lITIL V3ifecycle.docx
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lITIL V3ifecycle.docx
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lITILV3ifecycle
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LifecycleFunctionsandProcesses
Abstract
ThisarticledescribesthefunctionsandprocessesintheITIL®ServiceLifecycle.Italsodiscussestheimportanceofspecialization,coordination,feedback,andcontroloftheseelementsacrosstheServiceLifecycle.
Introduction
TherearevariousactivitiesandbehaviorsthatperformuniquetasksthroughouttheITInfrastructureLibrary(ITIL®)ServiceLifecycle.Theseactivitiesarelinked,yetdistinctintheirnatureandpurpose,andcanbedividedintoprocessesandfunctions.
Processes
Businessprocessesaresystemsthatproducebusinessoutcomesaccordingtoconstraints,objectives,andpolicies.Theoutcomescreatevalueforthecustomerorstakeholder.
Inanygivenprocess,peopleapplytheirknowledgewithinaworkflowinfrastructuretocompletespecifictasks,whileatthesametimemonitoringperformance.Aprocessalsoenablespeopletointervenewhennecessary.Withinservicemanagement,processesfocustheorganization'scumulativeskillsandknowledgeonparticularserviceoutcomes,andprocessworkflowlargelydeterminesproductivity.
Foraprocesstobeconsideredstrategicallyuseful,itmustgivetheorganizationacompetitiveadvantageanddifferentiateitinthemarket.Processesareparticularlyusefulbecausetheycancrossorganizationalandgeographicboundaries,andcanincorporatesuppliersandcustomers.
ITsystems–theapplicationsandinfrastructure–shouldmakeprocessesmoretransparentanddynamic,andaligntoorganizationalstrategy.CommunicationbetweenbusinessandITmanagersmustbeexceptionallygoodtofacilitatethecomplextaskofaligninginformation,applications,andinfrastructurewithbusinessstrategy.
Aprocessisastructureormodelthatturnsadefinedinputintoadefinedoutputthroughchangeandtransformation.Processesareorganizedsetsofdependentactivitiesthatarecreatedtoachieveaspecificobjectiveforaparticularcustomer.Thesequenceoftheactivitiesisdeterminedbythedependenciesbetweentheactivities.Processesareclosed-loopsystemsthatuseoffeedbacktoself-reinforceandself-correct.
Processeshavefourdistinctcharacteristics.Thefirstisthataprocessismeasurable,andhasanoutcomethatcanbemeasuredandreviewedforaparticularreason.Forexample,amanagermaywanttomeasureaprocessforcostorquality,andapractitionermaywanttomeasurethedurationorproductivityofaprocess.
Second,aprocessisaimedatachievingaspecificresult,andtheresultmustbeidentifiableandmeasurable.Third,aprocessisaimedatsupplyingspecificresultstocustomersandstakeholders,accordingtotheirexpectations.Fourth,aprocessoccursbecauseofaresponsetoaspecificeventortrigger.Thisisregardlessofthefactthataprocessmaybeongoing.
Processesrequirecontrolsothattheycanberepeatedwithconsistentresults.Thisinvolvescarefuldefinitionandplanning,anddocumentation,ofallthestepsandtheirdependencies,andthesequenceofthesteps.Foraprocesstobeconsideredeffective,itmustconformtotheorganization'soperationalnormsandstandards.Andforittobeefficient,itmustusetheminimumresources.
ITIL®,asanITmanagerappliesit,operatesondefinedprocesses,andthesemustbeasefficientandeffectiveaspossible.Thisisachievedbyclearlydefiningthedesiredoutcomes,identifyingtheinputs,anddefiningtheactivitiesrequiredforthetransformation.Thisisenhancedbymeasuringandguidingtheprocess,andbyapplyingorganizationalstandardstotheoutcomestoassessquality.
Servicemanagementprocessesshouldbedesignedandimplementedthroughaformal,controlledapproach.Theapproachshouldbeflexibleenoughtoallowself-correction.
Functions
Functionsareusedtoprovidestructureandstabilitytoorganizations–theyarespecializedunitsorgroupswithinanorganizationthatperformaspecifictypeofworkandcreatespecificresults,throughdefinedrolesandresponsibilities.Unlikeprocesses,whicharetriggeredbyspecificevents,functionsareestablishedataplanningstagetofulfillorganizationalrequirements.Functionsgenerallycarryoutseparatetasksorprocessesasrequiredbytheirwork.Functionsaresimilartoprocessesinthattheyarealsocreatedforaspecificpurpose,butfunctionsplayamorespecificroleindoingaspecifictypeofwork.
Multiplefunctionsinanorganizationareoftencoordinatedthroughsharedprocesses,whichalsotendtomakethemmoreproductive.Processmodelsareusedtohelpavoidconflictsbetweenfunctionscausedbypoorcoordinationandcommunication.Organizationalobjectivessufferwhenfunctionsdon'tworktogether.
Forexample,aServiceDeskprovidescustomerswithinformationonserviceeventsthatwillaffectthem,suchasinformationonsoftwareupgradesandthetimesofscheduledmaintenancedisruptions.Inordertocarryoutthispurpose,functionsareself-containedandhavetheirownresourcesandcapabilities.Resourcesincludeabodyofknowledgeacquiredthroughexperience,andcapabilitiesaremethodsthatareparticulartothatfunction.
Specializationandcoordinationacrossthelifecycle
AteachphaseoftheServiceLifecycle–ServiceStrategy,ServiceDesign,ServiceTransition,ServiceOperation,andContinualServiceImprovement(CSI)–itisimportanttoapplyspecialistfunctionsandprocessesinordertoachieveeachphase'sobjectives.However,itisalsoimportantthatthereiscoordinationbetweentheseactivities.Thereneedstobefeedbackandcontrolbetweenthefunctionsandprocessesacrossthelifecycle.
Inreality,anorganizationwouldneedtoadoptcontrolmethodsinordertoachieveeffectivemanagement,andtheITILServiceLifecycleapproachcloselyimitatesthis.Therearetwotypesofcontrolperspectivesthatcanbeadopted–process-basedcontrolperspectivesandlifecycle-basedcontrolperspectives.Process-basedcontrolperspectivesaresuitedforthoseinvolvedinthedesign,development,andimprovementofprocessesforservicemanagement.Lifecycle-basedcontrolperspectivesaresuitedtothoseinvolvedinmanagingcontracts,agreements,andservices.Thesecontrolperspectivesbothprofitfromsystemsthinking,andeachcanprovideinsightsandpatternsthatmightnotbeobviousintheother.
Summary
TheITILServiceLifecycle(ITIL®)consistsoffivephases,eachwithanumberofactivitiesthathelptoachievespecificpurposes.Thesesactivitiesarefunctionsandprocesses.Processesaresetsofactivitiesthatarecreatedtoachieveaspecificobjective.Processesalsohelptocoordinatefunctions,whichareself-contained,specializedunitsthathaveaparticularpurpose.
Theseactivitiesareimportanttoachievespecializationandcoordinationthroughoutthelifecycle,andrequirefeedbackandtheadoptionofrelevantcontrolprocesses.
TableofContents
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