The Service Value System

4
{.ear/Quest

II 0:08 / 6:45 E3 0 Z
 Learning Objectives
The Service Value System

Upon completion of this module, learners will be able to:

• Summarize the Inputs and Outcome of the Service Value System

• Review the Components of the Service Value System
• Review the Challenges of Silos

O LejrnQucil 2020
The Service Value System (SVS)

A model representing how an organization’s components and activities

all work together to facilitate value creation (co-create value)

Guiding Principles

Governance

Service
Opportunity/ Value Value
Demand Chain

Practices

Continual
Improvement © LejmQueU 2020
Service Value System

Guiding Recommendations that guide an organization in all

principles circumstances, regardless ot changes in its goals or strategies

C levnQucst 2020
Service Value System

Guiding Recommendations that guide an organization in all

principles circumstances, regardless ot changes in its goals or strategies

The means by which an organization is managed

Governance and controlled

C LevnQueit 2020
Service Value System

Guiding Recommendations that guide an organization in all

principles circumstances, regardless ot changes in its goals or strategies

The means by which an organization is managed

Governance and controlled

Service value A set of six, interconnected activities that an organization

chain undertakes in order to create value (trigger is demand)

O LevnQuut 2000
Service Value System

Guiding Recommendations that guide an organization in all

principles circumstances, regardless of changes in its goals or strategies

The means by which an organization is managed

Governance and controlled

Service value A set of six, interconnected activities that an organization

chain undertakes in order to create value (trigger is demand)

Practices Resources used to complete work tasks

C levnQucH 2020
Service Value System

Guiding Recommendations that guide an organization in all

principles circumstances, regardless of changes in its goals or strategies

The means by which an organization is managed

Governance and controlled

Service value A set of six, interconnected activities that an organization

chain undertakes in order to create value (trigger is demand)

Practices Resources used to complete work tasks

Continual Recurring activities undertaken to ensure organizational

improvement performance continually meets stakeholder’s expectations

© levnQucH 2020
Inputs and Outcome

The components within the SVS help to control inputs

(opportunities/demand) and outcome (value).
Consumers are affected by outcomes, including costs and risks.

Guiding Principles

Governance

Service
Opportunity/ Value Value
Demand Chain

Practices

Continual
Improvement
C LcjrnQueil 2020
Inputs and Outcome

Activities within the SVS respond to input in order to facilitate products

and services that have valuable outcomes.
Value is the perceived benefit, usefulness and importance of something.

Opportunities are options/possibilities an SVS could take advantage of

to deliver value to stakeholders or to otherwise improve the organization.
Opportunities/demand may include market/industry changes,
digital transformation (cloud/DevOps), business mergers, funding,
competition, etc.

Demand (the need or desire) for products/services can also be triggered

by external forces (political, environmental, legal, economical, social, and
technological).

C LevnQueil 2020
Components of the SVS

The Guiding Principles (GPs) are recommendations that can guide

an organization in all circumstances, regardless of changes in its goals,
strategies, type of work, or management structure

F Principles
Components of the SVS

Governance is the means by which an organization is directed

and controlled (Ex: rules, standards, mandates, policies, etc.)
Components of the SVS

The Service Value Chain (SVC) is

an operating model for service creation,
delivery, and continual improvement.

The six activities that form the Service

Value Chain are intended to help
the creation of products and services
focused on value.

The model is designed to be flexible

and adaptable to different approaches
and business needs.

O LevnQucit 2020
Components of the SVS

The Service Value Chain (SVC) is

an operating model for service creation,
delivery, and continual improvement.

The six activities that form the Service

Value Chain are intended to help
the creation of products and services
focused on value.

The model is designed to be flexible

and adaptable to different approaches
and business needs.

O levnQucii 2020
Components of the SVS

Practices are sets of organizational resources designed for

performing work or accomplishing an objective.

C IcvnQucH 2020
Components of the SVS

C LcjmQucil 2020
Components of the SVS

A recurring
organizational
activity

Continual
Improvement

O LevnQum 2080
Components of the SVS

O LcrnQuest 2020
Components of the SVS

O LcjmQucH 2020
Components of the SVS

© LcvnQucil 2020
Challenges of Silos

Groups within an organization that

do not effectively communicate
are considered silos.

When there is a breakdown in

communication, departments can
become isolated from one another.

These obstacles can prevent

information from being shared
across the enterprise.

C lejmQueM 2020
Silos

The SVS is intended to encourage collaboration

and increase the ability to make swift
decisions and to adapt.

C icvnQunt 2020
Silos

The SVS is intended to encourage collaboration

and increase the ability to make swift
decisions and to adapt.

Communication plans and the guiding

principles are designed to create a shared
culture and breakdown silos.

O levnQucH 2020
Silos

The SVS is intended to encourage collaboration

and increase the ability to make swift
decisions and to adapt.

Communication plans and the guiding

principles are designed to create a shared
culture and breakdown silos.

Re-educating staff and continual improvement

are additional measures that increase flexibility
and discourage silos.

C levnQueil 2020
Review

• The Service Value System (SVS) ensures the

organization co-creates value with its stakeholder's
using five components

• Inputs to the SVS include opportunities and demand

• The outcome of the SVS is value (to stakeholders)

• Silos are one of the biggest challenges to an

organization and can make it difficult to successfully
communicate and collaborate amongst staff
 The Service Value Chain

[earn uest
 Learning Objectives
The Service Value Chain

Upon completion of this module, learners will be able to:

• Review Service Value Chain Activities

• Explain the Plan activity
• Explain the Improve activity
• Explain the Engage activity
• Explain the Design and Transition activity
• Explain the Obtain/Build activity
• Explain the Deliver and Support activity

C lejmQuey 2020
Service Value Chain (SVC) Activities

The SVC is the central element of the SVS. It outlines six key activities that
work together and respond to demand to facilitate value creation.

C LcvnQuot 2020
SVC Activities

A Lifecyle Model

CI ejmQueil 2020
SVC Activities

A Lifecyle Model
T ------ 1
Design & Deliver
Transition &
Support

LJ

e I ejmQuey 2020
SVC Activities

Planning involves communicating a shared vision across

the organization in support of an overall strategy.

This activity ensures a shared understanding of the current status

and improvement direction for products and
services across an organization.
Plan
Implementing changes and improvements involve planning at all levels.
Plan Activity

Ensures shared understanding of the following:

o Strategic Plans
o Architectures, Policies, Direction
o Improvement Opportunities
o Product/Service Portfolio
o Demands
o Vision
o Current status

Tools supporting the plan activity include contracts and service-level agreements.

C levnQunt 2020
SVC Activities

Part of managing a service organization is modifying, changing and

improving the current environment. When making improvements,
supporting activities include using value streams.

Each value stream combines practices and value chain activities,

to improve products and services, and increase value for consumers.
Improve

C LevnQucit 2020
Improve Activity

❖ The Improve activity is used throughout the SVC to ensure the continual
improvement of all outputs (products and services).

❖ This activity oversees the management of improvements at all levels from

initiation to completion. Inputs may turn into improvement initiatives using
feedback, knowledge, service performance requirements and information.

❖ Improvements can be made at all levels throughout an organization to

include the SVC, the four dimensions, strategic planning, tactical processes
and operational activities. In addition, improvements are necessary to
continually meet changing business needs and practices.

C LejrnQucil 2020
SVC Activities

Engagement facilitates a good understanding of stakeholder

needs, transparency and good relationships with all stakeholders.

Engage

O LeamQucH 2020
Engage Activity

❖ All incoming and outcoming interactions with parties external to the service
provider are performed via the Engage activity.

❖ Engagement is needed to manage stakeholder expectations and requests,

which may include incidents, change requests and project-initiation requests.

❖ Relationships with third-party vendors, suppliers, partners and others need

to be managed. This activity will take information from partner interactions
to use as inputs and to provide outputs to other activities.

O levnQucs: 2020
 SVC Activities

The Design and Transition activity ensures that all products

and services meet quality standards.

Design &
Transition

C LevnOucii 2020
Design and Transition Activity

❖ Ensures products and services continually meet stakeholder expectations

for quality, costs, and time to market.

❖ Inputs include requirements, performance specifications and outputs may

include design plans, and portfolio decisions for the obtain/build activity.

❖ In addition, engineering plans may be created during this activity

that affect architectures, and products and services through agreed
specifications.

❖ Design technicians design for today and tomorrow’s needs. Final decisions
made during this activity must be approved.

O LevnQucii 2020
 SVC Activities

The Obtain/Build activity ensures service components

are available when and where they are needed.

Obtain/Build

C LejmQucU 2020
Obtain/Build Activity

❖ Any new resources required—as identified in design—are obtained

through the Obtain/Build activity

❖ Changes, additions and/or modifications to solutions are made

available via this activity. Development activities also take place
during this activity.

❖ Not only are components made available through Obtain/Build,

they must also meet agreed specifications.

O LevnQunl 2020
 SVC Activities

The Deliver & Support activity ensures that products

and services are delivered and supported to match
stakeholder specifications.

Deliver
&
Support

C LejmQueU 2020
Deliver and Support Activity

❖ Products and services are supported in an operational environment.

❖ Services outputs delivered to users support change and service requests.

❖ Delivery may include provisioning, release and deployment.

Support activities may include service-desk operations.

❖ All deliver-and-support activities align with agreed specifications.

© lejmQucU 2020
Review

• The Service Value Chain (SVC) is an

adaptable model, which can respond
to varying organizational demands

• The Service Value Chain is made up

of six activities within the operating model
that combine to make up value streams

• The SVC responds to demand and creates

value through products and services

• Products and services, demand and value,

are not value chain activities
 Guiding Principles

£ear/Quest
 Learning Objectives
The Guiding Principles

Upon completion of this module, learners will be able to:

• Summarize the nature of the seven Guiding Principles

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

© LevnQueil 2020
The Seven Guiding Principles

An ethical approach used within organizations when adopting a service

management framework and adapting ITIL guidance to their needs

Progress
Think and Optimize
Focus on iteratively
work and
va ue with
holistically automate
feedback

Co aborate
Keep it
Start where and
simple and
you are promote
practical

O LevnQuest 2020
Guiding Principles

Focus on Progress
Start where
value iteratively with
you are
feedback

Collaborate Think and

Keep it simple
and promote work
and practical
visibility holistically

Optimize and
automate
© LejmQuesl 2020
GP #1 - Focus on Value

The Focus on value principle concentrates on understanding

your customer/stakeholders, who they are and how they
perceive value.

As the service provider, its important to focus on the needs of

the customer/service user and their perspective on value.

Using the Principle:

o Get to know your customers and what they value.
o When developing service initiatives/solutions, always keep the
customers experience in mind. © LevnQum 2020
Focus on value

Getting to know your customers will help to

provision products and services that meet
their intended outcomes.

Understanding the customer experience (CX)

and the user experience (UX) will assist in
determining how your services will be used.

Value is a perceived benetit by the customer

and can also be subjective and change over
time.

© LevnQueil 2020
GP #2 - Start where you are

The Start where you are principle, entails using an

objective mindset to evaluate if existing practices can
be re-used, and if not, scrap if there is no added value.

Evaluate the risks of duplicating existing processes and

analyze for any new risks before replicating.

Using the Principle:

o If there are areas within the organization that are functioning
successfully, leverage them and expand upon.
o If a practice and/or service can be replicated, then objectively work to
build upon, instead of re-inventing the wheel._____________________ C levnQucH 2020
Start where you are

Take the necessary time to observe the

current environment and current state.
Take appropriate measurements to
document.

Measuring and observing the current

environment will identity what can be
leveraged, and better decisions made on
how to proceed.

Replacing the current situation should be

based on analysis atter measurements and
observations have been conducted.

C LevnQuclt 2080
GP #3 - Progress iteratively with feedback

The Progress iteratively with feedback principle is used to

gather responses to changes in an expediate way.

The faster stakeholders are able to provide feedback on the

success or failure of an update, the faster the fix can be
made.

Using the Principle:

o Break down tasks into smaller manageable parts to allow tor feedback
before, after and throughout each iteration.
o Act quickly upon receiving feedback, even if feedback is provided at
the smallest of iterations. O LevnQucH 2020
Progress iteratively with feedback

Try not to make all improvements at once.

Though tasks can be done simultaneously,
tocus on smaller sections and allow tor timely
revisions.

Feedback loops are part of continual

evaluation and provides input for the next
iteration. Output from one iteration is used as
input for the next.

Use minimum viable product, where a

version of the final product can be
validated, without building the entire
product.

O LevnQuesl 2020
GP #4 - Collaborate and promote visibility

Collaborating and promoting visibility allows for full

transparency and communication with stakeholders.

By sharing information, stakeholders are given the

opportunity for buy-in and make informed decisions.

Using the Principle:

o Regularly provide updates to the appropriate stakeholders and even
share bad news if necessary, this creates trust.
o Work across boundaries to reduce silo’s and share as much information
as possible. C Le-mQucU 2020
Collaborate and promote visibility

Sharing information does not mean you will

gain a consensus but will foster
collaboration.

Make data visible to the team to reduce

resistance. Engage with critical
stakeholders at each organizational level
to include customers, developers, and
suppliers.

Being transparent in sharing data promotes

trust, identifies any bottlenecks, and
creates a sense of urgency and priority.

C IcjmQueH 2020
GP #5 - Think and work holistically

Service providers need to consider the entire organization

when implementing updates.

Working on components, services, etc. within an

organization cannot be done in isolation.

Using the Principle:

o If considering automating any processes, coordination between
people, practices, technology and partners will be necessary.
o Establish a holistic view to changing aspects across the organization. C LevnQuot 2020
Think and work holistically

Service management requires an

understanding at how all parts ot an
organization work together in an
integrated way.

Recognizing the complexity ot the

enterprise and identitying patterns will assist
in delivering valuable outcomes.

Identitying patterns ot interactions within

systems will also tacilitate automation.

C LevnQunt 2020
GP #6 - Keep it simple and practical

Guidance to keep processes simple and practical initially

and adding in complexity later.

Stay focused on the outcome, simplicity is easier for

adoption.

Using the Principle:

o Consider the outcomes and objectives of any initiative, this will help to
generate practical solutions.
o Start with an uncomplicated approach, which is a better path to
achieving quick wins.________________________
O LevnQucii 2020
Keep it simple and practical

It is recommended to use the minimum

number ot steps in your approach to
delivering results.

Systems that are complicated to use can

confuse and frustrate users. Consider
outcome- based thinking, and if an action
does not add value, eliminate it.

Try not to develop a solution for every

exception, but exceptions can be
considered. Balance demands from
stakeholders and try to do fewer things
better.

C LevnQucil 2020
GP #7 - Optimize and automate

Automation should only take place after existing

processes have be efficiently and effectively established.

Gaining commitment and input from stakeholders will

assist ensuring current processes have been optimized
properly and can proceed to automation.

Using the Principle:

o Ensure each process is efficient and not just the technology.
o If the process is broken, you may be automating a broken process.
C LevnOunl 2020
Optimize and automate

Metrics should be used when assessing

whether to automate a solution. To
automate a process, means to be able to
tree up human resources. Human
intervention should only be necessary
when it contributes to value.

Automation assists with standardization

and streamlining manual tasks, and allows
decisions to be made automatically.

The other guiding principles can also be

used when applying optimize and
automate.

e LejmQueU 2020
Review

• The seven Guiding Principles are

recommendations used when adopting ITSM and
ITIL and apply to the entire organization.

• The GP’s are universally applicable, also reflected

in other frameworks such as Lean, Agile, COBIT
and DevOps.

• Organizations should consider reviewing all GP’s

then decide on which is best to use depending
on the situation.
 ITIL Management Practices

£ear/Quest
 Learning Objectives
ITIL Management Practices

Upon completion of this module, learners will be able to:

• Review ITIL Management Practices/Terms

• Recall General Management Practices
• Recall Service Management Practices
• Recall Technical Management Practices

• LcamQvcit 2020
ITIL Practices

Practices are used to meet business and technical objectives. Service providers are
continually working to respond to modern technology in a flexible and adaptable way
Scaling resources by implementing practices help to manage competing demands.
General Management Service Management Technical Management
Practices Practices Practices
• Continual improvement • Change enablement • Deployment
• Information security • Incident management management
management • IT asset management
• Relationship • Monitoring and event
management management
• Supplier management • Problem management
• Release management
• Service configuration
management
• Service desk
• Service level
management
• Service request
management
Terms

Service Request
Configuration
IT asset Event Change (Standard
Item
change)

Service Level
Incident Problem Workaround Known Error
Agreement

Continual
Change
Practice Process Swarming Improvement
Request
(Cl) Model

• LeimQucst 2020
 General Management Practices

General management practices are eftective management

General Management
techniques that will ensure businesses can put their service
Practices
on the market quickly and efficiently.
• Continual
improvement
Though these practices are common to many business
• Intormation security
environments, they are still subject to the tour dimensions
management
of service management.
• Relationship
management
• Supplier management All practices are sets of resources used for achieving objectives.
They are also used in supporting the SVC. Resources are based
on the Four Dimensions of Service Management.

Processes are a set of interrelated activities that transform

inputs into outputs. Processes define the sequence of actions
and their dependencies. Practices are broader than processes.

• LwmQucit 2020
Continual Improvement

The purpose of the continual improvement practice is to align the organization’s

practices and services with changing business needs.

It is the responsibility of all stakeholders within the organization to contribute to

continual improvement. It is recommended that a small team be dedicated to
leading continual improvement efforts. Approaches such as the Continual
Improvement Register (OR), SWOT analysis, and balanced scorecard can be used
to assist in continual improvement efforts. Try not to commit to too many
approaches, only select a few.

All improvement opportunities should be logged, prioritized and assessed (if

needed for a business case), and supported by relevant data. Continual
improvement should be embedded as a core part of everyone’s job.

6 LwmQuejt 2020
Continual Improvement Model

Business vision,
mission, goals and
objectives

Perform baseline
assessment

Define measurable
targets
How do we keep the
momentum moving?
Define the
improvement plan

Execute improvement
actions

Evaluate metrics and

KPIs
• LNmQunt 2020
Information Security Management

The purpose of the information security practice is to protect the information

needed by the organization to conduct its business.

Protecting information and data can be supported by creating a security policy.

Each business will develop its own methods in which to manage security related
breaches, violations and incidents. Security also includes risk management to
include identity management(authentication) confidentiality, integrity and the
availability of information.

Security management controls include prevention, detection, and correction of

security related incidents.

• lwr«Qun< 2020
Relationship Management

The purpose of relationship management is to establish and

nurture the links between the organization and its
stakeholders at strategic and tactical levels

Relationship management includes the identification,

analysis, monitoring, and continual improvement of
relationships with stakeholders. Satisfying our stakeholders is
part of managing relationships.

Management of relationships is to understand stakeholder priorities, needs, and

outcomes. This practice is used to document and mediate any issues encountered
with customers/consumers to include complaints and conflicting requirements.

• L*«mQu«>t 2020
Supplier Management

The purpose of the supplier management is to ensure that suppliers and their
performance are managed appropriately to support the seamless provision of
quality products and services.

Oversight and management of suppliers/vendors helps to develop collaborative

relationships to uncover and realize added value and reduce risk of failure.

Activities supporting this practice include:

o Creating a single point of visibility for suppliers
o Managing supplier strategy, policy, and contract management information
o Negotiating contracts
o Managing relationships and contracts with internal and external suppliers
o Managing supplier performance

C LevnQuM 2020
 Service Management Practices

Service Management
Practices
Service management practices have
• Change enablement been specifically developed for managing
• Incident management end-to-end services within ITSM industries.
• IT asset management
• Monitoring and event
management
• Problem management
• Release management These practices are designed to manage,
• Service configuration implement and improve service performance
management and service levels, as outlined in contracts
• Service desk and agreements.
• Service level management
• Service request
management

• L»MnQu«it 2020
Change Enablement

The purpose of change enablement is to maximize (and balance) the number of

successful service and product changes by ensuring risks have been properly
assessed. In addition, all changes need to be authorized and implemented via a
change schedule (a calendar to avoid conflicting changes).

The definition of a change is the addition, modification, or removal of anything that

could have a direct or indirect effect on a service. Changes include normal (requires
approval), standard (pre-approved by a change authority) and emergency.

Change models may be designed to document activities needed to support the

varying types of changes. It is important to identify any adverse affects a change
may have on the environment.

Scope of changes Include IT Infrastructure, applications, documentation, processes,

services, etc..
• LwmQiMM 2020
Incident Management

The purpose of incident management is to minimize the negative impact of incidents

by restoring normal service operation as quickly as possible.

An incident is an unplanned interruption to a service or a reduction in quality. All

incidents should be logged, categorized, prioritized and resolved in a timely manner
to meet SLA and consumer/user expectations.

Incidents should be categorized, for example; software

incidents, hardware incidents, major incidents, security
incidents, etc. Service desk staff should be trained on the
objectives of the business.

• 2020
Incident Management

A technique called swarming can be used by stakeholders to collaborate and

share best knowledge during incident management. Routing and escalation
should be used to send the incident ticket to the appropriate support team tor
resolution based on category.

Incident tickets should be logged in a ticketing management tool at the

Service Desk. Trouble ticketing tools can log many variations ot tickets and
automation can also assist with incident matching.

Service desk technicians own both incident tickets and service requests.

• LaarnOunt 2020
IT Asset Management

Managing assets include planning and managing the lifecycle until the end of their
lifespan. IT assets have been invested in by the organization and are financially
accounted for.

IT assets are financially valuable components that contribute to the delivery of

products and services.

IT assets contribute to the organization via the following:

o Understanding costs of assets and costs of the IT infrastructure
o Management of risks
o Meeting regulatory and contractual requirements
o Supporting decision making
o Purchase, re-use and disposal of assets

• LwrnOuaM 2020
Monitoring and Event Management

The practice of systematically observing services and service components, and

reporting selected changes of state identified as events.

The definition of an event is any change of state that has significance for the
management of a service or other configuration item. Events are typically
identified through notifications via a monitoring tool.

Activities include identifying infrastructure events, notifying respective technicians,

and establishing the appropriate response to those events. Though monitoring can
provide automated responses, human intervention is still essential.

Observation by event correlation tools assist in detecting conditions of

significance. Not all events have the same significance. Events are often
classified as informational, warning and exception. Events should be monitored
until resolved to minimize or eliminate their negative impact on business.
• LumOwM 2020
Problem Management

The practice of reducing the likelihood and

Incident
impact of incidents by identifying actual and
Management potential causes and managing workarounds
and known errors.

A problem is a cause, or potential cause, of

one or more incidents.
Configuration Problem Change
Management Management Enablement
A known error is a problem that has been
analyzed but has not yet been resolved.

Problems are the causes of incidents. They

Continual
Improvement require investigation (root cause and analysis)
to identify causes, develop workarounds and
long-term resolution.

• 2020
Problem Management

Problems are unlike incidents as they need to be eliminated to stop the

reoccurrence. Problems are the causes of incidents. They require investigation and
analysis to identify cause, develop workarounds, and long -term resolution.

Problem management includes analysis to implement a permanent resolution. If a

change request needs to be recorded and approval isn’t immediate, a workaround
can be logged.

A workaround is a problem that cannot be resolved quickly. A workaround temporarily

reduces or eliminates the likelihood or impact of an incident or problem for which a full
resolution is not yet available. Workarounds are documented in problem records.

Problems need to be analyzed, controlled until the known error is identified and error
control identifies possible permanent solutions.

• l«inQu«>t 2020
Release Management

Purpose: Make new and changed services and features available for use.

• LwmQucX 2020
Release Management, continued

New or
changed
infrastructure

New or Deploy
Release plan changed and Review
software release

Training and
documentation

Each release is linked to configuration items in an ITSM tool. Releasing products or

services into the live environment is to make them available for use. A release can
consist of one or more components (configuration item). Components can comprise
infrastructure, applications, tools, documents, etc. Methods such as Waterfall, Agile and
DevOps can all be used to release and deploy.
• LwrHQuast 2020
Service Configuration Management

IT service

SaaS component Local application Client app

Cloud
Local server Local storage Client device
infrastructure

Supplier Datacentre User

• LNmQuaM 2020
Service Configuration Management, continued

Configuration management records accurate and reliable information about the

configuration of services and Cis that support them and are available when and where
needed.

Any component that needs to be managed in order to deliver an IT service is

a Configuration Item (Cl).

A dedicated team using supporting tools will collect and manage information about
a wide variety of Cl’s to include software, hardware, networks, buildings, documentation
and people.

Information about the relationships and dependencies between infrastructure

components can be stored in a configuration management database.

• LwmQu«s< 2020
Service Desk

The Service Desk is the function of capturing demand for

incident resolution and service requests. In addition, it also
serves as the single point of contact for servicing users. Email

Walk-in Live
chat
Service desks communicate with users on incidents, requests,
and queries to resolve issues. Technicians at the service desk Service
should be trained on soft skills, supporting people and the Desk
business, in addition to technical issues.
Chatbot Phone

Service
Portal
Technical support is just as important as understanding the tools
business of the organization. Customer service skills are
equally important to understanding how IT services affect
business users.

© LwmQveit 2020
Service Desk

Most service desks use supporting tools. Technologies con include remote access tools,
dashboard/monitoring tools, call recording, and knowledge base tools.

Tools and human support staff escalate and route issues to specialized teams for
experienced trouble shooting. Service desks can reside in a local, centralized and virtual
location.

Upon issues from users being resolved, surveys are

used to collect feedback and contribute to
continual improvement.

6 Lwn*Qveit 2020
Service Level Management

Service Level Management is the practice at setting clear business-based

targets for service performance so delivery can be properly assessed, monitored
and managed against targets.

A manager overseeing the practice will work with customers to identify targets
for service performance, monitor and report on metrics. This practice also
involves gathering feedback from customers on service levels as well.

Service levels (expected parameters on service quality) are documented in

Service Level Agreements (SLA). An SLA is a documented agreement between a
service provider and a customer that identifies required and expected levels of
service.

• L«mQue»t 2020
Service Request Management

The purpose of the service request practice is to support the

agreed quality of a service by handling user-initiated service
requests in an effective and user- friendly way.

Service Requests are requests from users that initiate a service

action previously agreed as part of normal service delivery.

In contrast a Change Request is a request for a service or

service component to be modified for which needs approval.
Some service requests may require authorization based on
financial information security or policy related matters.

© LewnQuett 2020
Service Request Management

Service requests are request for information, a provision of a

resource or access, a compliment or complaint. There may be
service requests that require a pre-approved change to a
service, which are then labeled as standard changes.

Unlike changes or incidents or problems, service requests are a

part of normal service delivery and are not failures. Requests
may even take the form of a question.

The service request practice will outline steps and activities

similar to other practices. Requests and their fulfillment can be
standardized via a self-service experience and/or use of
automated tools.

e LwmQuejt 2020
 Technical Management Practices

Technical Management
Practices
• Deployment management
Technical management practices deploy technical
solutions to the infrastructure.

Key practice areas revolve around improving the

environment through monitoring, software development,
platform management and deployment management.

O LwmQueit 2020
Deployment Management

The practice of moving new or changed hardware, software, documentation,

processes, or any other service component to another (live) environment.

Deployments can include moving components to live and test environments

for staging. This practice works very closely with release management and
change enablement.

There are a variety of deployment approaches an

organization can use including phased, continuous
delivery, big bang and pull.

• LtjmQucit 2020
Review

• Practices are organizational resources designed

tor performing work or accomplishing an
objective. Management practices are one ot the
key components within the SVS.

• The ITIL®4 Foundation exam will cover General,

Service Management and Technical
Management Practices. Specifically, the exam
will cover four general management practices,
ten service management, and one technical
management practice.

• There will also be a variety of terms included in the

ITIL®4 Foundation exam as well.