WGU ITIL 4

Service Consumer Roles

Customer, User, Sponser

Product

configuration of resources, created by the organization, that will be potentially valuable for their customers.

Orginization

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

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 rold that authorizes the budget for service consumption.

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 Offering

A description of one or more services, designed to address the needs of a target consumer group. May include goods, access to resources, and service actions.

Goods

Have the ownership transfered to the consumer

Access

Does not have the ownership transferred to a consumer

Actions

are perfomred by the provider to address a consumer need

Service Relationship Management

The joint activities performed by a service provider and a service consumer to ensure continual value

Service Provision

the activities performed by an organization to provide services, including 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 level management; and continual improvement. It may also include the supply of goods.

Service Consumption

The activities performed by an organization to consume services. It includes the management of the consumer's resources needed to use the service, service actions perform by users, and the receiving (acquiring) or goods (if required)

Value

The perceived benefits, usefulness, and importance of something

Outcome

Result for a stakeholder enabled by one or more outputs

Output

A tangible of intangible deliverable of an activity

Cost

The amount of money spent on a specific activity or resource

Risk

A possible event that could cause harm or loss, or make it more difficult to achieve objectives (uncertianty of outcome)

Utility

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

Warranty

The assurance that a product or service to meet agreed requirements

Service Management

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

Four Dimensions of Service Management

The four perspectives that are critical to effective and efficent facilitation of value for customers and other stakeholders in the form of products and services

What are the Four Dimensions

Orginizations & People, Information & Technology, Partners & Suppliers, Value Streams & Processes

Demension 1: Organizations & People

ensures 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.

Dimension 2: Information & Technology

includes theinformation and knowledge used to deliver services, and the information and technologies used to manage all aspects of the service value system.

Dimension 3: Partners & Suppliers

encompasses the relationships an organization has with other organizations that are involved in the design, development, deployment, delivery, support, and/or continual improvement of services.

Dimenstion 4 Value Streams and Processes

Defines the activities, workflows, controls, and procedures needed to achieve the agreed objectives

Service Value System (SVS)

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

What makes up the SVS

Guiding Principles, Governance, Service Value Chain, Practices, Continual Improvement

SVS Inputs

Opportunity/Demand

SVS Outputs

Value

Service Value Chain (SVC)

The innermost cube containing 6 main activities in the Service Value System

Service Value Chain 6 main activities

Plan, Improve, Engage, Design & Transition, Obtain/Build, Deliver & Support

Service Value Chain Activity: Plan

ensures a shared understanding of the vision, current status, and improvement direction for all four dimensions and all products and services across an organization.

Service Value Chain Activity: Improve

ensures continual improvement of products, services, and practices across all value chain activities and the four dimensions of service management.

Service Value Chain Activity: Engage

provides a good understanding of stakeholder needs, transparency, continual engagement, and good relationships with all stakeholders.

Service Value Chain Activity: Design & Transition

ensures products and services continually meet stakeholder expectations for quality, costs, & time to market.

Service Value Chain Activity: Obtain/Build

ensures service components are available when and where they are needed, and that they meet agreed specifications.

Service Value Chain Activity: Deliver & Support

ensures services are delivered and supported according to agreed specifications and stakeholder' expectations

Value Stream

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

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

The Seven 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 practicle, Optimize and automate

Guiding Priniciple: Focus on Value

all activities conducted by the organization should link back, directly or indirectly, to value for itself, its customers, and other stakeholders

Guiding Priniciple: Start Where You Are

Do not start from scratch and build something new without considering what is already available to be leveraged; the current state should be investigated and observed directly to ensure it is understood.

Guiding Priniciple: Progress Iteratively with Feedback

Do not attempt to do everything at once. Organize the work into smaller, manageable sections that can be executed and completed in a timely manner. The focus on each effort will be sharper and easier to maintain.

Guiding Priniciple: Collaborate and Promote Visibility

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

Guiding Priniciple: Think and Work Holistically

No service, practice, process, department, or supplier stands alone. The outputs that the organization delivers to itself, its customers, and other stakeholders will suffer unless it works in an integrated way to handle its activities as a whole, rather than as separate parts. All the organization's activities should be focused on delivery of value.

Guiding Priniciple: Keep It Simple and Practicle

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.

Guiding Priniciple: Optimize and Automate

Before an activity can be effectively automated, it should be optimized to whatever degree is possible and reasonable. Consider the four dimensions when designing, managing, or operating an organization and its processes. Human intervention should only happen where it contributes value to the process.

Continual Improvement

The practice of aligning an organization's practices and services with changing business needs through the ongoing identification and imporvement of all elements invlolve in the effective management of products and services.

Continual Improvement Model

High-level guide to support improvement initiatives using a cyclical seven steps framework

Continual Improvement Model Steps

What is the vision, Where are we now, Where do we want to be, How do we get there, Take action, Did we get there, How do we keep the momentum going

A Practice

A set of organizational resources designed for performing work or accomplishing an objective

General Management Practices

Practices that have been adopted/adapted for service management from general business management domains

15 General Management Practices

Continual improvement, Information security management, Relationship management, Supplier management, Architecture management, Knowledge management, Measure and reporting, Portfolio management, Organizational change management, Project management, Risk management, Service finnancial management, Strategy management, Workforce and talent management

General Management Practice: Information Security Management

Protects the information needed by the organization to conduct its business

General Management Practice: Relationship Management

Establishes and nurtures the links between the organziation and its stakeholders at strategic and tactical levels

General Management Practice: Supplier Management

Ensures the organization's suppliers and ther performance are managed appropriately to support the provision of seamless, quality products, services and components

17 Service Management Practices

Change control, Incident management, Problem management, Service Desk, Service level management, Service request management, IT asset management, Monitoring and event management, Release management, Service configuation management, Service continuity management, Availability management, Business analysis, Capacity and performance management, Service catalogue management, Service design, Service validation and testing

Service Management Practice: Change Control

Maximizes the numer of successful IT changes by ensuring that riskes have been properly assessed, authorizing changes to proceed, and managing the change schedule

Change

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

Service Management Practice: Incident Management

Minimizes the negative impact of the incidents by restoring normal operation as quickly as possible

Service Management Practice: Problem Management

Reduces the likelihood and impact of incidents by indentifying actual and potential causes of incidents, and managing workarounds and known errors

Problem

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

Incident

An unplanned interruption to a service or reduction in the quality of service

Workaround

A solution that reduces or eliminates the impact of an incident or problem for which a full resolution is not yet available

Known Error

A problem that has been analyzed but has not been resolved

Service Management Practice: Service Desk

Captures demand for incident resolution and service requests. The entry/single point of contact for the service provider with all of its users

Service Management Practice: Service Level Management

Sets clear business-based targets for service performance so that the delivery of a service can be properly assessed, monitored, and managed against these targets

Service Management Practice: Service Request Management

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

Service Management Practice: IT Asset Management

Plans and manages the full lifecycle of all information technology (IT) assets

Service Management Practice: Monitoring and Event Management

Systematically observes services and service components, and records and reports selected changes of state identified as events.

Event

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

Service Management Practice: Release Management

Makes new and changed services and features available for use

Service Management Practice: Service Configuration Management

Ensures that accurate and reliable information about the configuration of services, and the configuration items that support them, is available when and where needed.

3 Technical Management Practices

Deployment management, Infrastructure and platform management, Software development and management

Technical Management Practice: Deployment Management

Moves new or changed hardware, software, documentation, processes, or any other service component to live environments

IT Asset

Any financially valuable component that can contribute to the delivery of an IT product of service

Service Level Agreement (SLA)

A documented agreement between a service provider and a customer that identifies services required and the expected level of service

Configuration Item (CI)

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