ITIL 4 Foundations

Service Management

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

Value

The perceived benefits, usefulness, and importance of something

Customer

Defines requirements for services

User

A person who uses the service

Sponsor

Authorizes budgets for services

Supplier

External partner who provides services to the organization

Organization

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

Service

The means of enabling value co-creation by facilitating outcomes that customers want to achieve without the customer having to manage specific costs and risks

Product

A configuration of resources created by the organization 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

Output

Tangible or intangible deliverable of an activity

Outcome

Result for a stakeholder enabled by one or more outputs

Cost

Can be removed from the customer (part of value proposition) and can be imposed on the customer ( price for service consumption)

Risk

Uncertainty of outcome. Can be good (opportunity) or bad (hazard)

Utility

Fit for purpose, service does what it is meant to do

Warranty

Fit for use, service does this good enough (Availability, Capacity, Continuity, Security)

Value

Utility + Warranty (+ perception)

PESTLE

Political

Economical

Social

Technological

Legal

Environmental

V

Value Streams and Processes

O

Organizations and People

I

Information and Technology

P

Partners and Suppliers

VOIP

Can be influenced by the organization

Value Streams and Processes

Organizations and People

Information and Technology

Partners and Suppliers

Value Streams and Processes

Activities the organization undertakes

Organization of these activities

Ensuring value to stakeholders

Exercise value stream mapping

Organizations and People

Organizational Structures

Decision making habits

Staffing and skill requirements

Culture and leadership styles

Information and Technology

Information and tools needed

Technologies and innovation

Relationship between components

Culture of knowledge management

Partners and Suppliers

Relationship with external vendors

Factors that influence suppliers strategies

Service integration management

Vendor selection procedures

Service Value System

Converts opportunity and demand by applying our own service management into actual value for our customers

Guiding Principles

Recommendations that can guide an organization in all circumstances, even for implementing ITIL 4

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

Focus on Value

Everything you do must be somehow (directly or indirectly) valuable to your stakeholders

Start Where You Are

Reuse existing resources whenever possible instead of reinventing the wheel over and over again

Progress Iteratively with Feedback

Don't do everything at once, take baby-steps instead. Learning by doing with lots of feedback

Collaborate and Promote Visibility

Involve the right people at the right time and gather factual data to make the right decisions

Think and Work Holistically

Nothing is ever alone, think about the effect of your initiative or work on other components

Keep it Simple and Practical

Don't overcomplicate work. Use the least possible steps. Outcome based thinking helps

Optimize and Automate

Maximize the value of human work. Automate only after optimization. Apply DevOps

Service Value Chain

Transforms demand into actual value

Value Stream

Series of steps an organization undertakes to co-create value with customers.

These steps can be mapped to the SVC in any combination

(Handling of incidents or developing new applications)

PIEDOD

P (Plan): Ensures shared understanding of vision, current status and direction

I (Improvement): Continual improvement of products and services

E (Engage): Understand stakeholder needs and demands

D (Design & Transition): Make sure that services meet stakeholder needs

O (Obtain & Build): Ensure components are available when needed

D (Deliver & Support): Ensure SLA conform service delivery

PIEDOD (P)

P (Plan): Ensures shared understanding of vision, current status and direction

PIEDOD (I)

I (Improvement): Continual improvement of products and services

PIEDOD (E)

E (Engage): Understand stakeholder needs and demands

PIEDOD (D1)

D (Design & Transition): Make sure that services meet stakeholder needs

PIEDOD (O)

O (Obtain & Build): Ensure components are available when needed

PIEDOD (D2)

D (Deliver & Support): Ensure SLA conform service delivery

Practice

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

Continual Improvement

Happens everywhere in the organization

Ideas need to be reprioritized when new ones are added

Responsibility of everyone

Organizations may have a CI team for better coordination

All 4 Dimensions need to be considered during any improvement initiative

What is the vision?

Business vision, mission, goals and objectives

Where are we now?

Perform baseline assessments

Where do we want to be?

Define measurable targets

How do we get there?

Define the improvement plan

Take action

Execute improvement plan

Did we get there?

Evaluate metrics and KPIs

Change Enablement

Maximize the number of successful changes through proper risk assessment and minimize the negative impact of failed changes

Change Enablement Types

Standard: pre-authorized, low risk, low cost, basically Service Requests

Normal: authorization depends on what kind of change it is. Goes through the normal change workflow

Emergency: needs rapid action. May have a separate change authority

Incident Management

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

Incident

Unplanned interruption or reduction of quality

Must be logged, prioritized and managed through their lifecycle

Uses same categorization as Problem tickets

Swarming may help with complex issues

Major Incidents

Need a separate procedure. Swarming can be used for quicker solutions

Change Enablement (Standard)

Pre-authorized, low risk, low cost, basically Service Requests

Change Enablement (Normal)

Authorization depends on what kind of change it is. Goes through the normal change workflow

Change Enablement (Emergency)

Needs rapid action. May have a separate change authority

Problem Management

Reduce likelihood of recurring incidents by identifying root causes and eliminating those

Problem

Unknown cause of one or more incidents

Known Error

Problem with a known root cause but no solution yet

Workaround

Alternate solution, reducing the impact of the problem

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

Service Desk Channels

Email

Phone

Chat

Self-Service

Text

Forums

Service Desk Skills

Incident analysis and prioritization

Effective communication

Emotional intelligence

Excellent customer service skills

Service Level Management

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

SLA (Service Level Agreement)

Agreement between customer and service provider

OLA (Operational Level Agreement)

Agreement between different units of the same organization

UC (Underpinning Contracts)

Agreement between service provider and external supplier

Service Level Management Recommendations

Clear language, no jargon

Simply written, easy to understand

Should relate to defined outcomes

Listen actively to customer needs

Service Request Management

Support the agreed quality of services by handling all predefined, user-initiated service requests

Service Request

Formal request for something other than incident resolution (information, advice, how-to questions)

Steps to fulfill requests should be well known

When defining new workflows, try to reuse existing ones

User expectations must be managed in regards to what can be delivered

Information Security Management

Protects information needed by organizations to conduct business

Ensures appropriate levels of:

Confidentiality

Integrity

Availability

Authentication

Non-Repudiation

Relationship Management

Establishes and nurtures links between organizations and stakeholders at strategic and tactical levels

Makes sure we find the best possible ways to communicate and collaborate with internal and external stakeholders

Relationships are Identified -> Analyzed -> Monitored -> Improved

Supplier Management

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

Goal is to make sure "we get what we paid for" from our vendors and suppliers

Agreements and contracts are made in the form of UCs

IT Asset Management

Plans and manages the full lifecycle of IT assets to:

Maximize their value

Control their costs

Support decisions about reusing or purchasing new assets

IT Asset

Any financially valuable component that can contribute to the delivery of IT products or services

Monitoring & Event Management

Observes services and components and records changes in their state. Identifies those events, categorizes them and establishes standard responses

Event

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

Event Types

Informational

Warning

Exception

Release Management

Makes new and changed services and features available for use

Release

Version of a service or other configuration item, or a collection of configuration items that is made available for use

Have been disconnected from deployments with canary/dark releases

Service Configuration Management

Ensures accurate information is available when needed about services, configuration items, and their relationships

CI (Configuration Item)

Any component that needs to be managed to deliver an IT service

CMDB (Configuration Management Database)

Database or collection of databases holding CIs and their connections

CMS (Configuration Management System)

A frontend/user interface for CMDBs

Deployment Management

Moves new or changed hardware, software documentation, or any other components from one environment to the next (DEV -> QA -> PROD)

With the help of DevOps, we can reach continuous delivery where the developer builds the change in DEV, which is automatically tested and moved to the next environment until it arrives in PROD

Deployment ≠ Release