Contents

List of figures v 4.6 Change evaluation 175

4.7 Knowledge management 181
List of tables vii
5 Managing people through service
Forewordviii
transitions197
Prefaceix 5.1 Managing communications and
commitment199
Acknowledgementsxi
5.2 Managing organization and
1 Introduction 1 stakeholder change203

1.1 Overview 3 5.3 Stakeholder management 215

1.2 Context 6 6 Organizing for service transition 219

1.3 ITIL in relation to other publications 6.1 Organizational development 221
in the Best Management Practice
portfolio8 6.2 Functions 221

1.4 Why is ITIL so successful? 10 6.3 Organizational context for

transitioning a service222
1.5 Chapter summary 10
6.4 Roles 223
2 Service management as a practice 13 6.5 Responsibility model – RACI 234
2.1 Services and service management 15 6.6 Competence and training 234
2.2 Basic concepts 22 6.7 Service transition relationship with
2.3 Governance and management other lifecycle stages 236
systems27
7 Technology considerations 239
2.4 The service lifecycle 30
7.1 Knowledge management tools 242
3 Service transition principles 35 7.2 Collaboration 242
3.1 Policies for service transition 37 7.3 Configuration management system 243
3.2 Optimizing service transition
performance45 8 Implementing service transition 245
3.3 Service transition inputs and outputs 46 8.1 Key activities in the introduction of
service transition 247
4 Service transition processes 49 8.2 An integrated approach to service
4.1 Transition planning and support 51 transition processes 250

4.2 Change management 60 8.3 Implementing service transition in

a virtual or cloud environment 250
4.3 Service asset and configuration
management 89 9 Challenges, critical success factors
4.4 Release and deployment
and risks253
management114 9.1 Challenges 255
4.5 Service validation and testing 150 9.2 Critical success factors 255

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9.3 Risks 256 C.12 Skills Framework for the

Information Age  286
9.4 Service transition under difficult
conditions256 C.13 Carnegie Mellon: CMMI and
eSCM framework286
Afterword261
C.14  Balanced scorecard 286
Appendix A: Description of asset types 265 C.15  Six Sigma 287
A.1 Management 267
Appendix D: Examples of inputs and
A.2 Organization 267 outputs across the service lifecycle 289
A.3 Process 267
References and further reading 293
A.4 Knowledge 267
Abbreviations and glossary 297
A.5 People 268
A.6 Information 268 Index339
A.7 Applications 268
A.8 Infrastructure 268
A.9  Financial capital 269

Appendix B: Risk assessment

and management271
B.1 Definition of risk and risk
management273
B.2  Management of Risk (M_o_R) 273
B.3  ISO 31000 274
B.4  ISO/IEC 27001 275
B.5  Risk IT 276

Appendix C: Related guidance 279

C.1  ITIL guidance and web services 281
C2  Quality management system 281
C.3  Risk management 282
C.4  Governance of IT 282
C.5 COBIT 282
C.6 ISO/IEC 20000 service management
series283
C.7 Environmental management and
green/sustainable IT 283
C.8 ISO standards and publications for IT 284
C.9  ITIL and the OSI framework 284
C.10 Programme and project
management285
C.11  Organizational change  285

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3

1 Introduction

ITIL is part of a suite of best-practice publications key principles, required processes and activities,
for IT service management (ITSM).1 ITIL provides organization and roles, technology, associated
guidance to service providers on the provision of challenges, critical success factors and risks. The
quality IT services, and on the processes, functions service lifecycle uses a hub-and-spoke design, with
and other capabilities needed to support them. service strategy at the hub, and service design,
ITIL is used by many hundreds of organizations transition and operation as the revolving lifecycle
around the world and offers best-practice guidance stages or ‘spokes’. Continual service improvement
applicable to all types of organization that surrounds and supports all stages of the service
provide services. ITIL is not a standard that has to lifecycle. Each stage of the lifecycle exerts influence
be followed; it is guidance that should be read on the others and relies on them for inputs and
and understood, and used to create value for the feedback. In this way, a constant set of checks
service provider and its customers. Organizations and balances throughout the service lifecycle
are encouraged to adopt ITIL best practices and to ensures that as business demand changes with
adapt them to work in their specific environments business need, the services can adapt and respond
in ways that meet their needs. effectively.
ITIL is the most widely recognized framework for In addition to the core publications, there is also a
ITSM in the world. In the 20 years since it was complementary set of ITIL publications providing
created, ITIL has evolved and changed its breadth guidance specific to industry sectors, organization
and depth as technologies and business practices types, operating models and technology
have developed. ISO/IEC 20000 provides a formal architectures.
and universal standard for organizations seeking to
have their service management capabilities audited
1.1 Overview
and certified. While ISO/IEC 20000 is a standard to
be achieved and maintained, ITIL offers a body of ITIL Service Transition provides best-practice
knowledge useful for achieving the standard. guidance for the service transition stage of the ITIL
service lifecycle. Although this publication can be
In 2007, the second major refresh of ITIL was
published in response to significant advancements
in technology and emerging challenges for IT
service providers. New models and architectures
such as outsourcing, shared services, utility Continual
service
computing, cloud computing, virtualization, web improvement
services and mobile commerce have become Service
transition
widespread within IT. The process-based approach
of ITIL was augmented with the service lifecycle
to address these additional service management
challenges. In 2011, as part of its commitment
Service
to continual improvement, the Cabinet Office strategy
published this update to improve consistency across
the core publications. Service
Service
design
operation
The ITIL framework is based on the five stages
of the service lifecycle as shown in Figure 1.1,
with a core publication providing best-practice
guidance for each stage. This guidance includes

1  ITSM and other concepts from this chapter are described in more detail
in Chapter 2. Figure 1.1  The ITIL service lifecycle

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 4 | Introduction

read in isolation, it is recommended that it is used planning, building, testing, evaluation and
in conjunction with the other core ITIL publications. deployment. The publication also considers service
retirement and transfer of services between service
1.1.1 Purpose and objectives of service providers. The guidance focuses on how to ensure
transition that the requirements from service strategy,
developed in service design, are effectively realized
The purpose of the service transition stage of the
in service operation while controlling the risks of
service lifecycle is to ensure that new, modified
failure and subsequent disruption.
or retired services meet the expectations of the
business as documented in the service strategy and Consideration is given to:
service design stages of the lifecycle.
■■ Managing the complexity associated with
The objectives of service transition are to: changes to services and service management
■■ Plan and manage service changes efficiently and
processes
effectively ■■ Allowing for innovation while minimizing the
unintended consequences of change
■■ Manage risks relating to new, changed or
retired services ■■ Introducing new services
■■ Successfully deploy service releases into ■■ Changes to existing services, e.g. expansion,
supported environments reduction, change of supplier, acquisition or
disposal of sections of user base or suppliers,
■■ Set correct expectations on the performance
change of requirements or skills availability
and use of new or changed services
■■ Decommissioning and discontinuation
■■ Ensure that service changes create the expected
of services, applications or other service
business value
components
■■ Provide good-quality knowledge and
■■ Transferring services to and from other service
information about services and service assets.
providers.
In order to achieve these objectives, there are many
Guidance on transferring the control of services
things that need to happen during the service
includes transfer in the following circumstances:
transition lifecycle stage. These include:
■■ Out to a new supplier, e.g. outsourcing
■■ Planning and managing the capacity and
resources required to manage service transitions ■■ From one supplier to another

■■ Implementing a rigorous framework for ■■ Back in from a supplier, e.g. insourcing

evaluating service capabilities and risk profiles ■■ Moving to a partnership or co-sourcing
before new or changed services are deployed arrangement (e.g. partial outsourcing of some
■■ Establishing and maintaining the integrity of processes)
service assets ■■ Multiple suppliers, e.g. co-sourcing or multi-
■■ Providing efficient repeatable mechanisms for sourcing
building, testing and deploying services and ■■ Joint venture
releases ■■ Down-sizing, up-sizing (right-sizing) and off-
■■ Ensuring that services can be managed, shoring
operated and supported in accordance with ■■ Merger and acquisition.
constraints specified during the service design In reality, circumstances generate a combination of
stage of the service lifecycle. several of the above options at any one time and in
any one situation.
1.1.2 Scope
The scope also includes the transition of changes
ITIL Service Transition provides guidance for the
in the service provider’s service management
development and improvement of capabilities
capabilities that will impact on the ways of
for transitioning new and changed services
working, the organization, people, projects and
into supported environments, including release
third parties involved in service management.

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Introduction 5

1.1.2.1  Processes within service transition ■■ Service testing and validation

The processes described in ITIL Service Transition ■■ Change evaluation.
can be categorized into two groups, based on the Some activities of all service transition processes
extent to which process activities take place within may be carried out during the service design stage
the service transition stage of the service lifecycle. of the service lifecycle – for example, design of a
Processes with significant activities throughout release package or planning of a service transition.
the service lifecycle Figure 1.2 shows all of the processes described in
The first group are processes that are critical during ITIL Service Transition. Processes that are largely
the service transition stage but influence and within the service transition stage of the service
support all stages of the service lifecycle. These lifecycle are shown within the central rectangle;
comprise: the other stages of the service lifecycle that come
before and after these processes are shown in the
■■ Change management smaller darker rectangles.
■■ Service asset and configuration management
Figure 8.2 in Chapter 8 gives an example of how
■■ Knowledge management.
the many processes involved in service transition
Processes which have most of their activities in might interact.
the service transition stage of the service lifecycle
The second group are processes that are strongly
focused within the service transition stage:
■■ Transition planning and support
■■ Release and deployment management

Continual service improvement

Change management (4.2)

Auth Auth Auth Auth Auth Auth Auth Auth

Service asset and configuration management (4.3)

BL BL BL BL BL BL BL BL

Transition planning and support (4.1)

Managing people through service transitions (5)

Change evaluation (4.6)

Service Service Release Release build Release Review and Service

strategy design planning and test deployment close operation
Release
deployment
Release
deployment
Release and deployment management (4.4)

Service validation and testing (4.5)

Knowledge management (4.7)

Focus of activity ITIL process in service Change authorization

Auth
related to Other ITIL core transition that supports
service publications the whole service lifecycle
transition
Point to capture baseline
BL

Figure 1.2  The scope of service transition

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 6 | Introduction

1.1.3 Usage 1.1.5 Target audience

ITIL Service Transition provides access to proven ITIL Service Transition is relevant to organizations
best practice based on the skill and knowledge of involved in the development, delivery or support of
experienced industry practitioners in adopting a services, including:
standardized and controlled approach to service
■■ Service providers, both internal and external
management. Although this publication can be
■■ Organizations that aim to improve services
used and applied in isolation, it is recommended
through the effective application of service
that it is used in conjunction with the other core
management and service lifecycle processes to
ITIL publications. All of the core publications need
improve their service quality
to be read to fully appreciate and understand
■■ Organizations that require a consistent
the overall lifecycle of services and IT service
management. managed approach across all service providers in
a supply chain or value network
1.1.4 Value to business ■■ Organizations that are going out to tender for
their services.
Selecting and adopting the best practice as
recommended in this publication will assist The publication is also relevant to IT service
organizations in delivering significant benefits. It managers and to all those working in service
will help readers to set up service transition and transition or areas supporting the objectives of
the processes that support it, and to make effective service transition, including:
use of those processes to facilitate the effective ■■ Staff working in programmes and projects who
transitioning of new, changed or decommissioned
are responsible for delivering new or changed
services.
services and the service environment
Adopting and implementing standard and ■■ Transition managers and staff
consistent approaches for service transition will: ■■ Testing managers and testing practitioners,
■■ Enable projects to estimate the cost, timing, including test environment and test data
resource requirement and risks associated with managers and librarians
the service transition stage more accurately ■■ Quality assurance managers
■■ Result in higher volumes of successful change ■■ Service asset and configuration management
■■ Be easier for people to adopt and follow staff
■■ Enable service transition assets to be shared and ■■ Change management staff
re-used across projects and services ■■ Release and deployment management staff
■■ Reduce delays from unexpected clashes and ■■ Procurement staff
dependencies – for example, if multiple projects ■■ Relationship managers and supplier managers
need to use the same test environment at the ■■ Suppliers delivering services, support, training
same time etc.
■■ Reduce the effort spent on managing the
service transition test and pilot environments
1.2 Context
■■ Improve expectation setting for all stakeholders
involved in service transition including The context of this publication is the ITIL service
customers, users, suppliers, partners and projects lifecycle as shown in Figure 1.1.
■■ Increase confidence that the new or changed The ITIL core consists of five lifecycle publications.
service can be delivered to specification without Each provides part of the guidance necessary for
unexpectedly affecting other services or an integrated approach as required by the ISO/IEC
stakeholders 20000 standard specification. The five publications
■■ Ensure that new or changed services will be are:
maintainable and cost-effective ■■ ITIL Service Strategy
■■ Improve control of service assets and ■■ ITIL Service Design
configurations.
■■ ITIL Service Transition

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 |
Introduction 7

■■ ITIL Service Operation development and strategic risks are among the
■■ ITIL Continual Service Improvement other major topics.

Each one addresses capabilities having direct Organizations should use ITIL Service Strategy to
impact on a service provider’s performance. The set objectives and expectations of performance
core is expected to provide structure, stability and towards serving customers and market
strength to service management capabilities, with spaces, and to identify, select and prioritize
durable principles, methods and tools. This serves opportunities. Service strategy is about ensuring
to protect investments and provide the necessary that organizations are in a position to handle
basis for measurement, learning and improvement. the costs and risks associated with their service
The introductory guide, Introduction to the ITIL portfolios, and are set up not just for operational
Service Lifecycle, provides an overview of the effectiveness but for distinctive performance.
lifecycle stages described in the ITIL core. Organizations already practising ITIL can use ITIL
ITIL guidance can be adapted to support various Service Strategy to guide a strategic review of their
business environments and organizational ITIL-based service management capabilities and to
strategies. Complementary ITIL publications improve the alignment between those capabilities
provide flexibility to implement the core in a and their business strategies. ITIL Service Strategy
diverse range of environments. Practitioners can will encourage readers to stop and think about why
select complementary publications as needed something is to be done before thinking of how.
to provide traction for the ITIL core in a given
context, in much the same way as tyres are selected 1.2.2  Service design
based on the type of vehicle, purpose and road For services to provide true value to the business,
conditions. This is to increase the durability and they must be designed with the business objectives
portability of knowledge assets and to protect in mind. Design encompasses the whole IT
investments in service management capabilities. organization, for it is the organization as a whole
that delivers and supports the services. Service
1.2.1  Service strategy design is the stage in the lifecycle that turns a
At the centre of the service lifecycle is service service strategy into a plan for delivering the
strategy. Value creation begins here with business objectives.
understanding organizational objectives and ITIL Service Design provides guidance for the
customer needs. Every organizational asset design and development of services and service
including people, processes and products should management practices. It covers design principles
support the strategy. and methods for converting strategic objectives
ITIL Service Strategy provides guidance on how into portfolios of services and service assets.
to view service management not only as an The scope of ITIL Service Design is not limited
organizational capability but as a strategic asset. to new services. It includes the changes and
It describes the principles underpinning the improvements necessary to increase or maintain
practice of service management which are useful value to customers over the lifecycle of services, the
for developing service management policies, continuity of services, achievement of service levels,
guidelines and processes across the ITIL service and conformance to standards and regulations. It
lifecycle. guides organizations on how to develop design
capabilities for service management.
Topics covered in ITIL Service Strategy include the
development of market spaces, characteristics Other topics in ITIL Service Design include design
of internal and external provider types, service coordination, service catalogue management,
assets, the service portfolio and implementation service level management, availability
of strategy through the service lifecycle. Business management, capacity management, IT service
relationship management, demand management, continuity management, information security
financial management, organizational management and supplier management.

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 8 | Introduction

1.2.3  Service transition capacity utilization, scheduling of operations,

ITIL Service Transition (this publication) provides and avoiding or resolving service incidents and
guidance for the development and improvement managing problems. New models and architectures
of capabilities for introducing new and changed such as shared services, utility computing, web
services into supported environments. It describes services and mobile commerce to support service
how to transition an organization from one state operation are described.
to another while controlling risk and supporting Other topics in ITIL Service Operation include event
organizational knowledge for decision support. It management, incident management, request
ensures that the value(s) identified in the service fulfilment, problem management and access
strategy, and encoded in service design, are management processes; as well as the service desk,
effectively transitioned so that they can be realized technical management, IT operations management
in service operation. and application management functions.
ITIL Service Transition describes best practice
in transition planning and support, change 1.2.5  Continual service improvement
management, service asset and configuration ITIL Continual Service Improvement provides
management, release and deployment guidance on creating and maintaining value
management, service validation and testing, for customers through better strategy, design,
change evaluation and knowledge management. transition and operation of services. It combines
It provides guidance on managing the complexity principles, practices and methods from quality
related to changes to services and service management, change management and capability
management processes, preventing undesired improvement.
consequences while allowing for innovation. ITIL Continual Service Improvement describes
ITIL Service Transition also introduces the service best practice for achieving incremental and large-
knowledge management system, which can scale improvements in service quality, operational
support organizational learning and help to efficiency and business continuity, and for ensuring
improve the overall efficiency and effectiveness that the service portfolio continues to be aligned
of all stages of the service lifecycle. This will to business needs. Guidance is provided for linking
enable people to benefit from the knowledge and improvement efforts and outcomes with service
experience of others, support informed decision- strategy, design, transition and operation. A closed
making, and improve the management of services. loop feedback system, based on the Plan-Do-Check-
Act (PDCA) cycle, is established. Feedback from any
1.2.4  Service operation stage of the service lifecycle can be used to identify
ITIL Service Operation describes best practice for improvement opportunities for any other stage of
managing services in supported environments. It the lifecycle.
includes guidance on achieving effectiveness and Other topics in ITIL Continual Service Improvement
efficiency in the delivery and support of services to include service measurement, demonstrating value
ensure value for the customer, the users and the with metrics, developing baselines and maturity
service provider. assessments.
Strategic objectives are ultimately realized through
service operation, therefore making it a critical 1.3 ITIL in relation to other
capability. ITIL Service Operation provides guidance publications in the Best
on how to maintain stability in service operation,
Management Practice portfolio
allowing for changes in design, scale, scope and
service levels. Organizations are provided with ITIL is part of a portfolio of best-practice
detailed process guidelines, methods and tools for publications (known collectively as Best
use in two major control perspectives: reactive and Management Practice or BMP) aimed at helping
proactive. Managers and practitioners are provided organizations and individuals manage projects,
with knowledge allowing them to make better programmes and services consistently and
decisions in areas such as managing the availability effectively (see Figure 1.3). ITIL can be used
of services, controlling demand, optimizing in harmony with other BMP products, and

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 |
Introduction 9

international or internal organization standards. allows organizations to assess risk accurately

Where appropriate, BMP guidance is supported by (selecting the correct responses to threats and
a qualification scheme and accredited training and opportunities created by uncertainty) and
consultancy services. All BMP guidance is intended thereby improve their service delivery.
to be tailored for use by individual organizations. Office of Government Commerce (2010).
BMP publications include: Management of Risk: Guidance for Practitioners.
TSO, London.
■■ Management of Portfolios (MoP™) Portfolio
■■ Management of Value (MoV™) MoV provides
management concerns the twin issues of how
to do the ‘right’ projects and programmes in a cross-sector and universally applicable guide
the context of the organization’s strategic on how to maximize value in a way that takes
objectives, and how to do them ‘correctly’ in account of organizations’ priorities, differing
terms of achieving delivery and benefits at a stakeholders’ needs and, at the same time,
collective level. MoP encompasses consideration uses resources as efficiently and effectively as
of the principles upon which effective portfolio possible. It will help organizations to put in
management is based; the key practices in place effective methods to deliver enhanced
the portfolio definition and delivery cycles, value across their portfolio, programmes,
including examples of how they have been projects and operational activities to meet
applied in real life; and guidance on how to the challenges of ever-more competitive and
implement portfolio management and sustain resource-constrained environments.
progress in a wide variety of organizations. Office of Government Commerce (2010).
Office of Government Commerce (2011). Management of Value. TSO, London.
Management of Portfolios. TSO, London. ■■ Managing Successful Programmes (MSP®)
■■ Management of Risk (M_o_R®) M_o_R MSP provides a framework to enable the
offers an effective framework for taking achievement of high-quality change outcomes
informed decisions about the risks that affect and benefits that fundamentally affect the way
performance objectives. The framework in which organizations work. One of the core

Glossary

Guidance
Models

Management Management Portfolio,

Portfolio, of Risk of Value Programme ITIL®
Programme (M_o_R®) (MoV™) and Project
and Project Offices
Management (P3O®)
Maturity
Model
(P3M3®)
Portfolio management (MoP™)

PRINCE2®
Maturity Programme management (MSP®)
Model
(P2MM)
Project management (PRINCE2®)

Figure 1.3  ITIL’s relationship with other Best Management Practice guides

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 10 | Introduction

themes in MSP is that a programme must add ■■ Non-prescriptive ITIL offers robust, mature and
more value than that provided by the sum of its time-tested practices that have applicability to
constituent project and major activities. all types of service organization. It continues
Cabinet Office (2011). Managing Successful to be useful and relevant in public and private
Programmes. TSO, London. sectors, internal and external service providers,
small, medium and large enterprises, and within
■■ Managing Successful Projects with PRINCE2®
any technical environment. Organizations
PRINCE2 (PRojects IN Controlled Environments,
should adopt ITIL and adapt it to meet
V2) is a structured method to help effective
the needs of the IT organization and their
project management via clearly defined
customers.
products. Key themes that feature throughout
■■ Best practice ITIL represents the learning
PRINCE2 are the dependence on a viable
experiences and thought leadership of the
business case confirming the delivery of
world’s best-in-class service providers.
measurable benefits that are aligned to an
organization’s objectives and strategy, while ITIL is successful because it describes practices that
ensuring the management of risks, costs and enable organizations to deliver benefits, return on
quality. investment and sustained success. ITIL is adopted
Office of Government Commerce (2009). by organizations to enable them to:
Managing Successful Projects with PRINCE2. ■■ Deliver value for customers through services
TSO, London.
■■ Integrate the strategy for services with the
■■ Portfolio, Programme and Project Offices business strategy and customer needs
(P3O®) P3O provides universally applicable ■■ Measure, monitor and optimize IT services and
guidance, including principles, processes and service provider performance
techniques, to successfully establish, develop ■■ Manage the IT investment and budget
and maintain appropriate support structures. ■■ Manage risk
These structures will facilitate delivery of
■■ Manage knowledge
business objectives (portfolios), programmes
■■ Manage capabilities and resources to deliver
and projects within time, cost, quality and other
services effectively and efficiently
organizational constraints.
■■ Enable adoption of a standard approach to
Office of Government Commerce (2008).
service management across the enterprise
Portfolio, Programme and Project Offices. TSO,
London. ■■ Change the organizational culture to support
the achievement of sustained success
■■ Improve the interaction and relationship with
1.4  Why is ITIL so successful? customers
ITIL embraces a practical approach to service ■■ Coordinate the delivery of goods and services
management – do what works. And what works across the value network
is adapting a common framework of practices ■■ Optimize and reduce costs.
that unite all areas of IT service provision towards
a single aim – that of delivering value to the
business. The following list defines the key
1.5  Chapter summary
characteristics of ITIL that contribute to its global ITIL Service Transition comprises:
success:
■■ Chapter 2 Service management as a practice
■■ Vendor-neutral ITIL service management This chapter explains the concepts of service
practices are applicable in any IT organization management and services, and describes
because they are not based on any particular how these can be used to create value. It also
technology platform or industry type. ITIL is summarizes a number of generic ITIL concepts
owned by the UK government and is not tied to that the rest of the publication depends on.
any commercial proprietary practice or solution.

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Introduction

■■ Chapter 3 Service transition principles ■■ Chapter 9 Challenges, risks and critical success
This chapter describes some of the key factors
principles of service transition that will enable It is important for any organization to
service providers to plan and implement best understand the challenges, risks and critical
practice in service transition. These principles success factors that could influence their success.
are the same irrespective of the organization; This chapter discusses typical examples of these
however, the approach may need to be tailored for the service transition lifecycle stage.
to circumstances, including the size of the
■■ Appendix A Description of asset types
organization, geographic distribution, culture
This appendix describes the key asset types
and available resources. It concludes with a
of management, organization, process,
table showing the major inputs and outputs for
knowledge, people, information, applications,
the service transition lifecycle stage.
infrastructure and financial capital.
■■ Chapter 4 Service transition processes
■■ Appendix B Risk assessment and management
Chapter 4 sets out the processes and activities
This appendix contains basic information about
on which effective service transition depends
several commonly used approaches to the
and how they integrate with the other stages of
assessment and management of risk.
the lifecycle.
■■ Appendix C Related guidance
■■ Chapter 5 Managing people through service
transitions This contains a list of some of the many external
methods, practices and frameworks that align
Chapter 5 deals with the management of
well with ITIL best practice. Notes are provided
organizational and stakeholder change, and
on how they integrate into the ITIL service
communications. These critical aspects of
lifecycle, and when and how they are useful.
service transition are key to the success of any
transition, and must be carefully managed. ■■ Appendix D Examples of inputs and outputs
across the service lifecycle
■■ Chapter 6 Organizing for service transition
This appendix identifies some of the major
This chapter identifies the organizational roles
inputs and outputs between each stage of the
and responsibilities that should be considered
service lifecycle.
to manage the service transition lifecycle stage
and processes. These roles are provided as ■■ References and further reading
guidelines and can be combined to fit into a This provides a list of other sources of
variety of organizational structures. Examples of information that both informed the writing
organizational structures are also provided. of this publication and can be used for further
■■ Chapter 7 Technology considerations study and exploration by readers.
ITIL service management practices gain ■■ Abbreviations and glossary
momentum when the right type of technical This contains a list of abbreviations and a
automation is applied. This chapter provides selected glossary of terms.
recommendations for the use of technology in
service transition and the basic requirements
a service provider will need to consider when
choosing service management tools.
■■ Chapter 8 Implementing service transition
For organizations new to ITIL, or those
wishing to improve their maturity and service
capability, this chapter outlines effective ways to
implement the service transition lifecycle stage.

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