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ITIL v3 Differences

ITIL was first published in the late 1980s as a project to document best practices in it. The second version of ITIL was published in 2000 and then work commenced on the ITIL version 3. Key changes include move towards a service-driven lifecycle approach more prescriptive guidance Demonstration of return on investment.

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9 views6 pages

ITIL v3 Differences

ITIL was first published in the late 1980s as a project to document best practices in it. The second version of ITIL was published in 2000 and then work commenced on the ITIL version 3. Key changes include move towards a service-driven lifecycle approach more prescriptive guidance Demonstration of return on investment.

Uploaded by

kendas
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

ITIL: The Key Differences Between Versions 2 and 3

A brief History of ITIL


First published in the late 1980s, ITIL started as a project to document best practices in IT. Since that time it
has become known worldwide as the most credible framework for IT Service Management and is now an
international standard (ISO IEC 20000).
The second version of ITIL was published in 2000 and then in 2004 work commenced on the ITIL version 3.
The project has involved extensive consultations with thousands of global ITSM Practitioners from the public
and private sectors, vendors, qualification bodies, exam institutes and education providers.

Key Changes:
• Move towards a service-driven lifecycle approach
• More prescriptive guidance
• Demonstration of return on investment

Key Evolutional Changes in ITSM Philosophy:


Business and IT – From Alignment to Integration
For many years, we have been discussing the topic of how to align business and IT objectives. We have
done this from the assumption that while business and IT share the same corporate brand, they are
somehow two separate and very distinct functions.
However, when does the line between the business process and its supporting technology begin to fade to a
point where there is no longer a true ability to separate or revert back to manual options?
If you consider banking as an example, the financial management business processes and their supporting
technologies are now so inter-dependent that they are inseparable. It is due to this growing realisation that
the term alignment is being replaced with the concept of integration.

From Value Chain Management to Value Service Network Integration


When reading ITIL v2, you get the perception that the business and IT relationship is primarily about a
business customer being supported by a single internal IT service provider (Value Chain Management). Little
acknowledgement or guidance is provided about the reality of life never being quite that simple.
Today’s business and IT relationship for service provision is much more complicated and complex than the
concept of a single provider meeting all business needs. We need to consider that yes, there are internal IT
functions, but some are found within a business unit structure where others are providing a shared service
model to multiple business units.
Add to this the option of using different external outsourcing options or leveraging software as a service
(SaaS) model and what you end up with is what ITIL v3 refers to as an Integrated Value Service Network.

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ILX Group plc. Registered in England & Wales No. 03525870. Registered Office: One London Wall, London, EC2Y 5AB.
From Linear Service Catalogues to Dynamic Service Portfolios
While ITIL has always been referred to as an IT Service Management Framework, the primary focus up until
now has been on the ten Service Support and Delivery processes. In previous versions of ITIL, the concept
of a "service" has almost been an afterthought or at least something you would get to later.
Consider that in ITIL v2 the process of Service Level Management has, as one of its many deliverables, a
Service Catalogue which can be summarised from the theory as a brochure of IT Services. Where IT
publishes the services it provides with their default characteristics and attributes or Linear Service
Catalogue.
In contrast to this, a Dynamic Service Portfolio can be interpreted as the product of a strategic process
where service strategy and design conceive of and create services that are built and transitioned into the
production environment based on business value. From this point, an actionable service catalogue
represents the published services and is the starting point or basis for service operations and ongoing
business engagement.
The services documented in this catalogue are bundled together into fit-for-purpose offerings that are then
subscribed to as a collection and consumed by business units.

From Integrated Processes to The Service Management Lifecycle


Based on publicly available information, we know the ITIL v3 core books are structured around a Service
Lifecycle.
This new structure organises the processes we understand from ITIL v2 with additional content. While
processes are important, they are secondary and only exist to plan for, deliver and support services. This
moves the importance and profile of the Service Catalogue from being an accessory of the Service Level
Management process to being the corner stone of ITSM.
As organisations evolve from a technology focus to a service orientation focus, these core changes to ITIL
provide the context and ability to support this emerging reality.

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ILX Group plc. Registered in England & Wales No. 03525870. Registered Office: One London Wall, London, EC2Y 5AB.
New areas in ITIL v3 (Core publications)

Core ITIL v2 – All processes Core ITIL v3 – Lifecycle Comments


except Service Desk approach

Service Desk Service Desk The focus remains the same

Incident Management Incident Management Request The addition of an optional request


Fulfilment fulfilment process

Problem Management Problem Management Remains the same but is only


covered as an overview

Change Management Change Management Slight changes in terminology i.e.


CAB/EC – ECAB

Release Management Release and Deployment Release and deployment covered


Management as an overview only but an
introduction of the V model is best
introduced here

Configuration Management Service Asset and Service Assets are included with
Configuration Management Configuration. Covered as an
overview

Service Level Management Service Portfolio Management Focus is on the Lifecycle approach
and not the process of SLM.
Service Level Management
Included is Supplier Management
Supplier Management and Service Portfolio Management

Financial Management for IT Financial Management for IT Main concepts are unchanged but
Services Services the focus is more on economics and
VOI

Capacity Management Capacity Management Capacity as an overview only there


is the introduction of Demand
Management at the Strategic level
in terms of Value to the Customer

Availability Management Availability Management Availability as an overview and the


introduction of Access Management
Access Management

IT Service Continuity IT Service Continuity ITSCM as an overview supporting


Management Management the Business Continuity

IT Security Management (EXIN IT Security Management The introduction of IT Security


only courses) Management, (Only EXIN included
this as a V2 process)

© Copyright ILX Group plc, 2007 Page 3


ILX Group plc. Registered in England & Wales No. 03525870. Registered Office: One London Wall, London, EC2Y 5AB.
New areas in ITIL v3 (non-core publications)

Other Library Books v2-v3 additional scope Comments

Planning to Implement Service


Management
• What is the vision?
• Where are we now?
• Where do we want to
be?
• How do we get where
we want to be?
• How do we check our
milestones have been
reached?
• How do we keep the
momentum going?
ICT Infrastructure Management
• Design and Planning • Guidance for Service The ICTIM publication included
• Deployment Design many of the roles that are now
• Basis for Release and included as part of the V3 core.
• Operations
Deployment
• Technical Support
• IT Operations
• *Appendices Management
Security Management

Application Management
• Positioning of • Service Strategy basis Business value and the Service
Application Lifecycle are mentioned in the V2
Management Application Management publication
• Managing the business and these have been brought up-to-
value date in V3
• Aligning the delivery
strategy with key
business drivers and
organisational
capabilities
• The Application
Management Lifecycle
• Organising roles and
functions
• Control methods and
techniques
Business Perspective

Software Asset Management

© Copyright ILX Group plc, 2007 Page 4


ILX Group plc. Registered in England & Wales No. 03525870. Registered Office: One London Wall, London, EC2Y 5AB.
ITIL Qualifications
Structure

V2 Examinations ‘standalone’ V3 Examinations, points awarded toward an IT


Diploma

Foundation – pre-requisite for; Foundation– pre-requisite for;

Practitioners Capability – Process / Role based

Management – Lifecycle based

Managers IT Diploma

Advanced IT Diploma

Key focus for foundation qualification of each core publications


Service Strategy
• Service Management strategy and the links to other best practices and complementary standards
• Policy setting, Strategic Assets and objectives for services
• Market space, Provider types, Business case, Risks, Constraints, Value = Utility and Warranty
• Customer assets and Service assets, Service Models and Service Portfolio, which includes 3 areas,
what is being developed and in the pipeline i.e. requirements, what is currently being offered to the
customer i.e. Service Catalogue and what is being retired
• Planning and implementing service strategies
• Processes: Financial Management for IT Services, Demand Management
• Roles: Service Owner, Financial Manager, Demand Manager

Service Design
• 5 aspects of design in the Lifecycle
• The 4Ps – People, Process, Products, Partnerships
• Processes: Service Catalogue Management, SLM, Supplier Management, Availability Management,
Capacity Management, ITSCM, IT Security Management
• Roles: Design Manager, Service Level Manager, IT Service Continuity Manager, Supplier Manager,
Process Owner (General)

Service Transition
• Managing new or a changed service change
• The ‘V’ Model or the Configuration and Test Model
• Processes: Change Management, Release and Deployment Management, Service Asset and
Configuration Management, Knowledge Management
• Roles: Change Manager, Release and Deployment Manager, Test and Validation Manager, Service
Asset Manager, Configuration Manager, Configuration Analyst, Configuration Administrator /
Librarian, Configuration Management System (CMS) / tools Administrator

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ILX Group plc. Registered in England & Wales No. 03525870. Registered Office: One London Wall, London, EC2Y 5AB.
Service Operation
• Managing services
• The 7Rs of Change Management
• Processes: Incident Management, Request Fulfilment, Problem Management, IT Operations
Management, Application Management, Technical Management, Event Management, Access
Management
• Roles: Service Desk, Incident Manager, Major Incident Manager, Problem Manager, Operations
Control roles – Mainframe team, Server Department, Desktop team, Storage team etc… Facilities
Management roles – Data centre team, power manager, fire systems manager etc…

Continual Service Improvement


• Project approach
• The 7 step improvement Process
• Types of metrics: Technology Process and Service
• Continual Service Improvement Model
• Process Improvement stages
• Deming Cycle

Further Information
ILX Group are a leading provider of ITIL training and consultancy services. If you would like to talk to a
training adviser about you requirements please call 01270 611600.

If you would like to keep up to date on all developments in ITIL please visit our resource centre:
[Link]

© Copyright ILX Group plc, 2007 Page 6


ILX Group plc. Registered in England & Wales No. 03525870. Registered Office: One London Wall, London, EC2Y 5AB.

Common questions

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Dynamic service portfolios in ITIL v3 play a crucial role in aligning IT efforts with strategic business objectives by ensuring that services are designed and adapted to meet changing business needs . These portfolios enable organizations to plan and execute service strategies that include market analysis, value assessment, and demand management, resulting in services that deliver true business value and support organizational goals effectively .

The Service Management Lifecycle in ITIL v3 introduces a holistic approach that organizes processes around the five core lifecycle stages: Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement . This contrasts with ITIL v2's process-oriented approach, where service support and delivery processes were predominant. The lifecycle approach emphasizes services as dynamic entities that require ongoing adjustment and improvement to meet evolving business needs, focusing less on individual processes and more on how they contribute to coherent service delivery .

ITIL v3 addresses the concept of business value by incorporating it as a foundational element across the Service Lifecycle. Business value is considered central in designing, transitioning, and operating services to ensure alignment with organizational goals and customer needs. This is achieved through service strategies that integrate value concepts such as Utility and Warranty, enabling IT services to contribute directly to business success .

ITIL v3 enhanced IT Security Management by finally incorporating it as a formal process within the core framework, unlike previous versions where it was only included in EXIN courses . This integration reflects the growing recognition of security as a critical component of IT service management, situated within the broader context of business continuity and risk management. It ensures that security considerations are embedded into service design, transition, and operation processes, marking a significant departure from the more ad-hoc treatment in earlier versions .

The shift from a Linear Service Catalogue to a Dynamic Service Portfolio in ITIL v3 signifies a focus on proactive service strategy and design, aligned with business value. Unlike a static service catalogue that merely lists default service attributes, a Dynamic Service Portfolio encompasses strategic processes where services are conceived, built, and integrated into the production environment based on their value to the business . This transition ensures that services are not just documented but are actively designed to meet changing business needs .

In ITIL version 2, the relationship between business and IT was primarily perceived through the lens of value chain management, where an internal IT service provider supports business customers . With ITIL version 3, this developed into an Integrated Value Service Network model, acknowledging the complex reality of multiple internal IT functions and external service options like outsourcing and SaaS, hence reflecting a more integrated relationship between business and IT .

The shift from Service Level Management to Lifecycle Management in ITIL v3 is critical because it emphasizes the continuous value delivery and improvement of services rather than just meeting predefined service levels. This lifecycle perspective ensures that services evolve in response to changing business and market conditions, thereby remaining relevant and cost-effective. It integrates processes such as Supplier Management and Service Portfolio Management, highlighting the strategic intent and business alignment of IT services .

In ITIL v3, Service Level Management was expanded beyond the process-focused view of ITIL v2 to include Service Portfolio Management. This change reflects a lifecycle approach, emphasizing strategic alignment and continuous improvement of services. The focus is not solely on meeting service levels but on ensuring that services deliver value and meet business needs over time, incorporating elements such as Supplier Management .

The introduction of Request Fulfilment in ITIL v3 compliments the Incident Management process by providing a standardized mechanism for handling non-incident requests from users, such as password resets or service access . This separation ensures that Incident Management can focus on restoring service following disruptions, while Request Fulfilment efficiently addresses routine service requests, enhancing user satisfaction and operational efficiency .

ITIL v3 redefines the integration of Service Asset and Configuration Management by combining these areas into a more holistic approach. Service assets, which include any resource or capability contributing to service delivery, are viewed as integral to the Configuration Management process . This combined approach highlights the interconnectedness of assets with the overall service lifecycle, offering a comprehensive view that enhances both management and operational control .

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