ITIL 4

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.

Value

The perceived benefits, usefulness, and importance of something. It is subjective and context-dependent.

Outcome

A result for a stakeholder enabled by one or more outputs. These are the realized results that matter to stakeholders.

Output

Tangible or intangible deliverables produced by activities that enable an outcome.

Cost

The amount of money spent on a specific activity or resource. A component of value assessment.

Risk

A possible event that could cause harm or loss, or make it more difficult to achieve objectives.

Utility

The functionality offered by a product or service to meet a particular need; it focuses on what the service does and is synonymous with 'fit for purpose'.

Warranty

The assurance that a product or service will meet agreed requirements; it focuses on how the service performs and is synonymous with 'fit for use'.

Service Value Chain

The interconnected activities required to respond to demand and facilitate value co-creation.

Service Value System

The overall framework that ensures the organization continually co-creates value with stakeholders through its components.

Continual Improvement

Ongoing, structured improvement of products, services, and practices.

Guiding Principles

Overarching recommendations to guide decision-making and actions within ITIL 4.

Service management

A set of specialized orgnaizational capabilities for enabling value to customers in the form of services.

Service

facilitates outcomes for customers with limited costs to them

Cost

Can be removed from the customer and can be imposed on the customer

Value

The perceived benefits, usefulness and importance of something; What you are getting back.

Organization

A group of people that has its own functions, responsibilities, and authorities to achieve specific objectives.

Output

A tangible or intangible deliverable of an activity; What you are given

Outcome

A result for a stakeholder enabled by one or more outputs; what you do with the deliverable.

Risk

Uncertainty of outcome.

Utility

What it does

Warranty

does it meet requirements

Customer

Defines requirements for services

User

A person who uses the service

Sponsor

Authorizes budgets for services

Service Offering

may include resources and service actions

ex: office 365

Service Relationship Management

joint activities performed by providers and consumer;

EX:WGU tells MSFT that that they are not using x a part of a service. What would it cost MSFT to stop providing that part of the service to users.

- this is different from relationship management practice

Service Provision

Providing Services; the company that is providing the service; EX: Msft is providing us with office 365

Relationship Management (Practice) Activities

- understand stakeholder needs

- prioritize products and services

- keep the relationship going

- handle stakeholder complaints

- make sure any changes align with business outcomes

- make sure products/services align with business needs

- create value for stakeholders

- mediate conflicting stakeholder requirements

Who are stakeholders?

- sponsor

- customer

- users

Service Consumption

activities performed by an organization to consume services;Whomever is consuming the service.

activities:

- management of the consumed resources

- receiving the product

EX:We consume msft 365

SVC: Engage

Salesman

SVC: Plan

keeps track of everything the company does, would like to do, and has done

Supplier

External partner who provides services to the orgnaization

SVC: Design and Transition

developers; design for customers needs

SVC: Deliver and Support

deliver or install the thing for the customer and then provide support

Improve

look at all steps and say where can we improve.

SVC: Obtain and build

people buying/acquiring things or creates things for the customer

Service

facilitates outcomes for customers with limited costs to them

Product

Configuration of resources, created by the orgnaization, that will be potentially valuable to customers.

Service offering

A specific mix of services and products sold to a specific customer

Goods

Ownership is transferred to customer

Access to resources

customer is allowed to use it

Service actions

Things the service provider does for the customer

The 4 dimensions of Service Management

(VOIP)

Value streams,

organizations and people,

information and tech,

Partners and suppliers.

What is the purpose of the 4 dimensions of Service Management?

Help us look at different angles when creating a product

The 4 dimensions of Service Management:Value Stream

Series of steps taken by an organization to create and deliver products and services to consumers;How do we make this product

4 Dimensions of Service Management: Organizations and people

what does it look like from the customer's viewpoint and who is involved to make this service be made

-Who is administering this product;

-who is building/developing it;

-Is there anything we can do to improve this from the people angle?

-Is there someone in there that should not be involved?

-Is there someone we need to get involved?

4 Dimensions of Service Management:IT

Tech that supports and enables that service.

4 Dimensions of Service Management: Partners and Suppliers

Organizations depend on other organizations/vendors

Should we develop this in house?

What is best? To let the people who are good at doing this do their part?

The service value system

A model representing how all the components and activities of an organization work together to facilitate value creation.

Service value system components

Guiding principles

governance

SVC

Practices

continual improvement

Guiding principles

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

Guiding Principal: Focus on Value(informal)

everything should link back to value

Guiding Principal: Focus on Value(formal)

- Know how consumers use each service.

- Encourage a focus on value among all staff.

- Focus on value during operational activity as well during improvement initiatives.

- Include a focus on value in every step of any improvement initiative.

Guiding Principal: Start where you are(informal)

Consider what is already available and don't start from scratch if you don't have to.

Guiding Principal: Start where you are(formal)

When engaged in any improvement initiative, do NOT start over without first considering what is already available to be leveraged.

Guiding Principal: Start where you are (application)

- decisions should be based on accurate information

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

- Apply your risk management skills in the decision-making process.

- Recognize that sometimes nothing from the current state can be reused.

Guiding Principal: Progress iteratively with feedback(informal)

Implement a little piece and then show it to the customer to get feedback, improve product and repeat.

Guiding Principal: Progress iteratively with feedback(formal)

Working in a time-boxed, iterative manner with feedback loops embedded into the process allows for greater flexibility, faster responses to customer and business needs, the ability to discover and respond to failure earlier, and an overall improvement in quality

Guiding Principal: Progress iteratively with feedback (application)

- Organize work into smaller, manageable sections

- Comprehend the whole but do something.

- The ecosystem is constantly changing, so feedback is essential.

- Fast does not mean incomplete.

Guiding Principal: Collaborate and promote visibility(informal)

Include everyone in decision making including customers.

Guiding Principal: Collaborate and promote visibility(formal)

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

Guiding Principal: Collaborate and promote visibility (application)

- Collaboration does not mean consensus.

- Communicate in a way the audience can hear.

- Decisions can only be made on visible data.

Guiding Principal: Think and work holistically(informal)

- Think whole; we are looking at the entire picture.

- How does this piece we do fit in with everything

Guiding Principal: Think and work holistically(formal)

A holistic approach to service management requires an understanding of how all the parts of an organization work together in an integrated way

Guiding Principal: Think and work holistically(application)

- address al 4 dimensions and SVC

- Recognize the complexity of the systems.

- Collaboration is key to thinking and working holistically.

- Where possible, look for patterns of interactions between system elements.

- To make something simple, you have to understand its complexity, and then proceed to some simple representation

- Automation can facilitate working holistically.

Guiding Principal: Keep it simple and practical (Informal)

get the minimum number of steps required and remove steps if possible.

Guiding Principal: Keep it simple and practical(Formal)

Outcome-based thinking should be used to produce practical solutions which deliver valuable outcomes while using the minimum number of steps needed

Guiding Principal: Keep it simple and practical application

- outcome based thinking

- establish a holistic view of the orgs work

- Start with an uncomplicated approach, add later.

- Do not try to produce a solution for every exception.

- Be mindful of competing objectives

- respect the time of people involved

Keep it simple and practical key considerations:

Guiding Principal: Optimize and Automate(informal)

remove human intervention in some places if possible

Guiding Principal: Optimize and Automate(formal)

- Before an activity can be effectively automated, it should be optimized to whatever degree is possible and reasonable

Guiding Principal: Optimize and Automate(application)

- Simplify and/or optimize before automating.

- Define your metrics.

- Use the other guiding principles when applying this one

Continual Improvement Steps

1. What is the vision? - Business vision, mission, goals, and objectives

2. Where are we now?- Perform baseline assessments

3. Where do we want to be? - Define measurable targets

4. How do we get there? - Define the improvement plan

5. Take Action - Execute improvement actions

6. Did we get there? - Evaluate metrics and KPIs

7. How do we keep the momentum going?

Practices

A set of orgnaizational resources designed to perform work or accomplish an objective.

change enablement

To maximize the number of successful changes through propeer risk assessment and minmize the negative impact of failed changes.

Incident management

Minimize negative impact of incidents by restoring normal operation as soon as possible

problem management

reduce likelihood of recurring incidents by identifying root causes and eliminating those.

Event

Any change of state that has a significance for the management of a configuration item or service

Change

the addition, modification, or removal of anything that could have a direct or indirect effect on services

Incident

unplanned interruption or reduction of quality

* improve

* deliver and support

* engage

problem

a cause, or potential cause, of one or more incidents

Workaround

Alternate solution, reducing the impact of the problem

Known error

a problem with a known root cause but no solution yet

things break, you find out the problem but need part, can't get part until tomorrow.

Phases of problem management

Problem identification, problem control, error control

service desk

capture demand for incidents and service requests. Single point of contact between service provider and users.

What is the difference between service desk and request management?

service desk serves as the entry point for incidents and service requests and passes requests to request management

Service desk activities

-Phone calls

- Service portals and mobile apps

- Chat

- Email

- Walk-in

- Text and social media

- Corporate social media

Service level management

To set clear business-based targets for service performance, so that the delivery of a service can be measured properly.

ENGLISH:Create and monitor SLAs and make sure that the SLAs meet user agreements.

service request management

To support the agreed quality of services by handling all pre-defined, user-initiated service requests.

ENGLISH: handle all service requests

Service Request Management Activities Examples

- a request for a service delivery action: providing a report or replacing a toner cartridge

- a request for information: how to create a document or what the hours of the office are

- a request for provision of a resource or service: providing a phone or laptop to a user, or providing a virtual server for a development team

- feedback, compliments, and complaints

Do some Request Management requests need authorization?

Some need authorization

What should services requests have?

A automated system for handling requests

Service request

a formal request for something other than incident resolution

3 things that deal with information security management

- prevention

- detection

- correction

What plays a role in the security of the information?

People play a role. Poorly trained and low motivated staff is a huge security risk

Activities of Information Security Management

- an information security incident management process a

- risk management process

- a control review and audit process

- an identity and access management process

- event management procedures for penetration testing, vulnerability scanning, etc.

- procedures for managing information security related changes, such as firewall configuration changes.

Relationship management

establishes and nurtures links between organizations and stakeholders at strategic and tactical levels.

Supplier management

Ensures that suppliers of the organization and their performances are managed to support seamless service provision to customers.