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ITIL 2011 Continual Service Improvement (1 Year Online Subscription)

ITIL 2011 Continual Service Improvement (1 Year Online Subscription)

SKU: 911
Publishers: TSO
Format: Online
Published: 25 Aug 2011
Availability: Password/Username Generated in 24 Working Hours
Online access to one of the core five ITIL® publications, providing authoritative and comprehensive guidance for ITSM professionals and those studying for the ITIL® Service Strategy (CSI) exam.
86,00 €
ex vat

Description

Online access to the latest ITIL® 2011 Continual Service Improvement guidance

ITIL® provides guidance on the provision of quality IT services, and on the processes needed to support them. The purpose of the CSI stage of the lifecycle is to align IT services with changing business needs by identifying and implementing improvements to IT services that support business processes.

The advantages of online subscription are:

  • Dynamic content
  • Easy navigation
  • Bookmarking
  • History
  • Cross-linking between chapters
  • Pop-up glossary of terms
  • Fully up-to-date content as soon as it becomes available with automatic updates.

Video presentation

ITIL® 2011 Continual Service Improvement provides guidance in four main areas:

  • The overall health of ITSM as a discipline
  • The continual alignment of the service portfolio with the current and future business needs
  • The maturity and capability of the organisation, management, processes and people utilised by the services
  • Continual improvement of all assets that support them.

Summary of updates

The concepts in ITIL® 2011 have been updated for clarity and consistency, without affecting the overall message, ensuring every stage of the service lifecycle remains focused on the business case, and relates to all the companion process elements that follow. ITIL® 2011 is fully aligned with MSP®, M_o_R®, PRINCE2® and P3O®.

  • The seven-step improvement process and its relationship with the Deming Plan-Do-Check-Act cycle and knowledge management has been clarified.
  • The CSI model has been renamed the CSI approach and the concept of a CSI register has been introduced as a place to record details of all improvement initiatives within an organisation.
  • Minor changes have been made throughout the book to clarify the meaning and to improve readability.
  • Particular emphasis has been made on documenting the interfaces from CSI to other lifecycle stages.

It is recommended that ITIL® 2011 Continual Service Improvement is used in conjunction with the other core ITIL® publications.

Click to expand full contents »

List of figures
List of tables
Foreword
Preface
Acknowledgements
1. Introduction
2. Service management as a practice
3. Continual service improvement principles
4. Continual service improvement processes
5. Continual service improvement methods and techniques
6. Organizing for continual service improvement
7. Technology considerations
8. Implementing continual service improvement
9. Challenges, risks and critical success factors
Afterword
Appendix A: Related guidance
Appendix B: Example of a continual service improvement register
Appendix C: Risk assessment and management
Appendix D: Examples of inputs and outputs across the service lifecycle
References and further reading
Abbreviations and glossary
Index

This publication is also available in various different formats. Multiuser access is also available, or you can purchase all the core ITIL® books as an online subscription in the ITIL® Lifecycle Publication Suite.

Customer Reviews

(4# of Ratings:)
30.10.2015
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quick, easy to read, read in about 2 hours. make you think about your experiences, pickup if your org needs real insight on how to approach itil, in small defined bites.
17.09.2014
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Quick, easy to read, read in about 2 hours. Makes you think about your experiences - pickup if your organisation needs real insight on how to approach ITIL, in small defined bites.
13.11.2013
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The ITSM Iron Triangle is an excellent book for readers wanting to implement ITIL for the first time. The book is written in a story format that is easy to understand and walks through the process of setting up and establishing incident management, problem management, and change management as seen through the eyes of “Chris”. This book is not an instructional guide on “how to”, but a look at the everyday challenges of trying to establish the main principles of Service Operation. The book starts with Chris being told by the CIO that his new assignment is to fix the issues arising from continual outages and he is given 30 days to show progress towards that goal. The only previous ITIL training that he has had is the ITIL Foundation Course with no real world experience in applying what he has learned. At the end of every chapter there are tips that would have helped in making the previous area of implementation easier. Each chapter walks through a different process in the initial implementation stage. It begins with the first outage and how to handle yourself under pressure. It then goes in to choosing the portions of best practices that best apply to your situation and the different ways to get buy in for your changes. Most times one of the greatest challenges to making change in a company is people’s natural aversion to change. This book shows how Chris handled these issues with Senior Management down to individual teams, which proved critical to the success of the new ITSM processes. Throughout the book Chris not only is able to create a working incident management process but also gets buy-in from other stakeholders and implement problem and change management. I would recommend this book to anyone looking to implement ITSM practices in their company for the first time and are not sure where to start. The book is very easy to read and is filled with useful information and tips.
27.02.2012
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I love stories. Not just books, many of which contain great information, but stories with characters and plots that engage the reader at an emotional level. I assumed The ITSM Iron Triangle, by Daniel McLean, with a graphic of Incidents, Problems and Changes on the cover, would focus on the relationships between these three critical ITIL processes. But it turned out to be a thought-provoking story, full of illustrations of the real-world conversations, objections, politics and emotions that pose the greatest challenges to successful ITSM implementations. It focuses on the first and most critical factor in the People – Process – Technology concept, but in an illustrative rather than theoretical way through the eyes of Chris. Chris is a relatively new employee assigned a very visible task of reducing a fairly significant number of Sev 1 incidents, in the midst of politics, finger-pointing and inconsistent support from management. The concepts are simple and well-illustrated through his journey. For example, he uses a great analogy, likening Incident, Problem and Change Management to Firefighters, the Arson Squad, and Building Inspectors, respectively. Chris learns how important it is to share the vision in clear, simple terms to his management, as ITIL concepts can be complex and sometimes difficult to summarize for the executives who need to be convinced with limited exposure. This book would be ideal for practitioners who have completed their ITIL Foundation training and so are somewhat familiar with these three critical ITIL processes, and are ready to use this newfound knowledge in the real world. But even the experienced might benefit from the reminders highlighted at the end of each chapter in “Tips that would have helped Chris.” Although the main concepts, relationships and benefits of these three processes are repeated throughout the book, the focus is very much on the cultural aspect, which is only covered at a high level in most ITIL / ITSM publications. This is an extremely quick read, and one I found hard to put down. In fact, I read it once for the purposes of this review, then read it again to take notes and make an action plan to apply personally. I doubt many in the industry could read the book without recognizing key players or similar situations in their own experiences, although many were exaggerated for illustration purposes. Much of this is Corporate America Politics 101, but it’s not a bad reminder for those of us who get so engrossed in getting the “hard” stuff done that we forget the “soft” aspects can be even more critical.
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