Introduction

ITIL® and the ITIL® Process Map

© IT Process Maps GbR

© IT Process Maps GbR
Contents

History of ITIL® ............................................................................................... 1

What is ITIL®? .................................................................................................................................. 1
ITIL - The idea .................................................................................................................................. 1
ITIL V2: Service support and service delivery .................................................................................. 2
ITIL V3 and the service lifecycle ...................................................................................................... 2
Recognition as a Standard ............................................................................................................... 3
New Version in 2007: The ITIL® V3 Service Lifecycle ........................ Error! Bookmark not defined.
ITIL 4: A holistic approach ............................................................................................................... 3
ITIL accepted as de-facto standard ................................................................................................. 5

The ITIL® Service Lifecycle .............................................................................. 6

ITIL® Main and Sub-Processes ......................................................................................................... 7
Two ITIL® Key Principles .................................................................................................................. 8
Structure of Agreements ............................................................................................................. 8
Triggers for Action ....................................................................................................................... 9

How the ITIL® Process Map was created from the ITIL® Books ......................10
Differences between a Book and a Process Model....................................................................... 10
Where the ITIL® Process Map goes beyond the ITIL® Books ........................................................ 11
Alignment of Processes: ITIL® Books and the ITIL® Process Map ............................................. 11
Processes vs. Functions ................................................................................................................. 19

ITIL® and ISO 20000 .......................................................................................21

How ITIL® and ISO 20000 are related............................................................................................ 21
Key ISO 20000 Requirements ........................................................................................................ 21
ISO 20000 Requirements in Relation to ITIL® Processes .............................................................. 22

© IT Process Maps GbR

History of ITIL®

What is ITIL®1?

ITIL® (the IT Infrastructure Library) is the most widely used

approach to managing IT services. The guidance provided in ITIL®
helps organizations to deliver their services in a customer-focused,
quality-driven and economical way.

ITIL - The idea

ITIL was developed at the end of the 1980's by the Central

Computing and Telecommunications Agency (CCTA), a government
agency in Great Britain. The reason for commissioning the CCTA was
a lack of quality in the IT services procured by the British
Government, and a method had to be found to achieve better quality
at lower cost. So the CCTA set out to develop recommendations for
the effective and efficient provision of IT services. This resulted in a
catalogue of best practices for IT organizations, which today is known
as ITIL.

Historically, IT organizations were often focused on software,

hardware and other technology, rather than driven by customer
requirements. Against this backdrop, the key idea behind ITIL is that
IT services should be focused on client needs, and that organizations
explicitly agree the services to be delivered with their customers. This
should be combined with effective processes and clearly defined
responsibilities for service provision within the IT organization.

During its research, the CCTA found that the requirements of the
various businesses and organizations were mostly similar,
independent of their size or industry sector. The recommendations
compiled by the CCTA are thus valid for organizations of all types and
sizes.
A series of books on ITIL has been issued since 1989 by the Cabinet
Office, an administrative body of the government of Great Britain. As
of the beginning of 2014, the ITIL® trademark and intellectual

1
ITIL® is a registered trademark of AXELOS Limited.

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property has been owned by AXELOS, a joint venture between the
Cabinet Office and Capita Plc.

ITIL V2: Service support and service delivery

ITIL V2, released in 2000/2001, consolidated the large amount of

ITIL guidance produced so far into nine publications. Two of these
publications (service support and service delivery) were widely
circulated and used.

Although the guidance provided in ITIL V2 is technically still valid,

ITIL V2 has lost much of its relevance and most organizations today
use ITIL V3 and ITIL 4.

ITIL V3 and the service lifecycle

In 2007, OGC published a completely revised version of ITIL, known

as "ITIL Version 3 (ITIL V3)".
These publications were updated in 2011, taking into account
feedback from the user and training community.

ITIL V3 is organized around a set of

five core publications which together
form the ITIL service lifecycle:
— Service Strategy

— Service Design
— Service Transition

— Service Operation

— Continual Service Improvement

The rationale for organizing the ITIL

books in this way was to establish a
Deming-like Plan-Do-Check-Act
(PDCA) cycle focused on continual
improvement. The PDCA cycle also
figures prominently in ISO 20000, the
international standard for service
management, so ITIL V3 is better
aligned with ISO 20000 than earlier
versions of ITIL.

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 ITIL V3 complements the processes known from ITIL V2 with a
number of new processes and puts more emphasis on producing
value for the business.

Recognition as a Standard

In the past years, ITIL® has become the de-facto standard for IT
Service Management. Increasingly, IT managers developed aware-
ness for the service- and customer-driven approach championed by
ITIL®, and the ITIL® terminology is widely understood and used.

The ITIL® philosophy has found its way into a multitude of other
models related to IT Service Management, as for example:

— ISO/IEC 20000 (formerly BS 15000): Information Technology -

Service Management
— HP ITSM Reference Model (Hewlett Packard)

— IT Process Model (IBM)

— Microsoft Operations Framework

ITIL 4: A holistic approach

ITIL 4 - the most recent edition of ITIL - was published by AXELOS in

February 2019. ITIL 4 embraces the latest trends in technologies and
service management, and provides a flexible basis to support
organizations as they undergo digital transformation and integrate
digital technology into all areas of their business.

The service lifecycle and the 26 service lifecycle processes

introduced with ITIL V3 have been dropped again in ITIL 4. This gives
service providers more freedom to design tailor-made processes that
work for the organization.

The ITIL 4 framework consists of two key components:

— ITIL 4 service value system (SVS) and

— Four dimensions model.

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 The first key component, the service value system (SVS), includes
five elements:

— Guiding principles

— Governance
— Service value chain
— Continual improvement

— Practices

Many of the 34 service management practices introduced with ITIL

4 can be traced back to the familiar ITIL processes, so it is fair to say
that the fundamental ideas of service management have not
changed.

ITIL 4 does no longer include detailed process specifications, but

organizations in search of process descriptions can still find them ITIL
V3. AXELOS state that ITIL 4 does not invalidate the earlier ITIL V3
core publications, and the detailed processes as specified in ITIL V3
are therefore still valid guidance.
Note: For organizations that wish to adopt a leaner set of service
management processes, in line with the preference in ITIL 4 for
“simple and practical” ways of working, we provide the new,
streamlined YaSM service management model.

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ITIL accepted as de-facto standard

Over the years, ITIL has emerged as the de-facto standard for ITSM
(IT Service Management). IT managers have come to value the
benefits of the service- and customer-driven approach championed
by ITIL, and the ITIL terminology is widely understood and used.

The ITIL philosophy has found its way into a multitude of other
models for ITSM and business service management, as for example:

— ISO 20000: Information Technology - Service Management

— HP ITSM Reference Model (Hewlett Packard)

— IT Process Model (IBM)

— Microsoft Operations Framework (MOF)

— and the streamlined YaSM service management model.

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The ITIL® Service Lifecycle

Processes Processes
outside the outside the
IT Organization The ITIL® Service Lifecycle IT Organization

Service
Strategy Service Strategy
»
+
Service Portfolio
»

Customer
Agreement
Portfolio »

Service Design Request for Change

(RFC)
»
+
Business Planning Service Design Service Level
Customer Information Package (SDP) Agreement (SLA)
» » Customer
Process Process
Desired Service
Service Catalogue
Outcomes
»
Service
Transition CMS/ CMDB
»
+ Technical/
Administration
External Manual
External
Supplier Supplier Service Underpinning Supplier
Process Level Report Contract (UC) Process
» »

Service
Suggested Service
Operation Improvement

+
Suggested Process
Improvement

Continual
Service CSI Register
Improvement »
+

Back to Front Page

The Service Lifecycle is about managing services from their crea-

tion to retirement. Each of the five stages is focused on a specific
phase of a service’s lifecycle:

— Service Strategy determines which types of services should be

offered to which customers or markets
— Service Design identifies service requirements and devises new
service offerings as well as changes and improvements to existing
ones

— Service Transition builds and deploys new or modified services

— Service Operation carries out operational tasks

— Continual Service Improvement learns from past successes and

failures and continually improves the effectiveness and efficiency
of services and processes.

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ITIL® Main and Sub-Processes

The Service Lifecycle processes in the ITIL® Process Map are

arranged in four levels of detail and can be navigated in a top-down
manner, as in this example:

Overview: IT Service Management (ITIL® Service Lifecycle)

Processes Processes
outside the outside the
IT Organization The ITIL® Service Lifecycle IT Organization

Service
Strategy Service Strategy
»
+
Service Portfolio
»

Customer
Agreement
Portfolio »

Service Design Request for Change

(RFC)
»
+
Business Planning Service Design Service Level
Customer Information Package (SDP) Agreement (SLA)
» » Customer
Process Process
Desired Service
Service Catalogue
Outcomes
»
Service
Transition CMS/ CMDB
»
+ Technical/
Administration
External Manual
External
Supplier Supplier Service Underpinning Supplier
Process Level Report Contract (UC) Process
» »

Overview: Service Transition

Service
Suggested Service
Operation Improvement

+
Suggested Process Processes outside the IT ITIL Processes outside IT Service Management ITIL Processes outside Processes outside the IT
Organization Service Transition Service Transition Organization
Improvement
+
Superior Process

Continual
Service CSI Register
Improvement »
Projected Service
Outage (PSO)
»
+ Customer Process Validation Test Customer Process
Report
Change Schedule
»
»
Project Mgmt. User Manual
(Transition Planning Project Plan (Service
Change Record
and Support) Transition Plan)
» »
Data for Project Plan
+ Project Portfolio
Update Status Report
External Supplier Technical/ » External Supplier
Process Administration Support Request Process
Manual

Validation Test
User Manual
Report
»
Back to Front Page

Service Strategy Service Strategy

CMS/ CMDB
Change Management Change Evaluation Change Evaluation »
Change Schedule
Report
+ » » Project Portfolio
+
+ + Status Report
»
Change Record
»

Request for Change Development/

(RFC) Install. QA
» Documentation
Service Design Application
Development Work CMS/ CMDB

Level 0: ITIL®
Package (SDP) Development User Manual
» Order »
Release and
Service Design Service Acceptance
Deployment
+ Technical/ Validation Test Service Design
Criteria (SAC) Release Record Administration Report
» Management »
» Manual
+ +
Service Catalogue + Purchase Request
» Release Policy
»
Customer
Agreement Portfolio
»
Overview: Change Management

CMS/ CMDB
Service Validation and »
Testing Test Model
Request for Change » Definitive Media Processes outside the IT ITIL Processes outside Service Transition Service Transition ITIL Processes outside Processes outside the IT
(RFC) Library (DML) Organization Service Transition Processes Processes Service Transition Organization
» + Validation Test
»
Report
Service Operation
CMS/ CMDB
» Service Operation
Change Model

Service Lifecycle
» »
+ + IT Service Management
Change Record Change Schedule
» » Customer Process Projected Service Customer Process
+ Outage (PSO)
»
Technical/
Administration
Manual
Service Transition
Change Request to External Supplier External Supplier
CMS Change Policy User Manual
CMS Structure Process Process
» +
Service Asset and
Configuration Superior Processes
CMS/ CMDB CMS/ CMDB
Management
» » Change Evaluation
+ Report
Definitive Media Definitive Media »
Service Strategy Service Strategy
Library (DML) Library (DML) Change Proposal
» » Project Portfolio »
Status Report + +
Continual Service » Continual Service
Improvement Improvement

CMS/ CMDB Request for Change

+ » + (RFC)
» Change
Management Policy
Suggested Process Service Design »
Change Record
All information originating Package (SDP)
» »
Improvement
from Service Management Change Model
Change Management »
processes is input for the Knowledge Service Knowledge Service Design
Change Schedule Support Service Design
Service Catalogue
Knowledge Management Management Mgmt. System » »
process. Displaying all inputs (SKMS) » + + RFC Template
+
within this Overview Diagram Enterprise Change Evaluation »
is therefore not practicable.
+ Architecture (EA)
» Report
» CAB Agenda
Template
Risk Management »
Policy
»
Change Schedule
»
Request for Change
Change Model
(RFC)
» »
Back to Front Page Service Operation Service Operation
Incident Record Change Schedule
» »
+ Major Incident
Assessment of Change +
Proposals Change Proposal
Review »
»
+

Continual Service Continual Service

Change Evaluation
Improvement Improvement
Report
»
Assessment and
+ RFC Logging and
Implementation of Suggested Process
+
Review Change Record Change Record
Emergency Changes Improvement
» »
+ +

Change Schedule
Change Evaluation Change Evaluation »
Report
»
Change Evaluation
Change Record
+ »
Change Assessment by Minor Change
the Change Manager Change Record Deployment Change Record
» » +
Change Model
+ Change Evaluation
+ »
Report
»
Change Record
»

Level 1: ITIL®
Project Mgmt. Project Mgmt.
(Transition Planning Project Plan (Service (Transition Planning
Change Schedule
and Support) Transition Plan) and Support)
» Change Assessment by »
+ Project Portfolio
the CAB Change Record +
Status Report
» Change Model
» + »
Change Evaluation
Report
»
Application Application
Development Development

Change Scheduling and

+ Build Authorization Change Record +
»
+ Change Evaluation
Report Change Record
» »
Release and Release and
Deployment Deployment
Release Policy Change Schedule
Management Management
» »
Change Deployment
+ Authorization Change Record
+
Release Record Change Model
» » »
+ Change Evaluation

Core Disciplines
Report
»
Service Validation and Service Validation and
Validation Test
Testing Testing
Report
» Post Implementation
+ Review and Change +
Closure

+
Service Asset and Service Asset and
Configuration Configuration
CMS/ CMDB CMS/ CMDB
Management Management
» »
+ +
CMS Change Policy
»

Knowledge Knowledge
Management Back to Front Page Management

+ +

Level 2: ITIL®
Main Processes
Process Details: Assessment of Change Proposals

Process Owner Superior Processes

Change
Change Manager
Management Policy
» IT Service Management

Change Management
Support Change Schedule +
»
+
Change Model
» Change Management
Service Transition
Change Schedule Support
Service Asset and »
Configuration
CMS/ CMDB + +
Management
» Assessment of Change
Proposals
+
+ RFC Logging and
Change Management
Change Proposal Review
Process Objective: »
Service Strategy To asses Change Proposals which are
Change Proposal + +
typically submitted for significant
» Changes by Service Strategy. The
+ purpose of assessing Change Proposals
is to identify possible issues prior to the
Service Catalogue start of design activities.
»
Service Design Enterprise
Architecture (EA)
» Back to Front Page
+ Risk Management
Policy
»

Resource

Change Manager Check proposal Determine Circulate State reasons and Notify Change
Schedule CAB Change Proposal
for completeness required CAB documents for document Proposal initiator
meeting must be rejected
and practicability members preparation rejection of rejection

Change Proposal to Change Proposal

be assessed. If required, consult with Depending on the CAB meetings may be Provide CAB members This possibly includes rejected.
the initiator prior to nature of the Change a mix of formal and in advance with suggestions on how to
rejecting the Change Proposal to be assessed electronic meetings, information, in modify the proposed
Proposal. by the CAB. depending on the particular the Change Change before it can
complexity of the Proposal and any be re-submitted.
issues to be discussed. supporting
documents.
Document Add the Change
Change Proposal
Change Proposal Proposal to the
may be authorized authorization Change Schedule

Change Proposal
authorized.

Resource

Change Advisory Determine any

Assess risks Assess the
Board (CAB) required Determine if Decide if Change
associated with proposed Escalation of Change
modifications to Change Proposal Proposal may be
the Change schedule for Proposal not required.
the Change must be escalated authorized
Proposal implementation
Proposal

Assess risks related to Assess risks related to If the assessment leads If required, consult also
· Business processes on Check if there are any to the conclusion that a Change Proposal to with the proposal's
Get approval from
the client side. reasons to object to higher level of authority be escalated (e.g. to higher level of initiator.
· Services. the proposed is required to authorize IT Management). authority
· Important parts of the implementation date the proposed Change
infrastructure. (e.g. conflicts with the (e.g. proposal must be
If required, consult with existing Change authorized by IT
technical experts. Schedule). Management or the
Business Executive
Board).

Level 3: Sub-Processes

— The High-Level View shows the ITIL® Service Lifecycle and the key
information flows on one single page

— A click on a process, such as Service Transition, opens the next

level of detail, illustrating what Service Transition is about: It
presents all sub-processes with their interrelationships, as well as
the interfaces to processes outside of Service Transition.

— The next level presents overviews of the ITIL main processes, such
as Change Management …

— … and on the lowest level of detail, swim lane diagrams describe

detailed process flows (example: “Change Assessment by the
CAB”). These include a complete list of inputs and outputs as well
as linked checklists/ document templates.

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Two ITIL® Key Principles

ITIL - and the ITIL® Process Map - are based on two key ideas
behind ITIL®. Having these in mind will help understand the bigger
picture of the Service Lifecycle processes.

Structure of Agreements
The layered structure of ITIL® agreements ensures that the IT
organization is aligned with the business needs:

Business

Customer Process

IT Service Required
Management Service Levels
(agreed within
SLA)

Service Level
Management

+ i

Required Service Required Service

Levels Levels (agreed
within OLA)

Service Operation Service Operation

+ i + i

External Service Required Service

Supplier Levels (agreed
within UC)

External Supplier
Process

— Service Level Agreements (SLAs) define the service requirements

from the business perspective

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— Operational Level Agreements (OLAs) and Underpinning Contracts
(UCs) make sure those service requirements are matched from
within the IT organization

Triggers for Action

All activities in the IT organization should be focused on providing
business services as required by the customer. Hence the
introduction of a new service or the modification of an existing one is
typically triggered by these specific events:

Business
New or modified
service required

IT Service
Management
IT Service
Management

+ i

Agreed service levels are Better ways to provide

not achieved and service a service become
must be improved available

— A new service is required, either because a customer is requesting

it or because Service Portfolio Management decided that a new
service must be created
— Service levels which are already agreed cannot be achieved – in
this case the service must be redesigned to fulfill the commit-
ments
— Better ways to provide a service become available, for example in
the form of new technologies or improved external service offer-
ings – the service will be redesigned in such cases to make it more
economical

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How the ITIL® Process Map was
created from the ITIL® Books

Differences between a Book and a Process

Model

The latest set of ITIL® books contains some 2000 pages of Best
Practice recommendations, while our Reference Process Model
consists of about 20 overview diagrams and some 100 detailed
process flows, plus more than 80 checklists and templates. The ITIL®
Process Map is therefore not so much about presenting every single
detail in a different format – rather, it depicts the essential contents
in an easily accessible and understandable way.

A Reference Process Model is also subject to stricter rules. By

definition, a process model must explicitly state which activities are
to be carried out in what order, and what outputs are to be produced
for subsequent processes. Redundancies are not allowed – any
activity occurs only once in a well-defined process, with clearly
assigned responsibilities for its execution.

Books, in contrast, can get away with being less strict. Statements
like “Risk must be analyzed and managed during all stages of Service
Transition” are perfectly suitable for books. When developing a pro-
cess model, however, it must be precisely defined how and when
risks are analyzed and who is responsible for the associated activities.

In short, creating the ITIL® Process Map meant extracting the

essentials from the ITIL® books, sorting out redundancies, and trans-
lating the text-based content into clear-cut activity flows. This
required a lot of expertise and effort - the current version of the ITIL®
Process Map took us about 2 years to develop.

© IT Process Maps GbR - 10 -

Where the ITIL® Process Map goes beyond the
ITIL® Books

While we followed the books as closely as possible, we found it

necessary in some instances to introduce improvements or
clarifications, as explained below:

Alignment of Processes: ITIL® Books and the ITIL® Process Map

Processes in Processes in the ID Notes on Differences
the official ITIL® Process Map
ITIL®
publications

Service Service Strategy 1

Strategy
Strategy Strategy 1.1 --
Management for Management for IT
IT Services Services

Service Portfolio Service Portfolio 1.2 --

Management Management

Financial Financial 1.3 --

Management for Management for IT
IT Services Services

Demand Demand 1.4 --

Management Management

Business Business 1.5 --

Relationship Relationship
Management Management

© IT Process Maps GbR - 11 -

Alignment of Processes: ITIL® Books and the ITIL® Process Map
Processes in Processes in the ID Notes on Differences
the official ITIL® Process Map
ITIL®
publications

Service Design Service Design 2

Design Design Coordination 2.1 ITIL® states that the main triggers for Design
Coordination Coordination are “Requests for Change and the
creation of new projects”. There is also the
concept of Change Proposals, which according
to ITIL® allow service design activity to begin
once they are authorized.
In this context, the ITIL® Process Map takes the
following approach: Design Coordination starts
once Service Portfolio Management has
chartered a new service and obtained approval
for a Change Proposal from Change
Management. A project is initiated at the same
time, and Project Management calls upon the
Design Coordination process for the detailed
planning of the design stage.
Once the Service Design Package is complete,
one or several RFCs are submitted to Change
Management for evaluation and authorization.

Service Service Catalogue 2.2 --

Catalogue Management
Management

Service Level Service Level 2.3 The ITIL® books suggest that complaints and
Management Management customer satisfaction are managed through
both Service Level Management and Business
Relationship Management. In the ITIL® Process
Map, complaints and customer satisfaction are
managed as part of Business Relationship
Management.
Service Reviews are conducted as part of
Continual Service Improvement.

© IT Process Maps GbR - 12 -

Alignment of Processes: ITIL® Books and the ITIL® Process Map
Processes in Processes in the ID Notes on Differences
the official ITIL® Process Map
ITIL®
publications
-- Risk Management 2.4 ITIL® calls for “coordinated risk assessment
exercises”, so we assigned clear responsibilities
for managing risks by introducing a specific Risk
Management process. Having a basic Risk
Management process in place will also provide
a good starting point for applying best-practice
Risk Management frameworks like M_o_R (as
recommended in the ITIL® books)

Capacity Capacity 2.5 --

Management Management

Availability Availability 2.6 --

Management Management

IT Service IT Service Continuity 2.7 ITIL provides some guidance on the invocation
Continuity Management of ITSCM plans in Service Design. In Service
Management Operation, however, it also states that
restoring services is an operational activity.
The ITIL® Process Map takes the approach of
dealing with major incidents, including disaster
events and the invocation of ITSCM and
recovery plans, through the Incident
Management processes, especially Handling of
Major Incidents.

Information Information Security 2.8 Since the ITIL® Process Map has a Risk
Security Management Management process in place, Risk
Management Management identifies and assesses all the
risks that would be faced by services, including
information security risks. Our Information
Security Management process addresses the
management of information security risks,
including their mitigation.

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Alignment of Processes: ITIL® Books and the ITIL® Process Map
Processes in Processes in the ID Notes on Differences
the official ITIL® Process Map
ITIL®
publications
-- Compliance 2.9 Compliance is an increasingly important topic
Management for IT organizations; this called for introducing a
specific Compliance Management process

-- Architecture 2.10 Having a well-defined architecture blueprint in

Management place is very important for IT organizations; as a
consequence, we defined a specific
Architecture Management process

Supplier Supplier 2.11 --

Management Management

Service Service Transition 3

Transition
Change Change 3.1 --
Management Management

Change Change Evaluation 3.2 --

Evaluation

Transition Project 3.3 The Transition Planning and Support process

Planning and Management was renamed and enhanced to provide a full-
Support (Transition Planning featured Project Management process; this will
and Support) also provide a good starting point for
introducing best-practice Project Management
frameworks like PRINCE2 or PMBOK (as
recommended in the ITIL® books)

-- Application 3.4 The ITIL® books do not cover Application

Development and Development in detail and, as a consequence,
Customization do not provide for this process; a complete
ITIL® Process Model, however, must at least
show the interfaces between Application
Development and the other Service
Management processes, so we decided to
introduce a basic Application Development
process.

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Alignment of Processes: ITIL® Books and the ITIL® Process Map
Processes in Processes in the ID Notes on Differences
the official ITIL® Process Map
ITIL®
publications
Release and Release and 3.5 --
Deployment Deployment
Management Management

Service Service Validation 3.6 --

Validation and and Testing
Testing

Service Asset and Service Asset and 3.7 --

Configuration Configuration
Management Management

Knowledge Knowledge 3.7 --

Management Management

Service Service Operation 4

Operation
Event Event Management 4.1 ITIL® allows for the available response options
Management to be tailored to the needs of specific
organizations.
The ITIL® Process Map uses the approach that
Exception Events may trigger the creation of an
Incident Record. If Problems or RFCs need to be
opened in response to an Event, this will be
done by Incident Management while dealing
with the Incident.

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Alignment of Processes: ITIL® Books and the ITIL® Process Map
Processes in Processes in the ID Notes on Differences
the official ITIL® Process Map
ITIL®
publications
Incident Incident 4.2 ITIL® states that Incident Management is about
Management Management restoring services as quickly as possible, by
either resolving the underlying causes or
applying a workaround, while Problem
Management is about diagnosing and resolving
the root causes of Incidents. Individual
organizations, however, are given some
freedom regarding the precise rules on when to
invoke Problem Management from Incident
Management.
The ITIL® Process Map adopts the following
approach: Incident Management focuses on
restoring services as quickly as possible. If an
Incident’s underlying cause can be fixed within
the committed resolution time using a pre-
authorized minor change, then Incident
Management will make the change to do so.
Otherwise, the Problem Management process
will be invoked.

Request Request Fulfilment 4.3 --

Fulfilment

Access Access Management 4.4 --

Management

Problem Problem 4.5 The ITIL® books explain several problem

Management Management analysis techniques and highlight in what
situations the various techniques may be
applied. These contents are not reproduced in
the ITIL® Process Map.
For further explanations on the ITIL® Process
Map’s approach to implementing the interface
between Problem and Incident Management,
see the notes above on Incident Management.

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Alignment of Processes: ITIL® Books and the ITIL® Process Map
Processes in Processes in the ID Notes on Differences
the official ITIL® Process Map
ITIL®
publications
(Function: IT IT Operations 4.6 ITIL® treats IT Operations Control as a function.
Operations Control The ITIL® Process Map uses an “IT Operations
Control) Control” process to describe the IT Operations
Control activities which are not covered by any
other ITIL® process (see p. 19: Processes vs.
Functions)

(Function: Facilities 4.7 ITIL® treats Facilities Management as a

Facilities Management function. The ITIL® Process Map uses a
Management) “Facilities Management” process to describe
the Facilities Management activities which are
not covered by any other ITIL® process. (see p.
19 : Processes vs. Functions)

(Function: Application 4.8 ITIL® treats Application Management as a

Application Management function. The ITIL® Process Map uses an
Management) “Application Management” process to describe
the Application Management activities which
are not covered by any other ITIL® process.
Application Management activities embedded
in other processes are shown with the
Application Analyst as the responsible role. As a
result, the RASCI matrix provides an overview
of where Application Management activities
take place (see also p. 19 : Processes vs.
Functions).

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Alignment of Processes: ITIL® Books and the ITIL® Process Map
Processes in Processes in the ID Notes on Differences
the official ITIL® Process Map
ITIL®
publications
(Function: Technical 4.9 ITIL® treats Technical Management as a
Technical Management function. The ITIL® Process Map uses a
Management) “Technical Management” process to describe
the Technical Management activities which are
not covered by any other ITIL® process.
Technical Management activities embedded in
other processes are shown with the Technical
Analyst as the responsible role. As a result, the
RASCI matrix provides an overview of where
Technical Management activities take place
(see also p. 19 : Processes vs. Functions).

Continual Continual Service 5

Service Improvement
Improvement
-- Service Review 5.1 CSI is focused on the improvement of two ele-
ments of Service Management: Services and
-- Process Evaluation 5.2 Processes. This focus is not clearly reflected by
the processes suggested in the ITIL® books, so
-- Definition of 5.3 while staying true to the ITIL® principles the
Improvement ITIL® Process Map adopted a different process
Initiatives structure: Service Review and Process
Evaluation with the aim of finding
-- CSI Monitoring 5.4
improvement potentials, plus Definition of
Improvement Initiatives and CSI Monitoring to
design and monitor specific improvement
activities.

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Alignment of Processes: ITIL® Books and the ITIL® Process Map
Processes in Processes in the ID Notes on Differences
the official ITIL® Process Map
ITIL®
publications
7-Step -- The "Seven-Step Improvement Process"
Improvement presented in the ITIL® books is in fact the
Process description of a methodology which can be
universally applied to identify shortcomings in
services and processes and to implement
improvements. The principles it contains are
applied in a number of ITIL® processes, most
importantly in Service Design (e.g. in the
Service Level Management, Capacity
Management, and Availability Management
processes). As a result, the "Seven-Step
Improvement Process" cannot be treated as a
standalone ITIL® process, and there is no such
process in the ITIL® Process Map. The "Seven-
Step Improvement" principles, however, are
included in a checklist.

Processes vs. Functions

In various parts of the books, ITIL® refers to "Functions" rather

than "Processes". For instance, Incident Management is introduced
as a Process and Facilities Management as a Function.

By definition, a "Function" is an organizational entity, typically

characterized by a special area of knowledge or experience. Examples
would be a team operating the SAP environment, a software
development department, or (to name a Function outside of the IT
organization) a Human Resources (HR) department.

"Processes", in contrast, are clusters of activities which produce a

defined outcome, like the Incident Management process. Several
Functions may have a part in a Process (the Service Desk and the SAP

© IT Process Maps GbR - 19 -

operating team might both have to perform activities within the
Incident Management process).
Much confusion arises from the fact that in the real world there
are often "Functions" and "Processes" with identical names: For
example, the Facilities Management team (a "Function") will perform
a set of facilities-related activities, which as a whole are called the
Facilities Management process.

In a process model like the ITIL® Process Map, the challenge is to

represent activities performed by functions as well as information
flows involving functions (for example, inputs provided by
Application Management to other processes). Most process modeling
notations (like BPMN) readily allow to model information flows
between processes, but offer no obvious guidance on how to model
such flows between processes and functions. The ITIL® Process Map
therefore implements the ITIL® functions as “ad-hoc2” processes in
order to be able to show complete information flows to and from
those functions.
As a result, the ITIL® Process Map features a Facilities Manage-
ment process even though, strictly speaking, the ITIL® books define
Facilities Management as a function.

2
As per BPMN, "ad-hoc" processes "do not contain a complete, struc-
tured BPMN diagram description from start event to end event [...
and] may also contain data objects and data associations”. (Source:
Business Process Model and Notation (BPMN) version 2.0 -
Specification, as of January 2011)

© IT Process Maps GbR - 20 -

ITIL® and ISO 20000

How ITIL® and ISO 20000 are related

The basic principles behind ITIL® and ISO/IEC 20000:2011

(abbreviated to ISO 20000 in this document) are very much in line.
The key differences are:

— ITIL® qualifications are available for individuals, whereas ISO

20000 is a certification scheme for organizations.

— ITIL® is a rather detailed collection of best practices, while ISO

20000 is an international standard that sets out requirements for
service quality management systems in IT organizations.
— When organizations say they are compliant to ITIL®, very often
this statement is not verifiable; a certification according to the ISO
20000 standard means there has been an objective assessment.

Frequently, a certification according to ISO 20000 is sought after

introducing ITIL®, because it allows an IT organization to actually
prove that it is a customer-oriented, efficient and effective supplier
of IT services. A certification can thus be used for marketing pur-
poses, or to gain access to customers and markets which require
their service suppliers to be ISO 20000 certified.

Key ISO 20000 Requirements

ISO 20000 promotes the “adoption of an integrated process

approach to effectively deliver managed services to meet the
business and customer requirements”.

ISO 20000 does not prescribe that its requirements must be met
by following the ITIL® recommendations, so there are many possible
ways to achieve compliance. Introducing ITIL®, however, is the most
widely used approach for obtaining an ISO 20000 certificate.

It is also important to prove that IT processes are documented,

actively managed, and continually improved.

The ITIL® Process Map supports ISO 20000 initiatives in that it

facilitates the creation of a high-quality process documentation
which is at the center of any certification project.

© IT Process Maps GbR - 21 -

ISO 20000 Requirements in Relation to
ITIL® Processes

ITIL® was explicitly written to be aligned with ISO 20000, as the

following table exemplifies: for every section in ISO/IEC 20000:2011,
Part 1 (Mandatory Requirements) there are one or several related
ITIL processes.

ISO/IEC 20000:2011 Sections and related ITIL® Processes

ISO 20000 Sections Related ITIL® Processes

5 Design and Transition of new or

changed Services
5.1 General n/a

5.2 Plan new or changed Services Strategy Management for IT Services, Service
Portfolio Management

5.3 Design and development of new or Design Coordination, Service Level

changed Services Management and other Service Design
processes

5.4 Transition of new or changed Services Change Management, Change Evaluation,

Transition Planning and Support, Release and
Deployment Management and other Service
Transition processes

6 Service Delivery Processes

6.1 Service Level Management Service Level Management

6.2 Service Reporting Service Level Management

6.3 Service Continuity and Availability IT Service Continuity Management, Availability

Management Management

6.4 Budgeting and Accounting for Services Financial Management for IT Services

6.5 Capacity Management Capacity Management, Demand Management

6.6 Information Security Management Information Security Management

© IT Process Maps GbR - 22 -

ISO/IEC 20000:2011 Sections and related ITIL® Processes

ISO 20000 Sections Related ITIL® Processes

7 Relationship Processes
7.1 Business Relationship Management Business Relationship Management

7.2 Supplier Management Supplier Management

8 Resolution Processes
8.2 Incident and Service Request Incident Management, Service Request
Management Management

8.3 Problem Management Problem Management

9 Control Processes
9.1 Configuration Management Service Asset and Configuration Management

9.2 Change Management Change Management

9.3 Release and Deployment Management Release and Deployment Management

© IT Process Maps GbR - 23 -

 IT Process Maps GbR
Dipl.-Ing. Stefan Kempter & Dr. Andrea Kempter
Schönauer Str. 57
88131 Lindau (Bodensee)
Germany
Tel. +49 8382 2809303
Fax +49 8382 2809305
info@[Link]
[Link]

Member of itSMF

© IT Process Maps GbR, 2019

ITIL® is a registered trademark of AXELOS Limited. IT Infrastructure Library® is a registered

trademark of AXELOS Limited. The Swirl logo™ is a trademark of AXELOS Limited. Used under license
from AXELOS Limited. All rights reserved.
All processes and methods in our products were compiled with the greatest of diligence. Despite
this fact, errors may not be ruled out. IT Process Maps GbR therefore makes no guarantee nor
accepts any type of liability for consequences, which may be associated with incorrect statements.

Users must decide in their own particular case if the processes and methods described are
applicable to their organization or business.

© IT Process Maps GbR - 24 -