ITIL Guiding Principles

for Continual
Improvement

Tatiana Peftieva

Practical guidance
February 2019
1. Introduction

ITIL outlines seven guiding principles that can be used to guide an organization in all circumstances,
regardless of changes in its goals, strategies, type of work, or management structure.

The seven ITIL guiding principles are:

zz Focus on value
zz Start where you are
zz Progress iteratively with feedback
zz Collaborate and promote visibility
zz Think and work holistically
zz Keep it simple and practical
zz Optimize and automate

The guiding principles and the continual improvement model are both important parts of the ITIL service
value system (SVS) that are applicable to all of the other SVS components, ensuring that the SVS as a
whole operates with integrity and agility.

The continual improvement model provides simple and logical steps for an improvement initiative of any
scale, and the guiding principles help in this by supporting good decision making at every step of the
process.

From the ITIL Foundation core guidance:

Section 4.3: The ITIL guiding priciples

The guiding principles … embody the core messages of ITIL and of service management in general,
supporting successful actions and good decisions of all types and at all levels. They can be used
to guide organizations in their work as they adopt a service management approach and adapt ITIL
guidance to their own specific needs and circumstances. The guiding principles encourage and
support organizations in continual improvement at all levels.

Section 4.6: Continual improvement

The ITIL continual improvement model can be used as a high-level guide to support improvement
initiatives. Use of the model increases the likelihood that ITSM initiatives will be successful, puts
a strong focus on customer value, and ensures that improvement efforts can be linked back to the
organization’s vision. The model supports an iterative approach to improvement, dividing work into
manageable pieces with separate goals that can be achieved incrementally.

02 ITIL guiding principles for continual improvement AXELOS.COM

Figure 1: The continual improvement model

ITIL Foundation highlights which guiding principles are most relevant for each step of the continual
improvement model. However, all principles can be helpful to some extent at every step of an improvement
initiative. The following table explains how the ITIL guiding principles can be applied to each improvement
step.

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 FOCUS ON START WHERE PROGRESS COLLABORATE THINK KEEP IT SIMPLE OPTIMIZE AND
VALUE YOU ARE ITERATIVELY AND PROMOTE AND WORK AND PRACTICAL AUTOMATE
WITH FEEDBACK VISIBILITY HOLISTICALLY

WHAT IS THE The definition of the The vision should It is not always The vision should The vision should The vision should Activities to define
VISION? target state should use the current state easy to form a be communicated address all be concise, easy the vision of the
be focused on the as a baseline, and shared vision from to all stakeholders stakeholders and to understand and improvement
value that can be should be realistic the first attempt at and it should be all four dimensions based on the actual initiative should be
created for the and efficient. an improvement. demonstrated how of service stakeholders’ needs. optimized wherever
stakeholders, rather A focus group of the target state will management, and possible. Avoid
than on outputs. stakeholders should be of value to them. be aligned with bureaucracy, and
be formed and the other ongoing be sure not to turn
vision refined based and planned this into a formal
on their feedback. improvements. exercise.

04 ITIL guiding principles for continual improvement

WHERE ARE WE While assessing the Make sure that the Even during Make sure that The understanding Holistic does Assessment may
NOW? current state, focus current practices assessment, all relevant of the current state not mean take a lot of time
on the outcomes are sufficiently multiple iterations stakeholders are should be holistic overcomplicated. and effort. Make
and value for understood, as well and regular involved in the in terms of the Base the sure that the
stakeholders. Don’t as their strengths feedback can help assessment and scope, depth and assessment of the assessment is made
limit the assessment and weaknesses to form a better that assessment complexity of the current state on the using relevant
to only technical or relevant to the understanding of methods and results system. Limited needs and vision of and sufficient
procedural matters. improvement being the current state. are visible to all. and fragmented the improvement data, and where
planned. Make sure this Provide visibility assessment may initiative. Include possible automate
understanding of any grey areas mislead the what is needed data collection
is shared among where the current improvement for improvement and processing.
the relevant state is not fully initiative. planning and At the same time,
stakeholders. understood, should avoid unnecessary don’t disregard
such areas exist. details. Present direct observation
the assessment and narrative
report in a clear techniques.
and concise way so Follow other
that all stakeholders guiding principles
can make informed when optimizing
decisions. assessment.

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 FOCUS ON START WHERE PROGRESS COLLABORATE THINK KEEP IT SIMPLE OPTIMIZE AND
VALUE YOU ARE ITERATIVELY AND PROMOTE AND WORK AND PRACTICAL AUTOMATE
WITH FEEDBACK VISIBILITY HOLISTICALLY

AXELOS.COM
WHERE DO WE All measurable Improvement Plan for iterative Agree the Make sure that Keep your Consider a common
WANT TO BE? objectives of the objectives should improvements. Do improvement the improvement objectives SMART; objective structure
improvement be based on the set higher-level objectives with objectives remember that an for different types
should be based assessment of objectives, but the stakeholders, sufficiently reflect objective is not a of improvement
on the vision the current state. always support including the the scope of the formal exercise, initiative (service/
and linked to the It helps to keep them with shorter- teams which will vision and address but a practical practice/
expected outcomes these realistic and term objectives for be involved. Make all four dimensions step in a real-life value stream
of the improvement. measurable. the immediate steps sure the targets of service improvement. improvements,
These outcomes of improvement. set are understood management. Align Make sure that etc.). Agree on a
should be cascaded Be ready to adjust and accepted by the objectives to there is a shared simple procedure
to measurable the higher-level everyone. Discuss the assessment of understanding for objectives
outputs with objectives based feedback and agree the current state to of the objectives setting, discussion,
clear links to the on progress and any proposed make sure that all among those approval, and
value proposition. feedback. changes to the key improvement involved and updating. Avoid
Objectives that objectives. opportunities are affected. lengthy meetings
are too generic addressed. and mail threads.
and disconnected Use collaboration
should be avoided. tools where
relevant.

HOW DO WE Be aware of how Plan improvement Plan small Make sure that Make sure that Improvement Optimize
GET THERE? every improvement actions based on measurable actions, action plans improvement actions should improvement
action that is the current state assess results, are understood objectives are not be complex planning with
planned contributes assessment. Identify and adjust the and accepted sufficiently reflected projects. Simple, relevant techniques
to the improvement, opportunities plans accordingly. by all relevant in the improvement realistic steps with such as Kanban,
and map all actions for quick wins. Make sure that stakeholders. Share action plans. Don’t clear outputs should and support this
to the improvement Understand any sufficient feedback progress, feedback focus on one or be defined, and the with automation
objectives. Prioritize bottlenecks and is gathered from and changes, two dimensions of action plan should tools where it
improvement address them in the the system, and use tools service management, be communicated makes sense.
actions based on most sensible order. including relevant such as Kanban locations or other in clear language. Regardless of the
their contribution to stakeholders. to ensure this is areas. Avoid local Focus on the techniques and
the outcomes. Continually assess visible. Optimize optimization. practical aspects of tools used, ensure
and adjust your the workflow of the the improvement there is a simple,
action plans. improvement in actions, and avoid collaborative
collaboration with lengthy bureaucratic and friendly
the teams involved. jargon. environment for the
continual planning
of improvement
actions.

ITIL guiding principles for continual improvement 05

 FOCUS ON START WHERE PROGRESS COLLABORATE THINK KEEP IT SIMPLE OPTIMIZE AND
VALUE YOU ARE ITERATIVELY AND PROMOTE AND WORK AND PRACTICAL AUTOMATE
WITH FEEDBACK VISIBILITY HOLISTICALLY

TAKE ACTION When improvement Make sure that Make sure to Capture and Don’t manage Make improvement Apply optimization
actions are improvement capture and visualize progress improvement actions a part of techniques to
implemented, it is actions are realistic analyse feedback, information, and actions in isolation. people’s normal improvement
still important to and effective in the and where make sure it is Consider them work, and don’t actions, and make
maintain a focus current context. appropriate adjust visible to all relevant in the context of overcomplicate sure that they are
on their value. Consider available the improvement stakeholders. the organization them. Try to position implemented in
Use methods resources, other action accordingly. Capture successful and of the wider improvement work an efficient and
and approaches ongoing initiatives, Ensure that there and less successful improvement as natural and effective way.
that have higher and the attitude of is a feedback loop practices for lessons programme. Make everyday, rather Where it makes
value potential. those participating between actions and future planning. sure each action than something sense, consider
Refer to the in the improvement. taken and actions contributes to the special and automation,

06 ITIL guiding principles for continual improvement

vision statement, planned. vision and the separate from especially for
objectives and objectives of the core work. Avoid repetitive tasks.
KPIs defined for improvement. micromanagement,
the improvement to and let teams define
make sure that they their own best
are consistent with ways to perform
the actions being improvement
taken. actions.

DID WE GET When defining Define improvement Make sure that Make sure key Make sure that Even when there Continually monitor
THERE? key metrics for metrics based on measurements and indicators of the measurement and are many metrics in the use and
an improvement realistically available reports are valid. improvement reporting sufficiently use, make sure that effectiveness of
initiative, make sure data, and avoid Combine different initiative are visible covers the initiative. the presentation the improvement
they are outcome- measurements that methods to validate to all relevant Include metrics for all is clear, concise measurement and
based. Specific are too complex. the data. Collect stakeholders. Make four dimensions of and unambiguous. reporting. Eliminate
technical metrics Focus on a few feedback from sure that they service management Avoid large, multi- excessive metrics,
can be useful, but key metrics that stakeholders, and understand and use and all aspects of page reports, and and automate
should be mapped are essential for make sure that they this information, the initiative (such instead use clear data gathering and
to the outcomes decision-making. understand and encourage as effectiveness, and accessible processing. Re-use
and value for use reports and discussions, efficiency, dashboards with measurement
stakeholders. dashboards. Adjust highlight deviations, compliance, and appropriate and and reporting
measurements and and celebrate performance). up-to-date key methods and
Don’t use sample presentation based achievements. indicators. These tools for multiple
metrics from on the feedback. should be designed improvement
books and other to support decision- initiatives.
external sources making, rather than
without mapping analysis paralysis.
them correctly to
the improvement
initiative, and only
where appropriate.

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 FOCUS ON START WHERE PROGRESS COLLABORATE THINK KEEP IT SIMPLE OPTIMIZE AND
VALUE YOU ARE ITERATIVELY AND PROMOTE AND WORK AND PRACTICAL AUTOMATE
WITH FEEDBACK VISIBILITY HOLISTICALLY

AXELOS.COM
HOW DO WE Improvement Review, assessment Development Collaboration and Don’t limit Establish simple, Continually optimize
KEEP THE should be continual. of lessons learned, of the continual visibility are critical improvement straightforward how knowledge
MOMENTUM When one initiative marketing and improvement for keeping the programmes and procedures for is captured and
GOING? is completed, others promotion, and practice, as well momentum of the their marketing sharing information, managed to ensure
should be planned changes to the as the marketing improvement going. to one product, proposing new that the continual
and implemented. improvement and promotion of Involve stakeholders team, or location. initiatives, and improvement
The key driver for practice, should the improvement, in the marketing Communicate capturing and practice is efficient
this continuity and not wait until should be based of improvements, and share addressing flaws. and transparent.
the key criteria for the initiative is on stakeholders’ make information experience across Avoid bureaucracy
the selection of complete. Instead, feedback and about improvements the organization, Make interfaces and a formalistic
initiatives should these activities adjusted to address widely available involving consumers for all stakeholders approach wherever
be potential value should start in this feedback. Avoid and encourage all and partners accessible, practical possible. Use
for stakeholders. parallel with the huge initiatives stakeholder groups where appropriate. and easy to use. automation to
Review current ongoing initiative, with delayed to come up with Share lessons capture new
and accomplished demonstrating effect, and use new improvement learned across Ensure great user initiatives and
initiatives from progress and shorter iterations initiatives. Credit the organization, experience for feedback, to provide
this point of view, inspiring the in both promotion the most active to inspire those involved transparency,
and market new stakeholders, as of success and contributors, and improvements in in continual and to improve
initiatives and well as capturing correction of errors. recognize and all four dimensions improvement. collaboration.
correct improvement feedback. promote their of service
methods to attitude and results. management and
maximize value. all products and
services.

ITIL guiding principles for continual improvement 07

2. Conclusion

The continual improvement model is applicable to all types of improvement initiatives, from minor
service or operation improvements, to major organizational changes. The subjects and techniques of the
improvement may change, however the approach remains universal, and so do the guiding principles. The
above table provides a basic overview of how the guiding principles can apply to each step of the continual
improvement model, but remember that the details, and the level of applicability of the principles at
every step of improvement may vary. The above information is not meant to be used as a prescriptive list,
instead, organizations should apply it as needed with an understanding of their own situation and context.

When an organization is establishing its own continual improvement practice, it should always keep
each of the guiding principles in mind, as they are a great help in planning and managing an effective
improvement. Continual improvement is the beating heart of service management, and by understanding
and following the guiding principles, an organization can maximise its chances for continual improvement
success.

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3. About AXELOS
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About this Practical Guidance
This guidance details how the ITIL guiding principles
can be applied to improvement initiatives in
conjunction with the continual improvement model.

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