ITIL (Information Technology Infrastructure Library) - Revision history

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 *[[Service Catalog]]
 *[[Service Catalog Management]]
 </div>

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 == History of ITIL<ref>[http://www.easyvista.com/wp-content/uploads/2015/03/WHITEPAPER_ITIL_Simplified_web.pdf The History of ITIL]</ref> ==
-In the 1980s IT was extremely focused on the ‘underlying technology’ of IT rather than the delivery of IT services. Therefore, service delivery was an afterthought that would soon gain prominence
+In the 1980s IT was extremely focused on the ‘underlying technology’ of [[Information Technology (IT)|IT]] rather than the delivery of IT services. Therefore, service delivery was an afterthought that would soon gain prominence
 when the British government made it a top priority. ITIL can be traced back to around 1986 when the British government recognized that the quality of IT service was extremely insufficient. The Central Computer and Telecommunications Agency (CCTA) were tasked with developing an Operational Guidance framework for more efficient and fiscally responsible use and management of IT resources. In 1988, the CCTA created the Government Information Technology Infrastructure Management (GITIM) framework which focused on Service Support and Service Delivery. In 1989, GITIM was renamed Information Technology Infrastructure Library (ITIL). In the early 1990s, government agencies and large companies in Europe started to utilize the ITIL framework. ITIL quickly became the de facto standard for IT Service Management. In 2000, the CCTA merged with the Office of Government Commerce (OGC). In 2001, ITIL v2 was released with volumes dedicated to Service Support and Service Delivery. In 2007, ITIL v3 is released, adopting a Service Lifecycle approach to Service Management and a focus on business integration. Today, ITIL is widely recognized as the global standard for IT Service Management. The advent of cloud computing will only increase the demand for high-quality IT Service delivery and support. Research has shown that ITIL is used (in one form or another) by almost 75% of enterprise organizations. This demonstrates that large IT organizations continue to seek out effectiveness and efficiency in the delivery of their IT Services, and continue to adopt the principles of ITIL to achieve these goals.

@@ Line 73: / Line 73: @@
 == See Also ==
 <div style="column-count:2;-moz-column-count:3;-webkit-column-count:3">
-*[[IT Governance Framework]]
+*[[IT Service Management (ITSM)]]
 *[[ITIL Availability Management]]
 *[[ITIL Event Management]]
@@ Line 84: / Line 84: @@
 *[[Service Catalog]]
 *[[Service Catalog Management]]
-*[[IT Governance]]
 </div>

@@ Line 1: / Line 1: @@
-'''ITIL''' is an internationally recognized and widespread de-facto [[standard]] for IT services management and administration, which was developed by OGC in the 1980’s.  ITIL comes from the best experiences (actually, it is a summary of the best practices), it represents the framework for handling the IT management in an organization, it deals with a complex of IT services, it focuses on a continual measurement and quality improvement of delivered IT services, both in terms of business and from a customer perspective. This orientation is the main cause of global ITIL success, and it contributed to the widespread use and the key benefits, gained by those organizations that have applied these techniques and processes in their structures. ITIL is not a standard, ITIL contains recommendations and best practices.: ITIL is used for setting and management of IT processes and services. Its practical applicability and extension have made it the de-facto standard for IT management over the entire range of responsibilities of the IT manager ([[Chief_Information_Officer_(CIO)|CIO]]).<ref>What is ITIL (Information Technology Infrastructure Library) [https://managementmania.com/en/itil-information-technology-infrustructure-library Management Mania]</ref>
+'''ITIL''' is an internationally recognized and widespread de-facto [[standard]] for IT services management and administration, which was developed by OGC in the 1980’s.  ITIL comes from the best experiences (actually, it is a summary of the best practices), it represents the framework for handling the IT management in an organization, it deals with a complex of IT services, it focuses on a continual measurement and quality improvement of delivered IT services, both in terms of business and from a customer perspective. This orientation is the main cause of global ITIL success, and it contributed to the widespread use and the key benefits, gained by those organizations that have applied these techniques and processes in their structures. ITIL is not a standard, ITIL contains recommendations and best practices.: ITIL is used for setting and management of IT processes and services. Its practical applicability and extension have made it the de-facto standard for IT management over the entire range of responsibilities of the IT manager ([[Chief_Information_Officer_(CIO)|CIO]]).<ref>[https://managementmania.com/en/itil-information-technology-infrustructure-library What is ITIL (Information Technology Infrastructure Library)-Management Mania]</ref>
-== ITIL Service Lifecycle<ref>What is the ITIL Service Lifecycle [http://www.connectsphere.com/resource/articles/what-is-the-itil-service-lifecycle ConnectSphere]</ref> ==
+== ITIL Service Lifecycle<ref>[http://www.connectsphere.com/resource/articles/what-is-the-itil-service-lifecycle What is the ITIL Service Lifecycle-ConnectSphere]</ref> ==
 The [[ITIL Service Lifecycle]] is split into 5 distinct lifecycle stages. Each stage relies on service principles, processes, roles and performance measures, and each stage is dependent on the other lifecycle stages for inputs and feedback. A constant set of checks and balances throughout the Service Lifecycle ensures that as business demand changes with business needs, the services can adapt and respond effectively to them.
 *1 [[ITIL Service Strategy]]: Service Strategy sits at the core of the Service Lifecycle and focuses on ensuring that our strategy is defined, maintained and then implemented. There is key guidance for Executive Managers’ around operating according to the business constraints, corporate governance and compliance, legislation, and some cultural aspects of organizational transformation. The focus will enable practical decision-making, based on a sound understanding of the offered services, with the ultimate aim of increasing the economic life of all services.
@@ Line 20: / Line 20: @@
-== History of ITIL<ref>The History of ITIL [http://www.easyvista.com/wp-content/uploads/2015/03/WHITEPAPER_ITIL_Simplified_web.pdf EasyVista]</ref> ==
+== History of ITIL<ref>[http://www.easyvista.com/wp-content/uploads/2015/03/WHITEPAPER_ITIL_Simplified_web.pdf The History of ITIL -EasyVista]</ref> ==
 In the 1980’s IT was extremely focused on the ‘underlying technology’ of IT rather than the delivery of IT services. Therefore, service delivery was an afterthought that would soon gain prominence
@@ Line 26: / Line 26: @@
-== ITIL Benefits and Barriers to Success<ref>ITIL Benefits and Barriers to Success [http://www.computereconomics.com/article.cfm?id=1433 Computer Economics]</ref> ==
+== ITIL Benefits and Barriers to Success<ref>[http://www.computereconomics.com/article.cfm?id=1433 ITIL Benefits and Barriers to Success -Computer Economics]</ref> ==
 The Figure below summarizes the main benefits in favor of ITIL adoption and the potential barriers to success. ITIL is the most comprehensive approach to standardizing IT operations and improving overall management. It is currently used by thousands of companies worldwide with proven results. Most IT managers struggle with a lack of structure and a reactive mode of operation that accompanies a lack of processes and procedures. ITIL offers a solution for putting the pieces of the puzzle into place to take a more proactive approach to improve the IT organization’s performance.
@@ Line 34: / Line 34: @@
-== Steps to a successful ITIL adoption<ref>5 steps to help with successful ITIL adoption [http://blogs.forrester.com/stephen_mann/12-02-01-itil_adoption_5_steps_that_can_help_with_success Forrester]</ref> ==
+== Steps to a successful ITIL adoption<ref>[http://blogs.forrester.com/stephen_mann/12-02-01-itil_adoption_5_steps_that_can_help_with_success 5 steps to help with successful ITIL adoption -Forrester]</ref> ==
 According to Forrester,  I&O executives and their teams can significantly improve the probability of success when adopting ITIL and reduce the pain of what is ultimately a considerable organizational and cultural change. The trick is to ensure that sufficient planning leads to optimal adoption, not just in the short term, for example, selecting and implementing a service desk tool, but also in the longer term through an ITSM maturity vision, phased adoption, and support for continued improvement. Whether you’re embarking on a greenfield ITIL adoption or wanting to improve the IT support and IT service delivery of your existing ITSM operations, I&O executives and their teams get started by following these five steps:<br />
 Step No. 1: Understand what ITIL is all about, especially the importance of people.<br />
@@ Line 44: / Line 44: @@
-== Criticism of ITIL<ref>Criticism of ITIL [https://en.wikipedia.org/wiki/ITIL Wikipedia]</ref> ==
+== Criticism of ITIL<ref>[https://en.wikipedia.org/wiki/ITIL Criticism of ITIL -Wikipedia]</ref> ==
 While a number of researchers have investigated the benefits of the ITIL implementation, it has been criticized on several fronts, including:
 *The books are not affordable for non-commercial users
@@ Line 53: / Line 53: @@
-== Why ITIL is So Successful<ref>Why is ITIL So Successful? [https://www.kornev-online.net/ITIL/03%20-%20ITIL%20V3%202011%20Service%20Transition%20ST.pdf Kornev]</ref> ==
+== Why ITIL is So Successful<ref>[https://www.kornev-online.net/ITIL/03%20-%20ITIL%20V3%202011%20Service%20Transition%20ST.pdf Why is ITIL So Successful? -Kornev]</ref> ==
 ITIL embraces a practical 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 towards a single aim – that of delivering value to the business. The following list defines the key characteristics of ITIL that contribute to its global success:
 *Vendor-neutral 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 is not tied to any commercial proprietary practice or solution.
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 </div>
 == References ==
 <references />
@@ Line 115: / Line 120: @@
 == Further Reading ==
-*An Introductory Overview of ITIL® V3 [http://www.itilnews.com/uploaded_files/itSMF_ITILV3_Intro_Overview.pdf ITSMF]
+*[http://www.itilnews.com/uploaded_files/itSMF_ITILV3_Intro_Overview.pdf An Introductory Overview of ITIL® V3 -ITSMF]
-*Introduction to ITIL: A Framework for IT Service Management [http://www.upenn.edu/computing/isc/training/archived/lunchtime/Overview%20to%20ITIL.pdf UPenn]
+*[http://www.upenn.edu/computing/isc/training/archived/lunchtime/Overview%20to%20ITIL.pdf Introduction to ITIL: A Framework for IT Service Management -UPenn]
-*Introducing ITIL: Best Practices for IT Service Management [https://www.nysforum.org/events/4_30_2015/Final.pdf NYSForum]
+*[https://www.nysforum.org/events/4_30_2015/Final.pdf Introducing ITIL: Best Practices for IT Service Management -NYSForum]
-*Improving ITIL compliance using change management practices: a finance sector case study [https://cob.unt.edu/itds/faculty/becker/BCIS5520/Readings/ImprovingITIL_compliance_using_CMPs.pdf Peter Yamakawa et.al]
+*[https://cob.unt.edu/itds/faculty/becker/BCIS5520/Readings/ImprovingITIL_compliance_using_CMPs.pdf Improving ITIL compliance using change management practices: a finance sector case study -Peter Yamakawa et.al]

@@ Line 4: / Line 4: @@
 == ITIL Service Lifecycle<ref>What is the ITIL Service Lifecycle [http://www.connectsphere.com/resource/articles/what-is-the-itil-service-lifecycle ConnectSphere]</ref> ==
 The [[ITIL Service Lifecycle]] is split into 5 distinct lifecycle stages. Each stage relies on service principles, processes, roles and performance measures, and each stage is dependent on the other lifecycle stages for inputs and feedback. A constant set of checks and balances throughout the Service Lifecycle ensures that as business demand changes with business needs, the services can adapt and respond effectively to them.
-*1 [[ITIL Service Strategy|Service Strategy]]: Service Strategy sits at the core of the Service Lifecycle and focuses on ensuring that our strategy is defined, maintained and then implemented. There is key guidance for Executive Managers’ around operating according to the business constraints, corporate governance and compliance, legislation, and some cultural aspects of organizational transformation. The focus will enable practical decision-making, based on a sound understanding of the offered services, with the ultimate aim of increasing the economic life of all services.
+*1 [[ITIL Service Strategy]]: Service Strategy sits at the core of the Service Lifecycle and focuses on ensuring that our strategy is defined, maintained and then implemented. There is key guidance for Executive Managers’ around operating according to the business constraints, corporate governance and compliance, legislation, and some cultural aspects of organizational transformation. The focus will enable practical decision-making, based on a sound understanding of the offered services, with the ultimate aim of increasing the economic life of all services.
-[[Service Strategy]] is about ensuring that organizational units in support of the business are in a position to handle the costs and risks associated with their service portfolio, and that they are set up for service improvement.
+Service Strategy is about ensuring that organizational units in support of the business are in a position to handle the costs and risks associated with their service portfolio, and that they are set up for service improvement.
-*2.[[ITIL Service Design|Service Design]]: At this stage, the focus shifts to converting the strategy into reality, through the use of a consistent approach to the design and development of new service offerings:
+*2.[[ITIL Service Design]]: At this stage, the focus shifts to converting the strategy into reality, through the use of a consistent approach to the design and development of new service offerings:
 **A consistent use of a common architecture
 **Understanding and translating the business requirements
 **Introducing the appropriate Support requirements upon implementation of the service
 The scope of Service Design is also not limited to new services; it includes any changes and improvements necessary to increase or maintain value to customers over the lifecycle of services, such as improved continuity of service, or improvements necessary to enhance service hours and service levels. Changes required because of new conformance standards and regulations are also relevant as are services bought off the shelf from suppliers.
-*3 [[ITIL Service Transition|Service Transition]]: As design and development activities are completed, there is a period for Service Transition with its key purpose to bridge both the gap between projects and operations more effectively, and also to improve any changes that are going into live service, even if it is transferring the control of services between customers and service providers. The Service Transition stage brings together all the assets within a service and ensures these are integrated and tested together. Its focus is on the quality and control of the delivery of a new or changed service into operations. Giving sufficient time and quality effort to this stage of the lifecycle will reduce unexpected variations in the delivery of the live services.
+*3 [[ITIL Service Transition]]: As design and development activities are completed, there is a period for Service Transition with its key purpose to bridge both the gap between projects and operations more effectively, and also to improve any changes that are going into live service, even if it is transferring the control of services between customers and service providers. The Service Transition stage brings together all the assets within a service and ensures these are integrated and tested together. Its focus is on the quality and control of the delivery of a new or changed service into operations. Giving sufficient time and quality effort to this stage of the lifecycle will reduce unexpected variations in the delivery of the live services.
-*4 [[ITIL Service Operation|Service Operation]]: The operational teams ensure there are robust end-to-end practices which support responsive and stable services. They provide ongoing support units and they are a strong influencer on how the business perceives the service it receives. A key part of this is the Service Desk that directly owns and supports incident management and request fulfillment for users, including feedback on user satisfaction. Supporting functions to the Service Desk include business support and administration teams. Specific to IT, there are Application Management and Technical support teams that contribute to the successful resolution of major incidents that affect the business.
+*4 [[ITIL Service Operation]]: The operational teams ensure there are robust end-to-end practices that support responsive and stable services. They provide ongoing support units and they are a strong influencer on how the business perceives the service it receives. A key part of this is the Service Desk that directly owns and supports incident management and request fulfillment for users, including feedback on user satisfaction. Supporting functions to the Service Desk include business support and administration teams. Specific to IT, there are Application Management and Technical support teams that contribute to the successful resolution of major incidents that affect the business.
-*5 [[ITIL Continual Service Improvement (CSI)|Continual Service Improvement]]: Continual Service Improvement works with the other four stages of the service lifecycle to align the services with the business needs, whilst recognizing improvement opportunities and change.
+*5 [[ITIL Continual Service Improvement (CSI)]]: Continual Service Improvement works with the other four stages of the service lifecycle to align the services with the business needs, whilst recognizing improvement opportunities and change.
@@ Line 21: / Line 21: @@
 == History of ITIL<ref>The History of ITIL [http://www.easyvista.com/wp-content/uploads/2015/03/WHITEPAPER_ITIL_Simplified_web.pdf EasyVista]</ref> ==
 In the 1980’s IT was extremely focused on the ‘underlying technology’ of IT rather than the delivery of IT services. Therefore, service delivery was an afterthought that would soon gain prominence
-when the British government made it a top priority. ITIL can be traced back to around 1986 when the British government recognized that the quality of IT service was extremely insufficient. The Central Computer and Telecommunications Agency (CCTA) were tasked with developing an Operational Guidance framework for more efficient and fiscally responsible use and management of IT resources. In 1988, the CCTA created the Government Information Technology Infrastructure Management (GITIM) framework which focused on Service Support and Service Delivery. In 1989, GITIM was renamed Information Technology Infrastructure Library (ITIL). In the early 1990s, government agencies and large companies in Europe started to utilize the ITIL framework. ITIL quickly became the de facto standard for IT [[Service Management]]. In 2000, the CCTA merged with the Office of Government Commerce (OGC). In 2001, ITIL v2 was released with volumes dedicated to Service Support and Service Delivery. In 2007, ITIL v3 is released, adopting a Service Lifecycle approach to Service Management and a focus on business integration. Today, ITIL is widely recognized as the global standard for IT Service Management. The advent of cloud computing will only increase the demand for high quality IT Service delivery and support. Research has shown that ITIL is used (in one form or another) by almost 75% of enterprise organizations. This demonstrates that large IT organizations continue to seek out effectiveness and efficiency in the delivery of their IT Services, and continue to adopt the principles of ITIL to achieve these goals.
+when the British government made it a top priority. ITIL can be traced back to around 1986 when the British government recognized that the quality of IT service was extremely insufficient. The Central Computer and Telecommunications Agency (CCTA) were tasked with developing an Operational Guidance framework for more efficient and fiscally responsible use and management of IT resources. In 1988, the CCTA created the Government Information Technology Infrastructure Management (GITIM) framework which focused on Service Support and Service Delivery. In 1989, GITIM was renamed Information Technology Infrastructure Library (ITIL). In the early 1990s, government agencies and large companies in Europe started to utilize the ITIL framework. ITIL quickly became the de facto standard for IT [[Service Management]]. In 2000, the CCTA merged with the Office of Government Commerce (OGC). In 2001, ITIL v2 was released with volumes dedicated to Service Support and Service Delivery. In 2007, ITIL v3 is released, adopting a Service Lifecycle approach to Service Management and a focus on business integration. Today, ITIL is widely recognized as the global standard for IT Service Management. The advent of cloud computing will only increase the demand for high-quality IT Service delivery and support. Research has shown that ITIL is used (in one form or another) by almost 75% of enterprise organizations. This demonstrates that large IT organizations continue to seek out effectiveness and efficiency in the delivery of their IT Services, and continue to adopt the principles of ITIL to achieve these goals.

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 == See Also ==
 <div style="column-count:2;-moz-column-count:3;-webkit-column-count:3">
-[[IT Governance Framework]]<br />
+*[[IT Governance Framework]]
-[[ITIL Availability Management]]<br />
+*[[ITIL Availability Management]]
-[[ITIL Continual Service Improvement (CSI)]]<br />
+*[[ITIL Continual Service Improvement (CSI)]]
-[[ITIL Event Management]]<br />
+*[[ITIL Event Management]]
-[[ITIL Facilities Management]]<br />
+*[[ITIL Facilities Management]]
-[[ITIL Problem Management]]<br />
+*[[ITIL Problem Management]]
-[[ITIL Service Delivery]]<br />
+*[[ITIL Service Delivery]]
-[[ITIL Service Design]]<br />
+*[[ITIL Service Design]]
-[[ITIL Service Lifecycle]]<br />
+*[[ITIL Service Lifecycle]]
-[[ITIL Service Operation]]<br />
+*[[ITIL Service Operation]]
-[[ITIL Service Strategy]]<br />
+*[[ITIL Service Strategy]]
-[[ITIL Service Transition]]<br />
+*[[ITIL Service Transition]]
-[[ITIL Service Value Chain (SVC)]]<br />
+*[[ITIL Service Value Chain (SVC)]]
-[[ITIL Service Value System (SVS)]]<br />
+*[[ITIL Service Value System (SVS)]]
-[[Service Portfolio Management]]<br />
+*[[Service Portfolio Management]]
-[[Service Portfolio]]<br />
+*[[Service Portfolio]]
-[[Service Catalog]]<br />
+*[[Service Catalog]]
-[[Service Catalog Management]]<br />
+*[[Service Catalog Management]]
-[[IT_Governance|IT Governance]]<br />
+*[[IT_Governance|IT Governance]]
-[[IT Infrastructure]]<br />
+*[[IT Infrastructure]]
-[[IT Operations (Information Technology Operations)]]<br />
+*[[IT Operations (Information Technology Operations)]]
-[[COBIT_(Control_Objectives_for_Information_and_Related_Technology)|Control Objectives for Information and Related Technology (COBIT)]]<br />
+*[[COBIT_(Control_Objectives_for_Information_and_Related_Technology)|COBIT]]
-[[Balanced_Scorecard|Balanced Scorecard]]<br />
+*[[Balanced_Scorecard|Balanced Scorecard]]
-[[Enterprise_Risk_Management_(ERM)|Enterprise Risk Management (ERM)]]<br />
+*[[Enterprise_Risk_Management_(ERM)|Enterprise Risk Management (ERM)]]
-[[Risk_Management|Risk Management]]<br />
+*[[Risk_Management|Risk Management]]
-[[IT_Strategy_(Information_Technology_Strategy)|IT Strategy (Information Technology Strategy)]]<br />
+*[[IT_Strategy_(Information_Technology_Strategy)|IT Strategy]]
-[[Business_Strategy|Business Strategy]]<br />
+*[[Business_Strategy|Business Strategy]]
-[[Corporate_Governance|Corporate Governance]]<br />
+*[[Corporate_Governance|Corporate Governance]]
-[[Corporate_Strategy|Corporate Strategy]]<br />
+*[[Corporate_Strategy|Corporate Strategy]]
-[[Enterprise_Architecture|Enterprise Architecture]]<br />
+*[[Enterprise_Architecture|Enterprise Architecture]]
-[[COSO_Internal_Control_Integrated_Framework|COSO Internal Control- Integrated Framework]]<br />
+*[[COSO_Internal_Control_Integrated_Framework|COSO Internal Control- Integrated Framework]]
-[[Compliance|Compliance]]<br />
+*[[Compliance|Compliance]]
 </div>