Study Guide ITIL 4 Foundation PDF

ITIL® 4 Foundation Study Guide
Introduction
● Welcome to ITIL 4 Foundation
o The purpose of the ITIL 4 Foundation publication is to introduce readers to the
management of the modern IT-enabled services, provide them with an
understanding of the common language and key concepts and show them how they
can improve their work and the work of their organization with ITIL 4 guidance
● The Need for Service Management

o Technology is advancing faster today than ever before. Developments such as cloud
computing, infrastructure as a service, machine learning, and blockchain, have
opened fresh opportunities for value creation, and led to IT becoming an important
business driver and source of competitive advantage.
▪ Every organization is a service organization
▪ Almost all services today are IT enabled
▪ Service management is defined as a set of specialized organizational
capabilities for enabling value to customers in the form of services.
● About the Exam

o 60 minutes
▪ Candidates taking the exam in a language that is not in their native or
working language may be awarded 25% extra time, i.e. 75 minutes in total
o 40 questions, each question is worth 1 mark

▪ ‘standard’
▪ ‘missing word’
▪ ‘list’ (2 correct items)
▪ Very rarely, ‘negative’ (“what is NOT…”)
o Pass mark: 65% or higher (26 marks or above)
o Bloom’s levels 1 and 2

▪ 9 questions at Bloom’s Level 1 (Recall) = 22.5%
▪ 31 questions at Bloom’s Level 2 (Understand, Describe, Explain) = 77.5%
o Get your discount voucher at Dion Training’s website to save $50 off the price of
the exam
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© 2019
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Service Management
● Understanding Value
o Service management is defined as a set of specialized organizational capabilities for
enabling value to customers in the form of services.
o Developing the specialized organizational capabilities mentioned in the above
definition requires an understanding of:
▪ the nature of value
▪ the nature and scope of the stakeholders involved
▪ how value creation is enabled through services
o Value is the perceived benefits, usefulness and importance of something.
● How is Value Created?

o There was a time when organizations saw their role as delivering value to their
customers in much the way that a package is delivered to a building by a delivery
company
o This view treated the relationship between the service provider and the service
consumer as mono-directional and distant
● Providers and Consumers Co-Create Value

o More and more, organizations recognize that value is co-created through an active
collaboration between providers and consumers, as well as other organizations that
are part of the relevant service relationships.
o Organizations who deliver services are referred to as service providers.
o Those to whom services are delivered are referred to as service consumers.
● Organizations Facilitate Value Creation

o An organization is a person or a group of people that has its own functions with
responsibilities, authorities and relationships to achieve its objectives
o Organizations vary in size and complexity, and in their relation to legal entities –
from a single person or a team, to a complex network of legal entities united by
common objectives, relationships and authorities.
o Example:
▪ IT department acting as a service provider within a wide business
organization
● Service Consumer Roles

o Customer
▪ A person who defines requirements for services and takes responsibility for
outcomes from service consumption
o User
▪ A person who uses services
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o Sponsor
▪ A person who authorizes the budget for service consumption
● Other Stakeholders in Value

o Beyond the consumer and provider roles, there are usually many other stakeholders
that are important to value creation
▪ Examples:
● Shareholders
● Employees
● Community
● Services and Products

o A service is a means of enabling value co-creation by facilitating outcomes that
customers want to achieve, without the customer having to manage specific costs
and risks.
▪ The services an organization provides are based on one or more of its
products.
o A product is a configuration of resources, created by the organization, that will be

potentially valuable for their customers.
▪ Products are typically complex and not fully visible to the consumer. The
portion of a product that the consumer actually sees does not always
represent all of the components that comprise the product and support its
delivery.
▪ Organizations define which product components their consumer see, and
tailor them to suit their target consumer groups.
● What is a Service Offering?

o A service offering is a description of one or more services, designed to address the
needs of a target consumer group. A service offering may include goods, access to
resources, and service actions.
▪ Goods
● Ownership is transferred to the consumer
● Consumer takes responsibility for future use
▪ Access to Resources
● Ownership is not transferred to the consumer
● Access is granted/licensed under agreed terms or conditions
▪ Service Actions
● Performed by the provider to address a consumer need
● Performed according to agreement with the consumer
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● What are Service Relationships?

o Service provisioning consists of activities performed by a service provider to provide
services.
o Service consumption consists of activities performed by a service consumer to
consume services/
o Service relationship management consists of joint activities performed by a service
provider and a service consumer to ensure continual value co-creation based on
agreed and available service offerings.
● Service Provisioning
o Management of provider resources configured to deliver the service
o Provision of access to resources for users
o Fulfillment of the agreed service actions
o Service performance management and continual improvement
● Service Consumption
o Management of the consumer resources needed to consume the service
o Utilization of the provider’s resources
o Requesting of service actions to fulfill
o Receipt of or acquiring of goods
● The Service Relationship Model
● Outcomes, Costs and Risks

o A service is a means of enabling value co-creation by facilitating outcomes that
customers want to achieve without the customer having to manage specific costs and
risks.
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● Service Facilitate Outcomes

o An output is a tangible or intangible deliverable of an activity.
▪ Examples:
● Report
● Bill (of a consumed service)
● Emails sent (using an email service)
o An outcome is a result for a stakeholder enabled by one or more outputs.

▪ Examples:
● Being able to get to a destination in time for a meeting (outcome of
using a smartphone-enabled travel service)
● Being able to collaborate with remote coworkers (outcome of using
an email service)
● Understanding Costs
o Costs refer to the amount of money spent on a specific activity or resource.
▪ There are costs removed from the consumer by the service.
● Example: Uber/Lyft
o No need for a car
o No need to pay insurance, maintenance, gas
▪ There are costs imposed on the consumer by the service, including charges
by the service provider.
o Need for a modern smartphone that’s capable of running app
o Need for a data plan to access the service
▪ Costs expressed in non-financial terms can be translated into financial costs
● Examples:
o Number of man-hours (or person-hours)
o Number of FTEs
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● Understanding Risks
o Risks refer to possible events that could cause harm or loss, or make it more difficult
to achieve objectives.
▪ There are risks removed or reduced for the consumer by the service.
o No risk of not finding parking for own car
▪ There are risks potentially imposed on the consumer by the service.
o Risk of failing smartphone, smartphone battery, or app itself
o The consumer contributes to the reduction of risk through:
▪ Actively participating in the definition of the requirements of the service and
the clarification of its required outcomes
▪ Clearly communicating the critical success factors and constraints that apply
to the service
▪ Ensuring the provider has access to the necessary resources of the consumer
throughout the service relationship
o Service provider should be able to get customer’s location
data in order to know where to dispatch a car
● Utility and Warranty

o Utility is the functionality offered by a product or service to meet a particular need.
▪ What the service does
▪ Can be used to determine whether a service is ‘fit for purpose’
▪ Requires that a service support the performance of the consumer or remove
constraints from the consumer
o Warranty is the assurance that a product or service will meet agreed requirements.
▪ How the service performs
▪ Can be used to determine whether a service is ‘fit for use’
▪ Typically addresses areas such as availability, capacity, security levels and
continuity
▪ Requires that a service has defined and agreed conditions that are met
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Four Dimensions of Service Management
● Dimension 1: Organizations & People

o Formal organizational structures
o Culture
o Required staffing and competencies
o Roles and responsibilities
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● Dimension 2: Information & Technology

o Information and knowledge
o Technologies
o Relationships between the components
o For many services, information management is the primary means of enabling

customer value.
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o The challenges of information management, such as those presented by security and

regulatory compliance requirements, as also a focus of this dimension.
o Organizational culture and the nature of the organization’s business will also have an
impact on which technologies it chooses to use.
● Dimension 3: Partners & Suppliers

o Service provider/service consumer relationships
o Organization’s partner and supplier strategy
o Factors that influence supplier strategies
o Service integration and management
o Service partnerships
▪ Share common goals and risks
▪ Collaborate to achieve desired outcomes
o Goods and service supply
▪ Formal contracts
▪ Clear separation of responsibilities
o Every organization and every service depend on some extent on services provided by
other organizations.
o Service integration and management
▪ Involves the use of a specially established integrator to ensure that service
relationships are properly coordinated
▪ May be kept within the organization or can be delegated to a trusted partner
o An organization’s strategy when it comes to using partners and suppliers should be
based on its goal, culture and business environment.
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● Dimension 4: Value Streams & Processes

o Value streams and processes define the activities, workflows, controls and
procedures needed to achieve agreed objectives.
▪ Activities the organization undertakes
▪ How activities are organized
▪ How value creation is ensured for all stakeholders efficiently and effectively
o A value stream is a series of steps an organization undertakes to create and deliver
products and services to service consumers. It combines the organization’s value
chain activities.
o Value stream optimization may include process automation or adoption of emerging

technologies and ways of work to gain efficiencies or enhance user experience
o A process is a set of interrelated or interacting activities that transforms inputs into
outputs. Processes are designed to accomplish a specific objective.
o A well-defined process can improve productivity within and across organizations.

o Value streams and processes for products and services:
▪ What is the generic delivery model for the service, and how does the service
work?
▪ What are the value streams involved in delivering the agreed outputs of the
service?
▪ Who, or what, performs the required service actions?
● External Factors Influencing the Dimensions

o The PESTLE model describes factors that constrain or influence how a service
provider operates.
▪ Political, Economic, Social, Technological, Legal, Environmental
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Service Value System

● What is the Service Value System?
o The ITIL service value system *SVS) describes how all the components and activities
of the organization work together as a system to enable value creation.
▪ These components and activities, together with the organization’s resources,
can be configured and reconfigured in multiple combinations in a flexible
way as circumstances change, but this requires the integration and
coordination of activities, practices, teams, authorities and responsibilities to
be truly effective.
o The purpose of the SVS is to ensure that the organization continually co-creates
value with all stakeholders through the use and management of products and
services.
● Inputs of the SVS

o Opportunities represent options or possibilities to add vale for stakeholders or
otherwise improve the organization.
o Demand is the need or desire for products and services among internal and external
consumers.
● Outcome of the SVS

o The outcome of the SVS is value. The SVS can enable the creation of many different
types of value for a wide group of stakeholders.
● Components of the SVS

o The guiding principles are recommendations that can guide an organization in all
circumstances, regardless of changes in its goals, strategies, type of work, or
management structure.
o Governance is the means by which an organization is directed and controlled.
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o The service value chain is a set of interconnected activities that an organization

performs in order to deliver a valuable product or service to its consumers and to
facilitate value realization.
o The ITIL practices are sets of organizational resources designed for performing
work or accomplishing an objective.
▪ Resources are people, processes, documentation, information assets,
technologies, supplier contracts, etc.
o Continual improvement is a recurring organizational activity performed at all levels
to ensure that organization’s performance continually meets stakeholders’
expectations.
● Addressing the Challenge of Silos

o The ITIL SVS has been specifically architected to enable flexibility and discourage
siloed working.
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Guiding Principles
● What is a Guiding Principle?
o A guiding principle is a recommendation that guides an organization in all
circumstances.
▪ The guiding principles can be used to guide organizations in their work as
they adopt a service management approach and adapt ITIL guidance to their
own specific needs and circumstances.
▪ They allow organizations to integrate the use of multiple methods into an
overall approach to service management. They are universally applicable to
nearly any initiative.
● Applying the Guiding Principles

o The guiding principles encourage and support organizations in continual
improvement at all levels. They are universally applicable to nearly any initiative and
to relationships with all stakeholder groups.
o For example, the first principle, focus on value, can (and should) be applied to all relevant
stakeholders and respective definitions of value, not only to service consumers.
o Organizations should not use just one or two of the principles, but should consider
the relevance of each of them and how they apply together. Not all principles will be
critical in every situation, but they should all be reviewed on each occasion to
determine how appropriate they are.
● The Seven Guiding Principles

o Focus on value
o Start where you are
o Progress iteratively with feedback
o Collaborate and promote visibility
o Think and work holistically
o Keep it simple and practical
o Optimize and automate
● Focus on Value
o Everything the organization does should link back, directly or indirectly, to value for
itself, its customers and other stakeholders.
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o Application
▪ Know how consumers use each service.
▪ Encourage a focus on value among all staff.
▪ Focus on value during operational activity as well during improvement
initiatives.
▪ Include a focus on value in every step of any improvement initiative.
● Start Where You Are

o When engaged in any improvement initiative, do NOT start over without first
considering what is already available to be leveraged.
▪ Decisions on how to proceed should be based on accurate information
obtained through direct observation supported by appropriate and effective
measurement.
▪ Measurement should be used to support the analysis of what has been
observed rather than to replace it. Over-reliance on data analytics and
reporting can introduce biases and risks in decision-making.
▪ The act of measuring can affect the results.
▪ “When a measure becomes a target, it ceases to be a good measure”
o Application
▪ Look at what exists as objectively as possible.
▪ Determine if successful practices or services can be replicated or expanded.
▪ Apply your risk management skills in the decision-making process.
▪ Recognize that sometimes nothing from the current state can be reused.
● Progress Iteratively with Feedback

o Working in a time-boxed, iterative manner with feedback loops embedded into the
process allows for greater flexibility, faster responses to customer and business
needs, the ability to discover and respond to failure earlier, and an overall
improvement in quality.
o Organize work into smaller, manageable sections.
▪ Sequential or simultaneous
▪ Manageable and managed
▪ Tangible results
▪ Timely manner
▪ Can be built on to create future improvements
o A feedback loop is a situation where part of the output of an activity is used for new
input.
▪ Example:
● Feedback survey in customer support provider
▪ The initiative and its component iterations, must be continually reevaluated
to reflect changes in circumstances. Seek and use feedback before,
throughout, and after each iteration.
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▪
Feedback loops between participants helps them understand where work
comes from, outputs go and how their actions affect the outcomes.
o Application
▪ Comprehend the whole but do something.
▪ The ecosystem is constantly changing, so feedback is essential.
▪ Fast does not mean incomplete.
● Collaborate and Promote Visibility

o When initiatives involve the right people in the correct roles, efforts benefit from
better buy-in, more relevance and increased likelihood of long-term success.
o People and perspectives for successful collaboration can be found in all stakeholder
groups
o Without transparency:
▪ There may be an impression that the work is not a priority
▪ Improvement work may take a lower priority over other tasks with daily
urgency.
o Insufficient visibility of work leads to poor decision-making. It is important to:
▪ Understand the flow of work
▪ Identify bottlenecks and excess capacity
▪ Uncover waste.
o Application
▪ Collaboration does not mean consensus.
▪ Communicate in a way the audience can hear.
▪ Decisions can only be made on visible data.
● Think and Work Holistically

o A holistic approach to service management requires an understanding of how all the
parts of an organization work together in an integrated way.
▪ Address all four dimensions
▪ Understand the full-service value chain
o Application
▪ Recognize the complexity of the systems.
▪ Collaboration is key to thinking and working holistically.
▪ Where possible, look for patterns of interactions between system elements.
▪ To make something simple, you have to understand its complexity, and then
proceed to some simple representation
▪ Automation can facilitate working holistically.
● Keep it Simple and Practical

o Outcome-based thinking should be used to produce practical solutions which deliver
valuable outcomes while using the minimum number of steps needed.
▪ Establish a holistic view of the organization’s work.
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▪ Start with an uncomplicated approach, add later.

▪ Do not try to produce a solution for every exception.
▪ Be mindful of competing objectives.
o Application
▪ Ensure value.
▪ Simplicity is the ultimate sophistication.
▪ Do fewer things but do them better.
▪ Respect the time of the people involved.
▪ Easier to understand, more likely to adopt.
▪ Simplicity is the best route to achieving quick wins.
● Optimize and Automate

o Optimization means to make something as effective and useful as makes sense.
Before an activity can be effectively automated, it should be optimized to whatever
degree is possible and reasonable.
o Automation is the use of technology to perform a step or series of steps correctly

and consistently with limited or no human intervention. Automating frequent and
repetitive tasks helps organizations scale up and allows human resources to be used
for more complex decision-making.
▪ The simplest form of automation involves standardizing and streamlining
manual tasks to allow decisions to be made ‘automatically’.
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o Application
▪ Simplify and/or optimize before automating.
▪ Define your metrics.
▪ Use the other guiding principles when applying this one.
● Progress iteratively with feedback
● Keep it simple and practical
● Focus on value
● Start where you are
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Service Value Chain

● What is the Service Value Chain?
o The central element of the SVS is the service value chain, an operating model which
outlines the key activities required to respond to demand and facilitate value creation
through the creation and management of products and services.
o Doesn’t introduce a linear sequence of actions

o Usually starts with Engage but not always
o Central activities depicted in the cube can interact in any order between each other
and with other activities
o Overlaps between Improve and Engage, Improve and central cube, Improve and
Products & services illustrate the feedback loops that should be present between
each part of the service value chain via the improvement cycle
o Perceived value drives the demand for the next order, service, product, and iteration
of service relationships
o Perceived value should also be managed and understood
● Value Chain Interactions with Practices

o Service value chain activities represent the steps an organization takes in the creation
of value. Each activity contributes to the value chain by transforming specific inputs
into outputs.
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o To convert inputs into outputs, the value chain activities use different combinations
of ITIL practices. Each activity may draw upon internal or third-party resources,
processes, skills and competencies from one of more practices.
● Service Value Chain Activities

o All incoming and outcoming interactions with parties external to the service provider
are performed via engage value chain activity
o All new resources are obtained through the obtain/build activity
o Planning at all levels is performed via plan activity
o Improvements at all levels are initiated and managed via improve activity
o Creation, modification, delivery, maintenance and support of component, products
and services are performed in integrated and coordinated way between design and
transition, obtain/build and delivery and support activities
o Products and services, Demand and Value are NOT value chain activities; they are
SVS components
● Value Chain Activity: Plan

o The purpose of the plan value chain activity is to ensure a shared understanding of
the vision, current status and improvement direction for all four dimensions and all
products and services across the organization.
o Inputs:
▪ Policies, requirements and constraints provided by the organization’s
governing body
▪ Consolidated demands and opportunities provided by engage
▪ Value chain performance information, improvement initiatives and plans
provided by improve
▪ Improvement status reports from improve
▪ Knowledge and information about new and changed products and services
from design and transition and obtain/build
▪ Knowledge and information about third party service components from
engage
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o Outputs:
▪ Strategic, tactical and operational plans
▪ Portfolio decisions for design and transition
▪ Architectures and policies for design and transition
▪ Improvement opportunities for improve
▪ Product and service portfolio for engage
▪ Contract and agreement requirements for engage
● Value Chain Activity: Improve

o The purpose of the improve value chain activity is to ensure continual improvement
of products, services and practices across all value chain activities and the four
dimensions of service management.
o Inputs:
▪ Product and service performance information provided by deliver and
support
▪ Stakeholders’ feedback provided by engage
▪ Performance information and improvement opportunities provided by all
value chain activities
▪ Knowledge and information about third party service components form
engage
o Outputs:
▪ Improvement initiatives and plans for all value chain activities
▪ Value chain performance information for plan and the governing body
▪ Improvement status reports for all value chain activities
▪ Service performance information for design and transition
● Value Chain Activity: Engage

o The purpose of the engage value chain activity is to provide a good understanding of
stakeholder needs, continual engagement with all stakeholders, transparency and
good relationships with all stakeholders.
o Inputs:
▪ Product and service portfolio provided by plan
▪ High level demand for services and products provided by customers
▪ Requests and feedback from customers
▪ Incidents, service requests and feedback from users
▪ Information on the completion of user support tasks from deliver and
support
▪ Market opportunities from current and potential customers and users
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▪
Cooperation opportunities and feedback provided by partners and suppliers
▪
Contract and agreement requirements from all value chain activities
▪
Knowledge and information about new and changed products and services
suppliers and partners
▪ Product and service performance information from deliver and support
▪ Improvements initiatives and plans from improve
o Outputs:
▪ Consolidated demands and opportunities for plan
▪ Product and service requirements for design and transition
▪ User support tasks for deliver and support
▪ Improvement opportunities and stakeholders’ feedback for improve
▪ Change or project initiation requests for obtain/build
▪ Contracts and agreements with external and internal suppliers and partners
for obtain/build and design and transition
▪ Knowledge and information about third party service components for all
value chain activities
▪ Service performance reports for customers
● Value Chain Activity: Design & Transition

o The purpose of the design and transition value chain activity is to ensure that
products and services continually meet stakeholder expectations for quality, costs
and time to market.
o Inputs:
▪ Portfolio decisions provided by plan
▪ Architectures and policies provided by plan
▪ Product and service requirements provided by engage
▪ Improvement initiatives and plans provided by improve
▪ Service performance information provided by deliver and support and
improve
● Are certain targets met?
● Was transition successful?
▪ Service components form obtain/build
engage
from obtain/build
● Product specifications, known errors information
o Outputs:
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▪ Requirements and specifications for obtain/build

▪ New and changed products and services to deliver and support
to all value chain activities
▪ Performance information and improvement opportunities for improve
● Value Chain Activity: Obtain/Build

o The purpose of the obtain/build value chain activity is to ensure that service
components are available when and where they are needed, and meet agreed
specifications.
o Inputs:
▪ Architectures and policies provided by plan
provided by engage
▪ Goods and services provided by external and internal suppliers and partners
● Engage – Information, interaction, and engagement
● Obtain/Build – components, goods, and services
▪ Requirements and specifications provided by design and transition
▪ Change or project initiation requests provided by engage
▪ Change requests provided by deliver and support
from design and transition
engage
o Outputs:
▪ Service components for deliver and support
● Examples:
o Spare parts, consumables (no need for design and transition)
▪ Service components for design and transition
▪ Knowledge and information about new and changed service components to
all value chain activities
▪ Performance information and improvement opportunities for improve
● Value Chain Activity: Deliver & Support

o The purpose of the deliver and support value chain activity is to ensure that services
are delivered and supported according to agreed specifications and stakeholders’
expectations.
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o Inputs:
▪ New and changed products and services provided by design and transition
provided by engage
▪ Service components provided by obtain/build
▪ User support tasks provided by engage
▪ Knowledge and information about new and changed service components
and services from design and transition and obtain/build
engage
o Outputs:
▪ Services delivered to customers and users
▪ Information on the completion of user support tasks for engage
▪ Product and service performance information for engage and improve
▪ Improvement opportunities for improve
▪ Change requests for obtain/build
▪ Service performance information for design and transition
● Value Streams and the Service Value Chain

o In order to carry out a certain task, or respond to a particular situation, organizations
create service value streams. Service value streams are specific combinations of
activities and practices, and each one is designed for a particular scenario.
o As each value stream is made up of a different combination of value chain activities

and practices, inputs and outputs must be understood as specific to particular value
streams.
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Continual Improvement
● The purpose of the continual improvement practice is to align the organization’s
practices ang services with changing business needs through the ongoing identification
and improvement of services, service components, practices or any element involved in
the efficient and effective management of products and services.
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Categories of Practices
● What is Practice?
o A practice is a set of organizational resources designed for performing work or
accomplishing an objective.
o Each practice:
▪ Supports multiple service value chain activities
▪ Includes resources based on the 4 dimensions of service management
● Introduction to the ITIL Practices

o General management practices
o Service management practices
o Technical management practices
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General Management Practices

● General Management Practices
o General management practices have been adopted/adapted for service management
from general business management domains.
o There are 15 General Management Practices:
▪ ** Continual Improvement
▪ * Information Security Management
▪ * Relationship Management
▪ * Supplier Management
▪ Architecture Management
▪ Knowledge Management
▪ Measure and Reporting
▪ Portfolio Management
▪ Organizational Change Management
▪ Project Management
▪ Risk Management
▪ Service Financial Management
▪ Strategy Management
▪ Workforce and Talent Management
o Practices with (**) must be known in-depth for the exam
o Practices with (*) are recall only
o Practices without a (**) or (*) are not covered by the exam
● ** Continual Improvement
o The purpose of the continual improvement practice is to align the organization’s
practices ang services with changing business needs through the ongoing
identification and improvement of services, service components, practices or any
element involved in the efficient and effective management of products and services.
o Key activities:
▪ Encouraging continual improvement across the organization
▪ Securing time and budget for continual improvement
▪ Identifying and logging improvement opportunities
▪ Assessing and prioritizing improvement opportunities
▪ Making business cases for improvement action
▪ Planning and implementing improvements
▪ Measuring and evaluating improvement results
▪ Coordinating improvement activities across the organization
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o A continual improvement register (CIR) is a database or structured document to

track and manage improvement ideas from identification through to final action.
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● * Information Security Management

o The purpose of the information security management practice is to protect the
information needed by the organization to conduct its business.
o Includes understanding and managing risks to:
▪ Confidentiality
▪ Integrity
▪ Availability
▪ Authentication
▪ Non-repudiation
● * Relationship Management
o The purpose of the relationship management practice is to establish and nurture the
links between the organization and its stakeholders at strategic and tactical levels.
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● * Supplier Management
o The purpose of the supplier management practice is to ensure the organization’s
suppliers and their performance are managed appropriately to support the provision
of seamless, quality products, services and components.
o This can include creating closes, more collaborative relationships with key suppliers
to uncover and realize new value and reduce risk of failure.
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Service Management Practices

● Service Management Practices
o Service management practices have been developed in service management and IT
service management (ITSM) industries.
o There are 17 General Management Practices:
▪ ** Change Control
▪ ** Incident Management
▪ ** Problem Management
▪ ** Service Desk
▪ ** Service Level Management
▪ ** Service Request Management
▪ * IT Asset Management
▪ * Monitoring and Event Management
▪ * Release Management
▪ * Service Configuration Management
▪ * Service Continuity Management
▪ Availability Management
▪ Business Analysis
▪ Capacity and Performance Management
▪ Service Catalogue Management
▪ Service Design
▪ Service Validation and Testing
o Practices with (**) must be known in-depth for the exam
o Practices with (*) are recall only
o Practices without a (**) or (*) are not covered by the exam
● Change Control
o The purpose of the change control practice is to maximize the number of successful
IT changes by ensuring that risks have been properly assessed, authorizing changes
to proceed, and managing the change schedule.
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o The scope of change control is defined by each organization. It will typically include
all IT infrastructure, applications, documentation, processes, supplier relationships
and anything else that might directly or indirectly impact a product or service.
o A change is the addition, modification, or removal of anything that could have a
direct or indirect effect on IT services.
▪ Standard
● Pre-authorized
● Implement without additional authorization
▪ Normal
● Authorization based on change type
● Low-risk, someone who can make rapid decisions
● Very major
▪ Emergency
● Expedited assessment and authority
● May be separate change authority
o The person or group who authorizes a change is known as a change authority.
▪ In high velocity organizations, it is a common practice to decentralize change
approval, making the peer review a top predictor of high performance
o The change schedule is used to help plan changes, assist in communication, avoid
conflicts and assign resources.
● Incident Management
o The purpose of the incident management practice is to minimize the negative impact
of incidents by restoring normal service operation as quickly as possible.
▪ An incident is an unplanned interruption to a service, or reduction in the
quality of service.
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● Incidents should be logged.

● Incidents should be managed to meet agreed target resolution times.
● Incidents should be prioritized.
o Design the incident management practice appropriately for different types of
incidents
▪ Incidents based on different impact
▪ Major incidents
▪ Information security incidents
o Prioritize incidents
▪ Based on agreed classification
▪ Ensure incidents with highest business impact are resolved first
o Use a robust tool to log and manage incidents
▪ Link to configuration items, changes, problems, known errors and other
knowledge
▪ Provide incident matching to other incidents, problems or known errors
o Incidents may be escalated to a support team for resolution. The routing is typically
based on the incident category. Anyone working on an incident should provide
quality, timely updates. Incident management requires a high level of collaboration
within and between teams.
o Some organizations use a technique called swarming to help manage incidents. This
involves many different stakeholders working together initially, until it becomes very
clear which of them is best placed to continue and which can move on to other
tasks.
▪ Collaboration can facilitate information sharing and learning as well as
helping to solve the incident more efficiently and effectively.
© 2019
● Problem Management
o The purpose of the problem management practice is to reduce the likelihood and
impact of incidents by identifying actual and potential causes of incidents, and
managing workarounds and known errors.
▪ A problem is a cause, or potential cause, of one or more incidents
▪ A known error is a problem that has been analyzed and has not been
resolved.
o A workaround is a solution that reduces or eliminates the impact of an incident or

problem for which a full resolution is not yet available. Some workarounds reduce
the likelihood of incidents.
▪ Workarounds are documented in problem records
▪ Workarounds can be done at any stage, it doesn’t need to wait for analysis to
be complete
▪ If a workaround has been documented early in problem control, then this
should be reviewed and improved after problem analysis is complete
o Problem Management interacts with:
▪ Incident management
▪ Risk management
▪ Change control
▪ Knowledge management
▪ Continual improvement
© 2019
● Service Desk
o The purpose of the service desk practice is to capture demand for incident resolution
and service requests. It should also be the entry point/single point of contact for the
service provider with all of its users.
o With increased automation and the gradual removal of technical debt, the focus of
the service desk is to provide support for ‘people and business’ rather than simple
technical issues.
▪ Major influence on user experience and how the service provider is perceived
by users
▪ Practical understanding of the wider organization – the empathetic link
between the service provider and users
▪ The service desk can focus on excellent customer experience when personal
contact is needed
▪ Support and development teams need to work in close collaboration with the
service desk
© 2019
o Supporting technologies for a centralized service desk

▪ Intelligent telephony systems
▪ Workflow systems
▪ Workforce management/resource planning systems
▪ Knowledge base
▪ Call recording and quality control
▪ Remote access tools
▪ Dashboard and monitoring tools
▪ Configuration management systems
o A virtual service desk allows agents to work from multiple, geographically-dispersed
locations. It requires more sophisticated technology, allowing access from multiple
locations and complex routing and escalation.
o The service desk may not need to be highly technical, although some are.
© 2019
● Service Level Management

o The purpose of the service level management practice is to set clear business-based
targets for service performance, so that the delivery of a service can be properly
assessed, monitored and managed against these targets.
o Provides the end to end visibility of the organization’s services:
▪ Establishes a shared view of the services and target service levels with
customers
▪ Collects, analyzes, stores and reports relevant metrics to ensure service levels
are met
▪ Performs service reviews to ensure the current services continue to meet the
organization and its customers’ needs
▪ Captures and reports on service issues including performance against defined
service levels
o A service level agreement (SLA) is a documented agreement between a service
provider and a customer that identifies services required and the expected level of
service.
▪ SLA is a tool to measure the performance of services from the customer’s
point of view.
▪ Key requirements for successful SLAs:
● Related to a defined service
● Should relate to defined outcomes, not just operational metrics
● Should reflect an agreement between the service provider and the
service consumer
● Must be simply written and easy to understand for all parties
o Interacts with:
▪ Relationship management
▪ Business liaison
▪ Supplier management
© 2019
▪ Business analysis
▪ Skills and competencies
o Information Sources:
▪ Customer engagement
● Initial listening
● Discovery and information capture
● Measurement and ongoing process discussions
● Asking simple open-ended questions
▪ Customer feedback
● Surveys
● Key business-related measures
▪ Operational metrics
▪ Business metrics
• Service Request Management

o The purpose of the service request management practice is to support the agreed
quality of a service by handling all agreed user-initiated service requests in an
effective and user-friendly manner.
o Service requests are pre-defined and pre-agreed and can usually be formalized with
clear, standard procedures.
© 2019
o Service requests are a normal part of service delivery, not a failure or degradation of
service, which are handled as incidents.
o A service request is a request from a user or a user’s authorized representative that
initiates a service action that has been agreed as a normal part of service delivery.
§ Fulfilment of service requests may include changes to services or their
components; usually these are standard changes.
o Some examples of a service request:
§ Request for a service delivery action
§ Request for information
§ Request for provision of a resource or service
§ Request access to a resource or service
§ Feedback, compliments and complaints
o Service requests and their fulfilment should be standardized and automated to the
greatest degree possible,
o Opportunities for improvement should be identified and implemented to produce
faster fulfilment times and take additional advantage of automation.
o Policies should be established regarding what service requests will be fulfilled with
limited or even no additional approvals so that fulfilment can be streamlined.
o The expectations of users regarding fulfilment times should be clearly set, based on
what the organization can realistically deliver.
o Policies and workflows are needed to redirect service requests that should actually be
managed as incidents or changes.
o Some service requests require authorization according to financial, information
security or other policies.
o Service request management depends on well-designed processes and procedures,
which are operationalized through tracking and automation tools.
o Service requests may have simple workflows or quite complex workflows
o Steps to fulfill requests should be well-known and proven
o The service provider can agree to fulfillment times and provide clear status
communication to users
o Some service requests can provide a self-service experience – completely fulfilled
with automation
o Leverage existing workflow models whenever possible to improve efficiency and
maintainability.
© 2019
● IT Asset Management
o The purpose of the IT asset management practice is to plan and manage the full
lifecycle of all IT assets, to help the organization
▪ Maximize value
▪ Control costs
▪ Manage risks
▪ Support decision-making about purchase, reuse and retirement of assets
▪ Meet regulatory and contractual requirements
o An IT asset is any valuable component that can contribute to delivery of an IT
product or service
● Monitoring and Event Management

o The purpose of the monitoring and event management practice is to systematically
observe a service or service component, and record and report selected changes of
state identified as events.
o This practice identifies and prioritizes infrastructure, services, business processes and
information security events, and establishes the appropriate response to those events,
including responding to conditions that could lead to potential faults or incidents.
o An event is any change of state that has significance for the management of a
configuration item (CI) or IT service.
● Release Management
o The purpose of the release management practice is to make new and changed
services and features available for use.
© 2019
● Service Configuration Management

o The purpose of service configuration management practice is to ensure that accurate
and reliable information about the configuration of services, and the Cis that support
them, is available when and where it is needed.
o A configuration item (CI) is any component that needs to be managed in order to
deliver an IT service.
© 2019
Technical Practices
● Technical Management Practices
o Technical management practices have been adapted from technology management
domains for service management purposes by expanding or shifting their focus from
technology solutions to IT services.
o There are 3 Technical Management Practices:
▪ * Deployment Management
▪ Infrastructure and Platform Management
▪ Software Development and Management
o Practices with (*) is recall only
o Practices without a (*) is not covered by the exam
● Deployment Management
o The purpose of the deployment management practice is to move new or changed
hardware, software, documentation, processes, or any other component to live
environments. It may also be involved in deploying components to other
environments for testing or staging.
© 2019
What Should I Do Now?

● Take practice exams
o There are 2 full-length practice exams included in this course for free
o You should aim to score a 75% or higher on your practice exams
▪ The real certification only requires a 65% or higher to pass
▪ Aim higher to ensure a pass on exam day!
o If you need additional practice exams, check Udemy, DionTraining.com, or other
reputable sources.
● Order your exam voucher

o When you feel confident, order your exam voucher at DionTraining.com to save $50
off the retail price.
o These vouchers will let you take the exam from any location worldwide
o You will take the exam at PeopleCert.org using the “Web Proctoring Service”
▪ You will need a webcam and microphone to take the exam
● Schedule your exam

o Once you have your voucher, use the directions included with your voucher to create
your free PeopleCert and schedule your exam
● Take the exam

o On exam day, your desk must be clean of all materials
o You may have a single piece of clean white paper to use on the exam and a
pen/pencil to take notes during the exam
o You will need a Photo ID to prove to the proctor who you are before starting the
exam
o Good luck!
● Come back and celebrate!

o Once you pass the exam, let us know in our Facebook Group (Dion Training) or the
course’s Q&A section.
o You did it!
▪ Add “ITIL 4 Foundation certified” to your resume or CV
© 2019
Where Do I Go From Here?
● ITIL 4 Foundation is just the first certification in the ITIL path to becoming an ITIL Master
● When you are ready to move up the certification path, choose either the Managing
Professional or Strategic Leader path to begin.
● Come back and join us in our courses dedicated to passing each of the ITIL Specialist, ITIL
Strategist, or ITIL Leade certification exams!
© 2019

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What are the three technical management practices discussed in the document?

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What are the key steps to take the ITIL 4 Foundation exam?

What are the key steps to take the ITIL 4 Foundation exam?

ITIL® 4 Foundation Study Guide

● The Need for Service Management

● About the Exam

o 40 questions, each question is worth 1 mark

o Pass mark: 65% or higher (26 marks or above)

o Bloom’s levels 1 and 2

● How is Value Created?

● Providers and Consumers Co-Create Value

● Organizations Facilitate Value Creation

● Service Consumer Roles

● Other Stakeholders in Value

● Services and Products

o A product is a configuration of resources, created by the organization, that will be

● What is a Service Offering?

● What are Service Relationships?

● The Service Relationship Model

● Outcomes, Costs and Risks

● Service Facilitate Outcomes

o An outcome is a result for a stakeholder enabled by one or more outputs.

● Utility and Warranty

Four Dimensions of Service Management

● Dimension 1: Organizations & People

● Dimension 2: Information & Technology

o For many services, information management is the primary means of enabling

o The challenges of information management, such as those presented by security and

● Dimension 3: Partners & Suppliers

● Dimension 4: Value Streams & Processes

o Value stream optimization may include process automation or adoption of emerging

o A well-defined process can improve productivity within and across organizations.

● External Factors Influencing the Dimensions

Service Value System

● Inputs of the SVS

● Outcome of the SVS

● Components of the SVS

o The service value chain is a set of interconnected activities that an organization

● Addressing the Challenge of Silos

● Applying the Guiding Principles

● The Seven Guiding Principles

● Start Where You Are

● Progress Iteratively with Feedback

● Collaborate and Promote Visibility

● Think and Work Holistically

● Keep it Simple and Practical

▪ Start with an uncomplicated approach, add later.

● Optimize and Automate

o Automation is the use of technology to perform a step or series of steps correctly

Service Value Chain

o Doesn’t introduce a linear sequence of actions

● Value Chain Interactions with Practices

● Service Value Chain Activities

● Value Chain Activity: Plan

● Value Chain Activity: Improve

● Value Chain Activity: Engage

● Value Chain Activity: Design & Transition

▪ Requirements and specifications for obtain/build