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ITIL Version 3
Learnings and Applications
James Hunter

Now focuses on the
end-end lifecycle of all
services
ITIL®
Why v3?

Why v3?
• “Adds”
– Strategic planning
– Security
– Designing services
– Knowledge Management (the new Sci-Fi)
• “Enhances”
– Transition Planning
– Continual (nee Continuous) Improvement
– Integration between “Change” and “Ops”
– Financial Management
• “Tweaks”
– Most of everything else

Interpreting the Lifecycle
• All about “Focii” and “Levels”
• CSI drives implementation
• Everything DOESN’T start with Strategy
• Use it to drive Value
– Re-use
– Strategic planning
– Quality

Focii and Levels
• Focus is WHEN in it’s lifecycle any given change is, or should, be
• Level is WHERE in the organisation the change applies (Strategic,
Service or Tactical)
• E.g.
– Update an SD diagnosis script to improve first-time fix rates
• Tactical improvement that STARTS in the Transition phase (probably)
– Develop a new web-service to support a specific client requirement
• Service Level improvement that STARTS in the Strategic phase
– Overhaul the transition processes
• Strategic Level improvement that STARTS in the Design phase (probably)
– Bring a new Client on-board
• Strategic development that STARTS in the Strategy phase

CSI (No, not that one)
• CSI drives the vast majority of improvement
– CSI improvements
• Update this script to improve first-time fix rates
• Develop a new web-service to support a specific client
requirement
• Enhance the transition processes
• But clearly not all
– Strategic Developments
• Bring a new client on-board (e.g. Kraft)
• Move to ITIL V3 

Strategy
• Keep it lightweight
• Very few things are Strategic AND start in
Strategy!
– Implement ITIL V3
– Develop a new service
• Develop the portfolio first, not the Strategy
(maybe)
(maybe)

Driving Value
• Re-use
– Identify the CURRENT Services Portfolio
– Build CLIENT services from TECHNICAL services where
possible
• Strategic Planning
– Define upcoming CLIENT service needs
– Define TECHNICAL services to construct
– Define demand and feed into capacity plans
• Quality
– Measure all existing processes
– Feed into CSI
– Improve Transition

It all begins with CSI
• Strategic Level
– Convene a Strategic CSI board to own Strategic CSI
– Accountable for defining all TECHNICAL services
– Provides governance for Strategic Projects (e.g. implement and
improve tools/processes, develop new, generic TECHNICAL services)
• Service Level
– SDMs own the Service level CSI (per client)
– Accountable for all CLIENT services which they deliver
– Own CLIENT service across the lifecycle
• Tactical
– Bring all current processes under Management
– Make everyone responsible for identification and delivery of Tactical
CSIs
– Transition Manager is accountable for Quality
(PMs may challenge this)

Then Implement Design
• Define scope (actually this is Strategy, but it’s a
neater narrative this way)
• Design all “current” processes in scope
• Reverse-design all existing catalogue services in
scope
• Design Service Level Package Requirements and
Templates
– Base this on current OA checklists etc
• Use SLP templates to reverse-define service
requirements for in-scope current project
deliverables
√

And go on to Strategy
• Do not confuse with Strategic LEVEL
• Confirm scope ()
• Identify the Service Level Packages for each CURRENT
service in scope
• Build Service Level Packages for pipeline services in
scope early in their design process
• Build out the portfolio at a high level (i.e. the
requirements)
• CSI strategic Board can then become Strategic Board,
governing across all projects and identifying Strategic
Offerings

And Back to CSI
Taking it to the next stage
• Strategic
– Identify next baseline to achieve
• Service
– Integrate all changes to live services
• Tactical
– Update any operational procedures

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