Why ITIL is important .............................................2

Why update ITIL? Why now? ..................................2

What has changed?..............................................2

Sharpening the focus on the service lifecycle.............3

Some ITIL constants remain .....................................4

Dispelling the ITIL V3 myths ....................................4

Writing the book on ITIL: HP’s own experts play an active leadership role ........................................5

The inside story: ITIL V3 in the making .....................6

Expert vision.........................................................7

Meet the ITIL V3 authors from HP.............................8

ITIL V3: Get ready for thenext chapter in servicemanagement

Why ITIL is importantIn business and technology circles, the IT InfrastructureLibrary, or ITIL®, is viewed as the most widely acceptedapproach to IT Service Management (ITSM) in theworld.

Owned by the British government’s Office ofGovernment Commerce, ITIL provides a cohesive set ofbest practices, drawn from both public and privatesectors. ITIL is the backbone to structuring ITorganizations that optimize service quality, improveservice levels and reduce costs—and it’s becomingincreasingly important to today’s corporations.

In fact, a recent industry analyst report notes that by2008, more than half of all enterprises will be lookingto standardize ITSM processes based on ITIL. What’smore, industry analysts have observed that manycorporations are looking into improving theirinfrastructure management processes, as demonstratedby the strong interest in ITIL and other processrationalization methods—implying that the ITILapproach is well on its way to becoming the de factostandard for service delivery.

Why update ITIL? Why now?Just as business and technology are constantlyevolving, so too is the approach to ITSM—making thisthe ideal time for an ITIL refresh.

Certainly the IT industry has matured since ITIL V2 waspublished in the late 1990s. That version put greateremphasis on what service management is—rather thanhow you can best approach it. The last version alsocentered on processes for Service Delivery and ServiceSupport, all of which aligned to activity and output butnot necessarily to value.

ITIL V3 represents a significant shift in how IT is viewedin the greater business context. With the realizationthat managing IT requires more than just a set ofprocesses comes an increased focus on managing theservice lifecycle and providing value to the business—with an emphasis on how technology can best beleveraged to enhance that value.

ITIL V3 brings service management in line withchanging business needs and priorities, advancingtechnology and new governance models. Therefreshed version is better aligned to the needs ofCIOs and the businesses they serve. It featuresmodifications designed to speed and simplify theimplementation, adoption and application of servicemanagement processes to optimize business outcomes.

On a practical note, the new version includes updatesthat:

• Clarify the business benefits to be derived from ITIL

• Improve its usefulness and applicability

• Make it easier to implement ITIL

• Leverage real-world advancements since V2,including tools, technology and relationship types.

What has changed?While there are no fundamental departures from thebasic principles and processes that have constitutedITIL since the beginning, the differences between ITILV2 and ITIL V3 are a direct result of maturity in themarket and a deeper understanding of ITSM and itsrole within the business.

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However, some significant changes can be found inthe refreshed version. Perhaps the first, most obviouschange is that ITIL V3 divides the materials into threedistinct components:

• Five core books, presenting the basic building blocksof ITSM, based around a service lifecycle approach

• Complementary materials, published to meet specificscenarios or examples, such as ”how to implement ITservice management in an outsourced environment”or “how to use Six Sigma to implement IT servicemanagement,” with some of these materials beingWeb-based, so that they can be published morerapidly and keep ITIL V3 up-to-date with newdevelopments

• Value-added products, such as templates andworkflow diagrams

This new structure is intended to prolong the life of ITILV3 while also providing more specific guidance to ITILusers for specific situations.

Other evolutionary changes are designed to smoothintegration with existing service managementoperations, while placing greater emphasis onoperational efficiency. For example:

• ITIL V3 offers guidance on how to comply withcurrent legislation and regulations such as Sarbanes-Oxley and Basel II, as well as formalgovernance models.

• Industry- and topic-specific guidance includesimplementation templates for addressing specialconcerns of specific vertical markets and industries.

• New topics include service management strategiesfor outsourcing, co-sourcing and shared servicesmodels.

• A greatly expanded, state-of-the-art servicemanagement knowledge system captures currentpractice and aids proactive service management.

ITIL V3 positioning

Sharpening the focus on the servicelifecycleThe first two ITIL versions grouped content according toprocess. The idea was that if ITIL defined theprocesses, IT managers would define how to organizeand implement them to achieve higher quality servicesand reduce costs.

Over the past five or more years, that view has shiftedand matured. It is now clear that ITIL processes cannotjust be implemented in isolation. IT is an increasinglystrategic part of the organization—and managing IT isnot just about implementing the processes and onefunction. It is about understanding and meetingbusiness needs through the provisioning of IT servicesat every stage of their lifecycle, encompassingeverything from strategy to daily operations.

With this new view of IT and ITSM in mind, ITIL V3 isstructured according to the stages of the servicelifecycle and the business outcomes they support. Theprocesses from ITIL V2 are still there—but this time ITILshows exactly how these processes are used to provideservices that support the business, as well as how theyare implemented and managed.

In ITIL V3, the five principal stages of the servicelifecycle are defined as:

• Service Strategy for practical decision-making: Thisis where the role and requirements of IT are definedto ensure overall business success.

• Service Design with a pragmatic service blueprint: ITwill design services that meet the business needs—both through functionality and performance—andalso design them to be manageable and costeffective.

• Service Transition to improve management change,mitigate risk and assure quality: Services will betested and introduced into the infrastructure in acontrolled manner. Transition also ensures that IT isable to respond to changes in both the business andIT environments, resulting in a more agile, responsiveorganization.

• Service Operation for more responsive, stableservices: This is where the services are actuallydelivered and supported. Operation achieves abalance between delivering what has beendesigned, and responding to variations in thebusiness and IT environments to achieve stability andflexibility.

• Continual Service Improvement with measurementsthat work: This involves the ongoing monitoring and

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Depth

Scope

Your ITSM solution

ITIL V3

ITIL V2Other standards

A full customer-specific IT Service Management solutionrequires more than ITIL

measurement of the quality and cost of services—identifying ways in which both of these areas can beimproved while staying aligned with changingbusiness requirements.

Some ITIL constants remainIt’s important to note that key concepts are preservedin ITIL V3—and more than half of current ITIL guidanceremains unchanged.

For one thing, ITIL continues to represent aconsolidated view of best practices from around theworld. And it continues to be a collaborative effortamong major vendors, government and commercialorganizations.

The good news about IT qualification is that all ITILqualifications will continue to be valid. There will be anew qualification scheme for ITIL, based on ITIL V3—with a short transition period where both V2 and V3exams will be offered.

Equally significant news: There is no need to stop anyITIL-based work to wait for V3. Nothing in V3 willfundamentally change the service managementchallenges that companies are facing, and nothingchanges the need for the processes that companies arealready implementing.

Dispelling the ITIL V3 mythsIt’s a natural reaction, just human nature, really: Withchange comes fear, uncertainty and doubt—and thepending release of ITIL V3 is no exception.

Here’s one myth circulating in the industry: ITIL V3 isno longer relevant or valid. Other methodologies andapproaches are reaching maturity and will replaceITIL. People and organizations that were excludedfrom, or chose not to participate in, the ITIL V3 refreshproject are the ones likely to be spreading this rumor.They do not state what the alternatives are but hint thatsome are under development.

It’s also a myth that ITIL has been completelyrewritten—and that companies will have to startlearning ITIL and implementing it all over again. This issimply not true. The processes in V2 are all stillrepresented in V3—just in a clearer, simpler and morecomplete way. The fact that the processes have beenorganized by lifecycle actually makes them easier toimplement and use.

Also circulating around the ITIL rumor mill: ITIL V2 andV3 exams will continue to be run in parallel andorganizations can choose to be either V2 or V3compliant. This does not make any sense. Noorganization should strive to be ITIL compliant becauseITIL is not a standard. An organization should strive touse ITIL to achieve its goals, for example, for improvingservice and optimizing costs. The V2 exams willcontinue to be valid for a short time after the V3certification structure is introduced as a courtesy tostudents who have taken V2 courses and want tocomplete their exams based on the V2 coursematerials.

A number of ITIL V3 myths are related to ISO/IEC20000. One promotes the theory that ITIL is beingreplaced by ISO/IEC 20000 and will become just oneof many ways to obtain ISO/IEC 20000. First, ITIL isnot, and has never professed to be, a formal industrystandard such as ISO/IEC 20000. Indeed, ITIL is to beadopted and adapted to fit the needs of the ITorganization, whatever the size and however formally.The main aim of ITIL is to provide a set of guidelines tohelp managers deliver quality IT services in support ofthe business at an optimized cost. This can beachieved without ISO/IEC 20000 certification. Thefact that ITIL is not a requirement for ISO/IEC 20000certification does not mean that it is not valid or that itsreal role has been superseded by the standard.ISO/IEC 20000 depends on deeper sets of industrybest practice being available, whether ITIL or COBIT.

Another invalid assumption: Once a company hasimplemented ISO/IEC 20000, the ITIL journey will becomplete. If this were true, there would be no moreneed for ongoing IT management since all processesare functioning and all business needs are being met.

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ITIL V3: New structure focuses on the service lifecycle

ITIL is broader than ISO/IEC 20000 and the newservice lifecycle approach shows how to manage ITservices on an ongoing basis—not just how toimplement processes after ITIL certification.

Writing the book on ITIL: HP’s own experts play an activeleadership roleBeyond support for ITIL, HP has taken an active lead inthe ITIL and service management arena—througheducation, advocacy and by helping establish ITService Management Forum, or itSMF, for user groupsaround the world.

Building on this rich history with ITIL, HP is the onlytechnology vendor to provide the authors for one of thefive ITIL V3 core books. In addition, HP’s own ITILexperts were also awarded the task of authoring theITIL V3 glossary, as well as building the overarchingprocess models for the new library.

The participating authors from HP include:

• David Cannon and David Wheeldon, who workedtogether to write the Service Operation book

• Ashley Hanna and Stuart Rance, who authored theITIL V3 Glossary of Terms, Definitions and Acronyms

• Jeroen Bronkhorst, who created the integrated ITILprocess models

Each has, in his own right, the experience andcredentials to write the definitive book on ITIL.

One of the original ITIL authors who contributed to allthree versions of the ITIL books, David Wheeldon isperhaps one of the world’s most experienced ITILconsultants and trainers.

According to Wheeldon, he has been involved with ITservice management throughout his career, including20 years spent working in large UK governmentdepartments. Numerous successful customerengagements have given him the opportunity to putservice management theory into practice.

Wheeldon was recruited in the late 1980s to helpwrite the ITIL V1 book, focused on Service LevelManagement. He is also one of the authors of the ITILV2 book on Service Delivery.

“It’s fair to say that I’ve been working with ITIL longenough to know this bit of historical data: The originalname for ITIL was Government IT InfrastructureManagement Methodology, or GITIMM,” sharesWheeldon.

V3 co-author David Cannon was ITIL-certified in 1993,and has been working with ITIL “for a long, long time.”

Cannon was instrumental in starting the itSMF chapterin his native South Africa—which was among the veryfirst chapters—before going on to form itSMFInternational. Today, he is ITSM Practice Principal withHP Services.

“I think the fact that both David Wheeldon and I haveworked with clients in not only the US and the UK butalso Asia and Latin America was a contributing factorto our proposal for the Service Operation book beingaccepted,” says Cannon. “We were able to bring atruly international view to the book.”

Ashley Hanna and Stuart Rance teamed together totackle the ITIL glossary. Both authors had previousexperience writing and maintaining documentationand collateral materials for an international audience,which worked in their favor when it came to winningthe bid to write and edit the glossary for ITIL V3.

A senior ITIL consultant and author with a long list of IT-related thought-leadership contributions and committeememberships to his credit, Hanna’s ITIL roots traceback to his days in operations management at TandemComputers Incorporated.

“As ITIL and the IT Service Management conceptbegan to take shape, I realized it was a move toformalize what I had already been doing—concentrating on people and processes as a way ofachieving high availability and service quality, and notjust technology,” adds Hanna. “As I moved intobusiness development and services design, I found myearly experience as a system manager and the day-to-day delivery of services to be invaluable.”

Hanna now works as ITSM Practice Principal forMission Critical Services in HP.

Glossary co-author Stuart Rance admits to being “a bitof an ITIL evangelist” as a senior systems engineer withDigital Equipment Corporation in the 1990s, at a time“when nobody had really heard of it.”

Rance’s previous ITIL writing résumé includescontributions to a number of ITIL pocket guides. He iscurrently the worldwide lead of the ServiceManagement practice at HP.

Rance believes his background in availabilitymanagement and capacity management has helpedhim identify the importance of planning plays insuccessful service delivery.

“When we look at customers who achieve their ITgoals and customers who don’t, it’s the planningprocess that makes the difference, not the technologyspecifications,” he notes.

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Jeroen Bronkhorst first encountered ITIL when he wasworking for the Dutch Ministry of Defense in the early1990s. When he joined HP in the late 1990s, hequickly moved on to take ITIL foundation and servicemanagement training and went through thecertification process. Jeroen has worked for the pastfive years as a global ITSM Program Manager,developing and delivering ITSM services for HP clients.He has also authored numerous articles on ITIL, ITSMand HP’s own ITSM reference model.

For his contribution to ITIL V3, Bronkhorst has beendoing what he describes as “creating pictures thatgraphically represent what is written in the book.” Inaddition to the ITIL process models, he is among thefew who have actually seen all the books, workingwith all the authors to make sure the variouscomponents of ITIL V3 are structured with consistentnavigation.

The inside story: ITIL V3 in themakingStart with the glossary created for ITIL V3. Hanna andRance were first asked to create a consistent baselineglossary based on the ITIL V2 publications, variousexisting glossaries and other sources of industryterminology, such as ISO/IEC 20000. This baselinewas then used as a resource for the other ITIL V3authors as they worked on their books.

Once ITIL V3 was nearing completion, the two wereasked to update the glossary with changes andadditions from the new books. They estimate that thetotally revamped glossary includes more than 500terms—with more than 120 terms added, 140-plusmodified, 300 or so changed, and, to their surprise,more than 100 deleted.

The goal was to create a glossary that was consistent,simple, idiom-free and easy to understand.

“We thought it was going to be relatively easy toupdate the glossary but it turned out to be quite amajor rewrite,” Rance says. “The Service Strategy bookwas particularly challenging because it contains mostlynew material. We had to do considerable researchbecause you can’t really write a definition ofsomething until you understand it thoroughly.”

According to Hanna, Rance and he collaborated veryclosely on the glossary work, communicating mostlyvia teleconference and real-time PC desktop sharing.

“We struck up a fantastic working relationship. Ourskill sets are very complementary. Stuart is the detailguy, quick to remember the connections between aterm here and a term there. I’m more the one who can

hone a term or definition that did not seem to makesense and work with it until it does,” explains Hanna.“We often started with a definition of a term that wastechnically correct but no one was ever going tounderstand on the first pass. My role was to make theglossary readable to the common man!”

While Hanna and Rance have been working withglossary terms, Bronkhorst has been tackling processmodels.

His work encompasses all five books, as he looks forconsistency in concepts from one book to another. Forexample, through the five books, 27 processes aredefined. He has in turn created one model that showshow those processes map to the five books.

“You can take two different approaches to creatingmodels like this. There’s the top-down approach, whereyou create the models and set the context for theauthor’s work. I’ve taken the second option—thebottoms-up approach, where when the books werealmost done, I began work on the models,” Bronkhorstexplains. “I create the models, have them reviewed bythe authors, the chief architects and the chief editor,then refine them based on feedback.”

So what about the experience of writing one of thecore ITIL V3 books?

Cannon says that Wheeldon and he started with anoutline and a structure for tackling the ServiceOperation topic—and stuck to it. The approachseemed to work—as theirs was the first book finished.

Research was an important part of the process, as thetwo authors made numerous customer reference visitswith organizations who have pushed the boundariesbeyond ITIL V2.

“We sought their views on best practices,” saysWheeldon. “Their experiences and insights helped uscraft the Service Operation book.”

And what light does the book shed on the role ServiceOperation plays in the service lifecycle?

“I’d say the key theme of the Service Operation bookis that in order to deliver IT services, you really have tobe able to manage your infrastructure as well as theservices,” says Cannon. “We also stress thatoperations is where business value is achieved. In allother phases of the lifecycle, we’re really justpromising things. It’s in the operational cycle wherethe value is realized.”

Wheeldon agrees.

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“Service Operation is when the systems go live. So it’swhere organizations start reaping the benefits—but it'salso where failure can begin. It’s a point of maximumimpact—one where stability is vital to success,” headds.

Expert visionHaving devoted more than a year of their professionallives to ITIL V3, the five authors from HP have a uniqueview into ITIL then, now and into the future.

Hanna sees the adoption of ITIL as “inevitable.”

“Of course, time will tell if the ITIL refresh willaccelerate that adoption, but I expect it will,” he adds.

Rance believes passionately that when an organizationdoes service management properly, it can achieve twothings at the same time: improve the quality of serviceand reduce the cost of service delivery.

“In five years, I think you’ll see the organizations thathave implemented ITIL effectively reaping the benefits,and the ones who paid lip service to it falling behind,”he observes.

Bronkhorst sees a continuation of where things areheading now—where concepts that are developedunder the umbrella of IT process management are alsobeing applied to other service processes.

“What I see in ITIL is that it’s heading in a directionwhere it becomes less specific for IT,” he says. “This isalready true for the Service Strategy book—where theguidance is generally applicable to any type of serviceprovider, not just an IT service provider.”

From Wheeldon’s perspective, he feels that as peoplehave a chance to read and digest the new ITIL books,they will recognize and accept the advancements overITIL V2.

“Looking ahead to ITIL V4, or even ITIL V5, I believewe will see the continual merging of IT and businessand the greater use of automation,” he says. “We’vestarted this move with V3, which gives some excellentexamples of how organizations can begin to take ITservice management concepts and processes andapply them to the wider business context.”

When it comes to using IT Service Management in abusiness context, Cannon feels that most ITdepartments simply aren’t there yet.

“We do lay the foundation in ITIL V3 for this nextstep,” he says. “Moving forward, I think we are goingto see more innovative uses of technology. We’re alsolikely to see more organizations using existingtechnologies and capabilities in very new and different

ways: more integrated tool sets, far more integratedsolutions—not just from a tools and technologies pointof view but from a process and business solution pointof view. That’s why, if I look ahead to ITIL V4, I see thewhole concept of business technology being clearlywoven into the approach, with a greater emphasis onbusiness outcomes.”

To learn moreHP Service Management solutions automate thedynamic link between your business and IT by givingyou the insight required to measure, assess and controlyour business. Look to HP to provide you with acomprehensive solution—complete with services andsoftware to help design, build, manage andcontinually improve a first-rate service managementimplementation.

For more information on how HP is supporting ITIL V3,visit: http://www.hp.com/go/itilv3

ITIL V3 previewHere’s what ITIL V3 contains:

Core books• Service Strategy

• Service Design

• Service Transition

• Service Operation (authored by David Cannonand David Wheeldon, HP)

• Continual Service Improvement

Supporting guidance• Glossary of Terms, Definitions and Acronyms

(authored by Ashley Hanna and Stuart Rance,HP)

• Integrated ITIL Process Models (authored byJeroen Bronkhorst, HP)

• High-level Introduction

• What’s New

Complementary • Pocket Guide

• Case Studies

• Templates

• Governance Methods

• Study Aids

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Meet the ITIL V3 authors from HPJeroen BronkhorstJeroen joined HP in 1997 and has fulfilled severalroles. For the past five years, he has been a globalITSM program manager responsible for HP internaldevelopment, deployment and global support on salesand delivery of HP ITSM consulting services. Inaddition he was a strategic advisor to the worldwideConsulting & Integration (C&I) ITSM leadership team.In these roles he has contributed to significant growthof ITSM consulting services and an industry leadingITSM position for HP.

Jeroen is the lead authority for the HP ITSM ReferenceModel as well as a member of the ITIL V3 editorialcore team and author of the integrated ITIL V3 models.

Jeroen’s breadth of knowledge spans HP Software, HPITSM Services, ITIL, ISO/IEC 20000, COBIT, CMMI,as well as IT strategies, IT auditing, IT security, ITorganizational design and management oforganizational change (MoC) techniques.

Previously, Jeroen was a senior ITSM solution architect,working with many HP customers in the Netherlandsfor more than four years. Jeroen is a certified ITILService Manager and an official book reviewer for theitSMF chapter in the Netherlands, as well as acertified IT auditor and member of the Dutchorganization for registered IT auditors (NOREA).

David CannonDavid has more than 15 years’ ITSM experience and isa Fellow of the Institute of Service Management—thehighest level of professional achievement in this field.

His current role is ITSM Practice Principal within HP,where he is responsible for establishing, building and

supporting IT Service Management practices in Asia,the United States and Latin America.

He has provided training and consulting services tovirtually every industry sector and at every level ofmanagement. He was also a key figure in establishingthe IT Service Management industry in South Africaand the US, both by establishing successful businessesand through his involvement in the itSMF. He was thefounder of the itSMF South Africa, and a founder anddirector of the itSMF International. He is currently onthe itSMF US Board.

David has also participated in the ongoingdevelopment of the ITIL and the Microsoft OperationsFramework (MOF). Most recently he has co-authoredthe Service Operation book for ITIL V3.

Ashley HannaAshley is ITSM Practice Principal for HP MissionCritical Services.

He started his IT career as a programmer 26 yearsago and moved into IT Service Management in 1993.He is now responsible for the design andimplementation of ITSM consultancy services andannuity support contracts within HP.

Ashley is internationally recognized as a leader in theITSM industry and as a contributor to ITIL V2, itSMFpublications and MOF. He also assisted in developingand implementing the itSMF’s ISO/IEC 20000Certification and Qualification Schemes. He is a leadtrainer and examiner for itSMF’s ISO/IEC 20000qualifications. Most recently he co-authored the ITIL V3Glossary of Terms, Definitions and Acronyms.

Ashley is a Fellow of the Institute of ServiceManagement and currently serves as Vice Chair of the

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UK itSMF Publications Committee, a member of the UKitSMF Qualifications and Certification Committee, andrepresents the UK on itSMF International’s PublicationsCommittee.

Stuart RanceStuart is currently the worldwide lead of the ServiceManagement practice at HP, where he is responsiblefor knowledge management, and for breaking downbarriers to enable business units to work together moreeffectively.

Stuart delivers a wide range of services to HPcustomers in the UK and other countries, with a focuson service management assessment and gap analysis,designing and managing service improvementprograms, developing and implementing servicemanagement processes, as well as securityassessments and improvement planning.

In addition, Stuart is a Fellow of the Institute of ServiceManagement, and is a CISSP (Certified InformationSystems Security Professional). He is one of the authorsof the ITIL V3 glossary, and is very active in the itSMF,where he is a member of the UK ExecutiveSubcommittees for Publications and for Qualifications& Certification. He is the author of a number of PocketGuides for itSMF UK, including “Planning andAchieving ISO/IEC 20000” and "SecurityManagement." Stuart played a lead role in helping todevelop HP’s portfolio of mission critical and proactiveservices, including the recently launched ITSMAssessment Services.

Stuart has many years of experience in a wide varietyof roles within IT Services. Currently, he teaches arange of ITIL and ISO/IEC 20000 courses, and is amember of the ISEB examination panel for the ITIL

Infrastructure exam. He also develops and delivers arange of technical and process training courses forinternal and customer audiences.

Early in his career, he filled a wide variety of roles insupport functions, including capacity and availabilitymanagement, incident and problem management, andhardware and software technical support.

David WheeldonDavid is one the industry’s most experienced ITILconsultant/trainers. He has spent the last ten of his 20-plus years’ experience in the IT industry working as astrategic-level consultant, specializing in ITSM.

He worked for the UK Government and was author ofmany of the original ITIL books. He was founder andSecretary of the itSMF and Chairman of itSMFInternational and is now Honorary Vice-President. Heis the ISEB's Chief Service Management Examiner.

More importantly, David has had extensive experienceover more than 25 years of planning andimplementing IT Service Management for a widerange of organizations in all market sectors. He haslectured extensively on this subject in more than 40countries. He is the joint architect of HP's global ITSMAssessment Service and the Customer-One service andhas delivered more that 30 such assessmentsworldwide.

Today David serves as Director of IT ServiceManagement for HP Education in the EMEA region.He is currently involved in a wide range of high-profileprojects for clients in several countries.

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To learn more, visit www.hp.com© 2007 Hewlett-Packard Development Company, L.P. The information contained herein is subject to changewithout notice. The only warranties for HP products and services are set forth in the express warranty statementsaccompanying such products and services. Nothing herein should be construed as constituting an additionalwarranty. HP shall not be liable for technical or editorial errors or omissions contained herein.

4AA1-2729ENW, May 2007