LEAD & MANAGE YOUR

IT SERVICE MANAGEMENT USING ITIL FRAMEWORK

 2

ABDUL RASHEED
Diligent technical professional with 17 years of experience in Audit and Compliance,
GRC, ITSM, ISMS, QMS, PIMS, ITOM, Service Delivery Operations, EUC Operations,
Technical Support & Client Servicing.

Certifications:
▪ ITIL Managing Professional v4
▪ ITIL Foundation v4 ▪ ISO/IEC 27001:2022 Transition
▪ ITIL Expert v3 ▪ ISO/IEC 27002 Lead Manager
▪ ITIL Practitioner v3 ▪ ISO/IEC 27005 Lead Risk Manager
▪ ITIL Operational Support & Analysis v3 ▪ PECB Certified Trainer
▪ ITIL Release, Control and Validation v3 ▪ TRECCERT Certified Trainer
▪ ITIL Planning, Protection & Optimization v3 ▪ ISO/IEC 20000 Lead Auditor
▪ ITIL Service Offerings & Agreements V3 ▪ ISO/IEC 27001 Auditor/Lead Auditor
▪ ITIL Foundation v3 Training IRCA
▪ Scrum Fundamentals
▪ Six Sigma Yellow Belt
▪ MCSE
Email ID (Official): [email protected]
Email ID (Personal): [email protected]
Contact No: +92-333-5353-142
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Introduction

▪ Name
▪ Expectations

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History of ITIL ?

ITIL v1 published ITIL v3 published ITIL v3

with 31 total with lifecycle Practitioner
books based approach

1989 2001 2007 2011 2016 2019

ITIL v2 published Incremental ITIL 4

with 7 books. Focus improvement with
was on SS and SD some minor updates

ITIL 4 is evolved as Enterprise Service Management with much focus on customer

experience, digital transformation, governance and embracing new ways of
working such as lean, agile and DevOps.

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The ITIL V4 certification scheme, including ITIL V4 Foundation

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The ITIL V4 vs ISO 20000-1:2018

ITIL v4 ISO 20000-1:2018

It’s an international standard specifying
Foundation An ITSM best practice framework.
the requirements for an ITSM system.

Provides the “how-to”, offering Sets the “what”, providing the

Difference practices and guidelines. requirements.

Highly adaptable, focused on value co- Offers a clear structure and global
Quality creation, and integrates seamlessly recognition once an organization
with Agile, DevOps, and Lean. achieves certification.

Aim to provide a structured approach Emphasize the importance of alignment

Similarity to ITSM. between IT and business strategies.

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The ITIL V4 vs ISO 20000-1:2018

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The ITIL V4 vs ISO 20000-1:2018

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ITIL v4 Practices
General Management Practices Service Management Practices Technical Management Practices

1. Architecture management 1. Availability management 1. Deployment management

2. Continual improvement 2. Business analysis 2. Infrastructure and
3. Information security 3. Capacity and performance platform management
management management
4. Knowledge management 4. Change Enablement
3. Software development
5. Measurement and reporting 5. Incident management and management
6. Organizational change 6. IT asset management
management 7. Monitoring and event
7. Portfolio management management
8. Project management 8. Problem management
9. Relationship management 9. Release management
10. Risk management 10. Service catalogue
11. Service financial management management
12. Strategy management 11. Service configuration
13. Supplier management management
14. Workforce and talent 12. Service continuity
management management
13. Service design
14. Service desk
15. Service level management
16. Service request management
17. Service validation and testing

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ISO 20000-1:2018

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Course Agenda

Module 1: Service Management - 19 Concepts

Module 2: Service Management – 4 Dimensions
Module 3: Service Value System – 5 Components
Module 4: ITIL Guiding Principles – 7 Principles
Module 5: ITIL Service Value Chain – 6 Activities
Module 6: ITIL Practices – 18 Practices
Module 7: Exam Preparation

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Module 1

Service Management Key Concepts

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Module 1: Service Management (19 Key Concepts)

Module Objectives
▪ Recall the definition of: Service (2.3.1), Utility (2.5.4), Warranty (2.5.4),
customer (2.2.2), User (2.2.2), Service management (2.1), sponsor
(2.2.2)
▪ Describe the key concepts of creating value with services (2.1,2.2,2.5
including all subsections): Cost, Value, Organization, Outcome, Output,
Risk, Utility, Warranty
▪ Describe the key concepts of service relationships: (2.3.2, 2.4, 2.4.1):
Service offering, Service relationship management, Service provision,
Service consumption
*These objectives are taken from the syllabus(exam specification) and
reference the associated sections in the ITIL V4 Foundation book in
parentheses.

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What is an Organization?
Organization
A person or a group of people that has its own functions with
responsibilities, authorities and relationships to achieve its objectives.
Organizations vary in their:
▪ Size and complexity
▪ Relation to legal entities, from a single person or team, to a complex
network of legal entities united by common objectives, relationships
and authorities
▪ Velocity
Organizational velocity
Speed, effectiveness and efficiency with which an organization operates;
influences time to market, quality, safety, costs and risks.

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Value, its Stakeholders, Value Co-Creation, Providers and Consumers

Service Relationship Cooperation between a provider and consumer, including

provision, consumption and relationship management

Value Service Consumer

Service Provider
Perceived benefits,
Role performed by an Role performed by an
usefulness and
organization in a service importance of organization in a
relationship to provide something. service relationship to
services. consume services.

Stakeholders Persons or organizations with an interest or involvement in the value

of an organization, product, service, practice, or other entity.

Value co-creation: Stakeholders, primarily service providers and consumers,

creating value together through active collaboration.

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Stakeholders – Consumer roles (Customers, Users and Sponsors)

Person who defines the requirements for a service and takes

Customer:
responsibility for the outcomes of service consumption.

User: Person who uses services.

Person who authorizes budget for service consumption; also, an

Sponsor: person/organization giving financial/other support for an
initiative.

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Service, Outcome, Costs and Risks

Means of enabling value co-creation by facilitating outcomes customers

Service: want to achieve, without the customer having to manage specific costs
and risks.

Result for a stakeholder enabled by one or more outputs (activity

Outcome:
deliverables).

Output: Tangible or intangible deliverable of an activity.

Cost: Amount of money spent on a specific activity or resource.

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
Risk:
used in the context of measuring the probability of positive and
negative outcomes.

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Both Utility and Warranty are required for service to enable

outcomes

Utility Warranty
The functionality offered by a product or Assurance that a product or service will meet
service to meet a need agreed requirements

‘What the service does’ ‘How the service performs’

Used to determine if ‘fit for purpose’ Used to determine if ‘fit for use’

To have acceptable utility, a service must To have acceptable warranty, a service must
either support consumer performance or provide defined/agreed levels of assurance:
remove constraints. availability, capacity, security and continuity.

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What is Service Provision?

Service Provision Management of Provision of

Activities performed by an provider resources access to
organization to provide services, configured to resources for
including management of deliver the service users
resources configured to
deliver the service, user access
to the resources, fulfilment of Service
agreed service actions, Fulfilment of the performance
management of service agreed service management
performance and continual actions and continual
improvement; may include improvement
supply of goods.

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What is Service Consumption?

Service Consumption Management of
Utilization of the
Activities performed by an consumer resources
provider’s
organization to consume needed to consume
resources
services, including management the service
of the consumer’s resources
needed to use the service,
service use actions performed
by users; may include receiving Requesting of
(acquiring) of goods. Receipt of or
service actions to
acquiring of goods
fulfil

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What is a Resource, and how it relate to a Service?

Resource Service
Person, or other entity, required for
the execution of an activity or the Service relationship
achievement of an objective.
Service
Service offering
▪ A provider organization’s resources
Goods Access to resources Service actions
include people and organizations,
information and technology, value
streams and processes, and Product
suppliers and partners.

Resources

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What is a Product, and how it relate to a Service?

▪ Products are a configuration of Service

an organization’s resources
▪ Products are typically complex Service relationship
and not fully visible to
consumers Service
Service offering
▪ The portion of a product
Goods Access to resources Service actions
consumers see does not always
represent all components that
comprise the product and Product
support its delivery
▪ Organizations define which
product components consumers Resources
see and tailor
Product
Configuration of an organization’s resources designed to offer value for a consumer.

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What is a Service Offering?

Service Offering Service

Description of one or more services,
designed to address the needs of a Service relationship
target group; may include goods,
access to resources, and service actions
Service offering
Goods Access to resources Service actions
Goods Access to Service
resources actions
▪ Ownership is ▪ Ownership ▪ Performed by Product
transferred not the provider
to the transferred to address a
consumer to the consumer
▪ Consumer consumer need
takes ▪ Access is ▪ Performed
Resources
responsibility granted/licen according to
for future use sed under agreement
agreed terms with the For example, a laptop with software, licenses
and consumer
conditions and support can be a service offering.

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What are the Components of a Service Offering?

Service
Service relationship

Service offering
Goods Access to resources Service actions

Product
Resources
Component Goods Access to resources Service actions

Description Supplied to consumer Access granted or licensed to Performed by provider to address a

consumer under agreed terms and consumer’s needs
conditions performed according to agreement
with consumer
Ownership transferred to consumer Ownership not transferred to Performed according to agreement
consumer with consumer
Consumer responsible for future use Consumer can only access resources
during agreed consumption period
and according to agreed service terms
Examples A mobile phone Access to the mobile network User support

A physical server Access to network storage Equipment replacement

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What is Service Relationship?

Service Relationship Service
Cooperation between a service
provider and consumer, including Service relationship
service provision, consumption,
and service relationship Service
management. Service offering
Service Relationship Management Goods Access to resources Service actions
Joint activities performed by a
service provider and consumer to
ensure continual value co-creation
Product
based on agreed and available
service offerings.
Resources

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What is a Service?
Service Service
Means of enabling value co-
creation by facilitating outcomes Service relationship
customers want to achieve,
without the customer having to Service
manage specific costs and risks. Service offering
Goods Access to resources Service actions

▪ A service is the sum total of

service relationships, service Product
offerings and products, all of
which draw on the resources of
the organization, which are Resources
configured for value creation
through this structure.

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Service, service relationship, service offering, products, resources- example 1

Service
Service relationship
Specific mail and calendar accounts

Service Offering
Personal and business subscriptions
Goods Access to resources Service actions
Not Applications, User support,
access to mail and backup/ restore,
applicable calendar Content scanning

Products
Online mail and calendar

Resources
Applications, servers, networks, cloud services, personnel, third-party services…

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Service, service relationship, service offering, products, resources- example 2

Service
Service relationship
Workplace support for department X

Service Offering
Executive/ Mobile/ Designer Workplaces
Goods Access to resources Service actions
Mouse Printing User support
Lap/desktop/Hea Network storage Troubleshooting
dphones Mail/calendar Backup/restore

Products
End-user computing

Resources
Server, client and network infrastructure and software, personnel, data, external and internal services

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What is Service Management?

Service Management
A set of specialized organizational capabilities for enabling value for
customers in the form of services.

Developing the specialized organizational capabilities requires understanding:

▪ The nature of value

▪ The nature and scope of the stakeholders involved
▪ How value creation is enabled through services
Capability
Ability of an organization, person, process, application, configuration item
(i.e., any component that must be managed in order to deliver an IT Service)
or IT service to carry out an activity.
Value
Perceived benefits, usefulness and importance of something.

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Module 2

Service Management – 4 Dimensions

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Module 2: Service Management – 4 Dimensions

Module Objectives
▪ Describe the four dimensions of service management:
1. Organizations and People (3.1),
2. Information and Technology (3.2),
3. Partners and Suppliers (3.3),
4. Value Streams and Processes (3.4-3.4.2)

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The Four Dimensions of Service Management - Definition

The four dimensions of

service management
The four perspectives that
are critical to the effective
and efficient facilitation of
value for customers and
other stakeholders in the
form of products and
services.

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Dimension #1: Organizations & people

Organizations & People

1 2
Organizations & Information &
One of four dimensions of people technology
service management. Ensures
that the way an organization is
structured and managed, as well
as its roles, responsibilities and
systems of authority and Partners Value streams
& Suppliers & processes
communication, are well-defined 3 4
and support its overall strategy
and operating model.

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Dimension #1: Organizations & people-Scope

What this dimension includes

1 2
Organizations & Information &
Formal people technology
organizational Culture
structures

Required
Roles and Partners Value streams
staffing and
responsibilities & Suppliers & processes
competencies 3 4

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Dimension #1: Organizations & people - culture

Roles and Structures and systems of authority

Systems of authority alone are insufficient to improve
responsibilities
organizational effectiveness; the
organization needs a culture that
Organizations
supports its objectives.
Right level of
workforce capacity Culture
and confidence Share values and Leaders champion and
attitudes advocate values

Culture Culture
Set of values shared by a group
of people, including expectations
of how people should behave,
Communication Trust and transparency
ideas, beliefs, and practices.

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Dimension #1: Organizations & People – what to pay attention to

Broad
Communication
knowledge +
and
deep
collaboration
specialization

Common
Updating skills
objective:
and
facilitating value
competencies
creation

Management
and Leadership
styles
People Break down
silos

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Dimension #2: Information & Technology

Information & Technology
One of four dimensions of service
management. Includes the information 1 2
and knowledge used to deliver Organizations & Information &
services, and the information and people technology
technologies used to manage all
aspects of the service value system.

Information management challenges,

Partners Value streams
e.g., security and regulatory
& Suppliers & processes
compliance, are a focus of this 3 4
dimension.

Compliance
Act of ensuring a standard (i.e., a document established by consensus and
approved by a recognized body, that provides for common and repeated use,
mandatory requirements, guidelines or characteristics for its subject) or set of
guidelines is followed, or proper, consistent practices are being employed.
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Dimension #2: Information & Technology- Scope

What this dimension includes

1 2
Organizations & Information &
Information and
Technologies people technology
knowledge

Relationships
between the Partners Value streams
& Suppliers & processes
components 3 4

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Dimension #2: Information & Technology – Information Criteria

For many services, information management is

the primary means of enabling customer value.

Information criteria

Availability Reliability Accessibility Timeliness Accuracy Relevance

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

and regulatory compliance requirements, is also a focus of this dimension
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Dimension #2: Information & technology – IT considerations

✓ Does it not raise ✓ Will it continue ✓ Does it align

regulatory, to be viable in the with the service
✓ Is it compatible compliance or foreseeable provider or
with the current information futures? consumer
architecture? security control strategies?
issues?

✓ Does the ✓ Has it sufficient ✓ Are there ✓ Does it not

organization have automation additional introduce new risks
the right skills to capabilities to be capabilities that can or constraints to the
support and developed, be leveraged for organization?
maintain it? deployed and other products or
operated? services?

Organizational culture and the nature of the organization’s business will also
impact which technologies the organization chooses to use.
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Dimension #3: Partners & Suppliers

1 2
Organizations Information
Partners & Suppliers & people & technology
One of four dimensions of service
management. Encompasses the
relationships an organization has
with other organizations involved in
the design, development, Value streams
Partners
deployment, delivery, support & processes
& suppliers
and/or continual improvement of 4
3
services.

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Dimension #3: Partners & Suppliers - Scope

What this dimension includes:

1 2
Service provider Organization’s Organizations Information &
/ consumer partner and & people technology
relationships supplier strategy

Factors that Service

influence integration and Partners Value streams
supplier management & suppliers & processes
strategies 3 4

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Dimension #4: Value Streams & Processes –

Definition and Scope
Value Streams & Processes
Value streams
Defines the activities, workflows, controls and procedures & processes
that must be organized and coordinated to achieve agreed 4
objectives.

What this dimension includes

Activities the Control
organization How activities are
Means of managing a risk,
undertakes organized
ensuring that a business
objective is achieved, or a
process is followed.
How value creation is ensured for all Procedure
stakeholders efficiently and effectively Documented way to carry out an
activity or a process.

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Dimension #4: Value Streams & Processes –
Definitions and Contrasted
Value Stream Process
Series of steps an organization undertakes to Set of interrelated or interacting activities
create and deliver products and services to and defined sequence of actions and their
consumers. dependencies, that takes one or more
defined inputs and transforms them into
Mapping the steps and processes defined outputs.
required to deliver that value

Value-adding
activities
Input Process Output
Value stream steps
Non-Value-
step 1 step 2 Step 3 adding
activities
Value stream optimization may (waste)
include
process automation or emerging technology Work Instruction
and practices adoption to gain efficiencies or Detailed description to be followed to
enhance user experience. perform an activity.
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The PESTLE Model of External Factors

The PESTLE model describes factors that constrain or influence how a service provider operates.

Political Economic Social

Technological Legal Environmental

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Module 3

Service Value System - 5 Components

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Module 3: Service Value System 5 Components

▪ Module Objectives
• Describe the ITIL Service value system (4.1)

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The ITIL V4 Service Value System, Purpose and

Components (5)
Services Value System (SVS) The purpose of the SVS is to ensure the
Model of how all of an organization’s organization continually co-creates value
components and activities work with all stakeholders through use and
together to facilitate value creation. management of products and services.

Guiding principles
Governance

Opportunity
demand

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The ITIL V4 Service Value System – Inputs and Outputs

Opportunity possibilities to add value for Value perceived benefits, usefulness and
stakeholders or improve the organization. importance of something. The SVS can
Demand SVS input based on opportunities/ enable the creation of many different types
needs of internal and external consumers. of value for a wide group of stakeholders.

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ITIL V4 Service Value System Component #1:
Guiding Principles
Guiding Principles
Recommendations that can guide an organization in all circumstances, regardless
of changes in its goals, strategies, type of work, or management structure.

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ITIL V4 Service Value System Component #2: Governance

1.Guiding principles
Governance
2. Governance Means by which an
organization is directed and
controlled, and its activities
3. Service value chain enable organizations to
continually align operations
with the strategic direction
4. Practices set by the governing body.

5. Continual improvement

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ITIL V4 Service Value System Component #3:

Service Value Chain
Service Value Chain (SVC)
Operating model for service
providers that covers all key
activities required to effectively
1.Guiding principles manage products and services.

2. Governance
Plan Improve
Design &
3. Service value chain Engage transition
Obtain/ Deliver &
4. Practices build support

5. Continual improvement

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 53
ITIL V4 Service Value System Component #4:
Practices
1.Guiding principles

Practices 2. Governance
Set of organizational
3. Service value chain
resources designed for
performing work or
accomplishing an 4. Practices
objective.
5. Continual improvement

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 54
ITIL V4 Service Value system Component #5:
Continual improvement
1.Guiding principles
Continual improvement 2. Governance
Aligning an organization’s
practices and services with 3. Service value chain
changing business needs
through the ongoing
4. Practices
identification and
improvement of all elements
5. Continual improvement
involved in the effective
management of products and
services.

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 55

Module 4

ITIL Guiding Principles – 7 Principles

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 56

Module 4: ITIL Guiding Principles – 7 Principles

▪ Module objectives
• Describe the nature, use and interaction of the guiding
principles (4.3, 4.3.8)
• Explain the use of the guiding principles (4.3):
1. Focus on value (4.3.1),
2. Start where you are (4.3.2),
3. Progress iteratively with feedback (4.3.3),
4. Collaborate and promote visibility (4.3.4),
5. Think and work holistically (4.3.5),
6. Keep it simple and practical (4.3.6),
7. Optimize and automate (4.3.7)

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 57

7 GUIDING PRINCIPLES

Guiding principles
Recommendations that guide an
organizational in all circumstances,
regardless of changes in its goals,
strategies, type of work or
management structure.

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Applying the ITIL Guiding Principles – How
organizations can use them

▪ To encourage and support organizations in continual improvement

at all levels, as they are universally applicable to nearly any initiative
and to relationships with all stakeholder groups
▪ For example, the first principle, focus on value, can and should be applied to
all relevant stakeholders and their definitions of value, not just consumers.
▪ To use them together, to consider the relevance of each of them
and how they apply together, and not use just one or two of the
principles
▪ Not all principles will be critical in every situation, but they should all be
reviewed on each occasion to determine how appropriate they are.

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 59

ITIL V4 Guiding Principle #1: FOCUS ON VALUE

Everything we do must add value from the stakeholders' perspective.

To address various stakeholder groups and the value the organization
creates for them ,take the following steps:

1. Identify and understand the service consumer

2. Understand the consumer’s perspective of value

3. Map value to intended outcomes, which change over time

4.Understand the Customer Experience (CX) and User Experience(UX)

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 60

ITIL V4 Guiding Principle #1 – How to apply it

FOCUS ON
VALUE
To apply this principle successfully:

Know how Encourage a focus

consumers use on value among all
each service staff

Focus on value
Include value focus
during operational
in every step of
activity, not just in
any improvement
improvement
initiative.
initiatives

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 61

ITIL V4 Guiding Principle #2:

START WHERE
YOU ARE

We don’t start from scratch, we leverage what’s already available, and start by
directly observing and fully understanding the current state first

Metric
Measurement or calculation monitored or reported for management and
improvement.

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 62

ITIL V4 Guiding Principle #2 – How to apply it

START WHERE
YOU ARE
To apply this principle successfully:

Determine if successful
Look at what exists as practices or service can
objectively as possible be replicated or
expanded

Apply your risk Recognize that

management skills in sometimes nothing
the decision-making from the current state
process can be reused

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 63

ITIL V4 Guiding Principle #3:

PROGRESS Feedback loop
ITERATIVELY Technique whereby outputs of one part of a system
WITH FEEDBACK are used as inputs to the same part of the system.

We don’t try to do everything at once, instead we

organize work into smaller, manageable sections we do more often, and
use feed back in each iteration to ensure actions are appropriate

▪ Sequential or simultaneous
▪ Manageable and managed
▪ Tangible results
▪ Timely manner
▪ Can be built on to create future improvements
Organize work into smaller, manageable sections

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 64

ITIL V4 Guiding Principle #3

PROGRESS To apply this principle successfully:
ITERATIVELY
WITH FEEDBACK Comprehend the Know the ecosystem is
whole, but do constantly changing, so
something feedback is essential

Know fast does not

mean incomplete

Minimum viable product (MVP)

Product with just enough features
to satisfy early customers, and to
provide feedback for future
product development.

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 65

ITIL V4 Guiding Principle #4:

COLLABORATE AND
PROMOTE VISIBILITY Information
sharing
We work together across
boundaries, share
information, make work
and consequences visible, Real
and build understanding Collaboration Trust
accomplishment
and trust for more buy-in
and success.

Understanding

When initiatives involves the right people in the correct roles, efforts benefit from
better buy-in, more relevance and increased likelihood of long-term success.
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 66

ITIL V4 Guiding Principle #4

COLLABORATE AND
PROMOTE VISIBILITY

To apply this principle successfully:

Know collaboration Communicate in a

does not mean way the audience
consensus. can hear.

Only make decisions

based on visible
data.

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 67

ITIL V4 Guiding Principle #5:

THINK AND WORK Systems thinking
Holistic approach to analysis that focuses on the
HOLISTICALLY way a system’s constituent parts work,
interrelate and interact over time, and within the
context of other systems.
We work on the service, not just its parts, integrating information, technology,
organization, people, practices, partners and agreements

Opportunity Value
/ Demand

We take holistic approach to service management that requires an understanding of

how all the parts of an organization work together in an integrated way.

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 68

ITIL V4 Guiding Principle #5:

THINK AND WORK
HOLISTICALLY
To apply this principle successfully:

Recognize the Know collaboration is You deliver services to

complexity of the key to thinking and consumers by coordinating
systems working holistically and integration the four
service management
dimensions; using them to
coordinate all aspects of an
Where possible, look improvement initiative
Know automation can
for patterns of would be an example of
facilitate working
interactions between applying this principle.
holistically
system elements

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 69

ITIL V4 Guiding Principle #6: KEEP IT SIMPLE AND PRACTICAL

We eliminate anything that provides no value, use the

minimum number of steps to accomplish objectives, and use
outcome-based thinking for practical solutions and results
This principle includes:

Establishing a holistic view of Starting with an uncomplicated

the organization’s work approach, adding later

Not trying to produce a solution Being mindful of competing

for every exception objectives

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 70

ITIL V4 Guiding Principle #6: KEEP IT SIMPLE AND PRACTICAL

Quick Win
Improvement expected to provide a return on investment in a short time
period at relatively small cost and effort.

To apply this principle successfully:

Ensure value in Know simplicity is Do fewer things,

every activity the ultimate but do them better
sophistication

Respect the time of Make things easier Know simplicity is

people involved to understand, the best route to
easier to adopt achieving quick
wins
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 71

ITIL V4 Guiding Principle #7: OPTIMIZE AND AUTOMATE

We use resources, particularly human resources, to best effect,

use technology to achieve whatever it can, only use human
intervention where it adds value, and eliminate anything
wasteful

▪ Automation is using technology to do activities correctly,

consistently, with little or no human intervention.
▪ Automating frequent, repetitive tasks helps you scale up and
frees humans for more complex decision-making.
▪ The simplest automation is standardizing / streamlining
manual tasks to allow ‘automatic’ decisions-making

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 72

ITIL V4 Guiding Principle #7: OPTIMIZE AND AUTOMTE

To apply this principle:

Simplify and/or Define

optimize before your
automating metrics

Use other guiding principles

when applying this one

Baseline
A report or metric that serves as a starting point
against which progress or change can be assessed.

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 73

Module 5

ITIL Service Value Chain – 6 Activities

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 74

Module 5: ITIL Service Value Chain – 6 Activities

▪ Module objectives
• Describe the interconnected nature of the service value
chain and how this supports value streams (4.5)
• Describe the inputs, outputs and purpose of each value
chain activity:
1. Plan (4.5.1),
2. Improve (4.5.2),
3. Engage (4.5.3),
4. Design & transition (4.5.4),
5. Obtain/build (4.5.5),
6. Deliver & support (4.5.6)

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 75

What is the ITIL Service Value Chain?

Service Value Chain operating model of key activities required to respond to
demand and facilitate value creation through the creation and management
of products and services; central element of the Service value system.

▪ Service value chain activities are

steps organizations take in creating
value.
▪ The activities transform specific
inputs into outputs to add to the
value chain.
▪ Inputs can be demand external to
the chain or other activities’
outputs.
▪ Activities connect/interact, and
Figure 4.2: The ITIL service value chain get/provide triggers for further
action.
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 76

Service value chain interactions with practices

Inputs
from
Each value chain activity
within
and contributes to the value chain
outside by transforming specific
the inputs into outputs, using
value different ITIL practice
chain
combinations.
Resources of
the practices
Figure 4.2: The ITIL service value chain

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 77

Value Streams and the Service Value Chain

To carry out a certain task or respond to a particular situation,
organizations create service value streams: specific
combinations of activities and practices, each designed for a
particular scenario.

Engage Activity Deliver & Support Activity

Value stream B Value stream A

Value stream

To Engage
Series of steps
Step A1 Step A2 Step A3 Step A4 Step A5
an
organization
undertakes to
create and
deliver
products and
Step B1 Step B2 Step A4 Step A5 services to
consumers.

As each value stream consist 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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 78

Example Value Stream : a user needs an incident to be resolved

Activity Practices Roles Activities
Demand Warehouse manager, It is discovered that Wi-Fi coverage has failed in one area of the warehouse. This
Forklift driver means that the forklift driver must drive across the warehouse to pick up their
instructions, causing delays and risking missed business deadlines.

Engage Service desk, Warehouse manager, The warehouse manager phones the service desk and describes the issue. It is
Incident management Service desk agent agreed this is a priority 2 incident, and the manager is apprised of the expected
resolution time. The service desk agent logs information on the incident.

Deliver & Service desk, Service desk agent, The incident is rapidly escalated to the network support team.
support Incident management Network support engineer

Deliver & Incident, Org change, Network support engineer The network support engineer see the wireless access point has failed and
support, Service configuration, replaces it with a spare. As a standard change, no additional approval is needed.
Improve IT asset management; The engineer gets the information required to configure the access point from
Continual the CMS, and updates the IT asset register to show the spare was consumed, and
improvement updates the incident as resolved. The engineer thinks about what happened and
whether they could have predicted this issue or resolved it more quickly.

Engage Service desk, Service agent, The service desk agent contacts the warehouse manager to check that
Incident management Warehouse manager Everything is now working properly, then closes the incident.

Value Warehouse manager, Wi-Fi coverage is restored and the forklift driver can now work efficiently.
Forklift driver

Engage, Service desk, Warehouse manager, A satisfaction survey is sent to the warehouse manager, who completes it.
Improve Incident management, Service desk manager Scores
Continual are used to identify trends; comments passed to the service desk manager.
improvement

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 79

Service Value Chain Activities

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

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 80

Value chain activity: Plan

Plan
The value chain activity that
ensures a shared understanding
of the vision, current status,
and improvement direction for
the organization in all four
dimensions and all products
and services across the
organization.

Figure 4.2: The ITIL service value chain

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 81

Value chain activity: Improve

Improve
The value chain activity that
ensures continual improvement
of products, services, and
practices across all value chain
activities and the four
dimensions of service
management.

Figure 4.2: The ITIL service value chain

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 82

Value chain activity: Engage

Engage
The value-chain activity that
provides a good understanding of
stakeholder needs, transparency,
and continual engagement and
good relationships with all
stakeholders.

Figure 4.2: The ITIL service value chain

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 83

Value chain activity: Design & Transition

Design and transition

The value chain activity that
ensures products and
services continually meet
stakeholder expectations for
quality, costs, and time to
market.

Figure 4.2: The ITIL service value chain

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 84

Value chain activity: Obtain/Build

Obtain / build
The value chain activity that
ensures service components
are available when and
where they are needed, and
that they meet agreed
specifications.

Figure 4.2: The ITIL service value chain

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 85

Value chain activity: Deliver & Support

Deliver & Support

The value chain activity that
ensures services are delivered
and supported according to
agreed specifications and
stakeholders’ expectations.

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 86

Module 6

ITIL Practices – 18 Practices

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 87

Module 6: ITIL Practices – 18 Practices

▪ Module Objectives
• Recall the purpose of ITIL practices:
1. Information security management (5.1.3),
2. Relationship management (5.1.9),
3. Supplier management (5.1.13),
4. Availability management (5.2.1),
5. Capacity and performance management (5.2.3),
6. IT asset management (5.2.6),
7. Service continuity management (5.2.12),
8. Monitoring and event management (5.2.7),
9. Release management (5.2.9),
10.Service configuration management (5.2.11),
11.Deployment management (5.3.1),
12.Continual improvement (5.1.2),
13.Change enablement (5.2.4),
14.Incident management (5.2.5),
15.Problem management (5.2.8),
16.Service request management (5.2.16),
17.Service desk (5.2.14),
18.Service level management (5.2.15)
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 88

Module 6: ITIL Practices – 18 Practices

▪ Module Objectives
• Explain the following ITIL practices in detail, including how they fit
within the service value chain:
1. Continual improvement (5.1.2,) including: The continual
improvement model (4.6, fig 4.3),
2. Change enablement (5.2.4),
3. Incident management (5.2.5),
4. Problem management (5.2.8),
5. Service request management (5.2.16),
6. Service desk (5.2.14),
7. Service level management (5.2.15)

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 89

ITIL V4 Management Practices (34) – the 18 in bold are in Foundation

General
General management practices (14) Service management practices (17)
Technical management
practices (3)
Architecture management
1. Architect management
1. Availability management 1. Deployment
2. Business analysis management
2. Continual improvement 3. Capacity and performance
3. Information security management
2. Infrastructure and
management 4. Change enablement platform
4. Knowledge management 5. Incident management management
5. Measurement and reporting 6. IT asset management
3. Software
6. Organizational change 7. Monitoring and event
management development and
management
8. Problem management management
7. Portfolio management 9. Release management
8. Project management 10. Service catalogue management
9. Relationship management 11. Service configuration
10. Risk management management
11. Service financial management 12. Service continuity management Bolded practices are
12. Strategy management 13. Service design practices ITIL 4
14. Service desk includes at the
13. Supplier management
15. Service level management Foundation level
14. Workforce and talent 16. Service request management
management 17. Service validation and testing

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 90

General Management Practices (14) – the 4 in bold are in Foundation

General
General management practices (14) Service management practices (17)
Technical management
practices (3)
Architecture management
1. Availability management
2. Business analysis
1. Deployment
1. Architect management 3. Capacity and performance management
2. Continual improvement management 2. Infrastructure and
3. Information security 4. Change enablement
platform
management 5. Incident management
6. IT asset management management
4. Knowledge management
5. Measurement and reporting 7. Monitoring and event 3. Software
management development and
6. Organizational change 8. Problem management
management 9. Release management
management
7. Portfolio management 10. Service catalogue management
8. Project management 11. Service configuration
9. Relationship management management General Management
10. Risk management 12. Service continuity management practices have been
11. Service financial management 13. Service design adopted/adapted for
14. Service desk
12. Strategy management service management
15. Service level management
13. Supplier management 16. Service request management from
14. Workforce and talent 17. Service validation and testing general business
management management domains

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 91

ITIL 4 Practice: Continual Improvement – Purpose, Key Activities

Note: Continual
Purpose: Align an organization’s practices/services with
improvement is
changing business needs through ongoing identification both a practice
and improvement of all elements of effective and an SVS
management of products/ services. component; the
Key activities: continual
improvement SVS
▪ Encouraging continual improvement across the organization component is the
▪ Securing time and budget for continual improvement recurring
organizational
▪ identifying and logging improvement opportunities activity
▪ Assessing and prioritizing improvement opportunities performed at all
levels to ensure
▪ Making business cases for improvement action
an
▪ Planning and implementing improvements organization's
▪ Measuring and evaluating improvement results performance
continually meets
▪ Coordinating improvement activities across the organization stakeholder
expectations.
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Continual Improvements – methods, models and techniques

Lean methods to
reduce waste

Incremental agile
improvements

SWOT

Quick wins

Multi-phase
projects

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 93

ITIL 4 Practice : Continual Improvements – roles and responsibilities

Continual improvement is Leaders Embed continual

everyone’s responsibility. But improvement into the way people
there should at least be a thing and work
small team dedicated full-
time to leading continual Continual improvement team Lead
efforts/ advocate practice across
improvement efforts and organization
advocating the practice
across the organization, Everyone in the organization Actively
serving as coordinators participates in continual improvement
as part of job
guides, and mentors, helping
others to develop skills Partners and suppliers Include how to
needed, and navigating any measure, report and improve in
difficulties that are contracts
encountered.
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 94

ITIL V4 Practice: Continual Improvement – the CIR

Continual improvement register (CIR)

Database or structured document to track and manage improvement
ideas from identification through to final action.

Improvement Ideas Impact ….

Promote guiding principles across partners, suppliers M

Automate software deployments to reduce manual labor M

Update service desk scripts to improve incident response times H

Example CIR
Ideas are captured, documented, assessed,
prioritized and appropriately acted on.

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 95

Continual Improvement- Continual Improvement Model

▪ Applies to the SVS and all

the products, services,
service components, and
relationships of the
organization.
▪ Can be used as a high-
level guide to support
improvement initiatives.
▪ Steps vary significantly in
the scope/details based
on the improvement
subject/type.
▪ Steps need not be carried
out linearly; re
evaluate/return to a step
as needed.
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 96

Continual Improvement Model – step 1, what is the vision

This step focuses on two key

areas:
▪ Translating the organization’s
vision and objectives for the
specific business unit,
department, team, or
individual, so the context,
objectives, and boundaries of
any improvement initiative are
understood.
▪ Creating a high-level vision for
the planned improvement.

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Continual Improvement Model – step 2, where are we now?

A key element to this step is a current

state assessment, including:
▪ Users’ perception of value received
▪ People’s competencies and skills
▪ Processes and procedures involved,
▪ Available technical solution
capabilities
▪ Organizational culture, i.e.,
prevailing values/attitudes across
stakeholder groups, as input to the
required level of organizational
change management.

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Continual Improvement Model–step 3, where do we want to be?

▪ Includes a gap
analysis to evaluate
the scope and nature
of the distance to be
travelled from
current to desired
future state.
▪ Includes setting
improvement
objectives, along with
critical success
factors (CSFs) and key
performance
indicators (KPIs).

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Continual Improvement Model – step 4, how do we get there?

▪ This step is about

combining the
understanding of the
vision of the
improvement and the
current and target
states with subject
matter expertise, to
create a plan for
addressing the
initiative’s challenges.

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Continual Improvement Model – step 5, take action

▪ In Step 5 the plan for the

improvement is acted
upon.
▪ This could involve a
traditional waterfall-style
approach, or it may be
more appropriate to
follow an Agile approach
by experimenting,
iterating, changing
directions, or even going
back to previous steps.

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Continual Improvement Model – step 6, did we get there?

▪ Check the journey’s

destination to be sure
you have reached the
desired point.
▪ Conduct checks
against stated
objectives, CSFs and
KPIs.

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Continual Improvement Model – step 7, how do we keep the momentum going?

In this step, we:

▪ Market and
celebrate
successes
▪ Reinforce new
methods
▪ Embed changes in
the organization

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ITIL V4 Practice: Continual Improvement – SVC Contribution

Value Chain Contribution

Activity
Plan The continual Improvement practice Is
applied to planning activities, methods
and techniques to ensure relevance to
organizational objectives and context.
Improve The continual Improvement practice is
key to improve. It structures resources
and activities for Improvement at all
levels of the organization and the SVS.

Engage
Design &
transition Each of these value chain activities are
subject to the continual Improvement
Obtain/build practice, applied to all of them.
Deliver &
support

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ITIL V4 Practice: Information Security Management – Purpose

Purpose: Protect an organization’s information; includes

understanding and managing risks to the confidentiality,
integrity, and availability of information, and other aspects
like authentication and non-repudiation, security objectives:

Non-
Confidentially Integrity Availability Authentication
repudiation

Information is Information is Information is Someone/

Someone/
not disclosed only modified made something
something
to by available/ is who they
can’t deny
unauthorized authorized not denied to claim to
they took
entities. personnel and authorized be.
an action.
activities. entities.

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ITIL V4 Practice: Relationship Management – Purpose, Activities

Purpose is to create and Identification

mature links among the
organization and
stakeholders at strategic Activities to
and tactical levels, manage
Continual
relationships Analysis
including identification, Improvement
with
analysis, monitoring, and stakeholders
continual improvement of
relationships among
stakeholders. Monitoring

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ITIL V4 Practice: Supplier Management – Purpose, key terms

Purpose: ensure an organization’s suppliers and their performance are

managed appropriately to support provision of seamless, quality products
and services; may include creating closer, more collaborative relationships
with key suppliers to uncover and realize new value and reduce risk of
failure.
Sourcing
Planning and obtaining resources from a particular source type, internal
or external, centralized or distributed and open or proprietary.
Outsourcing
Process of having external suppliers provide products and services that
were previously provided internally.
Supplier / sourcing strategy
Defines the organization’s plan for how it will leverage the contribution
of suppliers in the achievement of its overall service management
strategy.

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 107

Service Management Practices (17)- the 13 in bold are in Foundation

General management practices Service management practices Technical management practices

(14) (17) (3)

1. Architecture management 1. Availability management 1. Deployment

2. Continual improvement 2. Business analysis
3. Capacity and performance management
3. Information security 2. Infrastructure and
management
management 4. Change enablement
4. Knowledge management
platform management
5. Incident management
5. Measurement and reporting 6. IT asset management 3. Software development
6. Organizational change 7. Monitoring and event and management
management management
8. Problem management
7. Portfolio management
9. Release management
8. Project management 10. Service catalogue management
9. Relationship management 11. Service configuration
Service
10. Risk management management management
11. Service financial 12. Service continuity management practices have been
management 13. Service design
12. Strategy management 14. Service desk developed in service
15. Service level management management and
13. Supplier management 16. Service request management
14. Workforce and talent 17. Service validation and testing ITSM industries
management

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ITIL V4 Practice: Availability Management – Purpose, Key Terms

Purpose: ensure services deliver agreed levels of availability

to meet customer and user needs.

Availability
Ability of an IT service or configuration item (i.e., CI: any component that
must be managed to deliver a service) to perform its agreed function
when required.
Reliability
Ability of a product, service or other CI to perform its intended function
for a specified period of time or number of cycles.
Mean Time Between Failures (MTBF)
Metric of how frequently a service or configuration item fails, on average.
Mean Time to Restore Service (MTRS)
Metric of how quickly a service is restored after a failure, on average.

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ITIL V4 Practice: Capacity and Performance Management – Purpose, key terms

Purpose: ensure services achieve agreed and expected performance,

satisfying current and future demand in a cost-effective way.

Performance Service performance Service capacity

Number of service actions Maximum throughput
Measure of what is performed in a (i.e., measure of amount
achieved or delivered by a timeframe, of work performed by a
system, person, team, and time required to fulfill product, service, or
practice or service. a service action at a given system over a given
level of demand. period of time) a CI
or service can deliver.

Capacity planning
Activity of creating a plan that manages resources to meet demand for
services.

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ITIL V4 Practice: Change Enablement – Purpose

Purpose: Maximize the number of successful IT changes by
ensuring risks are properly assessed, authorizing changes, and
managing the change schedule.

This requires balancing:

Beneficial effects of Protect customers and

changes users from adverse effect
of changes

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ITIL V4 Practice: Change Enablement – Change Authority

Change Authority
Person or group responsible for authorizing a change.

▪ People who understand risks and expected benefits must assess all
changes.
▪ Changes must then be authorized before they are deployed.
▪ This assessment, however, should not introduce unnecessary delay.
▪ The change authority is the person or group who authorizes a change.
▪ It is essential to assign the correct change authority to each type of
change to ensure change control is both efficient and effective.
▪ In high-velocity organizations, it is common to decentralize change
approval, making the peer review a top predictor of high performance.

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Change Enablement versus Organization Change Management

Change Enablement Organizational change

Maximizing the number of Management
successful changes to products Managing the people aspects of
and services by ensuring risks changes to ensure
are properly assessed, improvements and
authorizing changes, and organizational transformation
managing the change schedule. initiatives are implemented
successfully.

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ITIL V4 Practice: Change Enablement – Change, RFC, 3 types of

changes

Change: Addition, modification, or removal of anything that may have a

direct or indirect effect on services.
Request for change (RFC): Proposed change description initiating change
control.
▪ Low-risk, pre-authorized, well-understood, fully-documented
Standard ▪ Implemented without risk assessment or additional
Change authorization
▪ Still requires a record of what changed

▪ Authorization level and people involved based on change type

Normal
Change ▪ For lower-risk, someone who can make rapid decisions
▪ For very major changes, decision may be as high as board-level

▪ Must be implemented as soon as possible

Emergency
Change ▪ Expedited assessment and authorization
▪ May have a separate change authority
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ITIL V4 Practice: Change Enablement – Scope, Schedule,

PIR
▪ Each organization defines its scope of change enablement; typically is
all IT infrastructure, applications, documentation, processes, supplier
relationships, anything directly or indirectly impacting a product or
service.
▪ The change schedule is used to help plan changes, assist in
communication, avoid conflicts and assign resources; PIR is used for
learning, improvement and stakeholder communication; change
models guide routine changes.

Change Schedule
Calendar that shows planned and historical changes.
Post Implementation Review (PIR)
Review after change implementation, to evaluate success and identify
improvements.
Change Model
Repeatable approach to the management of a particular type of change.

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ITIL V4 Practice: Change Enablement – SVC Contribution

Activity Contribution

Plan Changes to product and service portfolios,

policies and practices require a level of control, and the change
control practice provides it.

Improve Many Improvements will require changes to be made, and these

should be assessed and authorized In the same way as all other
changes.

Engage You may need to consult with or inform customers and users on
changes, based on its nature.

Design & Many changes are initiated by new or changed services. Change
transition control contributes to transition.

Obtain/ Changes to components are subject to change control, built in-house

build or obtained from suppliers.

Deliver & Changes may impact delivery & support, so you must communicate
support change info to people carrying out delivery & support activities; in
some cases have them help assess and authorize changes.

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ITIL V4 Practice: Incident Management – Purpose, Key Terms

Purpose: minimize the negative impact of incidents by restoring normal

service operation as quickly as possible.

Incident
Unplanned interruption to a service, or reduction in the quality of a service.

Log incidents.
Manage incidents to meet agreed target resolution times.

Prioritize incidents.

Major incident
Incident with significant business impact requiring immediate coordinated
resolution.

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Incident Management – suitable tools and their benefits

▪ Store incident information in records in a suitable tool.

▪ The tool should provide links to related CIs, changes,
problems, known errors, etc. for quick/efficient diagnosis
and recovery.
▪ Tools can provide automated incident,
problem and known error matching
and intelligent analysis of incident
data to recommend help with
future incidents.

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ITIL V4 Practice: Incident Management - Advice

Design the incident ▪ Incidents based on different impact

management practice ▪ Major incidents
appropriately for ▪ Information security incidents
different type
▪ Based on agreed classification
▪ Resolve incidents with highest business impact
Prioritize incidents first

▪ Link to configuration items, changes, problems,

Use a robust tool to known errors and other knowledge
log and manage ▪ Provide incident matching to other incidents,
incidents problems or known errors

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Incident Management – who handles incidents and how

Incidents may be diagnosed and resolved by people in different groups

that must understand the incident management process and how their
contribution to it helps to manage service value, outcomes, costs, and
risks.
More complex incidents
Some incidents will be
Some incidents will be will usually be escalated
resolved by users
resolved by the service to a support team for
themselves
desk resolution, based on
via self-help
incident category

Very complex and all

Incidents may be major incidents often
In extreme cases,
escalated to suppliers or require a temporary
disaster recovery plans
partners, who offer resolution team
may be invoked to
support for the products including stakeholders,
resolve an incident
and services they supply e.g., provider, suppliers,
users

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ITIL V4 Practice: Incident Management – diagnosis and resolution

Incidents may be
escalated to a support
team for resolution. Support Suppliers/
Routing to support areas Team partners

is typically based on Temporary

Service cross-
incident category. Anyone desk functional
team
working an incident must
provide quality, timely
Incident
updates. Incident User self- Diagnosis & Disaster
management requires help
resolution
recovery

collaboration
among teams.

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Incident Management – Process and Scripts

▪ There should be a formal process for logging and managing

incidents; while it does not usually include detailed
diagnosis, investigation and resolution procedures, it can
provide techniques for making these more efficient.
▪ There may be scripts for collecting information from users
during initial contact, which may lead directly to
diagnosis/resolution of simple incidents.
▪ Investigation of more complicated incidents often requires
knowledge and expertise, rather than procedural steps.

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ITIL V4 Practice: Incident Management - Swarming

▪ Collaboration can facilitate

information sharing and
learning and help solve the
incident more efficiently and
effectively.
▪ Some organizations use a
technique called swarming to
manage certain incidents. This
involves many different
stakeholders working together
initially, until it is clear which
is best placed to continue, and
which can move on.
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 123

ITIL V4 Practice: Incident Management – SVC

contribution
Activity Contribution Environment
Subset of the IT
Plan infrastructure used for a
particular purpose, e.g., a
live or test environment;
Improve Incident records are a key input to Improve, and or external conditions
prioritized by frequency and severity. that influence or affect
something.
Engage Incidents are visible to users; significant
incidents are also visible to customers.

Design & Incidents occur in test environments, release and

transition deployment. Incident management ensures timely,
controlled resolution.
Obtain/ Incidents occur in development environments. Incident
build management ensures timely and controlled resolution.

Deliver & Incident management contributes to support; the

support deliver & support value chain activity includes
resolving incidents/problems.

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ITIL V4 Practice: Incident Management – example value stream

In this example value stream, the warehouse Wi-Fi is not working properly due to
a wireless access point failure. This significantly impacts the business since the
forklift driver cannot receive instructions quickly enough, creating a risk of missing
a business deadline. This may seem like a relatively straightforward incident,
however, it can't be resolved by simply mechanically following the steps of a
predetermined incident management procedure.

SVC Activity / Demand

Input or Output

Roles Warehouse manager, forklift driver.

Activities It is discovered that there is no Wi-Fi coverage in one area of

the warehouse. This means that the forklift driver needs to
drive across the warehouse to pick up their instructions,
causing delays and risking missed business deadlines.

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ITIL V4 Practice: Incident Management – example value stream

An incident must be resolved

SVC Activity / Engage
Input or Output

Practices Service desk, incident management.

Roles Warehouse manager, service desk agent.

Activities The warehouse manager phones the service desk and

describes the issue. It is agreed this is a priority 2
incident,
and the manager is notified of the expected
resolution time. The service desk agent logs
information on the incident.

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ITIL V4 Practice: Incident Management – example value stream

An incident must be resolved

SVC Activity / Deliver and support
Input or Output

Practices Service desk, incident management.

Roles Service desk agent, network support engineer.

Activities The incident is rapidly escalated to the network

support team.

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ITIL V4 Practice: Incident Management – example value stream

An incident must be resolved

SVC Activity / Deliver and support, improve.
Input or Output

Practices Incident management, change enablement, service configuration

management, IT asset management, continual improvement.

Roles Network support engineer.

Activities ▪ The network support engineer identifies that the wireless access point
has failed and replaces it with a spare from the store.
▪ This is a standard change, so the engineer needs no additional approval.
Information required to configure the new access point is obtained from
the CMS. IT asset information is updated to show that this spare part has
been consumed.
▪ The network engineer updates the incident management system and
marks the case as resolved.
▪ The network engineer thinks about what happened and whether they
could have predicted this issue or resolved it more quickly.

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ITIL V4 Practice: Incident Management – example value stream

An incident must be resolved

SVC Activity / Value

Input or Output

Practices Warehouse manager, forklift driver.

Activities Wi-Fi coverage is restored and the forklift driver can

now work efficiently.

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ITIL V4 Practice: Incident Management – example value stream

An incident must be resolved

SVC Activity / Engage, improve.
Input or Output

Practices Service desk, incident management, continual

improvement.

Roles Warehouse manager, service desk manager.

Activities A brief satisfaction survey is emailed to the warehouse

manager, which they complete and return. The scores are
used to identify trends , and the comments are passed to
the service desk manager for consideration.

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ITIL V4 Practice: IT Asset Management – Purpose, Key Terms

Purpose: plan and manage the full lifecycle of all IT assets,

to help the organization:

Support decision-
Meet regulatory
Maximize Control Manage making on asset
and contractual
value costs risks purchase, reuse
requirements
and retirement

IT asset
Any valuable component that can contribute to delivery of an IT product or
service.

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 131

ITIL V4 Practice: Monitoring and Event Management – Purpose, Key Terms

Purpose: systematically observe services and service components, and

record and report selected changes of state identified as events.

Event
Any change of state with significance for the management of a service or
configuration item (CI), where a CI is any component that must be managed to
deliver an IT service.
Monitoring
Repeated observation of a system, practice, process, service, or other entity to
detect events and to ensure that the current status is known.

This practice identifies and prioritizes infrastructure, services, business processes

and information security events, and establishes an appropriate response to the
events, including those that may lead to faults or incidents.

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 132

ITIL V4 Practice: Monitoring and Event Management – Event Types

Informational Warning Exception

Do not require Allow action to be Require action,
action when taken before any even though
identified, but negative impact is business impact
analyzing the data experienced by may not yet have
gathered from consumers been experienced,
them later may as they indicate
uncover desirable, that a breach to an
proactive steps established norm
beneficial to the has occurred, e.g.,
service to an SLA

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 133

ITIL V4 Practice: Problem Management – Purpose, Key Terms

Purpose: reduce the likelihood and impact of incidents by identifying actual and
potential incidents causes, and managing workarounds and known errors.

Problem
Cause, or potential cause, of one or more incidents.

Workaround
Solution that reduces or eliminates impact of an incident or problem for which a
full resolution is not yet available; some workarounds reduce incident likelihood.

Known error
A problem that has been analyzed but has not been resolved.

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 134

ITIL V4 Practice: Problem Management – problems versus incidents

Problems are related to incidents, but should be distinguished as they

are managed in different ways

Problem Incident
Cause, or potential cause, of Unplanned interruptions to a
one or more incidents; requires service, or reduction in the
investigation and analysis to
identify causes, workarounds,
and recommendations for long-
? quality of a service; have an
impact on users or business
processes and must be resolved
so that normal business activity
term resolution, reducing the
number and impact of future can take place.
incidents.

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 135

ITIL V4 Practice: Problem Management - Phases

Problem Problem
Error control
identification control

• Trend analysis • Prioritize / manage

• Identify potential
• Recurring incidents based on risk
permanent solutions
• Major incidents • Problem analysis
• Re-assess status of
• Supplier & partner from perspective of
known errors
information all four service
• Improve
• Software developers, management
workarounds
testers, projects dimensions

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 136

ITIL V4 Practice: Problem Management - Workarounds

Workaround
Solution that reduces or eliminates impact of an incident or problem for
which a full resolution is not yet available; some workarounds reduce
incident likelihood.

▪ Workarounds are documented in problem records

▪ This can be done at any stage, it doesn’t require 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

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 137

ITIL V4 Practice: Problem Management – SVC Contribution

Activity Contribution

Plan

Improve Effective problem management provides the

understanding needed to reduce the number
of and impact of incidents.

Engage Problems with significant impact on services

are customers/user visible. Workarounds are
often presented to users via a service portal.

Design & Problem management provides information to

transition help improve testing and knowledge transfer.

Obtain/ Problem management activities may identify

build product defects that are then managed as
part of this value chain activity

Deliver & Problem management makes a significant

support contribution by preventing Incident repetition Figure 5.24 Heat map of the contribution of
and supporting timely Incident resolution. problem management to value chain activities

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 138

ITIL V4 Practice: Release Management – purpose, key terms

Purpose: making new and changed services and features available for use.

Release
Version of a service or CI(s) made available for use.
Release schedule
Schedule documenting release timing negotiated/agreed with stakeholders.
Release plan
Plan that specifies the exact combination of new and changed CI to be made
available, and the timing for their release.
Release post-implementation review
Review to enable learning and improvement / confirm customer satisfaction.

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 139

Release Management – Waterfall and Agile/DevOps

Waterfall method
Linear, sequential
development
Applications approach with
Infrastructure Tools
distinct objectives for each
phase of development.
Agile / DevOps method
Iterative,Documentation
incremental Training
development approach Figure A: Release management in a traditional/waterfall environment

typified by collaboration,
prioritization and time
boxing. Process Others

Figure B: Release management in an Agile/DevOps environment

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 140

Service Configuration Management – Service Configuration

Purpose: ensure accurate and reliable information on the configuration of services

and configuration items that support them, is available when and where needed.
Configuration Item (CI) Component that IT Services
must be managed to deliver an IT service.
Applications Infrastructure Tools

Hardware Software Networks

SaaS Local
Documentation Training Client app
Component application
Buildings People

Cloud Local Local

Process
Documentation Others Client Device
Services Suppliers infrastructure server Storage

Supplier Datacenter User

Figure 5.29: Simplified service model for a typical IT service
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 141

Service Configuration Management versus IT Asset Management

Service Configuration Management IT Asset Management

Purpose: ensure accurate and Purpose: plan and manage the full
Applications Infrastructure Tools
reliable lifecycle of all IT assets, to help the
information on the configuration of organization: 1) maximize value, 2)
services and
Hardware configuration
Software Networks items control costs, 3) manage risks, 4)
that support decisions on purchase, re-
Documentation Training
support them, is available when and use,
where needed. People and retirement of assets, and 5) meet
regulatory/contractual requirements.

Services ProcessDocumentation Others

IT asset management is about managing valuable (from a financial perspective) IT
assets through their lifecycle; service configuration is about registering and tracking
service components and their relationships and details.

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ITIL V4 Practice: Service Configuration Management – CMS, CMDB

▪ Share configuration information in a controlled way

▪ Store information in one or more CMDBs
▪ Let the information that is needed for real tasks drive what is collected
▪ Avoid automated collection without learning relationships / fit within a
service
Applications Infrastructure Tools
▪ Use an organizational model for configuration management that fits:
dedicated
Hardware Software Networks
team or distributed, standalone or combined with change and release
▪ Use Documentation Training
configuration information to build CIs with infrastructure-as-code
People

Configuration management system (CMS)

Tools, data and information supporting service configuration management.
Services ProcessDocumentation Others
Configuration management database (CMDB)
Database used to store configuration records throughout their lifecycle; also
maintains the relationships between configuration records.

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 143

ITIL V4 Practice: Service Continuity Management – Purpose, Key Terms

Purpose: ensure service availability and performance is maintained at a

sufficient level in the event of a disaster.

Disaster
Infrastructure
Sudden unplanned
Applications event causingTools
great damage or serious loss to an organization.

Provide a Software
Hardware frameworkNetworks
for building organizational resilience (i.e., ability to
anticipate, prepare for, respond and adapt to unplanned external
influences) that can Training
produce an effective response safeguarding key
stakeholder interests
People and the organization's reputation, brand, and value

creating activities.
Services ProcessDocumentation Others
Business impact analysis
Key activity in the service continuity management practice that identifies vital
business functions and their dependencies.

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 144

ITIL V4 Practice: Service Continuity Management – SCM and BCM

Service continuity management (SCM) Business continuity management

Practice of ensuring service availability (BCM)
and performance
Applications are maintained at
Infrastructure a
Tools Business process responsible for
sufficient level in the event of a managing risks that could seriously
disaster. affect the business.
Hardware Software Networks

Training
Service continuity management supports overall business continuity
People
management (BCM) and planning capability by ensuring that required
information technology and services can be resumed within required and
Services
agreed business
Process timescales
Documentation Others following a disaster or crisis.

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 145

Service Continuity Management – Recovery, RTO, RPO, Plan, BIA

Recovery: Returning a configuration item to normal operation after a failure.

Recovery time objective (RTO): Maximum acceptable period following a
service disruption that can elapse before the lack of business functionality
severely impacts the organization;
Infrastructure represents the maximum agreed time within
Tools
Applications
which a product or an activity must be resumed, or resources recovered.
Recovery point objective (RPO): The point to which information used by an
activity must
Hardware be restored
Software to enable the activity to operate on resumption.
Networks

Disaster recovery plans: Set of clearly defined plans related to how an

Training
organization will recover from a disaster and return to a pre-disaster condition
considering the four People
domains of service management.
Business impact analysis (BIA): Activity of service continuity management that
identifies vital business functions and their dependencies, such as suppliers,
Process Documentation Others
people, business
Services processes and IT services; BIA defines recovery requirements
for each IT service, including RTOs, RPOs, minimum target service level.

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 146

ITIL V4 Practice: Service Desk – Purpose, Key Terms

Purpose: capture demand for incident resolution and service requests, and be
the entry point and single point of contact for the service provider with all its
users.
Incident
Applications Unplanned interruption to
Infrastructure a service, or reduction in the quality of a service.
Tools

Hardware Software Networks

Service request from a user, or a user’s authorized representative, that initiates a
service action agreed as Training
a normal part of service delivery.
People

Requests
Issues Service Desk
ProcessDocumentation Others Point of communication between the
Services
Queries service provider and all of its users.
Escalation
Act of sharing awareness or
transferring
ownership of an issue or work item.
Single point of contact Acknowledge classify Own Act

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 147

ITIL 4 Practice: Service Desk – Required Focus

▪ With increased automation and gradual removal of technical debt, the
service desk’s
▪ focus is to provide support for 'people and business' rather than just
technical issues.

Major influence on user Practical understanding of

the wider organization -
Technical debt
experience and how the Total rework
the empathetic link
service provider is between the service backlog
perceived by users provider and users accumulated by
choosing
workarounds
The service desk can instead of
Support and development
focus on excellent
teams need to work in
system solutions
customer experience that would take
close collaboration with
when personal contact is
needed
the service desk longer.

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 148

ITIL V4 Practice: Service Desk – Access Channels

Email

Live chat, Walk-in

chatboxs service

Service portals, Text, social

mobile media
application messaging
Service
desk Public, corporate
Phone calls access discussion
channels forums

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 149

Service Desk – Centralized, Virtual, Technologies Employed

Supporting technologies for a centralized service desk
Workforce
Intelligent
Workflow management/
telephony Knowledge base
systems resources planning
system
systems

Call recording Configuration

Remote access Dashboard and
and quality management
tools monitoring tools
control systems

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.
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 150

Service Desk - Competencies

The service desk:
▪ Need not be highly
technical, although some
are.
▪ Should have a practical
understanding of the
wider organization,
business processes and
users.
▪ Should be the
empathetic, informed
link between the
provider and its users.

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 151

ITIL V4 Practices: Service Desk – SVC Contribution

Activity Contribution
Plan
Improve The service desk collects feedback from users,
and its activities are constantly monitored and
evaluated to support continual improvement,
alignment and value creation.

Engage The service desk is the main channel for tactical

and operational engagement with users.

Design & The service desk provides a communication

Transition channel for users on new/changed services, and
participates in release planning. Testing and
early life support.

Obtain / build The service desk may acquire service

components used to fulfil requests/resolve
incidents
Deliver & support The service desk is the coordination point for
managing incidents and service requests.

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 152

ITIL V4 Practice: Service Level Management – Purpose, Key Terms

Purpose: set clear business-based targets for service

performance, so service delivery can be properly assessed,
monitored and managed against the targets.
Service level
Set of measurable parameters defining expected or achieved service quality.

SLM provides the end to end visibility of the organization’s

services:
Performs service
Captures and
Establishes a Collects, reviews to ensure
reports on
shared view of analyses, stores the current
service issues
the services and and reports services continue
including
target service relevant metrics to meet the
performance
levels with to ensure service organization and
against defined
customers levels are met its customer’s
service levels
need
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 153

Service Level Management – watermelon SLA effect

Watermelon SLA effect

As like a watermelon the SLA may
appear green on the outside but red
inside; where system may have had an
acceptable unavailability according to
the SLA, but, e.g., the time it occurred
fell when there was an important
process happening, so customer/user
satisfaction will be low, even though
the SLA was met.

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 154

ITIL V4 Practice: Service Level Management - SLAs

An SLA is a tool to measure service performance from the
customer’s perspective.
Service level agreement (SLA)
Documented agreement between a service provider and a customer
that identifies both services required and the expected level of service.

Key requirements for successful SLAs

Related to
Reflects an
clearly defines Is simply
agreement
Related to a service written and
between the
defined outcomes, not easy to
service provider
service just understand for
and the service
operational all parties
consumer
metrics

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 155

ITIL V4 Practice: Service Level Management – Information Sources

Information sources

Customer Engagement Customer Feedback

Initial listening Surveys

Discovery and information Keys business related

capture measure

Measurement, ongoing
Operational metrics
progress discussion

Asking simple open-ended

Business metrics
questions

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 156

ITIL V4 Practice: Service Level Management – SVC Contribution

Activity Contribution
Plan SLM supports planning of product and service portfolio
and service offerings with information about the actual
service performance and trends.

Improve SLM can be a driving force for improvement.

Engage SLM ensures ongoing engagement with customers and
users through feedback processing and continual service
review.

Design & SLM provides an input to the design and development of

transition new and changed services.

Obtain/ SLM provides objectives for component and service

build performance, as well as for measurement and reporting
capabilities of the products and services.
Heat map of the contribution of the
service desk to value chain activities
Deliver & SLM communicates service performance objectives to
support operations and support teams and collects their feedback
as an input for service improvement.

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 157

ITIL V4 Practice: Service Request Management

Purpose: support the agreed quality of a service by handling all
pre-defined, user-initiated service requests in an effective and
user-friendly way.

Service request
Request from a user, or a user’s authorized representative, that
initiates a service action agreed as a normal part of service delivery.

Initiation Approval Fulfilment

Management

Service requests are a normal part of service delivery, nota failure

or degradation of service, which are handled as incidents.
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 158

Service request management – Request, Request Catalog

Supporting the agreed quality of a service by handling all
predefined, user-initiated service request in an effective and user-
friendly way.
Service Request
Request from a user, or a user’s authorized representative, that initiates a
service action agreed as a normal part of service delivery.
Request Catalog
View of the service catalog providing details on service requests for
existing and new services available for users.

Request for a Request for Request for

service Feedback,
Request for provision of access to a
delivery compliments
information a resource resource or a
action and complaints
or service service

Requests with changes to services or components are typically

handled as standard changes.
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ITIL V4 Practice: Service Request Management - Guidelines

Identify and implement Establish policies on what

Standardize and
opportunities for service requests will be
automate service
improvement to produce fulfilled with limited or
requests and their
faster fulfilment times and even no additional
fulfilment to the greatest
take additional advantage approval so fulfilment
degree possible.
of automation. can be streamlined.

Create policies and

Clearly set expectations Clearly identify service
workflows to redirect
of users regarding requests that require
service requests that
fulfilment times, based authorization according
should actually be
on what the organization to financial, information
managed as incidents or
can realistically deliver. security or other policies.
changes.

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 160

Service Request Management –Process

Services request management depends on well designed process

operationalized through tracking and automation tools.

Service requests may have simple or Steps to fulfil requests should be

quite complex workflows well-known and proven

The service provider can agree to Some service requests can be a self-
fulfilment times and provide clear services experience completely
status communication to users fulfilled by automation

Leverage existing workflow models where possible to improve efficiency

(the measure of whether the right amount of resources have been used)
and maintainability (the ease with which something can be repaired or
modified).
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 161

ITIL V4 Practice: Service Request Management – SVC Contribution

Activity Contribution

Plan

Improve SRM provides a channel for improvements, user

compliments and complaints and contributes to
improvement by providing trend, quality and
feedback information about fulfilment of
requests.

Engage SRM includes regular communication to collect

user requirements, set expectations and update
status.

Design & Initiating standard changes to services that can

transition be fulfilled as service requests.

Obtain/build Request fulfilment may require acquisition of pre-

approved service components.

Deliver & support SRM contributes to normal service delivery,

mostly concerned with ensuring users are Heat map of the contribution of
productive, which depends on fulfilment of their service request management to
requests. value chain activities
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 162

Technical Management Practices (3) – the 1 in bold is in Foundation

General management practices Service management practices Technical management practices
(14) (17) (3)
1. Architecture management 1. Availability management 1. Deployment management
2. Continual improvement 2. Business analysis 2. Infrastructure and
3. Information security 3. Capacity and performance platform management
management management
4. Knowledge management 4. Change enablement
3. Software development
5. Measurement and reporting 5. Incident management and management
6. Organizational change 6. IT asset management
management 7. Monitoring and event
7. Portfolio management management
8. Project management 8. Problem management
9. Relationship management 9. Release management Technical Management
10. Risk management 10. Service catalogue practices have been
11. Service financial management management adapted from technology
12. Strategy management 11. Service configuration management domains for
13. Supplier management management service management
14. Workforce and talent 12. Service continuity purposes by expanding or
management management shifting their focus from
13. Service design technology solutions to IT
14. Service desk services
15. Service level management
16. Service request management
17. Service validation and testing

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 163

ITIL V4 Practice: Deployment Management –Purpose, Key Terms

Purpose: moving new or changed hardware, software,

documentation, processes, or any other service
component to live environments; may be involved in
deploying components to testing and staging
environments.
Deployments
The movement of any service component into any
environment..

Continuous Integration / Continuous Deliver (CI/CD)

Integrated set of practices and tools used to merge
developer’s code, build and test and package the resulting
software so it is ready for deployment.

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 164
Deployment Management and Change Enablement, Release
Management

Change Deployment Release

Enablement management management

• Ensuring risks are • Moving • Making

assessed, new/changed new/changed
authorizing changed hardware, software, services and
to proceed and documentation, features available
managing a change processes, or any for use.
schedule to enable other service
successful IT component to live
changes. environments.

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 165

Module 7

Exam Preparation

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 166

Module 7: Exam Preparation

▪ Module Objectives
• Help you prepare to pass the optional ITIL Foundation
certification exam

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 167

Format of the examination

Type Multiple choice, 40 questions; types: ‘standard’; ‘missing word’ ‘list’ (2 correct
items); very rarely, ‘negative’ (“what is NOT…”)

Duration Maximum 60 minutes for all candidates in their mother tongue; Candidates
completing an exam in a language that is not their mother tongue have a
maximum of 75 minutes to complete the exam and are allowed the use of a
dictionary.
Prerequisites Accredited ITIL Foundation training is strongly recommended but is not a
prerequisite

Supervised Yes

Open Book No

Pass Score 26/40 or 65%

Delivery This examination is available in online or paper-based format

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 168

Tips for taking the ITIL Foundation Examination

▪ Attempt all question- if you don’t know an answer, skip/guess/mark for review
▪ Mark all answers on the exam paper (or if taken online, on the web page)
▪ Don’t forget to use the processTof
HANK YOU
elimination
▪ FOR “always”, and “guarantees”
Watch for absolutes , fro example, “only”,
▪ Lists, chains: least plausible
YOURanswers are listed last; start by comparing them
PARTICIPATION
▪ If stuck between two choices, ask, “what is this thing, and who owns it (versus
who is concerned or involved in the scenario?
▪ Read questions carefully-don’t miss the word “NOT”!
▪ If it asks for the “BEST” answer, there are more than one correct answers on
the page; typically, the most inclusive answer is correct
▪ If a word is in the question, and in one of the answers…
▪ If one of the answers is not like the others…
▪ For testing purposes, take the ITIL view, rather than your own

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