Slide 5 

1972: IBM starts research on quality service delivery called Information Systems Management Architecture (ISMA).1980: IBM publishes Volume I of the IBM Management series titled "A management System for the Information Business", first public edition of ISMA.1986: CCTA authorizes a program to develop a common set of operational guidance with the objective of increasing efficiencies in Government IT.1988: "Government Infrastructure Management Method (GITMM)", is formalized and issued as 'guidelines' for Government IT operations in the UK focused on Service Level Management. Same year, the development team was expanded and work continued on Cost, Capacity, and Availability.1989: GITMM title is inadequate. It is not a method, (last M), and it should lose its G letter in order to be marketable out of government. Renamed to ITIL.1989: First 'ITIL' book published, Service Level Management, then Help Desk (incorporating the concepts of Incident Management), Contingency Planning, and Change Management. Books had 50-70 pages.1990: Problem Management, Configuration Management and Cost Management for IT Services published.1991: Published - Software Control & Distribution, on 89 pages.1992: Availability Management, 69 pages.1996: (July) First ITIL Service Manager class delivered in US by US company, ITSMI, 16 attended, 10 candidates, nine passes, one distinction, first US company authorized as an ITIL accredited course provider - ITSMI.1997: Customer focused update to the Service Level Management book, 106 pages.1997: ITIMF legally becomes what we know today as the IT Service Management Forum (itSMF UK).2000: Service Support V2 published, 306 pages.2001: Service Delivery V2 published, 376 pages.2001: CCTA became a part of the Office of Government Commerce (OGC)2002: Application Management, 158 pages, Planning to Implement IT Service Management, 208 pages and ICT Infrastructure Management, 283 pages, published.2003: Software Asset Management, 146 pages, published.2004: Business Perspective: The IS View on Delivering Services to the Business, published, 180 pages.
2006: (June) ITIL Glossary V2 published
2006: (June) APM Group Limited announced as preferred bidder of ITIL accreditation & certification program, over the itSMF International (expectant winner)2007: (May) ITIL V3 five core books published.2011: (July) ITIL 2011 update published.
 
Let's analyse this timeline a bit:ITIL V1 was rather similar to IBM's ISMA, especially in support/delivery domain. Core ITIL V2 books did not differ much from ITIL V1. Only a few processes were altered slightly, but the focus and perspective was pretty much unchanged. And this process lasted for some 20 years.ITIL V3 approximately doubled the scope, almost tripled the number of processes and functions and introduced a few new dimensions and perspectives. We have the first set of core books now, but a lot of time will be needed to develop all the complementary books, to groom and mature the training materials and to polish best implementation practices.ITIL 2011 books grew 57% in weight and 46% in number of pages due to rewrite and redesign (larger font).


RELATED MATERIAL

Apart from the ISO/IEC 20000 standard, ITIL is also complementary to many other standards, frameworks and approaches. No one of these items will provide everything that an enterprise will wish to use in developing and managing their business. The secret is to draw on them for their insight and guidance as appropriate. Among the many such complementary approaches are:
Balanced scorecard: A management tool developed by Dr Robert Kaplan and Dr David Norton. A balanced scorecard enables a strategy to be broken down into key performance indicators (KPIs). Performance against the KPIs is used to demonstrate how well the strategy is being achieved. A balanced scorecard has four major areas, each of which are considered at different levels of detail throughout the organisation.
COBIT: Control OBjectives for Information and related Technology provides guidance and best practice for the management of IT processes. COBIT is published by the IT Governance Institute.
CMMI-SVC: Capability Maturity Model Integration is a process improvement approach that gives organisations the essential elements for effective process improvement. CMMI-SVC is a variant aimed at service establishment, management and delivery.
EFQM: The European Foundation for Quality Management is a framework for organisational management systems.
eSCM–SP: eSourcing Capability Model for Service Providers is a framework to help IT service providers develop their IT service management capabilities from a service sourcing perspective.
ISO 9000: A generic quality management standard, with which ISO/IEC 20000 is aligned.
ISO/IEC 19770: Software Asset Management standard, which is aligned with ISO/IEC 20000.
ISO/IEC 27001: ISO Specification for Information Security Management. The corresponding code of practice is ISO/IEC 17799.
Lean: a production practice centred around creating more value with less work.
PRINCE2: The standard UK government methodology for project management.
SOX: the Sarbanes–Oxley framework for corporate governance.
Six Sigma: a business management strategy, initially implemented by Motorola, which today enjoys widespread application in many sectors of industry.


Slide 7

The term ‘best practice’ generally refers to the ‘best possible way of doing something’. As a concept, it was first raised as long ago as 1919, but it was popularised in the 1980s through Tom Peters’ books on business management.The idea behind best practice is that one creates a specification for what is accepted by a wide community as being the best approach for any given situation. Then, one can compare actual job performance against these best practices and determine whether the job performance was lacking in quality somehow. Alternatively, the specification for best practices may need updating to include lessons learned from the job performance being graded.Enterprises should not be trying to ‘implement’ any specific best practice, but adapting and adopting it to suit their specific requirements. In doing this, they may also draw upon other sources of good practice, such as public standards and frameworks, or the proprietary knowledge of individuals and other enterprises. 


Slide 11

Assignment of processes to it’s 5 phases ( 5 Itil core books ) and functions


Slide 14

Tool – Service Now -> Request Fullfillment


Slide 15 

Tool – Service Now – Reporting/Display Capabilities


Slide 16 

Tool – Service Now – App option


Slide 19, 20

Tool  - ISM/Maximo


Slide 24

Tool - HPSM


Slide 27, 28

Tool- BMC/Remedy


Slide 31

CMDB – configuration management database


Slide 32

Types of sources for CMDB


Slide 33

if you can’t measure something, you can’t improve it or show that it has improved. The reason for this is that to make an improvement, you have to identify that something has gone wrong or not happened and then understand why. Only then can you diagnose the root cause and apply a change to eliminate it, preventing the same thing from happening again and thereby improving performance.

There are other reasons for measurement:

To demonstrate that an operation or service has performed according to requirements or specification. An example of this would be the publication of a train company’s performance against its service levels for the timetable (i.e. the percentage of trains that arrived on time).

To prove to a stakeholder that they received what they commissioned and for which they might have paid (e.g. an independent audit of the performance of a third-party sales company engaged to generate new sales from a call centre).

To compare the performance of one operation or service against another, as in a benchmark.

To establish a baseline that represents the present situation and from which to demonstrate a variation in the future (e.g. the share price of a new company on the day it goes public and trading in shares starts is a baseline).