The guidance in ITIL can be adapted for use in various business environments and organizational strategies. The Complementary Guidance provides flexibility to implement the core in a diverse range of environments. Practitioners can select Complementary Guidance as needed to provide traction for the core in a given business context, much like tyres are selected based on the type of automobile, purpose and road conditions. This is to increase the durability and portability of knowledge assets and to protect investments in Service Management capabilities.
1.2.3.1 Service Strategy
The Service Strategy publication provides guidance on how to design, develop and implement Service Management not only as an organizational capability but as a strategic asset. Guidance is provided on the principles underpinning the practice of Service Management which are useful for developing Service Management policies, guidelines and processes across the ITIL service lifecycle. Service Strategy guidance is useful in the context of Service Design, Service Transition, Service Operation and
Continual Service Improvement. Topics covered in Service Strategy include the development of markets, internal and external, service assets, service catalogue, and implementation of strategy through the service lifecycle. Financial management, Service Portfolio management, organizational development and strategic risks are among other major topics.
Organizations use the guidance to set objectives and expectations of performance towards serving customers and market spaces, and to identify, select and prioritize opportunities. Service Strategy is about ensuring that organizations are in position to handle the costs and risks associated with their Service Portfolios, and are set up not just for operational effectiveness but for distinctive performance. Decisions made about Service Strategy have far-reaching consequences including those with delayed effect.
Organizations already practicing ITIL use this publication to guide a strategic review of their ITIL-based Service Management capabilities and to improve the alignment between those capabilities and their business strategies. This ITIL publication encourages readers to stop and think about why something is to be done before thinking of how. Answers to the first type of questions are closer to the customer’s business. Service Strategy expands the scope of the ITIL framework beyond the traditional audience of IT Service Management professionals.
1.2.3.2 Service Design
The Service Design publication provides guidance for the design and development of services and Service Management processes. It covers design principles and methods for converting strategic objectives into portfolios of services and service assets. The scope of Service Design is not limited to new services. It includes the changes and improvements necessary to increase or maintain value to customers over the lifecycle of services, the continuity of services, achievement of service levels, and conformance to standards and regulations. It guides organizations on how to develop design capabilities for Service Management.
1.2.3.3 Service Transition
The Service Transition publication provides guidance for the development and improvement of capabilities for transitioning new and changed services into operations.
This publication provides guidance on how the requirements of Service Strategy encoded in Service Design are effectively realized in Service Operations while controlling the risks of failure and disruption. The publication combines practices in release management, programme management and risk management and places them in the practical context of Service Management. It provides guidance on managing the complexity related to changes to services and Service Management processes, preventing undesired consequences while allowing for innovation. Guidance is provided on transferring the control of services between customers and service providers.
1.2.3.4 Service Operation
This publication embodies practices in the management of Service Operations. It includes guidance on achieving effectiveness and efficiency in the delivery and support of services so as to ensure value for the customer and the service provider. Strategic objectives are ultimately realized through Service Operations, therefore making it a critical capability. Guidance is provided on how to maintain stability in Service Operations, allowing for changes in design, scale, scope and service levels. Organizations are provided with detailed process guidelines, methods and tools for use in two major control perspectives: reactive and proactive. Managers and practitioners are provided with knowledge allowing them to make better decisions in areas such as managing the availability of services, controlling demand, optimizing capacity utilization, scheduling of operations, and fixing problems. Guidance is provided on supporting operations through new models