ITIL 4 Foundation Certification Learning Course - Day1
ITIL 4 Foundation Certification Learning Course - Day1
ITIL 4 Foundation Certification Learning Course - Day1
A holistic approach to the facilitation of co-creation of value with customers and other stakeholders in the form
of products and services
The guiding principles of ITIL 4
The four dimensions of Service Management
Key concepts from Lean, Agile, DevOps, and why these are important to deliver business value
How ITIL practices described in ITIL 4 will maintain the value and importance provided by the current ITIL
processes, whilst at the same time expand to be integrated to different areas of service management and IT, from
demand to value.
INTRODUCTION TO THE
ITIL 4 FRAMEWORK
LESSON 1
LEARNING OBJECTIVES
• INTRODUCTION TO ITIL 4
• ITIL 4 EVOLUTION
• ITIL 4 CERTIFICATION SCHEME
• ITIL V3 AND ITIL 4
• CASE STUDY
INTRODUCTION TO ITIL 4
ITIL 4 has evolved from the current version by re-shaping much of the established ITSM practices in the wider
context of customer experience; value streams and digital transformation; as well as embracing new ways of
working, such as Lean, Agile, and DevOps.
ITIL 4 provides the guidance organizations need to address new service management challenges and utilize the
potential of modern technology. It is designed to ensure a flexible, coordinated and integrated system for the
effective governance and management of IT-enabled services.
ITIL 4 EVOLUTION
ITIL v3 introduces a feedback loop ITIL v4 promises to add practical
for improvement in service lifecycle. guidance, drown connections between
ITIL introduced to
ITIL guidelines now covers service ITIL and new approaches such as
standardized IT service
strategy, design, transition, and DevOps, and delve on IT leadership
Management
operation, with continual and IT value mean for 21st –century
improvement built in. practitioners
Spotify
LEGO
Nature of value and value co-creation
MODULE 1:THE KEY CONCEPTS OF
SERVICE MANAGEMENT
LESSON 2
LEARNING OBJECTIVES
17
WHAT IS A SERVICE MANAGEMENT?
Service management A set of specialized organizational capabilities for enabling value for customers in the
form of services.
Business Outcomes
Service Management
Value Customer
Assets
Performance Services
Service Assets
Capabilities Resources
THE NATURE OF VALUE AND VALUE CO-CREATION
Organization A person or a group of people that has its own functions with responsibilities, authorities, and
relationships to achieve its objectives.
When provisioning services, an organization takes on the role of the service provider.
The provider can be external to the consumer’s organization, or they can both be part of the same organization.
Customer A person who defines the requirements for a service and takes responsibility for the outcomes of service
consumption.
Other stakeholders individual employees of the provider organization, partners and suppliers, investors and
shareholders, government organizations such as regulators, and social groups
EXAMPLES OF VALUE FOR DIFFERENT TYPES OF STAKEHOLDER
Stakeholder Example of value for stakeholder
Service consumers Benefits achieved; costs and risks optimized
Service provider Funding from the consumer; business development; image improvement
Service provider employees Financial and non-financial incentives; career and professional
development; sense of purpose
Society and community Employment; taxes; organizations’ contribution to the development of the
community
The services that an organization provides are based on one or more of its products. Organizations own or have
access to a variety of resources, including people, information and technology, value streams and processes, and
partners and suppliers. Products are configurations of these resources, created by the organization, that will
potentially be valuable for its customers.
Services 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.
Product A configuration of an organization’s resources designed to offer value for a consumer.
PRODUCTS AND SERVICES
Service providers present their services to consumers in the form of service offerings, which describe one or more
services based on one or more products.
Service offering A formal description of one or more services, designed to address the needs of a target
consumer group.
Service offerings may include:
goods to be supplied to a consumer (for example, a mobile phone).
Access to resources granted or licensed to a consumer under agreed terms and conditions (for example, to the mobile
network, or to the network storage).
Service actions performed to address a consumer’s needs (for example, user support).
SERVICE RELATIONSHIPS
Service relationships are established between two or more organizations to co-create value. In a
service relationship, organizations will take on the roles of service providers or service consumers. The
two roles are not mutually exclusive, and organizations typically both provide and consume a number
of services at any given time.
The service relationship model
SERVICE RELATIONSHIPS
Service relationship A cooperation between a service provider and service consumer. Service relationships include service
provision, service consumption, and service relationship management.
Achieving desired outcomes requires resources (and therefore costs) and is often associated with risks. Service
providers help their consumers to achieve outcomes, and in doing so, take on some of the associated risks and
costs (see the definition of service in section 2.3.1). On the other hand, service relationships can introduce new
risks and costs, and in some cases, can negatively affect some of the intended outcomes, while supporting others.
VALUE: OUTCOMES, COSTS, AND RISKS
Risk A possible event that could cause harm or loss, or make it more difficult to achieve objectives. Can also be
defined as uncertainty of outcome, and can be used in the context of measuring the probability of positive
outcomes as well as negative outcomes.
There are two types of risk that are of concern to service consumers:
risks removed from a consumer by the service (part of the value proposition). These may include failure of the consumer’s
server hardware or lack of staff availability. In some cases, a service may only reduce a consumer’s risks, but the consumer
may determine that this reduction is sufficient to support the value proposition
risks imposed on a consumer by the service (risks of service consumption). An example of this would be a service
provider ceasing to trade, or experiencing a security breach.
Available enough ?
Value
Capacity enough ? Fit for Use ?
AND
how the service performs?
Continuous enough ?
Secure Enough ?
ANY QUESTIONS?