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SVS (service value system)

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

4 dimensions of service management

organizations and people

info and tech

partners and suppliers

value streams and processes

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. provided to customers by all IT services

organization

A person or a group of people that has its own functions with responsibilities, authorities, and relationships to achieve its objectives.

service consumer

A person or organization that uses a service provided by another entity. They may be paying customers, internal users, or external stakeholders.

customer

The role that defines the requirements for a service and takes responsibility for the outcomes of service consumption.

user

The role that uses services.

sponsor

 The role that authorizes budget for service consumption.

services

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.

product

A configuration of an organization's resources designed to offer value for a consumer

service offering

A formal 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 action**s.

service relationship

A cooperation between a service provider and service consumer. Service relationships include 

**service provision**,

service consumption,

and **service relationship management**.

service provision

**Activities performed by an organization to provide services.** Service provision includes:

* management of the provider's resources, configured to deliver the service
* ensuring access to these resources for users
* fulfillment of the agreed service actions

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.
* recieving/ acquiring goods

service relationship management

Joint activities performed by a service provider and a service consumer to ensure continual value co-creation based on agreed and available service offerings.

output

A tangible or intangible deliverable of an activity.

photograph

outcome

A result for a stakeholder enabled by one or more outputs.

memories of photo

costs removed

* removed from the consumer by the service (a part of the value proposition). This may include costs of staff, technology, and other resources, which the consumer does not need to provide

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costs imposed

the total cost of consuming a service includes the price charged by the service provider (if applicable), plus other costs such as staff training, costs of network utilization, procurement, etc. Some consumers describe this as what they have to 'invest' to consume the service.

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.

risk removed

removed from a consumer by the service (part of the value proposition). These may include **failure** of the consumer's server hardware or lack of staff availability. In some cases, a service may only reduce a consumer's risks, but the consumer may determine that this reduction is sufficient to support the value proposition

risks imposed

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imposed on a consumer by the service (risks of service consumption). An example of this would be a service provider ceasing to trade, or experiencing a security breach.

utility

The functionality offered by a product or service to meet a particular need. 

**what the service does'**

**'fit for purpose**'.

service must either support the performance of the consumer or remove constraints from the consumer. Many services do both.

warranty

Assurance that a product or service will meet agreed requirements. summarized as '

**how the service performs**'

**'fit for use'**.

organizations and people (1st dimension of service management)

covers roles and responsibilities, formal organizational structures, culture, and required staffing and competencies, all of which are related to the creation, delivery, and improvement of a service.

information and technology (2nd dimension of service management)

. the information and knowledge necessary for the management of services, as well as the technologies required. workflow management systems, knowledge bases, inventory systems, analytical tools

partners and suppliers (3rd dimension of service management)

encompasses an organization's relationships with other organizations that are involved in the design, development, deployment, delivery, support, and/or continual improvement of services. It also incorporates contracts and other agreements between the organization and its partners or suppliers.

impacted by company culture

value streams and processes (4th dimension of service management )

defines activities, workflows, controls, and procedures needed to achieve agreed pbjectives

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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.

value stream

A series of steps an organization undertakes to create and deliver products and services to consumers.

process

set of interrelated or interacting activities that transform inputs to outputs. define the sequence of actions and their dependencies.

PESTLE

political, economic, social, technological, legal, and environmental factors that constrain or influence how a service provider operates.

ITIL SVS

describes how all the components and activities of the organization work together as a system to enable value creation

guiding principles, governance, service value chain, practices, continual improvement

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guiding principles

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

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1. focus on value: worth for stakeholders
2. asses/start where you are: don’t build something completely new
3. progress iteratively with feedback: work in smaller manageable sections
4. collaborate and promote visibility: ID stakeholders, collaborate
5. think and work holistically: services and elements seperated
6. keep it simple and practical: easy to follow
7. optimize and automate: resources should be used to best effect

governance

 The means by which an organization is directed and controlled.

evaluate, direct, monitor

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.

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* All incoming and outgoing interactions with parties external to the value chain are performed via *engage*
* All new resources are obtained through *obtain/build*
* Planning at all levels is performed via *plan*
* Improvements at all levels are initiated and managed via *improve*.

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.

opportunity

represents options or possibilities to add value for stakeholders or otherwise improve the organization

demand

 represents the need or desire for products and services from internal and **external customer**s

ITIL and Agile

* streamlining practices such as change enablement
* establishing procedures to incorporate and prioritize the management of unplanned interruptions (**incident**s), and to investigate the causes of failure
* separating interactions, if necessary, between 'systems of record' (e.g. the **configuration management database**) needed to manage services from 'systems of engagement' (e.g. collaboration tools) used by software development teams.

devops

combines software development techniques (Agile), good governance and a holistic approach to value co-creation (ITIL), and an obsession with learning about and improving the way in which value is generated (Lean).

value chain activities

plan: ensure shared understanding of vision, status, and goals

improve

engage

design and transition: services meet stakeholder expectations for quality, costs, and time to market

obtain/build: componenets are available and meet expectations

deliver and support

agile software development

* continually evolving requirements, collected through feedback analysis and direct observation
* breaking development work into small increments and iterations
* establishing product-based cross-functional teams
* visually presenting (Kanban) and regularly discussing (daily stand-ups) work progress
* presenting a working (at least, the minimum viable) software to the stakeholders at the end of each iteration.

continual improvement process

align the organization's practices and services with changing business needs through the ongoing improvement of products, services, and practices, or any element involved in the management of products and services.

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1. what is this vision(mission, goals, objectives)
2. where are we now: platform baseline assesments
3. where do we want to be, (set CSF & KPI)
4. how do we get there: define improvement plan
5. take action:
6. did we get there: desired outcomes achieved? evaluate metrics and KPI’s
7. how do we keep the momentum going

management practice

set of organizational resources designed for performing work or accomplishing an objective. The origins of the practices are as follows:

* 14 General management practices have been adopted and adapted for service management from general business management domains.
* 17 Service management practices have been developed in service management and ITSM industries.
* 3 Technical management practices have been adapted from technology management domains for service management purposes by expanding or shifting their focus from technology solutions to IT services.

high velocity service delivery

influences all 3 management practices of a service provider

* focus on fast delivery of new and changed IT services to users
* continual analysis of feedback provided for IT services at every stage of their lifecycle
* agility in processing the feedback, giving rise to continual and fast improvement of IT services
* an end-to-end approach to the service lifecycle, from ideation, through creation and delivery, to consumption of services
* integration of product and service management practices
* digitalization of IT infrastructure and adoption of cloud computing
* extensive automation of the service delivery chain.

architecture management practice

 provide an understanding of all the different elements that make up an organization and how those elements interrelate, enabling the organization to effectively achieve its current and future objectives

Business architecture

allows the organization to look at its capabilities in terms of how they align with all the detailed activities required to create value for the organization and its customers. 

Service architecture

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 gives the organization a view of all the services it provides, including interactions between the services and service models that describe the structure (how the service components fit together) and the dynamics (activities, flow of resources, and interactions) of each service. A service model can be used as a template or blueprint for multiple services.

Information architecture

describes the logical and physical data assets of the organization and the data management resources. It shows how the information resources are managed and shared for the benefit of the organization.

Technology architecture

 defines the software and hardware infrastructure needed to support the portfolio of products and services.

Environmental architecture

describes the external factors impacting the organization and the drivers for change, as well as all aspects, types, and levels of environmental control and their management. 

CIR

continual improvement register.  track and manage improvement ideas from identification through to final action, organizations use a database or structured document

problem management practice

The practice of reducing the likelihood and impact of incidents by


1. problem id
2. problem control: analyzes problems and documents workarounds and ki’s
3. error control: manages known errors and re-assess status

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improve, engage, design,obtain/build, deliver and support

information security management practice

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).

knowledge management practice

 maintain and improve the effective, efficient, and convenient use of information and knowledge across the organization.

csf

critical success factor. A necessary precondition for the achievement of intended results.

kpi

key performance indicator. n important metric used to evaluate the success in meeting an objective.

organizational change management practice

to ensure that changes in an organization are smoothly and successfully implemented, and that lasting benefits are achieved by managing the human aspects of the changes.

creations of a sense of urgency, stakeholder management, sponsor management, communication, empowerment, resistance management, reinforcement

portfolio management practice

ensure that the organization has the right mix of programs, projects, products, and services to execute the organization's strategy within its funding and resource constraints (active and inactive)

important role in how resources are allocated, deployed, and managed across the organization.

project management practice

**ensure that all projects in the organization are successfully delivered.** This is achieved by planning, delegating, monitoring, and maintaining control of all aspects of a project, and keeping the motivation of the people involved.

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waterfall or agile

relationship management practice

establish and nurture the links between the organization and its stakeholders at strategic and tactical levels.

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It includes the identification, analysis, monitoring, and continual improvement of relationships with and between stakeholders.

risk management practice

ensure that the organization understands and effectively handles risks. Managing risk is essential to ensuring the ongoing sustainability of an organization and creating value for its customers.

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risks need to be identified, assessed, treated

availability management practice

ensure that services deliver agreed levels of availability to meet the needs of customers and users.

The ability of an IT service or other configuration item (CI) to perform its agreed function when required.

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mtbf

mean time between failures.

* measures how frequently the service fails. For example, a service with a MTBF of four weeks fails, on average, 13 times each year.

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mtrs

mean time to restore service. measures how quickly service is restored after a failure. For example, a service with a MTRS of four hours will, on average, fully recover from failure in four hours. This does not mean that service will always be restored in four hours, as MTRS is an average over many incidents.

business analysis practice

to analyse a business or some element of it, define its associated needs, and recommend solutions to address these needs and/or solve a business problem, which must facilitate value creation for stakeholders

warranty requirements

ypically non-functional requirements captured as inputs from key stakeholders and other practices. Organizations should aim to manage a library of pre-defined warranty **acceptance criteria** for use in practices such as project management and software development and management.

utility requirements

Functional requirements which have been defined by the customer and are unique to a specific product.

capacity and performance management practice

ensure that services achieve agreed and expected performance, satisfying current and future demand in a cost-effective way.

change enablement practice

maximize the number of successful service and product changes by ensuring that risks have been properly assessed, authorizing changes to proceed, and managing the **change schedule**.

standard changes

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. 

normal changes

These are changes that need to be scheduled, assessed, and authorized following a process

emergency changes

These are changes that must be implemented as soon as possible; for example, to resolve an incident or implement a security patch.

incident management practice

minimize the negative impact of incidents by restoring normal service operation as quickly as possible.

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svc: improve, engage, design/tran, obtain build, deliver and support

it asset management practice

plan and manage the full lifecycle of all **IT asset**s, to help the organization:

* maximize value
* control costs
* manage risks
* support decision-making about purchase, re-use, retirement, and disposal of assets
* meet regulatory and contractual requirements.

monitoring and event management practice

sytematically observe services and service components, and record and report selected changes of state identified as events

release management practice

 make new and changed services and features available for use.

service catalogue management practice

provide a single source of consistent information on all services and service offerings, and to ensure that it is available to the relevant audience. **contains service portfolio**

 **service configuration management practice** 

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

#### **Configuration management system**

A set of tools, data, and information that is used to support service configuration management.

Service continuity management

ensure that the availability and performance of a service are maintained at sufficient levels in case of a **disaster**.

developing business analysis (BIA)

service design practice

design products and services that are fit for purpose, fit for use, and that can be delivered by the organization and its ecosystem. 

####  Design thinking

practical and human-centred approach that accelerates innovation.

 **service desk practice**

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.

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service level management practice

set clear business-based targets for service levels, and to ensure that delivery of services is properly assessed, monitored, and managed against these targets.

SLA’s

all svc’s

 **service request management practice**

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

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svc: improve, engage, design/trans, obtain/build, deliver/support

service validation and testing practice

ensure that new or changed products and services meet defined requirements

**deployment management practice** 

move new or changed hardware, software, documentation, processes, or any other component to live environments.

 **infrastructure and platform management practice**

oversee the infrastructure and platforms used by an organization. When carried out properly, this practice enables the monitoring of technology solutions available to the organization, including the technology of external service providers.

software development and management practice

ensure that applications meet internal and external stakeholder needs, in terms of functionality, reliability, maintainability, compliance, and auditability.

users

Individuals or entities who interact with a service daily. lowest level personell that can resolve an incident.

incident

unplanned interruption or quality reduction of a service

engage value chain

provide good understanding of stakeholder needs, transparency, and continual engagement

deliver and support value chain

ensure service are delivered and supported to agreed specs and expectations

change control practice

maximize number of successful service and product changes by ensuring risks have beem properly assessed, authorizing changes to proceed, and managing the change schedule.

part of all service value chain activities

service owner

responsible for delivery of specific service

resource scarcity

affects the partner and supplier dimension of service management by affecting the acquisition of goods

strategy management practice

make goals of org and adopt the course of action and allocation of resources necessary for achieving those goals