关于ITIL V3的简单网上已经有很多，我是从ITIL V2 Foundation认证升级到V3的，由于目前做的ITSM的项目还都是V2的内容。随着公司的产品逐渐想V3上靠，并且很多已经通过了V3认证了；所以自己必须好好在看看V3的内容，所谓温故而知新，我也希望能尽早把V3的内容都消化掉。
如果有ITIL v2相关的理论或者实践经验 ，而且英文好的话建议直接从网上购买或者下载这五本书开始学习。不过过程可能会比较漫长，效果很难预测。我现在学的是一个公司的ITIL V3 Foundation认证培训的教材，这本书好在他其实整合了上面五本书的所有核心内容，而且通过实际用例来解释理论。它是本考试认证用书，所以上面还有考试辅导方面的内容，如考点提示之类的。对我来讲业余时间能很快把V3的内容过一遍，这本书应该在好不过了。
ITIL can be implemented without ISO/IEC 20000, but ISO/IEC 20000 cannot be achieved without ITIL.
Let’s use the analogy of the difference between a supermarket and a restaurant.
Both places are visited for purchasing food. At the supermarket, clients buy a product or a set of products with which they have the capability to create a meal. They go home, they prepare the food, and they serve dinner to their guests. Conversely, at the restaurant, the clients are buying the complete Service, the capability and resources to create the meal, as well as the overall experience of dining.
It is important for us to understand the definition of function.
A function is defined as a team or group of people and the tools it uses to perform one or more processes or activities. Functions are self-contained units of organizations, with their own capabilities and resources.
The challenge most IT organizations face is that they are structured with a single focus on functions.
The functional organization in IT is typically aligned to the technology, for example: Network, Mainframe, and so on. IT came by this honestly, as each technology type requires specialized resources and capabilities to manage, thus meeting the definition of a function.
However, when these same functions do not have clear understanding of their roles in processes and service delivery, it leads to “functional silos”, where work is completed without clear knowledge of the impact of this work on the quality of services.
Process models help avoid this problem with functional hierarchies. These process models improve cross-functional coordination and control. Well-defined processes can improve productivity within and across functions.
As an example of roles and functions, the Technical Management department or function can perform the role of Problem Analyst when diagnosing the root cause of Incidents. This same department or function could also be expected to play several other roles at different times, such as assessing the impact of Changes, that is, the Change Management role.
The scope of the role and what triggers the role player to play that role are defined by the relevant processes and agreed by their Line Manager.
You can remember these characteristics by breaking them down into a mnemonic such as MSCR — Mary Sells Custom Rings.