ITIL Prac WB02 PDF

ITIL Practitioner
Course 02 - ITSM & Continual

Improvement
Slide 1
ITSM & Continual Improvement

Course
• Selecting a Management System

• Systems Thinking
• The 4Ps
• Communication & Management Systems
• Organizational Capabilities
• Adopt, Adapt & Realize
• Outside-in vs Inside-out Thinking
• Defining a Service
• Metrics & Measurement
• Improvement, the Practitioner & CSI
© itSM Publishing Solutions, LLC
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Slide 2
Learning Objectives
o Understand IT Service Management as management system o Understand organizational capabilities in the practice of service
which includes management
o Governance o Specialized organizational capabilities
o Management o Capability of practices
o Standards & frameworks o Quality of practice
o Service management lifecycle o Quality of service
o Understand systems thinking for the ITIL Practitioner o Understand how organizational capabilities are realized
o Disciplines of learning o It depends
o Patterns of learning organizations o Adopt, Adapt & Improve
o Structure influences behavior o Adopting a management system
o Apply the 4Ps in the practice of service management o Adapting a management system
o Strategy o Improving service value
o Design o Outside-in vs inside-out thinking
o Transition o Inside-out vs Outside-in
o Operation o Examples of Inside-out
o Improvement o Examples of Outside-in
o Understand how communication supports the practice of service o Outside-in & the ITIL Practitioner
management
o Fundamentals of communication
o Analyze the definition of service & service management
o Define service management
o Perception
o Define service
o Exception
o Combine Service management & service
o Demands
o Communication & information o Understand the ITIL Practitioner’s use of the CSI approach
o Communication in management systems o Review CSI
o Review CSI Approach
o Introduce Outside-in vs. Inside Out thinking
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Slide 3
Terms-to-Know
o Governance
o Management
o Management System
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Slide 4
Selecting a Management System

Lesson
Seeking a Single Management System

Management System
Governance, Management & Compliance
Frameworks & Standards
Service Management Lifecycle
ITIL as a Management System
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Slide 5
Seeking a Single Management System

o Management system
o Provides System – Any number of things working together to achieve
an overall objective.
o Guidance
o … & control over work Some systems are based on technology, but when we refer to
o Structure may be a ‘management system’ we are using the word ‘system’ in a
o Formal wider context. It includes all the things that are needed to
govern and manage what an organization does.
o … or informal
o Defines
o Activities to be done
o Measures how they are done
o … & provides guidelines so people know what to do
o Scope includes
o Multiple organizational structures Governance
o Geography Evaluate
o … or anything else that makes sense
Direct Monitor
o What ever structure, it must be
o Clearly defined
o Well documented Management
o Understood by stakeholders Plan Build Run Improve
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Slide 6
Management System
o Governance
o Direct & monitor
o Management
o Plan, build, run & improve
o Policies
o Set out management intent
o Processes
o Document activities, inputs & outputs
o Roles
o Define responsibilities, activities & authorities
o Organization Design
o Defines structure for
o Directing
o Reporting
o Metrics – CSF & KPI
o Measure
o Report
o … & plan improvements
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Slide 7
Governance, Management & Compliance
o Governance [noun]
o The exercise of control & authority
o Policy & Direction
o Management [noun]
o The act or manner of managing; handling, direction, or control
o Plan, build, run & improve
o Compliance [noun] Governance
o Conformity; accordance: Evaluate
o Used to avoid breaches

o Legal Direct Monitor
o Regulatory
o Contractual Management
Plan Build Run Improve
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Slide 8
Frameworks & Standards

o ITIL – Axelos
o Framework – IT Service Management
o ISO/IEC27000-1
o Standard – IT Security
o ISO/IEC 20000-1
o Standard – IT Service Management
o ISO 9001
o Standard – Quality Management Systems
o ISO 31000
o Standard – Risk Management
o ISO 22301:2012
o Standard – Business Continuity Planning
o Cobit 5
o Business Framework
o NIST Cybersecurity Framework
o Framework for Improving Critical Infrastructure
Cybersecurity
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Slide 9
Service Management Lifecycle
• Service Strategy
– What & why
• Service Design
– How
• Service Transition
– Verify & validate change or improvement
• Service Operation
– Delivery & support
• Service Improvement
Service
– Maintain value ITIL
Management ®
Lifecycle
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Slide 10
ITIL as a Management System
o ITIL is a best practice framework

o IT Service Management (ITSM) __________
o Set of practices around ITSM
“ITIL is the most widely accepted approach to
o Organizations managing IT services worldwide. It has
o Adopt the ITSM practices support from a large number of organizations
who provide training, consulting and
o Adapt to suit their circumstances supporting tools. Managing IT services well
o ITSM Lifecycle can make a significant contributions to Cyber
Resilience, as many Cyber Resilience threats
o Strategy involve IT. “
__________
o Design
o Transition
o Operation
o Continual Service Improvement
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Slide 11
Systems Thinking
Lesson
Disciplines of a Learning Organization

Double Loop Learning
The Iceberg Model
Patterns of a Learning Organization
Structure Influences Behavior
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Slide 12
Disciplines of a Learning Organization
o Personal Mastery
o Special level of proficiency
o Mental Models
o Assumptions, generalizations or images that influence actions
o Building Shared Vision
o Holding a shared picture of the future we seek to create
o Team Learning
o “…teams, not individuals, are the fundamental learning unit in
modern organizations.” Peter Senge
o Systems Thinking
o “All events are distant in time and space, an yet they are all
connected within the same pattern.” Peter Senge
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Slide 13
Double Loop Learning
These assumptions ask & answer

the question “why?” Single Loop
Learning
The underlying assumptions vary
based on the context.
Underlying Goals, Values

Results
Assumptions & Techniques
Double Loop
Defensive Learning
Reasoning
Defensive Reasoning is an
obstacle. It acts as the “defense” of
the status quo. It must be
overcome.
Based on the Double Loop Learning: Argyris & Schon
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Slide 14
The Iceberg Model
o Events
o What is happening?
o Patterns of behavior
o What trends are there over time?
o System structure
o How are the parts related?
o What influences the patterns?
o Mental models
o What values, assumptions + beliefs shape the
system?
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Slide 15
Patterns of a Learning Organization

o Systems thinking
o Understanding the system by contemplating the whole
o … not any individual part of the pattern
o Personal mastery
o Achieving a special level of proficiency
o Continually clarifying & deepening our personal vision
o … seeing reality objectively
o Mental models
o Deeply ingrained assumptions, generalization
o Influence how we see the world & take action
o Building shared vision
o Capacity to hold a shared picture of the future we seek to create
o Binds people together around a common identity and sense of destiny
o Team learning
o The intelligence of the team exceeds the intelligence of the individuals
o Develop extraordinary capacities for coordinated action
o Produce extraordinary results
o Promote rapid individual growth
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Slide 16
Structure Influences Behavior
o Structure influence behavior __________
Organizational structure is the

o Seek root causes that motivate behavior grouping of people to
accomplish work. It establishes
o Change them relationships among a
o Investigate limits & constraints; mitigate them business's managers and
workers, giving them authority
o Organizational structure impacts communication to carry out responsibilities.
__________
o Should support, not hinder
o Organizational structures
o Functional
o Team
o Divisional
o Matrix
o 1st & 2nd order changes
o 1st order - refinement of current practices
o 2nd order – break with past practice (outside existing paradigm)
o Require new skills & knowledge
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Slide 17
The 4Ps
Lesson
4Ps in Strategy
4Ps in Design
4Ps in Transition
4Ps in Operation
4Ps in CSI
4Ps in Service Management
ITSM Practice Guide
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Slide 18
4Ps in Strategy
o Perspective
o Overall vision & objectives for the enterprise
o Establish constraints & organizational approach to risk
(appetite for risk)
o Determine the importance, justification, funding &
resources required
o Position
o Craft governance policies consistent with vision
o Plans
o Monitored, evaluated & directed
o Document critical Business Information
o Connect priority to value
o Patterns
o Defines & monitors
o Organizational capability & readiness
o Provide a description of the “desired state”
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Slide 19
4Ps in Design
o Perspective
o Use strategic perspective as input
o Balance constraints within operational objectives
o Position
o Integration into processes
o Extend capabilities to enable organizational
capabilities
o Inclusion in new or changed business products &
outcomes
o Plans
o Align Design perspective & position with strategic
intent
o Map intent into an “architecture”
o Integrate into design activities & desired business
outcomes
o Patterns
o Defines RACI, new procedures, metrics
o Applies to IT & business processes
o Defines actions to close the gap
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Slide 20
4Ps in Transition
o Perspective
o Realize vision as
o Planning & support
o Verification & validation
o Integrate into process & service
o Extend organizational capability
o Position
o Determines what has to be
o Verified & Validated
o Plans
o Develop verification & validation plans
o Apply communication/feedback (RACI)
o Patterns
o How verification & validation is carried out
o What part of gap was closed
o What remains
o Apply knowledge management
o Work with CSI
o Use lessons learned
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Slide 21
4Ps in Operation
o Perspective
o Acts as operational constraints
o Position
o Apply operational controls
o Base on other stage guidance
o Plans
o Stability vs. responsiveness
o Reactive vs. proactive
o Internal vs. external
o Quality vs. cost
o Pattern
o Provide feedback for gap analysis
o Enable organizational support for
o Protect, detect, correct
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Slide 22
4Ps in CSI
o Perspective
o Drive overall improvement
o Close the gap between current & desired
state
o Seek balance
o Position
o Identify what needs to be improved “next”
o Extends to organization, process & services
o Plans
o As needed for improvement: document
changes to:
o Adapt 4Ps
o Risk register
o Lessons learned
o Balance & Controls
o Patterns
o Uses knowledge management
o Communication & feedback to stakeholders
o Applies PDSA in multiple forms
o 7-step, CSI Approach, etc.
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Slide 23

o Strategy Management for IT services owns 4Ps
o Coordinates communication of policies, ensures they are understood &
managed throughout the lifecycle
o Design Coordination
o Coordinates the activities of SD into ITSM & business processes &
organizational change
o Transition planning & support
o Coordinates the verification & validation of strategy & design as part of normal
ST activities.
o Assures service operational readiness
o Knowledge management required
o Risk register
o Lessons log with alternatives
o CSI actively seeks improvement opportunities across the
lifecycle
o Utilizes the CSI Register
o Input from
o Risk Register
o Lesson Learned
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Slide 24
ITSM Practice Guide
Board Level Real

Governance World
Governance Constraints
Balance of
Risk & Opportunity
Establish
Cascading ITSM
Constraints
Policies Practice Area
Planning
Management
• Capability of Practice
Roles & Goals &
• Quality of Practice
• Quality of Service Responsibilities Objectives
Process Metrics
Improvement
Operations Cycle
Procedure
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Slide 25
Communication & Management Systems

Lesson
Fundamentals of Communication
Communication Strategy
Perception
Expectation
Demands
Communication & Information are Different
Communication in Management Systems
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Slide 26
Fundamentals of Communication
o Drucker’s Five Rules of Communication
1) Technology isn’t communication
2) Communication is perception
3) Communication is bi-directional
4) Communication & information are totally different… but interdependent
5) If you don’t learn to communicate well, you don’t get to do anything that is fun
o Communication & IT Service Management
o Communication enables service transitions
o Identify needs & goals
o Plan communication
o Determine methods, tone, actions, involvement, definition of success,
stakeholder requirements
o Select communication methods
o Utilize workshops, newsletters. training sessions. team meetings, etc.
o Understand motivation & communication
o Provide job feedback, autonomy skill variety, task identity &
significance
o Mobilize & engage
o Communicate short-term wins
o Celebrate progress
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Slide 27
Communication Strategy
Everything you do in IT Service Identifying & managing the stakeholders

Management is to enable or support the is critical to any successful
achievement of a business objective. communication strategy.
Communication
Plan
• Ownership
• Style
• Delivery Mechanisms
• Competencies – Skills Training
• Related Ongoing Activities
• Internal & External Audiences
• Timescales
• Critical Success Factors
• Monitor Audience Feedback
• Ensure Messaging
• Right Message
• Right People
• Right Time
Remove Resistance Barriers – Build Partnerships
Communication is two-way Communication is two-way

Copyright © AXELOS Limited 2014 All rights reserved. Material is reproduced under license from AXELOS Limited.
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Slide 28
Perception
o Match message with their aspirations (motivators)
o Meet their values
o Support the achievement of their purpose
Perception in communication is
matching your message to the
aspirations or motivators of the
recipient, ensuring their values are
met and that the achievement of
their purpose is supported.
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Slide 29
Expectation
o Understand what the recipient knows & their capabilities
o Determine the recipient's capability to contribute

o Identify what contributions they can be held accountable
o Asks and answers the question
o “What should we expect of you.”
o Determine best utilization for the recipient’s
o Knowledge
o Abilities
Expectation in communication is all

about knowing what your audience
knows and what they can do and
matching what you say and how
you say it so it fits their world.
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Slide 30
Demands
o Do something
o Become somebody
o Believe something
o Appeal to their motivation
The purpose of communication is to

cause someone to do something,
become something or believe in
something different. The message
must always align with their
motivators.
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Slide 31
Communication & Information are Different

o Information
o Transmission from sender to receiver; a set of “The two words 'information' and
objective facts 'communication' are often used
o Codified through a conventional system of sign interchangeably, but they signify quite
different things. Information is giving
& composition rules out; communication is getting through.”
o Message is sent intentionally by the sender
who expects an obtainable result Sydney J. Harris
o Communication
o Bi-directional sequence of message
o Counterparts are both “senders” &
“receivers”
o Message has meaning only understood in the
context of the interaction of communication
o Codified through conventional language
o Not all messages are transmitted consciously
(i.e. body language)
o Results are pre-planned; results depend on the
other’s choices
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Slide 32
Communication in Management Systems

o Management System
o Framework of policies, process & procedures
o Ensures an organization can achieve its objectives
o Requires accountability (assignment of personal responsibility)
o Embeds continual improvement (Plan, Do, Study, Act)
o Outside-In
o Dynamic system driven to close the gap between current & desired value
o Everything is driven by organizational goals
o Vision, mission, goals, objectives, etc.
o Everything is based on adding value
o Change is a constant
o Organizational capabilities are based on
o Capability of practice (what you do)
o Quality of practices (how well you do it)
o Value delivered (quality of products/services)
o Communication
o Build enthusiasm
o Ensure stakeholder
o Understand impact
o Expectations
o Commitment
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Slide 33
Organizational Capabilities
Lesson
Specialized Organizational Capabilities

Critical Capability Model
Capability of Practice
Quality of Practice
Value Created & Delivered
Critical Capability Model in Action
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Slide 34
Specialized Organizational Capabilities

o Service Management is a “management system”
o Management system
o Critical capabilities
o Capability to continually improve
o Organization
o Practices
o Products/services
o Manage knowledge
o Service lifecycle
o Program & Project Management
o Cyber resilience
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Slide 35
Critical Capability Model
1. Capability of Practice (CoP) Continual

– Describes the Improvement
organizational capabilities in
specialized practice areas.
2. Quality of Practice (QoP) –
Qualitative measurement
(What You Do)

against standards of the
output products of the
practice areas.
3. Valued Created Delivered Quality
Management
(VCD) – Qualitative measure Framework
of the value created &
delivered through closing the
gap between the current &
Control Objective Quality of Practice
desired future state
& Process (How Well You Do It)
Frameworks
This model looks at the specialized capabilities of the organization, the quality or
maturity of those capabilities, the resultant value created and delivered to the
organization. The model considers the dynamic nature of the environment of the
organization and incorporates the concept of continual improvement of capabilities,
practices & value delivered.
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Slide 36
Capability of Practice (CoP)
o Does a capability exist and at what level?

o Based on output products of its constituent processes
o If I am capable of this, then I am at a measurable level of
o Capability
o Maturity
o Measured against a standard or best practice
o What are the demonstrable artifacts of practice
capability?
o Output products?
o What can the organization actually do?
o Does organizational maturity impact
o Capability of Practice?
o Quality of Practice?
o Value Created & Delivered?
o … Yes!
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Slide 37
Quality of Practice (QoP)

o Demonstrable measures of practice quality
o Effectiveness
o Efficiency
o Compliance
o Progress
o Effectiveness
o Measureable delivery of process output products
o Efficiency
o Measurable ratio of output/resources (people & things)
o Compliance
o Measureable compliance with
o Governance
o Policy
o Process
o Progress
o Measure of achievement
o Plans, objectives & future state
o Detect problems & identify risks
o Mitigate as needed
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Slide 38
Value Created & Delivered (VCD)

o Demonstrable measures of
o Fit for purpose (does it do what we need)
o Fit for use (does it provide expected value)
o Enablement of the achievement of
o Desired business outcomes
o Specific business objectives
o Adopt a quality management framework
o Implements continual improvement
o Value is measured from the “outside-in”
o Value is created to close a perceived gap
o Value is delivered when the gap is closed
o The “gap” is the difference between
o Current state
o Desired future state
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Slide 39
Critical Capability Model in Action

Measured by demonstrable
contribution to the achievement
of desired business outcomes.
Incremental
Measured by output products Improvement
defined for each level of
capability (maturity).
(What You Do)
Quality
Management
Framework
Control Objective Quality of Practice

& Process (How Well You Do It)
Frameworks This is the “outcome product” that
Measured by demonstrable; the business internalizes in its
This is the “nuts & bolts” of the
“practice of Service Management”
• Efficiency efforts to close the business needs
• Effectiveness gap.
• Compliance
• Progress
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Slide 40
Adopt, Adapt & Realize

Lesson
Darwin & Continual Improvement
Outside-in Continual Improvement
Continual Improvement as a Survival Strategy
Improvement Becomes Core
Outside-In/Continual Improvement Approach
Continual Improvement as a New Normal
Adopt, Adapt & Improve
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Slide 41
Darwin & Continual Improvement
o Complex & dynamic systems are everywhere

o Organizations of all types exist in those systems
o Survival of any organization is optional
o Resilience is a survival strategy
o Capacity to adapt is mandatory
o Tolerant to change & uncertainty
o Capable of creating & using organizational wisdom
o Capable of ensuring sustainability of change
o Continual improvement ensures services
o Closely track desired business outcomes
o Are optimized
o … & can be enhanced
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Slide 42
Outside-in Continual Improvement

Executive management
Executive Management focuses on organizational
Changes to threats and the risk. It makes decisions
vulnerability of the about risk and sets
infrastructure, organization priorities.
and services are evaluated
and communicated to It also communicates to
executive management business process
management the mission
priority, risk appetite and
Business Processes budget
Together business process Service Business process

and operations make Operation management considers the
incremental changes to the information and works with
organization, processes and the operations level to
services to close the gap establish the current state.
between the current state This also enables the
and the desired state. desired state to be
established.
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Slide 43
Continual Improvement as a Survival Strategy
o Continual improvement is
o An organizational capability
o … & a function of an organization’s culture
o It seeks to stabilize, optimize & enhance services
o Measured against value based criteria (outside-in)
o Maps relationships among
o Organization
o Processes
o … & service outcomes
o Iterative Cycles of Improvement

o Macro Cycles
o Stabilize – take control Stabilize Enhance
o Enhance – sync services to the business
o Optimize – make it “as good as can be”
o Micro Cycle
o Improvement Cycle – update
o Evolution Cycle – assimilate Optimize
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Slide 44
Improvement Becomes Core
o Understand the concept of “Core”

o Core & Mission Critical
o Core & Enabling
o Context & Mission Critical
o Context & Enabling
o When continual improvement becomes core
o Becomes a strategic investment
o Adopted by the organization
o Adapted to its environment
o Integrates governance & management
o Service design, development & delivery
o Service consumption & assimilation
http://en.wikipedia.org/wiki/Geoffrey_Moore
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Slide 45
This step makes “new” “normal.”
This step describes the “new normal.” • Interact

Internalize Act • Adapt
• Connect
“Improvement
Evaluate “Evolution
Cycle”
Describe Study Cycle” Plan
This determines how

Discover
This cycle manages
Do
“new” impacts desired change “ripples.”
outcomes.
This creates the “new now.”
internalization Improved-State
of Service Agile Approach
Evolutionary To
Change PDSA
Enable strategic consistency

& operational flexibility
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Slide 46
Continual Improvement as a New Normal

o Seeks to Close the “Gap”
o Internalize evolutionary change
o Become a “learning organization”
o Continual Improvement becomes the “new normal”
o Adopt & adapt systems thinking to continual improvement
o Develop & apply systems thinking archetypes
o Use the archetypes for the macro & micro cycles
__________
Agile/Continual Improvement Approach
Systems thinking is the process of understanding how

things, regarded as systems, influence one another
within a whole. Systems thinking has roots in the
General Systems Theory that was advanced by Ludwig
von Bertalanffy in the 1940s and furthered by Ross
Ashby in the 1950s. The field was further developed
by Jay Forrester and members of the Society for
Organizational Learning at MIT which culminated in
the popular book The Fifth Discipline by Peter
Senge which defined Systems thinking as the capstone
for true Organizational learning.
Wikipedia
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Slide 47
Adopt, Adapt & Improve
o Adopt a management system

o Utilize ITIL as a Service Management Framework
o Describes the service lifecycle stages & their processes
o What to do & why
o Adapt the framework to

o Organization
o Culture
o Complexity
o Competitive landscape Adopt
o Improve
o Continually improve Adapt
o Organizational structure
o Practice of service management
o Value created & delivered Improve
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Slide 48
Outside-in vs Inside-out Thinking

Lesson
Inside-out vs Outside-in
Examples of Inside-out
Examples of Outside-in
Outside-in vs Inside-out
Outside-in & the ITIL Practitioner
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Slide 49
Inside-out vs Outside-in
o Inside-out focuses on profit & management

o Goal: please the boss
o View customers as part of marketplace – out there, separate
o Outside-in focuses on customer
o Goal: please the customer
o View customers as center of everything
o Outside-in thinking aligns IT with business purpose
o Create & retains customers
o Create & deliver value
Asked what a business is, the typical business

man is likely to answer, ‘An organization to
make a profit.’ This answer is not only false,
it’s irrelevant…. There is only one valid
definition of business purpose to create (and
retain) a customer.
Peter F Drucker
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Slide 50
Examples of Inside-out
o Management drives innovation

o Innovation changes lag the market
o Focus on internal process, technology & tools
o Design measurements & metrics for internal objectives
o For example: how quickly tickets closed
o May ask about customer satisfaction, but slow or no visible reaction
o Don’t consider non-industry companies as competitors
o No need to worry or pay attention to innovation outside of industry
o Define market differentiation internally
o Focus on what is produced
o Sale is important; after the sale different organization
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Slide 51
Examples of Outside-in
o Customers drive innovation
o Innovation change lead (or keep pace with)
market
o Focus on end-to-end customer value
o Does this add, improve, support business/customer value?
o Design measurement & metrics for customer
value
o Include customer satisfaction
o Ask questions regarding improvement & then react
o Look for innovation anywhere that adds customer
value
o Seek to leverage experience at XYZ Web site to improve
customer value
o Define market differentiation based on end-to-end
value
o Focus on end-to-end service/experience
o Make after the “sale” at least as important as the sale
o Consider “What job does the customer ‘hire’ product/service
to perform?”
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Slide 52
Outside-in vs Inside-out
o Outside-in thinking is more strategic

o Treats customer as resource
o Focus is on long term (lifetime) value of a customer
o Every interaction has value for business & customer
o Customer service is a way to keep customers & grow the business
o Inside-out is more tactical
o Treats customer as “buyer”
o Focus is on immediate customer transaction
o Every interaction treated as independent event
o Customer service is a necessary cost of doing business
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Slide 53
Outside-in & the ITIL Practitioner

o Focus effort on outside-in
o Ask outcome-based questions to determine new/target state
o Design metrics to represent customer view
o Base on facilitated outcomes
o Ask customer/user, “How will you know?”
o Include customer with other stakeholders
o Design, build & test
o Deploy
o Ongoing support – seek feedback (“How are we doing?”)
o Primary source of information about improvements
o With maturity learn to predict
o Seek organizational changes to improve customer
o Outcomes
o Support
o Feedback
o Improvements
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Slide 54
Defining a Service
Lesson
Define Service Management

Define Service
Combine Service & Service Management
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Slide 55
Define Service Management
o Service Management provides

o Specialized organizational capabilities
o Capability of practice
o Quality of practice
o … result in the quality of services provided
o Value created & delivered
o Outside-in thinking
o Customer value drives everything
o Provide services
o Means to facilitate desired business outcomes
o Services provide value to the business
o Value constantly evolves
__________
Service Management – A set of

specialized organizational capabilities for
providing value to customers in the form
of services.
__________
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Slide 56
Define Service
o Services deliver value via
__________
o People; the service provider’s organization
o Process; the practice of service Service– A means of delivering value to
customers by facilitating outcomes
management customers want to achieve without the
o Technology; the underpinning infrastructure ownership of specific costs and risks.
__________
o Facilitate outcomes (outside-in)
o Customer value drives everything
o Represents an outside-in approach
o Value shapes the organizational:
o Structure
o Practices & behaviors
o Delivery of enabling services
o Service providers
o Enable internal support services
o Manage external delivery services
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Slide 57

o Desired outcomes define value
o Services enable
o Value gap is the difference between
o What you have __________
o What you need Combined - A set of specialized

organizational capabilities for
o Changes over time providing value to customers by
facilitating outcomes customers
o Value gap drives the Service Provider’s want to achieve without the
ownership of specific costs and
o Organizational structure risks
o Structure impacts behavior __________
o Its practice of Service Management

o How it performs its specialized capabilities
o Shapes its delivery of supporting services
o Defines the required quality of a service
o Change is an organizational capability
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Slide 58
Metrics & Measurement

Lesson
Begin with Baselines

Key Measurement Questions
Why Measure
Categories to Measure
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Slide 59
Begin with Baselines
o Critical to understand improvement

o If starting point isn’t defined & understood…
o …improvement is not possible
o Baselines must be
o Deterministic
o Documented
o Understood
o Accepted throughout the organization
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Slide 60
Key Measurement Questions
o Why monitor & measure?

o When to stop?
o Who is using the data?
o Is the report or data still needed?
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Slide 61
Why Measure
o 4 Reasons
o Validate
o Previous decision
o Direct
o Set direction to meet targets
o Justify
o Factually justify needed action
o Intervene
o Identify point of intervention
o Context  continual improvement
Validate Direct
Justify Intervene
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Slide 62
Categories to Measure
o Service, process & technology

o End-to-end, CSF & KPI, and infrastructure & applications
o Compliance, efficiency, effectiveness & progress
o Governance, resource use, required results & milestones (capability or
product or service)
o Leading & trailing
o Predictive & actual (accomplished)
o Inside-out
o IT-focused
o Outside-in
o Customer/value focused
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Slide 63
Improvement, the Practitioner

& CSI
Lesson
CSI Approach
Vision
Current Position
Desired Position
How to Get to the Desired Position
Measuring Achievement
How to Keep the Momentum Going
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Slide 64
CSI Approach
Business Vision,
What is the
Mission, Goals &
vision?
Objectives
CSI Approach
Where are we Baseline

“Continual Service Improvement approach
now? assessments utilizes a six-step approach to structuring an
improvement initiative.
How do we keep The 7-Step Improvement process runs all of the

Where do we Measurable
the momentum time. It is intended to measure, process, analyze
want to be? targets
going? and report so improvements can be identified.
The CSI approach is intended to structure a

Service and
How do we get major improvement project. That means that it is
process
there? well-defined and has a beginning, middle and
improvement
end. It has a scope and deliverables.”
__________
Did we get Measurement &
there? metrics
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Slide 65
Vision
_________
o Understand the high-level vision
“Vision without action is merely a
o “What is the mission?” dream. Action without vision just
o “What are the goals?” passes the time. Vision with action
can change the world.”
o “What are the objectives?”
Joel A. Barker
o Design & Support __________
o Understand business needs
o Outside-in
o Communicate to project team
o Establish a
o Vision
o … & a mission
o Avoid decisions without agreement
o Produce a clear & well-documented
o Vision, mission & objectives as input to
o … an improvement project
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Slide 66
Current Position
_________
o Understand where you’re at “Every organization has some business

o It helps if you know why too processes in place, and a project to
implement improvements needs to
o Perform an assessment understand the current situation before it
can begin to plan improvements. The
o Internal resources improvement project should define a
o External consultants journey from the current situation to a new
improved situation, and this can only be
o Consider expertise & independence done with a good understanding of the
organization’s current position.”
o Initial assessment is the “baseline”
__________
o Scope defined
o Business units involved
o Assets included
o Determine assessment criteria
o Deliverables
o Gap analysis
o Process assessment
o Maturity assessment
o Outcome metrics
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Slide 67
Desired Position
o Ask, “What does success ‘look like?’”
o Define measurable success criteria
o Specific improvements
o Expected outcomes
o Timeframe for delivery
o Any anticipated follow on
o Assessments
o Improvements
o Future targets
o Maturity
o Controls
o CSFs & KPIs
o Use S.M.A.R.T. success criteria
o Specific
o Measurable
o Achievable
o Relevant
o Time-based
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Slide 68
How to Get to the Desired Position
o Develop a detailed plan

o Design sustainable improvements
o Implement to become the “new normal”
o Balance
o People
o Process
o … & technology
o Incorporate aspects of
o Organizational change management
o … & understand impact of improvement
o Business
o Stakeholders
o Users
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Slide 69
Measuring Achievement
o Confirm delivered value
o Determine if future state achieved
o Deterministic/measureable, not informal
o Provide verified results
o From previous 4 steps
o Expected vs. actual
o Balance
o People
o Process
o … & technology
o Incorporate aspects of
o Organizational change management
o … & understand impact of improvement
o Business
o Stakeholders
o Users
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Slide 70
How to Keep the Momentum Going

__________
o CSI is embodied in PDSA Entropy is real and will eventually consume any
o Stages of an “Agile Project” gains made through improvement efforts unless the
change becomes embedded in the fabric of business
o Vision and becomes part of the “new normal.”
o “What if” The new normal becomes the basis for reassessing
the desired future state and the cycle repeats
o Explore
continually.
o Adapt __________
o Phase Transition
Delivered Value
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Slide 71
Summary
Driving IT Service Management
Summary
• Selecting a Management System

• Systems Thinking
• The 4Ps in Service Management
• Communication & Management Systems
• Organizational Capabilities
• Adopt, Adapt & Realize
• Defining a Service
• Improvement, the Practitioner & CSI
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Slide 72
Selecting a Management System

o Management system
o Provides System – Any number of things working together to achieve
an overall objective.
o Guidance
o … & control over work Some systems are based on technology, but when we refer to
o Structure may be a ‘management system’ we are using the word ‘system’ in a
o Formal wider context. It includes all the things that are needed to
govern and manage what an organization does.
o … or informal
o Defines
o Activities to be done
o Measures how they are done
o … & provides guidelines so people know what to do
o Scope includes
o Multiple organizational structures Governance
o Geography Evaluate
o … or anything else that makes sense
Direct Monitor
o What ever structure, it must be
o Clearly defined
o Well documented Management
o Understood by stakeholders Plan Build Run Improve
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Slide 73
Systems Thinking
o Personal Mastery
o Special level of proficiency
o Mental Models
o Assumptions, generalizations or images that influence actions
o Building Shared Vision
o Holding a shared picture of the future we seek to create
o Team Learning
o “…teams, not individuals, are the fundamental learning unit in
modern organizations.” Peter Senge
o Systems Thinking
o “All events are distant in time and space, an yet they are all
connected within the same pattern.” Peter Senge
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Slide 74

o Strategy Management for IT services owns 4Ps
o Coordinates communication of policies, ensures they are understood &
managed throughout the lifecycle
o Design Coordination
o Coordinates the activities of SD into ITSM & business processes &
organizational change
o Transition planning & support
o Coordinates the verification & validation of strategy & design as part of normal
ST activities.
o Assures service operational readiness
o Knowledge management required
o Risk register
o Lessons log with alternatives
o CSI actively seeks improvement opportunities across the
lifecycle
o Utilizes the CSI Register
o Input from
o Risk Register
o Lesson Learned
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Slide 75
Communication & Management Systems

o Drucker’s Five Rules of Communication
1) Technology isn’t communication
2) Communication is perception
3) Communication is bi-directional
4) Communication & information are totally different… but interdependent
5) If you don’t learn to communicate well, you don’t get to do anything that is fun
o Communication & IT Service Management
o Communication enables service transitions
o Identify needs & goals
o Plan communication
o Determine methods, tone, actions, involvement, definition of success, stakeholder
requirements
o Select communication methods
o Utilize workshops, newsletters. training sessions. team
meetings, etc.
o Understand motivation & communication
o Provide job feedback ,autonomy skill variety, task identity
o & significance
o Mobilize & engage
o Communicate short-term wins
o Celebrate progress
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Slide 76
Organizational Capabilities
o Structure influences behavior
o Service Management is a “management system”
o Management system
o Critical capabilities
o Capability to continually improve
o Organization
o Practices
o Products/services
o Manage knowledge
o Service lifecycle
o Cyber resilience
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Slide 77
Adopt, Adapt & Realize
o Adopt a management system

o Utilize ITIL as a Service Management Framework
o Describes the service lifecycle stages & their processes
o What to do & why
o Adapt the framework to

o Organization
o Culture
o Complexity
o Competitive landscape Adopt
o Realize
o Continually improve Adapt
o Organizational structure
o Practice of service management
o Value created & delivered Realize
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Slide 78
Measurement
o Begin with Baselines

o Key Measurement Questions
o Why Measure
o Categories to Measure
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Slide 79

o Desired outcomes define value
o Services enable
o Value gap is the difference between
__________
o What you have
Combined - A set of specialized
o What you need organizational capabilities for
o Changes over time providing value to customers by
facilitating outcomes customers
o Value gap drives the Service Provider’s want to achieve without the
ownership of specific costs and
o Organizational structure risks
__________
o Structure impacts behavior
o Its practice of Service Management
o How it performs its specialized capabilities
o Shapes its delivery of supporting services
o Defines the required quality of a service
o Change is an organizational capability
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Slide 80
Improvement, the Practitioner & CSI
Business Vision,
What is the
Mission, Goals &
vision?
Objectives
CSI Approach
Where are we Baseline

“Continual Service Improvement approach
now? assessments utilizes a six-step approach to structuring an
improvement initiative.
How do we keep The 7-Step Improvement process runs all of the

Where do we Measurable
the momentum time. It is intended to measure, process, analyze
want to be? targets
going? and report so improvements can be identified.
The CSI approach is intended to structure a

Service and
How do we get major improvement project. That means that it is
process
there? well-defined and has a beginning, middle and
improvement
end. It has a scope and deliverables.”
__________
Did we get Measurement &
there? metrics
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Slide 81
Additional Resources for ITSM & Continual Improvement
o ITIL Practitioner Guidance

o 3.1.2 CSI Register (text)
o 7.1.1 CSI Register (sample – also in the checkpoint booklet)
o Senge, Peter, The Fifth Discipline, Doubleday; Revised &
Updated edition (2006)
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Slide 82
Checkpoint
Checkpoint
• Introduction to Checkpoint Exercises

• Review Checkpoint Exercises
• Chapter Quiz
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Slide 83
Introduction to Checkpoint Exercises
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Slide 84
Review Checkpoint Exercises
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Slide 85
Course Quiz
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Review Questions:
1. The section of the Grab@Pizza case study you read for this chapter said the
Development director was pushing to use DevOps as a replacement for ITIL.
Select the most likely reason.
A. The organization did not adapt and adopt ITIL because no one really
understood the intent of the descriptive framework. Correspondingly, the
organizational structure didn’t permit the appropriate set of behaviors
needed to fully utilize the framework
B. Best guess: there was no management commitment
C. There isn’t enough information in the case study to draw a conclusion
D. The Development director doesn’t really understand ITIL or DevOps; it’s
not an either/or situation
2. You are an ITIL Practitioner. Based on what has been covered so far, what is the
best approach for Grab@Pizza to start on a path that will allow the organization
to hit Nick’s Super Bowl Goal & why?
A. Select a management system. It is the best way to become a learning
organization which will be critical to meet the goal
B. Select a management system. That is how the organization will be able to
adopt and adapt the proper perspective to organization to meet the goal
C. Improve internal communications. That is a critical aspect of the needed
organizational changes Nick’s goal sets into motion
D. Improve operational capabilities. That is where most of the problems
surface. Improving these capabilities will enable to faster detection and
correction of outages that plague Grab@Pizza
3. Which of the following is the best description for the way value, outcomes, cost
and risk (VOCR) should be applied at Grab@Pizza?
A. The IT Ops manager (“Buck”) is a “customer” of development and should
be consulted to help minimize the impact of outages and improve overall
development response at Grab@Pizza
B. The only real customer is the Nick since he is the business owner
C. The entire focus is driven by Nick’s concern regarding the Super Bowl and
customer orders. This is the only way to apply VOCR
D. The best way to get appropriate value and reduce costs and risk is to
replace phone ordering with Web-based ordering. The increase growth of
2.5 million pizzas per month is the proper outcome
4. There are several ways Grab@Pizza could apply adopt & adapt to the
challenges raised in the portion of the case study you have read. Which of the
following is the best?
A. Grab@Pizza should publish plans to adopt new technology faster and
then adapt their processes to fit. This is the best way get the directors to
adapt and move quicker in this area
B. IT should document the current capabilities to provide predictive
information and the value associated with moving faster to adopt new
technology. Then adapt processes to support the new technology
C. IT should document current processes that support the predictive
information and adapt them to work better then use that as a basis to
adopt new technology
D. Before Grab@Pizza should consider adopt & adapt, it is critical for meet
the Super Bowl goal. That must take precedence
5. Which of the following best demonstrates the absence of systems thinking at

Grab@Pizza?
1. Business & IT don’t consider existing expertise
2. Highly reactive to outages from changes and point of sale systems
3. Nick wants overall improvement to meet the super bowl goal
4. No management system
A. All of the above
B. 1, 2 & 4
C. 2, 3 & 4
D. 1 & 3
6. Given the super bowl goal, what is the first thing Grab@Pizza must do to achieve
it?
A. Establish specific requirements that will be needed to meet the goal
B. Determine the communications that will be needed for the teams to move
forward
C. Ensure the patterns of execution to meet the goal are clearly defined and
executed
D. Assess the current state and capabilities
7. What can be done at Grab@Pizza to improve the relationship between marketing
and IT?
A. Ask each side about the problem and take appropriate action
B. Examine how communication flows now streamline it
C. Give marketing the capability to contribute to the CSI register
D. The problem is bigger than just marketing & IT. There is a pervasive and
regular breakdown of communication at Grab@Pizza
8. Which of the following would be part of the process to improve organizational

capabilities at Grab@Pizza?
A. Consider ITIL as a source for guidance regarding process improvements
B. Determine customer expected outcomes and values as a basis for
company organizational changes to better meet Nick super bowl goal
C. Develop process metrics
D. Explore the adaptations necessary to adapt ITIL to company culture
9. In the portion of the Case study you read, service level agreements (SLAs) are
not mentioned. What should the company do to address this?
A. Start by creating a service catalog
B. Get appropriate stakeholders for each service together to negotiate SLAs
C. The services are already in production, so form an outside-in team to
create SLAs that are based on business value
D. Using the definition of service, identify the value and outcomes customers
want along with the cost and risk customers want to avoid for each
service. Use this as a basis to craft SLAs
10. Which of the following statements is most correct about the definition of a
service?
A. Value and outcomes are totally determined by customers and are things
IT must deliver
B. The cost & risks the customer wants to avoid require a strategic decision
by IT to accept
C. Value is what the customer wants, outcomes are what IT delivers, costs &
risks have to measured and considered
D. IT delivers service that have value
Answer Key:
1. D
While there is an element of truth in A & B, the correct answer is D.
2. A
There is little evidence in the case study that Grab@Pizza has considered, let
alone adopted, a management system. A is correct.
3. A
In this case, IT Ops (and Buck as the Ops Manager) is the customer and should
be engaged and involved in the reduction of outages at Grab@Pizza. A is the
correct response.
4. C
There is no mention in the case study of process documentation. To ensure both
manageability and repeatability, document what is and then progress iteratively
to adapt the process to be more consistently efficient and effectively. Only then
does it make sense to plug-in new technology. Starting with new tech forces
adaption to the technology, not the business need. C is correct.
5. B
While Nick wants overall improvement to meet the super bowl goal, is evidence
of systems thinking that is not found in the other 3 possibilities, B is correct.
6. D
After establishing the vision, the first step in the CSI approach is to determine the
current state. D is correct.
7. C
Answer C is correct and comes directly out of the exercise.
8. C
While there is some discussion in the case study of critical success factors – at
the business level – there’s no mention about process metrics. All processes
share 4 common traits: (1) A trigger and inputs; (2) specific output
consumed/used by a (3) stakeholder and (4) metrics. Without the metrics, it is
arguable that Grab@Pizza has processes in name only. C is correct.
9. A
While the correct answer might be obvious or intuitive, it’s difficult if not
impossible to create service level agreements without a clear, “inventory,” of
services actually offered. The responsibility for identifying and maintaining the
catalog of services the organization provides is service catalog management. A
is the correct answer.
10. B
While there is some truth in A, the most correct answer is B. It doesn’t deliver
outcomes, instead IT services facilitate outcomes. D is incomplete – who
determines the value.

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ITIL Practitioner

Course 02 - ITSM & Continual

ITSM & Continual Improvement

• Selecting a Management System

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Selecting a Management System

Seeking a Single Management System

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Seeking a Single Management System

o Understood by stakeholders Plan Build Run Improve

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Governance, Management & Compliance

o Conformity; accordance: Evaluate

o Used to avoid breaches

Plan Build Run Improve

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Frameworks & Standards

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Service Management Lifecycle

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ITIL as a Management System

o ITIL is a best practice framework

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Disciplines of a Learning Organization

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Disciplines of a Learning Organization

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Double Loop Learning

These assumptions ask & answer

Underlying Goals, Values

Based on the Double Loop Learning: Argyris & Schon

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The Iceberg Model

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Patterns of a Learning Organization

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Structure Influences Behavior

o Structure influence behavior __________

Organizational structure is the

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4Ps in Service Management

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ITSM Practice Guide

Board Level Real

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Communication & Management Systems

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Everything you do in IT Service Identifying & managing the stakeholders

Remove Resistance Barriers – Build Partnerships

Communication is two-way Communication is two-way

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o Determine the recipient's capability to contribute