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The Official Introduction to the ITIL
Service Lifecycle
London: TSO

7238-TSO-ITIL-13 28/8/07 14:01 Page i
Published by TSO (The Stationery Office) and available from:
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First published 2007
ISBN 9780113310616
Printed in the United Kingdom for The Stationery Office
N5635491 c60 08/07
7238-TSO-ITIL-13 28/8/07 14:01 Page ii
List of figures vi
List of tables viii

OGC’s foreword ix
Chief Architect’s foreword x
Preface xi
1 Introduction 1
1.1 A historical perspective of IT service
management and ITIL 3
1.2 ITIL today 3
1.3 The ITIL value proposition 4
1.4 The ITIL service management
practices 4
1.5 What is a service? 5
1.6 Navigating the ITIL Service
Management Lifecycle 5
2 Core guidance topics 9
2.1 Service Strategy 11
2.2 Service Design 11
2.3 Service Transition 12
2.4 Service Operation 12
2.5 Continual Service Improvement 12

2.6 Lifecycle quality control 13
2.7 ITIL conformance or compliance – practice
adaptation 13
2.8 Getting started – Service Lifecycle
principles 14
3 The ITIL Service Management
Lifecycle – core of practice 17
3.1 Functions and Processes across
the lifecycle 20
4 Service Strategy – governance and
decision-making 23
4.1 Strategic assessment 25
4.2 Developing strategic capabilities 27
4.3 Service Provider types – matching
need to capability 27
4.4 Services as assets – value creation 28
4.5 Defining the market space 29
4.6 Service Portfolios 30
4.7 Service outsourcing – practical
decision-making 33
4.8 Return on investment (ROI) 35
4.9 Financial Management 36

4.10 Increasing service potential 38
4.11 Organizational development 39
| iii
Contents
7238-TSO-ITIL-13 28/8/07 14:01 Page iii
5 Service Design – building structural
service integrity 43
5.1 Business value 46
5.2 Five aspects of Service Design 46
5.3 Identifying service requirements 47
5.4 Service Design models 48
5.5 Delivery model options 49
5.6 Service Catalogue Management 50
5.7 Service Level Management 52
5.8 Capacity Management 55
5.9 Availability Management 60
5.10 IT Service Continuity Management 64

5.11 Information Security Management 66
5.12 Supplier Management 70
6 Service Transition – preparing for
change 73
6.1 Transition Planning and Support 76
6.2 Change Management 80
6.3 Asset and Configuration
Management 83
6.4 Release and Deployment
Management 86
6.5 Service Validation and Testing
Releases 88
7 Service Operation 91
7.1 Business value 94
7.2 Event Management 94
7.3 Incident Management 96
7.4 Request Fulfilment 99
7.5 Problem Management 101
7.6 Access Management 105
7.7 Service Operation functions 106

7.8 IT Operations Management 116
7.9 Application Management 117
7.10 Service Operation and project
management 121
7.11 Assessing and managing risk in
Service Operation 122
7.12 Operational staff in Service Design
and Transition 122
8 Continual Service Improvement 125
8.1 Purpose of CSI 125
8.2 CSI objectives 126
8.3 Business drivers 128
8.4 Technology drivers 128
8.5 Service measurement 129
8.6 Continual Service Improvement
processes 129
8.7 Service reporting 140
iv | Contents
7238-TSO-ITIL-13 28/8/07 14:01 Page iv

9 Complementary guidance 145
9.1 ITIL and other frameworks, practices
and standards 145
10 The ITIL Service Management
Model 149
10.1 Model element types 149
10.2 Basic elements 151
10.3 Creating a service 155
10.4 Strategy generation 155
10.5 Deciding the course of action to
create a new service 158
Acronyms 173
Glossary 177
Index 227
Contents | v
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Figure 2.1 The Deming Quality Cycle
Figure 3.1 The ITIL Service Lifecycle
Figure 3.2 Process architecture

Figure 3.3 Continual feedback loop
Figure 4.1 Service Provider capabilities and resources
Figure 4.2 Actionable components of service definitions
in terms of utility
Figure 4.3 Service Portfolio
Figure 4.4 Elements of a Service Portfolio and Service
Catalogue
Figure 4.5 Service Portfolio management
Figure 4.6 Business impact and ROI outcome
Figure 5.1 Design dependencies
Figure 5.2 Service Catalogue elements
Figure 5.3 The Service Level Management process
Figure 5.4 Component-based Service Level Package
Figure 5.5 Capacity Management elements
Figure 5.6 The Availability Management process
Figure 5.7 Relationship between levels of availability
and overall costs
Figure 5.8 Service Continuity lifecycle
Figure 5.9 IT Security Management process

Figure 5.10 Supplier Management – roles and interfaces
Figure 6.1 The Service Transition process
Figure 6.2 Normal Change Model
Figure 6.3 Service Asset and Configuration
Management – interfaces to the lifecycle
Figure 6.4 Example of a release package
Figure 6.5 Service testing and validation
Figure 7.1 The Event Management process
Figure 7.2 The Incident Management process flow
Figure 7.3 The Problem Management process flow
Figure 7.4 Single monitor control loop
Figure 7.5 Complex monitor control loop
Figure 7.6 ITSM monitor control loop
Figure 7.7 Role of Application Management in the
application lifecycle
Figure 8.1 Continual Service Improvement model
Figure 8.2 Seven-step Improvement Process
Figure 8.3 Number of incident tickets opened over time
Figure 8.4 Service reporting process

Figure 10.1 Service Management Model element types
Figure 10.2 Service Lifecycle governance and operational
elements
Figure 10.3 Typical Type I Service Provider interactions
Figure 10.4 Type II Service Provider interactions
Figure 10.5 Type III Service Provider interactions
Figure 10.6 Basic Service Management Model process
elements
vi |
List of figures
7238-TSO-ITIL-13 28/8/07 14:01 Page vi
Figure 10.7 ITIL Service Lifecycle main practice elements
Figure 10.8 Forming and formulating a Service Strategy
Figure 10.9 The Service Portfolio
Figure 10.10 Stage 1 – Service Strategy elements
Figure 10.11 Stage 2 – Design service solution
Figure 10.12 Stage 3 – Transition the service
Figure 10.13 Change Management elements

Figure 10.14 Normal Change Management process
Figure 10.15 Information flows at the Service Transition
stage
Figure 10.16 Stage 4 – Operate the service
Figure 10.17 The Event Management process
Figure 10.18 The Incident Management process flow
Figure 10.19 Information flow in the Service Operation
stage
Figure 10.20 Stage 5 – Continual Service Improvement
Figure 10.21 Information flow within Continual Service
Improvement
Figure 10.22 Integrated lifecycle elements flow
Figure 10.23 Layered view of the main elements in the
Service Lifecycle
List of figures | vii
7238-TSO-ITIL-13 28/8/07 14:01 Page vii
Table 2.1 Roles and core guides
Table 4.1 Factors in strategic assessment
Table 4.2 Types of sourcing structures

Table 4.3 Example of increased Service Potential
Table 4.4 Basic organizational structures for types of
service strategies
Table 5.1 Delivery model options
Table 8.1 Service metric examples
viii |
List of tables
7238-TSO-ITIL-13 28/8/07 14:01 Page viii
As co-founder of the ITIL concept and leader of its early
development, I’m delighted by the positive impact it has
made on companies and organizations around the world.
What began as a UK government initiative to set out an
efficient, successful and reliable approach to service
management is now a global endeavour, with
publications, training and support tools available in various
languages. Of course, successful growth doesn’t happen
by chance and ITIL has proven itself many times over
through the benefits it brings to the businesses that
embed its practices.
Since its creation in the late 1980s, ITIL has been
developed to keep up to date with a constantly changing
service management environment. Here in the latest
version, I am pleased to see a top-quality product.
Consultation with experts on a global scale brings you
leading practices, identified through experience and
brought together with the skills and expertise of our

publishing partner, The Stationery Office (TSO).
I believe ITIL will continue to play an important role within
government as an effective standard framework for
delivery. However, the real value in ITIL is that its benefits
are available to every organization, large or small, with a
genuine desire to deliver a high-performing service
provision. May your organization be one of those!
John Stewart
Office of Government Commerce
| ix
OGC’s foreword
7238-TSO-ITIL-13 28/8/07 14:01 Page ix
This book is dedicated to the people who practise IT
service management. Through their knowledge and
experiences we have shaped the present and can see
further toward the future along our journey to service
excellence.
Over the past two decades the world of IT has changed
dramatically. The IT Infrastructure Library framework has
grown along with it and has shaped a community of
practice that has spawned an entire industry. What hasn’t
changed in all that time is the need for us as practitioners
of service management to learn how best practices evolve
and how they support and influence the customer’s
successes or failures.
In a world of growing complexity, choice and globalization,

ITIL has remained at the heart of the industry, growing and
evolving to meet the needs of service providers. The
current version of ITIL is a product of this evolution.
Within the pages of this book, we will introduce ITIL to the
novice, further educate the practitioner and transform our
understanding of IT service management best practices.
This book captures the basic concepts of the ITIL Service
Lifecycle and its benefits. It serves as a reference to ITIL
service management practices, but should not be
considered a substitute for the ITIL core practice set.
It is from here we begin the journey into the ITIL service
management practices.
Sharon Taylor
Chief Architect, ITIL Service Management Practices
x |
Chief Architect’s foreword
7238-TSO-ITIL-13 28/8/07 14:01 Page x
Life-cycle (noun) – The various stages through which a
living thing passes (Kernerman English Multilingual
Dictionary)
The very term ‘lifecycle’ is used to describe the evolution
of many living things in this world from their creation to
expiration. The time between creation and expiration is
the ‘journey’.

We need only look at our own life journeys to see a living
example.
Creation – the first part of our journey. As an embryo
develops, its life blueprint is being established through the
architecture of its DNA. The embryo’s genetic structure will
dictate its capability, propensity for immunity or
vulnerability to disease, and certain personality
characteristics it will carry throughout life.
Childhood – the formative stage. We are influenced by our
exposure to the world around us and can influence our
life blueprint in how we manifest and integrate ourselves
with the world around us. Our understanding of our
needs, both for growth and creativity, are our
‘requirements’ that allow us to create value for ourselves
and those who come into contact with us.
Adulthood – where we hone our skills and perform within
expected societal parameters. We strive to improve our
capabilities continually and define our value. By this time,
we have built a complex network of relationships and
dependencies to others. The world we live in has become
far more complex than in childhood and managing our
lives more challenging.
If you replace the human metaphor above with the
lifecycle of service management, you will see many
similarities. This is because the ITIL Service Lifecycle
represents the same evolution – from creation to
expiration – and the stages in the ITIL Service Lifecycle are
what fall in between.
We often forget that services are living things. They
require sustenance to survive, they must continually adapt
and evolve with changing needs of the business, and they

will pass through various stages over their lifetime.
Services are constrained by their genetic blueprint – risks,
financial investment, culture and economics – but should
evolve to influence their value through interaction,
evolution, dependencies and relationships, and to exploit
these for positive outcomes.
This book will take you through these Service Lifecycle
stages and show how to apply the knowledge contained
in the ITIL core lifecycle publications.
| xi
Preface
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Introduction 1
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1.1 A HISTORICAL PERSPECTIVE OF IT
SERVICE MANAGEMENT AND ITIL

IT service management (ITSM) evolved naturally as services
became underpinned in time by the developing
technology. In its early years, IT was mainly focused on
application development – all the new possibilities
seeming to be ends in themselves. Harnessing the
apparent benefits of these new technologies meant
concentrating on delivering the created applications as a
part of a larger service offering, supporting the business
itself.
During the 1980s, as the practice of service management
grew, so too did the dependency of the business. Meeting
the business need called for a more radical refocus for an
IT service approach and the ‘IT help desk’ emerged to deal
with the frequency of issues suffered by those trying to
use IT services in delivery of their business.
At the same time, the UK government, fuelled by a need
for finding efficiencies, set out to document how the best
and most successful organizations approached service
management. By the late 1980s and early 1990s, they had
produced a series of books documenting an approach to
the IT service management needed to support business
users. This library of practice was entitled the IT
Infrastructure Library – ITIL to its friends.
The original Library grew to over 40 books, and started a
chain reaction of interest in the UK IT service community.
The term ‘IT service management’ had not been coined at
this point, but became a common term around the mid
1990s as the popularity of ITIL grew. In 1991, a user forum,
the IT Information Management Forum (ITIMF), was
created to bring ITIL users together to exchange ideas and
learn from each other, and would eventually change its
name to the IT Service Management Forum (itSMF). Today,

the itSMF has members worldwide as ITIL’s popularity
continues to grow.
A formal standard for ITSM, The British Standard 15000,
largely based on ITIL practices, was established and
followed by various national standards in numerous
countries. Since then the ISO 20000:2005 Standard was
introduced and gained rapid recognition globally.
ITIL’s next revision began in the mid 1990s, until 2004.
Version 2 of ITIL, as it is commonly referred to, was a more
targeted product – with nine books – explicitly bridging
the gap between technology and business, and with
guidance focused strongly on the processes required to
deliver effective services to the business customer.
1.2 ITIL TODAY
In 2004, the OGC began the second major refresh initiative
of ITIL, in recognition of the massive advancements in
technology and emerging challenges for IT service
providers. New technology architectures, virtualization and
outsourcing became a mainstay of IT and the process-
based approach of ITIL needed to be revamped to address
service management challenges.
After twenty years ITIL remains the most recognized
framework for ITSM in the world. While it has evolved and
changed its breadth and depth, it preserves the
fundamental concepts of leading practice.
1.2.1 Why is ITIL so successful?
ITIL is intentionally composed of a common sense
approach to service management – do what works. And
what works is adapting a common framework of practices

that unite all areas of IT service provision toward a single
aim – delivering value to the business. The following list
| 3
1 Introduction
7238-TSO-ITIL-13 28/8/07 14:01 Page 3
defines the key characteristics of ITIL that contribute to its
global success:
� Non-proprietary – ITIL service management practices
are applicable in any IT organization because they are
not based on any particular technology platform, or
industry type. ITIL is owned by the UK government and
not tied to any commercial proprietary practice or
solution
� Non-prescriptive – ITIL offers robust, mature and
time-tested practices that have applicability to all types
of service organizations. It continues to be useful and
relevant in public and private sectors, internal and
external service providers, small, medium and large
enterprise, and within any technical environment
� Best practice – ITIL service management practices
represent the learning experiences and thought
leadership of the world’s best in class service providers
� Good practice – Not every practice in ITIL can be
considered ‘best practice’, and for good reason. For
many, a blend of common, good and best practices
are what give meaning and achievability to ITSM. In

some respects, best practices are the flavour of the
day. All best practices become common practices over
time, being replaced by new best practices.
1.3 THE ITIL VALUE PROPOSITION
All high-performing service providers share similar
characteristics. This is not coincidence. There are specific
capabilities inherent in their success that they demonstrate
consistently. A core capability is their strategy. If you were
to ask a high-achieving service provider what makes them
distinctive from their competitors, they would tell you that
it is their intrinsic understanding of how they provide
value to their customers. They understand the customer’s
business objectives and the role they play in enabling
those objectives to be met. A closer look would reveal that
their ability to do this does not come from reacting to
customer needs, but from predicting them through
preparation, analysis and examining customer usage
patterns.
The next significant characteristic is the systematic use of
service management practices that are responsive,
consistent and measurable, and define the provider’s
quality in the eyes of their customers. These practices
provide stability and predictability, and permeate the
service provider’s culture.
The final characteristic is the provider’s ability to
continuously analyse and fine tune service provision to
maintain stable, reliable yet adaptive and responsive
services that allow the customer to focus on their business
without concern for IT service reliability.
In these situations you see a trusted partnership between

the customer and the service provider. They share risk and
reward and evolve together. Each knows they play a role
in the success of the other.
As a service provider, this is what you want to achieve. As
a customer, this is what you want in a service provider.
Take a moment look around at the industry high-
performing service providers. You’ll see that most use ITIL
Service Management practices. This isn’t coincidence at all.
1.4 THE ITIL SERVICE MANAGEMENT
PRACTICES
When we turn on a water tap, we expect to see water flow
from it. When we press down a light switch, we expect to
see light fill the room. Not so many years ago these very
basic things were not as reliable as they are today. We
know instinctively that the advances in technology have
made them reliable enough to be considered a utility. But
it isn’t just the technology that makes the services reliable.
It is how they are managed. This is service management!
4 | Introduction
7238-TSO-ITIL-13 28/8/07 14:01 Page 4
The use of IT today has become the utility of business.
Simply having the best technology will not ensure it
provides utility-like reliability. Professional, responsive,
value-driven service management is what brings this
quality of service to the business.
The objective of the ITIL Service Management practice

framework is to provide services to business customers
that are fit for purpose, stable and that are so reliable, the
business views them as a trusted utility.
ITIL offers best practice guidance applicable to all types of
organizations who provide services to a business. Each
publication addresses capabilities having direct impact on
a service provider’s performance. The structure of the core
practice takes form in a Service Lifecycle. It is iterative and
multidimensional. It ensures organizations are set up to
leverage capabilities in one area for learning and
improvements in others. The core is expected to provide
structure, stability and strength to service management
capabilities with durable principles, methods and tools.
This serves to protect investments and provide the
necessary basis for measurement, learning and
improvement.
The guidance in ITIL can be adapted for use in various
business environments and organizational strategies. The
complementary guidance provides flexibility to implement
the core in a diverse range of environments. Practitioners
can select complementary guidance as needed to provide
traction for the core in a given business context, much like
tyres are selected based on the type of automobile,
purpose and road conditions. This is to increase the
durability and portability of knowledge assets and to
protect investments in service management capabilities.
1.5 WHAT IS A SERVICE?
Service management is more than just a set of capabilities.
It is also a professional practice supported by an extensive
body of knowledge, experience and skills. A global
community of individuals and organizations in the public

and private sectors fosters its growth and maturity. Formal
schemes exist for the education, training and certification
of practising organizations, and individuals influence its
quality. Industry best practices, academic research and
formal standards contribute to its intellectual capital and
draw from it.
The origins of service management are in traditional
service businesses such as airlines, banks, hotels and
phone companies. Its practice has grown with the
adoption by IT organizations of a service-oriented
approach to managing IT applications, infrastructure and
processes.
Solution
s to business problems and support for
business models, strategies and operations are increasingly
in the form of services. The popularity of shared services
and outsourcing has contributed to the increase in the
number of organizations who are service providers,
including internal organizational units. This in turn has
strengthened the practice of service management and at
the same time imposed greater challenges upon it.
Definition of a service
A ‘service’ is a means of delivering value to customers
by facilitating outcomes customers want to achieve

without the ownership of specific costs and risks.
There are a variety of contexts in which the definition of
a service can be expanded upon, but as a basic
concept, service is the means of delivering value, and
no matter how your organization chooses to define a
service, this must be at the heart of what defines a
service.
1.6 NAVIGATING THE ITIL SERVICE
MANAGEMENT LIFECYCLE
Before discussing the principles of ITIL service
management practices, it is helpful to understand the
overall content structure and how topics areas are
Introduction | 5
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organized within each of the books that together
comprise the practices.

The ITIL service management practices are comprised of
three main sets of products and services:
� ITIL service management practices – core guidance
� ITIL service management practices – complementary
guidance
� ITIL web support services.
1.6.1 ITIL service management practices –
core guidance
The core set consists of six publications:
� Introduction to ITIL Service Management Practices
(this publication)
� Service Strategy
� Service Design
� Service Transition
� Service Operation

� Continual Service Improvement.
A common structure across all the core guidance
publications helps to easily find references between
volumes and where to look for similar guidance topics
within each stage of the lifecycle:
Practice fundamentals
This section of each core publication sets out the business
case argument of the need for viewing service
management in a lifecycle context and an overview of the
practices in that stage of the lifecycle that contributes to
it. It briefly outlines the context for the practices that
follow and how they contribute to business value.
Practice principles
Practice principles are the policies and governance aspects
of that lifecycle stage that anchor the tactical processes
and activities to achieving their objectives.
Lifecycle processes and activities

The Service Lifecycle stages rely on processes to execute
each element of the practice in a consistent, measurable,
repeatable way. Each core publication identifies the
processes it makes use of, how they integrate with the
other stages of the lifecycle, and the activities needed to
carry them out.
Supporting organization structures and roles
Each publication identifies the organizational roles and
responsibilities that should be considered to manage the
Service Lifecycle. These roles are provided as a guideline
and can be combined to fit into a variety of organization
structures. Suggestions for optimal organization structures
are also provided.
Technology considerations
ITIL service management practices gain momentum when
the right type of technical automation is applied. Each
lifecycle publication makes recommendations on the areas
to focus technology automation on, and the basic
requirements a service provider will want to consider
when choosing service management tools.

Practice implementation
For organizations new to ITIL, or those wishing to improve
their practice maturity and service capability, each
publication outlines the best ways to implement the ITIL
Service Lifecycle stage.
Challenges, risks and critical success factors
These are always present in any organization. Each
publication highlights the common challenges, risks and
success factors that most organizations experience and
how to overcome them.
6 | Introduction
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Complementary guidance
There are many external methods, practices and
frameworks that align well to ITIL practices. Each
publication provides a list of these and how they

integrate into the ITIL Service Lifecycle, when they are
useful and how.
Examples and templates
Each publication provides working templates and
examples of how the practices can be applied. They are
provided to help you capitalize on the industry experience
and expertise already in use. Each can be adapted within
your particular organizational context.
1.6.2 ITIL service management practices –
complementary guidance
This is a living library of publications with guidance
specific to industry sectors, organization types, operating
models and technology architectures. Each publication
supports and enhances the guidance in the ITIL core.
Publications in this category will be continually added to
the complementary library of practice and will contain
contributions from the expert and user ITSM community.
In this way, ITIL practices are illustrated in real-life
situations and in a variety of contexts that add value and
knowledge to your own ITIL practice.

1.6.3 ITIL web support services
These products are online, interactive services including a
Glossary of Terms and Definitions, Interactive Service
Management Model, online subscriber services, case
studies, templates and ITIL Live® (www.itil-live-portal.com),
an interactive expert knowledge centre where users can
access time with ITSM experts to discuss questions and
issues, and seek advice.
Introduction | 7
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Core guidance topics 2
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| 11
2.1 SERVICE STRATEGY
At the core of the Service Lifecycle is Service Strategy.
Service Strategy provides guidance on how to view service
management not only as an organizational capability but
as a strategic asset. Guidance is provided on the principles
underpinning the practice of service management which
are useful for developing service management policies,
guidelines and processes across the ITIL Service Lifecycle.
Topics covered in Service Strategy include the
development of service markets, characteristics of internal
and external provider types, service assets, the service
portfolio and implementation of strategy through the
Service Lifecycle. Financial Management, Demand
Management, Organizational Development and Strategic
Risks are among other major topics.

Organizations should use Service Strategy guidance to set
objectives and expectations of performance towards
serving customers and market spaces, and to identify,
select and prioritize opportunities. Service Strategy is
about ensuring that organizations are in position to
handle the costs and risks associated with their service
portfolios, and are set up not just for operational
effectiveness but for distinctive performance.
Organizations already practicing ITIL use Service Strategy
to guide a strategic review of their ITIL-based service
management capabilities and to improve the alignment
between those capabilities and their business strategies.
This ITIL volume encourages readers to stop and think
about why something is to be done before thinking of
how.
2.2 SERVICE DESIGN
‘If you build it, they will come’ is a saying from a famous
1989 Hollywood movie, Field of Dreams. But if you build it
and it doesn’t provide value, they will soon leave!
For services to provide true value to the business, they

must be designed with the business objectives in mind.
Service Design is the stage in the lifecycle that turns
Service Strategy into the blueprint for delivering the
business objectives.
Service Design provides guidance for the design and
development of services and service management
practices. It covers design principles and methods for
converting strategic objectives into portfolios of services
and service assets. The scope of Service Design is not
limited to new services. It includes the changes and
improvements necessary to increase or maintain value to
customers over the lifecycle of services, the continuity of
services, achievement of service levels, and conformance
to standards and regulations. It guides organizations on
Service
Design
Service
Operation Service
Transition
Service

Strategy
Continual Service
Improvement
Continual Service
Im
provem
ent C
on
tin
ua
l S
er
vi
ce
Im
pr

ov
em
en
t
ITIL
Co
mp
leme
ntary Publications
Web Support Ser
vic
es
2 Core guidance topics
7238-TSO-ITIL-13 28/8/07 14:01 Page 11

12 | Core guidance topics
how to develop design capabilities for service
management.
Among the key topics in Service Design are Service
Catalogue, Availability, Capacity, Continuity and Service
Level Management.
2.3 SERVICE TRANSITION
Transition [tran-zish-uhn] – Movement, passage, or
change from one position, state, stage, subject, concept,
etc., to another; change: the transition from adolescence
to adulthood.
Service Transition provides guidance for the development
and improvement of capabilities for transitioning new and
changed services into live service operation. This
publication provides guidance on how the requirements of
Service Strategy encoded in Service Design are effectively
realized in Service Operation while controlling the risks of
failure and disruption.
The publication combines practices in Change,

Configuration, Asset, Release and Deployment, Programme
and Risk Management and places them in the practical
context of service management. It provides guidance on
managing the complexity related to changes to services
and service management processes; preventing undesired
consequences while allowing for innovation. Guidance is
provided on transferring the control of services between
customers and service providers.
Service Transition introduces the Service Knowledge
Management System, which builds upon the current data
and information within Configuration, Capacity, Known
Error, Definitive Media and Assets systems and broadens
the use of service information into knowledge capability
for decision and management of services.
2.4 SERVICE OPERATION
Service Operation embodies practices in the management
of the day-to-day operation of services. It includes
guidance on achieving effectiveness and efficiency in the
delivery and support of services to ensure value for the
customer and the service provider. Strategic objectives are
ultimately realized through Service Operation, therefore
making it a critical capability. Guidance is provided on

how to maintain stability in service operations, allowing
for changes in design, scale, scope and service levels.
Organizations are provided with detailed process
guidelines, methods and tools for use in two major control
perspectives: reactive and proactive. Managers and
practitioners are provided with knowledge allowing them
to make better decisions in areas such as managing the
availability of services, controlling demand, optimizing
capacity utilization, scheduling of operations and fixing
problems. Guidance is provided on supporting operations
through new models and architectures such as shared
services, utility computing, web services and mobile
commerce.
Among the topics in this book are Event, Incident,
Problem, Request, Application and Technical Management
practices. This book discusses some of the newer industry
practices to manage virtual and service-oriented
architectures.
2.5 CONTINUAL SERVICE IMPROVEMENT
Continual Service Improvement provides instrumental
guidance in creating and maintaining value for customers
through better design, transition and operation of services.

It combines principles, practices and methods from quality
management, change management and capability
improvement. Organizations learn to realize incremental
and large-scale improvements in service quality,
operational efficiency and business continuity. Guidance is
provided for linking improvement efforts and outcomes
7238-TSO-ITIL-13 28/8/07 14:01 Page 12
Core guidance topics | 13
with service strategy, design and transition. A closed-loop
feedback system, based on the Plan-Do-Check-Act (PDCA)
model (see section 2.6), is established and capable of
receiving inputs for improvements from any planning
perspective.
Guidance on Service Measurement, demonstrating value
with metrics, developing baselines and maturity
assessments are among the key topics.
2.6 LIFECYCLE QUALITY CONTROL

Consistent with the structures adopted by high-performing
businesses today and standards bodies around the world,
the ITIL Service Lifecycle approach embraces and enhances
the interpretation of the Deming Quality Cycle (Figure 2.1)
of Plan-Do-Check-Act. You will see this quality cycle used
in the structure of the practices in each of the core guides.
The ITIL framework incorporates the Deming Quality Cycle
by applying it to the Service Lifecycle stages. This helps
align the practices of ITIL to the structure of external
practices such as COBIT and ISO/IEC 20000.
2.7 ITIL CONFORMANCE OR COMPLIANCE –
PRACTICE ADAPTATION
An important aspect of ITIL is the ‘open-source’ nature of
its practices. It is intended and strongly recommended
that organizations adapt ITIL practices within their own
context, and entrench their own best practices within an
overall Service Management framework.
For example, within Service Transition, ITIL provides a
selection of Change Management models for standard,
normal and emergency Changes. In many cases, these
models as described in Service Transition may be all you

need and they cover the range of possible change types in
Figure 2.1 The Deming Quality Cycle
Effective Quality
Improvement
CHECK
PLANACT
DO
Time Scale
M
at
u
ri
ty
L
ev

el
Consolidation of the level reached
i.e. Baseline
Business
IT
Alignment
Plan Project Plan
Do Project
Check Audit
Act New Actions
Continuous quality control and consolidation
7238-TSO-ITIL-13 28/8/07 14:01 Page 13
an organization. Within each model, a specific flow of
process and procedure is provided. If in your organization,
more steps for an emergency change make sense to meet

your requirements and objectives, then you should adapt
these into the generic ITIL Change process flow. Doing so
does not mean you no longer conform to ITIL. As long as
the main ITIL process steps, inputs and outputs are
included and the objectives met, that is your best practice
and is fit for purpose in your organizational context.
ITIL is a framework an organization conforms to, not
complies with. There is a major difference between these
two things and one that is often misunderstood.
Conformity allows flexibility in the adaptation of practices
within an organizational context while maintaining the
overall structure of the framework. Compliance is highly
specific, often audited to a formal standard and the
organization’s practices must mimic externally defined
practices. There is a need for both within certain contexts,
but a key to agile service management practices is
knowing which, in what blend and in what context
conformance or compliance should apply.
Many organizations use ITIL as a means to achieve
compliance with a formal, audited standard such as
ISO/IEC 20000:2005. The design of ITIL is particularly
useful for this purpose since the framework is architected

to ensure that an organization’s service capabilities are
designed and operated using the practices that align to
these standards.
This standard set outs the key areas of compliance and
requires that organizations can demonstrate that they use
the management systems and practices in these areas in
order to be compliant to the standard. Experts agree that
adopting ITIL produces a framework best suited to
achieving ISO/IEC 20000 certification. Later in this book a
list of common external frameworks, method and
standards are provided that have a solid alignment to the
practices of ITIL and fit well into any organization’s service
practices.
2.8 GETTING STARTED – SERVICE LIFECYCLE
PRINCIPLES
In the following chapters you will learn about the key
concepts within the ITIL Service Lifecycle. You begin by
working your way from the core of the lifecycle, Service
Strategy, then around the revolving lifecycle practices of
Service Design, Transition and Operation, finishing with
Continual Service Improvement. Afterward, you should

have a clear understanding of the basic concepts of the
ITIL Service Lifecycle and how the core practice
publications can be useful to you. This will help readers to
further examine particular areas within any of the core
guidance books that offer detailed practice information in
areas that support your day-to-day service management
role.
The following table gives a general view of some of the
more common roles in organizations and the ITIL service
management practice core guides that host the day-to-day
practices, processes and activities most related to those
roles.
14 | Core guidance topics
7238-TSO-ITIL-13 28/8/07 14:01 Page 14
Core guidance topics | 15
Table 2.1 Roles and core guides
Role Core guide

Service Desk Manager/staff Service Operation
Incident Manager/Technical Support staff Service Transition
and Service Operation
Operations Management Service Transition and Service
Operation
Change Manager/Change Requestor Service Transition

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