ITSM Process Diagram, ITSM Organization Structure , ITSM Process Characteristics ITSM Process Diagram
A process is said to be in effect when one or more inputs are transformed into outputs. For inputs to be processed into outputs, enablers and control are essential.
A process includes all of the roles, responsibilities, tools, metrics and management controls required to reliably deliver the outputs.
Each process should be owned by a Process Owner who is responsible for the process, its improvements and ensure that the process meets its objectives. Each process may also have a Process Manager who is responsible for the operational management of a process. There may be several managers for the one process and they will report to the process owner.
Process Enablers are the process assets, resources and capabilities.
Process Control is defined as the activity of planning and regulating a process, with the objectives of performing a process in an effective, efficient and consistent manner.
Processes, once defined, should be documented and controlled, once under control, they can be repeated and become manageable. Processes in Process Control include
• Process Policy
• Process Owner
• Process Documentation
• Process Objectives
• Process Feedback
ITSM Process Characteristics
A process is defined as “a set of coordinated activities combining and implementing resources and capabilities in order to produce an outcome, which, directly or indirectly, creates value for an external customer or stakeholder.”
A Process Owner is responsible for ensuring that processes are carried out according to the agreed upon and documented process and is meeting the aims of the process definitions. This includes tasks such as:
• Ensuring that the process is fit for the desired purpose
• Defining the Key Performance Indicators (KPIs) to evaluate the effectiveness and efficiency of the process
• Responsibility for the process design
• Ensuring that all relevant staff has the required training in the process and are aware of its role in the process
• Interfacing with line management to ensure that the process receives the needed staff resources
The 4 characteristics of a process are:
• Measurable: A process can be measured in terms of its cost, quality, time, productivity and other variables.
• Specific results: A process must produce a specific result which can be identified and counted.
• Delivers to Customers: A process delivers expected results to internal or external organizations and customers.
• Responds to a specific event: A process must be traceable to a specific trigger.
ITSM Organization Structure :
The contributors within an organization have different functions and roles. In order to understand the positioning, it is important to use standardized terms to describe the roles and functions.
The important functions and roles within an organization are:
• Function: Refers to the people and automated measures that perform a defined process or activity or a combination of both.
• Role: Refers to a set of actions that are performed by a person, a team or group.
• Group: Refers to a number of people who perform similar activities or processes.
• Team: Refers to a group of people who work together to achieve a common objective.
• Department: Refers to formal organizational structures that perform specific activities on a daily basis.
• Division: Refers to a number of departments that has been grouped together.
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1. ITSM Process Diagram
In IT Service Management (ITSM), processes are often shown
in a flow or lifecycle to illustrate how services are delivered and managed.
Here’s a simple ITSM process flow you can visualize:
+-----------------+
| Service
Strategy |
+-----------------+
|
v
+-----------------+
| Service Design |
+-----------------+
|
v
+-----------------+
| Service Transition
|
+-----------------+
|
v
+-----------------+
| Service Operation |
+-----------------+
|
v
+-----------------+
| Continual Service
Improvement |
+-----------------+
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Explanation:
This is based on ITIL’s Service Lifecycle:
- Service
Strategy – Define what services are needed and their value.
- Service
Design – Design processes, technology, and metrics.
- Service
Transition – Build, test, and deploy services.
- Service
Operation – Run services efficiently and handle incidents/problems.
- Continual
Service Improvement (CSI) – Learn and improve constantly.
You can also show a circular model where CSI
continuously feeds back into strategy and design.
2. ITSM Organization Structure
An ITSM organization typically has a hierarchical and
functional structure. Here’s a simple diagram you can visualize:
+-----------------+
| CIO / IT Director |
+-----------------+
|
--------------------------------
| | |
+---------------+ +---------------+ +-----------------+
| Service Desk | | IT
Operations | | IT Governance |
+---------------+ +---------------+ +-----------------+
| | |
+--------------+ +--------------+ +-----------------+
| Incident Mgmt | | Change Mgmt | | Compliance Mgmt |
+--------------+ +--------------+ +-----------------+
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Roles explained:
- CIO
/ IT Director – Overall responsibility for IT strategy and governance.
- Service
Desk – First point of contact for users, handles incidents and
requests.
- IT
Operations – Monitors and manages IT infrastructure.
- IT
Governance / Compliance – Ensures alignment with policies,
regulations, and standards.
- Process-specific
teams – Incident, Problem, Change, Asset, Knowledge Management.
Depending on the organization, some roles may overlap or be
centralized/decentralized.
3. ITSM Process Characteristics
Every ITSM process has some common characteristics that make
it effective and manageable:
|
Characteristic |
Explanation |
|
Purpose-Driven |
Each process has a clear objective, like resolving
incidents quickly. |
|
Defined Inputs & Outputs |
Processes have clear starting points (inputs) and expected
results (outputs). |
|
Structured & Repeatable |
Follow consistent steps so the process can be repeated
reliably. |
|
Measurable |
Metrics and KPIs track effectiveness, e.g., MTTR (Mean
Time to Resolve). |
|
Roles & Responsibilities |
Defined ownership ensures accountability (who does what). |
|
Cross-Functional |
Processes often span multiple teams or functions. |
|
Aligned with Business |
Supports organizational goals and customer needs. |
|
Continually Improved |
Regular reviews ensure the process becomes more efficient
over time. |
Example:
- Incident
Management:
- Purpose:
Restore normal service ASAP
- Input:
User incident report
- Output:
Resolved incident and logged knowledge
- Measurable:
% incidents resolved within SLA
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