces samo o sob je f pedpisu [17]. Zatmco ITIL zabv do hloubky rzn aspekty zen slu eb, ale nee bky. Mnoho nedostatk pi realizaci ITIL nejed nutn jen kvli chyb u i aspekty zen podniku slu eb, ale sp e architektonickm rmci hlavnm zamenm na Service Management, ITIL m omezenou pomcku v rise Designer, nebo jak se zptn do nvrhu podnikov architektury.

podnikov Takov arc v o realizaci projekt ir , kter se nachz zen patn architek

zce souvis s Architektonick kritiky, ITIL nee podnikov aplikace, kter b pmo na uru, normy, to dl vce usnadnit spoluprci pracovn vztah mezi rozvojem a provoznch tm nd smrem k u vztah mezi pracovn se nazv rozvoj a provoz: DevOps. Tento trend souvis likac uvolnit zv en rychlosti a pijet metodiky Agile Software Development. Tradin sp u eb zpas, aby mly postupy aplikan podpory zv en uvolovn sazeb - kvli nedostatku - a / nebo velmi slo it podnikov architektury.

Nkte vzkumnci ITIL skupina s Lean, Six Sigma a Agile IT operac. [Editovat] Pou it te y Six Sigma do ITIL pin in enrsk pstup k rmec ITIL je. Pou it Lean techniky podpo p ovn osvdench postup ITIL je. Howeve, ITIL nen vlastn transformace zpsobu, obvykl o nabz. teni mus najt a spojit Tato metoda. Nkte vrobci tak soust diskuze o tace ITIL Kdy napklad "Lean-ITIL." [Pochvaln zmnka potebovan] Prvn nsledky iniciat L pidat nklad lachy se Vhody zaslben jako budouc dodvku. [Editovat] ITIL nen Poku eln metody "out of the box" k identifikaci a clov odpadu, nebo dokument hodnoty pro zkaznka proud podle po adavk thl, men spokojenosti zkaznk. [kdo?] [Edit] V souvislosti s ITIL rmce Poet rmce existuj v oblasti IT Service Management ITIL vedle. [Edit] Potomci ITIL

Microsoft Operations Framework (MOF) je zalo ena na ITIL v2. Zatmco ITIL Zmrn se sna a platform agnostik, je uren MF spolenosti Microsoft o zaji tn spolenho rmce pro ukt. Microsoft se mapovny na ITIL MF jako soust dokumentace rmce [18].

Britsk vzdlvac agentura pro komunikaci a technologie (BECTA) jako podklad pro jejich vvoj ITIL rmce pro technick podpory informanch a komunikanch technologi (zchvaty) h clem bylo vypracovat rmec pro vhodn pro britsk koly, kter maj asto velmi mal IT

talo se nezvisl od BECTA zapad do roku 2009. [Editovat] Rmce

ITIL je ekvivalentn rozsahu obecn ISO / IEC 20000 (dve BS 15000) [19]. I kdy to nen m aby organizace, kter maj bt certifikovny jako ITIL Bt kompatibiln, certifikace organ zace je k dispozici pro ISO20000 [5] .

COBIT je rmec zen IT a sada nstroj vyvinut ISACA podporovat. Bt ISACA Zobrazit jako nk ITIL COBIT. Vid COBIT jako sprva a zabezpeen poskytovn role a zrove poskytuje n n slu eb ITIL [20].

Vylep en provoz Telecom Mapa eTOM vydan TeleManagement frum nabz rmec zamen na pos e telekomunikanch slu eb. Ve spojen sil TM Forum itSMF a vyvinul Aplikan poznmka k B921), kter ukazuje, jak mohou bt tyto dva rmce je mapovn ke ka dmu jin. Zabv se ja eTOM proces prvky a tee bt pou ity na podporu vymezen v ITIL. [21] [22] IBM Tivoli Unified Process (TUIP) je v souladu s ITIL, ale je ptomna jako kompletn, konzistentn modelu integrovan proces s produkty IBM. [Edit] Certifikace [Edit] Jednotlivci ITIL Foundation potvrzen PIN.

Certifikace se li mezi ITIL v2 a v3 ITIL v2 a most certifikan testy nechat majitele pechod na nov program. ITIL v2 nabz 3 rovn certifikace: nadace, praktick lka a ed by mly bt ve PROSPCH postupn vysazen nov ITIL v3 schmatu. ITIL v3 certifikace rovn: dation, Intermediate, Expert a Master.

ITIL v3 certifikace nabz modulrn pstup. Ka d kvalifikace je Piazen kredit, tak ulu, kandidt odmuje Jak certifikaci a poet kredit. Na nejni rovni - nadace - cena ifikaci kandidt a 2 kredity. Na stedn rovni, celkem 15 kredit zskanch muste bt. T ou bt shroma ovny bu v " ivotnho cyklu", stream, nebo "schopnost", stream, nebo jejich mbinac. Ka d modul ivotnho cyklu a zkou ky je 3 kredity. Ka d modul a odpovdajc sch u ky je 4 kredity. Kandidt na dosa en Chtt Bude expertn rovni maj krom jinch po ada bn poet kredit (22). To je provedeno s dvma z nadac, pak 15 od Intermediate, a konen kredit z "Sprva celho ivotnho cyklu" zkou ku. Spolen celkem 22 kredit zskanch za IL v. 3 Pro odbornky [23].

ITIL Certifikace sprvn rady (ICMB) Manager ITIL certifikace. Sprvn rada se skld ze z pc zainteresovanch stran v rmci komunity po celm svt. lenov pedstavenstva jsou (i ou omezeny na), zstupci adu UK of Government Commerce (OGC), APM Group (APMG), psac poteby Office (TSO), V3 zkou ky Panel, zku ebn stavy (EIS) a IT Service International M anagement Forum (itSMF) Uznan jako skupinu u ivatel [24].

Od roku 1990, EXIN a ISEB Byly nastaven certifikanho programu zalo enho ITIL, vvoj a p skytovn rznch ITIL zkou ek na tech rovnch: Foundation, praktick lka a editel. EX / ISEB [26] (British Computer Society), dle byli to as z pouhch dvou poskytovatel n a svt, jeho clem je vytvoit zku ebn formln uznal ITIL certifikace, zkou ky a accrd t ITIL ITIL poskytovatel kolen po celm svt. Tato prva byla zskna z OGC, britsk st e a majitele ochrannch znmek ITIL. [Editovat] OGC podepsal na zen ITIL ochrann znmky akreditace poskytovatel APMG pezkum v roce 2006. Nyn, po podpisu smlouvy s EXIN, [2 5] BCS / ISEB osvden a jinch orgn, APMG je edn zkou kou Them akreditanmi orgny, olen ITIL zkou ky a accrdit poskytovatel. [Pochvaln zmnka potebovan] 20. ervence 2006, OGC podepsal smlouvu se skupinou APM se stt obchodnm partnerem ST I pro ITIL akreditaci od 1. ledna 2007 [27]. APMG ITIL verze 3 zvldat zkou ky.

Vede registr dobrovolnch APMG ITIL verze 3-certifikovan odbornky na jejich sp nho kan a rejstku. [28] Dobrovoln registru ITIL verze 2-certifikovanch lka je provozovn ITI tifikace rejstku [29]. [Edit] ITIL kolky

To bylo znm tradice letech EXIN psemn zkou ka v IT Management Service (na zklad ITIL en jen vsledkem je certifikt, ale je tak doprovzen prezentac kovov kolky spojen s, hou bt ko ile nebo bundy. Odli uje tuto zkladn odznak s zlat barva, je ve form z me TIL -logo. ITIL kolky skld z malch diamant jako to je pijmn na celm svt konst var diamantu o soudr nosti l IT prmyslu (infrastruktura a). tyi rohy PIN symbolizuje visn podpory, poskytovn slu eb, infrastruktury a zen IT. K dispozici jsou ti barvy pin ITIL V2: 1. Zelen pro certifikt nadace 2. modr, pro lkae osvden 3. st pro sprvce osvden

Zkou ky uchaze, kte slo ili sp n zkou ky na ITIL verze 2 pin obdr pslu n osv sv regionln kanceli nebo agent. S pchodem ITIL V3 , existuje nkolik novch piny z a e spchy. Od ervence 2008, EXIN certifikace slu eb a v em poskytne tak ITIL kolky n kandidty, kte zskali ITIL verze 3 certifikty. Nov kolky jsou velmi podobn ITIL ale ka d rovni mte rzn barevn shod s ITIL Core V3 knihy. [Edit] Organizace

Organizace a certifikace systm zen nem e tvrdit, jak "ITIL-kompatibiln". Organizace, e zavedli ITIL poradenstv v oblasti IT Service Management (ITSM), kvten howeve, bu de mo n doshnout shody a snaze po certifikaci podle ISO / IEC 20000. V imnte si, e tam sou nkter vznamn rozdly mezi ITIL verze 3 a ISO/IEC20000 [30]

* Uznat jen ISO20000 zen finannch aktiv, a to majetek, kter zahrnuje "zen, org , procesy, znalosti, lid, informace, aplikace, infrastrukturu a finann kapitl", obvy kle pojem "slu by aktiva." Tak e ISO20000 certifikace nee zen "majetek" v tom smyslu * ISO20000 nebude uznvat konfiguran systm (CMS) nebo Service systm zen znalost , a tak nepotvrzuje nic jinho ne databze sprvy konfigurac (CMDB). * Zskat ISO20000 certifikaci organizace uznvaj bez proveden koncepce ITIL nebo z nmou chybu, kter je obvykle pova ovna za nezbytnou pro ITIL.