1、lITIL V3ifecyclePrint|Contents| Lifecycle Functions and Processes Abstract This article describes the functions and processes in the ITIL Service Lifecycle. It also discusses the importance of specialization, coordination, feedback, and control of these elements across the Service Lifecycle. Introdu
2、ction There are various activities and behaviors that perform unique tasks throughout the IT Infrastructure Library (ITIL) Service Lifecycle. These activities are linked, yet distinct in their nature and purpose, and can be divided into processes and functions. Processes Business processes are syste
3、ms that produce business outcomes according to constraints, objectives, and policies. The outcomes create value for the customer or stakeholder. In any given process, people apply their knowledge within a workflow infrastructure to complete specific tasks, while at the same time monitoring performan
4、ce. A process also enables people to intervene when necessary. Within service management, processes focus the organizations cumulative skills and knowledge on particular service outcomes, and process workflow largely determines productivity. For a process to be considered strategically useful, it mu
5、st give the organization a competitive advantage and differentiate it in the market. Processes are particularly useful because they can cross organizational and geographic boundaries, and can incorporate suppliers and customers. IT systems the applications and infrastructure should make processes mo
6、re transparent and dynamic, and align to organizational strategy. Communication between business and IT managers must be exceptionally good to facilitate the complex task of aligning information, applications, and infrastructure with business strategy. A process is a structure or model that turns a
7、defined input into a defined output through change and transformation. Processes are organized sets of dependent activities that are created to achieve a specific objective for a particular customer. The sequence of the activities is determined by the dependencies between the activities. Processes a
8、re closed-loop systems that use of feedback to self-reinforce and self-correct. Processes have four distinct characteristics. The first is that a process is measurable, and has an outcome that can be measured and reviewed for a particular reason. For example, a manager may want to measure a process
9、for cost or quality, and a practitioner may want to measure the duration or productivity of a process. Second, a process is aimed at achieving a specific result, and the result must be identifiable and measurable. Third, a process is aimed at supplying specific results to customers and stakeholders,
10、 according to their expectations. Fourth, a process occurs because of a response to a specific event or trigger. This is regardless of the fact that a process may be ongoing. Processes require control so that they can be repeated with consistent results. This involves careful definition and planning
11、, and documentation, of all the steps and their dependencies, and the sequence of the steps. For a process to be considered effective, it must conform to the organizations operational norms and standards. And for it to be efficient, it must use the minimum resources. ITIL, as an IT manager applies i
12、t, operates on defined processes, and these must be as efficient and effective as possible. This is achieved by clearly defining the desired outcomes, identifying the inputs, and defining the activities required for the transformation. This is enhanced by measuring and guiding the process, and by ap
13、plying organizational standards to the outcomes to assess quality. Service management processes should be designed and implemented through a formal, controlled approach. The approach should be flexible enough to allow self-correction. Functions Functions are used to provide structure and stability t
14、o organizations they are specialized units or groups within an organization that perform a specific type of work and create specific results, through defined roles and responsibilities. Unlike processes, which are triggered by specific events, functions are established at a planning stage to fulfill
15、 organizational requirements. Functions generally carry out separate tasks or processes as required by their work. Functions are similar to processes in that they are also created for a specific purpose, but functions play a more specific role in doing a specific type of work. Multiple functions in
16、an organization are often coordinated through shared processes, which also tend to make them more productive. Process models are used to help avoid conflicts between functions caused by poor coordination and communication. Organizational objectives suffer when functions dont work together. For examp
17、le, a Service Desk provides customers with information on service events that will affect them, such as information on software upgrades and the times of scheduled maintenance disruptions. In order to carry out this purpose, functions are self-contained and have their own resources and capabilities.
18、 Resources include a body of knowledge acquired through experience, and capabilities are methods that are particular to that function. Specialization and coordination across the lifecycle At each phase of the Service Lifecycle Service Strategy, Service Design, Service Transition, Service Operation,
19、and Continual Service Improvement (CSI) it is important to apply specialist functions and processes in order to achieve each phases objectives. However, it is also important that there is coordination between these activities. There needs to be feedback and control between the functions and processe
20、s across the lifecycle. In reality, an organization would need to adopt control methods in order to achieve effective management, and the ITIL Service Lifecycle approach closely imitates this. There are two types of control perspectives that can be adopted process-based control perspectives and life
21、cycle-based control perspectives. Process-based control perspectives are suited for those involved in the design, development, and improvement of processes for service management. Lifecycle-based control perspectives are suited to those involved in managing contracts, agreements, and services. These
22、 control perspectives both profit from systems thinking, and each can provide insights and patterns that might not be obvious in the other. SummaryThe ITIL Service Lifecycle (ITIL) consists of five phases, each with a number of activities that help to achieve specific purposes. Theses activities are
23、 functions and processes. Processes are sets of activities that are created to achieve a specific objective. Processes also help to coordinate functions, which are self-contained, specialized units that have a particular purpose. These activities are important to achieve specialization and coordinat
24、ion throughout the lifecycle, and require feedback and the adoption of relevant control processes. Table of Contents Copyright 2009 SkillSoft. All rights reserved. SkillSoft and the SkillSoft logo are trademarks or registered trademarks of SkillSoft in the United States and certain other countries. All other logos or trademarks are the property of their respective owners. A1412364 123 125 1245 A2b313
