CEB Infrastructure Leadership Council

ITIL v3 Process
Cheat Sheets

2014 CEB. All rights reserved.IEC8051414SYN

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ITIL v3 Process Cheat Sheets

The ITIL v3 process cheat sheets include a definition, description to business, and high-level process diagram, as well as a list
of stakeholders, activities, and common pitfalls for ITIL v3 processes. Each cheat sheet includes a condensed case study from
a progressive organizations that has adopted the process.

Service Strategy
Service Portfolio Management

A service providers method for prioritizing investments to develop new services, modify existing
services, or retire old services. Service portfolio management helps the service provider to decide
on a strategy to serve its customers and to develop its offerings and capabilities. For this reason,
service portfolio management is highly related to the management of offerings in the IT service
catalog
Demand Management

A service providers method for forecasting its customers future demand for IT services, typically
through analysis of business plans, the adequacy of existing services, and evolution in the
technology marketplace
Financial Management

A service providers methods for budgeting, accounting, and allocating costs of IT services
delivered with the specific goals of aligning spending with strategic objectives and improving the
transparency of IT spend
Service Design
Service Catalog Management

11

A service providers method for cataloging and communicating with customers about its services
typically spanning provisioning policies, architecture dependencies, service-level options, cost, and
ordering steps for all active services as well as those under development, as identified by service
portfolio management
Service-Level Management

13

A service providers method for ensuring that a service meets customers functional and technical
performance requirements by mapping a business service to numerous supporting services,
validating that the required service levels are technically and economically feasible, and negotiating
alternatives where they are not
Capacity Management

15

A service providers method of managing all business, service, and component capacity
requirementsboth current and futurein a timely and cost-effective manner
Availability Management

17

A service providers method for ensuring that the availability of a service meets or exceeds
customer requirements in a cost-effective manner by defining, analyzing, planning, measuring, and
improving availability across infrastructures, processes, tools, and roles

2014 CEB. All rights reserved.IEC8051414SYN

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ITIL v3 Process Cheat Sheets (Continued)

IT Service Continuity Management

19

A service providers method for managing risks that could undermine delivery of agreed service
levels by planning for the recovery of IT services. As such, IT Service Continuity Management is
considered a subset of business continuity management
Information Security Management

21

A service providers method for securing all services and service management operations and
aligning IT security with business security
Supplier Management

23

A service providers method for securing consistent, cost-effective quality from all suppliers
engaged in service delivery. Because expectations are typically codified in contractual agreements,
supplier management is often highly integrated with service level management
Service Transition
Service Asset and Configuration Management

25

A service providers method for identifying, maintaining, controlling, and verifying assets and
managing how they connect hierarchically to form business systems with the goal improving
efficiency and service quality by aiding processes such as financial, change, and incident
management
Service Validation and Testing

27

A service providers method for ensuring that a new or changed service meets customer
requirements and verifying that it is ready for production support by IT operations
Release and Deployment Management

29

A service providers method for ensuring that the capabilities laid down in service design are built,
tested, and delivered
Change Management

31

A service providers method for managing service change to reduce resource commitments and
minimize disruption to regular operations
Knowledge Management

33

A service providers method for collecting, maintaining, and dispensing reliable information about
services throughout its lifecycle
Service Operation
Event Management

35

A service providers method for monitoring the IT infrastructure in order to detect, categorize,
and correct any exceptional conditions or events that would impede normal operations
Incident Management

37

A service providers method for managing incidents to restore normal service as quickly
as possible with minimal impact on business operations and user productivity

2014 CEB. All rights reserved.IEC8051414SYN

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ITIL v3 Process Cheat Sheets (Continued)

Problem Management

39

A service providers method for minimizing adverse business impact by preventing recurring
incidents that stem from underlying errors in the IT infrastructure.
Request Fulfillment

41

A service providers method for responding to users requests for information, advice, routine
changes, or service access. Request Fulfillment is new to ITIL v3 and designed to differentiate
business-impacting incidents from simple requests
Continual Service Improvement
Service Measurement and Reporting

43

A service providers method for delivering metrics and reporting on all other ITIL processes
to either validate or correct current actions
Continual Service Improvement Process

45

A service providers method for using measurement to continually improve service efficiency
and effectiveness as understood through business requirements

2014 CEB. All rights reserved.IEC8051414SYN

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This study may not be reproduced or redistributed without the expressed permission of The Corporate Executive Board Company.

Service Portfolio Management

VALUE TO BUSINESS

SERVICE
STRATEGY

Definition: A service providers method for prioritizing investments to develop new services, modify existing services,
or retire old services. Service portfolio management helps the service provider to decide on a strategy to serve its customers and
to develop its offerings and capabilities. For this reason, service portfolio management is highly related to the management of
offerings in the IT service catalog

An effective service portfolio management helps organizations to:

Improve efficiency, speed, and quality through the use of standard services;

Govern investments across the portfolio of services offered; and

Consistently evaluate potentially valuable new capabilities.

HIGH-LEVEL PROCESS FLOW

Analyze

Approve

Stakeholders

Resource Managers

Head of Apps

Project Management Office

Service Portfolio Manager

Focus on the Following

Identification of services
currently being offered and
those proposed by customers

Assigning financial resources

to the services based on
demand and areas needing
improvement

Focus on the Following

Definition of the long-term goals and strategy of the organization

Definition of services needed to achieve the identified goals

Identification of the resources and capabilities to create such

services

Completion of the proposed portfolio, authorization of services,

and plan for the future (Outcome of approval could be retain,
replace, rationalize, refactor, renew, and retire)

KEY CONCEPTS

Service Strategy: A systematic

long-term action plan
specifically designed for the IT
service organization to achieve
defined objectives
Service Strategy Plan: A plan
for implementing the service
strategy including activities,
objectives, and responsibilities
for stakeholders

2014 CEB. All rights reserved.IEC8051414SYN

Degree of Adoption: The percentage of IT budget that flows

through the service offering

Focus on the Following

Communication of decisions

Allocation of resources

Chartering of the proposed

services

COMMON PITFALLS

Number of Planned New Services: Percentage of new services

developed, after being triggered by service portfolio management
Number of Unplanned New Services: Percentage of new
services developed without being triggered by service portfolio
management
Number of Strategic Initiatives: Number of strategic initiatives
launched from the service portfolio management process

Unclear definition of the

market place and end users
needs leads to incorrect service
deployment and reduced
utilization
Inadequate financial
management to monitor and
measure value generated by
IT leading to cost slippages

CONTINUAL SERVICE
IMPROVEMENT

Service Portfolio: The

complete set of services
available in the organization,
including deployed, developing,
and retired services

KEY PERFORMANCE INDICATORS (KPI)

Stakeholders

IT Steering Group (Senior

Mgmt from IT and Business)

Service Portfolio Manager

Number of New Customers: Number of newly won customers

Number of Lost Customers: Number of customers lost
to competing service providers

SERVICE
OPERATION

Stakeholders

IT Steering Group (Senior

Mgmt from IT and Business)

Financial Manager

Service Portfolio Manager

SERVICE
TRANSITION

Stakeholders

Head of Apps

Service Portfolio Manager

Charter

SERVICE
DESIGN

Define

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