ITIL认证培训考试官方资料-ITIL v3官方6本英文书清晰电子版

书目：

OGC – ITIL V3 – The Official Introduction to ITIL.PDF
ITIL3 Continual Service Improvement.pdf
ITIL3 Service Design.pdf
ITIL3 Service Operation.pdf
ITIL3 Service Strategy.pdf
ITIL3 Service Transition.pdf

摘录：

1.2 ITIL today 3
1.3 The ITIL value proposition 4
1.4 The ITIL service management
practices 4
1.5 What is a service? 5
1.6 Navigating the ITIL Service
Management Lifecycle 5
2 Core guidance topics 9
2.1 Service Strategy 11
2.2 Service Design 11
2.3 Service Transition 12
2.4 Service Operation 12
2.5 Continual Service Improvement 12
2.6 Lifecycle quality control 13
2.7 ITIL conformance or compliance – practice
adaptation 13
2.8 Getting started – Service Lifecycle
principles 14
3 The ITIL Service Management
Lifecycle – core of practice 17
3.1 Functions and Processes across
the lifecycle 20
4 Service Strategy – governance and
decision-making 23
4.1 Strategic assessment 25
4.2 Developing strategic capabilities 27
4.3 Service Provider types – matching
need to capability 27
4.4 Services as assets – value creation 28
4.5 Defining the market space 29
4.6 Service Portfolios 30
4.7 Service outsourcing – practical
decision-making 33
4.8 Return on investment (ROI) 35
4.9 Financial Management 36
4.10 Increasing service potential 38
4.11 Organizational development 39

1.1 A HISTORICAL PERSPECTIVE OF IT
SERVICE MANAGEMENT AND ITIL
IT service management (ITSM) evolved naturally as services
became underpinned in time by the developing
technology. In its early years, IT was mainly focused on
application development – all the new possibilities
seeming to be ends in themselves. Harnessing the
apparent benefits of these new technologies meant
concentrating on delivering the created applications as a
part of a larger service offering, supporting the business
itself.
During the 1980s, as the practice of service management
grew, so too did the dependency of the business. Meeting
the business need called for a more radical refocus for an
IT service approach and the ‘IT help desk’ emerged to deal
with the frequency of issues suffered by those trying to
use IT services in delivery of their business.

4.3 SERVICE ASSET AND CONFIGURATION
MANAGEMENT
This section addresses the process of Service Asset and
Configuration Management (SACM) within IT Service
Management. No organization can be fully efficient or
effective unless it manages its assets well, particularly
those assets that are vital to the running of the customer’s
or organization’s business. This process manages the
service assets in order to support the other Service
Management processes.
4.3.1 Purpose, goal and objective
The purpose of SACM is to:
Identify, control, record, report, audit and verify service
assets and configuration items, including versions,
baselines, constituent components, their attributes,
and relationships
Account for, manage and protect the integrity of
service assets and configuration items (and, where
appropriate, those of its customers) through the
service lifecycle by ensuring that only authorized
components are used and only authorized changes
are made