ITIL：英国政府推动的IT服务管理最佳实践指南

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ITIL，全称为Information Technology Infrastructure Library（信息技术基础设施库），是20世纪80年代末期英国政府为解决公共服务机构IT服务质量问题而提出的一种管理框架。当时，中央计算机和电信局（CCTA，现为政府商业办公室OGC）意识到需要一种独立于供应商的、高效且经济的IT资源利用方法，以提升公共服务的IT服务质量和效率。 ITIL最初是从IT服务行业中观察到的最佳实践集合发展起来的，其目标是提供一套系统化、标准化的IT服务管理指南，帮助组织实现持续改进和服务质量的优化。它涵盖了一个全面的服务生命周期管理，包括规划、设计、转换、交付和持续支持等阶段，涉及服务战略、服务设计、服务转换、服务运营和服务持续改进等多个方面。 ITIL的核心原则包括五个主要实务领域：服务战略、服务设计、服务转换、服务运营和持续服务改进（CSM）。每个实务领域又进一步细分为若干流程和活动，如需求管理、变更管理、故障管理、问题管理、服务水平管理等。这些流程强调了跨职能协作，确保IT服务与业务目标保持一致，并且在不断变化的环境中能够灵活应对。随着ITIL的发展，它已成为全球范围内广泛接受的IT服务管理框架，被许多组织用于提升IT部门的成熟度和效率。ITIL不断更新迭代，以适应技术进步和行业最佳实践，例如通过发布新版ITIL框架，如ITIL v3、ITIL 4和更近期的ITIL 4.0，来反映现代IT服务环境中的挑战和机遇。 ITIL不仅仅是一个认证体系，而是企业构建和优化IT服务管理体系的基础，它强调了服务导向的文化，鼓励组织将IT视为一种战略资产，而非仅作为支持工具。通过实施ITIL，组织能够更好地理解用户需求，提高响应速度，降低风险，并最终提升整体业务价值。因此，对于IT专业人士而言，掌握ITIL理念和技术已经成为提升职业竞争力的重要手段。

2. IT SERVICE MANAGEMENT BACKGROUND

Figure 2.2 EFQM model

As an additional tool, the Dutch quality organization, INK, divided the EFQM model into

stages indicating to what extent a company has implemented Total Quality Management, either

in a particular area, or in general.

There are five stages:

• Product-focused - also known as ad hoc, output-focused; everyone in the organization works

hard but their efforts show little direction.

• Process-focused - also known as ‘we know our business’; the performance of the organization

is planned and repeatable.

• System-focused - or ‘cooperation between departments’.

• Chain-focused - also known as ‘external partnership’; the organization is focused on the val-

ue it adds in the supplier-customer chain it forms a part of.

• Total quality-focused - also known as ‘heaven on earth’; the organization has reached the

stage where a continuous and balanced focus on improvement has become second nature.

The areas covered by the EFQM model can be combined with the levels of organizational matu-

rity. Questionnaires can be used to determine how mature the organization is in each of these

areas. Internal or external auditors can carry out such an assessment.

When an organization determines its maturity, it can develop a strategy for improvement that

can then be further developed into a plan. The plan, based on the model and covering a period

of one year, describes what improvements should be made to specific aspects in each area and

how. By repeating this process of self-assessment and planning, every year the organization

becomes more aware how it is maturing. Major benefits of this approach are that the organiza-

tion can improve its quality step by step, that the intermediate results are visible, and that the

management can steer the organization on the basis of its strategy.

There are many other health checks and types of self-assessment in addition to the EFQM

approach. Some focus primarily inwardly. One should bear in mind that improvements to parts

of the internal organization might only have a limited effect on the results, for example if there

is no improvement in the relationships with the customers, employee satisfaction and leadership,

or if the strategy and policy of the organization is unclear.

Leadership

People

Partnerships

& Resources

People Results

Key

Performance

Results

Organization Results

Policy &

Strategy

Processes

Customer

Results

Society Results

2. IT SERVICE MANAGEMENT BACKGROUND

In the IT industry, the process maturity improvement process is best known in the context of

the Capability Maturity Model (CMM). This process improvement method was developed by

the Software Engineering Institute (SEI) of Carnegie Mellon University. CMM is concerned

with improving the maturity of the software creation processes. CMM provides a staged model,

including the following levels:

• Initial - the processes occur ad hoc.

• Repeatable - the processes have been designed such that the service quality should be repeatable.

• Defined - the processes have been documented, standardized and integrated.

• Managed - the organization measures the results and consciously uses them to improve the

quality of its services.

• Optimizing - the organization consciously optimizes the design of its processes to improve the

quality of its services, or to develop new technology or services.

Since 2002 this staged model has been followed up by CMMI: CMM Integrated. This new

model is still based on the well-known approach of CMM, but it now contains a more flexible

continuous maturity model as well. Maturity models based on the CMM levels of maturity have

also been developed for IT Service Management.

Developing and maintaining a quality system which complies with the requirements of the ISO

9000 (ISO-9000-2000) series can be considered a tool for the organization to reach and main-

tain the system-focused (or ‘managed’ in IT Service CMM) level of maturity. These ISO stan-

dards emphasize the definition, description and design of processes.

When assessing the maturity of an organization, we cannot restrict ourselves to the service

provider. The level of maturity of the customer (Figure 2.3) is also important. If there are large

differences in maturity between the supplier and the customer, then these will have to be con-

sidered to prevent a mismatch in the approach, methods and mutual expectations. Specifically,

this affects the communication between the customer and the supplier.

Figure 2.3 Communication and maturity levels: customer and supplier

2.2 Organization and Policies

The preceding sections clearly illustrated that service quality is closely associated with the qual-

ity of an organization and its policies. This section will discuss several important aspects of orga-

nization and policies that are relevant to process management.

Business IT Service Provider

horizontal communication

miscommunication

maturity

2. IT SERVICE MANAGEMENT BACKGROUND

2.2.1 Vision, objectives and policies

An organization is a form of cooperation between people. Any organization, from a darts club

to a multinational company, depends upon a shared concept of why it is worth cooperating in

the organization. The vision might be that you could make money by selling PCs. However, to

be attractive to all stakeholders (e.g. customers, investors, personnel) your organization will have

to communicate why they should do business with you, for example because you are the best,

cheapest or most fun. Thus, you will want to build up a suitable image. Just think of slogans

such as ‘Let’s make things better’ or ‘You’ll never walk alone’.

To communicate its vision, the organization can be defined in the form of a Mission Statement

(Figure 2.4). The mission statement is a short, clear description of the objectives of the organi-

zation and the values it believes in.

The objectives of the organization describe in greater detail what it wants to accomplish. Good

objectives have five essential elements: they have to be Specific, Measurable, Appropriate,

Realistic and Time-bound (SMART).

The policy of the organization is the combination of all decisions and measures taken to define

and realize the objectives. In its policies, the organization will prioritize objectives and decide

how the objectives will be reached. Of course, priorities may change over time, depending on

the circumstances. The clearer the organization’s policies are to all stakeholders, the less needs to

be defined about how personnel are supposed to do their work. Instead of detailed procedures,

personnel can independently use the policies as their guideline. Clearly formulated policies con-

tribute to a flexible organization, as all levels in the organization can respond more quickly to

changing circumstances.

Figure 2.4 Vision, objectives and policies

Measurement

& control

Vision

Mission &

objectives

Tasks & actions

Implementation

Planning

- Time

- Quantity

- Quality

- Cost & revenue

Policy

2. IT SERVICE MANAGEMENT BACKGROUND

Implementing policies in the form of specific activities requires planning. Plans are usually divid-

ed into stages to provide milestones where progress can be monitored. For example, the policies

can be used to draw up an annual plan, which is then used to develop the budgets. An annual

plan can be developed in greater detail into departmental plans, quarterly plans or project plans.

Each of these plans contains a number of elements: an activity schedule, the required resources,

and agreements about the quality and quantity of the products or services to be delivered.

Realization of the planned activities requires action. Actions are allocated to personnel as tasks,

or outsourced to external organizations.

When translating the mission of the organization into objectives, policies, planning and tasks,

there is the risk that after some time, the mission, objectives or policies are forgotten. It is there-

fore important that at every stage we measure if the organization is still moving in the right

direction, and to take remedial action where necessary.

Thus, we have to measure if the organization or processes fulfill the objectives, and there are var-

ious methods available for this. One of the most common methods in business is the Balanced

Score Card, or BSC. In this method, the objectives of the organization or process are used to

define Critical Success Factors (CSF). CSF’s are defined for a number of areas of interest or

perspectives: customers/market, business processes, personnel/innovation and finance. The para-

meters determined to measure if the CSF’s meet the standard are known as Key Performance

Indicators (KPI). Where necessary, these can be subdivided into Performance Indicators (PI).

Key performance indicators, or KPI’s, are parameters for measuring progress relative to key objectives

or Critical Success Factors (CSF) in the organization.

The outcome of the measurements and changing circumstances can lead to modification of the

processes, tasks, plans, and policies, and even to a change in the objectives, mission and vision

of the organization. The more mature the organization is, the better it deals with such changes.

If the IT department supports the interests of the business, the objectives of the IT department

will be derived from the business objectives. The IT department, for example, might have the

following objective: ‘To contribute to the competitive strength of the business’. The specific

objectives of the IT department will then be developed on the basis of this general objective.

Depending on the nature of the business, objectives will be defined for the IT department with

respect to safety, accessibility, response speed, technical sophistication, and so forth.

2.2.2 Planning horizon

When considering the policies and planning of an IT department, we should be aware of the

links between planning for the business as a whole, the application systems and the technical

infrastructure. When planning the network and applications of a business, the IT department

will have to stay ahead of the overall planning to ensure that the business has an IT infrastruc-

ture in which it can develop. Figure 2.5 gives an example of the links between the various plans.

2. IT SERVICE MANAGEMENT BACKGROUND

Figure 2.5 Planning horizons

Technical infrastructure has the longest planning horizon and in its support role it has fewer

clear links with the substantive business activities. It takes time to develop a technical infra-

structure and the fact that information systems and the business depend on the technical infra-

structure limits the speed at which changes can be implemented. Furthermore, developing a

technical infrastructure demands significant investment and the period over which it can be

depreciated has to be considered.

The planning horizon is shorter for applications as they are designed for specific business pur-

poses. Application life cycle planning is primarily based on the business functions to be provid-

ed by the system, after which the underlying technology is considered.

Business plans, based on the organization’s strategy, normally cover one calendar or financial year.

Budget, planning and progress reports all fall within this period. In some markets, the planning

cycle time has become even shorter as the cycle time for product development is also being cut.

Planning should address four elements:

• Time - this is the easiest factor to determine. It is defined by a start date and end date, and is

often divided into stages.

• Quantity - the objectives have to be made measurable to monitor progress. Terms such as

‘improved’ and ‘quicker’ are insufficient for planning purposes.

• Quality - the quality of the deliverables (results) should be appropriate for the objective.

• Costs and revenues - the deliverables must be in proportion to the expected costs, efforts and

revenues.

Differences between the planning horizons occur not only between areas, but also between the

various levels of activities and processes (strategic, tactical and operational).

2.2.3 Culture

Organizations that want to change, for example to improve the quality of their services, will

eventually be confronted with the current organizational culture. The organizational culture, or

corporate culture, refers to the way in which people deal with each other in the organization; the

way in which decisions are made and implemented; and the attitude of employees to their work,

customers, suppliers, superiors and colleagues.

Culture, which depends on the standards and values of the people in the organization, cannot

be controlled, but it can be influenced. Influencing the culture of an organization requires lead-

ership in the form of a clear and consistent policy and a supportive personnel policy.

Technical

Infrastructure

Business

Time

Applications

1 year

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