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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
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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
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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).
It all started under Margaret Thatcher, the prime minister of United Kingdom during
the eighties. The cost of IT in the government agencies was not in control with
disparate processes ruling the roost.
Central Computer and Telecoms Agency (CCTA) was commissioned to bring down
the cost and streamline processes across agencies. It took CCTA 4 years and 8 billion
pounds to come up with a set of best practices, it was called Government
Information Technology Infrastructure Management Method (GITIMM), conceptually
similar to ITIL®. Consultants who were taken on board this project visited a number
of private institutions (including IBM) to understand their processes, and how they
performed their IT related activities. The processes and activities were passed
through a sieve, and the best sets of processes were retained to give birth to ITIL®.
GITIMM, throughout the eighties and early nineties evolved to become ITIL® v1
which consisted of over 30 books.
In 2000, the United Kingdom's Office of Government Commerce (OGC) took over
CCTA, and a year later ITIL® v2 was released. V2 sub divided ITIL® as service support
and service delivery. Maintenance of services came under service support while
putting up a new service or modifying it came under service delivery. This version
consisted of 8 volumes.
The subsequent version - ITIL® v3 was published in May 2007, and it provides a
holistic view of services. It covers the entire lifecycle of a service – from the nascent
stages of strategies through design, transition to live environment and support when
services are active.
A major difference between v3 and its predecessors is the inclusion of a continuous
improvement phase in the former. This phases stresses on the need for continuous
improvement throughout the lifecycle of a service – which makes ITIL® much
stronger than what it was envisioned to be.
ITIL® v3 further reduced the number of books to 5, called as the core volumes.
Sometime last year, there were talks of ITIL® v4, but it turned out to be hoax in the
end.
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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.
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The service owner
The service owner owns a service. The service owner is usually someone in the IT
provider organisation, and the role provides a point of contact for a given service.
The service owner doesn’t necessarily know everything about the service, but he
does know a man (or woman) who does. Here are some responsibilities of the
service owner role:
• Participates in internal service review meetings
• Represents the service across the organization
• Represents the service in change advisory board meetings
• Is responsible for continual improvement of the service and management
of change in the service
• Understands the service and its components
The process owner
A process owner owns a process. This role is accountable for the process. For
example, if the incident management process doesn’t achieve its aim of restoring
the service to the user, the process owner gets shouted at (hopefully not literally).
The process owner is accountable for the process and is responsible for identifying
improvements to ensure that the process continues to be effective and efficient.
Here are a few responsibilities of the role:
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• Ensuring that the process is performed in accordance with the agreed and
documented process
• Documenting and publicising the process
• Defining and reviewing the measurement of the process using metrics
such as key performance indicators (KPIs)
Every SM process adopted should have a defined process owner.
The process manager
A process owner (see the previous section) is accountable for the process, but may
not get involved in the day-to-day management of the process. This is a separate
role often allocated to a different person: the process manager. A process manager
is responsible for operational management of a process. The process manager’s
responsibilities include planning and coordination of all activities required to carry
out, monitor and report on the process.
Every service management process should have a defined process manager – though
this may, of course, be the same person as the process owner.
The process practitioner
The process practitioner is the role that carries out one or many of the process
activities. Basically, these people are the ones who do the work. However, it’s
important that they have a clear list of responsibilities related to the process that
they get involved in.
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Continual - of regular or frequent recurrence; often repeated; very frequent
Continuous - uninterrupted in time; without cessation:
Although usage guides generally advise that continual may be used only to mean
“intermittent” and continuous only to mean “uninterrupted,” the words are used
interchangeably in all kinds of speech and writing with no distinction in meaning:
The president's life is under continual (or continuous) scrutiny. Continuous (or
continual) bursts of laughter punctuated her testimony. The adverbs continually and
continuously are also used interchangeably. To make a clear distinction between
what occurs at short intervals and what proceeds without interruption, writers
sometimes use the contrasting terms intermittent (intermittent losses of power
during the storm) and uninterrupted (uninterrupted reception during the storm) or
similar expressions. Continuous is not interchangeable with continual in the sense of
spatial relationship: a continuous (not continual) series of p
CONTINUAL CONTINUO (CON INTERRUPCIONES)
Continual indicates duration that continues over a long period of time, but with
intervals of interruption. Here are some examples:
The continual street repair disrupted traffic for nearly two years.
I've had continual problems with this car ever since I bought it.
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I'm sorry - I can't work with these continual interruptions.
In the end, it was the continual drinking that destroyed him.
CONTINUOUS CONTINUO (SIN INTERRUPCIONES)
Continuous indicates duration without interruption. Here are some examples:
The continuous humming of the fluorescent lights gave him a headache.
My computer makes a continuous low buzzing noise.
A continuous white line (= line without spaces) in the middle of the road means no
overtaking.
The tape ran in a continuous loop, repeating the same songs over and
over.assages.
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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
popularized 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.
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ITIL as the “dogma” – meaning process for process implementation only instead of
process supporting business
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The ITIL certification scheme provides a modular approach to the ITIL framework,
and is comprised of a series of qualifications focused on different aspects of ITIL best
practice to various degrees of depth and detail.
The tiered structure of the qualification offers candidates flexibility relating to the
different disciplines and areas of ITIL and the ability to focus their studies on key
areas of interest.
There are five certification levels within the scheme:
Foundation
The ITIL Foundation level is the entry level certification which offers you a general
awareness of the key elements, concepts and terminology used in the ITIL service
lifecycle, including the links between lifecycle stages, the processes used and their
contribution to service management practices.
Practitioner
The ITIL Practitioner level is the next stage in the ITIL scheme. It has been developed
to provide a step between Foundation and the Intermediate Level and aims to
improve the ability of individuals to adopt and adapt ITIL in their organizations.
Intermediate
The ITIL Intermediate level certification has a modular structure with each module
providing a different focus on IT Service Management. You can take as few or as
many Intermediate qualifications as you need. The Intermediate modules go into
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more detail than the Foundation level and Practitioner, and provide an industryrecognized
qualification.
Expert
The ITIL Expert level qualification is aimed at those who are interested in
demonstrating knowledge of the ITIL Scheme in its entirety. The certificate is
awarded to candidates who have achieved a range of ITIL certifications and have
attained a well rounded, superior knowledge and skills base in ITIL Best Practices.
Master
To achieve the ITIL Master certification, you must be able to explain and justify how
you have personally selected and applied a range of knowledge, principles, methods
and techniques from ITIL and supporting management techniques, to achieve
desired business outcomes in one or more practical assignments.
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