ITIL®: 2011IT Service Management Training

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2

ITIL (IT INFRASTRUCTURE

LIBRARY) is a best practice

framework for IT Service Manage-

ment. It is owned and operated by

the UK Government and was first

published in the mid-1980’s. Various

updates occurred throughout the

1990’s but the framework remained

largely within the public sector.

In 2000 an updated version was

published (v2) and was quickly recog-

nised as relevant for ICT departments

in all industry sectors. ITIL gained in

popularity on a global scale and in

2007 a new version, recognising the

lifecycle of IT services, was published

as v3. This also saw a move towards

content development and manage-

ment by an independent group of

technology practitioners, represent-

ed globally and from diverse industry

sectors; this groups is the IT Service

Management Forum (itSMF). The

current version of ITIL was released in

2011 and along with minor amend-

ments and updates the naming

convention changed to ITIL: 2011.

ITIL REPRESENTS NEARLY 30 YEARS

OF COLLECTIVE GLOBAL EXPERIENCE,

KNOWLEDGE AND EXPERTISE; AS

SUCH IT IS NOW RECOGNISED AS THE

WORLD-WIDE DE-FACTO STANDARD

FOR IT SERVICE MANAGEMENT.

The ITIL: 2011 Servicd Lifecycle is of-

ten shown in a cyclical diagram with

five distinct phases that represent the

stages in the lifecycle.

SERVICE STRATEGY focuses on the

thinking processes and can be seen

as the ‘Why?’ of the lifecycle. Why

is this IT organisation here? Why

should these customers/users buy

our services? Why do our services

meet their needs?

SERVICE DESIGN focuses on the

holistic design of services and per-

formance, often seen as the ‘How?’ of

the lifecycle. How should we design

our services? How will it fit into our

existing architectures? How will we

resource the build, deployment and

management? How will it meet our

customer’s needs?

SERVICE TRANSITION focuses on the

stability of the live environments

and can be seen as the ‘When?’ and

‘Who?’ of the lifecycle. When should

we transition into live? Who will be

involved in the deployment? Who

will be affected by the new/amended

service?

SERVICE OPERATION focuses on day-

to-day delivery of IT Services; it can

be seen as the engine room of IT and

very much the ‘What?’ of the service

lifecycle. What performance levels do

we need to deliver? What activities

need to be done to keep services live

and healthy? What if something goes

wrong or a user needs help?

CONTINUAL SERVICE IMPROVEMENT

focuses on all activities in the lifecycle

to ensure we have a continual review

and improvement culture. It can be

seen as the ‘Where?’ of the service

lifecycle. Where do we see lifecycle

difficulties? Where are we against

our strategy? Where can we make

improvements?

Each phase contains a set of closely

related processes that unify and en-

hance phase activity to support the

required organisational outcomes.

The ITIL® Service Lifecycle

Serv

ice

Operation Service D

esign

Service Transition

Service Strategy

Continual SerivceImprovement

Cont

inua

l Ser

ivce

Impr

ovem

ent

Con

tinu

al Serivce

Improvem

ent

ITIL®

2011

3

Your improvement partner

Syzygal delivers class-room based professional train-ing services and innovative e-learning solutions. All our training solutions are based on Industry recognised best practices and include formal certification.

Implementation and management of quality information technology services that meet the needs of the business, through an appropriate mix of people, process and infor-mation technology.

Controlled planning, organisation and motivation of re-sources over a fixed time to achieve specific project goals and objectives; typically to bring about beneficial change or added value.

Syzygal consultants have a wealth of experience working in all types of organisations; public, private and govern-ment institutions. Our team are qualified, knowledgeable and have practical ability with global experience.

Focusing on the performance and risk management of information technology systems and supporting greater accountability in decision-making for the best interest of all stakeholders.

The protection of information and information infrastruc-ture assets against the risks of loss, misuse, disclosure or damage; providing controls organisations need to man-age these risks.

PROFESSIONAL EDUCATION

IT Service Management

Project Management

CONSULTING SERVICES

Enterprise Governance

IT Security Management

4

What are the benefits of ITIL®?

The IT Infrastructure Library®

Many organisations question how ITIL can practically help

to improve efficiency and deliver real value. The following

are some real life examples of ITIL benefits:

• One organisation identified that most of the cost of

delivering IT support came from resolving customer

issues. By adopting ITIL approaches to knowledge-

based information and self-help, it was able to reduce

costs of support by over 75% whilst increasing user

satisfaction, and improving user productivity.

• Another medium-sized IT service organisation in-

vested €2.6m in a two-year programme to improve its

IT service management. It recouped the investment

within the first year, and achieved annual savings of

€3.5m mainly through rationalising unused and under-

used resources. It also reduced IT incident resolution

times and improved user satisfaction by over 11%.

From a business perspective, the adoption of ITIL practices

by IT service providers ensures many benefits including:

• IT services which align better with business priorities

and objectives, meaning that the business achieves

more in terms of its strategic objectives

• Known and manageable IT costs, ensuring the busi-

ness plans its finances better

• Increased business productivity, efficiency and ef-

fectiveness, because IT services are more reliable and

work better for the business users

• Financial savings from improved resource manage-

ment and reduced re-work

• More effective change management, enabling the

business to keep pace with change and drive business

change to its advantage

• Improved user and customer satisfaction with IT

ITIL (IT INFRASTRUCTURE LIBRARY) is a best practice frame-

work for IT Service Management. It is owned and operated by

the UK Government and was first published in the mid-1980’s.

Various updates occurred throughout the 1990’s but the

framework remained largely within the public sector. In 2000

an updated version was published (v2) and was quickly recog-

nised as relevant for ICT departments in all industry sectors.

ITIL gained in popularity on a global scale and in 2007 a new

version, recognising the lifecycle of IT services, was published

as v3. This also saw a move towards content development and

management by an independent group of technology prac-

titioners, represented globally and from diverse industry sec-

tors; this groups is the IT Service Management Forum (itSMF).

The current version of ITIL was released in 2011 and along

with minor amendments and updates the naming convention

changed to ITIL: 2011.

Serv

ice

Operation Service D

esign

Service Transition

Service Strategy

Continual SerivceImprovementCo

ntin

ual S

eriv

ce

Impr

ovem

ent

Con

tinu

al Serivce

Improvem

ent

ITIL®

2011

5

Syzygal professional training helps career focused individuals differentiate them-selves and build suc-cessful careers.

The ITIL® service lifecycleThe ITIL: 2011 Service Lifecycle is often shown in a cyclical

diagram with five distinct phases that represent the stages

in the lifecycle.

• SERVICE STRATEGY focuses on the thinking processes

and can be seen as the ‘Why?’ of the lifecycle. Why is

this IT organisation here? Why should these custom-

ers/users buy our services? Why do our services meet

their needs?

• SERVICE DESIGN focuses on the holistic design of

services and performance, often seen as the ‘How?’

of the lifecycle. How should we design our services?

How will it fit into our existing architectures? How will

we resource the build, deployment and management?

How will it meet our customer’s needs?

• SERVICE TRANSITION focuses on the stability of the

live environments and can be seen as the ‘When?’ and

‘Who?’ of the lifecycle. When should we transition into

live? Who will be involved in the deployment? Who

will be affected by the new/amended service?

• SERVICE OPERATION focuses on day-to-day delivery of

IT Services; it can be seen as the engine room of IT and

very much the ‘What?’ of the service lifecycle. What

performance levels do we need to deliver? What activi-

ties need to be done to keep services live and healthy?

What if something goes wrong or a user needs help?

• CONTINUAL SERVICE IMPROVEMENT focuses on all

activities in the lifecycle to ensure we have a continual

review and improvement culture. It can be seen as the

‘Where?’ of the service lifecycle. Where do we see life-

cycle difficulties? Where are we against our strategy?

Where can we make improvements?

Viewing IT service in a lifecycle allows a more holistic and

joined-up view of how IT Service Providers deliver value to

their organisation and help them achieve their objectives.

6

THEORY

ABSORB CONSOLIDATE

TEST

TACT

TheoryDelivering focusedknowledge with innovative methods

TestingMeasurement and

learning through testingconfirmation of

ConsolidateFun and interesting

learning utilising interactive methods

AbsorbPlacing students inreal-world scenarioswith hands on scope

TACT is Syzygal’s pro-prietary methodology for developing courses and courseware

As part of doctoral research,

Syzygal have developed a unique

approach to developing and

designing professional education

courses and courseware. Rather

than utilising tired and over-used

methods such as working straight

from a syllabus, Syzygal decided to

research the key elements of effec-

tive learning. What we found was

that although dynamic and flexible

delivery methods were essential to

the overall experience for students,

it was the approach to content

formulation and positioning that

was critical to maximising learning

up-take and knowledge retention.

The THEORY of a subject is obvi-

ously critical to success, but ensur-

ing it is positioned in contextual

alignment is the pay-off. We then

ensure students ABSORB the the-

ory by placing them in real-world

scenarios and role-plays, ensuring

the theory connects to practical

application. To support this we

CONSOLIDATE the learning by us-

ing innovative games and exercises

to further develop understanding

and retention. Finally we ensure

TESTING takes place throughout

training events which prepares

the student to take their formal

certification.

The TACT approach

7

The foundation of the Syzygal

business model is the spe-

cialisation in the areas of IT Service

Management, IT Security Manage-

ment, Project Management and

Enterprise Governance. Our focus is

on supporting and communicating

world-renowned, industry recognised

frameworks and standards. In doing

so we help our clients develop world-

class, business centric IT Services

and business change environments.

Placed world-wide, we provide in-

novative solutions helping your busi-

ness deliver tangible and measurable

improvements through direct con-

sultancy or training and education

products. Syzygal’s primary business

objectives and goals are to:

• Educate professionals in leading

industry best practices

• Help our clients develop real

knowledge and understanding

in core business practices

• Support the practical implemen-

tation of that knowledge

• Ultimately help our clients im-

prove their business practices

Our approach is to accept and deliver

only the highest quality in informa-

tion content, materials and delivery

of our courses. We believe that learn-

ing is better achieved by participa-

tion from the student rather than

instruction by the lecturer. Taking

this approach leads to a better overall

experience for the training candi-

dates and achieves a longer lasting

knowledge transfer from the course.

We employ only the best training

resources and ensure they have ap-

plicable, real life experience in their

specialist areas and industry standard

frameworks and methodologies.

Help and expert advicewhen you need it most

Gaining recognition as a subject matter expert and moving your career forward

begins with demonstrating your knowledge and expertise.

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