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Chief Architect and authors



 
Sharon Taylor (Aspect Group Inc) Chief Architect
Vernon Lloyd (Fox IT) Author
Colin Rudd (IT Enterprise Management Services Ltd – ITEMS) Author
 

 

 

ITIL authoring team

The ITIL authoring team contributed to this guide through commenting on content and alignment across the set. So thanks are also due to the other ITIL authors, specifically Jeroen Bronkhorst (HP), David Cannon (HP), Gary Case (Pink Elephant), Ashley Hanna (HP), Majid Iqbal (Carnegie Mellon University), Shirley Lacy (ConnectSphere), Ivor Macfarlane (Guillemot Rock), Michael Nieves (Accenture), Stuart Rance (HP), George Spalding (Pink Elephant) and David Wheeldon (HP).

 

Mentors

Tony Jenkins

Sergio Rubinato Filho


Further contributions

A number of people generously contributed their time and expertise to this Service Design publication. Jim Clinch, as OGC Project Manager, is grateful to the support provided by Jenny Dugmore, Convenor of Working Group ISO/IEC 20000, Janine Eves, Carol Hulm, Aidan Lawes and Michiel van der Voort.

The authors would also like to thank Tony Jenkins, DOMAINetc and Steve Rudd IT Enterprise Management Service Limited (ITEMS).

In order to develop ITIL v3 to reflect current best practice and produce publications of lasting value, OGC consulted widely with different stakeholders throughout the world at every stage in the process. OGC would also like to thank the following individuals and their organizations for their contributions to refreshing the ITIL guidance:

The ITIL Advisory Group

Pippa Bass, OGC; Tony Betts, Independent; Megan Byrd, Bank of America; Alison Cartlidge, Xansa; Diane Colbeck, DIYmonde Solutions Inc; Ivor Evans, DIYmonde Solutions Inc; Karen Ferris, ProActive; Malcolm Fry, FRY-Consultants; John Gibert, Independent; Colin Hamilton, RENARD Consulting Ltd; Lex Hendriks, EXIN; Signe Marie Hernes, Det Norske Veritas; Carol Hulm, British Computer Society-ISEB; Tony Jenkins, DOMAINetc; Phil Montanaro, EDS; Alan Nance, ITPreneurs; Christian Nissen, Itelligence; Don Page, Marval Group; Bill Powell, IBM; Sergio Rubinato Filho, CA; James Siminoski, SOScorp; Robert E. Stroud, CA; Jan van Bon, Inform-IT; Ken Wendle, HP; Paul Wilkinson, Getronics PinkRoccade; Takashi Yagi, Hitachi

Reviewers

Justin Alford, Spirit Consulting; Rajeev Andharia, Sun; Antonio Arevalo, SATEC; Kamal Kishore Arora, Infosys Technologies; G. Arvinda; Martin Andenmatten, Independent; Brian Barber, Sierra Systems; Pierre Bernard, Pink Elephant; Jason Besant; Twane Boettinger, first cdn; Juergen Breithaupt, Infora; Javier Marques Cabrero, Deloitte; Neil Chadwick; David Colburn, The Creek; Bob Costa, US Army; Wills Damasio, Quint Wellington Redwood; Catalin Danila, GlaxoSmithKline, SRL Romania; Juergen Dierlamm, Rechtsanwaitkanzlei Dierlamm; Peter Doherty, CA; Thomas Dressler, EDV-Beratung; Fouad El Sioufy, TUV Rheinland Secure iT GmbH; Jaime Eduardo Facioli, Kalendae IT Service Management; Juergen Feldges, DNV; Prasad Gadgil, Satyam Computer Services Ltd; Kingshuk Ghosh, HP; Sandeep Gondhalekar, Quint Wellington Redwood; John Graham, Educad; Juergen Gross, Independent; Ib Guldager, CSC; Tsuyoshi Hamada, HP; Eero Heikkonen, Efecte; Christoph Herwig, Accenture; Thomas Hess, Pluralis AG; Maria Hondros, Microsoft; Thomas Jahn; Chris Jones, Ariston Strategic Consulting; Daniel Keller, Swiss SUIT; Brian Kerr, Axios Systems; Robert Kuhlig, mITSM; Hendrikje Kuhne, Ktp-organisationsterberatung; Dirk Koetting, EDV – Konzepte; Madhav Lakshminarayanan; Jane Link, Acerit Limited; Ernst Guido Leidheuser, Telelogic; Ryan Lloyd, MKS; Eduardo Magalhaes; Paul Martini, HP; Raimund Martl, HP; Ruth Mason, Kcit; Tan Heng Meng, Starhub; Rohit Nand, Infosys; Edward Newman; Glen Notman, Pink Elephant; Tuomas Nurmela, TietoEnator Processing & Network Oy; Benjamin Orazem, SRC.SI; Fadi Otoun; Gerard Persoon, E.Novation; Neil Pinkerton, Laughingtree; Christian Probst, Quint Wellington Redwood; Rajwardhan Purohit; Rajesh Radhakrishnan, IBM; Zahra Rahemtulla, BearingPoint; Arvind Raman, Infosys; Brian Rowlatt, LogicaCMG; Sutirtha Roy Chowdhury, Sierra Systems; Parmjit Sangha; Alexander Sapronov, HP; Frances Scarff, OGC; Alan Shepherd, Deutsche Bank AG; Renato Maia Silva; Moira Stepchuk, Pultorak; Russel Steyn, Foster-Melliar; Stephen Straker, Fujitsu; Rich Sylva, Microsoft; Jose Tamo, QualiTI7; Brett Tilney; Michael Tomkinson, BT; Mathias Traugott, Swisscom; Ken Turbitt, BMC Software; Wiley Vasquez, BMC Software; Brian Verbrugge, RBC; Ettiene Vermeulen, Datacentrix; Joachim von Caron, Lufthansa Systems; Andreas Weinberger, DekaBank; Sven Werner, Unilog Avinci GmbH; Ken Williamson, Tyler Stone Consulting; Ann Winter, EMC; Theresa Wright, Computacenter Services; Geoffrey Wyeth, Independent; Rob Young, Fox IT; Michael Zimmermann, NETCONS




Introduction

The primary objective of Service Management is to ensure that the IT services are aligned to the business needs and actively support them. It is imperative that the IT services underpin the business processes, but it is also increasingly important that IT acts as an agent for change to facilitate business transformation.

All organizations that use IT will depend on IT to be successful. If IT processes and IT services are implemented, managed and supported in the appropriate way, the business will be more successful, suffer less disruption and loss of productive hours, reduce costs, increase revenue, improve public relations and achieve its business objectives.

Most authorities now identify four types of IT assets that need to be acquired and managed in order to contribute to effective IT service provision. These are IT infrastructure, applications, information and people. Specifically there is a strong emphasis on the acquisition, management and integration of these assets throughout their ‘birth to retirement’ lifecycle. The delivery of quality IT services depends on the effective and efficient management of these assets.

These assets on their own, however, are not enough to meet the Service Management needs of the business. ITIL Service Management practices use these four asset types as part of a set of capabilities and resources called ‘service assets’.





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