ITIL® v.4 Foundation by Vitaly Vorobjov (ENG) PDF

ITIL® 4
FOUNDATION
Trainer: Vitaly Vorobjov
2020
Course Agenda
1. COURSE INTRODUCTION
2 . I N T R O D U C T I O N TO S E R V I C E M A N A G E M E N T
3. THE FOUR DIMENSIONS OF SERVICE MANAGEMENT
4 . T H E I T I L S E R V I C E VA L U E S Y S T E M
5. THE GUIDING PRINCIPLES
6. ITIL MANAGEMENT PRACTICES
ITIL® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. 2
COURSE INTRODUCTION
Why are we here?
W ELCOM E!
Please share with the class:
• Your name
• Your current role background in IT
• Your familiarity with ITIL core concepts and practices

• What you expect to learn over the next few days?
Course Objectives
Understand the key concepts Understand how ITIL guiding

of IT service management principles can help an
The guiding organization to adopt and
principles adapt IT service management
The four
Service
dimensions of
management
service
Learn the various ITIL practices key concepts
management
Understand the four
and how they contribute to dimensions of IT service
value chain activities management
ITIL® Foundation
The ITIL service

Overview of value system –
ITIL practices service value
chain
Understand the purpose and

Understand the key concepts Continual components of the ITIL service
of continual improvement improvement
value system? And activities of
the service value chain, and
how they interconnect
Housekeeping
• SCHEDULE
• 4 days
• 10:00 – 14:00
• SHORT BRAKES
• ˜Every 1.5 hour
Training Ground Rules
• Arrive on time
• Enable Video
• Enabled microphone means you have a question
• Ask questions any time you want

• Identify yourself before speaking
• Only one person speaks at a time; no one interrupt while someone is speaking
• Everybody agrees to make a strong effort to stay on track with the agenda and to move forward
• Feedback
INTRODUCTION TO SERVICE
MANAGEMENT
Key concepts
• Introduction to ITIL® 4
• The structure and benefits of the ITIL® 4 framework

• ITIL® 4 Foundation Exam
• Service management
• Services and Products

• Services Offerings
• Service relationships
• Value, Outcomes, Costs and Risks
Introduction to ITIL® 4
• W H AT I S I T I L ® ?
Best-practice guidance for IT service management.
• ABOUT ITIL® 4
• ITIL® has led the ITSM industry with guidance, training, and certification programmes for more than 30 years. ITIL® 4 brings ITIL® up to date by re-
shaping much of the established ITSM practices in the wider context of customer experience, value streams, and digital transformation, as well as
embracing new ways of working, such as Lean, Agile, and DevOps.
• The purpose of ITIL 4 is to provide organizations with comprehensive guidance for the management of IT-enabled service in the digital economy.
The brief history of ITIL
Mid 1980 1989 2000/2001 2007 2011 2019
1st release Release of Release of Updated Release of

of ITIL v.1 ITIL v.2 ITIL v.3 release of ITIL v.4
books books books ITIL v.3 Foundation
books book
Definitions of 1st version in which SVS, 4 dimensions

2nd edition of
Service Support & 5 lifecycle phases of ITSM, The
ITIL v.3
Service Delivery have been defined guiding principles
10
ITIL® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
The structure and benefits of the ITIL® 4 framework
I TI L ® 4 I S THE NEW I TI L
ITIL 3: ITIL 4:
•Service Strategy • ITIL Foundation
•Service Design • Create, Deliver & Support
•Service Transition • Drive Stakeholder Value
•Service Operation • High Velocity IT
•Continual Service Improvement • Direct, Plan & Improve
• Digital & IT Strategy
S ERV I C E VA LUE SYSTEM
Copyright © AXELOS Limited 2019. Reproduced under license from AXELOS Limited. All rights reserved
THE FOUR D I M ENS I ONS OF S ERV I C E M ANAG EM ENT
ITIL® 4 Certification Scheme
ITIL® 4 Foundation Examination Design
• E X A M I N AT I O N A D M I N I S T R AT I O N
Duration: 60 minutes
NOTE: Candidates taking the exam in a language that is not their native or working language may be awarded 25% extra time, i.e. 75 minutes in
total.
Materials permitted: This is a ‘closed book’ examination. No materials other than the examination materials are permitted.
• QUESTION TYPES
All 40 questions are Objective Test Questions (OTQs), which present four options from which one option is selected. Distractors (wrong answers)
are options that candidates with incomplete knowledge or skill would be likely to choose. These are generally plausible responses relating to the
syllabus area being examined. Question styles used within this type are: ‘standard’, ‘missing word’, ‘list’(2 correct items), and, exceptionally,
‘negative’ standard OTQ.
• SCORING
• Number of questions: 40
Marks: Each question is worth 1 mark. There are 40 marks available.
There is no negative marking.
Provisional pass mark: 65% or higher – a raw score of 26 marks or above
ITIL® 4 Foundation Examination Design
B LOOM ’S TA XONOM Y
6. Evaluation
5. Synthesis
4. Analysis
3. Application
2. Comprehension
Foundation Level
1. Knowledge
Key concepts of service management
“Service management
A set of specialized organizational capabilities for enabling value for customers
in the form of services.”
Quoted text Source is ITIL° Foundation (ITIL® 4 edition), 2019. Copyright © AXELOS Limited 2019. Material is reproduced under license from AXELOS Limited. All rights reserved.
D E V E LO P I N G T H E S P E C I A L I Z E D O R G A N I Z AT I O N A L C A PA B I L I T I E S
M E N T I O N E D I N T H E D E F I N I T I O N R E Q U I R E S A N U N D E R S TA N D I N G
OF: Value
The perceived
• the nature of value benefits,
usefulness, and
• the nature and scope of the stakeholders involved
importance of
• how value creation is enabled through services something.
O RGANIZATIONS FACILITATE VALUE CREATION
“Organization
A person or a group of people that has its own functions with responsibilities,
authorities, and relationships to achieve its objectives.”
Organizations vary in size and complexity, and in their relation to legal entities, from a single person or a team
to a complex network of legal entities united by common objectives, relationships, and authorities.
V A LU E C O - C R E AT I O N
More and more, organizations recognize that

value is co-created through an active Those to whom
collaboration between providers and services are delivered
consumers, as well as other organizations that are referred to as
are part of the relevant service relationships. Service Consumers.
Organizations who
deliver services are
referred to as
Service Providers.
S ERVICE CONSUMER ROLES
Sponsor • “A person who authorizes budget for

service consumption.”
• “A person who defines the requirements

Customer for a service and takes responsibility for
the outcomes of service consumption.”
User • “A person who uses services.”
Quoted text Source is ITIL° Foundation (ITIL® 4 edition), 2019. Copyright © AXELOS Limited 2019.
Material is reproduced under license from AXELOS Limited. All rights reserved.
O T H E R S TA K E H O L D E R S I N VA L U E
Service Provider
(Employees,
Managers, and
Service Owners)
Consumer
Other
Stakeholders
(investors and
shareholders,
regulators,
partners,
communities, and
societies)
Different stakeholders are important to creation of a value
Services and Products
“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.”
“The services that an organization provides are based on one or more of its products.”
“Product
A configuration of an organization’s resources designed to offer
value for a consumer.”
“Products are typically complex and are not fully visible to the consumer. The portion of a product that the consumer
actually sees does not always represent all of the components that comprise the product and support its delivery.
Organizations define which product components their consumers see, and tailor them to suit their target consumer
groups.”
Services Offerings
“Service offering
A 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
actions.”
Goods Access to resources Service actions
• Ownership is transferred • Ownership is not • Performed by the service

to the consumer transferred to the provider to address a
• Consumer takes consumer consumer’s needs
responsibility for future • Access is granted or • Performed according to
use licensed to the consumer an agreement with the
under agreed terms and consumer
conditions
Service relationships
W H AT A R E S E R V I C E R E L AT I O N S H I P S ?
Service provisioning consists of Service consumption consists of

"activities performed by a service "activities performed by a service
provider to provide services." consumer to consume services."
“Service relationship management consists of "joint activities performed by a service provider and
a service consumer to ensure continual value co-creation based on agreed and available service
offerings.“
S ERVICE P ROVISIONING
Management of the provider's resources,

configured to deliver the service
Access to these resources for users
Fulfilment of the agreed service actions
Service level management and continual

improvement.
S ERVICE C ONSUMPTION
Management of the consumer's

resources needed to use the service
Utilization of the provider's resources
Requesting service actions to be fulfilled

and fulfilling actions on consumer side
Receiving of or acquiring of goods
Services and Products
Services
Value defined through service(s)
Products
Products are the foundation for services
Resources
Resources are used to configure products
Services Offerings
Services
Value is delivered through service(s)
Service offering
Goods Access to resources Service actions
Products
Products are the foundation for services
Resources
Recourses are used to configure products
Example: Service Relationship, Service Offering, and Products
Services
Service Relationship
A direct first class flight from Minsk to London
Service Offering
All flights and options from Minsk to London
Food Different types of seat Piloting, Check-in

Streaming movie service Baggage handling
Beverages
Space for carry-on bags In-flight services
Toiletries
Products
Passenger transportation, cargo transportation
Resources
Aircrafts, airport infrastructure, crew and ground personnel, IT systems, partners' services...
T H E S E R V I C E R E L AT I O N S H I P S M O D E L
Service providers are also service consumers
VALUE, OUTCOMES, COSTS AND RISKS
“Service is 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.”
S E R V I C E S FA C I L I TAT E O U T C O M E S
"An outcome is a result

"An output is a tangible
for a stakeholder
or intangible deliverable
enabled by one or more
of an activity."
outputs."
U N D E R S TA N D I N G C O S T S
“Costs
The amount of money spent on a specific activity or resource."
Costs removed from the Costs imposed on the

consumer by the service consumer by the service
(part of the value pm position) (costs of service consumption)
U N D E R S TA N D I N G R I S K S
“Risk
A possible event that could cause harm or loss, or make it more difficult to achieve objectives. "
Risks removed from the Risks imposed on the

consumer by the service consumer by the service
(part of the value proposition) (risks of service consumption)
U N D E R S TA N D I N G R I S K S
The service consumer contributes to the reduction of risk through:

• Actively participating in the definition of the requirements of the service and the clarification
of its required outcomes.
• Clearly communicating the critical success factors and constraints that apply to the service.
• Ensuring the provider has access to the necessary resources of the consumer throughout the
service relationship.
U N D E R S TA N D I N G U T I L I T Y A N D WA R R A N T Y
“Utility is the functionality “Warranty is the assurance

offered by a product or that a product or service will
service to meet a particular meet agreed requirements.”
need.”
• Represents what the service does • Represents how the service
• Determines whether a service is 'fit performs
for purpose' • Determines whether a service is 'fit
• Requires that a service must either for use'
support the performance of the • Requires that a service has defined
consumer or remove constraints and agreed conditions that are met
from the consumer
Quoted text Source is ITIL° Foundation (ITIL® 4 edition), 2019. Copyright © AXELOS Limited 2019. Material is reproduced under license from AXELOS Limited.
All rights reserved.
THE FOUR DIMENSIONS OF
SERVICE MANAGEMENT
Key concepts
• ORGANIZATIONS AND PEOPLE
• INFORMATION AND TECHNOLOGY
• PARTNERS AND SUPPLIERS

• VALUE STREAMS AND PROCESSES
• EXTERNAL FACTORS AND THE PESTLE MODEL
The four dimensions of service management
“The four perspectives that

are critical to the effective
and efficient facilitation of
value for customers and
other stakeholders in the
form of products and
services.”
Quoted text Source is ITIL° Foundation (ITIL® 4 edition), 2019.
Copyright © AXELOS Limited 2019. Material is reproduced under
license from AXELOS Limited. All rights reserved.
O R G A N I Z AT I O N S A N D P E O P L E
Formal
Organizational Culture
Structures
Required
Roles and
Staffing and
Responsibilities
Competencies
Systems of Authority: Roles and Responsibilities:
Authority in organizations is the Roles and responsibilities define the
character of communication between parameters that enable people to know
two individuals, the one who takes what to do.
orders within the system and the one
who gives orders.
Organizations
Right level of workforce capacity and Culture:

competence: A set of values that is shared by a group
People, being the crucial asset of an of people, including expectations about
organization, should be updated on how people should behave, ideas,
skills and competencies to have better beliefs, and practices.
results.
Leaders champion
Shared values and
and advocate the
attitudes
values
Culture
Trust and
Communication
transparency
Broad
Communication
knowledge and
and
deep
collaboration
specialization
Common
Updating skills
objective:
and
facilitating
competencies
value creation
Management
and leadership
styles
People Break down
silos
I N F O R M AT I O N A N D T E C H N O L O G Y
Information
Technologies
and
Required
Knowledge
Relationships
between
Components
of the SVS
What information will the services

manage?
What supporting information and

knowledge do you require to
deliver and manage the services?
How will you protect, manage,

archive, and dispose of the
information and knowledge assets?
For many services, information management is the primary means of enabling customer value.
Information criteria
Availability Reliability Accessibility Timeliness Accuracy Relevance
The challenges of information management, such as those presented by security and regulatory compliance
requirements, are also a focus of this dimension.
Technologies supporting service Technologies supporting IT

management services
Workflow management IT architecture
Communication system Applications
Inventory systems Databases
Mobile platforms
Blockchain
Cloud solutions
Cognitive computing
Knowledge bases
Analytical tools Communication systems
Remote collaboration Artificial intelligence
Artificial intelligence Cloud computing
Machine Learning Mobile applications
Organizational Nature of the

Culture Business
Company that does significant
Some organizations may have more
business with government clients
of an interest in being at the cutting
may have restrictions on the use of
edge of technological advances than
some technologies, or have
others. Equally the culture of some
significantly higher security concerns
organizations may be focused on a
that must be addressed. Other
more traditional way of working. One
industries, such as finance or life
company may be excited to take
sciences, are also subject to
advantage of artificial intelligence
restrictions around their use of
technologies, while another may
technology. They usually cannot use
barely be ready for advanced data
open source and public services when
analysis tools.
dealing with sensitive data.
PA R T N E R S A N D S U P P L I E R S
Service
Organization’s
provider/Service
consumer partner and
supplier strategy
relationship
Factors that
Service
influence
integration and
supplier
management
strategies
Service partnerships
• Share common goals and risks
• Collaborate to achieve desired outcomes
Goods and service supply

• Formal contracts
• Clear separation of responsibilities
Consumer Consumer Consumer Consumer
“Service integration and management (SIAM) involves the
use of a specially established integrator to ensure that
service relationships are properly coordinated.
Service integration and management may be kept within
Demand
the organization, but can also be delegated to a trusted Service
Supply
partner.” Integrator
Material is reproduced under license from AXELOS Limited. All rights reserved.
Supplier Supplier Supplier Supplier
Strategic
An organization’s strategy when it comes to focus
using partners and suppliers should be based Demand Corporate
on its goals, culture and business patterns culture
environment.
Organization’s
supplier
External
constraints
strategy Resource
scarcity
Subject
Cost
matter
concerns
expertise
VA L U E S T R E A M S A N D P R O C E S S E S
“Value Stream
A series of steps an organization undertakes to create and deliver products and services
to consumers.
A value stream is a combination of the organization’s value chain activities”
Improved Better Increased Continual

Performance Understanding Productivity Improvement
“Process
A set of interrelated or interacting activities that transform inputs into outputs.
A process takes one or more defined inputs and turns them into defined outputs.
Processes define the sequence of actions and their dependencies.”
Input Activities Output
What is the What are the

generic delivery value streams Who, or what
model for the involved in performs the
service, and how delivering the required service
does the service agreed outputs of actions?
work? the service?
E X T E R N A L FA C TO R S A N D T H E P E S T L E M O D E L Legal factors:
Political factors: Social factors: • Health and safety
• Government policy • Population growth • Equal opportunities
• Political stability or instability in • Age distribution • Advertising standards
overseas markets • Health consciousness • Consumer rights and laws
• Foreign trade policy • Career attitudes • Product labelling and product
• Tax policy • Emerging trends safety
• Labor law • Employment legislation
• Environmental law • Consumer law
• Trade restrictions • Trade regulation and restrictions
P E S T L E
Economic factors: Technological factors: Environmental factors:
• Economic growth • New ways of producing goods and • Scarcity of raw materials
• Interest rates services • Pollution targets
• Exchange rates • New ways of distributing goods • Climate
• Inflation and services • Recycling procedures
• Disposable income of consumers • New ways of communicating with • Carbon footprint
and businesses target markets • Waste disposal
• Sustainability
PESTLE MODEL AND THE FOUR DIMENSIONS
THE ITIL SERVICE VALUE SYSTEM
Key concepts
• Service Value System
• Service Value Chain
• Value Stream
The ITIL service value system
W H AT I S T H E S E R V I C E VA L U E S Y S T E M ?
“The purpose of the SVS is to ensure that the organization continually co-creates value with all
stakeholders through the use and management of products and services.”
I N P U T S TO T H E S V S
“Opportunity: options or possibilities to add value for stakeholders or otherwise improve the organization.
Demand: The need or desire for products and services from internal and external customers.”
OUTCOME OF THE SVS
“The outcome of the SVS is value, that is, the perceived benefits, usefulness, and importance of something. The
ITIL SVS can enable the creation of many different types of value for a wide group of stakeholders.”
COMPONENTS OF THE SVS
“Guiding principles: Recommendations that can guide an organization in all circumstances, regardless of
changes in its goals, strategies, type of work, or management structure.”
“Governance: The means by which an organization is directed and controlled.”
“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.”
ADDRESSING THE CHALLENGE OF SILOS
“The ITIL SVS has been specifically designed to enable flexibility and discourage siloed working..”
los
Organizational silos:
si
• Prevents easy access to information & expertise
a s
• Reduces efficiency
e s
• Increases costs
t ic
• Makes communication and collaboration difficult
ra c
• Makes organizations unable to quickly take advantage of
D p
opportunities
• Makes decision making ineffective due to limited visibility
OI
and hidden agendas
AV
T H E S E R V I C E VA L U E C H A I N
“The central element of the SVS is the Service Value Chain, an operating model which outlines the key activities
required to respond to demand and facilitate value realization through the creation and management of
products and services.” Quoted text Source is ITIL° Foundation (ITIL® 4 edition), 2019. Copyright © AXELOS Limited 2019. Material is reproduced under license from AXELOS Limited. All rights reserved.
S E R V I C E VA L U E C H A I N I N T E R A C T I O N S W I T H P R A C T I C E S
“Service Value Chain activities represent the steps an organization takes in the creation of value. Each activity
contributes to the value chain by transforming specific inputs into outputs.”
Inputs from
within and Outputs
outside of the
value chain
Resources of
the practices
“To convert inputs into outputs, the value chain activities use different combinations of ITIL practices (sets of
resources designed for performing certain types of work).”
S E R V I C E VA L U E C H A I N A C T I V I T I E S
• All incoming and outoing interactions with parties external to the service provider are performed via Engage
value chain activity
• All new resources are obtained through the Obtain/Build activity
• Planning at all levels is performed via Plan activity
• Improvements at all levels are initiated and managed via Improve activity
• Products and services, Demand and Value are NOT value chain activities; they are SVS components
S E R V I C E VA L U E C H A I N A C T I V I T Y: P L A N
“The purpose of the plan value chain activity is to ensure a shared understanding of the vision,
current status, and improvement direction for all four dimensions and all products and
services across the organization.” Quoted text Source is ITIL° Foundation (ITIL® 4 edition), 2019. Copyright © AXELOS Limited 2019. Material is reproduced under license from AXELOS Limited. All rights reserved.
From Input
Government Body Policies, requirements, and constraints
Engage Consolidated demands and opportunities
Improve Value chain performance information, improvement initiatives, and plans
Improve Improvement status reports
Design and transition, Knowledge and information about new and changed products and
and obtain/build services
Engage Knowledge and information about third-party service components
Output To
Strategic, tactical, and operational plans All
Portfolio decisions Design and transition
Architectures and policies Design and transition
Improvement opportunities Improve
Product and service portfolio Engage
Contract and agreement requirements Engage
S E R V I C E VA L U E C H A I N A C T I V I T Y: I M P R O V E
“The purpose of the improve value chain activity is to ensure continual improvement of products, services, and
practices across all value chain activities and the four dimensions of service management.”
From Input
deliver and support Product and service performance information
Engage Stakeholders’ feedback provided

All value chain activities Performance information and improvement opportunities
Design and transition, Knowledge and information about new and changed products and
Output To
Improvement initiatives and plans All value chain activities
Value chain performance information Plan and the governing body
Improvement status reports All value chain activities
Service performance information Design and transition
S E R V I C E VA L U E C H A I N A C T I V I T Y: E N G A G E
“The purpose of the engage value chain activity is to provide a good understanding of stakeholder needs,
transparency, and continual engagement and good relationships with all stakeholders.”
From Input
Plan Product and service portfolio
Customers High-level demand for services and products
Customers Detailed requirements for services and products
Customers Requests and feedback
Users Incidents, service requests, and feedback
Deliver and support Information on the completion of user support tasks
Customers and users Marketing opportunities
Partners and suppliers Cooperation opportunities and feedback
All value chain activities Contract and agreement requirements
Design and transition, and obtain/build Knowledge and information about new and changed products and services
Suppliers and partners Knowledge and information about third-party service components
Deliver and support Product and service performance information
Improve Improvements initiatives and plans

Output To
Consolidated demands and opportunities Plan
Product and service requirements Design and transition
User support tasks Deliver and support
Improvement opportunities and stakeholders’ feedback Improve
Change or project initiation requests Obtain/build
Contracts and agreements with external and internal suppliers and Design and transition, and
partners obtain/build
Knowledge and information about third-party service components All value chain activities
Service performance reports Customers
S E R V I C E VA L U E C H A I N A C T I V I T Y: D E S I G N A N D T R A N S I T I O N
“The purpose of the design and transition value chain activity is to ensure that products and
services continually meet stakeholder expectations for quality, costs, and time to market.”
From Input
Plan Portfolio decisions provided
Plan Architectures and policies provided
Engage Product and service requirements provided
Improve Improvement initiatives and plans provided
Deliver and support, and improve Service performance information provided
Obtain/build Service components
Obtain/build Knowledge and information about new and changed products and
services
Output To
Requirements and specifications Obtain/build
New and changed products and services Deliver and support
Knowledge and information about new and changed products All value chain activities
and services
Performance information and improvement opportunities Improve
S E R V I C E VA L U E C H A I N A C T I V I T Y: O B TA I N / B U I L D
“The purpose of the obtain/build value chain activity is to ensure that service components are available when
and where they are needed, and meet agreed specifications.”
From Input
Plan Architectures and policies
Engage Contracts and agreements with external and internal suppliers and partners
Suppliers and partners Goods and services
Design and transition Requirements and specifications
Improve Improvement initiatives and plans
Engage Change or project initiation requests
Deliver and support Change requests
Design and transition Knowledge and information about new and changed products and services
Output To
Service components Deliver and support
Service components Design and transition
Knowledge and information about new and changed service All value chain activities
components
Performance information and improvement opportunities Improve
S E R V I C E VA L U E C H A I N A C T I V I T Y: D E L I V E R A N D S U P P O R T
“The purpose of the deliver and support value chain activity is to ensure that services are
delivered and supported according to agreed specifications and stakeholders’ expectations.”
From Input
Design and transition New and changed products and services
Engage Contracts and agreements with external and internal suppliers and partners
Obtain/build Service components
Improve Improvement initiatives and plans
Engage User support tasks
Design and transition, Knowledge and information about new and changed service components and
Output To
Services delivered Customers and users
Information on the completion of user support tasks Engage
Product and service performance information Engage and improve
Improvement opportunities Improve
Change requests Obtain/build
Service performance information Design and transition
VA L U E S T R E A M A N D T H E S E R V I C E VA L U E C H A I N
In order to carry out a certain task, or respond to a particular situation, organizations create service value
streams. Service value streams are specific combinations of activities and practices, and each one is designed for
a particular scenario.
Engage activity Deliver & Support activity

Value stream A
To Engage
Step A1 Step A2 Step A3 Step A4 Step A5
To Obtain/Build
Value stream B
Step B1 Step B2 Step B3 Step B4
As each value stream is made up of a different combination of value chain activities and practices, inputs and
outputs must be understood as specific to particular value streams.
THE GUIDING PRINCIPLES
Key concepts
• Focus on value
• Start where you are
• Progress iteratively with feedback
• Collaborate and promote visibility

• Think and work holistically
• Keep it simple and practical
• Optimize and automate
ITIL Guiding Principles
W H AT I S A G U I D I N G P R I N C I P L E ?
“A 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.
A guiding principle is universal and enduring.”
The Guiding Principles 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.
They allows organizations to effectively integrate the use of multiple methods into an overall approach to service
management. They are universally applicable to nearly any initiative.
THE SEVEN GUIDING PRINCIPLES
ITIL® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
F O C U S O N VA L U E
“Everything the organization does should link back, directly or indirectly, to value for itself, its
customers, and other stakeholders.”
Understand and identify the service consumer
Understand the consumer’s perspective
Map value to intended outcomes, which change over time
Understand the customer experience (CX) and/or user experience

(UX)
F O C U S O N VA L U E : A P P L I C AT I O N
Know how service

Encourage a focus on
consumers use each
value among all staff
service
Focus on value during

normal operational Include focus on value
activity as well as in every step of any
during improvement improvement initiative
initiatives
S TA R T W H E R E YO U A R E
“When engaged in any improvement initiative, do not start over without first considering what is
already available to be leveraged.”
Organizations often make decisions to remove the old or unsuccessful methods or services to be
better and be up-to-date.
However, it is not an intelligent decision as it can lead to:

• Removing the existing services, processes, people, and tools that could play a significant role in
delivering the new value
• Developing a completely different value compared to the past
• Wasting efforts
S TA R T W H E R E YO U A R E : A P P L I C AT I O N
Determine if successful
Look at what exists as practices or services
objectively as possible can be replicated or
expanded
Recognize that
Apply your risk sometimes nothing
management skills from the current state
can be re-used
P R O G R E S S I T E R AT I V E LY W I T H F E E D B A C K
“Resist the temptation to do everything at once. Even huge initiatives must be accomplished
iteratively. By organizing 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.”
Working in a time-boxed, iterative manner with feedback loops embedded into the process allows
for greater flexibility, faster responses to customer and business needs, the ability to discover and
respond to failure earlier, and an overall improvement in quality.
• Sequential or simultaneous
• Manageable and managed
• Tangible results
• Timely manner
• Can be built on to create future improvements
Organize work into smaller, manageable sections. Copyright © AXELOS Limited 2019. Reproduced under license from AXELOS Limited. All rights reserved
P R O G R E S S I T E R AT I V E LY W I T H F E E D B A C K
A feedback loop is a situation where part of the output of an activity is used for new input.
The initiative and its component iterations must be continually re-

evaluated to reflect changes in circumstances.
Seek and use feedback before, throughout, and after each

iteration.
Feedback loops between participants help them understand

where work comes from, outputs go and how their actions affect
the outcomes.
P R O G R E S S I T E R AT I V E LY W I T H F E E D B A C K : A P P L I C AT I O N
Comprehend the The ecosystem is

whole, but do constantly changing, so
something feedback is essential
Fast does not mean

incomplete
C O L L A B O R AT E A N D P R O M OT E V I S I B I L I T Y
“When initiatives involve the right people in the correct roles, efforts benefit from better buy-in,
more relevance (because better information is available for decision-making) and increased
likelihood of long-term success.”
Understanding
Information sharing Real accomplishment
Trust
C O L L A B O R AT E A N D P R O M O T E V I S I B I L I T Y: I D E N T I F Y I N G W H O M T O C O L L A B O R AT E
WITH
Identifying
Developers Stakeholders
Suppliers
“Developers working with Relationship

other internal teams to ensure Employees Customers “Suppliers
managers
that what is being developed collaborating with the
can be operated efficiently and organization to define
effectively. Developers should its requirements and
collaborate with technical and “Employees “Relationship “Customers brainstorm solutions to
non-technical operational managers collaborating with customer problems.
collaborate with Internal and external
teams to make sure that they collaborating with each other to
are ready, willing, and able to
each other to suppliers collaborating
deliver quality service consumers create a shared with each other to
transition the new or changed
service into operation, perhaps services or to achieve a understanding of review shared
even participating in testing. products.” comprehensive their business processes and identify
Developers can also work with understanding of issues” opportunities for
operations teams to optimization and
service consumer potential automation.”
investigate defects (problems)
needs and
and to develop
workarounds or permanent priorities”
fixes to resolve these defects” Material is reproduced under license from AXELOS Limited. All rights reserved.
C O L L A B O R AT E A N D P R O M OT E V I S I B I L I T Y
Improvement
Daily work
work
Without transparency:
• There may be an impression that the work is not a priority Item 1
• Improvement work may take a lower priority over other
Task 1 Item 1
tasks with daily urgency
Task 2 Item 3
Insufficient visibility of work leads to poor decision-making, which in turn impacts the
organization’s ability to improve internal capabilities.
It is important to:
• understanding the flow of work in progress
• identifying bottlenecks, as well as excess capacity
• uncovering waste.
C O L L A B O R AT E A N D P R O M OT E V I S I B I L I T Y: A P P L I C AT I O N
Collaboration does not Communicate in a way

mean consensus the audience can hear
Decisions can only be

made on visible data
T H I N K A N D W O R K H O L I S T I C A L LY
“A holistic approach to service management includes establishing an understanding of how all the
parts of an organization work together in an integrated way.”
Demand Value
T H I N K A N D W O R K H O L I S T I C A L LY: A P P L I C AT I O N
Recognize the Collaboration is key to

complexity of the thinking and working
systems holistically
Where possible, look

for patterns in the Automation can
needs of and facilitate working
interactions between holistically
system elements
KEEP IT SIMPLE AND PRACTICAL
“Outcome-based thinking should be used to produce practical solutions that deliver valuable
outcomes while using the minimum number of steps needed.”
Establish a holistic view of Start with an uncomplicated

the organization’s work approach, add later
Do not try to produce a Be mindful of completing

solution for every exception objectives
K E E P I T S I M P L E A N D P R A C T I C A L : A P P L I C AT I O N
Simplicity is the
Do fewer things, but
Ensure value ultimate
do them better
sophistication
Easier to Simplicity is the best

Respect the time of
understand, more route to achieving
the people involved
likely to adopt quick wins
O P T I M I Z E A N D A U TO M AT E
“Optimization means to make something as effective and useful as it needs to be. Before an
activity can be effectively automated, it should be optimized to whatever degree is possible and
reasonable.” Quoted text Source is ITIL° Foundation (ITIL® 4 edition), 2019. Copyright © AXELOS Limited 2019. Material is reproduced under license from AXELOS Limited. All rights reserved.
Assess the current

Understand and state of the Agree to the future
agree to the context proposed state
optimization
Ensure the level of Execute the Continually monitor

stakeholder improvements the impact of
engagement iteratively optimization
O P T I M I Z E A N D A U TO M AT E
“Automation typically refers to the use of technology to perform a step or series of steps correctly
and consistently with limited or no human intervention.
Technology can help organizations to scale up and take on frequent and repetitive tasks, allowing
human resources to be used for more complex decision-making.”
The simplest form of automation involves standardizing and streamlining of manual tasks, such as defining the
rules of part of a process to allow decisions to be made automatically’.
Input Output
O P T I M I Z E A N D A U TO M AT E : A P P L I C AT I O N
Use the other guiding principles when

Simplify and/or applying this one
optimize before
automating
Progress iteratively Keep it simple and
with feedback practical
Start where you

Define your metrics Focus on value
are
ITIL MANAGEMENT PRACTICES
Key concepts
• General management practices

• Service management practices
• Technical management practices
The ITIL management practices
“The ITIL management practice is a set of organizational resources designed

for performing work or accomplishing an objective.”
The origins of the practices are as follows:

• Supports multiple
• General management practices(14) have been adopted and adapted for
service value
service management from general business management domains.
chain activities
• Service management practices(17) have been developed in service
management and ITSM industries. • Includes resources
based on 4
• Technical management practices(3) have been adapted from technology dimensions of
management domains for service management purposes by expanding or service
shifting their focus from technology solutions to IT services. management
General management practices Service management practices Technical management practices

• Architecture management • Availability management • Deployment management
• Continual improvement • Business analysis • Infrastructure and platform
• Information security management • Capacity and performance management
• Knowledge management management • Software development and
• Measurement and reporting • Change Enablement management
• Organizational change • Incident management
management • IT asset management
• Portfolio management • Monitoring and event management
• Project management • Problem management
• Relationship management • Release management
• Risk management • Service catalogue management
• Service financial management • Service configuration management
• Strategy management • Service continuity management
• Supplier management • Service design
• Workforce and talent management • Service desk
• Service level management
• Service request management
• Service validation and testing
GENERAL MANAGEMENT PRACTICES
General management practices
• Architecture management
• Continual improvement
• Information security management
General management • Knowledge management
practices have been • Measurement and reporting
adopted and adapted • Organizational change
management
for service • Portfolio management
management from • Project management
general business • Relationship management
• Risk management
management • Service financial management
domains. • Strategy management
• Supplier management
• Workforce and talent management
ARCHITECTURE MANAGEMENT
“The purpose of the architecture management practice is to 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. It provides the principles,
standards, and tools that enable an organization to manage complex change in a structured and
Agile way. “
CONTINUAL IMPROVEMENT PRAC TICE
“The purpose of the continual improvement practice is to align the organization’s practices and
services with changing business needs through the ongoing identification and improvement of
services, service components, practices, or any element involved in the efficient and effective
management of products and services.”
Key activities that are part of continual improvement practices include:

• encouraging continual improvement across the organization
• securing time and budget for continual improvement
• identifying and logging improvement opportunities
• assessing and prioritizing improvement opportunities
• making business cases for improvement action
• planning and implementing improvements
• measuring and evaluating improvement results
• coordinating improvement activities across the organization.
Lean methods Balanced

to reduce waste scorecard
Multi-phase Incremental agile

project Methods, improvements
models &
Maturity
assessment
techniques Quick wins
DevOps SWOT
“A continual improvement register (CIR) is a database or structured document to track and

manage improvement ideas from identification through to final action.”
Date Initiative Impact Due date Team Comments

Jan’19 Automate delivery M Feb’19 Ops Required PM approval
pipeline
Feb’19 Automate security H Apr’19 Sec Security compliance
tests has to be approved
Mar’19 Public cloud migration
Ideas are captured, documented, assessed,
prioritized and appropriately acted on.
Embedding continual improvement into

Leaders
the way people think and work
Continual improvement Leading efforts and advocate

team practice across organization
Active participation in
Everyone in the
continual improvement is a
organization
core part of everyone’s job
Contracts should
include how they
Partners and suppliers
measure, report
and improve
Value chain activity Contribution

Plan The continual improvement practice is applied to planning activities,
methods, and techniques to make sure they are relevant to the
organization’s current objectives and context.
Improve The continual improvement practice is key to this value chain activity. It
structures resources and activities enabling improvement at all levels of
the organization and the SVS.
Engage
Design and transition Each of these value chain activities are subject to continual
improvement, and the continual improvement practice is applied to all of
Obtain/build them.
Deliver and support
I N F O R M AT I O N S E C U R I T Y M A N A G E M E N T P R A C T I C E
“The purpose of the information security management practice is to protect the

information needed by the organization to conduct its business.”
This includes understanding and managing risks to:

• A security objective that ensures information is not made
Confidentiality available or disclosed to unauthorized entities.
• A security objective that ensures information is only modified by
Integrity authorized personnel and activities.
• A security objective that ensures information is available and
Availability usable when required.
Authentication • Ensuring someone is who they claim to be.
Non-repudiation • Ensuring that someone can’t deny that they took an action.
MEASURMENT AND REPORTING
“The purpose of the measurement and reporting practice is to support good decision-
making and continual improvement by decreasing the levels of uncertainty.”
O R G A N I Z AT I O N A L C H A N G E M A N A G E M E N T
“The purpose of the organizational change management practice is 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.
OCM must ensure that the following:

• Clear and relevant objectives
• Clear responsibilities for the each step
• Strong and committed leadership
• Willing and prepared participants
• Sustained improvement
R E L AT I O N S H I P M A N A G E M E N T P R A C T I C E
“The purpose of the relationship management practice is to establish and nurture the
links between the organization and its stakeholders at strategic and tactical levels.”
Identification
Continual Relationships with and

Analysis
improvement between stakeholders
Monitoring
SUPPLIER MANAGEMENT PRACTICE
“The purpose of the supplier management practice is to ensure that the organization’s
suppliers and their performances are managed appropriately to support the seamless
provision of quality products and services.”
Activities that are central to the practice include:
• Creating a single point of visibility and control to ensure consistency
• Maintaining a supplier strategy, policy, and contract management information
• Negotiating and agreeing contracts and arrangements
• Managing relationships and contracts with internal and external suppliers
• Managing supplier performance
RISK MANAGEMENT
“The purpose of the risk management practice is to ensure that the organization
understands and effectively handles risks.
Risks need to be:
• Identified Uncertainties that would affect the achievement of objectives within the context of a particular
organizational activity. These uncertainties must be considered and then described to ensure that there is
common understanding.
• Assessed The probability, impact, and proximity of individual risks must be estimated so they can be prioritized,
and the overall level of risk (risk exposure) associated with the organizational activity understood.
• Treated Appropriate responses to risks must be planned, assigning owners and actioners, and then
implemented, monitored, and controlled.
ISO 31000 Risk management

SERVICE MANAGEMENT PRACTICES
Service management practices
• Availability management
• Business analysis
• Capacity and performance
management
• Change enablement
• Incident management
Service management • IT asset management
practices have been •
•
Monitoring and event management
Problem management
developed in service • Release management
• Service catalogue management
management and • Service configuration management
ITSM industries. • Service continuity management
• Service design
• Service desk
• Service level management
• Service request management
• Service validation and testing
AVA I L A B I L I T Y M A N A G E M E N T P R A C T I C E
“The purpose of the availability management practice is to ensure that services

deliver agreed levels of availability to meet the needs of customers and users.”
Availability management activities include:
• negotiating and agreeing achievable targets for availability Availability is

ability of an IT
• designing infrastructure and applications that can deliver required
availability levels service or other
configuration item
• ensuring that services and components are able to collect the data to perform its
required to measure availability agreed function
when required
• monitoring, analyzing, and reporting on availability
• planning improvements to availability.
AVA I L A B I L I T Y M A N A G E M E N T P R A C T I C E
C A PA C I T Y A N D P E R F O R M A N C E M A N A G E M E N T P R A C T I C E
“The purpose of the capacity and performance management practice is to ensure that
services achieve agreed and expected performance, satisfying current and future
demand in a cost-effective way.”
• A measure of what is achieved or delivered by a system, person,

Performance team, practice, or service.
• Usually associated with the number of service actions performed

Service performance in a timeframe and the time required to fulfil a service action at a
given level of demand.
Service capacity • The maximum throughput that a CI or service can deliver.
CHANGE ENABLEMENT PRACTICE
“The purpose of the change enablement practice is to maximize the number of
successful IT changes by ensuring that risks have been properly assessed, authorizing
changes to proceed, and managing the change schedule.”
Protection from
Beneficial effect
adverse effect of
of changes
changes
The scope of Change Enablement is defined by each organization. It will typically include all IT infrastructure,
applications, documentation, processes, supplier relationships, and anything else that might directly or indirectly
impact a product or service.
“A change is the addition, modification, or removal of anything that could have

a direct or indirect effect on services.”
• Low-risk
Standard changes • Pre-authorized
• Can be implemented without needing additional authorization
• Based on the type of change

Normal changes • Low-risk, someone who can make rapid decisions
• Very major, could be as high as the management board
• Assessment and authorization is expedited to ensure they can be

Emergency changes implemented quickly
• May be a separate change authority for emergency changes
• The person or group who authorizes a change

• It is essential that the correct change authority is assigned to
Change authority each type of change to ensure that Change Enablement is both
efficient and effective.
• Used to help plan changes, assist in communication, avoid

conflicts, and assign resources.
Change schedule • Can also be used after changes have been deployed to provide
information needed for incident management, problem
management, and improvement planning
In high-velocity organizations, it is a common practice to decentralize change approval, making the peer review a
top predictor of high performance.
Plan Changes to product and service portfolios, policies, and practices all require a
certain level of control, and the change enablement practice is used to provide it.
Improve Many improvements will require changes to be made, and these should be
assessed and authorized in the same way as all other changes.
Engage Customers and users may need to be consulted or informed about changes,
depending on the nature of the change.
Design and transition Many changes are initiated as a result of new or changed services. Change
enablement activity is a major contributor to transition.
Obtain/build Changes to components are subject to CHANGE ENABLEMENT, whether they are
built in house or obtained from suppliers.
Deliver and support Changes may have an impact on delivery and support, and information about
changes must be communicated to personnel who carry out this value chain
activity. These people may also play a part in assessing and authorizing changes.
INCIDENT MANAGEMENT PRACTICE
“The purpose of incident management is to minimize the negative impact of

incidents by restoring normal service operation as quickly as possible.”
Incident should be logged
An Incident is an
Incident should be managed to
unplanned meet agreed target resolution
interruption to a times
service or,
reduction in the Incident should be prioritized
quality of a service.
Information about incidents
should be stored
Design the incident

• Incidents based on different impact
management practice • Major incidents
appropriately for different • Information security incidents
types of incident
• Based on agreed classification

Prioritize incidents • Ensure incidents with highest business impact are resolved
first
• Link to configuration items, changes, problems, known errors

Use robust tool to log and and other knowledge
manage incidents • Provide incident matching to other incidents, problems or
known errors
Incidents may be diagnosed and resolved by people in many different groups, depending on the complexity of the issue or the incident
type. All of these groups need to understand the incident management process, and how their contribution to this helps to manage
the value, outcomes, costs, and risks of the services provided
Support Suppliers or
team partners
Temporary
cross-
Service Desk functional
team
Incident
Users self- Disaster
Diagnosis &
help recovery
Resolution
Some organizations use a technique called swarming to help manage incidents. This involves many different stakeholders working
together initially, until it becomes clear which of them is best placed to continue and which can move on to other tasks.
“Collaboration can
facilitate information- Service Desk Customer(s)
sharing and learning,
as well as helping to
solve the incident
more efficiently and IT Support Suppliers
effectively.”
Quoted text Source is ITIL° Foundation (ITIL® 4 edition), 2019.
Copyright © AXELOS Limited 2019. All rights reserved.
Plan Incident records are a key input to improvement activities, and are prioritized both
in terms of incident frequency and severity.
Engage Incidents are visible to users, and significant incidents are also visible to customers.
Good incident management requires regular communication to understand the
issues, set expectations, provide status updates, and agree that the issue has been
resolved so the incident can be closed.
Design and transition Incidents may occur in test environments, as well as during service release and
deployment. Incident management practice ensures these incidents are resolved in
timely and controlled manner.
Obtain/build Incidents may occur in development environments. Incident management practice
ensures these incidents are resolved in timely and controlled manner.
Deliver and support Incident management makes a significant contribution to support. This value chain
activity includes resolving incidents and problems.
IT ASSET MANAGEMENT PRACTICE
“The purpose of the IT asset management practice is to plan and manage the
full lifecycle of all IT assets, to help the organization:”
Maximize value Control costs Manage risks
Support decision-
Meet regulatory and
making about
contractual
purchase, re-use, and
requirements
retirement of assets
IT ASSET MANAGEMENT PRACTICE
The activities and requirements of IT asset management will vary for different types of asset:
Hardware assets • Must be labelled for clear identification.
• Must be protected from unlawful copying, which could result in

Software assets unlicensed use.
• Must be assigned to specific products or groups so that costs can

Cloud-based assets be managed
• Must be assigned to individuals who take responsibility for their

Client assets care
M O N I TO R I N G A N D E V E N T M A N A G E M E N T P R A C T I C E
“The purpose of the monitoring and event management practice is to systematically

observe services and service components, and record and report selected changes of
state identified as events.
This practice identifies and prioritizes infrastructure, services, business processes, and
information security events, and establishes the appropriate response to those events,
including responding to conditions that could lead to potential faults or incidents.”
• Any change of state that has significance for the management of

Event a service or other configuration item (CI). Events are typically
recognized through notifications created by an IT service, CI, or
monitoring tool.
PROBLEM MANAGEMENT PRACTICE
“The purpose of problem management is to reduce the likelihood and impact of

incidents by identifying actual and potential causes of incidents, and managing
workarounds and known errors.”
Problem • A cause, or potential cause, of one or more incidents.
• A problem that has been analyzed but has not been

Known error resolved.
• Trend analysis of incidents

• Detection of duplicate and recurring Problem
issues by users, service desk, and
technical support staff control • Identify potential
• During major incident management, permanent solution
identifying a risk that an incident • Prioritize for analysis based • Re-assess status of
could recur on the risk that they pose known errors
• Analyzing information received from • Problem analysis from
suppliers and partners perspective of all four • Improve workarounds
• Analyzing information received from dimensions
internal software developers, test
teams, and project teams.
Error control
Problem
identification
PROBLEM MANAGEMENT PRACTICE. WORKAROUND
• Workarounds are documented in

A solution that problem records
reduces or
eliminates the impact • This can be done at any stage; it
of an incident or doesn’t need to wait for analysis to be
problem for which a complete.
full resolution is not
yet available. Some • If a workaround has been documented
workarounds reduce early in problem control, then this
the likelihood of should be reviewed and improved after
incidents. problem analysis has been completed.
Incident
management
Continual Risk
improvement management
Problem
management
Knowledge Change
management enablement
Improve This is the main focus area for problem management. Effective problem
management provides the understanding needed to reduce the number of
incidents and the impact of incidents that can’t be prevented.
Engage Problems that have a significant impact on services will be visible to customers and
users. In some cases, customers may wish to be involved in problem prioritization,
and the status and plans for managing problems should be communicated.
Workarounds are often presented to users via a service portal.
Design and transition Problem management provides information that helps to improve testing and
knowledge transfer.
Obtain/build Product defects may be identified by problem management; these are then
managed as part of this value chain activity.
Deliver and support Problem management makes a significant contribution by preventing incident
repetition and supporting timely incident resolution.
RELEASE MANAGEMENT PRACTICE
“The purpose of the release management practice is to make new and changed services
and features available for use.”
Traditional/Waterfall
Agile/DevOps
S E R V I C E C O N F I G U R AT I O N M A N A G E M E N T P R A C T I C E
“The purpose of the service configuration management practice is to 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.” Quoted text Source is ITIL° Foundation (ITIL® 4 edition), 2019. Copyright © AXELOS Limited 2019. Material is reproduced under license from AXELOS Limited. All rights reserved.
SERVICE CONTINUITY MANAGEMENT PRACTICE
“The purpose of the service continuity management practice is to ensure that the
availability and performance of a service is maintained at a sufficient level in the event
of a disaster. The practice provides a framework for building organizational resilience
with the capability of producing an effective response that safeguards the interests of
key stakeholders and the organization’s reputation, brand, and value-creating
activities.”
The Business Continuity Institute defines a disaster as:

‘…a sudden unplanned event that causes great damage or serious loss to an organization. It results in an organization
failing to provide critical business functions for some predetermined minimum period of time.’
SERVICE DESK PRACTICE
“The purpose of the service desk practice is to 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.”
Issues
Single point
of contact
Queries Acknowledge Classify Own Act
Requests
With increased automation and the gradual removal of technical debt, the focus of the service desk is to provide
support for ‘people and business’ rather than simply technical issues.
Major influence on user The service desks can

experience and how focus on excellent CX
the service provider is when personal contact
perceived by the users is needed.
Practical understanding
Empathetic and
of the wider
informed link between
organization, the
the service provider
business processes, and
and its users
the users.
Email
Live chat and Walk-in
chatbots service desks
service
Text and
portals and
social media
mobile
messaging
applications
Public and
corporate
Service desks social media
Phone calls channels for
access and
discussion
forums
Supporting technologies for a centralized service desk
Workforce
Intelligent management and
Workflow systems Knowledge base
telephony systems resource planning
systems
Configuration
Call recording and Remote access Dashboard and
management
quality control tools monitoring tools
systems
In other cases, a virtual service desk allows agents to work from multiple locations, geographically dispersed. A
virtual service desk requires more sophisticated supporting technology, involving more complex routing and
escalation; these solutions are often cloud based.
Effective
communicat
ion
Excellent
customer Empathy
service skills
Service Desk
Incident Emotional
analysis and intelligence
prioritization
Understand
business
priority The service desk may not need to be
highly technical, although some are.

Improve Service desk activities are constantly monitored and evaluated to support continual
improvement, alignment, and value creation. Feedback from users is collected by
the service desk to support continual improvement.
Engage The service desk is the main channel for tactical and operational engagement with
users.
Design and transition The service desk provides a channel for communicating with users about new and
changed services. Service desk staff participate in release planning, testing, and
early life support.
Obtain/build Service desk staff can be involved in acquiring service components used to fulfil
service requests and resolve incidents.
Deliver and support The service desk is the coordination point for managing incidents and service
requests.
SERVICE LEVEL MANAGEMENT PRACTICE
“The purpose of the service level management practice is to set 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 level management provides the end-to-end visibility of the organization’s services. To achieve this, service level management:
Ensures the organization

Performs service
meets the defined
reviews to ensure that
Establishes a shared service levels through Captures and reports on
view of the services and the current set of service issues, including
the collection, analysis,
services continues to
target service levels storage, and reporting performance against
meet the needs of the
with customers of the relevant metrics defined service levels
organization and its
for the identified
customers
services
Related to a defined ‘service’ in the service catalogue

Service level agreement
(SLA) is a documented
agreement between a Should relate to defined outcomes and not simply
service provider and a operational metrics
customer that identifies
both services required
They should reflect an agreement’, between the
and the expected level
service provider and the service consumer
of service.
Must be simply written and easy to understand and

SLA is a tool to measure the performance of
use for all parties
services from the customer’s point of view
Customer engagement Customer feedback

•What does your work involve? •Surveys
•How does technology help you? •Key business-related measures
•What are your key business times, areas,
people, and activities?
•What differentiates a good day from a bad
day for you? Operational metrics
•Which of these activities is most important
to you?
•What are your goals, objectives, and Business metrics
measurements for this year?
•What is the best measure of your success?
•How do you base your opinion and
evaluation of a service or IT/technology?
•How can we help you more?
Plan Service level management supports planning of the product and service portfolio and service
offerings with information about the actual service performance and trends.
Improve Service feedback from users, as well as requirements from customers, can be a driving force for
service improvement.
Engage Service level management ensures ongoing engagement with customers and users through
feedback processing and continual service review
Design and transition
The design and development of new and changed services receives input from this practice, both
through interaction with customers and as part of the feedback loop in transition.
Obtain/build
Service level management provides objectives for components and service performance, as well
as for measurement and reporting capabilities of the products and services.
Deliver and support

Service level management communicates service performance objectives to the operations and
support teams and collects their feedback as an input for service improvement.
SERVICE REQUEST MANAGEMENT PRACTICE
“The purpose of the service request management practice is to support the agreed quality of a
service by handling all pre-defined, user-initiated service requests in an effective and user-friendly
manner.”
Service requests are pre-defined and pre-agreed as a normal part of service delivery.
Initiation Approval Fulfillment

Management
Service requests are a normal part of service delivery and are not a failure or degradation of service, which are
handled as incidents.
Request for a
Request for
service delivery
information
Service request action
Is a request from a user
or a user’s authorized
Request for Request for access
representative that
provision of a to a resource or
initiates a service action resource or service service
which has been agreed
as a normal part of
service delivery. Feedback,
compliments, and
complaints
Fulfilment of service requests may include changes to services or

their components; usually these are standard changes.
Policies should be established

The expectations of users
Service requests and their regarding what service requests
regarding fulfilment times
fulfilment should be will be fulfilled with limited or
should be clearly set, based on
standardized and automated to even no additional approvals so
what the organization can
the greatest degree possible. that fulfilment can be
realistically deliver.
streamlined.
Policies and workflows should

Some service requests can be
Opportunities for improvement be included for the
completely fulfilled by
should be identified and documenting and redirecting of
automation from submission to
implemented to produce faster any requests that are submitted
closure, allowing for a
fulfilment times and take as service requests, but which
complete self-service
advantage of automation. should actually be managed as
experience.
incidents or changes.
Service request management is dependent upon well-designed processes and procedures, which are
operationalized through tracking and automation tools.
Service request will have different Steps to fulfil the request should
fulfilment workflows be well-known and proven
Service provider should agree Some service requests can be

times for fulfilment and to completely fulfilled by
provide clear communication of automation from submission to
the status of the request to users closure
When new service requests need to be added to the service catalogue,

existing workflow models should be leveraged whenever possible.

Improve Service request management can provide a channel for improvement initiatives,
compliments, and complaints from users. It also contributes to improvement by
providing trend, quality, and feedback information about fulfilment of requests.
Engage Service request management includes regular communication to collect user-
specific requirements, set expectations, and to provide status updates.
Design and transition Standard changes to services can be initiated and fulfilled as service requests.
Obtain/build The fulfilment of service requests may require acquisition of pre-approved service
components.
Deliver and support Service request management makes a significant contribution to normal service
delivery. This activity of the value chain is mostly concerned with ensuring users
continue to be productive, and sometimes depends heavily on fulfilment of their
requests.
TECHNICAL MANAGEMENT PRACTICES
Technical management practices
• Deployment management
• Infrastructure and platform
management
Technical management • Software development and
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.
DEPLOYMENT MANAGEMENT PRAC TICE
“The purpose of the deployment management practice is to move new or changed hardware,
software, documentation, processes, or any other component to live environments. It may also be
involved in deploying components to other environments for testing or staging.”
• Deployment management works closely with release management and change enablement, but is a
separate practice.
• In some organizations the term ‘provisioning’ is used to describe the deployment of infrastructure, and
deployment is only used to mean software deployment, but in this case the term deployment is used to
mean both.

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ITIL® 4

• Your current role background in IT

• Your familiarity with ITIL core concepts and practices

Understand the key concepts Understand how ITIL guiding

The ITIL service

Understand the purpose and

• Enabled microphone means you have a question

• Ask questions any time you want

• The structure and benefits of the ITIL® 4 framework

• Services and Products

• Value, Outcomes, Costs and Risks

Mid 1980 1989 2000/2001 2007 2011 2019

1st release Release of Release of Updated Release of

Definitions of 1st version in which SVS, 4 dimensions

S ERV I C E VA LUE SYSTEM

THE FOUR D I M ENS I ONS OF S ERV I C E M ANAG EM ENT

O RGANIZATIONS FACILITATE VALUE CREATION

More and more, organizations recognize that

S ERVICE CONSUMER ROLES

Sponsor • “A person who authorizes budget for

• “A person who defines the requirements

User • “A person who uses services.”

Different stakeholders are important to creation of a value

Goods Access to resources Service actions

• Ownership is transferred • Ownership is not • Performed by the service

Service provisioning consists of Service consumption consists of

Management of the provider's resources,

Access to these resources for users

Fulfilment of the agreed service actions

Service level management and continual

Management of the consumer's

Utilization of the provider's resources

Requesting service actions to be fulfilled

Receiving of or acquiring of goods

Food Different types of seat Piloting, Check-in

Service providers are also service consumers

“Service is a means of enabling value co-creation by facilitating outcomes that

"An outcome is a result

Costs removed from the Costs imposed on the

Risks removed from the Risks imposed on the

The service consumer contributes to the reduction of risk through:

“Utility is the functionality “Warranty is the assurance

• ORGANIZATIONS AND PEOPLE

• INFORMATION AND TECHNOLOGY

• PARTNERS AND SUPPLIERS

• EXTERNAL FACTORS AND THE PESTLE MODEL

“The four perspectives that

Right level of workforce capacity and Culture:

What information will the services

What supporting information and

How will you protect, manage,

Technologies supporting service Technologies supporting IT

Organizational Nature of the

Goods and service supply

Service integration and management may be kept within

Supplier Supplier Supplier Supplier

Improved Better Increased Continual

Input Activities Output

What is the What are the

• Service Value System

• Service Value Chain

Contract and agreement requirements Engage

Engage Stakeholders’ feedback provided