ITIL 4 CDS - Student Courseware Part 1

2/17/2021
Copyright © AXELOS Limited 2019.

Used under permission of AXELOS Limited. All rights reserved.
ITIL®4 Specialist:
Create, Deliver and
Support (CDS)
(Training and Certification
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Program) Designed and Developed by

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About 1 World Training

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Designed and Developed by
About the trainer

Muralidhar Gaddam is a certified trainer and course advisor for ITIL®4, PMP®,
PRINCE2® Practitioner, MSP® Practitioner, VeriSM™ Professional & DevOps. He has over 25
years of IT & Project Management experience and has worked with global teams in USA,
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Murali uses his real world work experience to deliver trainings. Supporting diverse industries
in leading tier one global organizations, he is a computer engineer by education, a certified
corporate trainer and coach.
He has multi domain experience as a trainer and subject matter expert in areas of IT service
management, software, project and program management

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ITIL Training Material Designed and

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2/17/2021

ACKNOWLEDGEMENTS
Based on AXELOS ITIL® material. Material is reproduced under license
from AXELOS. All Rights Reserved.
ITIL® is a registered trademark of AXELOS Limited,
IT Infrastructure Library® is a (registered) Trade Mark of AXELOS Limited,
The Swirl logo™ is a trade mark of AXELOS Limited,
ITIL®4
CERTIFICATION
SCHEME

For licensing courseware, please contact Copyright © AXELOS Limited 2019.
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RELATION TO ITIL 4 PUBLICATIONS
One publication for each ITIL 4 exam
Foundation High Velocity IT
Create, Deliver and Support Direct, Plan and Improve
Drive Stakeholder Value Digital IT Strategy
Practices published separately
No separate publication for Managing Professional Copyright protected ITIL®4 Training Material
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PUBLICATIONS AND SYLLABUSES
• Each Managing • Each exam has some

Professional syllabus content based on relevant
includes content from practices
• The exam specific • Each syllabus is explicit

publication - e.g. Create, about what parts of which
Deliver and Support practices are included
• Practices e.g. Incident
• Each book includes some
Management or Business
non-examinable content
analysis
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MANAGING PROFESSIONAL EXAMS

“Bloom’s level” describes the type of thinking needed to answer the question.
Some questions at Blooms level 2

• you need to show understanding of the concepts, methods and principles.
Most questions at Blooms level 3

• you need to demonstrate application of these concepts, methods and principles, as well
as information from the related practices
NO questions at higher Blooms levels

• You are not required to have experience of working in ITSM
• Not reasonable to test analysis and judgment based on 3 day course Copyright protected ITIL®4 Training Material
only. Not for distribution. 8
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1.5 hours
STYLE OF THE 40 multiple choice questions
EXAM 28 correct to pass (70%)
Invigilated by the trainer
Closed book
No case studies

2/17/2021
ITIL®4 Specialist: Create, Deliver and Support
This specialist module is for ITIL 4 Specialist: CDS will provide you with the skills and knowledge to:
IT practitioners and leaders
who manage the operation • Adopt the ITIL practices to enable working methods aligned to the entire IT function
of IT-enabled and digital
and wider business strategy
products and services.
• Improve how services are developed and how users are supported
CDS helps professionals who • Build strong and effective strategic direction and break down siloes
are responsible for service • Utilize ITIL practices to effectively measure service performance and improve
delivery, including
efficiencies across teams, value streams and workflows
development, deployment,
and monitoring and support, • Learn how to plan and manage resources into effective value streams
and assuring that services are • Integrate new technologies across the value chain, including robotics, AI, machine
delivered and supported learning and advanced analytics; and continually evolve as new innovations emerge
according to agreed levels
• Use the ITIL guiding principles to establish a universal approach to work across
multiple methodologies and frameworks, including Agile, DevOps and SHIFT LEFT.
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ITIL®4 Specialist: CDS – Learning objectives
By the end of this module, you will be able to:
The full ITIL 4 CDS syllabus

Understand how to plan and build a service value stream
to create, deliver and support services
also includes content on
Know how relevant ITIL practices contribute to creation,
delivery and support across the SVS and value streams
how various practices
contribute to CDS
Know how to create, deliver and support services
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CDS and the value chain

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Sections
1. Concepts and challenges
2. Shift left, planning & managing resources in
the SVS
3. Use & value of information & technology
across the SVS
4. Value streams & related practices for new
development & user support
5. Prioritizing work & managing queues,
AGENDA sourcing options & considerations
6. Related practices - part 1
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1.1 Understand concepts and challenges relating to: (BL2)
Understand concepts and challenges relating to: (BL2)

a) Organizational structure
b) Integrated /collaborative teams
c) Team capabilities, roles, competencies
d) Team culture and differences
e) Working to a customer-orientated mindset

f) Employee satisfaction management
g) The value of positive communications
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ORGANIZATIONAL STRUCTURE Copyright protected ITIL®4 Training Material Designed

Types of organizational structure For licensing courseware, please contact
Functional Divisional Matrix Flat
Hierarchical, • Very little

• Grid of
formal lines of hierarchy
Based on markets, relationships
authority, • Removes
products, • Pools of people
determine power, decision making
geography etc. who move across
roles and barriers, enabling
teams.
responsibilities fast decisions
• Often has dual

Each division may reporting lines
Often based on
have profit & loss (e.g. functional • Challenging to
functional areas
accounting, sales, and product) maintain as
like HR, IT finance,
marketing, • Can provide organization grows
marketing etc.
engineering, etc. more speed and
agility
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ORGANIZATIONAL STRUCTURE
FUNCTIONAL STRUCTURE
CEO
MARKETING SALES SERVICES
NA EMEA APAC NA EMEA APAC SUPPORT DEVELOPMENT CONTRACTS
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DIVISIONAL STRUCTURE
Board of Directors Board of Directors
Chemical Plastic Electronic European US Rest of the

Divisions Division Division Divisions Division World
Decentralised Structure
Advantages Disadvantages
• Senior Management Time Freed up • Duplication of Service and cost

• Greater Local knowledge • Lack of Specialisation
• Motivation through greater decision powers • Extra Processing
• Greater Understanding • Coordination more Difficult
• Speed
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Matrix
structure
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ORGANIZATIONAL
STRUCTURE
FLAT STRUCTURE

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ORGANIZATIONAL
STRUCTURE
Servant leadership
• Leadership that is focused on the explicit support of people in their roles
• Managers focus on the needs of the organization, not just their team
• Managers 'serve' and support the people they lead by ensuring they have the
right resources and support
• Often used with cross-functional and matrix organization structure
• Cross-functional organizations use combinations of matrix and flat structures
If you're thinking of moving to cross-functional servant leadership

• Use the ITIL guiding principles to help you decide
• This will involve major organizational and cultural change
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INTEGRATED / COLLABORATIVE TEAMS

Collaboration Cooperation
Work together towards a shared goal or objective Separate goals can lead to silo working
Shared and integrated goals Aligned goals

Everyone succeeds or fails together Individuals and teams succeed independently
Goals and resources aligned in real time Cooperative, friendly, willing to share information
Technology is necessary but not sufficient Technology is necessary but not sufficient
Needs respect, trust and transparency Less need for trust and transparency
Needs multi-channel communication (standups, face-to- Needs effective communication
face, active listening, tool-mediated, etc.)
Everyone needs to understand how they contribute to Everyone needs to understand their own role
the big picture
Need to understand PESTLE factors for all stakeholders Need to understand PESTLE factors for own role
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INTEGRATED / COLLABORATIVE TEAMS
Algorithmic tasks Heuristic work
Follows a defined process, with established instructions Depends on human understanding and intervention
Follow the rules Learn or discover what is needed
Clear inputs, outputs, instructions, branches etc. Needs flexibility, information, knowledge and experience
Reassignment and handover between teams where

Collaboration, swarming and DevOps often appropriate
needed
People doing the work may recognize opportunities to New insights can be recorded for future use, moving
improve how it is done. This should be part of their role. some work to algorithmic (removing 'toil')
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TEAM CAPABILITIES, ROLES,

COMPETENCIES
Traditional IT roles were technically focused in
areas such as programming, business analysis,
technical support, designers etc.
Newer roles require more flexibility and
regular change
Many IT and ITSM roles now require business
skills such as
• Ability to manage and motivate a team
• Relationship management
• Negotiation
• Supplier and contract management
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COMPETENCIES
A role is a set of responsibilities, A job is a position within an

activities, and authorizations granted to a organization that is assigned to a
person or team in a specific context specific person
A single person may, as part of their job, fulfil many different roles. A single role may
be contributed to by several people
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COMPETENCIES
High-level competencies
• Leader (L)
• Administrator (A)
• Coordinator/communicator (C)
• Methods and techniques expert (M)
• Technical expert (T)
Role competence profile examples*:

• CAT
• TMA
• LCT
*The position of the code means its relative importance
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COMPETENCIES
Use these profiles to:

• identify the best candidates to perform a
role
• identify gaps and plan professional
development
• define requirements to newcomers and
create job and role descriptions
• align with industry competency models and
professional development programmes
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COMPETENCIES
Code Competency Description
L Leader Leadership skills and authority; Decision making, delegation, oversight of
the activities, incentives and motivation, outcomes evaluation
A Administrator Administrative skills, Tasks assignment and prioritization, record keeping,
ongoing reporting and basic improvement initiatives
C Coordinator/ Communication and coordination skills, Multiple parties coordination,
Communicator communication between stakeholders, awareness campaigns
M Methods and techniques Consulting skills and work methods expertise, Design and implementation
expert of work techniques, procedures documentation, process consulting, work
analysis and continual improvement
T Technical expert Technical (IT) expertise and expertise-based assignments
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COMPETENCIES
Professional ITSM competencies include
• Communication skills
• Written & verbal, ability to establish working relationships
• Essential for working with colleagues, customers, managers
and all other stakeholders
• Market and organization knowledge
• Knowledge of specific industry, including competitors,
relative costs and capabilities
• Management and administration
• Delegation, documentation, logistics, building teams, recruit
and develop staff
• Leadership
• Ability to influence, motivate and support
• Anyone can be a leader, it's not just managers
• Every team needs some leaders to help create the required
culture
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COMPETENCIES
Professional ITSM competencies include
• Business and commercial skills
• Specify, buy, negotiate, manage supplier
relationships
• Get people together and motivate, agree way
forward
• Write and promote or sell a business case
• Produce marketing and promotional materials,
present and 'sell' services
• Relationship management skills
• Contact and liaison, demand capture, value
demonstration, feedback, communication flow
• Innovation
• Entrepreneurial mindset, identify new ways of
working, solve problems, exploit new
technologies
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COMPETENCIES
Organizations are now looking for people to be T-
Shaped, Pi (π) Shaped, or ‘Comb’ (ШШ)shaped.
• T-shaped individuals are experts in one area, with
knowledge of other areas.
• A pi-shaped person is one who is strong in two areas,
plus the knowledge of other areas.
• A comb-shaped person is one who is strong in more than
two areas, plus the knowledge of other areas
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COMPETENCIES
Organizations are now looking for people to be T-
Shaped, Pi (π) Shaped, or ‘Comb’ (ШШ)shaped.
• In the past, pi-shaped people were often more senior
staff, having built up their skills over time working in
different domains. That model has changed in the last few
years, with new hires arriving at organizations with the
skills in multiple areas, not yet having specialized on any
one specific areas. T shaped people also tend to be
inquisitive; they like to learn new skills and will acquire as
opportunities are made available
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COMPETENCIES
Developing a broad set of competencies
• Specific training - business analysis, programming, ITIL etc.
• Job descriptions that include full technical and non-technical
skills
• Recognizing non-IT experience (team management,
procurement, etc.)
• Including 'soft' skills like communication and leadership in role
descriptions
• Performance management, rewards and appraisals reflect full
range of skills
• Opportunities for training and development in all areas
• Encouraging CPD (Continuing professional development)
• Role based models, based on job descriptions, with career
paths
• Competency based models focused on generic capabilities
• Hybrid role and competency-based models combining both
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TEAM CULTURE AND

DIFFERENCES
• Culture is made up of values, beliefs, attitudes

Culture: a set of and behaviors
values shared by
people, including • How people work together towards a goal
their ideas, beliefs, • How people treat each other
and practices, and • Teams can have different cultures
their expectations
• But all are influenced by overall organization
from each other
culture
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TEAM CULTURE AND

DIFFERENCES
In an effective team culture
• Team members understand how the team contributes
to the organization
• People feel that they are part of something bigger than
themselves
• Engagement and work satisfaction are increased
• People understand how they can achieve personal AND
organization goals
Organizations need strong, collaborative teams at all
levels
• Mutually responsible for shared outcomes
• Strong and agreed shared vision
• Giving and receiving feedback
• Understand their impact on each other
• Continually learning and improving, removing barriers
to success
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TEAM CULTURE AND

DIFFERENCES
What does good look like?
• People collaborate, share knowledge, and support
each other
• Feel safe, speak up and accept challenges
• Trust and empowerment
Cultural fit
• People's beliefs, values and needs match the work
environment
• Diversity
What does bad look like?
• Many rules and processes
• Lack of empowerment and autonomy
• Results in poor quality products and services
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TEAM CULTURE AND

DIFFERENCES
Develop and nurture good team culture
• Create and share a vision
• Meet regularly – discuss problems, build
relationships
• Create leaders, not managers. Mentoring, leading by
example
• Encourage informal teams
• Cross-training to provide overall organizational
understanding
• Social integration – get to know people personally
• Provide feedback
• Promote a culture of learning
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WORKING TO A
CUSTOMER-ORIENTATED
Click icon to add picture
MINDSET
An approach to sales and customer-relations in which
staff focus on helping customers meet long-term needs
and wants
• Place customers at the core of business decisions
• Observe and anticipate the wishes and needs of
customers
• Care about customer experience and continually
enhance it
• Don't just create products a services, create a positive
impact on customers
• Every customer is unique, understand their individual
needs and wants
• 'Focus on value'
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WORKING TO A CUSTOMER-ORIENTATED MINDSET

• Service mindset - an important component of the organization culture that defines an
organization’s behavior in service relationships. A service mindset includes the shared values and
guiding principles adopted and followed by an organization.
• A service mindset focuses on creating customer value, loyalty and trust, and on creating a
positive impression on the customer. This is customer orientation for the service provider, in
which the provider places customer satisfaction at the core of its business decisions.
• Service empathy – this is one element of the service mindset; to recognize, understand, predict
and project the interest, needs, intentions and experience of another party in order to establish,
maintain and improve the service relationship.

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WORKING TO A CUSTOMER-ORIENTATED MINDSET

• How to create a customer-oriented strategy
• Create a customer value proposition (CVP) - balance benefits and loyalty
• Map the customer and user experience journey - consider all touchpoints
• Recruit customer-friendly staff
• Treat employees well happy employees make happy customers
• Train and coach staff on the customers, products, and industries they support
• Walk the talk. Senior managers should lead by example
• Listen to the voice of the customer (VoC) - surveys, meetings, etc,
• Avoid silo mentality
• Design for humans
• Empower staff: Give them the authority to solve customer issues

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EMPLOYEE SATISFACTION MANAGEMENT

• Understand and manage employee satisfaction
• Morale and engagement influence productivity, customer satisfaction, employee
retention...
• Need to measure many aspects of employee satisfaction

• Leadership, culture, organization climate, job activities
• Baseline satisfaction levels
• Identify actions to improve commitment and trust
• Don't just measure, improve, and be seen to improve

• Assign resources to act on the measurement
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How could you measure employee satisfaction?

• Consider using a third party to allow confidential feedback
• Surveys: Local or organization wide
• Formal or unstructured meetings: Listen for feedback
• One-to-one meetings: Build relationships to encourage feedback
• Review sickness and attrition data: Look for trends and changes
• Staff driven metrics: Allow staff to submit 'morale indicators'
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• Employee surveys
• Who is the sponsor?
• What is the purpose? What do you want to know?
• Sampling or all employees?
• Methods of data collection (paper survey, interview, online, ...)?
• Attributes to be measured?
• Satisfaction, retention, communications
• Understanding goals and vision,
• Trust and relationships
• Competitiveness of salary and benefits
• Job structure, training, advancement, performance management
• Nominal (qualitative) or ordinal (quantitative, scaled)
Satisfied employees lead to satisfied customers

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POSITIVE COMMUNICATIONS
• Routine, repetitive IT work is rapidly moving to automation

• Interaction and communication still relies on people
• Communication is needed with customers, suppliers, colleagues, staff, ...
• All communication
• Creates opinions of the value of the team, ITSM, and the service provider
• Consider how to manage and coordinate communication

• Small team to communicate about projects
• Service desk agents to communicate about incidents
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Good communication:
Is efficient, responsive,
Establishes positive
Starts with listening professional, effective and
relationships
HUMAN
Reduces problems and Recognizes intellectual Promotes trust, empathy,

stress and emotional needs and shared goals
Identifies issues and Includes emotional, Is timely, based on

improvement business and technical appropriately set
opportunities responses expectations
Is simple, short, relevant,

limited to what is needed,
and free of jargon
44
Communication principles
Communication We are all Timing and There is no single The message is

is a two-way communicating frequency method of in the medium
process all the time matters communication
that works for
everyone
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END OF SECTION 1
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ITIL®4 Specialist:
Create, Deliver and
Support (CDS)
Section 2

47
1.2 Understand how to use ‘shift

left’ approach (BL2)

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"SHIFT LEFT"
Shift-left involves When done well, a
moving work closer to Shift-Left approach
its source, for example: can lead to:
• Moving testing closer to • Faster resolution times
development (source of (leading to increased
components to be tested) productivity and customer
satisfaction)
• Moving support closer to • A reduced number of
the end user (source of interruptions, therefore an
requests and incidents) increase in delivery of
complete projects.
• Embedding information • Lower cost per incident and
security controls in request
development (DevSecOps)
• Increase in variety of tasks
• Delegating Change that team members can
Enablement to perform (leading to improved
development and employee satisfaction and
retention)
infrastructure teams

49
KEY STEPS IN BUILDING A SHIFT-LEFT APPROACH
Identify opportunities and goals by (for example):
Reviewing customer and Studying key metrics and

staff feedback indicators

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Clarify the costs and benefits of the approach by (for example):
Identifying affected teams, Performing a cost-benefit

practices, processes, etc. analysis

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Set targets based on the type of work and goals (for example):
Resolution or fulfilment time
Number of deployments
Number of audit failures

52
Set up the improvement initiative:
Work with key people to Decide on actions and build them into
sell/communicate benefits and impact a coherent strategy

53

Progress incrementally with feedback, for example:
Pilot specific Periodically Implement or Modify Adopt new Change roles a

tasks to move a analyse change contracts with processes or responsibilities
percentage of feedback to automation partners and work
work adjust the suppliers instructions
approach for
the next
increment

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Review outcomes on a periodic basis or when the initiative ends, in order to:
Communicate benefits to relevant

Identify benefits and lessons learned
stakeholders

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1.3 Understand planning and managing resources in the service

value system: (BL3)
Team Workforce Results based The culture of

collaboration and planning measuring and continual
integration reporting improvement
(covered earlier)

56
WORKFORCE
PLANNING
Workforce is arguably the Identify required roles, and

most important asset of most associated knowledge, skills,
organizations attitudes...
• To keep the organization running
• To exploit emerging technologies
• To provide leadership and organizational change capabilities
• To position the organization for future success and growth

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WORKFORCE PLANNING
The purpose of the workforce and talent management practice is to enable organization, leaders, and
managers to focus on creating an effective and actionable people strategy (analyzing the current workforce,
determining future workforce needs, identifying the gap between the present and the future, and
implementing solutions) so that the organization can achieve its mission, goals, and strategic objectives"
Strategies for recruiting, retaining, Understanding how human resources

developing, and managing employees will be used to meet business goals
Numbers of staff as well as skills and At multiple levels, from whole

competence organization to a single project

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WORKFORCE PLANNING
Workforce and talent management
Plan Improve Engage
Understand current and future skills Continually adapt to meet evolving Understand & forecast changing
requirements, and staff turnover business needs demand for services and how this
will impact workforce
Design and transition Obtain/build Deliver and support

Understand competences needed Training, mentoring, succession Measure how knowledge. abilities
for Agile. DevOps. etc. define planning, recruiting or sourcing skills and attitude impact practices
training plans

59
Why measure?
• To identify current and planned future state

RESULTS • To measure achievement of improvements,
changes, or plans
BASED • To measure progress towards goals or
objectives
MEASURING • To support business decisions
AND • To drive behaviors
REPORTING • To understand how well services are meeting

customer needs and expectations
• To identify opportunities for improvement

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RESULTS BASED
MEASURING AND
REPORTING
Outputs and Outcomes

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RESULTS BASED MEASURING AND REPORTING

A results-based approach The results-based approach tends
focuses only on the outcomes to be viewed as fair and objective
of employee actions (e.g., method of measurement. A
time to resolve an issue, results-based approach is most
customer experience, appropriate when people have
successful releases and the skills and abilities needed to
deployments, sales per complete their work, and they can
month). recognize and correct behaviours.
The results-based approach is

also effective when This also works well when
employee’s performance there is more than one way to
improves over time. The achieve to the desired
results-based approach outcomes, which is often true
appears to motivate people to in IT
improve their skills and
competencies to achieve the
desired results.
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RESULTS BASED MEASURING AND REPORTING
Performance goals
Meet face-to-face to discuss Make sure goals are suitable Ensure goals are specific,
and agree goals for the individual measurable and documented
Define goals for each Link each team goal to

Align goals with customer
organization, function, team, organization goals or service
needs and work activities
employee goals
Monitor goals and adjust them Good goals help you measure
Use both qualitative and if they are not realistic or the
the impact of changes and
quantitative goals situation changes (progress
iteratively with feedback) improvements

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CULTURE OF
CONTINUAL
IMPROVEMENT
Everyone knows that BUT it is only effective when

continual improvement is a it is embedded in the culture
good thing
• It doesn’t happen by itself
• Even if you have a continual improvement
register and a process for managing
improvements this will not make it happen

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CULTURE OF
CONTINUAL
IMPROVEMENT
Clear shared understanding of:
Continual • How to raise an improvement idea

• What happens to improvement ideas once they have been
improvement culture raised
• What are the decision timescales and how the outcomes are
communicated
• Other sources of input

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CULTURE OF CONTINUAL IMPROVEMENT

Key elements of continual improvement culture
Transparency – as much as possible to create a culture that is open, sharing and based on trust.
Management by example – this needs to be shown by all and leaders, where words and promises are followed up and acted upon.
Building trust – establishing a ‘comfort zone’ where people feel enabled and supported in trying out new ideas, making suggestions,
experimenting.
Active encouragement of positive behaviors in Recruitment, Onboarding, Meeting culture, Language and taxonomy.
Continual improvement expectations – these should be clearly defined as not just ‘permitted’, but wholly expected of all people
involved
Success – this needs to be constantly marketed and celebrated across all teams
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CULTURE OF
CONTINUAL
IMPROVEMENT

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CULTURE OF CONTINUAL IMPROVEMENT Copyright protected ITIL®4 Training Material Designed and Developed by
• Key people often drive continual improvement

• This is great until they leave or change roles
• Great organizations embed continual improvement in their culture
• Transparency and trust: encourage and empower people to try out new
ideas
• Management by example
• Active encouragement of positive behaviours in:
• Recruitment, onboarding, meeting culture, language, taxonomy
• Expectation of continual improvement
• Marketing and celebration of success
• Clarity on continual improvement process, tools, decision-making etc.
• Consider using organizational change management to help get there
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END OF SECTION 2
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ITIL®4 Specialist:
Create, Deliver and
Support (CDS) Copyright protected ITIL®4
Training Material Designed and
Developed by
Section 3
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contact

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1.4 Understand the use and value of information and technology across
the service value system (BL2)
• Integrated service management toolsets

• Integration and data sharing
• Reporting and advanced analytics
• Collaboration and workflow
• Robotic process automation (RPA)
• Artificial intelligence and machine learning
• Continuous integration, delivery and deployment
• Information models

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INTEGRATED SERVICE MANAGEMENT TOOLSETS
What do ITSM toolsets do? ITSM product expectations
• In essence these toolsets are systems of record and These tools provide a professional interface
systems of engagement – for raising, classifying, between IT and its users to improve
prioritizing, escalating and resolving issues, customer experience and service quality, by
requests, changes, on items and areas of business providing a management tool that allows for
and technology infrastructure (people, IT, defects, bugs, backlog, incidents, problems,
departments, services, functional areas etc.) changes and requests to be delivered and
• This also includes real-time management of tracked in an efficient manner and with a full
expectations for delivery and fulfilment, approval, audit trail of activities recorded.
escalation and consumption, plus other
administrative functions around inventory, finance
and lifecycle management.

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What do ITSM toolsets do?
Benefits and functionality
• real time dynamic ability to manage work

• reporting and business analytics
• accountability and audit trails
• systems of records and engagement
• used to raise, classify, prioritize, escalate, and resolve
issues, requests and changes
• management of expectations for delivery and fulfilment
• administrative functions
73

EXPECTATIONS
• Effective automation of workflows

• Effective inventory, monitoring, and event management
• Effective integration with:
• other organizations' toolsets
• social networks and communication channels
• other information systems
• A high level of service warranty
• Conformance to evolving requirements and standards
• Advanced analytics and reporting
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INTEGRATION AND DATA SHARING
Service Design frequently depends on integrations between multiple systems.
When making integrations part of the design of a service, it is important to understand the different layers at which
integration may be modelled.
Some of the key levels for Service Design are:

• Application integration, whereby applications are made to interact with each other.
• Enterprise integration, whereby integrated applications are aligned to provide value.
• Business integration, whereby existing business services are aligned.

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INTEGRATION AND
DATA SHARING
• Selection of an integration methodology requires
the consideration of multiple factors, including
reliability, fault tolerance, cost, complexity,
expected evolution, security, and observability
• Design of good integration relies on a clear
understanding of the stakeholders affected
• One-off information exchange or ongoing
alignment between the systems
• Ensure that compliance is maintained with
regulatory obligations
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INTEGRATION AND DATA SHARING

INTEGRATION TOPOLOGIES INTEGRATION APPROACHES
1. Point-to-point - direct linking of pairs of systems 1. Big bang - For simple integration of small
2. Publish-subscribe - systems exchange messages via event scope
broker 2. Incremental delivery - Separate incremental

integration of multiple systems in a
predefined order
3. Direct integration - No predefined order, great
flexibility, high testing requirements

77
REPORTING AND ADVANCED ANALYTICS

ADVANCED ANALYTICS DATA ANALYTICS
Autonomous or semi- A method of examining data

autonomous examination of sets to draw conclusions about
data or content using the information they contain. It
techniques and tools beyond enables organizations to make
traditional business intelligence informed business decisions
to discover new or deep and help scientists and
insights, make predictions, or researchers to verify scientific
generate recommendations models, theories, and
hypotheses
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DATA ANALYTICS

79

BIG DATA
• large volumes of structured, semi-structured, Complexity criteria

and unstructured data. • data size
• extracting meaningful information from big data • data structure

requires processing power, analytics capabilities, • data type
and skills
• query language
• Understanding and assessing the complexity of • data sources
data is important when deciding whether a
solution is appropriate • data growth rate
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COLLABORATION AND WORKFLOW

Supporting agile work methods

With the continuing growth in the use of the ‘agile’ approach to managing work – particularly software development –
there has also been a related uptake in the use of relevant tools and methods that can support and promote this way
of working. These include the following areas:
o Making work visible

o Working in topic-based forums
o Working in small teams and sprints
o Using simple feedback mechanisms
o Collaboration and ‘social media’ features
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ROBOTIC PROCESS AUTOMATION
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• Robotic Process Automation (RPA) is a potential way for organizations to streamline
business operations, lower staffing costs and reduce errors. Through the use of
software robots, or bots, repetitive, mundane tasks can be automated freeing up
resource to be deployed on more high value activities elsewhere.
• ‘Bots’ can be used to simulate activities that humans perform via screens and
applications to capture, interpret and process transactions, triggering responses,
creating and manipulating data in a consistent and predictable way.
• These bots are typically low cost and easy to implement; not requiring re-development
of existing systems or complex integrations with existing systems. The potential
benefits are clear, as RPA allows for consistent, reliable and predictable processes to be
implemented in a cost-efficient way. This consistency can lead to fewer errors in key
processes, increases in revenue, better customer service and retention.
• The types of processes where RPA can yield the most benefit tend to be high volume,
error prone and sensitive to faults. Processes that are rules based, not requiring
complex decision making are more easily automated through RPA.
• More sophisticated RPA tools incorporate Machine Learning (ML) and Artificial
Intelligence (AI). These tools move beyond a purely rote based approach to one that
can adapt and react appropriately to different inputs.
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RPA TECHNOLOGIES
• The first one is basic process automation, which focuses on automating tasks that depend on structured data for
example spreadsheets.
• The second could be considered as the enhanced and intelligent process automation, it works largely with unstructured
data as input (e.g., email and documents). This type of automation can learn from experience and apply the knowledge
to process different requirements.
• Thirdly, cognitive platforms can understand customers’ queries and execute tasks which previously required human
intervention
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ROBOTIC
PROCESS
AUTOMATION

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BENEFITS CONSIDERATIONS
• Lower labor cost • Input data quality

• Increased throughput • Specific skills
• Increased accuracy • Return on investment
• Collaboration
• Guiding principles

85
ARTIFICIAL INTELLIGENCE
• Cognitive technology is increasingly being used to provide more automation

in all phases of the service lifecycle, and to enhance the service experience
both for the consumer and the people involved in serving them.
• It is also increasingly prevalent in related and supporting domains such as

software development and operations.
• While AI technologies have been in existence for decades, a new generation

of cloud-based tools have resulted in a significant increase in focus and
usage.
• There are now a number of AI tools delivered provided by vendors as public

cloud services, with a range of options available from both specialist AI
providers and major broad-offering cloud vendors.
• This has significantly improved the accessibility of AI tools, with solutions

which might previously have required complex technology, and significant
financial outlay, now being available on-demand, at potentially lower cost,
via simple API calls.
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Process And Natural Language Conversational Predictive Discovery

Decision Processing Interfaces Analysis
Automation
Selection of the Interpretation of Enabling humans to Projection of the Identification of useful
appropriate unstructured text interact with future state of a insights from large
process branch to for purposes such information systems metric or situation, collections of
follow based on as translation, written or spoken enabling proactive information
analysis of the summarization, or language. A common decision-making
known facts sentiment analysis example being chatbots
for automated self-
service.
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AIOps, aims to bring artificial AIOps harnesses data platforms

intelligence to IT operations, and machine learning,
addressing the challenges collecting observational data
posed by modern trends in the (such as events, log files, and
ongoing evolution of operating metrics) and
infrastructure, such as the engagement data (such as
growth of software-defined customer request and service
systems. desk tickets), and drawing
insights by applying cognitive or
algorithmic processing to it.

88
AIOPS (Algorithmic IT Some organizations use AlOps

Operations or Artificial beyond IT operations to provide
Intelligence for IT Operations) business managers with real-
time insights of the impact of IT
The idea is to collect all the
important monitoring data in one on business
place and use machine learning to
identify patterns and detect
abnormalities
These insights may be used for:
a) Incidents detection and
prediction
b) Proactive system maintenance
and tuning
c) Threshold analysis

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ARTIFICIAL
INTELLIGENCE
Machine learning is an Supervised learning is the
applied form of artificial most commonly encountered
Intelligence. machine learning approach.
• Machine learning is best suited to • It is used where both the starting Unsupervised learning
solving specific problems. points (or inputs) and expected
ending points (outputs) are well
also requires input data,
• It is based on the principle of systems defined. but it does not use
responding to data, adapting their existing output data.
actions and outputs as they are • So, for inputs “X” and outputs “Y”
continually exposed to more of it. we can represent supervised There is no supervisor.
learning as a simple equation: Y = Instead, the machine
• Where it is used to underpin services,
this essentially means that machine
f(X) learns from the input
learning becomes the basis of aspects • The job of the machine is to learn data alone.
of decision making, in place of how to get from the inputs to the
deterministic paths defined by outputs – effectively building the
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Machine learning
Performance of a machine-learning system is entirely

dependent on its data, the algorithms used within it,
and, for supervised systems, the quality of training
Deep learning is a subset of machine learning based on

artificial neural networks. It relies on computing systems
modelled on the biological neural networks

91
Cl/CD
CI/CD refers to Continuous Integration, and either
Continuous Delivery or Continuous Deployment.
These are descriptive terms for a collection of practices

primarily associated with software engineering, which are
inherent to the philosophy of Lean, agile software development.
The adoption of CI/CD practices has grown rapidly, and it is

important to understand its defining characteristics, and
the wider context of evolving system development
practices, when implementing services which are
underpinned by software development.
92
Cl/CD
Continuous integration
Checked-in code is validated, typically through a

set of automated tests, then merged Usually refers to pushing software changes into
automatically into a shared code branch for a shared deployment 'pipeline' on a frequent
subsequent deployment into the production and regular basis
environment

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Continuous delivery
'Continuous deployment' is sometimes used to

Frequent, typically small deployments of code
describe the automation of this process
into the production environment
Cl/CD primary goal is to enable small, high-frequency deployments of changes to systems
This is intended to reduce risk while simultaneously increasing the velocity of value co-creation
94
94
INFORMATION
MODELS
Information models usually Information models have to
include overcome the challenge of
complex, inconsistent, unclear
• Definitions of key facts,
information technology
terminology, activities, and
landscape
practices within the
organization
• Structural representations of Copyright protected ITIL®4
key components of the Developed by 1WorldTraining.com.
organization's technology and Use is for Single User only. Not for
distribution.
business services, and the For licensing courseware, please
relationships between them contact info@1worldtraining.com
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95
END OF SECTION 3
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ITIL®4 Specialist:
Create, Deliver and
Support (CDS)
Section 4
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97
97
VALUE STREAMS
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98
2.1 Know how to use a value stream to develop

and transition new services (BL3)
Use a value stream to provide user support

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2.2 Know how the following ITIL practices contribute to

a value stream for a new service (BL3)
These will be covered in a separate section dedicated to Practices
Service design Software development and

Management
Deployment management Release management
Service Validation and testing Change Enablement

100
100
ITIL SERVICE VALUE STREAMS

A value stream is a series
of steps an organization
undertakes to create and
A value stream can: deliver products and
services to consumers.
Mention one, some, or all value Every value stream starts with
Repeat value chain activities
chain activities demand and ends with value
It can even loop round to carry Think of the repeated cycle

A value stream may involve
out similar value chain activities involved in a devops style
many ITIL Value Chain activities
many times product approach
A value stream must work

within the constraints and
policies set out by the
organization
101
A SIMPLE REPRESENTATION OF A VALUE STREAM

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A COMPLEX REPRESENTATION OF A VALUE STREAM


103
103
ITIL SERVICE VALUE STREAMS
The value stream needs The value stream may The value stream must Involve all stakeholders
to consider all activities represent activity from be designed to enhance in the value chain as
in the end to end value many different teams the entire customer early as possible
stream that takes journey, not just the
demand and helps to individual touchpoints
co-create value
• E.g. project office, integrated • Outside-in approach • Including customers,
product teams, separate considers everything from not just IT staff
siloed teams doing the customer viewpoint
architecture, design,
development, infrastructure, • As opposed to IT-centric
testing, release etc. inside-out approach based
on requirements only

104
DESCRIBING A VALUE STREAM

A value stream can be described using fields such as:
Name Owner Description, including use case
Demand Trigger Outcomes

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ANATOMY OF A
VALUE STREAM
Value streams activity hierarchy

106
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VALUE STREAMS - INPUTS Not for distribution.

Information provided Consumer resources

by stakeholders or (e.g. funding, location,
another value stream identification)
Demand (usually Service Provider

through a trigger or resources from one or
event) more ITSM practice
(people, information,
tools, partners and
suppliers, etc.)
107
107
VALUE STREAMS - OUTPUTS
Creation or restoration Artefacts (records, or other (Sometimes) (Sometimes) Triggers

of value through types of output) that can Modification of for other value streams,
functioning products be used to create intended resources, for example: for example:
and services outcomes for consumers
• Creating new skills and • Value stream to register
competencies in a team as a new employee
opposed to IT-centric inside- (Human Resources) can
out approach based on trigger a value stream to
requirements only onboard the new
employee (IT)
• Updated knowledge items

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VALUE STREAMS AND Designed and Developed by 1WorldTraining.com.

A value stream is
fundamentally
ORGANIZATIONS info@1worldtraining.com
connected to the scope
of the organization,
whether a single
person or the entire
enterprise
A step in value stream can

be:
• A process from an
organizational practice
• A value stream for another
organization
Cascading value streams

and processes allows
organizations to:
• Focus on value
• Progress iteratively
• Collaborate and promote
visibility
• Think and work holistically 109
109
VALUE STREAM CONSIDERATIONS

A value stream can be documented from two perspectives:
Reflect observed behavior ("this is how we

Reflect the aspirations of the service provider
work right now")
("this is how we should work together")

110

Cl/CD Not for distribution.

Differences in these perspectives can trigger the continual improvement practice, to address
opportunities to:
Update value stream documentation Optimize the ways of working, to be more

effective, faster, automated, etc.
A value stream should reflect an outside-in tone or language of the customer (or reader)
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VALUE STREAM CONSIDERATIONS
01. A value stream reflects a level of granularity. For example:

• An Agile software development step can document multiple iterations of work; or
• All software development can be represented within a single step of a higher-level value stream
02. The first step might not be Engage
03. A step might require contributions from many practices, for

example:
• "Log customer query" might require contributions from Service Desk, Incident Management, Relationship
Management, Service Level Management, etc.
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112
STEPS TO DOCUMENT A VALUE STREAM

Step 1
Define the use
Step 5
case or scenario, Identify practice
including and resource
description(s) of
Step 3 contributions to
demand, Map the steps to complete the
trigger(s) and the service value steps (and
outcomes(s) chain activities actions and tasks)
Step 2 Step 4
Describe the If necessary, also
steps to create describe actions
value in response and tasks
to demand
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DESCRIBING A STEP IN A VALUE STREAM

A step in a value stream can be described using fields such as:
• Name of the step • Actions and tasks

• Number (or some • Constraints
reference to its place within • Outputs
the value stream)
• Estimated (or target) lead
• Input triggers time
• Information required to
complete the step
• Practice contributions

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VALUE STREAM
MAPPING
01 Technique originating in Lean manufacturing
Visualizes flow and queues in the path from

02 demand to value
Helps organisations by:

• Visually communicating the steps needed to fulfil demand
• Highlighting sources of wasteful or unnecessary work
03 • Highlighting other opportunities to improve
• Providing a common language and baseline to discuss value
streams and processes
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KEY METRICS WHEN ANALYZING

A VALUE STREAM
Term Description
Cycle time The amount of time required to complete a discrete unit of work converting inputs into
outputs. For example: It takes five minutes to fill in a new incident form, Cycle time is 5
mins
Wait time The amount of time a discrete unit of work waits in a queue before work begins.
Example: If an incident ticket waits four hours before work on it begins, the wait time is
four hours.
Lead time The sum of the cycle time and wait time.
Process queue The number of discrete units of work to be operated upon by a process.
WIP The number of discrete units of work being operated on, but which are not yet
completed
Throughput The rate at which work enters or exits the system.

116
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KEY METRICS WHEN ANALYZING

A VALUE STREAM

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MODEL VALUE STREAM FOR

DEVELOPING A NEW SERVICE

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118
DEMAND
• This value stream is
triggered by a demand to
create a new service (or
modify an existing service)
Demand might originate from:

• A consumer (sponsor, customer, or user)
• An external stakeholder (e.g. supplier or regulator)
• A business function (e.g. sales or marketing) that has
sensed a new opportunity
• Members of the organization's governing body
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119
STEP 1: ACKNOWLEDGE & DOCUMENT SERVICE

REQUIREMENTS
This step requires the organization to engage with the requestor and other stakeholders
• Objective is to gather information needed

for submitting a business case
• Practices that can contribute:
 Business analysis
 Service configuration management
 Relationship management
 Service level management
 Service portfolio management

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STEP 2: DECIDE WHETHER TO INVEST

This step requires the organization to plan whether to invest resources
• Objective is complete the business case and make a

decision related to its approval
 Infrastructure & platform management
 Problem management
 Project management
 Risk management
 Service design
 Service Desk
 Service financial management
 Service level management
Copyright protected ITIL®4 Training Material Designed and Developed by  Service portfolio management
For licensing courseware, please contact info@1worldtraining.com  Software development and management

121
STEP 3: DESIGNING THE SERVICE

This step requires the organization to design the service and service components
• Objective is to create the design for a new service and its
components or modify them for an existing service , in a design
package
 Architecture management
 Availability management
 Capacity and performance management
 Information security management
 Infrastructure and platform management
 Service continuity management
 Service design
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 Supplier management 122
122
STEP 4: BUILD, CONFIGURE OR BUY SERVICE COMPONENTS

This step requires the organization to obtain or build service components.
• Objective is to obtain or build service components,

usually technical but may be non-technical also
 Infrastructure & platform management
 Portfolio management
 Release management
 Risk management
 Service validation and testing
 Software development and management
 Supplier management

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STEP 5: DEPLOY SERVICE COMPONENTS PRIOR TO

SERVICE LAUNCH
This step requires the organization to transition the service into operations
• Objective is to deploy service components, by

modifying existing live products and services, and
perform release planning
 Change enablement
 Deployment management
 Incident management
 Knowledge management
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124
STEP 6:MAKING NEW FEATURES

AVAILABLE TO CUSTOMERS
This step requires the organization to release the service to customer and users
• Objective is to make features available to users and

provide early life support
 Incident management
 Infrastructure and platform management
 Relationship management
 Release management
 Service desk
 Software development and management
125
CONSIDERATIONS WHEN DESIGNING

THE VALUE STREAM
01. Will work be managed in large or 04. What is the correct level of
small batches, sequentially or oversight and bureaucracy
iteratively
02. How can the journey be 05. How can all members of the
described from the customer's organization have a clear
point of view understanding of goals and
expectations, including
• Cascading objectives into lower level
03. How can the organization activities
adopt a holistic perspective • Eliminate conflicts or inconsistencies in
of the work required? lower level activities
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CONSIDERATIONS WHEN
DESIGNING THE VALUE STREAM
Traditional / Waterfall approach
Pros Cons
Clear ‘go-live’ date Can lead to SILO approach with ‘successful’ projects that don’t
deliver value
Predictable projects with defined phases from business case to May focus too much on ‘go-live’ with insufficient thought of
value cocreation how to run and support
Costs can be allocated to projects related to business demand Hard to manage changing requirements, can deliver results that
meet out of date needs
Many people have experience of working this way Defects that are detected late may be expensive (or impossible)
to fix
May be required to meet specific time-based demand (such as Focus on delivery date can lead to poor quality
big sports event)
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127
CONSIDERATIONS WHEN
DESIGNING THE VALUE STREAM
Agile approach
Pros Cons
Meet need for speed and time-to-market May need significant culture change
Can constantly review and update requirements May be hard to get funding for unclear deliverables and deadlines
User validation earlier in the lifecycle Needs support from the wider organization
Focus on flow, feedback, learning and improvement Can be difficult to commit to deadlines, especially in high-risk
environments
Small, flexible, multi-functional teams Difficult in multi-supplier environments when some suppliers use
waterfall

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128
2.3 Know how to use a value stream to provide user support (BL3)
Use a value stream to provide user support

129

2/17/2021
2.4 Know how the following ITIL practices contribute to a value

stream user support (BL3)
These will be covered in a separate section dedicated to Practices
Service desk Knowledge

management
Incident management Service level

management
Problem management Monitoring and event

management
130
MODEL VALUE STREAM FOR RESTORATION OF

A LIVE SERVICE

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131
TRIGGER
• This value stream is triggered by
the inability to use a live product
or service, which leads to "value
leakage"
• Demand might originate from:
• A consumer (sponsor, customer,
or user)
• The service provider (e.g. one
using proactive monitoring)

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STEP 1: ACKNOWLEDGING
AND REGISTERING THE
QUERY
• This step requires the organization to engage
with the user to gather details and record it
• As the provider has not determined if the user
has an incident or request, it is a "user query“
• Service catalogue management
• Service desk
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133
STEP 2: INVESTIGATE THE QUERY, RECLASSIFY AS INCIDENT AND

ATTEMPT FIX
• This step requires the organization to
support the user by categorizing it as
an incident, identify its nature and
apply a known solution
• Service configuration management
• Incident management
• Knowledge management
• Monitoring and event management
• Service desk
• Service level management

134
STEP 3: GET A FIX FROM A SPECIALIST TEAM
• This step requires the organization to escalate the incident

and obtain a fix from a specialist team
• Configuration management
• Infrastructure and platform management
• Service desk
• Service financial management
• Service validation and testing
• Software development and management
• Supplier management

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STEP 4: DEPLOY THE FIX

• This step requires the organization to deploy the fix
to the user or production environment
• Depending on the nature of the fix deployment can
be automated (e.g. Cl/CD pipeline) or manual (e.g.
delivering a new computer to a user)
• Deployment management
• Service desk
136
STEP 5: VERIFY THAT THE INCIDENT HAS BEEN RESOLVED

• This step requires the organization
to continue support activities with
the user
• While technical failures might have
been resolved, value might not
have been restored
• Additional support activities might
be necessary before the incident
can be closed
• Service desk
• Service level management 1WorldTraining.com. Use is for Single User only. Not for distribution.
137
STEP 6: REQUESTING
FEEDBACK FROM THE
CUSTOMER
• This step requires the organization to engage with
the user to gather feedback about the support
experience
• Qualitative data can supplement quantitative data to
identify opportunities to improve
• Continual improvement
• Service desk
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STEP 7: IDENTIFYING OPPORTUNITIES TO IMPROVE THE OVERALL

SYSTEM
• This step requires the organization to analyse feedback to
identify ways to improve
• The system Improvements can be made anywhere in the SVS, or
across the four dimensions
• Continual improvement
• Deployment management
• Monitoring and event management
• Problem management
• Risk management
• Service desk
• Service validation and testing
• Service level management
For licensing courseware, please contact info@1worldtraining.com • Supplier management
139
CONSIDERATIONS WHEN DESIGNING THE VALUE STREAM
Identifying key stakeholders, and what restoration of Having an outside-in approach to understand the
value means for them, eg: impact of incidents on users
• For users, the ability to resume using products and
services Highlighting dependencies and risks from partner and
• For compliance officers, the maintenance of proper supplier activities
records
• For service owners, the documentation of activity to Understanding how systems can be integrated to
enable improvement facilitate data sharing

140
END OF SECTION 4
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RELATION TO ITIL 4 PUBLICATIONS

One publication for each ITIL 4 exam

Foundation High Velocity IT

Create, Deliver and Support Direct, Plan and Improve

Drive Stakeholder Value Digital IT Strategy

Practices published separately

ITIL Training Material Designed and

PUBLICATIONS AND SYLLABUSES

• Each Managing • Each exam has some

• The exam specific • Each syllabus is explicit

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MANAGING PROFESSIONAL EXAMS

Some questions at Blooms level 2

Most questions at Blooms level 3

NO questions at higher Blooms levels

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STYLE OF THE 40 multiple choice questions

EXAM 28 correct to pass (70%)

Invigilated by the trainer

ITIL Training Material Designed and

ITIL®4 Specialist: Create, Deliver and Support

ITIL®4 Specialist: CDS – Learning objectives

By the end of this module, you will be able to:

The full ITIL 4 CDS syllabus

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CDS and the value chain

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ITIL Training Material Designed and

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1.1 Understand concepts and challenges relating to: (BL2)

Understand concepts and challenges relating to: (BL2)

e) Working to a customer-orientated mindset

ORGANIZATIONAL STRUCTURE Copyright protected ITIL®4 Training Material Designed

Functional Divisional Matrix Flat

Hierarchical, • Very little

• Often has dual

ITIL Training Material Designed and

MARKETING SALES SERVICES

NA EMEA APAC NA EMEA APAC SUPPORT DEVELOPMENT CONTRACTS

Chemical Plastic Electronic European US Rest of the

• Senior Management Time Freed up • Duplication of Service and cost

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If you're thinking of moving to cross-functional servant leadership

INTEGRATED / COLLABORATIVE TEAMS

Shared and integrated goals Aligned goals

ITIL Training Material Designed and

INTEGRATED / COLLABORATIVE TEAMS

Algorithmic tasks Heuristic work