ITIL 4 CDS - Student Courseware Part 2

2/17/2021
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ITIL®4 Specialist:
Create, Deliver and
Support (CDS)
Section 5
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1
PRIORITIZING
WORK AND
MANAGING
QUEUES
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3.1 Know how to co-ordinate,

prioritize and structure work
and activities to create deliver
and support services (BL3)
Managing queues and backlogs
Prioritizing work
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MANAGING QUEUES AND BACKLOGS

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It is important to manage the flow of work
01 Lean, DevOps and other modern approaches

emphasize this
02 Work waiting in queues is an interruption to flow
03 Dynamic reallocation of resources can help to

mitigate queue effects
MANAGING QUEUES AND

BACKLOGS
Every system needs slack to deal with variation in work arrival
time
• Can't always add resources (especially people) to deal with
occasional peak loads
• Therefore work needs to be managed as tickets
• Methods for minimizing queues
• Reduce variation in demand with pricing mechanisms
• E.g. discount for specific times, or for first 10 items
• Reduce variation in demand with policy
• E.g. Maximum number of times per quarter an employee
can change benefits
MANAGING QUEUES AND

BACKLOGS (cont.)
• Increase ability to accept demand
• Using automation. increased headcount, outsourcing
• Decrease cost of changing capacity
• E.g. using elastic cloud, using shared resource pools
• Deflect demand from the value stream
• Using automation, or shift-left
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• Queues lead to delays which can

impact user experience
• Mitigate this with reliable status
MANAGING updates
• Keep users engaged in the situation
QUEUES AND • Request updates from users to
BACKLOGS create a sense of activity and
involvement
• Set expectations of when users will
be updated
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MANAGING QUEUES
AND BACKLOGS
• Dispatch swarming
• Deal with simple items as they
arrive, never put them on the queue
• May improve performance by
reducing number of tasks in the
queue
• Swarming can also reduce the
number of times a specific piece of
work gets bounced between queues
• Swarming is discussed more fully in
the next sections

PRIORITIZING WORK
All work needs to be prioritized (and re-
prioritized)
Because we never have sufficient resources
to manage everything immediately and
perfectly
This is not just for incidents

Also applies to requests, defects,
development requests projects, improvement
opportunities etc.

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PRIORITIZING WORK
Prioritizing work entering the value Prioritizing work at each value stream step
stream • Can create or move the constraint or
• Increases the need to manage user bottleneck
and customer expectations • May result in idle resources
downstream from the step
• May create a backlog upstream from
the step
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PRIORITIZING WORK
Techniques based on resource Techniques based on time factors, for example:

availability or quality, for example: • First-in, first-out: Next oldest waiting item is
• Don't accept work if the required dealt with next
resource is busy, assign other • Last-in, first-out: The newest waiting item is
work to the other resources dealt with next
• Shortest item first: The work that can be
completed quickest is dealt with next
• Longest item first: The work that requires
most time to complete is dealt with next
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PRIORITIZING WORK
Techniques based on Techniques based on Techniques that consider

financial factors source or type of demand multiple factors
Highest economic benefit, VIP status for some users Cost of delay considers
or highest financial impact in incident priority time and finance
first Weighted shortest job first
considers cost of delay and
work duration
Triage based on urgency
and impact (see next slide)

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PRIORITIZING WORK
Triage
Comes from military medical context
Identify the most urgent work and get
on with it
Focus on medium priority work when all
urgent work is under control
Low priority work only done when all
urgent and medium priority work is
under control
Used for managing development
backlog, incident queues and more
Needs a strategy to ensure that low
priority work is not left for ever
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PRIORITIZING WORK
Swarming
Alternative to tiered support groups and escalation
Issues with tiered support include:
o Multiple queues, creating accumulated work-in-
progress
o Multiple queues may increase the time it takes to
get to the right person
o Work may "bounce" with multiple reassignments
o The team escalating the work, by definition does
not have the right skills
o So essential information may not have been
collected, and issues may be escalated to the
wrong team
Some teams and groups can be overwhelmed
o Key specialists can become a bottleneck in the
value stream

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PRIORITIZING WORK
Swarming
Single collaborative team, rather than tiered
escalation
Dispatch swarm - meets frequently to review
incoming work
o 'Cherry pick' quick solutions
o Validate correct information has been
collected
Backlog swarm - convened flexibly or periodically

to review backlog
Drop-in swarm - experts are continually available
to front line staff

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PRIORITIZING WORK
Swarming challenges
Perceived increase in 'per-record' cost, because
higher skilled staff may be involved earlier
Difficult to evaluate individual contributions,
because work is more collaborative, can affect
monitoring and reporting
Dominant individuals can overwhelm others in
the conversation
Finding the right people to swarm can be
difficult
Requires executive support, loosening of rules,
move away from rigid process to culture of self-
reliance in teams

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SOURCING OPTIONS AND

CONSIDERATIONS

17
3.2 Understand the use

and value of the
following across the
service value system
(BL2)
• buy vs build considerations
• sourcing options
• service integration and management

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COMMERCIAL AND SOURCING CONSIDERATIONS
It is increasingly rare for A formal sourcing

organizations to create strategy should
products and services account for:
using only their existing • Current and future sourcing needs
resources. • Current and estimated costs of
service components
• Scarcity of resources
• Influence of competition, suppliers,
and customers
• Barriers preventing new suppliers
from emerging, or winding down
• Costs and risks from sourcing
components from multiple,
suppliers

19
Building VS Buying
Building service components works better when ... Buying (or obtaining) components works better when ...
 the component heavily relies on knowledge  in-house resources are scarce or highly utilized in other areas
of the organization and its business  the skills or competencies needed are highly specialized and
would take time to build
 customer demand for personalized
products, services, or experience is high  the processes to build products and services are immature
 components are highly commoditized
 the ecosystem is volatile or subject to rapid
change  the demand for service components is low or subject to
significant fluctuation
 components lack mass-market adoption  the component is not core to the strategy, brand, or
 compliance to standards and policies is a competitive differentiation of the service provider
high priority requirements frequently  creating the service component is predictable and repetitive
change work
 the ecosystem is stable and generally not subject to volatility.

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COMMODIFICATION
As technology adoption increases, it can become
standardized, leading to:
• Decreased cost of components
• Increased options to source components
• Highly scaled uses of technology
This phenomenon is known as "commodification"
We often see "higher-order" tools emerge to manage

commodity components, e.g.:
• Virtualization tools to manage large scale virtual
infrastructure
• Cloud computing platforms to manage large scale
computing and storage
Commodification should be considered when making

build vs. buy decisions
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DEFINING SOURCING REQUIREMENTS

Requirements should reflect a wide variety of perspectives and needs,
requiring cooperation and negotiations between stakeholders.
Deciding on requirements is often complex and emotionally charged, and using a method like MoSCoW can help:
MUST HAVE SHOULD HAVE COULD HAVE WON'T HAVE

Requirements critical to Requirements are Requirements are Requirements that are not
success important, but not desirable but not needed or appropriate, or
necessary, for success important or necessary least critical to success

22
VENDOR SELECTION TECHNIQUES
Organizations Depending on context, the exercise might be termed:

publish Request for Quote (RFQ)
requirements Requirements have been defined; the organization needs
information on how vendors might meet the requirements,
and invite and how much it would cost
potential Request for Proposal (RFP)

partners and The problem statement or challenge is clearly defined, but
exact requirements are unclear; the organization is looking
suppliers to for recommendations that articulate benefits, outcomes, and
costs
respond.
Request for Information (RFI)
Requirements are unclear or incomplete; the organization
needs external assistance to refine or add requirements

23
INVITING INTERNAL PROVIDERS TO VENDOR SELECTION
Many companies invite internal IT service providers

to respond to RFQ/RFP/RFI exercises
Care should be taken to:
Recognize and treat internal providers as colleagues, not
vendors
Understand that internal providers are operating under
the same strengths, weaknesses, constraints, etc. as the
buyer (as both buyer and provider are part of the same
organization)
Recognize that while internal resources have shared
knowledge and goals, they often come at a higher cost to
the organization

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SOURCING MODELS
An organization might have several sourcing models, reflecting (for example):
Line of Budget Type of service Compliance Geographic Warranty Payment terms

business accountability component requirements coverage levels

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COMMON SOURCING MODELS
Specific outputs
Outcomes
Functions
Products and services
INSOURCING OUTSOURCING The part of the buyer

the organization's existing resources Transferring responsibility (to an organization that is not
are used to create, deliver, and external entity) for the delivery of one outsourced is known as the
support service components or more of the following: retained organization

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COMMON SOURCING MODELS
ONSHORING NEARSHORING OFFSHORING

Vendors are located in Vendors are in a different There is a significant time
the same country country or continent, but zone difference between
with a minimal difference the organization and the
in time zone vendor

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OUTSOURCING CONSIDERATIONS
Is it important to retain knowledge and skills within

the organization?
What are the impacts to enterprise risks - are they
mitigated or worsened, or do any new risks emerge?
Does the organization's industry, or the scope of
work, naturally lend itself to outsourcing?
Are cultural and language differences important
(either positive or negative way)
How much will management overhead increase
when outsourcing work?

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SERVICE INTEGRATION AND MANAGEMENT

Four main models:
Retained organization performs Single supplier provides all

service integration and services and acts as integrator
management of outsourced
services
An approach whereby organizations Service guardian (vendor) Separate service integrator

manage and integrate multiple provides at least one delivery that does not deliver any other
suppliers in a value stream function and manages & services
integrates other vendors' work

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SERVICE INTEGRATION AND MANAGEMENT

Model 1 : Retained service integration Model 2 : Single provider
Client Organization Client Organization

Service integration
Application
Infrastructure Network
Service integration
management
services services Application
services Infrastructure Network
management
services services
services
Model 3 : Service guardian Model 4 : Service integration as a service
Client Organization Client Organization
Service integration Service integration

Application Infrastructure Application
services Network Infrastructure Network
management management
supplier supplier supplier
supplier supplier
Client organization External service provider/integrator Other suppliers

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IMPORTANCE OF SERVICE INTEGRATION AND MANAGEMENT
Vendors are increasingly

specialized in one or
more niche area
Products and services are Commodification means that

getting increasingly complex, vendors can be (relatively)
needing many vendors to easily replaced to leverage
provide services into the better pricing or customer
organization experience

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END OF SECTION 5
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32

ITIL®4 Specialist:
Create, Deliver and
Support (CDS)
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Practices in
CDS

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PRACTICES IN CDS – Part 1
Software development Deployment

Service design
and management management
(21 221 24)
(21 23 24) (21 222 23 24)
Service validation
Release management Service desk
and testing
(21 23 24) (21 222 24)
(21 2235 23 24)
Chapter sections from practice guides as per exam syllabus are mentioned within parentheses
35
Purpose
To design products and services fit for
purpose and fit for use and that can be
delivered by the organization; plan and
organize all 4 dimensions, practices and
organization-customer interactions for new
or changed products and services
SERVICE • Important to consider iterative and
incremental approaches for adaptation with
DESIGN evolving needs
• Should be done holistically considering
impacts to other areas, in a results driven way,
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• Important to define design activities for each
info@1worldtraining.com type of change (small, large, etc.) and
everyone to be made clear about this
• Design for – business and customer,
experience, cost, security, adaptability,
absorbing demand, continuous operation,
acceptable risks 36
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Design thinking
Design thinking activities
Practical, human centred 1
and accelerates innovation. • Inspiration and empathy
Solves complex problems, (observe user interactions),
SERVICE practical, creative solutions ideation (combine divergent
and convergent thinking, from
which meets the needs.
DESIGN many to one solution),
prototyping, implementation
(agile as well), evaluation (of
2 actual performance)
Multi-disciplinary teams
• For holistic design, which is a
key enabler for digital
transformation also
37
Practice success
factors (PSFs) Organization wide approach to
1
service design
A PSF is a complex • Assess objectives, customers,
functional component of a
SERVICE
communications, requirements,
practice required by it to innovation, resources, risk, projects,
changes, suppliers and the design
DESIGN fulfil its purpose approach (with one or more design
models)
2
Ensure services are all the time
fit for purpose and use
• New approach may be needed for
new innovative service (experiment,
feedback); important to coordinate
relevant practices, have a holistic
approach, effective information flow,
stakeholder involvement and planning
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Purpose
To ensure application meets internal and

external stakeholder needs –
functionality, reliability, maintainability,
SOFTWARE compliance and auditability; covers the
full lifecycle for up to several years.
DEVELOPMENT • Applies to the software for the
AND infrastructure also (IaaC – machine
readable definition files for
MANAGEMENT provisioning)
• Traditionally 20% was development
cost and 80% of remaining was
corrective maintenance.
• Now, most TCO is for development, as
even changes are continuous and are
part of development.

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SOFTWARE DEVELOPMENT AND MANAGEMENT
Scope Responsibilities:
o Application owner –
requirements
Application development, o Infrastructure management –
infrastructure and platform provide environment, manage
management, artefact production
management: specifications, o User – requires support for
design, source code, object application
code, documentation o Software management
organizations – onboarding and
off-boarding of applications
Note that several other practices

have related responsibilities.
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SOFTWARE
DEVELOPMENT AND
MANAGEMENT
Practice success factors

• Agree and improve organization’s approach to
development and management of software
• Ensure software continually meets organization’s
requirements and quality criteria thru-out its
lifecycle

41
Practice success factors When everything is known

(requirements, priorities, resources,
1. Agree and improve organization’s development method) – waterfall
approach to development and When only requirements and
management of software priorities are known – time-box
approach with development of most
important items first
There are various approaches – waterfall,
etc. Tactical decision for the approach When only requirements and
depends on available approaches and priorities are known at only at a high
selecting the best approach for a given level – linear iterative approach –
software product and its requirements. product owner can experience and
Situations and relevant practices impact refine product in iterations
decisions. The approach selection is based
Requirements are not known or hazy
on requirements, their priorities and
– parallel experimentation approach –
resource needs. product owner is given prototypes

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Remember that resources are from all 4 dimensions. Their combinations may be:
Small independent Platform teams Version control tools Automated processes

cross-functional provisioning for artefacts (code, for CI/CD
teams infrastructure documents)
for product development for development,
and maintenance with maintenance and
product owner managing production
priorities

43

Refer earlier information about software quality.
Practice success factors Software development and maintenance influence it and are
influenced by it. For example – initial development
2. Ensure software continually influences maintainability, and maintenance and
meets organizational maintainability influence each other. Software degrades (this
requirements and quality is called entropy) unless maintained by investment which
reduces technical debt (rework required to repair
criteria thru-out its lifecycle substandard changes to software). Some of the software
quality requirements are decided by the software owner but
not all, like effectiveness depends on the user
Important aspects of this PSF – understand code, module

relationships, app architecture, requirements, app use
context, include non-functional aspects in warranty, create
tests before coding, version control of artefacts, approach
coding knowing its difficulties and human limitations,
adherence to coding conventions, peer review, quick
feedback from testing (using automation and quick
remediation)
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DEPLOYMENT MANAGEMENT
PURPOSE
To move changed or new hardware, software, documentation, process and other component to live environments,
or to staging, testing, development or other environments; components may be digital and physical.
Continuous integration Continuous delivery (CD) Continuous deployment CD/CD is supported by

(CI) built software can be released changes go thru the pipeline and other practices and
integrating, building and into production any time automatically put into production, impact them also
testing code in development (frequent) but decided on enabling multiple production
case to case basis for slower deployments daily. Continuous
deployment rate deployment relies on continuous
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SCOPE
Deployment includes removal also
Deployments are triggered due to authorized

requirements, changes and releases based on new or
removed requirements, support needs and service
requests
Certain deployment activities are part of other
practices; practices can be combined
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1. Establish & maintain effective deployment approaches for services and
components
There may be one or more deployment models; a single model
(generally used for a similar set of service and component types) may
use one or more approaches by considering various factors like
automation, cost, resources, deployment frequency, customer
requirements, change rate, technology change rate, component flaw
risk, components sources, user adoption behaviors and preferences,
visibility of technology change to consumers. A model describes the
solution for each of the 4 dimensions, flow, responsibilities, triggers
and interactions.
2. Ensure effective deployment in context of organization’s value streams

All 4 dimensions contribute to this PSF; this PSF depends on
availability of skills, resources, tools and technology. Automation is
beneficial. Caution is required during change and release by
maintaining service and component integrity.

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RELEASE MANAGEMENT
PURPOSE – To make new and changed services

and features available for use
Availability for use is as per policies and
consumer requirements (agreements); includes
onboarding, off-boarding, early touchpoints
with provider and service updates
SCOPE
Develop and maintain release approach and
coordinate release as per approach from their
planning to implementation to review

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RELEASE MANAGEMENT
PRACTICE
SUCCESS FACTORS
1 2
Establish & maintain effective release Ensure effective release in context of organization’s
approaches for services and components value streams and service relationships
• Release models depend on factors like • All 4 dimensions contribute; proper coordination,
internal and external consumers, automation and planning from early steps of the
individual and corporate product life-cycle are crucial for release success
consumption, out of box or tailored • Coordination with software development and
services management, deployment, service validation and
testing are important

49
SERVICE VALIDATION AND TESTING

PURPOSE – To ensure new and changed products and
services meet requirements. Service value is based on
input from customers, business objectives and
regulatory requirements, and service value is
documented in design and transition. These help set
indicators for assurance and testing. Reduce
products/service risks to live environment by planning
and perform appropriate tests. Due to time and
constraints of testing, agreed product and service
requirements and impact of likely deviations from them
are key inputs for testing scope.
SERVICE VALIDATION – is done during ideation and
design and it confirms that the design meets
requirements, establishes acceptance criteria for next
stages (development, deployment, release) and testing
scope. Validation should cover utility, warranty,
experience, manageability, compliance and other
needs.
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SERVICE VALIDATION
AND TESTING
• Service validation and testing is
• Testing – test strategies highly influenced by several
and plans are developed other practices in this era.
and run based on criteria Collaboration and tooling are
from validation. Strategy is important. User experience and
at a collective or individual perception also need to be
level of service, product, considered than just technical
platform and environment. testing. Modern testing should
explore and uncover risks and
new information like software
solution ideas and artefacts,
design, tooling, processes, code,
architecture, models and
wireframes, user interface
design, user experience
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Scope
Translate product and service requirements to
acceptance criteria of deployment and release
Establish test approaches and plans
Eliminate risks by testing
Discover new information by testing
Continually review test approaches and methods

to improve test efficiency
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Define and agree approach to validation

and testing of products, services and
components as per organization’s needs of
speed and quality of service changes
Ensure that new and changed services,

products and components meet agreed
criteria

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1 Define and agree approach to validation and testing of products, services and components as per
organization’s needs of speed and quality of service changes
Test strategy – this is related to how to

implement and manage tests, test phases, levels
The approach should describe how to and types; phases are usually – unit, integration,
capture utility, warranty and how to system, acceptance; test types may be –
translate requirements into functional, non-functional, regression
acceptance criteria. (progressions, debugging). Test plans should
include activities, estimates, schedules for each
phase.
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SERVICE VALIDATION
AND TESTING
2
Ensure that new or changed services,
products and components meet agreed
criteria
The test strategy should provide optimum coverage, be

pragmatic and as per needs, resources, skills,
development method, technologies, type-of-software, it
should provide confidence for early delivery, confirm
software accuracy, mitigate business risk from the
software, improve and optimize test process, identify test
issues, risks and propose recommendations

55

Test strategy – test related organization, planning, control,

analysis, design, prep, implementation, progress reporting,
incident management, closure and exit criteria.
• When development method is waterfall, early validation is
possible based on captured requirements. Software or system
type also influences strategy. Testing environment aspects are
important – process, resources, systems, management. Also
need to test data migration, training, operational readiness,
release management and reporting.

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SERVICE VALIDATION
AND TESTING
Test planning and control – for Test analysis and design – should
sprint based development, align to program requirements;
test plan should be part of every test payload (a release to
sprint plan; stubs and drivers test) should specify its focus areas
may be required in the sprint. and payload elements (PE) and
Progression and regression their test cases; reports should not
will be in scope with risks for be just test passed but facilitate
new functionality, bug fixes, understanding of remaining focus
hotfixes and maintenance areas or categories and their
release. volumes.

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• Phases and cycles – test highest risk first
(most complex or newest development in
first cycle); define test scope then estimate
test duration; defect rates (estimated
number of test cases resulting in defects)
also need to be estimated. Estimates can
be improved iteratively. Defects should be
categorized as complex, standard and
trivial with their resolution times and
weighting factor specified to plan
allowance for defect fixing. Duration of a
test run to be estimated also. Working on
the basis of “tests per tester per day”
(TPDTD) can be useful. A 3-cycle test is
common in a large phase (high risk and
priority PEs and high priority focus areas,
lower priority PEs and focus areas + fixes
and backlog from earlier cycle, final fixes +
prioritized focus areas for clean run +
prioritized PE backlog)
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SERVICE VALIDATION
AND TESTING
Test preparation and execution - environmental
provisioning, data creation, user accounts, role
configuration. Daily standup monitoring. Test prep is a
project itself. Environmental and system validation tests
must be run before test execution and generated test
data should be protected. Maintain momentum of
testing, identify blockers early and resolve them using
standby resolver groups. Defect manager should ensure
resolution of test defects (incidents) quickly based on
clear definitions of priority and severity and deploy for
re-testing. Defect debugging hours should be allocated to
sprints. Defect manager should monitor KPIs (defects in
release, etc.) to arrange any required training and
support.
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Test closure – this should occur when exit

Evaluating exit criteria and reporting –
criteria is met; tests may be continued into ELS
daily and weekly test reports of
(early life support or hyper-care) after
coverage and pass or fail by PEs and
deployment and release wherein test resources
focus areas (like regression), test related
will be retained until system stabilization.
metrics like TPTPD, defect rates by
Closure tasks – resource release to business as
severity, first time fix rates by which
usual (BAU), archiving artefacts, provide test
execution trajectory can be assessed;
references to BAU for them to maintain
reports should project outcomes of
regression test packs, capture and implement
when test will finish, etc.
lessons
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SERVICE DESK
Service empathy – the ability to recognize, understand, predict and project interests, needs, intentions and
experience of another party in order to establish, maintain and improve service relationship
1 Support agent should not share user frustration but recognize, understand,
express sympathy and adjust actions
2 Empathy can be shown only by humans using phone, chat, video and meetings
though automated communication systems can perform some emotional analysis
3 Empathy applies to all service interactions not just with users

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SERVICE DESK
Purpose – To manage communications for service requests and incidents and captures their demand, is the
entry point and SPOC with all users
All 4 Dimensions Apply

1 Organizations and people - dedicated team (service desk team)
2 Information and technology - dedicated service desk system
3 Value streams and processes - user communication workflows and procedure
4 Partners and suppliers - 3rd party service desks

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SERVICE DESK
Practice Success Factors
Enabling and continually improving effective, efficient and
1 convenient communications between provider and users
This will improve the user experience; choice of channels and interfaces depend on
many factors like service relationship model and type, user profile, provider profile
and external factors; sender should ensure that the outcome of their message has
been achieved, recipient should confirm their understanding; user readiness and
risks for service use should be reviewed when designing channels; omni-channels
(integrated multichannel) facilitates channel switching by the user without losing or
corrupting information, whereas a non-integrated multichannel requires the user to
start a new journey with each channel

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SERVICE DESK
Enabling integration of user communications into value
2 streams
Relevant practices need to be applied into communication value streams; for

example – communication for planned changes will require the service desk
practice to interface with change enablement and release management,
whereas a user-initiated communication will result in a choice of practices
depending on what the user requires

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SERVICE DESK


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END OF SECTION 6

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ITIL®4 Specialist:
Create, Deliver and
Support (CDS)
Section 7

67
67
Monitoring and
Change enablement
event management
(21 221 24 411 412)
(21 24)
Problem management
Incident management
(21 221 24 321 322 tabs
(21 22 24 321 tab 32)
31 34)
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PROBLEM MANAGEMENT
Purpose - To reduce the likelihood and impact of incidents by identifying actual and
potential causes of incidents and managing workarounds and known errors.
Errors and flaws which result in incidents may originate from any of the four dimensions,
though many are identified and resolved during design, development or testing
The 3 Phases Of Problem Management:
PROBLEM PROBLEM ERROR

IDENTIFICATION CONTROL CONTROL

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There Are Two

PROBLEM MANAGEMENT
Approaches
ThereProblem
Are Two Identification
Approaches
Reactive
Noting symptoms and registering a problem
for incidents which already occurred; this
aims to prevent incidents from recurring
• Vendors informing about vulnerabilities in their products

Identify problems before they cause incidents, • Developers, designers, testers discovering errors in live
assess risks, and optimize the response to versions while working with next versions
Proactive minimize the probability and/or impact of

incidents; information sources are from the
• User and specialist communities sharing their
experiences of other organizations
live environment: • Monitoring of infrastructure discovering deviations in
systems performance that do not qualify as incidents yet
• Technical audits and other assessments

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PROBLEM MANAGEMENT
Problem Identification
Problem management as a practice is always

reactive to problems because it does not
prevent problems from occurring the first
time; proactive in this context means problems
exist but have not resulted in incidents

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PROBLEM MANAGEMENT
Problem Identification Process
Proactive Problem Identification
This is done based on information other than incident records and it is a form of risk
management which identifies, assesses and analysis of product vulnerabilities.
It should be done on key systems and components which have highest impact on the
organization and its customers, while not ignoring lower impact ones.
In high availability systems which are complex, incidents may be due to multiple causes,
factors and their combinations.

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PROBLEM MANAGEMENT
Proactive Problem Identification
Seemingly unimportant errors in non-core systems may also serious incidents.
Every specialist should be encouraged to register problems, but as this may cause too
many problems or improperly categorized ones, organizations may prefer to have only
one or more roles to do this.
Such people should have the resources they need and should process information from
various sources consistently and transparently.
Approaches can also be combined for balancing scope, throughput and efficiency of
problem management.

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PROBLEM MANAGEMENT
Proactive problem identification workflow (also
refer tab 3.1 in the practice guide – inputs, outputs
and activities of this process)


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PROBLEM MANAGEMENT
Proactive problem identification workflow (also
refer tab 3.1 in the practice guide – inputs, outputs
and activities of this process)
Inputs, activities, and outputs of the proactive problem identification process

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PROBLEM MANAGEMENT
Reactive Problem Identification
This investigates causes of past or ongoing incidents, and in the latter case can make
1 identification and control urgent. In such situations, both incident and problem
management are used in a single value stream and therefore may use overlapping
resources (teams, tools, procedures).
2 Problem identification may include statistical analysis, impact analysis and trend analysis so
that group of incidents with common causes or correlation may be identified.
3 The process vary slightly depending on whether it is triggered by incident record analysis or
ongoing incident

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PROBLEM MANAGEMENT
Reactive problem identification workflow (also refer
tab 3.4 in the practice guide – inputs, outputs and
activities of this process)

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PROBLEM MANAGEMENT
Inputs, activities, and outputs of the reactive problem

identification process

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PROBLEM MANAGEMENT
• Identifying and understanding the problems and their impact on

services
• This contributes to continual improvement as errors cause
incidents and impact service quality and customer satisfaction;
a proactive approach is more effective
• Optimizing problem resolution and mitigation
• As it is rarely possible to fix all the problems, a balanced
approach should be undertaken for problem mitigation,
considering costs, risks and impacts on service quality
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MONITORING AND EVENT MANAGEMENT

This practice identifies and prioritizes infrastructure,
Purpose – to systematically observe services and services, business processes, and information security
service components, and record and report events, it also establishes the appropriate response to
those events, and conditions that indicate potential faults
selected changes of state identified as events or incidents.
Information about events (change of state of services and

Identification, categorization and analysis of
configuration items or CIs) is also recorded, stored and
events related to infrastructure and service provided to relevant parties
interactions This information is important for several other practices
Categorization is required as not all events have same

Thresholds and other criteria determine which significance or need the same response; the categories in
changes of state will be treated as events order of increasing significance are - informational,
warning and exception events

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Establishing and
maintaining approaches Ensuring availability of Ensuring events are
and models that describe timely, relevant and detected, interpreted and
various types of events and sufficient monitoring data acted on as quickly as
monitoring capabilities to everyone concerned possible as needed
needed to detect them
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• Establishing and maintaining approaches and models that describe various types of events and monitoring capabilities
needed to detect them
•Information should be meaningful, therefore when setting up monitoring and event management the following
considerations are important
• Identifying and prioritizing what is to be monitored – this should be as per business objectives
• A complete understanding the service design architecture is required – service dependency mapping of business
capabilities to products and services to IT infrastructure
• Assess ‘monitorability’ of components and their monitoring criteria
• Balance information, granularity and granularity of monitoring
• More the information need, criteria and probing frequency, more is the effort to filter, classify and analyze
• Though automation and machine learning can help with massive data analysis, investment of resources should aim for
maximum monitoring efficiency
• Maintain capabilities for data gathering, storage, filtering and data correlation
• Monitoring relies heavily on the information and technology dimension – the monitoring features of the CIs and the
monitoring tools
• Information is gathered using polling responses or automatic notifications when certain conditions are met, so tools and
the network are important
• Tools should be able to filter, classify and correlate data, and automate responses

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• Usually many third-party services and products are involved, therefore monitoring and service design
practitioners have to work together with these parties via supplier management practice
• The control action for events relies on filtering and categorization which is done by the event
management system (EMS) into which the IT monitoring tools feed event data
• Business rules for filtering are part of the organization and people dimension because thresholds,
alerting parameters and criteria are based on business priorities, leadership and IT staff
• Though every event has its own control response, there need to be policies for deciding actions for
various event classes; these are for when to trigger automatic response, human escalation, initiate
incident, problem, change or special handling. Policies are part of the organization and people
dimension and operationalized in the information and technology dimension.
• Classification into informational, warning and exception events enables proper notification, escalation
and handling; routing information needs to be kept up-to-date as individuals change
• Service level objectives need to be considered when taking actions for events due to them potentially
turning into incidents with their own classification and prioritization

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• Ensuring availability of timely, relevant and sufficient monitoring data to

everyone concerned
• Monitored data is the ground truth of performance against agreed service
levels and service design therefore its accuracy and integrity is essential
for high quality service and customer experience and for continual
improvement
• It identifies weak areas for remedial action based on a business case,
customer actions which are causing faults, areas for training and working
efficiency and indicators of supplier performance

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• Ensuring events are detected, interpreted and
acted on as quickly as possible as needed
• The practice should focus on the integration
and tuning of event processing rules along
with detection and processing of events in
the tools when digital infrastructure is
available; whereas in legacy systems add-ons
or manual methods will be required

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• Purpose – 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.
CHANGE • Changes should meet desired outcomes

and thruputs
ENABLEMENT • Changes should integrate properly with

value streams
• Changes cannot be unified as many occur
at the same time
• Balance of effectiveness, compliance, risk
and thruput is key

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CHANGE ENABLEMENT
• Complexity based approach to changes
o Changes are required in all business situations
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CHANGE ENABLEMENT
• Complexity based approach to changes
• Low risk changes can be automated (for speed) or
standardized for BAU situations
• Standardization can be done for high risk also (like DR
– disaster recovery), with predefined and pre-tested
solutions
• Low risk normal changes can be authorized quickly
• The RFC may be raised and progressed automatically
even for normal changes (as In CI/CD).
• The 4 dimensions contribute to the change models
• A change may be in done in iterations to break a high
risk into smaller risks
• Change models help manage risks in complex
situations using multiple fail safe experiments
• Emergency changes can also have standard solutions
and automation. Emergency changes may not be
sufficiently assessed and planned sometimes.

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CHANGE ENABLEMENT

• Ensuring that changes are realized in a timely and effective manner
• Effectiveness is at output level (target state of resources achieved, due to a single change) &
outcome level (contribute to outcomes, due to multiple changes contributed by several teams)
• Timeliness should be as per change initiator needs and approved plan
• Minimizing negative impacts of changes
• Balance is achieved using change models, combining manual and automated change controls to
standardize changes, doing smaller changes and monitoring and assessment of impacts
• Lower the risks by automated fallback, doing lower impact changes and automated
configuration management
• Stakeholder satisfaction - this is done using communication, status updates and feedback
• Change related governance and compliance requirements - – this is done using change controls,
information generation (for compliance) and corrective improvements

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INCIDENT
MANAGEMENT
Purpose - To • There may be internal quality
criteria specifications higher
minimize the than agreed with customers
negative impact of • CIs need to define their normal

operation else expert opinion
incidents by will be required during the
incidents detected internally
restoring normal • Major incidents have a different
service operation model. Workarounds may be
applied for an incident and
as quickly as passed on to problem
management to remove
possible. technical debt from
workarounds.

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INCIDENT
MANAGEMENT
• Detecting incidents early
• Automatic incident detection and
registration has several benefits
Practice • Incidents may be categorized manually,

semi-auto or automatically and even
using machine learning
success factors • A culture of quick incident reporting is
also required
• Resolving incidents quickly and efficiently
• Continually improving the incident
management approaches

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INCIDENT • Practice success factors

• Resolving incidents quickly and efficiently
MANAGEMENT • Pre-defined, automated and standard resolutions and routing
are good for simple incidents
• Routing to specialist teams for complex incidents with familiar
systems and components
Swarming – a technique for solving various

complex tasks. Multiple people with different
areas of expertise work together on a task until
it becomes clear which competencies are the
most relevant and needed
• This is done when the impacted area and solution cannot be
defined for very complex incidents
• Simple techniques may be used but with the right quality and
number of specialists from all areas who can even work alone to
analyze instead of a meeting
• Fail-safe experiments may be performed until the required
competency is clear
• High quality of initial incident data is important for swarming

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INCIDENT
MANAGEMENT
• Practice success factors
• Incident prioritization
• This is done as per resource availability,
target resolution time and estimated
processing time
• This is needed during resource conflict
only
• There should be a single backlog of all
planned and unplanned tasks
• Even when assigned to multiple teams,
each team will prioritize based on their
work
• Assessment and resolution time (not
targeted time) depends on analysis and
can be standardized for some incident
types
• Lean & Kanban visualization are helpful
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• Practice success factors

• Continually improving the incident
management approaches
INCIDENT • Periodic reviews are important
MANAGEMENT • Individual incident reviews will be

done only for certain incidents
(major, delayed, new types)
• Incident data should be concurrent
(what was done when, timelines,
real time update of incident
records), complete (sufficient detail)
& comprehensive (reason for
actions)

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INCIDENT MANAGEMENT
• Incident management process
• 1. Incident handling and resolution – focuses on the handling and resolution, from detection to
closure
• Ownership should be ensured at all times and may change during the process steps
• Incident detection ->registration -> classification (also identify team and link to other issues)-
>diagnosis (by specialists – escalate or swarm, notifying incorrect CI and correcting the
classification) -> resolution (apply solution, RFC if need be) -> closure (user confirmation,
report resolution costs, invoicing resolution price, problem initiation, incident review)
• Artefacts generated during process steps – incident records, problem investigation requests,
change requests, updates to knowledge base, incident report
• (also refer tab 3.2 Activities of the incident handling and resolution process, in the practice guide)
• 2. Periodic incident review (not in exam scope) – ensures that the lessons from incident resolution
are learned and that approaches are continually improved

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INCIDENT MANAGEMENT
Incident management process
• Incident handling and resolution workflow

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END OF SECTION 7

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ITIL®4 Specialist:
Create, Deliver and
Support (CDS)
Section 8

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Knowledge Service level

management management
(21 224 24) (21 23 24 tab 23)
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SERVICE LEVEL MANAGEMENT PRACTICE

The purpose of the service level management practice is to set clear business-based targets for
service levels, and to ensure that delivery of services is properly assessed, monitored, and
managed against these targets

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SERVICE LEVEL
MANAGEMENT
PRACTICE
• Not all characteristics can
be agreed, measured or Service level
controlled in a formal way agreement:
• Scope of service level
is always smaller than A documented
scope of service agreement between a
quality it aims to
formalise service provider and a
• A combination of customer that identifies
service level both services required
measurement and and the expected level
stakeholder feedback
is needed of service
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Scope of service level management includes:
SERVICE LEVEL • Tactical and operational communication with customers about expected,
agreed, and actual service quality as well as service experience
MANAGEMENT
• Negotiating, entering and maintaining SLAs
• Understanding design, architecture and dependencies of services
PRACTICE
• Continual review of achieved service levels versus agreed levels
• Initiating service improvements
• Including improving agreements, monitoring and reporting

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1. Ensuring a shared view of target service levels with customers
2. Overseeing how the organization meets the defined service levels
3. Performing service reviews
4. Capturing and reporting on improvement opportunities

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1. Ensuring a shared view of target service levels with customers
• This is very dependent on the type of service and the relationship
• Internal or external service provision
• Large organizations or individuals
• Tailored or out-of-the-box services
• Also refer - Table 2.3 Application of the ITIL guiding principles in establishing a shared view of
target service levels

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Consumer needs to SLA

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2. Overseeing how the organization meets the defined service levels

• Consider three perspectives
• Achieved service level
• Against agreed service level based on agreed measurements
• User satisfaction with the service
• Based on impromptu feedback, transaction-based feedback and periodic surveys
• Customer satisfaction with the service
• Based on periodic discussions, surveys, or real-time scanning of social media
• Provide interval-based and event-based reporting
• In some cases it is better to provide a dashboard
• Format and scope should be tailored to the audience

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3. Performing service reviews

• To establish a shared view of achieved service quality and value
• To initiate improvements where appropriate
• Can be interval-based or event-based
• Can be formal or informal

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4. Capturing and reporting on improvement opportunities

• Improvements suggestions may come from customers and users
• Plans, programs, and results should be transparent to them
• Most service improvements are owned by a product owner or

service owner
• Make sure improvements are not just initiated, but implemented
• Use continual improvement practice and other practices

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Application of the ITIL guiding principles in establishing a shared view of target service levels
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KNOWLEDGE MANAGEMENT
• Purpose - To maintain and improve the effective, efficient and convenient
use of information and knowledge across the organization.
• Transform intellectual capital into value for stakeholders
• Provide the right information at the right moment to the right people
• Discover and provide high quality information (available, accurate, reliable,
relevant, complete, timely, compliant to scope) as knowledge is used by the value
streams
• Enable evolutionary environment
• Improved absorptive capability
• Eagerness to learn, unlearn, gain and share experience and insights
• Improved decision making
• Adaptive change culture
• Performance in line with organization strategy
• Data and insight driven approaches

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• Enablers
• Systematic and integrated processes for knowledge management
• Empowering people to develop and share knowledge
• Use modern technologies; data, information and knowledge management methods,
training and mentoring
• SECI model of knowledge dimensions (socialization, externalization,
combination, internalization) for knowledge sharing and transformation;
developed by Ikujiro Nonaka and refined by Hirotaka Takeuchi
Two types of knowledge in the SECI model
• Explicit knowledge – can be transferred to others, codified (documented), assessed,
verbalized and stored; includes information from books, databases, descriptions, etc.
• Tacit knowledge – difficult to transfer to others, difficult to express, codify and assess;
includes experience, values, capabilities, skills

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Two dimensions of knowledge in the SECI model
• Conversion of tacit to explicit knowledge, and vice-versa
• Transfer of knowledge from individual to groups and organizations
As per the SECI model, knowledge is combined, transferred, accepted and
shared in four ways (also refer tab 2.1 How knowledge is used according to
the SECI model, in the practice guide):
• Socialization (tacit to tacit)
• Externalization (tacit to explicit)
• Combination (explicit to explicit)
• Internalization (explicit to tacit)

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113
Creating and maintaining valuable

knowledge and transferring and using Effectively using information to enable
it across the organization decision making across the organization
1 2

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1
Creating and maintaining valuable knowledge &
transferring and using it across the organization
Knowledge management culture – stressing value and importance of knowledge

management and creating open atmosphere within and across teams, by encouraging
Challenging existing knowledge and Learn and unlearn Hear others and be heard
Task Questions
consider alternative perspectives
Increase intelligence in required areas Set priority for sharing knowledge in a Help people overcome their fear of punishment
(conversational, emotional, social, complicated operational environment where due to mistakes, fear of judgment and worry about
intrapersonal, interpersonal, etc.) time or meeting places may be lacking being replaced if they share knowledge

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1
Creating and maintaining valuable knowledge &
transferring and using it across the organization
Other relevant practices need to be also used -

workforce and talent management, organizational
change management (OCM), relationship
management, strategy management, continual
improvement and supplier management

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2
Effectively using information to enable decision making
across the organization
There are three key areas for using information for

decision making
Getting the right Ensuring access to Sending instant alerts

information at the right information in multiple when things go wrong
time places

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2
Effectively using information to enable decision making
across the organization
Quality of information is vital, and below factors

affect it
• Errors in collected information and the design of data
collection
• Information not aligned for standards and formats
• Poor system design leading to loss of information
• Information not shared and lost in organization’s
unstructured data
• Information loss during system migration
• Ineffective presentation or interfaces

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Knowledge management is also crucial for the shift- Knowledge management improvements should be
left approach in areas like incident management, initiated and effectively implemented
service request, service validation and testing, and
release management

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Two IT teams are not currently collaborating well.

Which of these will MOST help to improve the
situation?
A. Teams agreeing to share information

Example CDS Exam B. Aligning KPIs for the teams
C. Establishing a shared goal for the teams
Question 1 D. Merging the teams into a single larger team

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Two IT teams are not currently collaborating well.

Which of these will MOST help to improve the
situation?
Example CDS Exam

C. Establishing a shared goal for the teams
Question 1

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Which concept is concerned with the dynamics of

groups of people working together, and their
commitment to interacting with each other to
achieved shared goals?
A. Employee satisfaction measurement

Example CDS Exam B. Organizational structure
C. Working to a customer-oriented mindset
Question 2 D. Team culture

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Which concept is concerned with the dynamics of

groups of people working together, and their
commitment to interacting with each other to
achieved shared goals?
Example CDS Exam

D. Team Culture
Question 2

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Example CDS Exam Question 3
An organization is attempting to improve the design, development and

transition of new services. It recognizes that some ways of working are not
focused on creating value.
Which is an example of a working practice which the organization should

STOP?
A. Defining the features and functionality of services by relying on the developers'

previous experience of designing similar systems
B. Involving users, customers and other stakeholders when communicating desired
outcomes in the form of user stories
C. Designing systems with the continual involvement of customers, to ensure that any
changes in requirements are understood at an early stage
D. Involving customers and users in user acceptance testing, to understand whether the
service meets the customers' and users' expectations

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Example CDS Exam Question 3
An organization is attempting to improve the design, development and

transition of new services. It recognizes that some ways of working are not
focused on creating value.
Which is an example of a working practice which the organization should

STOP?
A. Defining the features and functionality of services by relying on the developers' previous
experience of designing similar systems

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Thank You
For any queries, on booking your
Exams, or taking other higher level ITIL
courses please email to:
info@1WorldTraining.com
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3.1 Know how to co-ordinate,

Managing queues and backlogs

MANAGING QUEUES AND BACKLOGS

It is important to manage the flow of work

01 Lean, DevOps and other modern approaches

02 Work waiting in queues is an interruption to flow

03 Dynamic reallocation of resources can help to

MANAGING QUEUES AND

MANAGING QUEUES AND

• Queues lead to delays which can

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This is not just for incidents

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Techniques based on resource Techniques based on time factors, for example:

Techniques based on Techniques based on Techniques that consider

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Backlog swarm - convened flexibly or periodically

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SOURCING OPTIONS AND

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3.2 Understand the use

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COMMERCIAL AND SOURCING CONSIDERATIONS

It is increasingly rare for A formal sourcing

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This phenomenon is known as "commodification"

We often see "higher-order" tools emerge to manage

Commodification should be considered when making

DEFINING SOURCING REQUIREMENTS

MUST HAVE SHOULD HAVE COULD HAVE WON'T HAVE

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VENDOR SELECTION TECHNIQUES

Organizations Depending on context, the exercise might be termed:

potential Request for Proposal (RFP)

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INVITING INTERNAL PROVIDERS TO VENDOR SELECTION

Many companies invite internal IT service providers

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An organization might have several sourcing models, reflecting (for example):

Line of Budget Type of service Compliance Geographic Warranty Payment terms

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COMMON SOURCING MODELS

Products and services

INSOURCING OUTSOURCING The part of the buyer

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COMMON SOURCING MODELS

ONSHORING NEARSHORING OFFSHORING

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Is it important to retain knowledge and skills within

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SERVICE INTEGRATION AND MANAGEMENT

Retained organization performs Single supplier provides all

An approach whereby organizations Service guardian (vendor) Separate service integrator

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SERVICE INTEGRATION AND MANAGEMENT

Client Organization Client Organization