ITIL 4 Foundation Training for begineers
- 1. By Kiran Kumar Pabbathi
- 2. Based on AXELOS ITIL® material. Material is reproduced under license from AXELOS. All Rights Reserved. ®ITIL is a registered trademark of AXELOS Limited, used under permission of AXELOS Limited. All Rights Reserved. IT Infrastructure Library® is a (registered) Trademark of AXELOS Limited, used under permission of AXELOS Limited. All Rights Reserved. The Swirl logo™ is a trademark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
- 3. Meet our Trainer Kiran Kumar Pabbathi is an author of more than 10 ITSM books, having 15 plus years of experience in IT industry and has proficient knowledge in ITSM (IT Service Management), and ITAM (IT Asset Management). He is a PeopleCert and BCS accredited trainer with real time experience in IT service delivery, ITIL process management, ITIL process development and consulting. He has witnessed the evolution of ITIL from the version 2, to version 4, and has also trained more than 1000 people across the globe (in countries like India, China, Hong Kong, Malaysia, Germany, Middle east, etc.) Have been a Trainer/ Consultant/ Process Manager for many reputed companies like HP, IBM, Tech Mahindra, Wipro.
- 4. Agenda 1: Introduction 2: Service Management Key Concepts 3: Four Dimensions of Service Management 4: 7 ITIL Guiding Principles 5: Service Value System (SVS) 6: Continual Improvement 7: Mock Exam 1 8: General Management Practices 9: Service Management Practices - Part 1 10: Service Management Practices - Part 2 11 Technical Management Practices 12 Mock Exam 2 Section
- 6. About ITIL 4 Foundation – Training & Certification Two days Sessions based on ITIL® good practice Individual exercises Group discussions Mock examinations and exam technique Formal examination on the 2nd day or 3rd day upon request The IT Service Management Foundation is a two- day course. It is made up of a series of formal lectures, multiple practical assignments to be carried out in syndicate groups and some practical exam preparation. Throughout the course a series of mock examinations will be taken, and you will have ample Opportunity to prepare for the examination, which will be given on the final afternoon.
- 7. The Foundation Certificate Examination 1 hour 40 multiple choice questions 26 correct to pass (65%) Invigilated by the trainer The IT Service Management Foundation certificate has become the IT industry's de-facto professional qualification in the field of IT Service Management. It takes as its syllabus ITIL®. The Foundation examination consists of a one-hour, multiple-choice paper. The paper has 40 questions and with the pass mark set at 65 per cent, a score of 26 or more correct answers will be enough to get you a pass. An independent invigilator will oversee the examination. At the Foundation Level you will be able to get ITIL Awareness, cite, name, reproduce, define, list, quote, pronounce, identify, match, recite, state
- 8. ITIL® Certification Scheme ITIL Foundation for Service Management ITIL Managing Professional ITIL Specialist – Create Deliver and Support ITIL Specialist – Drive Stakeholder Value ITIL Specialist – High Velocity IT ITIL Strategist – Direct Plan and Improve ITIL Strategic Leader ITIL Strategist – Direct Plan and Improve ITIL Leader – Digital and IT strategy
- 9. ITIL® Certification Scheme Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved. Managing Professional (MP) Transition
- 10. ITIL® Certification Scheme Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved.
- 11. Learning Objectives: ITIL 4 Foundation Service Management Concepts The Guiding Principles Four Dimensions of Service Management Service Value system Continual Improvement Overview of ITIL practices Copyright © Service Desk Academy 2019. All rights reserved.
- 12. IT Service Management in the modern world Fresh opportunities for value creation is done through new technologies such as: • Cloud computing • Infrastructure as a service (IaaS) • Machine learning • Blockchain IT is becoming an important business driver and source of competitive advantage. In turn, this positions IT service management as a key strategic capability. Service management is evolving, and so is ITIL, the most widely adopted guidance on IT service management (ITSM) in the world.
- 13. ITIL 4 ITIL 4 provides organizations with comprehensive guidance for the management of IT enabled service in the digital economy. ITIL 4 provides an end to end digital operating model for the delivery and operation of IT enabled products and services and enables IT teams to continue play an important role in wider business strategy. ITIL 4 also provides a holistic end to end approach that integrates framework such as Lean, Agile, Devops, etc.
- 14. What is ITIL 4®? ITIL 4 is an evolution from ITIL v3, providing a practical and flexible transition that allows organizations to adopt the new ways of working required by the modern digital world Best Practice framework for Service Management (SM) in the 4th Industrial Revolution (Industry 4.0) and for Digital Economy. ITIL has led the ITSM (IT Service Management) industry with guidance, training and certification for the last three decades. 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. 1989 2001 2007 2011 2019 ITIL v1 published with 31 total books ITIL v2 published with 7 books. Focus was on SS and SD ITIL v3 published with lifecycle based approach Incremental improvement with some minor updates ITIL v3 Practitioner 2016 ITIL 4
- 16. Section 2 Service Management Key Concepts
- 17. Service Management A set of specialized organizational capabilities for enabling value for customers in the form of services. Examples:
- 18. Service Management 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.
- 19. Value and Value co-creation Value: The perceived benefits, usefulness, and importance of something. The purpose of an organization is to create value for stakeholders. The term ‘value’ is used regularly in service management, and it is a key focus of ITIL 4.
- 20. Value and Value Co-creation Value is co-created through an active collaboration between providers and consumers, as well as other organizations that are part of the relevant service relationships. Communication in value chain* is bi-directional * Value chain outlines the key activities required to create value in response to demand, through the creation and delivery of products and services.
- 21. Value and Value co-creation
- 22. Organizations A person or a group of people that has its own functions with responsibilities, authorities, and relationships to achieve its objectives. Organizations vary in size and complexity, and in their relation to legal entities, from a single person or a team to a complex network of legal entities united by common objectives, relationships, and authorities.
- 23. Service providers When provisioning services, an organization takes on the role of the service provider. The provider can be external to the consumer’s organization, or they can both be part of the same organization.
- 24. Service consumers Service consumer is a generic role that is used to simplify the definition and description of the structure of service relationships. In practice, there are more specific roles involved in service consumption, such as customers, users, and sponsors. These roles can be separate or combined. When receiving services, an organization takes on the role of the service consumer.
- 25. Service Consumer Roles Customer: The role that defines the requirements for a service and takes responsibility for the outcomes of service consumption. User: A person who uses services. Sponsor: A person who authorizes budget for service consumption
- 26. Service Service: A means of enabling value co-creation by facilitating outcomes that customers want to achieve, without the customer having to manage specific costs and risks. Service provider cannot achieve outcomes for you Resource: Personnel, material, finance or other entity required for the execution of an activity or the achievement of an objective. Resources used by an organization may be owned by the organization or used according to an agreement with the resource owner
- 27. Product & Service Offerings Product: A configuration of an organization’s resources designed to offer value for a consumer. Service Offerings: A description of one or more services, designed to address the needs of a target consumer group. A service offering may include goods, access to resources, and service actions.
- 28. Service Offerings Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved.
- 29. Service Offerings Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved.
- 30. Service Relationships Service Provider Service Consumer Service relationship A cooperation between a service provider and service consumer. Service relationships include service provision, service consumption, and service relationship management. To create value, an organization must do more than simply provide a service. It must also cooperate with the consumers in service relationships. Service relationships are established between two or more organizations to co-create value. In a service relationship, organizations will take on the roles of service providers or service consumers. The two roles are not mutually exclusive, and organizations typically both provide and consume a number of services at any given time.
- 31. Service Provisioning Service provision Activities performed by an organization to provide services. Service provision includes: management of the provider’s resources, configured to deliver the service access to these resources for users fulfilment of the agreed service actions service level management and continual improvement. Service provision may also include the supplying of goods.
- 32. Service Consumption Service consumption Activities performed by an organization to consume services. Service consumption includes: management of the consumer’s resources needed to use the service service actions performed by users, including utilizing the provider’s resources, and requesting service actions to be fulfilled. Service consumption may also include the receiving (acquiring) of goods.
- 33. Service Relationship Model Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved.
- 34. Value: Outcomes, Costs and Risks Achieving desired outcomes requires resources (and therefore costs) and is often associated with risks. Service providers help their consumers to achieve outcomes, and in doing so, take on some of the associated risks and costs. On the other hand, service relationships can introduce new risks and costs, and in some cases, can negatively affect some of the intended outcomes, while supporting others. Definitions Output A tangible or intangible deliverable of an activity. Outcome A result for a stakeholder enabled by one or more outputs. Costs The amount of money spent on a specific activity or resource. Costs can be expressed in non-monetary terms, such as time spent, people allocated, etc. Risk A possible event that could cause harm or loss or make it more difficult to achieve objectives. Can also be defined as uncertainty of outcome and can be used in the context of measuring the probability of positive outcomes as well as negative outcomes.
- 35. Value: Outcomes, Costs and Risks Service relationships are perceived as valuable only when they have more positive effects than negative. Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved.
- 36. Sample questions 1. Which of these are stakeholders are involved in the co-creation of value for an organization. Service Consumer Service Supplier Service Provider A. 1 and 3 only B. 2 and 3 only C. None of the above D. All of the above 2. A person or a group of people that has its own functions with responsibilities, authorities, and relationships to achieve its objectives. This is the definition of each term. A. Consumer B. Supplier C. Organization D. Service Provider
- 37. Sample questions 3. A mobile device that is supplied to a consumer who takes ownership of the device, is an example of which service offering component A. Service B. Service actions C. Goods D. Access to resources 4. Acting as a service provider, an organization produces outputs that help its consumers to achieve certain outcomes. An outcome is defined as: A. A result for a stakeholder B. A tangible deliverable of an activity C. An intangible deliverable of an activity D. Activities performed by a service consumer
- 38. End of Section 2
- 39. Section 3 Four Dimensions of Service Management
- 40. 4 Dimensions of Service Management Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved.
- 41. 4 Dimensions of Service Management 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. These are: organizations and people information and technology partners and suppliers value streams and processes These four dimensions represent perspectives which are relevant to the whole SVS ( Service Value System), 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.
- 42. Dimension 1: Organizations and people The first dimension of service management is organizations and people. • The complexity of organizations is growing, and it is important to ensure that the way an organization is structured and managed, as well as its roles, responsibilities, and systems of authority and communication, is well defined and supports its overall strategy and operating model. • People (whether customers, employees of suppliers, employees of the service provider, or any other stakeholder in the service relationship) are a key element in this dimension. • As practices evolve, people also need to update their skills and competencies. It is becoming increasingly important for people to understand the interfaces between their specializations and roles and those of others in the organization, to ensure proper levels of collaboration and coordination.
- 45. Dimension 2: Information and Technology • Service management increasingly benefits from developments in technology like Artificial intelligence, machine learning, mobile platforms, cloud solutions, remote collaboration tools, and other cognitive computing solutions are used at all levels, from strategic planning and portfolio optimization to system monitoring and user support. The technologies that support service management and IT services includes: • Technology in IT services, provides business differentiation potential in highly competitive industries. Some technologies solutions, have become common practice across many industries globally.
- 46. Information and Technology • Information management is the primary means of enabling customer value. • The information architecture of the various services needs to be well understood and continually optimized • Challenges of information management, such as those presented by security and regulatory compliance requirements, are also a focus of this dimension. While managing the information and technology, organizations should consider the following questions:
- 47. Dimension 3: Partners and Suppliers • The partners and suppliers dimension encompasses an organization’s relationships with other organizations that are involved in the design, development, deployment, delivery, support and/or continual improvement of services. • Partners and suppliers also incorporates contracts and other agreements between the organization and its partners or suppliers. • Relationships between organizations may involve various levels of integration and formality. • This ranges from formal contracts with clear separation of responsibilities, to flexible partnerships where parties share common goals and risks, and collaborate to achieve desired outcomes.
- 48. Partners and Suppliers When dealing with suppliers many factors can impact the strategy of the organization, such as: Strategic focus: Some organizations may prefer to focus on their core competency and to outsource non-core supporting functions to third parties; Corporate culture: Some organizations have a historical preference for one approach over another. Resource scarcity: If a required resource or skillset is in short supply, it may be difficult for the service provider to acquire what is needed without engaging a supplier. Cost concerns: A decision may be influenced by whether the service provider believes that it is more economical to source a particular requirement from a supplier. Subject matter expertise: The service provider may believe that it is less risky to use a supplier that already has expertise in a required area, rather than trying to develop and maintain the subject matter expertise in house. External constraints: Government regulation or policy, industry codes of conduct, and social, political or legal constraints may impact an organization’s supplier strategy. Demand patterns: Customer activity or demand for services may be seasonal or demonstrate high degrees of variability. These patterns may impact the extent to which organizations use external service providers to cope with variable demand.
- 49. Dimension 4: Value streams and Processes The fourth dimension of service management is value streams and processes. The value streams and processes dimension is applicable to both the SVS in general, and to specific products and services. Applied to the organization and its SVS, the value streams and processes dimension is concerned with how the various parts of the organization work in an integrated and coordinated way to enable value creation through products and services. The dimension focuses on what activities the organization undertakes and how they are organized, as well as how the organization ensures that it is enabling value creation for all stakeholders efficiently and effectively. The same structure (of the value chain, value streams, processes, procedures, and work instructions) applies to specific services: to successfully create, deliver, and improve a service,
- 50. Value stream A series of steps an organization undertakes to create and deliver products and services to consumers. A value stream is a combination of the organization’s value chain activities. Value streams should be defined by organizations for each of their products and services. Depending on the organization’s strategy, value streams can be redefined to react to changing demand and other circumstances, or remain stable for a significant amount of time.
- 51. Processes A set of interrelated or interacting activities that transform inputs into outputs. Processes define the sequence of activities and their dependencies Processes describe what is done to accomplish an objective, and well- defined processes can improve productivity within and across organizations. They are usually detailed in procedures, which outline who is involved in the process, and work instructions, which explain how they are carried out.
- 52. External Factors Service providers do not operate in isolation. They are affected by many external factors, and work in dynamic and complex environments that can exhibit high degrees of volatility and uncertainty and impose constraints on how the service provider can work. To analyse these external factors, frameworks such as the PESTLE model are used. PESTLE is an acronym for the Political, Economic, Social, Technological, Legal, and Environmental factors that constrain or influence how a service provider operates.
- 53. Sample questions 1. Which of the following are correct Dimensions of Service Management? i. Information and people ii. Information and technology iii. Value streams and people iv. Value streams and processes a) Items 1 & 2 b) Items 2 & 3 c) Items 1 & 4 d) Items 2 & 4
- 54. Sample questions 2. Considering the information and technology dimension, which of these questions should be asked when implementing new technologies? i. Does this technology raise any regulatory or other compliance issues ii. Does this technology align with the strategy of the service provider iii. Does the organization have right skills across its staff and suppliers to support and maintain the technology? a) Items 1 & 2 b) Items 2 & 3 c) Items 1 & 4 d) Items 1,2 and 3
- 55. Sample questions 3. Which of the following examples can be considered factors that may influence an organization’s strategy when using suppliers i. A decision to be self-sufficient as possible ii. A decision to lower cost to company iii. A decision that the skills required to build an initiative is needed immediately iv. A decision that a service or a product will demonstrate high degrees of variability a) Items i & ii b) Items ii & iii c) Items i & iv d) Items i, ii and iii
- 56. Sample questions 4. Which of the following factors could be considered external factors that should be analysed as they influence how a service provider operates i. Government legislation to keep all data internal to country borders ii. Social influences to involve the entire family unit iii. Company legislation to only use local suppliers iv. A decision that a service or a product will demonstrate high degrees of variability a) Items i & ii b) Items ii & iii c) Items i & iv d) Items i, ii , iii and iv
- 57. End of Section 3
- 58. Section 4 7 ITIL Guiding Principles
- 59. 7 ITIL Guiding Principles A guiding principle is a recommendation that guides an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure. A guiding principle is universal and enduring. The guiding principles encourage and support organizations in continual improvement at all levels. These principles are also reflected in many other frameworks, methods, standards, philosophies, and/or bodies of knowledge, such as Lean, Agile, DevOps, and COBIT. This allows organizations to effectively integrate the use of multiple methods into an overall approach to service management. The guiding principles are universally applicable 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.
- 60. Guiding Principle 1: Focus on value Focus on value: Everything that the organization does needs to map, directly or indirectly, to value for the stakeholders. Questions to determine value: Who is being served? Why is customer using the service? How does service help achieve customer goals? What are costs/financial consequences for consumer? What risks are involved for service consumer? Know how consumers use service: Understand how service contributes to expected outcomes How consumers perceive service provider Collect ongoing feedback on value Understand the customer experience and user experience
- 61. Guiding Principle 2: Start where you are Start where you are: Do not start from scratch and build something new without considering what is already available to be leveraged. There is likely to be a great deal in the current services, processes, programmes, projects, and people that can be used to create the desired outcome. The current state should be investigated and observed directly to make sure it is fully understood. Assessing where you are: Base decisions on accurate information. Measure existing services to understand what can be re-used Check discrepancies between reports and reality
- 62. Guiding Principle 3: Progress iteratively with feedback Progress iteratively with feedback: Do not attempt to do everything at once. Even huge initiatives must be accomplished iteratively. By organizing work into smaller, manageable sections that can be executed and completed in a timely manner, it is easier to maintain a sharper focus on each effort. Using feedback before, throughout, and after each iteration will ensure that actions are focused and appropriate, even if circumstances change. Iterations with embedded feedback loop, allows for: greater flexibility, faster responses to customer and business needs, the ability to discover and respond to failure earlier, and an overall improvement in quality.
- 63. Guiding Principles 4: Think and work holistically Think and work holistically: No service, or element used to provide a service, stands alone. Taking a holistic approach to service management: Includes understanding how all parts of the organization work together Requires end-to-end visibility of how demand is captured and translated into outcomes. In a complex system, alteration of one element can impact others. These impacts need to be identified, analysed and planned for.
- 64. Guiding Principle 5: Collaborate and promote visibility Collaborate and promote visibility: Working together across boundaries produces results that have greater buy-in, more relevance to objectives, and increased likelihood of long-term success. Achieving objectives requires information, understanding, and trust. Work and consequences should be made visible, hidden agendas avoided, and information shared to the greatest degree possible. Increasing urgency through visibility Importance of improvement work must be transparent and have management support Organization needs to perform such activities as: understanding the flow of work in progress identifying bottlenecks, as well as excess capacity uncovering waste.
- 65. Guiding Principle 6: Keep it simple and practical Keep it simple and practical: If a process, service, action or metric fails to provide value or produce a useful outcome, eliminate it. In a process or procedure, use the minimum number of steps necessary to accomplish the objective(s). Always use outcome-based thinking to produce practical solutions that deliver results.
- 66. Guiding Principle 7: Optimize and automate Optimize and automate: Resources of all types, particularly HR, should be used to their best effect. Eliminate anything that is truly wasteful and use technology to achieve whatever it is capable of. Human intervention should only happen where it really contributes value. 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. Use the other guiding principles when applying this one: Progress iteratively with feedback: Iterative optimization make progress visible, increase stakeholder buy-in Keep it simple and practical: Maybe something is simple, but not optimized, so use these two principles together Focus on value: Decide what to optimize and automate and how, based on what will create best value Start where you are: Current technology may be underutilized
- 67. Guiding Principle 7: Optimize and automate Automation: Process of using technology to maximize the value of work with minimal human intervention.
- 68. Governance Organizational governance is a system by which an organization is directed and controlled. Governance is realized though the following activities: Evaluate The evaluation of the organization, its strategy, portfolios, and relationships with other parties. The governing body evaluates the organization on a regular basis as stakeholders’ needs and external circumstances evolve. Direct The governing body assigns responsibility for, and directs the preparation and implementation of, organizational strategy and policies. Strategies set the direction and prioritization for organizational activity, future investment, etc. Policies establish the requirements for behaviour across the organization and, where relevant, suppliers, partners, and other stakeholders. Monitor The governing body monitors the performance of the organization and its practices, products, and services. The purpose of this is to ensure that performance is in accordance with policies and direction.
- 69. Sample questions
- 70. Sample questions
- 71. End of Section 4
- 72. Section 5 Service Value System (SVS) Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved.
- 73. Service Value System (SVS) Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved.
- 74. Service Value System (SVS) The key inputs to the SVS are opportunity and demand. The ITIL SVS includes the following components: Guiding principles Recommendations that can guide an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure. Governance The means by which an organization is directed and controlled. Service value chain A set of interconnected activities that an organization performs to deliver a valuable product or service to its consumers and to facilitate value realization. Practices Sets of organizational resources designed for performing work or accomplishing an objective. Continual improvement A recurring organizational activity performed at all levels to ensure that an organization’s performance continually meets stakeholders’ expectations. ITIL 4 supports continual improvement with the ITIL continual improvement model. The purpose of the SVS is to ensure that the organization continually co-creates value with all stakeholders through the use and management of products and services.
- 75. Service Value Chain (SVC) The central element of the SVS is the service value chain, an operating model which outlines the key activities required to respond to demand and facilitate value realization through the creation and management of products and services. Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved.
- 76. Service Value Chain (SVC) To convert inputs into outputs, the value chain activities use different combinations of the ITIL practices. Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved.
- 77. Service Value Chain The six value chain activities are: plan improve engage design and transition obtain/build deliver and support. These activities represent the steps an organization takes in the creation of value. Each activity contributes to the value chain by transforming specific inputs into outputs. These inputs could be demand from outside the value chain or outputs of other activities. In this way the activities are connected to, and interact with, one another, with each activity receiving and providing triggers for further actions to be taken.
- 78. Service Value Chain To convert inputs into outputs, the value chain activities use different combinations of ITIL practices (sets of resources designed for performing certain types of work). Each activity may draw upon internal or third-party resources, processes, skills, and competencies from one or more practices. For example, the engage value chain activity might draw upon a number of practices including supplier management, service desk management, relationship management, and service request management to respond to new demands for products and services, decisions, or information from various stakeholders. To carry out a certain task, or respond to a particular situation, organizations create service value streams. Service value streams are specific combinations of activities and practices, and each one is designed for a particular scenario. Once designed, value streams should be subject to continual improvement.
- 79. Plan The purpose of the plan value chain activity is to ensure a shared understanding of the vision, current status, and improvement direction for all four dimensions and all products and services across the organization. Information used in this activity amongst others are policies, requirements and constraints, value chain performance information, information about new products and services. This information will be used for example to make plans, portfolio and architecture decisions.
- 80. Improve The purpose of the improve value chain activity is to ensure continual improvement of products, services, and practices across all value chain activities and the four dimensions of service management.
- 81. Engage The purpose of the engage value chain activity is to provide a good understanding of stakeholder needs, transparency, and continual engagement and good relationships with all stakeholders.
- 82. Design & Transition The purpose of the design and transition value chain activity is to ensure that products and services continually meet stakeholder expectations for quality, costs, and time to market.
- 83. Obtain/ Build The purpose of the obtain/build value chain activity is to ensure that service components are available when and where they are needed, and meet agreed specifications.
- 84. Deliver & Support The purpose of the deliver and support value chain activity is to ensure that services are delivered and supported according to agreed specifications and stakeholders’ expectations.
- 85. Service Value Chain To convert inputs into outputs, the value chain activities use different combinations of ITIL practices (sets of resources designed for performing certain types of work). Each activity may draw upon internal or third-party resources, processes, skills, and competencies from one or more practices. For example, the engage value chain activity might draw upon a number of practices including supplier management, service desk management, relationship management, and service request management to respond to new demands for products and services, decisions, or information from various stakeholders. Practice 2
- 86. Sample questions 1) What of the following is NOT an element of the Service Value System? A) Start where you are B) Guiding principles C) Governance D) Service value chain 2) Which statement is true of the Service Value Chain? A) All activities in the SVC always follow the same path B) Demand and value are activities in the SVC C) The SVC activities are interconnected D) The Service Value System is an activity of the SVC
- 87. Sample questions 3) Which of the following options correctly defines the best definition of SVC? A) A set of activities that cover the end to end value of a service B) A complete set of services that are managed by the organization C) A set of specialized organizational capabilities for enabling value for customers D) A set of rules ensuring consistency in adoption and adaptation of value 4) Providing a good understanding of stakeholder needs, transparency, and good relationships, is an example of which value chain activity. A) Obtain/ Build B) Design and Transition C) Improve D) Engage
- 88. End of Section 5
- 90. Continual Improvement Model Continual improvement takes place in all areas of the organization and at all levels, from strategic to operational. To maximize the effectiveness of services, each person who contributes to the provision of a service should keep continual improvement in mind, and should always be looking for opportunities to improve. The continual improvement model applies to the SVS in its entirety, as well as to all of the organization’s products, services, service components, and relationships. To support continual improvement at all levels, the ITIL SVS includes: • the ITIL continual improvement model, which provides organizations with a structured approach to implementing improvements • the improve service value chain activity, which embeds continual improvement into the value chain • the continual improvement practice, supporting organizations in their day-today improvement efforts.
- 91. Continual Improvement Model High-level overview of the ITIL continual improvement model Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved. High-level guide for improvements: • increases success of ITSM initiatives, • focus on customer value, • improvement efforts linked to vision., • iterative approach, • manageable pieces with separate goals, • achieved incrementally.
- 92. Continual Improvement Model What is the vision? Each improvement initiative should support the organization’s goals and objectives. The first step of the continual improvement model is to define the vision of the initiative. This provides context for all subsequent decisions and links individual actions to the organization’s vision for the future. This step focuses on two key areas: • The organization’s vision and objectives need to be translated for the specific business unit, department, team, and/or individual, so that the context, objectives, and boundaries for any improvement initiative are understood. • A high-level vision for the planned improvement needs to be created. The work within this step should ensure that: • the high-level direction has been understood • the planned improvement initiative is described and understood in that context • the stakeholders and their roles have been understood • the expected value to be realized is understood and agreed • the role of the person or team responsible for carrying out the improvement is clear in relation to achieving the organization’s vision.
- 93. Continual Improvement Model Where are we now? The success of an improvement initiative depends on a clear and accurate understanding of the starting point and the impact of the initiative. An improvement can be thought of as a journey from Point A to Point B, and this step clearly defines what Point A looks like. A journey cannot be mapped out if the starting point is not known. A key element to this step is a current state assessment. This is an assessment of existing services, including the users’ perception of value received, people’s competencies and skills, the processes and procedures involved, and/or the capabilities of the available technological solutions. Current state assessments should be done through objective measurement whenever possible. This will allow for an accurate understanding of the issues associated with the current state and, once the initiative is implemented, enable proper measurement of the level of improvement achieved by comparison with the initial state. If a good measurement system is in place, the information to fulfil this step may already have been provided when the proposed improvement was initially documented. If this step is skipped, the current state will not be understood and there will not be an objective baseline measurement.
- 94. Continual Improvement Model Where do we want to be? Just as the previous step (Step 2) describes Point A on the improvement journey, Step 3 outlines what Point B, the target state for the next step of the journey, should look like. A journey cannot be mapped out if the destination is not clear. This step should define one or more prioritized actions along the way to completing the vision for the improvement, based on what is known at the starting point. Improvement opportunities can be identified and prioritized based on the gap analysis, and improvement objectives can be set, along with critical success factors (CSFs) and key performance indicators (KPIs). The agreed objectives, CSFs and KPIs need to follow what is known as the SMART principle. They should be specific, measurable, achievable, relevant, and time-bound. It is much easier to define the route of the improvement journey if the exact destination is known. It is important to note that the target state represents progress towards the vision, not the achievement of the entire vision. If this step is skipped, the target state will remain unclear. It will be difficult to prepare a satisfactory explanation of what key stakeholders stand to gain from the improvement initiative, which may result in low support or even pushback.
- 95. Continual Improvement Model How do we get there? Now that the start and end points of the improvement journey have been defined, a specific route can be agreed. Based on the understanding of the vision of the improvement and the current and target states, and combining that knowledge with subject matter expertise, a plan for addressing the challenges of the initiative can be created. Even if the path to follow is clear, it may be most effective to carry out the work in a series of iterations, each of which will move the improvement forward part of the way. With each iteration, there is an opportunity to check progress, re-evaluate the approach, and change direction if appropriate. If this step is skipped, the execution of the improvement is likely to flounder and fail to achieve what is required of it. Failed improvements erode confidence and can make it difficult to get support for future improvements.
- 96. Continual Improvement Model Take action? During the improvement, there needs to be continual focus on measuring progress towards the vision and managing risks, as well as ensuring visibility and overall awareness of the initiative. ITIL practices such as organizational change management (section 5.1.6), measurement and reporting (section 5.1.5), risk management (section 5.1.10) and, of course, continual improvement (section 5.1.2) are important factors to achieving success in this step. Once this step is completed, the work will be at the end point of the journey, resulting in a new current state.
- 97. Continual Improvement Model Did we get there? This step involves checking the destination of the journey to be sure that the desired point has been reached. Too often, once an improvement plan is set in motion, it is assumed that the expected benefits have been achieved, and that attention can be redirected to the next initiative. In reality, the path to improvement is filled with various obstacles, so success must be validated. For each iteration of the improvement initiative, both the progress (have the original objectives been achieved?) and the value (are those objectives still relevant?) need to be checked and confirmed. If the desired result has not been achieved, additional actions to complete the work are selected and undertaken, commonly resulting in a new iteration. If this step is skipped, it is hard to be sure whether the desired or promised outcomes were actually achieved, and any lessons from this iteration, which would support a course correction if needed, will be lost.
- 98. Continual Improvement Model How do we keep the momentum going? If the improvement has delivered the expected value, the focus of the initiative should shift to marketing these successes and reinforcing any new methods introduced. This is to ensure that the progress made will not be lost and to build support and momentum for the next improvements. If the expected results of the improvement were not achieved, stakeholders need to be informed of the reasons for the failure of the initiative. This requires a thorough analysis of the improvement, documenting and communicating the lessons learned. This should include a description of what can be done differently in the next iteration, based on the experience gathered. Transparency is important for future efforts, regardless of the results of the current iteration. If this step is skipped, then it is likely that improvements will remain isolated and independent initiatives, and any progress made may be lost over time. It may also be difficult to get support for future improvements, and embed continual improvement in the organization’s culture.
- 99. Sample questions
- 100. Sample questions
- 101. End of Section 6
- 102. Section 7 Mock Exam 1
- 103. Section 8 Practices Overview & General Management Practices
- 104. Practices A practice is a set of organizational resources designed for performing work or accomplishing an objective. These resources are grouped into the four dimensions of service management. The ITIL SVS includes 14 general management practices, 17 service management practices, and 3 technical management practices, all of which are subject to the four dimensions of service management. Note: In ITIL 4 foundation training, only 19 practices are applicable for knowledge evaluation.
- 105. 34 Practices
- 106. 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 identification and improvement of services, service components, practices, or any element involved in the efficient and effective management of products and services. When assessing the current state, there are many techniques that can be employed, such as a strength, weakness, opportunity, and threat (SWOT) analysis, a balanced scorecard review, internal and external assessments and audits, or perhaps even a combination of several techniques. Organizations should develop competencies in methodologies and techniques that will meet their needs. Key activities that are part of continual improvement practices include: encouraging continual improvement across the organization securing time and budget for continual improvement identifying and logging improvement opportunities assessing and prioritizing improvement opportunities making business cases for improvement action planning and implementing improvements measuring and evaluating improvement results coordinating improvement activities across the organization
- 107. Continual Improvement There are many methods, models, and techniques that can be employed for making improvements. Different types of improvement may call for different improvement methods. For example, some improvements may be best organized into a multi-phase project, while others may be more appropriate as a single quick effort. When assessing the current state, there are many techniques that can be employed, such as a strength, weakness, opportunity, and threat (SWOT) analysis, a balanced scorecard review, internal and external assessments and audits, or perhaps even a combination of several techniques. Approaches to continual improvement can be found in many places. Lean methods provide perspectives on the elimination of waste. Agile methods focus on making improvements incrementally at a cadence. DevOps methods work holistically and ensure that improvements are not only designed well, but applied effectively. Continual improvement is everyone’s responsibility. To track and manage improvement ideas from identification through to final action, organizations use a database or structured document called a continual improvement register (CIR). 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.
- 108. Continual Improvement Improvement ideas can also initially be captured in other places and through other practices, such as during project execution or software development activities. In this case, it is important to document for attention the improvement ideas that come up as part of ongoing continual improvement. As new ideas are documented, CIRs are used to constantly reprioritize improvement opportunities. The use of CIRs provides additional value because they help to make things visible. What is important is that improvement ideas are captured, documented, assessed, prioritized, and appropriately acted upon to ensure that the organization and its services are always being improved. The continual improvement practice is integral to the development and maintenance of every other practice as well as to the complete lifecycle of all services and indeed the SVS itself.
- 109. Continual Improvement Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved.
- 110. Information Security Management The purpose of the information security management practice is to protect the information needed by the organization to conduct its business. This includes understanding and managing risks to the confidentiality, integrity, and availability of information, as well as other aspects of information security such as authentication (ensuring someone is who they claim to be) and non- repudiation (ensuring that someone can’t deny that they took an action). The required security is established by means of policies, processes, behaviours, risk management, and controls, which must maintain a balance between: Prevention Ensuring that security incidents don’t occur Detection Rapidly and reliably detecting incidents that can’t be prevented Correction Recovering from incidents after they are detected.
- 111. Knowledge Management The purpose of the knowledge management practice is to maintain and improve the effective, efficient, and convenient use of information and knowledge across the organization. Knowledge is one of the most valuable assets of an organization. The knowledge management practice provides a structured approach to defining, building, re-using, and sharing knowledge (i.e. information, skills, practices, solutions, and problems) in various forms. As methods of capturing and sharing knowledge move more towards digital solutions, the practice of knowledge management becomes even more important. It is important to understand that ‘knowledge’ is not simply information. Knowledge is the use of information in a particular context.
- 112. 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.
- 113. Supplier management The purpose of the supplier management practice is to ensure that the organization’s suppliers and their performances are managed appropriately to support the seamless provision of quality products and services. This includes creating closer, more collaborative relationships with key suppliers to uncover and realize new value and reduce the risk of failure. Activities that are central to the practice include: Creating a single point of visibility and control to ensure consistency Maintaining a supplier strategy, policy, and contract management information Negotiating and agreeing contracts and arrangements Managing relationships and contracts with internal and external suppliers Managing supplier performance There are different types of supplier relationship between an organization and its suppliers that need to be considered as part of the organization’s sourcing strategy. These include: Insourcing, Outsourcing, Single sourcing or Partnership and Multi-sourcing
- 114. End of Section 8 Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved.
- 116. Availability Management The purpose of the availability management practice is to ensure that services deliver agreed levels of availability to meet the needs of customers and users. Definition: Availability The ability of an IT service or other configuration item to perform its agreed function when required. Availability management activities include: negotiating and agreeing achievable targets for availability designing infrastructure and applications that can deliver required availability levels ensuring that services and components are able to collect the data required to measure availability monitoring, analysing, and reporting on availability planning improvements to availability.
- 117. Capacity and Performance Management The purpose of the capacity and performance management practice is to ensure that services achieve agreed and expected performance, satisfying current and future demand in a cost-effective way. Definition: Performance A measure of what is achieved or delivered by a system, person, team, practice, or service. The capacity and performance management practice usually deals with service performance and the performance of the supporting resources on which it depends, such as infrastructure, applications, and third-party services. In many organizations, the capacity and performance management practice also covers the capacity and performance of the personnel.
- 118. Change Control The purpose of the change control practice is to maximize the number of successful IT changes by ensuring that risks have been properly assessed, authorizing changes to proceed, and managing the change schedule. Definition: Change: The addition, modification, or removal of anything that could have a direct or indirect effect on services. Change authority: The person or group who authorizes a change is known as a change authority. Beneficial effects of changes Protection from adverse effects of changes
- 119. Change Control Standard: These are low-risk, pre-authorized changes that are well understood and fully documented, and can be implemented without needing additional authorization. They are often initiated as service requests, but may also be operational changes. When the procedure for a standard change is created or modified, there should be a full risk assessment and authorization as for any other change. This risk assessment does not need to be repeated each time the standard change is implemented; it only needs to be done if there is a modification to the way it is carried out. Normal: These are changes that need to be scheduled, assessed, and authorized following a standard process. Change models based on the type of change determine the roles for assessment and authorization. Emergency: These are changes that must be implemented as soon as possible; for example, to resolve an incident or implement a security patch. Change schedule: Schedule is used to help plan changes, assist in communication, avoid conflicts, and assign resources.
- 120. Change Control Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved.
- 121. Change Control Contribution of change control to the service value chain, with the practice being involved in all value chain activities: Plan Changes to product and service portfolios, policies, and practices all require a certain level of control, and the change control practice is used to provide 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 Customers and users may need to be consulted or informed about changes, depending on the nature of the change. Design and transition Many changes are initiated as a result of new or changed services. Change control activity is a major contributor to transition. Obtain/build Changes to components are subject to change control, whether they are built in house or obtained from suppliers. Deliver and support Changes may have an impact on delivery and support, and information about changes must be communicated to personnel who carry out this value chain activity. These people may also play a part in assessing and authorizing changes.
- 122. Incident Management The purpose of incident management is to minimize the negative impact of incidents by restoring normal service operation as quickly as possible. Definition: Incident An unplanned interruption to a service or reduction in the quality of a service.
- 123. Incident Management Contribution of incident management to the service value chain, with the practice being applied mainly to the engage, and deliver and support value chain activities. Improve Incident records are a key input to improvement activities and are prioritized both in terms of incident frequency and severity. Engage Incidents are visible to users, and significant incidents are also visible to customers. Good incident management requires regular communication to understand the issues, set expectations, provide status updates, and agree that the issue has been resolved so the incident can be closed. Design and transition Incidents may occur in test environments, as well as during service release and deployment. Incident management practice ensures these incidents are resolved in timely and controlled manner. Obtain/build Incidents may occur in development environments. Incident management practice ensures these incidents are resolved in timely and controlled manner. Deliver and support Incident management makes a significant contribution to support. This value chain activity includes resolving incidents and problems.
- 124. IT Asset Management The purpose of the IT asset management practice is to plan and manage the full lifecycle of all IT assets, to maximize value, control costs, manage risks, support decision-making about purchase, re-use, and retirement of assets, meet regulatory and contractual requirements. Definition: IT asset Any valuable component that can contribute to the delivery of an IT product or service. The scope of IT asset management typically includes all software, hardware, networking, cloud services, and client devices.
- 125. 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, it also establishes the appropriate response to those events, and conditions that indicate potential faults or incidents. Definition: Event Any change of state that has significance for the management of a service or other configuration item (CI). Events are typically recognized through notifications created by an IT service, CI, or monitoring tool.
- 126. Monitoring and Event Management Not all events have the same significance or require the same response. Events are often classified as informational, warning, and exceptions. Informational events do not require action at the time they are identified, but analysing the data gathered from them at a later date may uncover desirable, proactive steps that can be beneficial to the service. Warning events allow action to be taken before any negative impact is actually experienced by the business, whereas exception events indicate that a breach to an established norm has been identified (for example, to a service level agreement). Exception events require action, even though business impact may not yet have been experienced.
- 127. Problem Management The purpose of problem management is to reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents and managing workarounds and known errors. Definitions Problem A cause of potential cause of prior, current, or future incidents. Known error A problem that has been analysed but has not been resolved. Workaround A solution that reduces or eliminates the impact of an incident or problem for which a full resolution is not yet available. Some workarounds reduce the likelihood of incidents. Every service has errors, flaws, or vulnerabilities that may cause incidents. They may include errors in any of the four dimensions of service management. Many errors are identified and resolved before a service goes live. However, some remain unidentified or unresolved, and may be a risk to live services. In ITIL, these errors are called problems and they are addressed by the problem management practice.
- 128. Problem Management Problem management involves three distinct phases: Problem identification, Problem control, and Error Control Error control regularly re-assesses the status of known errors that have not been resolved, including overall impact on customers, availability and cost of permanent resolutions, and effectiveness of workarounds. The effectiveness of workarounds should be evaluated each time a work around is used, as the workaround may be improved based on the assessment. Problem Identification Problem Control Error Control Recurring incidents, trend analysis, major incidents, etc Problem analysis from perspective of all four dimensions Identify permanent solutions Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved.
- 129. Problem Management Contribution of problem management to the service value chain, with the practice being applied mainly to the improve, and deliver and support value chain activities: Improve This is the main focus area for problem management. Effective problem management provides the understanding needed to reduce the number of incidents and the impact of incidents that can’t be prevented. Engage Problems that have a significant impact on services will be visible to customers and users. In some cases, customers may wish to be involved in problem prioritization, and the status and plans for managing problems should be communicated. Workarounds are often presented to users via a service portal. Design and transition Problem management provides information that helps to improve testing and knowledge transfer. Obtain/build Product defects may be identified by problem management; these are then managed as part of this value chain activity. Deliver and support Problem management makes a significant contribution by preventing incident repetition and supporting timely incident resolution.
- 130. Release Management The purpose of the release management practice is to make new and changed services and features available for use. Definition: Release A version of a service or other configuration item, or a collection of configuration items, that is made available for use. A release may comprise many different infrastructure and application components that work together to deliver new or changed functionality. It may also include documentation, training (for users or IT staff), updated processes or tools, and any other components that are required. Each component of a release may be developed by the service provider or procured from a third party and integrated by the service provider. Releases can range in size from the very small, involving just one minor changed feature, to the very large, involving many components that deliver a completely new service. In either case, a release plan will specify the exact combination of new and changed components to be made available, and the timing for their release.
- 131. 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. Definition: Configuration item Any component that needs to be managed in order to deliver an IT service. Service configuration management collects and manages information about a wide variety of CIs, typically including hardware, software, networks, buildings, people, suppliers, and documentation. Services are also treated as CIs, and configuration management helps the organization to understand how the many CIs that contribute to each service work together. Configuration management provides information on the CIs that contribute to each service and their relationships: how they interact, relate, and depend on each other to create value for customers and users. This includes information about dependencies between services. This high-level view is often called a service map or service model, and forms part of the service architecture.
- 132. Service Configuration Management The value created by configuration management is indirect, but enables many other practices to work efficiently and effectively. As such, planning for configuration management should start by understanding who needs the configuration information, how it will be used, what is the best way for them to obtain it, and who can maintain and update this information. Configuration management system A set of tools, data, and information that is used to support service configuration management.
- 133. Service Configuration Management Configuration information can be stored and published in a single configuration management database (CMDB) for the whole organization, but it is more common for it to be distributed across several sources. In either case it is important to maintain links between configuration records, so that people can see the full set of information they need, and how the various Cis work together. Some organizations federate CMDBs to provide an integrated view. Others may maintain different types of data; for example, having separate data stores for asset management data, configuration details, service catalogue information, and high-level service models. Configuration management typically needs processes to: identify new CIs, and add them to the CMS update configuration data when changes are deployed verify that configuration records are correct audit applications and infrastructure to identify any that are not documented.
- 134. End of Section 8 Part 1
- 136. 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. Service desks provide a clear path for users to report issues, queries, and requests, and have them acknowledged, classified, owned, and actioned.
- 137. Service Desk The service desk may not need to be highly technical, although some are. However, even if the service desk is fairly simple, it still plays a vital role in the delivery of services, and must be actively supported by its peer groups. It is also essential to understand that the service desk has a major influence on user experience and how the service provider is perceived by the users. With increased automation, AI, robotic process automation (RPA), and chatbots, service desks are moving to provide more self-service logging and resolution directly via online portals and mobile applications. The impact on service desks is reduced phone contact, less low- level work, and a greater ability to focus on excellent CX when personal contact is needed. In particular, they need to demonstrate excellent customer service skills such as empathy, incident analysis and prioritization, effective communication, and emotional intelligence.
- 138. Service Desk Service desks provide a variety of channels for access. These include:
- 139. Service Desk A centralized service desk requires supporting technologies, such as: A virtual service desk allows agents to work from multiple, geographically dispersed locations. It requires Sophisticated technology, allowing access from multiple locations and complex routing and escalation.
- 140. Service Desk Contribution of the service desk to the service value chain, with the practice being involved in all value chain activities except plan: Improve Service desk activities are constantly monitored and evaluated to support continual improvement, alignment, and value creation. Feedback from users is collected by the service desk to support continual improvement. Engage The service desk is the main channel for tactical and operational engagement with users. Design and transition The service desk provides a channel for communicating with users about new and changed services. Service desk staff participate in release planning, testing, and early life support. Obtain/build Service desk staff can be involved in acquiring service components used to fulfil service requests and resolve incidents. Deliver and support The service desk is the coordination point for managing incidents and service requests.
- 141. Service Level Management The purpose of the service level management practice is to set clear business-based targets for service performance, so that the delivery of a service can be properly assessed, monitored, and managed against these targets. This practice involves the definition, documentation, and active management of service levels. As services may involve a ‘bundle’ of varied and disparate activities, a number of these will need to be combined and aggregated to reflect a realistic view. Service level management provides the end-to-end visibility of the organization’s services. establishes a shared view of the services and target service levels with customers ensures the organization meets the defined service levels through the collection, analysis, storage, and reporting of the relevant metrics for the identified services performs service reviews to ensure that the current set of services continues to meet the needs of the organization and its customers captures and reports on service issues, including performance against defined service levels
- 142. Service Level Management Key requirements of SLA’s Definition: Service level agreement A documented agreement between a service provider and a customer that identifies both services required and the expected level of service. 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 it is important that they are agreed in the wider business context. Related to a defined service Must be simply written and easy to understand Should relate to defined outcomes Should reflect an agreement between service provider and consumer
- 143. Service Level Management Service level management involves collating and analysing information from a number of sources. These sources include: Customer engagement This involves initial listening, discovery, and information capture on which to base metrics, measurement, and ongoing progress discussions. Customer feedback This is ideally gathered from a number of sources, both formal and informal, including: surveys, key business related measures, operational metrics, business metrics
- 144. Service Level Management Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved.
- 145. Service Level Management Contribution of service level management to the service value chain, with the practice being applied mainly to the plan and engage activities: Plan Service level management supports planning of the product and service portfolio and service offerings with information about the actual service performance and trends. Improve Service feedback from users, as well as requirements from customers, can be a driving force for service improvement. Engage Service level management ensures ongoing engagement with customers and users through feedback processing and continual service review. Design and transition The design and development of new and changed services receives input from this practice, both through interaction with customers and as part of the feedback loop in transition. Obtain/build Service level management provides objectives for components and service performance, as well as for measurement and reporting capabilities of the products and services. Deliver and support Service level management communicates service performance objectives to the operations and support teams and collects their feedback as an input for service improvement.
- 146. 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. Definition: Service request A request from a user or a user’s authorized representative that initiates a service action which has been agreed as a normal part of service delivery. Each service request may include one or more of the following: a request for a service delivery action (for example, providing a report or replacing a toner cartridge) a request for information (for example, how to create a document or what the hours of the office are) a request for provision of a resource or service (for example, providing a phone or laptop to a user, or providing a virtual server for a development team) a request for access to a resource or service (for example, providing access to a file or folder) feedback, compliments, and complaints (for example, complaints about a new interface or compliments to a support team).
- 147. Service Request Management Fulfilment of service requests may include changes to services or their components; usually these are standard changes. Service requests are a normal part of service delivery and are not a failure or degradation of service, which are handled as incidents. Since service requests are pre-defined and pre- agreed as a normal part of service delivery, they can usually be formalized, with a clear, standard procedure for initiation, approval, fulfilment, and management. Some service requests have very simple workflows, such as a request for information. Others, such as the setup of a new employee, may be quite complex and require contributions from many teams and systems for fulfilment. Regardless of the complexity, the steps to fulfil the request should be well-known and proven. This allows the service provider to agree times for fulfilment and to provide clear communication of the status of the request to users. Some service requests require authorization according to financial, information security, or other policies, while others may not need any. To be handled successfully, service request management should follow these guidelines: Initiation Approval Management Fulfilment
- 148. Service Request Management Service requests and their fulfilment should be standardized and automated to the greatest degree possible. Policies should be established regarding what service requests will be fulfilled with limited or even no additional approvals so that fulfilment can be streamlined. The expectations of users regarding fulfilment times should be clearly set, based on what the organization can realistically deliver. Opportunities for improvement should be identified and implemented to produce faster fulfilment times and take advantage of automation. Policies and workflows should be included for the documenting and redirecting of any requests that are submitted as service requests, but which should actually be managed as incidents or changes. Some service requests can be completely fulfilled by automation from submission to closure, allowing for a complete self-service experience. Examples include client software installation or provision of virtual servers.
- 149. Service Request Management Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved.
- 150. Service Request Management Contribution of service request management to the service value chain, with the practice being involved in all service value chain activities except the plan activity: Improve Service request management can provide a channel for improvement initiatives, compliments, and complaints from users. It also contributes to improvement by providing trend, quality, and feedback information about fulfilment of requests. Engage Service request management includes regular communication to collect user-specific requirements, set expectations, and to provide status updates. Design and transition Standard changes to services can be initiated and fulfilled as service requests. Obtain/build The fulfilment of service requests may require acquisition of pre-approved service components. Deliver and support Service request management makes a significant contribution to normal service delivery. This activity of the value chain is mostly concerned with ensuring users continue to be productive, and sometimes depends heavily on fulfilment of their requests.
- 151. End of Section 10 Part 2
- 153. 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. Deployment management works closely with release management and change control, but is a separate practice. In some organizations the term ‘provisioning’ is used to describe the deployment of infrastructure, and deployment is only used to mean software deployment, but in this case the term deployment is used to mean both. There are a number of distinct approaches that can be used for deployment. Many organizations use a combination of these approaches, depending on their specific services and requirements as well as the release sizes, types, and impact. Phased deployment The new or changed components are deployed to just part of the production environment at a time, for example to users in one office, or one country. This operation is repeated as many times as needed until the deployment is complete. Continuous delivery Components are integrated, tested, and deployed when they are needed, providing frequent opportunities for customer feedback loops.
- 154. Deployment Management Big bang deployment New or changed components are deployed to all targets at the same time. This approach is sometimes needed when dependencies prevent the simultaneous use of both the old and new components. For example, there could be a database schema change that is not compatible with previous versions of some components. Pull deployment New or changed software is made available in a controlled repository, and users download the software to client devices when they choose. This approach enables users to control the timing of updates, and can be integrated with request management to enable users to request software only when it is needed. Components that are available for deployment should be maintained in one or more secure locations to ensure that they are not modified before deployment. These locations are collectively referred to as a definitive media library for software and documentation, and a definitive hardware store for hardware components. Tools that support deployment are many and varied. They are often integrated with configuration management tools, and can provide support for audit and change management. Most organizations have tools for deploying client software, and these may be integrated with a service portal to support a request management practice.
- 155. Practices Review 1. What are the three phases of problem management? a) Problem identification, Problem control and Error Control b) Problem identification, Problem analysis and Problem resolution c) Problem analysis, Problem identification and Problem control d) Problem analysis, Problem identification and Problem resolution 2. What is the purpose of deployment management practice? a) To make the services available for use b) To deploy the services in live or production environment c) To control risks d) To reduce incidents Sample Questions
- 156. Practices Review 3. Management of information security incident usually requires: a) Separate process and procedures b) Cognitive solutions c) Monitoring tools d) Cloud solutions 4. Which is a key requirement of successful SLA a) Easily understandable and clearly written b) Should capture all technology details c) Should capture all SLT’s d) Should be detailed Sample Questions
- 157. Practices Review Remember the purpose of the following practices Information security management Relationship management Supplier management IT asset management Monitoring and event management Release management Service configuration management Deployment management Know the following practices in detail Continual improvement Change control Incident management Problem management Service request management Service desk Service level management
- 158. ITIL 4 Foundation Summary Service Provider Service Consumer Focus on value Start where you are Progress iteratively with feedback Collaborate and promote visibility Think and work holistically Keep it simple and practical Optimize and automate Stakeholders involved in value co-creation Service Value System Service Value Chain 4 Dimensions of Service Management Continual Improvement Model 7 Guiding Principles
- 159. Section 12 Mock Exam
- 160. THANK YOU & WISH YOU ALL THE BEST To help us improve our training services, please give your feedback on our website www.ServiceDeskAcademy.com