ITILv3 Service Operation权威资料：TSO出版

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ITIL（Information Technology Infrastructure Library）是国际公认的信息技术服务管理框架，它为IT服务提供了一个标准化的框架，以确保组织能够有效地运行、维护和支持其信息技术基础设施。在ITIL V3版本中，"Service Operation"这一阶段尤其关键，它关注的是服务生命周期中的实际执行和运营活动。《ITIL V3 Service Operation ITIL3经典资料》是由The Stationery Office (TSO) 发布的一份权威指南，提供了对ITIL Service Operation模块的深入理解。该文档详细阐述了以下主要内容： 1. **服务操作定义**：这部分涵盖了服务台、一线支持、事件管理、问题管理、访问管理、配置管理、变更管理和发布管理等核心服务运营流程。这些流程旨在确保服务的可用性和响应性，同时维持系统的稳定运行。 2. **流程与实践**：书中介绍了各个流程的最佳实践，包括如何通过自动化工具提高效率，以及如何建立有效的沟通渠道，如服务水平协议(SLA)和操作级别协议(OLA)的制定和执行。 3. **人才与技能**：强调了服务运营团队的角色，包括技术能力、客户服务技巧和解决问题的能力。它还涵盖了培训和发展计划，以提升团队的专业素养。 4. **过程改进与持续优化**：ITIL V3鼓励采用PDCA（Plan-Do-Check-Act）循环，即持续改进的方法论，以便在服务运营过程中不断识别并解决潜在问题。 5. **合规性和监管**：文档还讨论了如何遵循法规和行业标准，以及如何处理信息安全和数据保护，以确保符合法律要求和业务政策。 6. **工具和技术支持**：列举了一些可能使用的IT工具，如服务管理软件，以及如何选择和实施这些工具以提高运营效率。 7. **案例研究与实战指导**：该资料提供了实用的示例和步骤，帮助读者理解和应用ITIL V3 Service Operation理论到实际工作中，增强实践经验。 8. **版权与许可**：最后，关于版权的部分强调了材料的使用权限，指出在使用价值附加材料时需要获得OPSI (Office of Public Sector Information) 的Click-Use License。《ITIL V3 Service Operation ITIL3经典资料》是一本全面且实用的参考书籍，对于任何希望提升IT服务管理水平、遵循ITIL框架的组织和个人来说，都是宝贵的学习资源。通过深入学习和实践，服务操作团队可以更有效地交付高质量的IT服务，并推动组织整体IT战略的成功实施。

operational effectiveness. This puts additional pressure on

service providers to maintain a competitive advantage

with regard to the alternatives that customers may have.

The increase in outsourcing has particularly exposed

internal service providers to unusual competition.

To cope with the pressure, organizations benchmark

themselves against peers and seek to close gaps in

capabilities. One way to close such gaps is the adoption of

good practices across the industry. There are several

sources for good practices, including public frameworks,

standards and the proprietary knowledge of organizations

and individuals (see Figure 1.1).

Public frameworks and standards are attractive when

compared with proprietary knowledge:

■

Proprietary knowledge is deeply embedded in

organizations and therefore difficult to adopt,

replicate or transfer, even with the cooperation of

the owners. Such knowledge is often in the form

of tacit knowledge which is inextricable and

poorly documented.

■

Proprietary knowledge is customized for the local

context and specific business needs, to the point of

being idiosyncratic. Unless the recipients of such

knowledge have matching circumstances, the

knowledge may not be as effective in use.

■

Owners of proprietary knowledge expect to be

rewarded for their long-term investments.

They may make such knowledge available only

under commercial terms, through purchases and

licensing agreements.

■

Publicly available frameworks and standards such as

ITIL, Control Objectives for IT (COBIT), CMMI, eSCM-SP,

PRINCE2, ISO 9000, ISO 20000 and ISO 27001 are

validated across a diverse set of environments and

situations rather than the limited experience of a

single organization. They are subject to broad

review across multiple organizations and disciplines.

They are vetted by diverse sets of partners, suppliers

and competitors.

■

The knowledge of public frameworks is more likely to

be widely distributed among a large community of

professionals through publicly available training and

certification. It is easier for organizations to acquire

such knowledge through the labour market.

Ignoring public frameworks and standards can needlessly

place an organization at a disadvantage. Organizations

should cultivate their own proprietary knowledge on top

Introduction

Competition

Compliance

Commitments

Employees

Customers

Suppliers

Advisors

Technologies

Standards

Industry practices

Academic research

Training and education

Internal experience

Substitutes

Regulators

Customers

Knowledge fit for business

objectives, context and purpose

Enablers

(Aggregate)

Scenarios

(Filter)

Sources

(Generate)

Drivers

(Filter)

Figure 1.1 Source of Service Management Practice

of a body of knowledge based on public frameworks and

standards. Collaboration and coordination across

organizations are easier on the basis of shared practices

and standards.

1.2.3 ITIL and good practice in Service

Management

The context of this publication is the ITIL Framework as a

source of good practice in Service Management. ITIL is

used by organizations worldwide to establish and improve

capabilities in Service Management. ISO/IEC 20000

provides a formal and universal standard for organizations

seeking to have their Service Management capabilities

audited and certified. While ISO/IEC 20000 is a standard to

be achieved and maintained, ITIL offers a body of

knowledge useful for achieving the standard.

The ITIL Library has the following components:

■

ITIL Core: best-practice guidance applicable to all

types of organizations that provide services to a

business

■

ITIL Complementary Guidance: a complementary set

of publications with guidance specific to industry

sectors, organization types, operating models and

technology architectures.

The ITIL Core consists of five publications (see Figure 1.2).

Each provides the guidance necessary for an integrated

approach as required by the ISO/IEC 20000 standard

specification:

■

Service Strategy

■

Service Design

■

Service Transition

■

Service Operation

■

Continual Service Improvement.

Each publication addresses capabilities having direct

impact on a service provider’s performance. The structure

of the core is in the form of a lifecycle. It is iterative and

multidimensional. It ensures that 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 changes of 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 as 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.

Introduction

Figure 1.2 ITIL Core

Continual Service

Improvement

Continual Service

Improvement

Service

Transition

Service

Design

Service

Operation

Service

Strategy

Continual

Service

Improvement

1.2.3.1 Service Strategy

The Service Strategy volume provides guidance on how to

design, develop and implement Service Management, not

only as an organizational capability but also 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. Service Strategy

guidance is useful in the context of Service Design, Service

Transition, Service Operation and Continual Service

Improvement. Topics covered in Service Strategy include

the development of markets, internal and external, service

assets, service catalogue and implementation of strategy

through the Service Lifecycle. Financial Management,

Service Portfolio Management, Organizational

Development and Strategic Risks are among other

major topics.

Organizations use the 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 a 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. Decisions made with regard to Service

Strategy have far-reaching consequences, including those

with delayed effect.

Organizations already practising ITIL use this volume 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 volume of ITIL encourages readers to stop and think

about why something is to be done before thinking of

how. Answers to the first type of questions are closer to

the customer’s business. Service Strategy expands the

scope of the ITIL Framework beyond the traditional

audience of ITSM professionals.

1.2.3.2 Service Design

The Service Design volume provides guidance for the

design and development of services and service

management processes. 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 how

to develop design capabilities for Service Management.

1.2.3.3 Service Transition

The Service Transition volume provides guidance for the

development and improvement of capabilities for

transitioning new and changed services into operations.

This publication provides guidance on how the

requirements of Service Strategy encoded in Service

Design are effectively realized in Service Operations while

controlling the risks of failure and disruption. The

publication combines practices in Release Management,

Programme Management 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.

1.2.3.4 Service Operation

This volume embodies practices in the management of

Service Operations. It includes guidance on achieving

effectiveness and efficiency in the delivery and support of

services so as to ensure value for the customer and the

service provider. Strategic objectives are ultimately realized

through Service Operations, 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.

1.2.3.5 Continual Service Improvement

This volume provides instrumental guidance in creating

and maintaining value for customers through better

design, introduction 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

with Service Strategy, Service Design and Service

Transition. A closed-loop feedback system, based on the

Introduction

Plan, Do, Check, Act (PDCA) model specified in ISO/IEC

20000, is established and capable of receiving inputs for

change from any planning perspective.

The day-to-day operational management of IT Services is

significantly influenced by how well an organization’s

overall IT service strategy has been defined and how well

the ITSM processes have been planned and implemented.

This is the fourth publication in the ITIL Service

Management Practices series and the other publications

on Service Strategy, Service Design and Service Transition

should be consulted for best practice guidance on these

important stages prior to Service Operation.

Service Operation is extremely important, as it is on a day-

to-day operational basis that events occur which can

adversely impact service quality. The way in which an

organization’s IT infrastructure and its supporting ITSM

processes are operated will have the most direct and

immediate short-term bearing upon service quality.

1.3 PURPOSE

Service Operation is a critical phase of the ITSM lifecycle.

Well-planned and well-implemented processes will be to

no avail if the day-to-day operation of those processes is

not properly conducted, controlled and managed. Nor will

service improvements be possible if day-to-day activities

to monitor performance, assess metrics and gather data

are not systematically conducted during Service Operation.

Service Operation staff should have in place processes and

support tools to allow them to have an overall view of

Service Operation and delivery (rather than just the

separate components, such as hardware, software

applications and networks, that make up the end-to-end

service from a business perspective) and to detect any

threats or failures to service quality.

As services may be provided, in whole or in part, by one

or more partner/supplier organizations, the Service

Operation view of end-to-end service must be extended to

encompass external aspects of service provision – and

where necessary shared or interfacing processes and tools

are needed to manage cross-organizational workflows.

1.4 USAGE

This publication should be used in conjunction with the

other four publications that make up the ITIL Service

Lifecycle.

Readers should be aware that the best-practice guidelines

in this and other volumes are not intended to be

prescriptive. Each organization is unique and must ‘adapt

and adopt’ the guidance for its own specific needs,

environment and culture. This will involve taking into

account the organization’s size, skills/resources, culture,

funding, priorities and existing ITSM maturity and

modifying the guidance as appropriate to suit the

organization’s needs.

For organizations finding ITIL for the first time, some form

of initial assessment to compare the organization’s current

processes and practices with those recommended by ITIL

would be a very valuable starting point. These assessments

are described in more detail in the ITIL Continual Service

Improvement publication.

Where significant gaps exist, it may be necessary to

address them in stages over a period of time to meet the

organization’s business priorities and keep pace with what

the organization is able to absorb and afford.

1.5 CHAPTER OVERVIEW

Chapter 2 introduces the concept of Service Management

as a practice. Here, Service Management is positioned as a

strategic and professional component of any organization.

This chapter also provides an overview of Service

Operation as a critical component of the Service

Management Practice.

The key principles of Service Operation are covered in

Chapter

3 of this publication. These principles outline

some of the basic concepts and principles on which the

rest of the publication is based.

Chapter 4 covers the processes performed within Service

Operation – most of the Service Operation processes are

reactive because of the nature of the work being

performed to maintain IT services in a robust, stable

condition. This chapter also covers proactive processes to

emphasize that the aim of Service Operation is stability –

but not stagnation. Service Operation should be constantly

looking at ways of doing things better and more cost-

effectively, and the proactive processes have an important

role to play here.

Chapter 5 covers a number of Common Service Operation

activities, which are groups of activities and procedures

performed by Service Operation Functions. These

specialized, and often technical, activities are not

processes in the true sense of the word, but they are all

vital for the ability to deliver quality IT services at optimal

cost.

Chapter 6 covers the organizational aspects of Service

Operation – the individuals or groups who carry out

Service Operation processes or activities – and includes

Introduction

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