Study Guide ITIL4 v3.1.0 PDF

ITIL 4
FOUNDATION TRAINING MATERIAL COURSE

TABLE OF CONTENTS
Course Overview > TABLE OF CONTENTS
• Section 1: Introduction
• Section 2: Service Management
• Section 3: Four Dimensions of Service Management
• Section 4: Service Value System
• Section 5: Service Value Chain
• Section 6.1: ITIL 4 Practices Introduction
• Section 6.2: Recall The Purpose Of The ITIL Practices
• Section 6.3: Recall Definitions Of The ITIL Terms
• Section 6.4: ITIL Practices In Detail
• Section 7: Guiding Principles
• Section 8: Continual Improvement
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SECTION 1: INTRODUCTION
3
ABOUT THE COURSE
SECTION 1: INTRODUCTION > ABOUT THE COURSE
Exam 4 th
Industrial
Welcome
Fundamentals Revolution
Management Service
Fundamentals Organizations
4
WELCOME
SECTION 1: INTRODUCTION > WELCOME
You learn everything you need to know to

be able to pass the ITIL 4 Foundation Exam.
We designed this course based on the

official ITIL 4 Foundation text book.
5
EXAM FUNDAMENTALS
SECTION 1: INTRODUCTION > EXAM FUNDAMENTALS
• 60 minutes
– Candidates taking the exam in a language that is not in their native or
working language may be awarded 25% extra time, i.e. 75 minutes in total
• 40 questions, each question is worth 1 mark
– ‘standard’
– ‘missing word’
– ‘list’ (2 correct items)
– Rarely, ‘negative’ (“what is NOT…”)
• Pass mark: 65% or higher (26 marks or above)
• levels 1 and 2
– 9 questions at Level 1 (Recall) = 22.5%
– 31 questions at Level 2 (Understand, Describe, Explain) = 77.5%
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4TH INDUSTRIAL REVOLUTION
SECTION 1: INTRODUCTION > 4TH INDUSTRIAL REVOLUTION
7
ITIL HISTORY
SECTION 1: INTRODUCTION > ITIL HISTORY
8
SERVICE ORGANIZATIONS
SECTION 1: INTRODUCTION > SERVICE ORGANIZATIONS
Service Management: a set of specialized

organization capabilities for enabling value to
customers in the form of service.
ITIL 4: Provides organizations with the most

comprehensive framework for IT Service
Management
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SERVICE ORGANIZATIONS
SECTION 1: INTRODUCTION > SERVICE ORGANIZATIONS
How is the value co-created between Walmart and the customers?

Customer has a party.
Customer walk into Walmart store.
Buy some supplies to cook a meal at night.
Walmart provided all supplies (Provided output)
Customer created excellent meal (Provided outcome)
The happiness at the party is the value co-created.

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SECTION 2: KEY CONCEPTS
SERVICE MANAGEMENT
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KEY CONCEPTS SERVICE MANAGEMENT
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT
Organizations, Service
Service Management Providers, Service Consumers, Services And Products
And Other Stakeholders
Service Offerings Service Relationships Value
Outcomes Costs Risks
The Nature Of Value And Value

Utility And Warranty
Co-creation
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KEY CONCEPTS SERVICE MANAGEMENT
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > KEY CONCEPTS SERVICE MANAGEMENT
These concepts apply to all organizations and services.
But the first thing that must be outlined is the most fundamental
question of all:
• What is ‘service management’?
13
SERVICE MANAGEMENT
Service Management: a set of specialized organization capabilities for

enabling value to customers in the form of service.
Developing the specialized organizational capabilities mentioned in the

definition requires an understanding of:
•the nature of value

•the nature and scope of the stakeholders involved
•how value creation is enabled through services.
14
SERVICE MANAGEMENT
Organizational capabilities refers to having both the capacity and

the ability to perform the functions required.
• The purpose of an organization is to create value for
stakeholders.
• Organize your people to best support the activities, practices
and processes.
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SERVICE MANAGEMENT
The provider delivers the service, and the consumer receives

value; the consumer plays no role in creating value for themselves.
This was the old idea about delivering services by most

organizations who self-identified as ‘service providers’.
This fails to take into consideration the highly complex and

interdependent service relationships that exist in reality.
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VALUE
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > VALUE
Value: the perceived benefits, usefulness, and

importance of something.
•Value is based on the recipient’s perception.
•The recipient determines the perceived value.
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ORGANIZATION
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > ORGANIZATION
• A person or a group of people that has its own functions,

Organization responsibilities, and relationships to achieve its objectives.
• A role performed by an organization in a service

Service Provider relationship to provide services to consumers.
• A role performed by an organization in a relationship that

Services Consumer uses (or consumes) those services.
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ORGANIZATION
Organizations vary in size, complexity, and in their legal structure.
Previously “Delivering something is easy… delivering value is

hard!”
Instead in ITIL4 Value is co-created by the service provider and the

consumer.
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ORGANIZATION
As societies and economies evolve, the relationships between and within

organizations become more complex.
Each organization depends on others in its operation and development.
Depending on the point of view, organizations can play many different roles.
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ORGANIZATION – CO-CREATION
As a supplier, I can provide everything you need
As a consumer, you must do your part to co-create value.
Service Relationships are different and complicated
You can be both a supplier and a consumer simultaneously

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DIFFERENT ROLES
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > ORGANIZATION > DIFFERENT ROLES
USER • A person who uses services
• A person who defines the requirements for a service

CUSTOMER and takes responsibility for the outcomes of service
consumption
• A person who authorizes the budget for service

SPONSOR consumption
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DIFFERENT ROLES
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > ORGANIZATION > DIFFERENT ROLES
Our company decided to have an ERP system
Different departments needs a way to talk to each others.
Finance, HR, Sales and Purchasing Managers would like to have a consolidated system.
Each department has number of employees.
Meeting with top management is required, and meeting with users and customers as well.
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OTHER STAKEHOLDERS
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > ORGANIZATION AND PEOPLE > OTHER STAKEHOLDERS
Individual
Organization Partners Suppliers
Employees
Government
Investors Shareholders Regulators
Organizations
Social Groups
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SERVICES & PRODUCTS
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > SERVICES AND PRODUCTS
Service: is a mean of enabling value co-creation by

facilitating outcomes that customers want to
achieve, without the customer having to manage
specific costs and risks.
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SERVICES & PRODUCTS
Product: configuration of resources created by the

organization that will be potentially valuable for its customers.
Resources can be owned or managed by the organization
A Product combines and simplifies the various services.
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SERVICES & PRODUCTS
Each product that an organization offers is created with several target

consumer groups in mind to meet the needs of these groups.
A product is not exclusive to one consumer group and can address the needs
of several different groups.
• For example, a software service can be offered as a ‘lite’ version for
individual users or a more comprehensive corporate version.
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SERVICES & PRODUCTS
Products are typically complex and are not fully visible to the consumer.
The portion of a product that the consumer actually sees does not always
represent all of the components that comprise the product and support its
delivery.
Organizations define which product components their consumers see and

tailor them to suit their target consumer groups.
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SERVICE OFFERINGS
Service Offering: a description of one or more services

designed to address the needs of a target consumer group.
Service offering can include goods, access to resources, and

service actions.
Access to Service
Goods
resources Actions
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SERVICE OFFERINGS | EXERCISE
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > SERVICE OFFERINGS | EXERCISE
Goods
• Things are transferred from the service provider to the consumer, and then the consumer is responsible for their
future use.
Access to resources
• Access to resources are granted or licensed to a consumer under agreed terms and conditions.
Service Actions
• Actions performed to address a consumer’s needs.
• Service actions performed to address a consumer's needs.
• These actions are performed by the service provider according to the agreement with the consumer.
• Some of the examples are, user support like service desk, where the service actions are performed to fulfil
the needs of the consumer.
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SERVICE RELATIONSHIPS
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > SERVICE RELATIONSHIPS
• A corporation between a service provider and service consumer,

Service Relationship including service provision, service consumption and service
relationship management
• The activities performed by an organization to provide the

Service Provision services
• The activities performed by an organization to consume the

Service Consumption services.
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Service relationships
• Established between two or more organizations to co-
create value.
• Organizations will take on the roles of service providers
or service consumers.
• The two roles are not mutually exclusive, can be provide
and consume several.
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Service Relationship Management: the activities that the service

provider and the service consumer do together to enable value co-
creation to occur based upon the service offering.
• An organization might be both a service provider and service
consumer at the same time.
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SERVICE RELATIONSHIPS MODEL
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > SERVICE RELATIONSHIPS MODEL
When providers deliver services, they create new resources for service consumers
or modify existing ones.
The service consumer can use its new or modified resources to create its products
to address the needs of another target consumer group, thus becoming a service
provider.
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OUTCOMES
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > OUTCOMES
Achieving desired outcomes requires resources and is often associated with

risks.
Service providers help their consumers to achieve outcomes, take on some

of the associated risks and costs.
On the other hand, service relationships can introduce new risks and costs
and negatively affect the intended outcomes while supporting others.
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OUTCOMES
Outcome: a result for a stakeholder, enabled by one or

more outputs.
Affected outcomes Supported outcomes
Cost introduced Cost removed
Risk introduced Risk removed
VALUE
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OUTCOMES
If I use UBER APP:
No rental car No parking No gasoline No insurance
– I am able to reduce costs

– Because it is co-creating: I have to have smart phone, battery, internet,
GPS…etc.
– But also there are risks that being assumed like: maybe I miss my
meeting, maybe I cannot find UBER Services in same area…etc.
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OUTCOMES
When the value proposition is good, a business agreement can be made.
Value propositions change when the factors change.
It can be difficult for the provider to fully understand the outcomes that
the consumer wants to achieve.
In some cases they will work together to define the desired outcomes.
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OUTCOMES
Output: a tangible or intangible deliverable of an activity
Services facilitate outcomes through one or more outputs.
You should care more about the outcome than the output.
Create metrics that measure outcomes and not just outputs.

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COSTS
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > COSTS
From the service consumer’s perspective, there are two types of

cost involved in service relationships:
• Costs removed from the consumer by the service (a part of the value proposition).
• Costs imposed on the consumer by the service (the costs of service consumption).
Both types of cost are considered when the consumer assesses the
value expect from service to create.
It is important that both types of cost are fully understood.
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COSTS
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > COSTS
Cost: the amount of money spent on a specific activity or

resources
Cost may be measured man-hours of FTEs
• One FTE (Full Time Equivalent) equals 2000 hours of work per year.
A Service provider aims to reduce or remove costs for you

when providing a service
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RISKS
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > RISKS
As with costs, there are two types of risk that are of concern to
service consumers:
• Risks removed from a consumer by the service (part of the value proposition).
• Risks imposed on a consumer by the service (risks of service consumption).
The consumer contributes to the reduction of risk through:
• Actively participating in the definition of the requirements

• Clearly communicating the critical success factors (CSFs)
• Ensuring the provider has access to the necessary resources.
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RISKS
Risk: a possible event that could cause harm, loss, or make it more difficult to achieve
objectives.
A service provider’s goal should be to reduce risk for the consumer.
Risk is potentially imposed on consumers by the service.
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RISKS
What shall we do to reduce risks or remove:
Define the requirements of the service and clarify the required outcomes
Clearly communicate any constraints and the critical success factors
Consumers must ensure providers have access to the necessary resources
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RISKS
Avoid • Risk avoidance involved removing risks from the service
• Risk acceptance is used when the risk or cost is considered

Accept low
Transfer • Risk transfer is often used when you insure against a risk
• Risk mitigation is used when you implement technology or

Mitigate processes to reduce the risk
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UTILITY AND WARRANTY
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > UTILITY AND WARRANTY
Value is created from Utility and Warranty
Utility: Functionality offered by a product or service to meet a particular need

• What a service does?
Warranty: assurance that a product or service will meet agreed requirements

• How the service performs?
Utility is what something does.
Warranty is how well it does it.
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UTILITY & WARRANTY
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > UTILITY AND WARRANTY
The assessment of service must consider the impact of costs and

risks on utility and warranty to generate a complete picture of the
viability of a service.
Both utility and warranty are essential for a service to facilitate its
desired outcomes and therefore help create value.
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UTILITY AND WARRANTY - CREATE VALUE
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > UTILITY AND WARRANTY - CREATE VALUE
Utility
T/F
Performance Correct
OR Fit for Purpose
Constraints Removed
Value Created
AND
Availability
Capacity T/F
Continuous results AND Fit for Use
Secure T/F
Warranty
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UTILITY AND WARRANTY - CREATE VALUE
SECTION 2: KEY CONCEPTS SERVICE MANAGEMENT > UTILITY AND WARRANTY - CREATE VALUE
A service should have both utility and warranty
Warranty requires that a service has defined and agreed-upon conditions that are met.
Utility requires that a service support the performance or remove constraints from the
consumer
Warranty addresses areas such as availability, capacity, security levels, and continuity.
Utility is concerned with fit for propose.
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SECTION 3: FOUR DIMENSIONS
OF SERVICE MANAGEMENT
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FOUR DIMENSIONS OF SERVICE MANAGEMENT
SECTION 3: FOUR DIMENSIONS OF SERVICE MANAGEMENT
51
The objective is to create value for its stakeholders, which is achieved through the
provision and consumption of services.
The four dimensions of service management must be introduced.
Organizations should consider all aspects of their behavior to achieve desired

outcomes.
However, in practice, organizations often become too focused on one area of their
initiatives and neglect the others.
52
To support a holistic approach to service management, ITIL defines four dimensions that
collectively are critical to the effective and efficient facilitation of value for customers and
other stakeholders in the form of products and services.
Organizations and Information and

people technology
Partners and Value streams and

suppliers processes.
53
These four dimensions represent perspectives that are relevant to the whole
SVS, including the entirety of the service value chain and all ITIL practices.
The four dimensions are constrained or influenced by several external

factors that are often beyond the control of the SVS.
Failing to address all four dimensions adequately may result in services

becoming undeliverable or not meeting expectations of quality or efficiency.
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Four Dimensions of Service Management

• Organizations & People
• Information & Technology
• Partners and Suppliers
• Value Streams and Processes
PESTLE
• Political, Economic, Social, Technological, Environmental and Legal
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ORGANIZATIONS & PEOPLE
SECTION 3: FOUR DIMENSIONS OF SERVICE MANAGEMENT > ORGANIZATIONS & PEOPLE
The first dimension of service management is organizations and people.
The effectiveness of an organization cannot be assured by a formally established

structure or system of authority alone.
The organization needs a culture that supports its objectives.
It is vital that the leaders of the organization champion and advocate values which
motivate people to work in desirable ways.
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People are a crucial element in this dimension.
Attention should be paid to the skills and competencies of teams or

individual members, management and leadership styles, and communication
and collaboration skills.
As practices evolve, people also need to update their skills and

competencies.
57
Every person in the organization should have a clear understanding of their contribution
towards creating value for the organization.
Promoting a focus on value creation is an effective method of breaking down

organizational silos.
The organizations and people dimension of a service covers:
• Roles and responsibilities

• Formal organizational structures
• Culture
• Required staffing
• Competencies.
58
How will we form our Horizontal structure tend to be

organizational structure? more agile
Continual training and

Vertical structures tend to be
development of your workforce is
more process driven
important
Culture starts at the top and

Culture: Shared values and
funnels down throughout the
attitudes of the organization
company
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INFORMATION & TECHNOLOGY
SECTION 3: FOUR DIMENSIONS OF SERVICE MANAGEMENT > INFORMATION & TECHNOLOGY
IT Services
IT Services
Management
60
The technologies that support service management

include, but are not limited to:
• workflow management systems
• knowledge bases
• inventory systems
• communication systems
• analytical tools.
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Service management increasingly benefits from developments in

technology.
Artificial intelligence, machine learning, and other cognitive computing

solutions are used at all levels, from strategic planning and portfolio
optimization to system monitoring and user support.
The use of mobile platforms, cloud solutions, remote collaboration tools,

automated testing, and deployment solutions has become a common
practice among service providers.
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When applied to the SVS, it includes the information and knowledge necessary
to manage services and the technologies required.
It incorporates the relationships between different components of the SVS, such

as the inputs and outputs of activities and practices.
Technology that supports IT Service Management ensures the business can

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

customer value.
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The information architecture of the various services needs to be well

understood and continually optimized, taking into account such criteria:
Availability Reliability Accessibility
Timeliness Accuracy Relevance

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INFORMATION & TECHNOLOGY | BRAINSTORMING
SECTION 3: FOUR DIMENSIONS OF SERVICE MANAGEMENT > INFORMATION & TECHNOLOGY | BRAINSTORMING
Information management has challenges such as

security and regulatory compliance requirements
• Is it compatible with the current architecture?
• Does it raise any regulatory, compliance, or information security
control issues?
• Will it continue to be viable in the foreseeable future?
• Does it align with the service provider or service consumer
strategy?
65
INFORMATION & TECHNOLOGY | BRAINSTORMING
SECTION 3: FOUR DIMENSIONS OF SERVICE MANAGEMENT > INFORMATION & TECHNOLOGY | BRAINSTORMING
Information management has challenges such as security and

regulatory compliance requirements
• Does the organization have the right skills to support and maintain the
technology?
• Does it have enough automation capabilities to be developed, deployed and
operated?
• Does it have additional capabilities that can be leveraged for other products or
services?
• Does it introduce new risks or constraints to the organization?
• Does Organizational culture have an impact on your risk tolerance?
66
PARTNERS & SUPPLIERS
SECTION 3: FOUR DIMENSIONS OF SERVICE MANAGEMENT > PARTNERS & SUPPLIERS
Encompasses an organization’s relationships with other organizations involved in the design,

development, deployment, delivery, support, and/or continual improvement of services.
Incorporates contracts and other agreements between the organization and its partners or
suppliers.
Relationships between organizations may involve various levels of integration and formality.
• Formal contracts
• Flexible partnerships.
67
An organization acting as a service provider will have a position on this

spectrum.
An organization acts as a service consumer, its role will depend on its

strategy and sourcing and supplier management objectives.
When using partners and suppliers, an organization’s strategy should be

based on its goals, culture, and business environment.
Other organizations may choose to rely as much as possible on their

resources, using partners and suppliers as little as possible.
68
One method an organization may use to address the partners

and suppliers dimension is service integration and management.
This involves the use of a specially established integrator to

ensure that service relationships are properly coordinated.
Service integration and management may be kept within the

organization, but can also be delegated to a trusted partner.
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PARTNERS & SUPPLIERS FACTORS
SECTION 3: FOUR DIMENSIONS OF SERVICE MANAGEMENT > PARTNERS & SUPPLIERS FACTORS
Strategic focus Corporate culture
Resource scarcity Cost concerns
Subject matter expertise External constraints
Demand patterns
70
• Some companies choose to concentrate on their core expertise and outsource

Strategic focus noncore services.
• Others like to be as self-sufficient as possible, controlling all key functions.
Corporate • Some organizations have a historical preference for one approach over another.
culture • Longstanding cultural bias is difficult to change without compelling reasons.
Resource • If a resource or expertise is in scarce supply, it may be difficult for a service

scarcity provider to obtain it without a supplier.
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• A decision may be influenced by whether the service provider believes that it

Cost concerns is more economical to source a particular requirement from a supplier.
Subject matter • Sometimes it is less risky to use a supplier that already has expertise in a
expertise required area.
External • Government regulation or policy, industry codes of conduct, and social,

constraints political or legal constraints may impact an organization’s supplier strategy.
Demand • Customer activity or demand for services may be seasonal or demonstrate

patterns high degrees of variability.
72
Service provider and service consumer relationships.
What is your organization’s partner ad supplier strategy?
Service integration and management might be kept within the organization.
Service integration and management might be also delegated to a service integrator.
73
Share Collaborate
Clear
common to achieve Formal
separation
goals and desired contracts
of roles
risks. outcomes.
Partnership Supplier
74
Service Integration & Management: involves the use of specially

established integrators to ensure that service relationships are
properly coordinated.
Your organization’s strategy is

based upon its goals, culture, and
business environment.
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VALUE STREAMS & PROCESSES
SECTION 3: FOUR DIMENSIONS OF SERVICE MANAGEMENT > VALUE STREAMS & PROCESSES
Value Stream and Processes: define the activities, workflows,

controls and procedures needed to achieve the agreed upon
objectives.
The activities undertaken

How activities are organized
How value creation is ensured
76
Value Stream: a series of steps an organization undertakes to

create and deliver products and services to service consumers.
Value adding activities
Value Stream Steps
Step 1 Step 2 Step 3
Non Value adding activities

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For example in McDonalds they are automating the

cashiers and replace them with a machines.
78
Process: a set of interrelated or interacting

activities that transforms inputs into outputs.
A well-defined process can improve

productivity, be optimized and then
become automated.
79
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VALUE STREAMS & PROCESSES | BRAINSTORMING
SECTION 3: FOUR DIMENSIONS OF SERVICE MANAGEMENT > VALUE STREAMS & PROCESSES | BRAINSTORMING
A well-defined process can improve productivity, be

optimized and then become automated.
What is the generic delivery model for the service and

how does the service work?
What are the value streams involved the agreed output of

the service?
Who and what will perform the required service actions?

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APPLYING FOUR DIMENSIONS OF SERVICE MGMT
SECTION 3: FOUR DIMENSIONS OF SERVICE MANAGEMENT > APPLYING FOUR DIMENSIONS OF SERVICE MGMT.
INCIDENT AS AN EXAMPLE
Organization and People

• How to organize our Team?
• How to organize communication, how to escalate, how to decide how many people we
need…etc.
• Qualification, Hiring, paying salaries, testing…etc.
Information & Technology

• How to register the incident?
• Relationship between incidents, using technologies, software, hardware…etc.
• Incident workflow, reports, events, communicate data and share them.
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APPLYING FOUR DIMENSIONS OF SERVICE MGMT.
SECTION 3: FOUR DIMENSIONS OF SERVICE MANAGEMENT > APPLYING FOUR DIMENSIONS OF SERVICE MGMT.
Partner and Supplier

• How to communicate?
• How to choose suppliers, wo we need partnership?
• Do we need external team for specific products like: printers, IPTV?
Value Streams & Processes

• How to build the incident process?
• Who is the owner of this process?
• How to manage and how to monitor?
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PESTLE
SECTION 3: FOUR DIMENSIONS OF SERVICE MANAGEMENT > PESTLE
• P – Political
• E – Economic
• S – Social
• T – Technological
• E – Environmental
• L – Legal
• PESTEL model describes factors that constrain or influence

how a service provider can operate.
84
PESTLE
SECTION 3: FOUR DIMENSIONS OF SERVICE MANAGEMENT > PESTLE
85
FOUR DIMENSIONS OF SERVICE MGMT.
SECTION 3: FOUR DIMENSIONS OF SERVICE MANAGEMENT > FOUR DIMENSIONS OF SERVICE MGMT.
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SECTION 4: SERVICE VALUE
SYSTEM
87
SERVICE VALUE SYSTEM
SECTION 4: SERVICE VALUE SYSTEM
88
For service management to function properly, it needs to work as a system.
Service Value System (SVS): Describes how all the components and activities of the organization
work together as a system to enable value co-creation.
One of the biggest challenges an organization can face is the presence of organizational silos.
Require integration and coordination of activities, practices, teams, authorities, and

responsibilities.
89
The key inputs to the SVS are opportunity and demand.
Opportunities represent options or possibilities to add value for

stakeholders or otherwise improve the organization.
Demand is the need or desire for products and services among internal
and external consumers.
The outcome of the SVS is value, that is, the perceived benefits,
usefulness, and importance of something.
90
The ITIL SVS includes the following components
• Recommendations that can guide an organization in all circumstances, regardless of changes in its goals,
Guiding principles strategies, type of work, or management structure.
Governance • The means by which an organization is directed and controlled.
• A set of interconnected activities that an organization performs to deliver a valuable product or service to its
Service value chain consumers and to facilitate value realization.
Practices • Sets of organizational resources designed for performing work or accomplishing an objective.
Continual • A recurring organizational activity performed at all levels to ensure that an organization’s performance
improvement continually meets stakeholders’ expectations.
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SERVICE VALUE SYSTEM ACTIVITIES
SECTION 4: SERVICE VALUE SYSTEM > SERVICE VALUE SYSTEM ACTIVITIES
Service Value System: ensure that the organization continually co-create

value with all stakeholders through the use and management of products
and services.
The left side of the figure shows opportunity and demand feeding into the
SVS from both internal and external sources.
The right side shows value created for the organization, its customers, and
other stakeholders.
93
Organizational silos can form in many ways and for many different
reasons.
Silos can be resistant to change and can prevent easy access to the
information which can reduce efficiency and increase both cost and risk.
Silos make it more difficult for communication or collaboration to occur

across different groups.
94
Practices can also become silos.
All practices should have multiple interfaces with one another.
The exchange of information between practices should be triggered at key points in

the workflow.
The architecture of the ITIL SVS specifically enables flexibility and discourages
siloed working.
95
The service value chain activities and the practices in the SVS can be combined in
multiple value streams to address the needs of the organization in a variety of
scenarios.
Organizations should be able to define and redefine their value streams in a

flexible, yet safe and efficient manner.
This requires continual improvement activity to be carried out at all levels of the
organization; the ITIL continual improvement model helps to structure this activity.
96
The continual improvement and overall operation of an

organization are shaped by the ITIL guiding principles.
The guiding principles create a foundation for a shared

culture across the organization, thus supporting
collaboration and cooperation.
97
The ITIL SVS supports many work approaches with a flexible value-oriented
operating model.
The scope of the SVS can be a whole organization or a smaller subset of that
organization.
Include the whole organization in the scope to achieve the maximum value
from the SVS and to properly address the issue of organizational silos.
98
GOVERNANCE
SECTION 4: SERVICE VALUE SYSTEM > GOVERNANCE
ITIL provides a framework for governance.
ITIL is best practice you can follow it the way you

want
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SECTION 5: SERVICE VALUE
CHAIN
100
SERVICE VALUE CHAIN
SECTION 5: SERVICE VALUE CHAIN
101
SERVICE VALUE CHAIN INTRO
SECTION 5: SERVICE VALUE CHAIN> SERVICE VALUE CHAIN INTRO
To carry out a certain task or respond to a particular situation,

organizations create service value streams.
These are specific combinations of activities and practices, and each one
is designed for a particular scenario.
Once designed, value streams should be subject to continual

improvement.
102
SERVICE VALUE CHAIN INTRO
SECTION 5: SERVICE VALUE CHAIN> SERVICE VALUE CHAIN INTRO
The central element of the SVS is the service value chain, an operating model
which outlines the key activities required.
In respond to demand and facilitate value realization through the creation and
management of products and services.
The six value chain activities are:
plan improve engage
design and transition obtain/build deliver and support.

103
SERVICE VALUE CHAIN
These activities represent the steps an organization takes in the

creation of value.
Each activity transforms inputs into outputs. These inputs can be

demand from outside the value chain or outputs of other activities.
All the activities are interconnected, with each activity receiving and
providing triggers for further action.
104
SERVICE VALUE CHAIN
To convert inputs into outputs, the value chain activities use different combinations of
ITIL practices, drawing on internal or third-party resources, processes, skills, and
competencies as required.
Understanding the activities and the service value chain, and how they interconnect.
Describe the interconnected nature of the service value chain and how this support value
streams
105
SERVICE VALUE CHAIN
Each activity contributes to the service value chain by

transforming specific inputs into outputs.
Service value chain activities uses different combinations

of the 34 ITIL practices.
106
SERVICE VALUE CHAIN
107
SERVICE VALUE CHAIN
All incoming and outgoing interactions are performed through the engage activity.
All new resources are obtained though the obtain/build activity
Planning at all levels is performed via plan activity
Improvements at all levels are initiated and managed through the improve activity
Integration and coordination between design & transition, obtain/build, and delivery &
support
108
PLAN
SECTION 5: SERVICE VALUE CHAIN> PLAN
Ensure a shared understanding of the vision,

current status, and improvement direction
for all four dimensions and all products and
services across the organization.
109
PLAN
Inputs:
• Policies, requirements, ad constraints provided by the
organization’s governance body.
• Consolidated demands and opportunities provided by engage
• Value chain performance information, improvement initiatives,
plans, and status provided by improve.
• Information about new or changed products and services from
design & transition and obtain/build
110
PLAN
Outputs: Strategic, Tactical, and Operational Plans

• Portfolio decisions, architecture, and policy are sent to
design & transition
• Feedback on improvement opportunities to improve
• Product and service portfolio, contract requirements, and
agreement requirements to engage.
• Contract and agreement requirements for engage
111
IMPROVE
SECTION 5: SERVICE VALUE CHAIN> IMPROVE
Ensure continual improvement of

products, services and practices across
all value chain activities and the four
dimensions of service management.
112
IMPROVE
Inputs: Product and service performance information

from deliver & support
• Stakeholders feedback from engage.
• Performance information and improvement opportunities from all
value chain activities.
• Knowledge and information about new and changed products and
services from design & transition and obtain/build
• Knowledge and information about third-party components from
engage.
113
IMPROVE
Outputs:
• Improvement initiatives and plans for all value chain
activities.
• Value chain performance information from plan and the
governing body
• Improvement status reports for all value chain activities
• Contracts and agreement requirements for engage
• Service performance information for design & transition
114
ENGAGE
SECTION 5: SERVICE VALUE CHAIN> ENGAGE
Provides a good understanding of stakeholder

needs, continual engagement, and transparency,
and maintains good relationships with all
stakeholders.
115
ENGAGE
Input:
• A product and service portfolio provided by plan
• High-level demand for services and products, provided by
internal and external customers
• Detailed requirements for services and products, Requests and
feedback provided by customers
• Marketing opportunities from current and potential customers
and users
116
ENGAGE
Input:
• Incidents, service requests, and feedback from users
• Information on the completion of user support tasks and
Product and service performance information from deliver
and support
• Cooperation opportunities and feedback and Knowledge
and information about third-party service components
provided by partners and suppliers
117
ENGAGE
Input:
• Contract and agreement requirements from all value
chain activities
• Knowledge and information about new and changed
products and services from design and transition,
and obtain/build
• Improvements initiatives and plans, and Improvement
status reports from improve
118
ENGAGE
Outputs:
• Consolidated demands and opportunities for plan
• Product and service requirements for design and
transition
• User support tasks for deliver and support
• Improvement opportunities and stakeholders’
feedback for improve
119
ENGAGE
Outputs:
• Change or project initiation requests for obtain/build
• Contracts and agreements with external and internal
suppliers and partners for design and transition,
and obtain/build
• Knowledge and information about third-party service
components for all value chain activities
• Service performance reports for customers
120
DESIGN & TRANSITION
SECTION 5: SERVICE VALUE CHAIN> DESIGN & TRANSITION
Ensure that products and services

continually meet stakeholder
expectations for quality, cost, and
time to market.
121
DESIGN & TRANSITION
Inputs:
• Portfolio decisions, architectures and policies, provided by plan
• Product and service requirements, provided by engage
• Improvement initiatives and plans and Improvement status
reports provided by improve
• Service performance information, provided by deliver and
support, and improve
122
DESIGN & TRANSITION
Inputs:
•Service components from obtain/build
•Knowledge and information about third-party
service components from engage
•Knowledge and information about new and
changed products and services from obtain/build
123
DESIGN & TRANSITION
Output:
• Requirements and specifications for obtain/build
• New and changed products and services for deliver and support
• New product and service information for all value chain activities
• Performance information and improvement opportunities
for improve
124
OBTAIN/BUILD
SECTION 5: SERVICE VALUE CHAIN> OBTAIN/BUILD
Ensure that service components

are available when and where
they are needed, and that they
meet agreed specifications.
125
OBTAIN/BUILD
SECTION 5: SERVICE VALUE CHAIN> DELIVER AND SUPPORT
Inputs:
• Architectures and policies provided by plan
• Contracts and agreements with external and internal suppliers and
partners, provided by engage
• Goods and services, provided by external and internal suppliers
and partners
• Requirements and specifications, provided by design and transition
• Improvement initiatives and plans, provided by improve
126
OBTAIN/BUILD
SECTION 5: SERVICE VALUE CHAIN> DELIVER AND SUPPORT
Output:
• Service components for deliver and support
• Service components for design and transition
• Knowledge and information about new and changed service components
to all value chain activities
• Performance information and improvement opportunities for improve.
127
DELIVER & SUPPORT
SECTION 5: SERVICE VALUE CHAIN> DELIVER & SUPPORT
Ensure that services are delivered and

supported according to agreed
specifications and stakeholders’
expectations.
128
DELIVER & SUPPORT
Input:
• new and changed products and services provided by design and
transition
• service components provided by obtain/build
• improvement initiatives provided and improvement status reports from
improve
• user support tasks provided and knowledge and information about third-
party service components by engage
• knowledge and information about new and changed service components
and services from design and transition, and obtain/build
129
DELIVER & SUPPORT
Output:
• Services delivered to customers and users
• Information on the completion of user support tasks for engage
• product and service performance information for engage and improve
• improvement opportunities for improve
• contract and agreement requirements for engage
• change requests for obtain/build
• service performance information for design and transition
130
SERVICE VALUE CHAIN
131
VALUE STREAMS
SECTION 5: SERVICE VALUE CHAIN> VALUE STREAMS
Service value stream: Specific combinations of activities and practices and each one is designed
for a particular scenario.
We can run the value chain in a flexible way.
Each value stream is made up of a different combination of value chain activities.
The service value chain’s strength is the interrelationships throughout the process
132
SECTION 6.1: ITIL 4 PRACTICES
INTRODUCTION
133
CATEGORIES OF PRACTICES
SECTION 6.1: ITIL 4 PRACTICES INTRODUCTION> CATEGORIES OF PRACTICES
14 GENERAL MANAGEMENT
17 SERVICE MANAGEMENT
3 TECHNICAL MANAGEMENT
134
WHAT IS A PRACTICES?
SECTION 6.1: ITIL 4 PRACTICES INTRODUCTION> CATEGORIES OF PRACTICES
Practice: a set of organized resources designed for

performing work or accomplishing an objective.
Recall the purpose of 15 ITIL Practices for ITIL 4 Foundation

exam
135
ITIL 4 FOUNDATION PRACTICES
SECTION 6.1: ITIL 4 PRACTICES INTRODUCTION> ITIL 4 FOUNDATION PRACTICES
Information security management

Relationship management
Supplier management
IT asset management
Monitoring and event management
Release management
Service configuration management
Recall the purpose of the following Deployment management
ITIL practices: Continual improvement
Change enablement
Incident management
Problem management
Service request management
Service desk
Service level management
136
IT Asset
Event
Configuration item
Recall the definition for the
Change
following ITIL terms:
Incident
Problem
Known errors
137
Continual improvement
Change control
Incident management
Explain the following ITIL
Problem management
practices in details:
Service desk

138
SECTION 6.2: RECALL THE PURPOSE
OF THE ITIL PRACTICES
139
RECALL THE PURPOSE OF THE ITIL PRACTICES
SECTION 6.2: RECALL THE PURPOSE OF THE ITIL PRACTICES
Information Monitoring
Relationship Supplier IT asset
security and event
management management management
management management
Service
Release Deployment Continual Change
configuration
management management improvement enablement
management
Service
Incident Problem Service level
request Service desk
management management management
management
140
INFORMATION SECURITY MANAGEMENT PURPOSE
SECTION 6.2: RECALL THE PURPOSE OF THE ITIL PRACTICES > INFORMATION SECURITY MANAGEMENT PURPOSE
Protect the information needed by the

organization to conduct its business.
Understanding and managing risks to the

confidentiality, integrity, and availability of
information.
141
RELATIONSHIP MANAGEMENT
SECTION 6.2: RECALL THE PURPOSE OF THE ITIL PRACTICES > RELATIONSHIP MANAGEMENT
The purpose of the relationship management practice is to

establish and nurture the links between the organization
and its stakeholders at strategic and tactical levels.
It includes the identification, analysis ,monitoring, and

continual improvement of relationships with and between
stakeholders.
142
SUPPLIER MANAGEMENT
SECTION 6.2: RECALL THE PURPOSE OF THE ITIL PRACTICES > SUPPLIER MANAGEMENT
Ensure the management of supplier and their

performance to support the seamless provisioning
of quality products, services and components.
Good relationships with suppliers can provide you

with advanced warning.
143
IT ASSET MANAGEMENT
SECTION 6.2: RECALL THE PURPOSE OF THE ITIL PRACTICES > IT ASSET MANAGEMENT
The purpose of the IT asset management practice is to plan

and manage the full lifecycle of all IT assets, to help the
organization:
• maximize value
• control costs
• manage risks
• support decision-making about purchase, re-use, retirement, and disposal
of assets
• meet regulatory and contractual requirements.
144
MONITORING AND EVENT MANAGEMENT
SECTION 6.2: RECALL THE PURPOSE OF THE ITIL PRACTICES > MONITORING AND EVENT MANAGEMENT
The purpose of the monitoring and event management practice is to

systematically observe services and service components, and record
and report selected changes of state identified as events.
This practice identifies and prioritizes infrastructure, services, business

processes, and information security events, and establishes the
appropriate response to those events, including responding to
conditions that could lead to potential faults or incidents.
145
RELEASE MANAGEMENT
SECTION 6.2: RECALL THE PURPOSE OF THE ITIL PRACTICES > RELEASE MANAGEMENT
The purpose of the release

management practice is to make
new and changed services and
features available for use.
146
SERVICE CONFIGURATION MANAGEMENT
SECTION 6.2: RECALL THE PURPOSE OF THE ITIL PRACTICES > SERVICE CONFIGURATION MANAGEMENT
The purpose of the service configuration management practice is to

ensure that accurate and reliable information about the
configuration of services, and the CIs that support them, is available
when and where it is needed.
This includes information on how CIs are configured and the

relationships between them.
147
DEPLOYMENT MANAGEMENT
SECTION 6.2: RECALL THE PURPOSE OF THE ITIL PRACTICES > DEPLOYMENT MANAGEMENT
The purpose of the deployment management practice is to

move new or changed hardware, software, documentation,
processes, or any other component to live environments.
It may also be involved in deploying components to other

environments for testing or staging.
148
CONTINUAL IMPROVEMENT
SECTION 6.2: RECALL THE PURPOSE OF THE ITIL PRACTICES > CONTINUAL IMPROVEMENT
The purpose of the continual improvement

practice is to align the organization’s practices
and services with changing business needs
through the ongoing improvement of products,
services, and practices, or any element involved
in the management of products and services.
149
CHANGE ENABLEMENT
SECTION 6.2: RECALL THE PURPOSE OF THE ITIL PRACTICES > CHANGE ENABLEMENT
The purpose of the change control practice

is to maximize the number of successful
service and product changes by ensuring
that risks have been properly assessed,
authorizing changes to proceed, and
managing the change schedule.
150
INCIDENT MANAGEMENT
SECTION 6.2: RECALL THE PURPOSE OF THE ITIL PRACTICES > INCIDENT MANAGEMENT
The purpose of the incident

management practice is to minimize
the negative impact of incidents by
restoring normal service operation
as quickly as possible.
151
PROBLEM MANAGEMENT
SECTION 6.2: RECALL THE PURPOSE OF THE ITIL PRACTICES > PROBLEM MANAGEMENT
The purpose of the problem management

practice is to reduce the likelihood and
impact of incidents by identifying actual
and potential causes of incidents, and
managing workarounds and known errors.
152
SERVICE REQUEST MANAGEMENT
SECTION 6.2: RECALL THE PURPOSE OF THE ITIL PRACTICES > SERVICE REQUEST MANAGEMENT
The purpose of the service request

management practice is to support the
agreed quality of a service by handling all
pre-defined, user-initiated service requests
in an effective and user-friendly manner.
153
SERVICE DESK
SECTION 6.2: RECALL THE PURPOSE OF THE ITIL PRACTICES > SERVICE DESK
The purpose of the service desk practice is to

capture demand for incident resolution and
service requests.
It should also be the entry point and single point

of contact for the service provider with all of its
users.
154
SERVICE LEVEL MANAGEMENT
SECTION 6.2: RECALL THE PURPOSE OF THE ITIL PRACTICES > SERVICE LEVEL MANAGEMENT
The purpose of the service level

management practice is to set clear
business-based targets for service levels,
and to ensure that delivery of services is
properly assessed, monitored, and managed
against these targets.
155
SECTION 6.3: RECALL
DEFINITIONS OF THE ITIL TERMS
156
DEFINITION FOR THE ITIL TERMS
SECTION 6.3: RECALL DEFINITIONS OF THE ITIL TERMS > DEFINITION FOR THE ITIL TERMS
IT Asset
Event
Configuration item
Recall the definition for the
Change
following ITIL terms:
Incident
Problem
Known errors
157
IT asset • Any financially valuable component that can contribute to

the delivery of an IT product or service.
• Any change of state that has significance for the
Event management of a service or other configuration item (CI).

• Events are typically recognized through notifications
created by an IT service, CI, or monitoring tool.
158
Configuration • Any component that needs to be

managed in order to deliver an IT
item service.
• The addition, modification, or

Change removal of anything that could have a
direct or indirect effect on services.
159
• the unplanned interruption to a service or

Incident degradation of the service performance or quality.
• A cause, or potential cause, of one or more

Problem incidents.
• A problem that has been analyzed but has not

Known error been resolved.
160
SECTION 6.4: ITIL PRACTICES IN
DETAIL
161
SECTION 6.4: ITIL PRACTICES IN DETAIL> ITIL 4 FOUNDATION PRACTICES
Continual improvement
Change control
Incident management
Explain the following ITIL
Problem management
practices in details:
Service desk

162
SECTION 6.4: ITIL PRACTICES IN DETAIL> CONTINUAL IMPROVEMENT
Aligns the organization’s practices and services

with changing business needs through the
ongoing identification and improvement of
services, service components, practices, or any
element involved in the efficient and effective
management of products and services.
163
CONTINUAL IMPROVEMENT MODEL
SECTION 6.4: ITIL PRACTICES IN DETAIL> CONTINUAL IMPROVEMENT MODEL
164
CONTINUAL IMPROVEMENT SCOPE
SECTION 9: GENERAL MANAGEMENT PRACTICES > CONTINUAL IMPROVEMENT SCOPE
The development of improvement-related methods and techniques

and a continual improvement culture across the organization.
The commitment to practice of continual improvement must be

embedded into every line of the organization.
If it is not, there is a real risk that daily operational concerns and

significant project work will eclipse continual improvement efforts.
165
CONTINUAL IMPROVEMENT ACTIVITIES
SECTION 6.4: ITIL PRACTICES IN DETAIL> CONTINUAL IMPROVEMENT ACTIVITIES
Encouraging continual improvement across the organization
Securing time and budget for continual improvement
Identifying and logging improvement opportunities
Assessing and prioritizing improvement opportunities

166
CONTINUAL IMPROVEMENT ACTIVITIES
SECTION 6.4: ITIL PRACTICES IN DETAIL> CONTINUAL IMPROVEMENT ACTIVITIES
Making business cases for improvement action
Planning and implementing improvements
Measuring and evaluating improvement results
Coordinating improvement activities across the organization.

167
OTHER FRAMEWORKS FOR CI
SECTION 6.4: ITIL PRACTICES IN DETAIL> OTHER FRAMEWORKS FOR CI
Balanced scorecard
SWOT analysis
review
Lean methods provide

Internal and external
perspectives on the
assessments and audits.
elimination of waste.
Agile methods focus on

DevOps methods work
making improvements
holistically.
incrementally.
168
Continual improvement is everyone’s responsibility.
Embedding continual improvement is the responsibility of the highest

level in the organization.
Their commitment to continual improvement, attitudes, behavior, and

culture is crucial.
Training should be provided to staff members to contribute to continual

improvement.
169
It is good to have a small team dedicated full-time

to leading continuous improvement. This team
can serve as coordinators, guides, and mentors.
Accurate data, carefully analyzed and understood,

is the foundation of fact-based decision-making
for improvement.
170
CONTINUAL IMPROVEMENT REGISTER (CIR)
SECTION 6.4: ITIL PRACTICES IN DETAIL> CONTINUAL IMPROVEMENT > CONTINUAL IMPROVEMENT REGISTER (CIR)
Continual Improvement Register (CIR): Database or

structured document to track and manage improvement
ideas from identification through to final action
We can use High, Medium and Small as a categorization

for the impact of the improvement Idea
171
SECTION 6.4: ITIL PRACTICES IN DETAIL> CONTINUAL IMPROVEMENT REGISTER (CIR)
Continual improvement registers (CIR) identify and manage improvement

ideas from identification to final execution
There can be more than one CIR in an organization, as multiple CIRs can be
maintained on individual, team, departmental, business unit, and
organizational levels.
Some organizations maintain a single master CIR, but segment how it is used
and by whom at a more granular level.
172
SECTION 6.4: ITIL PRACTICES IN DETAIL> CONTINUAL IMPROVEMENT REGISTER (CIR)
To continually enhance the company and its

services, improvement ideas must be gathered,
documented, analyzed, prioritized, and acted upon.
Continuous improvement is essential to the

creation and maintenance of all other practices, as
well as the SVS's lifetime.
173
SERVICE VALUE CHAIN
174
• Apply the practice to all planning activities,

Plan methods, and techniques.
Improve • Is the key activity of SVC.
• Focuses on improving engagement

Engage approaches and practices Activity’s
175
Design & • Focuses on improving the approaches and practices

involved in Contribution design, develop &
Transition transitioning
• Focuses on improving the approaches and practices

Obtain/build of obtain /build
Deliver & • Focuses on improving the approaches and practices

of operation, management & maintenance
support
176
CHANGE ENABLEMENT
SECTION 6.4: ITIL PRACTICES IN DETAIL> CHANGE ENABLEMENT
Ensure maximizing the success rate of the changes, being

executed in a service environment through the proper
assessment, analysis and authorization of all the changes.
Beneficial effects of Adverse effects of

changes changes
177
CHANGE ENABLEMENT SCOPE
SECTION 6.4: ITIL PRACTICES IN DETAIL> CHANGE ENABLEMENT SCOPE
IT
Applications Documentation
infrastructure
Supplier
Processes
relationships
178
CHANGE ENABLEMENT TYPES
SECTION 6.4: ITIL PRACTICES IN DETAIL> CHANGE ENABLEMENT TYPES
Standard
• Standard changes are low-risk and well-understood
Normal
• Normal changes require some level of authorization
Emergency
• Emergency changes have an expedited assessment and authorization

process
179
CHANGE ENABLEMENT
Change Authority: a person or group responsible for authorizing a change
Change Emergency: a change that must be introduced as soon as possible.
Failure to plan is not an emergency change
Change Schedule: used to help plan changes, assist in communication, avoid

conflicts, and assign resources.
180
SERVICE VALUE CHAIN
181
CHANGE ENABLEMENT
• Modeling the change control for changes to process,

Plan
products, service portfolio etc. at all levels.
• Improvement of change control practices, i.e., the way change

Improve
is being handled.
• Engaging with the stakeholders required for

Engage
execution, informing, consulting etc. while doing the change.
182
CHANGE ENABLEMENT
Design & Transition • Defining & transitioning the change
• Acquiring & building the service components required for

Obtain/build
proposed change
• Informing, coordinating, communicating, monitoring the

Deliver & support
changes & its impacts, before and after the execution of change.
183
INCIDENT MANAGEMENT
SECTION 6.4: ITIL PRACTICES IN DETAIL> INCIDENT MANAGEMENT
Minimalizing the negative impact of incidents by

restoring normal service operation as quickly as
possible.
Incident: the unplanned interruption to a service or

degradation of the service performance or quality.
184
INCIDENT MANAGEMENT
Identify Categorize
Prioritize Resolve
185
INCIDENT MANAGEMENT PORPUSE
SECTION 6.4: ITIL PRACTICES IN DETAIL> INCIDENT MANAGEMENT PORPUSE
Should aim at restoring the services quickly.
The occurrence of the incidents may result in impact to a user or many.
Ensure the availability of the services to customer as defined and agreed.
Should ensure, all the incidents are logged, categorized, prioritized and resolved.
Usually it is based on Impact and urgency.
186
INCIDENT MANAGEMENT ACTIVITY
SECTION 6.4: ITIL PRACTICES IN DETAIL> INCIDENT MANAGEMENT ACTIVITY
Provide the appropriate management and allocation of different resources, for

different types of incidents.
Impact of incidents may vary from low to very high.
Requirement of resources to resolve the incidents depends on the complexity

involved in resolving them.
Accordingly, resources are utilized during the incident resolution.
187
INCIDENT MANAGEMENT
Major incidents which will have major impact to the business

would require separate process or procedure.
Incidents has to be stored, recorded, and reviewed regularly to

ensure the incident reduction, reducing resolution time etc.
Improving first level call resolution and establishing known

error database would bring in significant contribution.
188
INCIDENT MANAGEMENT
Swarming: Involves many different stakeholders working

together initially, until it becomes very clear which of them is
best placed to continue and who can move on to other tasks.
Solving incidents relies heavily on collaboration and

information sharing.
189
INCIDENT MANAGEMENT
Suppliers or
Support team
partners
Temporary
cross-
Service Desk
functional
team
Incident
Users self- Diagnosis Disaster
help & recovery
Resolution
190
SERVICE VALUE CHAIN
191
INCIDENT MANAGEMENT CONTRIBUTION
SECTION 6.4: ITIL PRACTICES IN DETAIL> INCIDENT MANAGEMENT CONTRIBUTION
• improvement by reducing the incident resolution time, improving the user

Improve experience…etc.
• Engaging, coordination & communication with the users and subject matter
Engage expertise.
Design & Transition • Resolving the incident which would occur during the design and transition
Obtain/build • Resolving the incident which would occur in the development environment
Deliver & support • Identifying and resolving the incidents.
192
PROBLEM MANAGEMENT
SECTION 6.4: ITIL PRACTICES IN DETAIL> PROBLEM MANAGEMENT
Problem Management: to identify the potential & actual

causes of incidents and reduce the probability of the impacts
of incidents by providing the solutions and workarounds,
including the creation of known errors.
193
PROBLEM MANAGEMENT
Problem • A cause, of one or more incidents.
Known Error • A problem that has been analyzed and has not been resolved.
• A solution that reduces or eliminates the impact of an incident or problem

Workaround for which a full resolution is not yet available.
• Workarounds can be created at any stage.
194
PROBLEM MANAGEMENT
Problem Identification
Problem Control
Error Control
195
PROBLEM MANAGEMENT
Focuses on identifying these causes, so that, those can be analyzed to

resolve the incidents, by providing the workaround or permanent fix.
Problem identification involves identifying & logging problems, performing

the trend analysis of the incidents, detection of duplicate or recurring
incidents, identifying the risks involved in major incident scenarios,
analyzing the information provided by suppliers, developers, partners, etc.
196
PROBLEM MANAGEMENT
Problem control involves, analyzing the problem, identification of

workarounds or permanent fix to the identified problem. It may
or may not provide solutions to known errors that have been
identified.
Problem control should consider all the risk, relationship

between the various incidents, performance of the services,
assumption to understand the potential causes which would
result in impacting to the services.
197
PROBLEM MANAGEMENT
Error control focuses on assessing and analyzing all the errors which are identified
regularly; so that overall impact can be understood and worked upon by identifying a
permanent fix and workaround.
Contributes to other practices also, by providing the visibility towards the underlying
causes.
• For example, incident management practices can reduce the impact of incidents by elimination of causes
through the fix provided by problem management.
Similarly, problem management support continual improvement practice etc.
198
SERVICE VALUE CHAIN
199
PROBLEM MANAGEMENT CONTRIBUTION
SECTION 6.4: ITIL PRACTICES IN DETAIL> PROBLEM MANAGEMENT CONTRIBUTION
Improve • Provides an understanding of how to reduce incidents and their impact
Engage • Involving the required stakeholders for problem prioritization and resolution.
• Providing the information that will help in improved testing and knowledge
Design & Transition transferring
Obtain/build • Managing the product defects identified by problem management
Deliver & support • Preventing recurrence of incidents and supporting timely incident resolution.
200
SERVICE DESK
SECTION 6.4: ITIL PRACTICES IN DETAIL> SERVICE DESK
Service Desk: capture demand for incident

resolution and service requests.
A single point of contact for users of the services to

contact during service interruption, service queries
…etc.
201
SERVICE DESK
Service desk has a major influence on user experience
Service desk should focus on excellent customer

service
Support and development team need to work in close

collaboration with the service desk.
202
SERVICE DESK
Provides the required channel for users to contact for reporting issues, requests, queries.
Acknowledge & log, classify, prioritize and action to resolve & fulfill (incidents & requests
respectively), as applicable.
Consider the impact that is made to the business and organization.
Providing the support to business and people to enable them to be successful.
203
SERVICE DESK
Service
Phone call Live chat
portals
Walk-in
chatbot email
service desk
Discussion
Text Messages Social media
boards
204
SERVICE DESK STRUCTURE
SECTION 6.4: ITIL PRACTICES IN DETAIL> SERVICE DESK STRUCTURE
Centralized Local
Follow the
Virtual
Sun
205
SERVICE DESK STRUCTURE: CENTRALIZED
Multiple user locations are serviced by a single support location

206
SERVICE DESK STRUCTURE: LOCAL
Users and support staff are

located on the same
premises or campus
207
SERVICE DESK STRUCTURE: VIRTUAL/FOLLOW THE SUN
Virtual
Multiple user locations are serviced by
multiple support locations which by virtue
of call routing and other technology are
able to appear and respond to user
requests as a single entity
Follow the Sun

Identical to a virtual service desk, but
organized in such a way as to utilize
support staff shifts working during normal
daylight hours for all user requests
coming from any time zone
208
SUPPORTING TECHNOLOGIES
SECTION 6.4: ITIL PRACTICES IN DETAIL> SERVICE DESK > SUPPORTING TECHNOLOGIES
Intelligent telephony systems
Workflow systems
Workflow management
Resource planning systems
Knowledge base
Call recording and quality control
Remote access tools
209
SUPPORTING STAFF
SECTION 6.4: ITIL PRACTICES IN DETAIL> SERVICE DESK > SUPPORTING STAFF
Excellent
customer
service skills
Effective
communicati Empathy
on
Incident
Emotional
analysis and
intelligent
prioritization
Understand
business
priority
210
SERVICE VALUE CHAIN
211
SERVICE DESK
Improve • Monitoring and evaluating for continual improvement of service desk practice.
• Focuses on engaging with users and address their requests, queries and resolve
Engage incidents.
• Involvement of the service desk to communicate the new or changed services to

Design & Transition users
• Acquiring the service components required for fulfilling service requests and
Obtain/build resolving incidents
Deliver & support • Coordinating for receiving, logging, resolving the incidents and queries of the users.
212
SECTION 6.4: ITIL PRACTICES IN DETAIL> SERVICE LEVEL MANAGEMENT
Service Level Management: set clear business-

based targets for services performance so that the
delivery of a service can be properly assessed,
monitored, and managed against these targets..
213
Captures and reports on service issues including

performance against defined service levels
Service Level Agreement (SLA): Documented agreement

between a service provider and a customer that identifies
services required and the expected level of service
214
Measures the performance from the

customer's point of view
•Related to a defined service
•Agreement is between the service provider and
service consumer
•Must be simply written and easy to understand
215
Discovery and
Initial listing information
capture
Measurement and Asking simple

ongoing process open-ended
discussions questions
216
SERVICE LEVEL AGREEMENTS
SECTION 6.4: ITIL PRACTICES IN DETAIL> SERVICE LEVEL MANAGEMENT > SERVICE LEVEL AGREEMENTS
Service level agreements (SLAs) have long been used as a tool to

measure the performance of services from the customer’s point
of view, and they must agree in the broader business context.
Using SLAs may present many challenges; often, they do not fully
reflect the more comprehensive service performance and the
user experience.
217
SERVICE LEVEL MANAGEMENT REQUIREMENTS
SECTION 6.4: ITIL PRACTICES IN DETAIL> SERVICE LEVEL MANAGEMENT REQUIREMENTS
They must be related to a defined ‘service’ in the service catalog.
They should relate to defined outcomes and not simply operational metrics.
This can be achieved with balanced bundles of metrics.
They should reflect an ‘agreement’ i.e., engagement and discussion between the service
provider and the service consumer.
They must be written and easy to understand and use for all parties
218
In many cases, using single-system-based metrics as targets can

result in misalignment and a disconnect between service
partners regarding the success of the service delivery and the
user experience.
• For example, suppose an SLA is based only on the percentage of uptime of a
service.
• In that case, the provider can be deemed successful yet still miss out on
significant business functionalities and outcomes that are important to the
consumer.
• This is referred to as the ‘watermelon SLA’ effect
219
SERVICE LEVEL MANAGEMENT | EXERCISE
SECTION 6.4: ITIL PRACTICES IN DETAIL> SERVICE LEVEL MANAGEMENT | EXERCISE
• Can you remember situations where companies' thoughts you were

happy, but unfortunately, they were wrong?
• Do you think the watermelon effect is the reason why they thought you
are happy?
• What do you think is the solution to this issue?
220
Service level management requires focus and

effort to engage and listen to the requirements,
issues, concerns, and daily needs of customers:
• Identifying and confirming clients' wants and expectations
requires engagement.
• Listening builds relationships and trust by showing
consumers they're respected and understood.
221
SERVICE LEVEL MANAGEMENT SOURCES
SECTION 6.4: ITIL PRACTICES IN DETAIL> SERVICE LEVEL MANAGEMENT SOURCES
Customer engagement: involves initial listening, discovery, and information capture.
Customer feedback
• Surveys: from immediate feedback such as follow-up questions to incidents
• Key business-related measures: measures agreed between the service provider and its customer, based on
what the customer values as important.
Operational metrics: low-level indicators of various operational activities.
Business metrics: any business activity that is deemed useful or valuable by the customer
222
SERVICE VALUE CHAIN
SECTION 10: SERVICE MANAGEMENT PRACTICES
223
SERVICE LEVEL MANAGEMENT CONTRIBUTION
SECTION 6.4: ITIL PRACTICES IN DETAIL> SERVICE LEVEL MANAGEMENT CONTRIBUTION
• Support planning of product and service portfolio and

Plan service offerings
Improve • SLM is a driving force for service improvement
• Ensure ongoing engagement with customers and users

Engage through feedback
224
SERVICE LEVEL MANAGEMENT CONTRIBUTION
SECTION 6.4: ITIL PRACTICES IN DETAIL> SERVICE LEVEL MANAGEMENT CONTRIBUTION
Design & • Provide an input into the design of new and

Transition changed services
• Receive objectives for components and service

Obtain/build performance
Deliver & • Communicate service performance objectives

support to the operations and support teams.
225
Service request management: support the

agreed quality of the service by handling the
pre-defined user requests, which are initiated
by users in a professional and friendly manner.
Initiate Approve Fulfill

226
Service request
A request from a user or a user’s authorized representative initiates a service

action that has been agreed as a regular part of service delivery.
Service request are a normal part of service delivery
227
SECTION 6.4: ITIL PRACTICES IN DETAIL> SERVICE REQUEST MANAGEMENT
Use automation to the greatest degree

Seek out opportunities for improvement
possible.
Create appropriate policies to limit,

Optimize then automate & Manage
remove, and minimize the need for
expectation
additional approvals.
Leverage existing workflow models
228
SERVICE VALUE CHAIN
SECTION 10: SERVICE MANAGEMENT PRACTICES
229
SECTION 6.4: ITIL PRACTICES IN DETAIL> SERVICE REQUEST MANAGEMENT
• Provide users a channel for improvement initiatives, compliments, and

Improve complaints
Engage • Provides regular communications to help set expectations.
Design & Transition • Standard changes are used to initiate and fulfill service requests
Obtain/build • Acquiring the services components required for fulfillment of service requests.
• Service request management makes a significant contribution to normal service

Deliver & support delivery
230
SECTION 7: GUIDING
PRINCIPLES
231
GUIDING PRINCIPLES
SECTION 7: GUIDING PRINCIPLES
Progress Collaborate and

Start Where
Focus on Value Iteratively with Promote
You Are
Feedback Visibility
Think and Work Keep it simple Optimize and

Holistically and practical Automate
232
GUIDING PRINCIPLES
Guiding Principles: a recommendation that guides an organization in all circumstances.
The guiding principles encourage effective behaviors and smart judgments of all sorts and levels.
These principles reflected in many other frameworks, methods, standards, philosophies, and/or bodies
of knowledge, such as Lean, Agile, DevOps, and COBIT.
This helps a company to successfully incorporate several methodologies into service management.
233
GUIDING PRINCIPLES
The guiding principles apply to practically any initiative and to all relationships with
stakeholder groups.
• For example, the first principle, focus on value, can (and should) be applied not only to service
consumers, but to all relevant stakeholders and their respective definitions of value.
Guiding principles are applied universally to any initiative.
Encourage and support organizations in continual improvement.
Consider which of the guiding principles are relevant to your situation.
234
FOCUS ON VALUE
SECTION 7: GUIDING PRINCIPLES > FOCUS ON VALUE
Focus on Value: everything the organization

does should link back, directly or indirectly, to
value for itself, its customers, and other
stakeholders.
235
FOCUS ON VALUE
Understand and identify the service consumers
Understand the consumer’s perspective of value
Map value to intended outcomes which change over time.
Understand the customer experience or user experience
236
FOCUS ON VALUE
Know how your consumers and Encourage a focus on value

customers will use each service among the entire staff
Focus on value during Include a focus on value in

operational activity and during every step of any improvement
improvement initiatives initiative.
237
START WHERE YOU ARE
SECTION 7: GUIDING PRINCIPLES > START WHERE YOU ARE
Start Where You Are

•Don’t start over without first
considering what is already available
to be leveraged.
238
START WHERE YOU ARE
If you have a decision on how to proceed then it should be based on

accurate information.
Measurement should be used to support the analysis of what has

been observed rather than to replace it.
Measuring can affect the results: Employees can play with

measurements, so they get better results.
239
START WHERE YOU ARE
Measure your outcomes, not your outputs.

• Look at what exists as objectively as possible.
• Determine if successful practices or services can be replicated or
expanded.
• Apply your risk management in the decision making process.
• Recognize that sometimes nothing from your current state can be
reused.
What can be reused or improved upon?

240
PROGRESS ITERATIVELY WITH FEEDBACK
SECTION 7: GUIDING PRINCIPLES > PROGRESS ITERATIVELY WITH FEEDBACK
Progress Iteratively with Feedback:

•With time-boxed and embedded feedback loops,
you gain flexibility, react to demands quicker,
detect failure faster, and enhance quality.
•Organize work into smaller or more manageable
sections.
241
Sequential or Manageable Tangible

simultaneous and managed results
Timely Build future

manner improvements
242
Feedback Loop: occurs when part of

the output of an activity is used as a
new input.
243
To apply this principle successfully, consider these advices:
Comprehend the whole, but do • Must be continually reevaluated to reflect

something changes to the circumstances accurately.
The ecosystem is constantly

• Utilize feedback before, throughout, and after
changing, so feedback is
each iteration.
essential
• Understand where work comes from, where

Fast does not mean incomplete
outputs go, and how actions affect outcomes.
244
COLLABORATE AND PROMOTE VISIBILITY
SECTION 7: GUIDING PRINCIPLES > COLLABORATE AND PROMOTE VISIBILITY
Collaborate and Promote Visibility:

• Puts the appropriate people in the right positions, increasing buy-
in, relevance, and long-term success.
Collaboration is about working together
Collaboration increases visibility
Work on improvements may be less urgent than other activities.

245
A lack of visibility leads to

Understand the flow of work
poor decision making
Identify bottlenecks Identify excess capacity
Uncover waste
246
INFORMATION
KANBAN BORAD
RADIATOR
247
COLLABORATE & PROMOTE VISIBILITY
Collaboration does not necessarily mean consensus

• It is wise, to get consensus from everyone involved in an initiative before
proceeding.
Communicate in a way the audience can hear

• Selecting the right method and message for each audience is critical for
success.
Decisions can only be made on visible data.

• Making decisions in the absence of data is risky.
248
THINK & WORK HOLISTICALLY
SECTION 7: GUIDING PRINCIPLES > THINK AND WORK HOLISTICALLY
Taking a holistic approach to service management

means knowing how all aspects of a company
function together.
249
When you have a holistic understanding, you know how something works from end to
end.
Recognize the complexity of the system

• Different levels of complexity require different heuristics for decision-
making.
Collaboration is key to thinking and working holistically
250
When you have a holistic understanding, you know how something works from end to
end.
Look for patterns of interactions between system elements

• Draw on knowledge in each area to identify what is essential for
success.
Automation can help you to work more holistically
• Automation can support end-to-end visibility for the organization and
provide an efficient means of integrated management.
251
KEEP IT SIMPLE & PRACTICAL
SECTION 7: GUIDING PRINCIPLES > KEEP IT SIMPLE AND PRACTICAL
Keep It Simple and Practical:

• Outcome-based thinking produces effective solutions with the
fewest processes.
• Establish a holistic view of the organization’s work
• Start with an uncomplicated approach
• Do not try to produce a solution for every exception
• Be mindful of how we can complete the objectives
• Keep it simple and practical
252
OPTIMIZE & AUTOMATE
SECTION 7: GUIDING PRINCIPLES > OPTIMIZE AND AUTOMATE
OPTIMIZE & AUTOMATE:

•Optimization means to make something as
effective and useful as it needs to be.
•Before an activity can be effectively
automated, it should be optimized to
whatever degree is possible and reasonable.
253
OPTIMIZE & AUTOMATE
Automation:
•Using technology to accomplish a step or set
of tasks without human interaction.
•Automate frequent and repetitive tasks
•Simplest form of automation involves
standardizing and streamlining manual tasks
254
OPTIMIZE & AUTOMATE
Understand and agree to the context for the optimization
Assess the current state to understand where it ca be improved
Focus on simplification and value where agreeing to the future state
Ensure the optimization has the appropriate level of stakeholder engagement and commitment
Execute the improvements in an iterative way, using metrics and other feedback to check progress, stay on track
and adjust as needed.
255
OPTIMIZE & AUTOMATE
Simplify and/or optimize before automating

• Attempting to automate something that is complex or
suboptimal is unlikely to achieve the desired outcome.
Define your metric

• The intended and actual result of the optimization
should be evaluated using an appropriate set of metrics.
256
OPTIMIZE & AUTOMATE
Use the other guiding principles when applying this one
Progress iteratively with feedback

• Iterative optimization and automation boost stakeholder buy-in for future revisions.
Keep it simple and practical

• Simple doesn't always mean optimal, therefore utilize both when choosing improvements.
Focus on value
• Choosing what to optimize and automate and how to do so should maximize organization value.
Start where you are

• Existing technology may contain unused or underused capabilities and functions.
257
SECTION 8: CONTINUAL
IMPROVEMENT
258
SECTION 8: CONTINUAL IMPROVEMENT
Continual Improvement: aligning an organization’s

practices and services with changing business needs,
through the ongoing assessment and improvement of
each element involved in the management of products
and services.
259
260
STEP 1: WHAT IS THE VISION?
SECTION 8: CONTINUAL IMPROVEMENT > STEP 1: WHAT IS THE VISION?
Each improvement initiative should support the

organization’s goals and objectives.
• Translating the vision and objectives so that the context is
understood.
• Create a high-level vision for the planned improvement.
Focuses on two key areas: the organization and the

initiative.
261
STEP 1: WHAT IS THE VISION?
SECTION 8: CONTINUAL IMPROVEMENT > STEP 1: WHAT IS THE VISION?
Know the high-level direction
Describe planned improvement
Identify stakeholders and roles
Agree upon the expected value
262
STEP 2: WHERE ARE WE NOW?
SECTION 8: CONTINUAL IMPROVEMENT > STEP 2: WHERE ARE WE NOW?
You need to know your starting point to properly plan out your
journey
Conduct current-state assessment of the existing services
Baseline: Report or metric that serves as a starting point against

which progress or change can be assessed.
263
STEP 3: WHERE DO WE WANT TO BE?
SECTION 8: CONTINUAL IMPROVEMENT > STEP 3: WHERE DO WE WANT TO BE?
Gap Analysis: a method to evaluate the scope and nature of the distance to be
travelled from the starting point to the achievement of the initiative’s vision.
Metrics: such as the key performance Indicators (KPIs) and Critical Success
Factors (CSFs) are used for measurement.
Your vision might be aspirational and never truly achieved.
Set our goals and agree to metrics such as KPI’s and CSFs
264
STEP 4: HOW DO WE GET THERE?
SECTION 8: CONTINUAL IMPROVEMENT > STEP 4: HOW DO WE GET THERE?
Create your plan
Check progress after each iterative of your plan
265
STEP 5: TAKE ACTION
SECTION 8: CONTINUAL IMPROVEMENT > STEP 5: TAKE ACTION
Measuring progress towards the vision
Managing the risk during these changes
Ensuring the visibility of the initiative is spread

throughout the organization
266
STEP 6: DID WE GET THERE?
SECTION 8: CONTINUAL IMPROVEMENT > STEP 6: DID WE GET THERE?
Success is not guaranteed
Conduct the current state

assessment again
267
STEP 7: KEEP THE MOMENTUM GOING?
SECTION 8: CONTINUAL IMPROVEMENT > STEP 7: HOW DO WE KEEP THE MOMENTUM GOING?
Attempt to continue the improvement again across the organization
If this step is skipped, then it is likely that improvements will remain isolated and
independent initiatives
It may also be difficult to get support for future improvements
268
Progress Think and Keep it simple

Focus on Start where Collaborate and Optimize and
iteratively with work and practical
value you are promote visibility automate
feedback holistically
√ √ √
What is the vision?
Where are we now? √ √
Where do we want to √ √ √ √
be?
How do we get there? √ √ √ √
Take action
√ √ √
Did we get there? √ √ √
How do we keep the √ √ √ √

momentum going?
269
270
PUTTIN ALL TOGETHER
SECTION 9: END OF COURSE
271
CONGRATULATIONS!
SECTION 9: END OF COURSE
• Congratulations! You've completed your course
• Don't forget to share it with your friends and connections
• You've learnt about the key concepts of ITIL and now you're
ready for the next step
272
CONTACT
GET IN TOUCH Telegram: https://t.me/ITIL4CoursesExams

LinkedIn: https://www.linkedin.com/in/samir-faraj/
E-Mail: [email protected]
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ITIL 4

FOUNDATION TRAINING MATERIAL COURSE

You learn everything you need to know to

We designed this course based on the

Service Management: a set of specialized

ITIL 4: Provides organizations with the most

How is the value co-created between Walmart and the customers?

Customer walk into Walmart store.

Buy some supplies to cook a meal at night.

Walmart provided all supplies (Provided output)

Customer created excellent meal (Provided outcome)

The happiness at the party is the value co-created.

Service Offerings Service Relationships Value

Outcomes Costs Risks

The Nature Of Value And Value

These concepts apply to all organizations and services.

• What is ‘service management’?

Service Management: a set of specialized organization capabilities for

Developing the specialized organizational capabilities mentioned in the

•the nature of value

Organizational capabilities refers to having both the capacity and

The provider delivers the service, and the consumer receives

This was the old idea about delivering services by most

This fails to take into consideration the highly complex and

Value: the perceived benefits, usefulness, and

• A person or a group of people that has its own functions,

• A role performed by an organization in a service

• A role performed by an organization in a relationship that

Organizations vary in size, complexity, and in their legal structure.

Previously “Delivering something is easy… delivering value is

Instead in ITIL4 Value is co-created by the service provider and the

As societies and economies evolve, the relationships between and within

Each organization depends on others in its operation and development.

As a supplier, I can provide everything you need

As a consumer, you must do your part to co-create value.

Service Relationships are different and complicated

You can be both a supplier and a consumer simultaneously

USER • A person who uses services

• A person who defines the requirements for a service

• A person who authorizes the budget for service

Our company decided to have an ERP system

Different departments needs a way to talk to each others.

Each department has number of employees.

Service: is a mean of enabling value co-creation by

Product: configuration of resources created by the

Resources can be owned or managed by the organization

A Product combines and simplifies the various services.

Each product that an organization offers is created with several target

Organizations define which product components their consumers see and

Service Offering: a description of one or more services

Service offering can include goods, access to resources, and

• A corporation between a service provider and service consumer,

• The activities performed by an organization to provide the

• The activities performed by an organization to consume the

Service Relationship Management: the activities that the service

Achieving desired outcomes requires resources and is often associated with

Service providers help their consumers to achieve outcomes, take on some

Outcome: a result for a stakeholder, enabled by one or

Cost introduced Cost removed