ITIL 4 Foundation - Learner Workbook - Digital

ITIL® 4 Foundation
Learner
Workbook
Official Training Materials

Contents
Unlocking your
About this material 4
Modules
potential to 1. Introduction
2. Key concepts of service management
8
12
achieve more
2.1 The concept of value 14
2.2 Stakeholder and service consumer roles 20
2.3 Service offerings 31
2.4 Creating value with services 40
3. Key concepts of ITIL 4 66

Welcome to the Learner The Official Training Materials for our 3.1 Four dimensions of service management 68
Workbook for the ITIL® 4 courses enhance the learning experience
3.2 ITIL service value system 88
Foundation Official Training for both trainers and learners, enabling
high quality and effective delivery of 3.3 Service value chain 98
Materials.
training. PeopleCert products combine 4. The guiding principles 118
PeopleCert develops global best practice
the knowledge and experience of 4.1 Introduction to the guiding principles 120
frameworks and certifications, manages
experts from around the world.
exams, and delivers certifications. 4.2 Using the guiding principles 156
Its product portfolio of more than Our courses use that knowledge to
5. ITIL 4 management practices 168
700 certifications in IT & Digital transform learners from beginner
to practitioner, utilizing real-world 5.1 Purpose of the ITIL practices 170
Transformation, Project Management,
Business, and Languages includes ITIL® experience, product expertise, and years 5.2 Overview of eight ITIL practices 190
and PRINCE2® - two of the most globally of training knowledge to bring the topic
5.3 Key management practices – Part 1 216
recognised IP-protected frameworks, alive.
5.4 Key management practices – Part 2 246
developed and evolved by the UK Consequently, learners will develop a
Government over a 30-year period. 5.5 Key management practices – Part 3 276
solid foundation on which to develop
their businesses and improve their 6. Course review 302
careers.
Appendix 1 – Handouts/activity sheets 324
Axle Car Hire 326
Key concepts of ITIL 328
Powering Service value chain 330
Best Value chain activities

Guiding principles
332
344
Practice ITIL management practices 352
Appendix 2 – Resources 358

Copyright © 2023 PeopleCert International Ltd.
Candidate syllabus and index 360
All rights reserved. No part of this publication may be reproduced or transmitted in any form and by any means (electronic, photocopying, recording or otherwise)
except as permitted in writing by PeopleCert International Ltd. Enquiries for permission to reproduce, transmit or use for any purpose this material should be directed
to the publisher. Sample papers 366
Disclaimer
This publication is designed to provide helpful information to the reader. Although every care has been taken by PeopleCert International Ltd in the preparation of this Glossary 416
publication, no representation or warranty (express or implied) is given by PeopleCert International Ltd as publisher with respect as to the completeness, accuracy,
reliability, suitability or availability of the information contained within it and neither shall PeopleCert International Ltd be responsible or liable for any loss or damage
whatsoever (indicatively but not limited to, special, indirect, consequential) arising or resulting of virtue of information. instructions or advice contained within this
publication. Index 426
2 ITIL® 4 Foundation | Copyright© PeopleCert International Ltd. ITIL® 4 Foundation | Copyright© PeopleCert International Ltd. 3
Discover more at my.axelos.com
About This course is for anyone who is To help you identify what is core
this material
preparing to sit the ITIL 4 Foundation content and what is extended content,
examination. The aim is to provide the module slide decks feature colour-
you with a practical understanding of coded borders. The slides that feature
the key concepts, common language, a purple border are core content
principles, and practices that enable and those with a grey border are
successful service management. optional extended content such as
activities and quizzes that will allow
The Learner Workbook has been
you test your knowledge.
designed to help you prepare for
the ITIL 4 Foundation examination. It
provides guidance and an overview
of the course’s examinable content.
This Learner Workbook also includes
questions/quizzes, activities, and
sample papers with answers and
rationales. The workbook is designed
to reinforce learning and add value
to your course experience. The
workbook also includes valuable
resources, which will enhance your
learning and understanding of the
material.
Do not forget to use the Official Book
during the course, as it provides
further information on the modules
explored in the Learner Workbook.
The Syllabus Index provided at the
end of the workbook will help you
identify the sections of the Οfficial
Βook referenced throughout the
material.
Aims of the course The ITIL® 4 Foundation Information icons
examination
The overall aim of this course is to enable you
to gain a pass mark in the ITIL 4 Foundation The examination is designed to assess whether you
examination. To pass the exam, you will need to: can demonstrate sufficient recall and understanding Objectives
• understand how the ITIL 4 service management of the ITIL 4 service management framework, as
framework has evolved to adopt modern described in the syllabus. The ITIL 4 Foundation
technologies and ways of working certification is a prerequisite for studying ITIL 4 at a
Timed activity
• recall the common language and the key higher level.
concepts of ITIL Two sample Foundation papers are available for you
• gain an overall understanding of how to manage to practise during the course. These will help you to
modern IT-enabled services become confident in your understanding of ITIL 4, Discuss/reflect/activity
• know how to use the ITIL 4 guidance to improve and familiarize you with the style and structure of
your work and the work of the organization. the exams.
• Take advantage of the mock exams and set yourself Think about/question and answer
up for success! Mock exams are one of the best
ways to engage in practice and tackle exam anxiety.
You will sit a one-hour examination. All questions Key learning points
are multiple-choice and there is only one correct
answer per question.
Remember, this is a closed book exam, so you must Detailed ITIL practice
not have any notes or resources available.
You will need to answer 26 out of 40
questions correctly to pass. Review or multiple choice question
You can always use the Take2 resit option, which is

available at a fraction of the original exam price, if
you require another attempt.
The slides that feature a purple border are core content
The slides that feature a grey border are optional extended

content
Module 1
Introduction
Introduction
Introduction
Module 1
Module 1
1. Introduction
ITIL has led the ITSM industry with the provision of guidance, training, and certification As part of the certification process, you will need to complete an exam. The exam will
programmes for more than 30 years. ITIL 4 brings ITIL up-to-date, by reshaping much test both your recall of information about ITIL 4 and your understanding of the concepts.
of the established ITSM practices within the wider context of the customer experience,
Note that achievement of ITIL 4 Foundation is a prerequisite for the ITIL Managing
value streams, and digital transformation, as well as embracing new ways of working,
Professional, ITIL Strategic Leader and ITIL Practice Manager designations.It is also a
such as Lean, Agile, and DevOps.
prerequisite if you want to study for the ITIL Specialist extension modules: Acquiring
The ITIL 4 Foundation qualification is intended to introduce learners to the management and Managing Cloud Services, Sustainability in Digital and IT, Business Relationship
of modern IT-enabled services, to provide them with an understanding of the common Management and IT Asset Management.
language and key concepts, and to show them how they can improve their work and the
work of their organization with ITIL 4 guidance.
Notes Notes
Discover
Discover more
more at
at my.axelos.com
my.axelos.com
Module 2
Key concepts of service
management
2.1 The concept of value
2.2 Stakeholder and service

consumer roles
2.3 Service offerings
2.4 Creating value

with services
2.1 The concept of value

management
management
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This slide outlines the key syllabus topics that will be covered in this session. You will find Value can mean different things for different people. It can be objective and quantifiable.
similar slides throughout the course. It can be subjective and linked to emotional response. It can sometimes be both.
This slide outlines the key learning points that will be covered in this topic. Axle Car Hire provides a number of services which create value both for them and their
customers.
Notes Notes

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The definition of value is the perceived benefits, usefulness, and importance of something. An organization is any person or group of people that has its own functions with
Service management is defined as a set of specialized organizational capabilities for responsibilities, authorities, and relationships that operate in an integrated, coordinated way
enabling value to customers in the form of services. to facilitate value creation and fulfil a common set of objectives. Organizations vary in size and
complexity, and in their relation to legal entities, from a single person or a team, to a complex
Inherent in this definition is the understanding that value is subject to the perception of network of legal entities united by common objectives, relationships, and authorities.
the stakeholders, whether they are the customers or consumers of a service, or part of
the service provider organization(s). Value can be subjective.
A service is a means of enabling value co-creation by facilitating outcomes that customers
want to achieve, without the customer having to manage specific costs and risk.
Value between organizations is created in different ways depending on how those

organizations operate.
Notes Notes

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To create value, an organization must do more than simply provide a service. It must This slide outlines the key learning points that were covered in this topic.
also cooperate with the consumers in service relationships. Service relationships are
established between two or more organizations to co-create value. In a service relationship,
organizations will undertake the roles of service providers or service consumers. The two
roles are not mutually exclusive, and organizations typically both provide and consume
several services at any given time.
More and more, organizations recognize that value is co-created through an active
collaboration between providers and consumers, as well as other organizations that are
part of the relevant service relationships.
Notes Notes
2.2 Stakeholder and service consumer roles

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Anyone with a vested interest in your service or in value co-creation can be a stakeholder.
This slide outlines the key learning points that will be covered in this topic.
Notes Notes

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Stakeholders fall into one of three categories: An organization that undertakes the role of creating and delivering services through a
service relationship is called a service provider.
• service providers
• service consumers
• other stakeholders.
Stakeholders in any of these categories could be organizations or individuals.
Organizations vary in size and complexity, from a single person to a team with its own This slide highlights the fact that organizations are usually providers and consumers at
functions, responsibilities, authorities, and relationships to achieve their objectives. the same time. Axle uses the resources provided by other businesses to enable it to
Service relationships are established between two or more stakeholder organizations to provide its own services.
co-create value. In a service relationship, organizations take the roles of service providers
or service consumers. The two roles are not mutually exclusive.
Notes Notes

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When an organization takes the role of receiving services, it is called a service consumer. There are many other stakeholders, including employees of the provider organization,
Some consumers will be individuals, while others will be organizations. partners and suppliers, investors and shareholders, government organizations, and
social groups. Products and services create value for stakeholders in different ways.
Axle provides car hire services to, for example, Ichika, Faruq, and Food for Fuel, so they Value can take different forms for different stakeholder groups. Some benefits are direct,
are all service consumers of Axle Car Hire. like the generation of revenue. Others are more indirect, such as employee experience.
Notes Notes

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In practice, there are some specific roles involved in service consumption. These roles are:
• customers who define requirements for services and take responsibility for outcomes
• users who use services
• sponsors who authorize the budget for service consumption.
Each of these roles may have different, and sometimes even conflicting, expectations
from services, and have different definitions of value.
Axle Car Hire has a wide range of service consumers. Each employee of the business will
interact with different groups of consumers. The following slides outline Axle’s different
types of consumers.
Notes Notes

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This slide outlines the key learning points that were covered in this topic
It is important to identify the different consumer roles in service relationships to ensure

effective communication and stakeholder management. Understanding how each role
defines value will be beneficial to the service provider when interacting with them.
Notes Notes
Activity – Stakeholder and service consumer roles 2.3 Service offerings

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The services that organizations provide are based on one or more of their products. This slide outlines some of Axle Car Hire’s products. Although the cars the organization
offers for hire are its most obvious products, there are many other products to consider
A product is a configuration of an organization’s resources designed to offer value for a
as well.
consumer. Organizations own or have access to a variety of resources, including people,
information and technology, value streams and processes, and suppliers and partners.
Each product is created with several target consumer groups (either internal or external
to the organization) in mind, and the products will be tailored to appeal to, and meet the
needs of, these groups.
A product is not exclusive to one consumer group and can be used to address the needs
of several different groups. For example, a software service can be offered as a lite
version, for individual users, or as a more comprehensive corporate version.
Products are typically complex and are not fully visible to the consumer. The portion of a
product that the consumer actually sees does not always represent all of the components
that comprise the product and support its delivery.
Organizations define which product components their consumers see, and tailor them
to suit their target consumer groups.
It is important to understand the nature of a service and the relationship between a service
and a product. A service is a means of enabling value co-creation by facilitating outcomes
that customers want to achieve, without the customer having to manage specific costs
and risks. Services are based on one or more of an organization’s products, which as we
have seen are a configuration or combination of the organization’s resources.
Notes Notes

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Consider what services Axle provides, and how these help their customers to avoid Service providers present their services to consumers in the form of service offerings. A
certain costs and risks. service offering is a description of one or more services designed to address the needs
of a target consumer group.
Notes Notes

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Service offerings may include: How many goods can you identify that Axle supplies to its consumers?
• Goods to be supplied to a consumer (for example, a mobile/cell phone). Goods
are transferred from the provider to the consumer, with the consumer taking the
responsibility for their future use.
• Access to resources is granted or licensed to a consumer under agreed terms and
conditions (for example, to the mobile network, or to the network storage). The
resources remain under the provider’s control and can be accessed by the consumer
only during the agreed service consumption period.
• Service actions performed to address a consumer’s needs (for example, user
support). These actions are performed by the service provider, according to the
agreement with the consumer.
How many resources can you identify that Axle allows its consumers to use?
Notes Notes

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How many service actions can you identify that are performed by Axle to address its This slide outlines the key learning points that were covered in this topic.
consumers’ needs?
Consider a hotel room. What goods, resources and service actions can you identify here?
Notes Notes
2.4 Creating value with services

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Historically, organizations’ views on value were different:
• There was a time when organizations saw their role as delivering value to their
customers in much the same way that a package is delivered to a building by a
delivery company.
• This view treated the relationship between the service provider and the service
consumer as one directional and distant.
Notes Notes

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Value co-creation requires collaboration between the provider and the consumer; they When provisioning services, an organization undertakes the role of the service provider.
have a mutually beneficial, interactive relationship. At one time, the prevalent thinking The provider can be external to the consumer’s organization, or they can both be part
was that the provider delivers the service, and the consumer receives value; the of the same organization. In more traditional views of ITSM, the provider organization is
consumer plays no role in the creation of value for themselves. This definition was part seen as the IT department of a company, and the other departments or other functional
of ITIL v3; however, this fails to consider the highly complex and interdependent service units in the company are regarded as the consumers. This is, however, only one very
relationships that exist in reality. simple provider, the consumer model.
Increasingly, organizations recognize that value is co-created through an active A provider could be selling services on the open market to other businesses, to individual
collaboration between providers and consumers, as well as other organizations that are consumers, or it could be part of a service alliance, collaborating to provide services
part of the relevant service relationships. to consumer organizations. The key is that the organization in the provider role has a
clear understanding of who its consumers are in a given situation, and who the other
Providers should no longer attempt to work in isolation to define what will be of value
stakeholders are in the associated service relationships.
to their customers and users, but should actively seek to establish mutually beneficial,
interactive relationships with their consumers, empowering them to be creative
collaborators in the service value chain. Stakeholders across the service value chain
contribute to the definition of requirements, the design of service solutions, and even to
the service creation and/or provisioning itself.
Notes Notes

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Axle Car Hire acts as a service provider for some organizations, while also acting as a The central component of service management is, of course, the service. The services
service consumer for others. that an organization provides are based on one or more of its products.
The service consumer is a generic role that is used to simplify the definition and
description of the structure of service relationships. In practice, there are more specific
roles involved in service consumption, such as customers, users, and sponsors. These
roles can be separate or combined.
Notes Notes

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A service is a means of enabling value co-creation by facilitating desired outcomes, Service relationships are a cooperation between a service provider and service
without the customer having to manage specific costs and risks. consumer. Service relationships include service provision, service consumption, and
service relationship management.
A product is a configuration of an organization’s resources designed to offer value for a
consumer.
Each product an organization offers is created with several target consumer groups
in mind, and the products will be tailored to appeal to, and meet the needs of, these
groups. A product is not exclusive to one consumer group and can be used to address
the needs of several different groups. For example, a software service can be offered as
a lite version, for individual users, or as a more comprehensive corporate version.
Products are typically complex and are not fully visible to the consumer. The portion of a
product that the consumer actually sees does not always represent all of the components
that comprise the product and support its delivery. Organizations define which product
components their consumers see, and tailor them to suit their target consumer groups.
Notes Notes

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Service provision activities are performed by an organization to provide services. Service consumption involves activities performed by an organization to consume
services. Service consumption includes:
Service provision includes:
• the management of the consumer’s resources needed to use the service
• management of the provider’s resources, configured to deliver the service • the service actions performed by the users, including utilizing the provider’s resources
• ensuring access to these resources for users and requesting service actions to be fulfilled.
• fulfilment of the agreed service actions Service consumption may also include the receiving (acquiring) of goods.
• service level management and continual improvement.
• service provision may also include the supplying of goods.
Service relationship management constitutes ‘joint activities performed by a service provider

and a service consumer to ensure continual value co-creation, based on agreed and available
service offerings’. Providers should no longer attempt to work in isolation to define what will
be of value to their consumers, but actively seek to establish mutually beneficial, interactive
relationships with their consumers, empowering them to be creative collaborators.
Notes Notes

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To create value, an organization must do more than simply provide a service. It must also Axle Car Hire has many service relationships with service providers and consumers that
cooperate with the consumers in service relationships. are both internal and external.
Service relationships are established between two or more organizations to co-create When services are delivered by the provider, they create new resources for service
value. In a service relationship, organizations will undertake the roles of service providers consumers or modify their existing ones. For example:
or service consumers. The two roles are not mutually exclusive, and organizations
• A training service improves the skills of the consumer’s employees.
typically both provide and consume several services at any given time.
• A broadband service allows the consumer’s computers to communicate.
• A car hire service enables the consumer’s staff to visit clients.
• A software development service creates a new application for the service consumer.
Notes Notes

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Achieving a desired outcome requires resources (and therefore costs) and is often Acting as a service provider, an organization produces outputs that help its consumers
associated with risks. Service providers help their consumers to achieve outcomes and to achieve a certain outcome.
in doing so, undertake some of the associated risks and costs. On the other hand, service
An output is a tangible or intangible deliverable of an activity.
relationships can introduce new risks and costs and in some cases, can negatively affect
some of the intended outcomes while supporting others. An outcome is a result for a stakeholder enabled by one or more outputs.
It is important to be clear about the difference between outputs and outcomes. For
example, one output of a wedding photography service might be an album in which
selected photos are artfully arranged. The outcome of the service, however, is the
preservation of memories and the ability of the couple and their family and friends to
easily recall those memories by looking at the album. Depending on the relationship
between the provider and the consumer, it can be difficult for the provider to fully
understand the outcomes that the consumer wants to achieve. In some cases, they will
collaborate to define the desired outcomes.
For example, business relationship managers (BRMs) in internal IT or HR departments
might regularly talk with customers and discuss their needs and expectations. In other
cases, the consumers articulate their expectations quite clearly, and the provider expects
them to do so, such as when standardized services are offered to a wide consumer group.
This is how mobile operators, broadband service providers, and transport companies
usually operate. Finally, some service providers predict or even create demand for certain
outcomes, forming a target group for their services. This might happen with innovative
services, addressing needs that consumers were not even aware of before. Examples of
this include social networks or smart home solutions.
Notes Notes

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Axle Car Hire produces a number of outputs to help its consumer achieve their desired Cost is defined as the amount of money spent on a specific activity or resource.
outcomes. From the service consumer’s perspective, there are two types of cost involved in service
relationships:
• Costs removed from the consumer by the service (a part of the value proposition).
This might include the costs of staff, technology, and other resources, which the
consumer does not need to provide.
• Costs that are imposed on the consumer by the service (the costs of service
consumption).
• The total cost of consuming a service includes the price charged by the service
provider (if applicable), plus other costs such as staff training, costs of network
utilization, procurement, and so on. Some consumers describe this as what they
must ‘invest’ to consume the service.
Both types of cost are considered when the consumer assesses the value, which they
expect the service to create. To ensure that the correct decisions are made about the
service relationship, it is important that both types of cost are fully understood.
From the provider’s perspective, a full understanding of the cost of service provision is
essential. Providers need to ensure that services are delivered within budget constraints
and meet the financial expectations of the organization.
Axle ‘s service consumers achieve their desired outcomes through the outputs of Axle’s
services.
Notes Notes

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A possible event that could cause harm or loss or make it more difficult to achieve As with costs, there are two types of risk that are of concern to service consumers:
objectives. Can also be defined as an uncertainty of outcome, and can be used in the
• The risks removed from a consumer by the service (part of the value proposition).
context of measuring the probability of positive outcomes, as well as negative outcomes.
These might include the failure of the consumer’s server hardware or a lack of
Risks do not just originate from taking action but can also be imposed by taking no action. staff availability. In some cases, a service might only reduce a consumer’s risks, but
the consumer may determine that this reduction is sufficient to support the value
proposition.
• The risks imposed on a consumer by the service (risks of service consumption).
An example of this would be a service provider ceasing to trade or experiencing a
security breach.
Notes Notes

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It is the duty of the service provider to manage the level of risk on behalf of the consumer. Utility is the functionality offered by a product or service to meet a particular need. Utility
This should be handled based on a balance of what matters most to the consumer and can be summarized as ‘what the service does’ and can be used to determine whether a
to the provider. The consumer contributes to the reduction of risk through: service is ‘fit for purpose’. To have utility, a service must either support the performance
of the consumer or remove constraints from the consumer. Many services do both.
• actively participating in the definition of the requirements of the service and the
clarification of its required outcomes Warranty is assurance that a product or service will meet the agreed requirements.
• clearly communicating the critical success factors (CSFs) and constraints that apply Warranty can be summarized as ‘how the service performs’ and can be used to determine
to the service whether a service is ‘fit for use’. Warranty often relates to service levels aligned with the
• ensuring the provider has access to the necessary resources of the consumer needs of service consumers. This may be based on a formal agreement, or it may be
throughout the service relationship. a marketing message or brand image. Warranty typically addresses such areas as the
availability of the service, its capacity, levels of security, and continuity. A service may be
said to provide an acceptable assurance, or ‘warranty’, if all defined and agreed conditions
are met.
The assessment of a service must take into consideration the impact of costs and risks on
utility and warranty to generate a complete picture of the viability of a service. Both utility
and warranty are essential for a service to facilitate its desired outcomes and therefore
help create value. For example, a recreational theme park may offer many exciting
rides designed to deliver thrilling experiences for park visitors (utility), but if a significant
number of the rides are frequently unavailable due to mechanical difficulties, the park
is not fulfilling the warranty (it is not fit for use), and the consumers will not receive their
expected value. Likewise, if the rides are always up and running during advertised hours,
but they do not have features that provide the levels of excitement expected by visitors,
the utility is not fulfilled, even though the warranty is sufficient. Again, consumers would
not receive the expected value.
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Both utility and warranty are essential service characteristics that are required to facilitate
a valuable outcome.
Axle Car Hire has decided to partner with a new supplier to improve its customer
satisfaction ratings. The following slides outline their approach to bringing in a new
supplier.
Notes Notes
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This slide outlines the key learning points that were covered in this topic.
Notes
62 ITIL® 4 Foundation | Copyright© PeopleCert International Ltd.

Quiz
Questions: Answers:
1. A service is a means of enabling value co-creation by facilitating __________ that customers want to 1. A service is a means of enabling value co-creation by facilitating __________ that customers want to
achieve. achieve.

A. the warranty A. the warranty Correct. A service is ‘a means of enabling
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B. outcomes value co-creation by facilitating outcomes
B. outcomes
that customers want to achieve, without the
C. utility C. utility customer having to manage specific costs and
risks’. Ref 2.3.1
D. outputs D. outputs
2. A service provider describes a package that includes a laptop with software, licenses, and 2. A service provider describes a package that includes a laptop with software, licenses, and
support. What is this package an example of? support. What is this package an example of?
A. value A. value Correct. Service providers define combinations

B. an outcome of goods, and access to resources and service
B. an outcome
actions, to address the needs of different
C. the warranty C. the warranty consumer groups. These combinations are
called service offerings. Ref 2.3.2
D. a service offering D. a service offering
3. Which term describes the functionality offered by a service? 3. Which term describes the functionality offered by a service?
A. cost A. cost Correct. Utility is ‘The functionality offered by

B. utility a product or service’. Ref 2.5.4
B. utility
C. warranty C. warranty
D. risk D. risk
4. Which joint activity performed by a service provider and service consumer ensures continual 4. Which joint activity performed by a service provider and service consumer ensures continual
value co-creation. value co-creation.
A. service provision A. service provision Correct. Service relationship management

B. service consumption is ‘Joint activities performed by a service
B. service consumption
provider and a service consumer to ensure
C. service offering C. service offering continual value co-creation based on agreed
and available service offerings’. Ref 2.4.1
D. service relationship management D. service relationship management
5. What is a means of enabling value co-creation by facilitating outcomes that customers want to 5. What is a means of enabling value co-creation by facilitating outcomes that customers want to
achieve? achieve?
A. a service A. a service Correct. A service is ‘A means of enabling

B. an output value co-creation by facilitating outcomes
B. an output
that customers want to achieve, without the
C. a practice C. a practice customer having to manage specific costs and
risks’. Ref 2.3.1
D. continual improvement D. continual improvement
Module 3
3.1 Four dimensions of service

management
3.2 ITIL service value system
3.3 Service value chain

3.1 Four dimensions of service management

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To support a holistic approach to service management, ITIL defines four dimensions that
collectively are critical to the effective and efficient facilitation of value for customers and
other stakeholders in the form of products and services.
These are:
• organizations and people
• information and technology
• partners and suppliers
• value streams and processes.
These four dimensions represent perspectives, which are relevant to the whole SVS,
including the entirety of the service value chain and all ITIL practices. The four dimensions
are constrained or influenced by several external factors that are often beyond the
control of the SVS. Any practice and any activity of the SVS can be explored through
these four dimensions, and actually, must be explored in all of the dimensions, to be
understood holistically.
Notes Notes
Failing to address all four dimensions properly may result in services becoming The effectiveness of an organization cannot be assured by a formally established
undeliverable, or not meeting the expectations for quality or efficiency. For example, structure or system of authority alone. The organization also needs a culture that

failing to consider the value streams and processes dimension holistically can lead to supports its objectives, and the right level of capacity and competency among its
Module 3
Module 3
wasteful work, duplication of efforts, or worse, work that conflicts with what is being done workforce. It is vital that the leaders of the organization champion and advocate values,
elsewhere in the organization. Equally, ignoring the partners and suppliers dimension which motivate people to work in desirable ways. Ultimately, however, it is the way in
could mean that outsourced services are misaligned with the needs of the organization. which an organization performs its work that creates shared values and attitudes. These
The four dimensions do not have sharp boundaries and may overlap. They will sometimes values and attitudes over time are considered the organization’s culture.
interact in unpredictable ways, depending on the level of complexity and uncertainty in
which an organization operates.
It is important to note that the four dimensions of service management apply to all
services being managed, as well as to the SVS in general. It is therefore essential that
these perspectives should be considered for every service and that each one should be
addressed when managing and improving the SVS at all levels.
The PESTLE external factors surround Figure 3.1. These can all be relevant to any of
the four dimensions; do not assume they refer only to the ones they are close to. For
example: asking a public sector client which of the dimensions was their weakest, they
identified information and technology, explaining that they had servers still running an
unsupported, unpatched version of Windows Server. These server issues had been
caused by budget cuts, which were an economic fact. The city was in financial difficulty,
which created a social climate of desire for fiscal responsibility, which created a political
factor. A new mayor was elected on a promise to slash budgets, and did so. All of these
external factors caused push and pull and resulted in a big weakness for the organization
in information and technology. Those weaknesses then have the potential to further
influence political, social, and legal factors, should they cause data breaches, for example.
These external factors will be different in nature and in chain of cause and effect in each
situation, and they allow you to understand where the internal situation came from.
Notes Notes
The organization and people dimension needs to be understood comprehensively or The effectiveness of an organization cannot be assured only through formally established
systemically, therefore a number of contributing factors should be analysed: structure or system of authority. It also requires a culture, and the right capacity and

competency among its workforce, that support its objectives. Leaders of the organization
• formal organizational structures
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must champion and advocate values that motivate people to work in desirable ways.
• culture
Ultimately, the way in which an organization performs its work creates shared values and
• roles and responsibilities
attitudes, which over time are considered the organization’s culture.
• required staffing and competencies.
Any of these factors could be beneficial or detrimental to the organizations and people
dimension.
Notes Notes
Fostering a supportive culture requires: We must pay attention to people (customers, supplier staff, provider staff, and other
stakeholders in the service relationship) as they are central in this dimension. This means

• shared values and attitudes
paying attention to the communication and collaboration capabilities and other skills
• leaders that champion and advocate values
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and competencies of teams and individual contributors, but also to management and
• trust and transparency
leadership styles that set the tone in an organization. Shared objectives are vital to
• communication.
ensuring value creation, and, along with shared tools, practices and information, they
Combining these elements can be achieved by addressing the question ‘why’ as early and
help an organization remove organizational silos.
as openly as possible.
Notes Notes
The complexity of organizations is growing, and it is important to ensure that the way an The second dimension of service management, and of all ITIL 4 practices, is information
organization is structured and managed, as well as its roles, responsibilities, and systems and technology. As with the other three dimensions, information and technology applies

of authority and communication, is well defined and supports its overall strategy and both to service management and to the services being managed.
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operating model. As organizations and their relationships become more complex, there
When applied to the service value system, the information and technology dimension
is an increasing need to ensure that they are flexible, scalable and agile.
includes the information and knowledge necessary for the management of services, as
well as the technologies required. It also incorporates the relationships between different
components of the service value system, such as the inputs and outputs of activities and
practices.
Notes Notes
Consider the questions on the slide in relation to the information used by your own The third dimension of service management, and of all ITIL 4 practices, is partners and
organization. suppliers. Every organization and every service depend to some extent on products,

services, and/or service offerings provided by other organizations. This dimension varies
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from the organizations and people dimension as it focuses on third party and external
resources as opposed to those that are internal.
At Axle Car Hire, the information and technology dimension represents a range of The partners and suppliers dimension encompasses an organization’s relationships with
information from different sources, as well as the technologies that support and enable other organizations that are involved in the design, development, deployment, delivery,
their services. support, and/or continual improvement of services. It also incorporates contracts and
other agreements between the organization and its partners or suppliers.
Notes Notes
This table shows some examples of forms of cooperations among organizations, that An organization should base its strategy for using partners and suppliers on its goals,
they may involve a variety of levels of integration and formality, from formal contracts culture, and business environment.

with clear separation of duties to flexible partnerships where parties share common
Factors that may influence an organization’s supplier strategy are:
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goals and risks and collaborate to achieve desired outcomes. Forms of cooperation
are not fixed and distinct, but exist on a scale. An organization acting as a provider will • how to focus on core competencies
have a position on this scale, and that position will vary depending on their strategy • what cultural bias and preferences exist
and objectives for customer relationships. Likewise, when an organization takes on the • what resources are in short supply
consumer role, the nature of that role will depend on its strategy and objectives for • costs
sourcing and supplier management. • expertise
• external constraints like government regulation or policy
• industry codes of conduct
• social, political or legal constraints
• demand patterns, which may be seasonal or demonstrate high degrees of variability,
impacting the extent to which external providers are utilized.
Notes Notes
The definition of a value stream is a series of steps that an organization undertakes to The fourth dimension of service management, and of all ITIL 4 practices, is value streams
create and deliver products and services to consumers. Identifying and understanding and processes. Like the other dimensions, this dimension is applicable to both the SVS in

the various value streams that an organization has, is critical to improving its overall general, and to specific products and services. In both contexts, it defines the activities,
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performance. Structuring the organization’s activities in the form of value streams allows workflows, controls, and procedures needed to achieve agreed objectives.
it to have a clear picture of what it delivers and how to make continual improvements to
An example of a one dimensional approach to service management is an organization
its services.
that focuses only on processes. They create a process for every situation, but they
neglect to consider who would be delivering those processes. Without that focus on
organizations and people, compliance to the processes and sensible decision-making
when problems arise can cause service management to come off the rails.
People need to be properly engaged with the reasons for the processes, and the ultimate
outcomes they serve, because processes are not autonomous, nor can they predict
every situation. They have to be executed by humans, and when inevitable exceptions
occur, those humans need to make good, informed decisions to get the right outcomes.
ITIL provides organizations, acting as service providers, an operating model that covers
all the key activities required to manage products and services effectively. This is referred
to as the ITIL service value chain. The service value chain operating model is generic and
in practice can follow different patterns. These patterns within the value chain operation
are called value streams.
We can understand ITIL 4 in relation to the universe. The entire universe is too hard
to discuss; it is ever expanding, so whatever we say is out of date by the time we have
finished saying it. It can, however, be broken down into galaxies, solar systems, planets,
continents, nations, states, counties, towns. These levels of granularity make the universe
understandable. The universal level of ITIL 4 is the SVS. Zoom in to a galaxy, the SVC, and
closer still, to value streams, and those value streams are made up of practices. They
can be considered as a bucket of blocks, which can be combined to make structures,
architectures, or in ITIL 4 language, value streams. Contained within the practices are
all four dimensions, including processes. These are made up of standard operating
procedures. From this, zoom back out to the SVS.
Notes Notes
Although a value stream and a process might be used to map the same activity, value Here are some questions to ask when seeking to successfully create, deliver, and improve
streams put the value sought directly on the diagram as an outcome, and then map how a service. Answers to such questions will vary based on the nature and architecture of a

that value is created, including currently performed work that is non-value added waste service. Think of a service you are involved in. Can you answer these questions for that
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that can be eliminated to increase value and flow or time-to-value. Process mapping service? Note the last point, ’who or what’, services can be entirely manual in nature, or
maps inputs, outputs, and sequences of steps. The emphasis is on understanding what is fully automated, or something in between.
done as a basis for both training staff to perform it well, and for streamlining those steps.
Value stream optimization may include process automation or emerging technology and
practices adoption to gain efficiencies or enhance user experience.
Notes Notes
Activity – PESTLE analysis

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At Axle Car Hire, all four dimensions contribute to the successful running of the
organization’s services.
Notes Notes
3.2 ITIL service value system

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This slide outlines the key learning points that will be covered in this topic. Although service value system (SVS) is an ITIL term, learners may recognize all the
components that comprise the SVS as something else within their own organization.
For example, operating model, management system, and so on. The ITIL SVS describes
how all the components and activities of the organization unite as a system to enable
value creation. Each organization’s SVS interfaces with other organizations. It forms an
ecosystem that can facilitate value for those organizations, their customers, and other
stakeholders.
The SVS encourages a comprehensive understanding and application of elements that
have historically been considered and managed as individual silos. Ultimately, service
provision and co-created value are optimized when the influential and supporting
elements are proactively integrated.
Notes Notes
The purpose of the SVS is to ensure that the organization continually co-creates value The service value chain is a set of interconnected activities that an organization
with all stakeholders, through the use and management of products and services. The performs to deliver a valuable product or service to its consumers and to facilitate value

structure of the SVS is shown in the adaptation of Figure 4.1 from the Official Book. realization. The dotted line that you see running from left to right, runs through the
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SVC, and we cannot see what happens to it in there. It might be complex or very simple,
The elements of the SVS are outlined in the following slides.
but what we know for certain is that the guiding principles, governance, practices, and
Guiding principles are recommendations that can guide an organization in all continual improvement influence that path within the service value chain, that is their
circumstances, regardless of changes in its goals, strategies, type of work, or management purpose. We will explore what happens in the SVC in a later section.
structure.
Governance is the means by which an organization is directed and controlled. This will
be covered in more detail on a subsequent slide.
Notes Notes
Practices are sets of organizational resources designed for performing work or The key inputs to the SVS are opportunity and demand. Opportunities represent options
accomplishing an objective. or possibilities to add value for stakeholders or otherwise improve the organization.

Demand is the need or desire for products and services among internal and external
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consumers.
The outcome of the SVS is value. It is the perceived benefits, usefulness, and importance
of something. The ITIL SVS can enable the creation of many different types of value for a
wide group of stakeholders.
Continual improvement is a recurring organizational activity performed at all levels to

ensure that an organization’s performance continually meets stakeholders’ expectations.
ITIL 4 supports continual improvement with the ITIL continual improvement model.
Notes Notes
Governance is the means by which an organization is directed and controlled. Under the One of the biggest challenges an organization can face when trying to work effectively
control of a governing body, usually a board of directors or executive team, compliance and efficiently with a shared vision, or to become more agile and resilient, is the

to the rules and regulations under which the organization operates is ensured. The presence of organizational silos. Organizational silos can form in many ways and for
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governing body is ultimately accountable for compliance and realizes governance many different reasons. Silos can be resistant to change and can prevent easy access to
through evaluate, direct, monitor (EDM). the information and specialized expertise that exists across the organization. This can, in
turn, reduce efficiency and increase both cost and risk. Silos also make it more difficult
The governing body evaluates the organization’s current strategies, portfolios, policies,
for communication or collaboration to occur across different groups.
and relationships. The output from evaluation becomes the input to direct. During the
direction, the preparation and implementation of strategy and policies (and assigns A siloed organization cannot act quickly enough to take advantage of opportunities or
responsibility for them) is undertaken. With those policies in place, the governing body to optimize the use of resources across the organization. It is often unable to make
monitors the performance of the organization and its practices, products, and services effective decisions about changes, due to limited visibility and many hidden agendas.
to ensure compliance with the strategy and policies. EDM is a cyclical, ongoing process Practices can also become silos. Many organizations have implemented practices, such
and the output from monitoring becomes the input for the next evaluation. as organizational change management or incident management, without clear interfaces
with other practices.
All practices should have multiple interfaces with one another. The exchange of
information between practices should be triggered at key points in the workflow and is
essential to the proper functioning of the organization.
Notes Notes
The architecture of the ITIL SVS specifically enables flexibility and discourages siloed Consider the questions on the slide and how these would apply to your organization.
working. The service value chain activities and the practices in the SVS do not form a

fixed and rigid structure. Rather, they can be combined in multiple value streams to
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address the needs of the organization in a variety of scenarios. Organizations should be
able to define and redefine their value streams in a flexible yet safe and efficient manner.
This requires the continual improvement activity to be performed at all levels of the
organization; the ITIL continual improvement model helps to structure this activity.
Finally, the continual improvement and overall operation of an organization are shaped
by the ITIL guiding principles. The guiding principles create a foundation for a shared
culture across the organization, which supports collaboration and cooperation within
and between the teams. This removes the need for constraints and controls previously
provided by silos.
Notes Notes
3.3 Service value chain

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The ITIL service value chain includes six value chain activities that lead to the creation of
products, services, and value. These are:
• plan
• improve
• engage
• design and transition
• obtain/build
• deliver and support.
These activities represent each of the steps an organization takes in the creation of value.
Each activity transforms inputs into outputs. These inputs can be demand, from outside
of the value chain, or outputs of other activities. All the activities are interconnected, with
each activity receiving and providing triggers for further action.
Notes Notes
In the SVS diagram, both demand and opportunity act as triggers. The value chain activities convert inputs into outputs using different combinations of ITIL
practices (sets of resources for performing certain types of work), drawing on internal

Demand is something the customer specifically requests based upon a need or desire,
or third-party resources, processes, skills, and competencies as required. The engage
which requires the service provider to react. However, a service provider can also
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activity might utilize supplier management, service desk management, relationship
proactively identify options before a demand is stated. These opportunities could be
management, and service request management to respond to new demands for
possibilities to add value for stakeholders in the form of improvements or new services.
products and services, or information from various stakeholders.
Upon consideration, customers may choose to reject a proposal or accept it, which
converts the opportunity into a demand and triggers work within the system. Identifying
and voicing an opportunity to provide a service before a customer demand exists is a
frequent behavior of a service provider positioning itself as a strategic partner to the
organization.
At the SVS level, we can explore opportunities which might or might not create demand.
We only move to the SVC level when we have successfully created or received a demand,
and therefore on this diagram, we see only ‘demand’, not ‘opportunity’.
Notes Notes
The example on this slide explores a mobile application development company. Their Here are four examples of value streams:
value chain describes the full cycle of application development and management, from

• The development of an application for a new client starts with initial engagement
business analysis to development, release, and support.
(pre-sale), then proceeds to business analysis, prototyping, the preparation of
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The company utilizes a number of practices, supported with specialized resources and agreements, development, testing, and eventually release and support.
techniques: • Changing an existing application to meet the new requirements of existing clients
does not include pre-sale and involves business analysis, development, testing, and
• business analysis
support in a different way.
• software development and management
• Fixing an error in a live application may be initiated in support, proceed with rolling
• service validation and testing
back to a previous stable version (release), then move to development, testing, and
• release management
release of a fix.
• service desk.
• Experiments with new or existing applications to expand the target audience may
Although the high-level steps are universal, different service offerings, services, products,
start with innovation planning and prototyping, then proceed to development, and
and clients need different streams of work.
eventually to a pilot release for a limited group of users to test their perception of
the changes made.
These example value streams may combine any number of practices and value chain
activities in various ways to improve products and services and increase potential value
for the consumers and the organization. Value streams are designed and documented
based on specific situations. There is no requirement that a value stream must include
all six activities. Some situations can be addressed in a more straightforward manner.
Also, any SVC activity can be used several times as required by the situation, depending
on how involved or complex it is. It is also possible that a provider may need to engage
with consumers multiple times in a single value stream.
The following slides outline Axle’s value chain and value streams.
Notes Notes
At Axle Car Hire, the value chain is the way that the company operates. It has multiple
value streams. Each value stream adopts and adapts the activities of the value chain

for performing particular tasks. The following slides outline Axle’s value chain and value
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streams.
Notes Notes
The purpose of the plan value chain activity is to ensure a shared understanding of the The purpose of the improve value chain activity is to ensure continual improvement of
vision, current status, and improvement direction for all four dimensions and all products products, services, and practices across all value chain activities and the four dimensions

and services across the organization. of service management.
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Key inputs to this value chain activity include performance information and improvement Key inputs to this value chain activity include performance information and improvement
opportunities. Other inputs will originate from the other value chain activities. opportunities. Other inputs will originate from the other value chain activities.
Key outputs for this value chain activity include strategic, tactical, and operational plans Key outputs for this value chain activity include improvement initiatives for all value chain
for all value chain activities. activities.
Notes Notes
The purpose of the engage value chain activity is to provide a good understanding of The purpose of the design and transition value chain activity is to ensure that products
stakeholder needs, transparency, and continual engagement and good relationships and services continually meet stakeholder expectations for quality, costs, and time to

with all stakeholders. market.
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Key inputs to this value chain activity include: Key inputs to this value chain activity include:
• detailed requirements for services and products provided by customers • product and service requirements
• requests and feedback from customers • improvement initiatives.
• incidents, service requests, and feedback from users. Other inputs will originate from the other value chain activities.
Other inputs will originate from the other value chain activities.
Key outputs for this value chain activity include:
The outputs of the engage activity often act as triggers for other value chain activities.
• new and changed products and services
• knowledge and information about new and changed products and services.
Notes Notes
The purpose of the obtain/build value chain activity is to ensure that service components The purpose of the deliver and support value chain activity is to ensure that services
are available when and where they are needed, and meet agreed specifications. are delivered and supported according to agreed specifications and stakeholders’

expectations.
This is more than just a choice between buying or building, but rather the breaking down
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of the question ‘should we build it?’ into questions like ‘how important are these features Key inputs to this value chain activity include user support tasks. Other inputs will
to the outcome that we are looking for?’ If they are critical, then maybe we need to build originate from the other value chain activities.
it. However, if we are 18 months behind on development, then no matter how beneficial
it is, we will probably be at a disadvantage by adding another task to the list, when we
could buy an off-the-shelf solution that will do 80% of what we need almost immediately. • services delivered to customers and users
• the completion of user support tasks.
Key inputs to this value chain activity include:
• requirements and specifications
• contracts and agreements.
Other inputs will originate from the other value chain activities.
• service components
• knowledge and information about new and changed service components.
Notes Notes
In your groups, read about this in your Learner Workbook, discuss, and present back to
the group on the six value chain activities:

• plan
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• improve
• engage
• obtain/build
In your presentation, include what each activity means, the specific inputs, and an
example of how this could relate to your business/role.
You can present your work in either Microsoft Word, PowerPoint, or flipchart format
(depending on the delivery method). You must be prepared to speak to the rest of the
group regarding your findings and how they could relate to your business/role.
You have 10 minutes to research and prepare materials.
Each presentation will last for five minutes per value chain activity. Good luck.
Notes Notes
Activity – High-level value chain

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Notes
Quiz
Questions: Answers:
1. Which dimension of service management considers governance, management, and 1. Which dimension of service management considers governance, management, and
communication? communication?
A. Organizations and people A. Organizations and people Correct. ‘It is important to ensure that the way
an organization is structured and managed, as
B. Information and technology B. Information and technology
well as its roles, responsibilities, and systems of
C. Partners and suppliers C. Partners and suppliers authority and communication, is well defined
and supports its overall strategy and operating
D. Value streams and processes D. Value streams and processes model.’ Ref 3.1
2. The purpose of the __________ is to ensure that the organization continually co-creates value with 2. The purpose of the __________ is to ensure that the organization continually co-creates value with
all stakeholders in line with the organization’s objectives. all stakeholders in line with the organization’s objectives.
A. ‘focus of value’ guiding principles A. ‘focus of value’ guiding principles Correct. ‘The purpose of the SVS is to ensure

that the organization continually co-creates
B. four dimensions of service management B. four dimensions of service management
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value with all stakeholders through the use
C. service value system C. service value system and management of products and services.’
Ref 4.1
D. ‘service request management’ practice D. ‘service request management’ practice
3. What considerations influence the supplier strategy of an organization? 3. What considerations influence the supplier strategy of an organization?
A. contracts and agreements A. contracts and agreements Correct. ‘Corporate culture: some
B. type of cooperation with suppliers organizations have a historical preference for
B. type of cooperation with suppliers
one approach over another. Long-standing
C. corporate culture of the organization C. corporate culture of the organization cultural bias is difficult to change without
compelling reasons.’ Ref 3.3
D. level of formality D. level of formality
4. Which value chain activity communicates the current status of all four dimensions of service 4. Which value chain activity communicates the current status of all four dimensions of service
management? management?
A. improve A. improve Correct. ‘The purpose of the plan value chain
activity is to ensure a shared understanding of
B. engage B. engage
the vision, current status, and improvement
C. obtain/build C. obtain/build direction for all four dimensions and all products
and services across the organization.’ Ref 4.5.1
D. plan D. plan
5. How do all value chain activities transform inputs to outputs? 5. How do all value chain activities transform inputs to outputs?
A. by determining service demand A. by determining service demand
B. by using a combination of practices B. by using a combination of practices Correct. ‘To convert inputs into outputs,
the value chain activities use different
C. by using a single functional team C. by using a single functional team combinations of ITIL practices.’ Ref 4.5
D. by implementing process automation D. by implementing process automation
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The guiding principles
4.1 Introduction to the guiding

principles
4.2 Using the guiding principles

4.1 Introduction to the guiding principles
A guiding principle is a recommendation that guides an organization in all circumstances,

regardless of changes in its goals, strategies, type of work, or management structure. A
guiding principle is universal and enduring.
The guiding principles are applicable to practically any initiative, all decision making, and
to all relationships with stakeholder groups.

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Notes Notes
Look at Table 4.1 in the Learner Workbook. All activities conducted by the organization should link back, directly or indirectly, to value for itself,
its customers, and other stakeholders. A service also contributes to value for the organization
The guiding principles defined here embody the core messages of ITIL and of service
and other stakeholders. This value may come in various forms, such as revenue, customer
management in general, supporting successful actions, and good decisions of all types
loyalty, lower cost, or growth opportunities. The following recommendations can be adapted to
and at all levels. They can be used to guide organizations in their work, as they adopt a
address various stakeholder groups and the value that is created for them by the organization.
service management approach and adapt ITIL guidance to their own specific needs and
circumstances. The guiding principles encourage and support organizations in continual
improvement at all levels. Your organization may not refer to these as guiding principles.
More detail on these guiding principles can be found in the Learner Workbook.

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Consider a consumer of a service. What would they find valuable about that service?
Notes Notes
To address stakeholder groups and the value that is created for them by the organization, Customer experience (CX) can be defined as the entirety of the interactions a customer
you can take the four steps shown here. Consider the following questions when doing has with an organization and its products. This experience can determine how the
this: customer feels about the organization and its products and services. Therefore, CX is
both objective and subjective.
• Who is the consumer?
• What is their perspective of value? User experience (UX) focuses on how people interact with a service and the experience
• How do intended outcomes map to that value? they receive from that interaction. It can be described quantitatively or qualitatively.
• How do the customer and user experiences add to that value?

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Notes Notes
To apply the focus on value principle successfully, consider the following key points: The Axle Car Hire team is considering introducing several pieces of new technology to
their cars. When doing this, it is important for them to consider how this new technology
• Know how service consumers use each service Understand their expected
creates value both for Axle and its customers.
outcomes, how each service contributes to these, and how the service consumers
perceive the service provider. Collect feedback on value on an ongoing basis, not just
at the beginning of the service relationship.
• Encourage a focus on value among all staff Teach staff to be aware of who their
customers are and to understand CX.
• Focus on value during normal operational activity as well as during improvement
initiatives The organization as a whole contributes to the value that the customer
perceives, and so everybody within the organization must maximize the value they
create. The creation of value should not be left only to the people working on the

exciting projects and new things.
• Include focus on value in every step of any improvement initiative Everybody
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involved in an improvement initiative needs to understand what outcomes the
initiative is trying to facilitate, how its value will be measured, and how they should be
contributing to the co-creation of that value.
Notes Notes
The key message of the start where you are principle is: ‘Do not start from scratch and This slide outlines some approaches that can be effective when assessing your current
build something new without considering what is already available to be leveraged. There state. Getting data from the source helps to avoid assumptions which, if proven to be
is likely to be a great deal in the current services, processes, programmes, projects, and unfounded, can be disastrous to timelines, budgets, and the quality of results. It can also
people that can be used to create the desired outcome.’ often be helpful for a person with little or no prior knowledge of the service to observe it,
as they have no preconceptions of the service, and may see things those closely involved
In the process of eliminating old, unsuccessful methods or services and creating
might miss.
something better, there can be great temptation to remove what has been done in the
past and build something completely new. This is rarely necessary or a wise decision.
This approach can be extremely wasteful, not only in terms of time, but also in terms of
the loss of existing services, processes, people, and tools that could have significant value
in the improvement effort. Do not start over without first considering what is already
available to be leveraged.

Consider this scenario: You are running a company that is growing from small to medium
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sized, and you want to replace your old service approach. You have a helpline which is
answered by whoever happens to be free, and they usually send someone directly to the
desk of the person with the issue. You also have an open door policy, whereby anyone
can pop into the IT department to ask for help. You are going to move to a service desk
model with ticketing. What would you want to throw out, and is there anything about the
old system that is worth keeping?
Notes Notes
This slide outlines some approaches that can support measurement. Too often, existing How would you apply the start where you are principle?
data is used without direct personal investigation. The very act of measuring can render
Having a proper understanding of the current state of services and methods is important
results inaccurate. People find ways to meet metrics they are measured against, so
to selecting which elements to reuse, alter, or develop. To apply this principle successfully,
metrics must be meaningful and directly relate to the desired outcomes and behaviors.
consider the following key points:
Remember Goodhart’s Law, ‘when a measure becomes a target, it ceases to be a good
measure’. • Look at what exists as objectively as possible, using the customer or the desired
outcome as the starting point. Are the elements of the current state fit for purpose
Be aware of the ease with which data can be obtained. Analysing an excessive amount
and fit for use? There are likely to be many elements of the current services, practices,
of data can constrain your efforts rather than be beneficial. Ultimately, data should
projects, and skills that can be used to create the desired future state, provided the
always focus on value.
people making this judgement are objective.
• When examples of successful practices or services are found in the current state,
determine if and how these can be replicated or expanded upon to achieve the

desired state. In many, if not most cases, leveraging what already exists will reduce
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the amount of work needed to transition from the current state to the desired state.
There should be a focus on learning and improvement, not just replication and
expansion.
• Apply your risk management skills. There are risks associated with reusing existing
practices and processes, such as the continuation of old behaviours that are
damaging to the service. There are also risks associated with putting something new
in place, such as new procedures not being performed correctly. These should be
considered as part of the decision-making process, and the risks of making or not
making a change evaluated to decide on the best course of action.
Recognize that sometimes nothing from the current state can be reused. Regardless of
how desirable it may be to reuse, repurpose, and recycle, or even upcycle, there will be
times when the only way to achieve the desired result is to start over. It should be noted,
however, that these situations are very rare.
Notes Notes
The key message of the progress iteratively with feedback principle is, ‘do not attempt Whether working to improve a service, group of services, practice, process, technical
to do everything at once. Even huge initiatives must be accomplished iteratively. By environment, or other service management element, no improvement iteration occurs
organizing work into smaller, manageable sections that can be executed and completed in a vacuum. As the iteration is occurring, circumstances can change and new priorities
in a timely manner, it is easier to maintain a sharper focus on each effort.’ can arise, and the need for the iteration may be altered or even eliminated. Seeking and
using feedback before, throughout, and after each iteration will ensure that actions are
Improvement iterations can be sequential or simultaneous, based on the requirements
focused and appropriate, even in changing circumstances. Feedback can originate from
of the improvement and what resources are available. Each individual iteration should be
anywhere at any time.
both manageable and managed, ensuring that tangible results are returned in a timely
manner and developed to create further improvement. A major improvement initiative
or programme might be organized into several significant improvement initiatives, and
each of these may, in turn, comprise smaller improvement efforts. The overall initiative
or programme, as well as its component iterations, must be continually re-evaluated and

potentially revised to reflect any changes in circumstances and ensure that the focus
on value has not been lost. This re-evaluation should utilize a wide range of feedback
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channels and methods to ensure that the status of the initiative and its progress are
properly understood.
A good axiom here is ‘how do you eat an elephant? One bite at a time’. The entire
elephant is a meal none of us can manage. Try to think of a large initiative that needs to
be undertaken or is being undertaken in your organization. Consider how the elements
of that initiative can be broken down, and how those smaller elements can be safely
tested.
Notes Notes
A feedback loop is a term commonly used to refer to a situation where part of the output Well-constructed feedback mechanisms facilitate understanding of:
of an activity is used for new input. In a well-functioning organization, feedback is actively
• end-user and customer perception of the value created
collected and processed along the value chain.
• the efficiency and effectiveness of value chain activities
• the effectiveness of service governance as well as management controls
• the interfaces between the organization and its partner and supplier network
• the demand for products and services.

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Notes Notes
Working in a timeboxed, iterative manner with feedback loops embedded into the Axle Car Hire is working on a new app to improve its services. It is important that they
process allows for: develop different parts of the app iteratively, rather than trying to create everything at
once. The following slides outline Axle’s approach to developing the app.
• greater flexibility
• faster responses to customer and business needs
• the ability to discover and respond to failure earlier
• an overall improvement in quality.
Having appropriate feedback loops between the participants of an activity gives them
a better understanding of where their work comes from, where their outputs go, and
how their actions and outputs affect the outcomes, which in turn enables them to make
better decisions.

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Notes Notes
How would you apply the progress iteratively with feedback principle?
To apply this principle successfully, consider the following key points:
Comprehend the whole but do something. Sometimes the greatest enemy to progressing
iteratively is the desire to understand and account for everything. This can lead to what
is sometimes called ‘analysis paralysis’, in which so much time is spent analysing the
situation that nothing ever gets done about it. Understanding the big picture is important
but so is making progress.
The ecosystem is constantly changing, so feedback is essential. Change is happening
constantly, so it is very important to seek and use feedback at all times and at all levels.
Fast does not mean incomplete just because an iteration is small enough to be done.

Quickly does not mean that it should not include all the elements necessary for success.
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Any iteration should be produced in accordance with the concept of the minimum viable
product. A minimum viable product is a version of the final product, which allows the
maximum amount of validated learning with the least effort.
Notes Notes
The key message of the collaborate and promote visibility principle is, ‘when initiatives The contribution to the improvement of each stakeholder group at each level should
involve the right people in the correct roles, efforts benefit from better buy-in, greater be understood. It is also important to define the most effective methods to engage with
relevance (because better information is available for decision-making), and increased them. For example, the contribution to improvement from customers of a public cloud
likelihood of long-term success.’ service may be through a survey or checklist of options for different functionalities. For
an internal customer group, the contribution to improvement may come from feedback
Creative solutions, enthusiastic contributions, and important perspectives can be
solicited via a workshop or a collaboration tool on the organization’s intranet.
obtained from unexpected sources, so inclusion is generally a better policy than exclusion.
Cooperation and collaboration are better than isolated work, which is frequently referred When stakeholders have poor visibility of the workload and progression of work, there
to as ‘silo activity’. Silos can occur through the behaviour of individuals and teams, but also is a risk of creating the impression that the work is not a priority. If an initiative is
through structural causes. This typically happens where functions or business units in an communicated to a team, department, or another organization and then is never, or
organization are impeded or unable to collaborate, because their processes, systems, rarely, mentioned again, the perception will be that the change is not important. Equally,
documentation, and communications are designed to fulfil the needs of only a specific when staff members attempt to prioritize improvement work versus other tasks that

part of the organization. Applying the guiding principle of think and work holistically can have daily urgency, improvement work may seem to be a low-priority activity, unless
help organizations to remove barriers between silos of work. The recognition of the need its importance has been made transparent and is supported by the organization’s
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for genuine collaboration has been one of the driving factors in the evolution of what is management. The insufficient visibility of work leads to poor decision-making, which
now known as DevOps. Without effective collaboration, neither Agile, Lean, nor any other impacts the organization’s ability to improve internal capabilities.
ITSM framework or method will work.
To avoid this, the organization needs to perform critical analysis activities, such as:
A good axiom here is ‘inclusion is always better than exclusion’. The more people we
• understanding the flow of work in progress
include in a decision, the better the decision and the better the end result generally, • identifying bottlenecks, as well as excess capacity
and also the higher level of buy-in. The concomitant reality is a probable longer process, • uncovering waste.
particularly if we seek consensus. However, we do not need to seek consensus, only to Consider what current methods you use to deal with this in your own organization.
be clear that we value people’s input, without guaranteeing them a sign-off of agreement
with the outcome.
Notes Notes
Here we see some examples of key collaboration pairs. Your main goal as a provider is to Insufficient visibility of work leads to poor decision-making, which in turn impacts the
facilitate outcomes customers want. The right level of collaboration with them improves organization’s ability to improve internal capabilities. It will then become difficult to drive
outcomes for the organization, its customers, and for other stakeholders. improvements as it will not be clear which ones are likely to have the greatest positive
impact on results. To avoid this, the organization needs to perform such critical analysis
Developers can collaborate with other teams to ensure what is developed can be
activities as:
operated efficiently and effectively, and to ensure those teams are ready, willing, and able
to transition new or changed services into operation and even help in testing; developers • understanding the flow of work in progress
can work with operations teams to investigate defects and develop workarounds or fixes. • identifying bottlenecks, as well as excess capacity
• uncovering waste.
Suppliers can collaborate with the organization to define requirements and brainstorm
solutions, and with other suppliers to review shared processes and identify opportunities
for optimization and potential automation.

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Notes Notes
How would you apply the collaborate and promote visibility principle? The key message of the think and work holistically principle is, ‘no service, practice,
process, department, or supplier works in a vacuum. The outputs that the organization
delivers to itself, its customers, and other stakeholders will suffer, unless it works in an
• Explain that collaboration does not mean consensus. It is not necessary, or even always integrated way to handle its activities as a whole, rather than as separate parts. All the
wise, to get consensus from everyone involved in an initiative before proceeding. organization’s activities should be focused on the delivery of value.’
Some organizations are so concerned with getting consensus that they try to make
Services are delivered to internal and external service consumers via the coordination
everyone happy and end up either doing nothing or producing something that does
and integration of the four dimensions of service management. A holistic approach to
not properly suit anyone’s needs.
service management includes understanding how all parts of an organization collaborate
• Explain to communicate in a way that the audience can hear. To bring different
in an integrated way. It requires end-to-end visibility of how demand is captured and
stakeholders into the loop, many organizations use very traditional methods of
translated into outcomes. In a complex system, the alteration of one element can impact
communication, or they use the same method for all communication. Selecting the
others and, where possible, these impacts need to be identified, analysed, and planned
right method and message for each audience is critical for success.

for. A good axiom here is ‘gain a systemic understanding’. Components that we can look
• Explain that decisions can only be made using visible data. Making decisions in the
at are part of a greater whole, and we must keep that larger whole in view and consider
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absence of data is risky. Decisions should be made about what data is needed, and
the impact of what we do on the larger system. In an organizational development lens,
therefore what work needs to be made visible. There may be a cost to collecting data,
this is called ‘systems thinking’, and there is plenty you can valuably read about it after
and the organization must balance that cost against the benefit and intended usage
the programme.
of the data.
Notes Notes
How would you apply the think and work holistically principle? The key message of the keep it simple and practical principle is: `The minimum number
of steps should always be used to accomplish an objective. Outcome-based thinking
should be used to produce practical solutions that deliver valuable outcomes. If a
• Recognize the complexity of the systems. Different levels of complexity require process, service, action, or metric fails to provide value or produce a useful outcome,
different heuristics for decision-making. Applying the methods and rules designed then eliminate it. Although this principle may seem obvious, it is frequently ignored,
for a simple system can be ineffective or even harmful in a complex system, where resulting in overly complex methods of work that rarely maximize outcomes or minimize
relationships between components are complicated and change more frequently. cost.’
• Collaboration is key to thinking and working holistically. If the right mechanisms are
Trying to provide a solution for every exception is excessive. When creating a process
established for all of the relevant stakeholders to collaborate in a timely manner,
or a service, designers need to think about exceptions, but they cannot cover them all.
issues can be addressed holistically without delay.
Instead, rules should be designed that can be used to handle general exceptions. A good
• Where possible, look for patterns in the needs of and interactions between system
axiom here is `simplicity is the ultimate in sophistication’. Apple has made a fortune by
elements. Use knowledge in each area to identify what is essential for success, and

creating simple looking products with simple interfaces which people can interact with
which relationships between elements influence the outcomes. With this information,
easily to get great results.
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needs can be anticipated, standards can be set, and a holistic viewpoint can be
achieved. It is tough to take something that started off simple and keep it simple over time. We
• Automation can facilitate working holistically. Where the opportunity and sufficient start off with a simple idea or procedure, and someone develops an exception, and we
resources are available, automation can support end-to-end visibility for the add and add those ‘what if’ sidelines, making our procedure complex and unwieldy. Away
organization and provide an efficient means of integrated management. from IT, you can see this in the huge books of expenses rules that companies create
to avoid having to manage people. We should be able to sit down with our employees
and take them to task if they spend excessively on their expenses. Instead, we create
enormous books of rules to spare our managers from doing that part of their job.
Notes Notes
Trying to provide a solution for every exception will often lead to over-complication. When designing, managing, or operating practices, be mindful of conflicting objectives.
When creating a process or a service, designers need to think about exceptions, but For example, the management of an organization may want to collect a large amount of
they cannot cover them all. Instead, rules should be designed that can be used to handle data to make decisions, whereas the people who must do the record-keeping may want
exceptions generally. a simpler process that does not require as much data entry. Through the application
of this and the other guiding principles, the organization should agree on a balance
between its competing objectives. In this example, this could mean that services should
only generate data that will truly provide value to the decision-making process, and
record-keeping should be simplified and automated where possible to maximize value
and reduce non-value-adding work.

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Critical to keeping service management simple and practical is understanding exactly
how something contributes to value creation. For example, a step in a process may be
perceived by the operational staff involved as a waste of time. However, from a corporate
perspective, the same step may be important for regulatory compliance and therefore
valuable in an indirect, but nevertheless important way. This slide outlines some key
advice to consider when judging what to keep.
Notes Notes
How would you apply the keep it simple and practical principle? The key message of the optimize and automate principle is, ‘organizations must maximize
the value of the work performed by their human and technical resources.’ The four
dimensions model provides a holistic view of the various constraints, resource types,
• Ensure that every activity contributes to the creation of value. and other areas that should be considered when designing, managing, or operating
• Simplicity is the ultimate sophistication. It may seem harder to simplify, but it is often an organization. Technology can help organizations to expand and undertake frequent
more effective. and repetitive tasks, allowing human resources to be used for more complex decision-
• Do fewer things but do them better. Minimize activities to only include those that making. However, technology should not always be relied upon without the capability of
have value for one or more stakeholders. This will enable stakeholders to focus on human intervention, as automation for automation’s sake can increase costs and reduce
creating the greatest value from those activities. organizational robustness and resilience.
• Respect the time of the people involved: A process that is too complicated and
Optimization means to make something as effective and useful as it needs to be. Before
bureaucratic is a poor use of the time of the people involved.
an activity can be effectively automated, it should be optimized to whatever degree is
• Easier to understand, more likely to adopt: To embed a practice, make sure it is easy

possible and reasonable. It is essential that limits are set on the optimization of services
to follow.
and practices, as they exist within a set of constraints which may include financial
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• Simplicity is the best route to achieving quick wins: Whether in a project, or when
limitations, compliance requirements, time constraints, and resource availability.
improving daily operations activities, quick wins allow organizations to demonstrate
progress and manage stakeholder expectations. Working in an iterative way with A useful definition of automation is ‘having technology do something that a human being
feedback will quickly deliver incremental value at regular intervals. once did,’ but we could also think of it as ‘giving people limits or boundaries,’ in that if, for
example, you want to request a smartphone, we will go through a series of qualification
procedures (are you a manager, do you need to access certain systems) so that the
process is objective and repeatable, rather than subjective and easy to challenge.
Notes Notes
The path to optimization follows these high-level steps: Automation typically refers to the use of technology to perform a step or a series of
steps correctly and consistently with limited or no human intervention. For example, in
• Understand and agree the context in which the proposed optimization exists. This
organizations adopting continuous deployment, it refers to the automatic and continuous
includes agreeing the overall vision and objectives of the organization.
release of code from development through to live, and often automatic testing occurring
• Assess the current state of the proposed optimization. This will help to understand
in each environment. In its simplest form, however, automation could also mean the
where it can be improved, and which improvement opportunities are likely to produce
standardization and streamlining of manual tasks, such as defining the rules of part o f a
the biggest positive impact.
process to allow decisions to be made ‘automatically.’
• Agree what the future state and priorities of the organization should be, focusing on
simplification and value. This typically also includes standardization of practices and Efficiency can be greatly increased by reducing the need for human involvement to stop
services, which will make it easier to automate or optimize further at a later point. and evaluate each part of a process. Opportunities for automation can be found across
• Ensure that the optimization has the appropriate level of stakeholder engagement the entire organization. Explore opportunities to automate standard and repeating tasks
and commitment. to help save the organization costs, reduce human error, and improve the employee

• Execute the improvements in an iterative way. Use metrics and other feedback to experience.
check progress, stay on track, and adjust the approach to the optimization as needed.
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• Continually monitor the impact of optimization. This will help to identify opportunities
to improve methods of working.
Notes Notes
How would you apply the optimize and automate principle? This slide outlines the key learning points that were covered in this topic.
• Simplify and/or optimize before automating Attempting to automate something
that is complex or suboptimal is unlikely to achieve the desired outcome. Plan the
standard and repeating processes as far as possible and streamline where you can
(optimize). From there, you can start to automate.
• Define your metrics The intended and actual result of the optimization should
be evaluated using an appropriate set of metrics. Use the same metrics to define
the baseline and measure the achievements. Ensure that the metrics are outcome-
based and focused on value.
• Use the other guiding principles when applying this one When optimizing and

automating, it is smart to follow the other principles as well:
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– Progress iteratively with feedback Iterative optimization and automation will
make progress visible and increase stakeholder buy-in for future iterations.
– Keep it simple and practical It is possible for something to be simple, but not
optimized, so use these two principles together when selecting improvements.
– Focus on value Selecting what to optimize and automate and how to do so
should be based on what will create the best value for the organization.
– Start where you are The technology already available in the organization may
have features and functionalities that are currently untapped or underutilized.
Use what is already there to implement opportunities for optimization and
automation quickly and economically.
Notes Notes
4.2 Using the guiding principles
The guiding principles are also reflected in many other frameworks, methods, standards,
philosophies, and/or bodies of knowledge, such as Lean, Agile, DevOps, and COBIT. This
allows organizations to effectively integrate the use of multiple methods into an overall
approach to service management. The guiding principles are applicable to practically
any initiative and to all relationships with stakeholder groups. For example, the first
principle, focus on value, can (and should) be applied not only to service consumers, but
to all relevant stakeholders and their respective definitions of value.

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Notes Notes
Consider your own organization, and any obstacles you might face in applying the guiding
principles. What could you do to overcome these obstacles?

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Guiding principles are universal and enduring. They are applicable to any circumstance,
situation or decision to be made, not just within service management contexts. Consider
how you could apply the principles to a real-life situation, such as buying clothes for a
formal occasion.
Notes Notes
As well as being aware of the ITIL guiding principles, it is also important to recognize This slide outlines the key learning points that were covered in this topic.
that they interact with and depend upon each other. For example, if an organization is
committed to progressing iteratively with feedback, it should also think and work holistically,
to ensure that each iteration of an improvement includes all the elements necessary to
deliver results. Similarly, making use of appropriate feedback is key to collaboration, and
focusing on what will truly be valuable to the customer makes it easier to keep things
simple and practical.
Organizations should not use just one or two of the principles but should consider the
relevance of each of them and how they apply together. Not all principles will be critical
in every situation, but they should all be reviewed on each occasion to determine how
appropriate they are.

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Notes Notes
Review and reflect quiz
Questions: Answers:
1. What is a guiding principle? 1. A guiding principle is a recommendation that guides an organization in all circumstances,
regardless of changes in its goals, strategies, type of work, or management structure. A guiding
2. List the seven guiding principles
principle is universal and enduring.
3. What should you NOT do with individual guiding principles?
2. The seven guiding principles are:
4. Complete the missing words.
1. focus on value
The [?] to optimization.
2. start where you are
5. Complete the missing words.
Increasing [?] through [?] 3. progress iteratively with feedback
4. collaborate and promote visibility
5. think and work holistically
6. keep it simple and practical
7. optimize and automate.
3. Use them in isolation.
4. The road to optimization.
5. Increasing urgency through visibility.

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Quiz – Sample paper questions
Questions: Answers:
1. Which service management dimension is focused on activities, and how they are coordinated? ? 1. Which service management dimension is focused on activities, and how they are coordinated? ?
A. organizations and people A. organizations and people
B. information and technology B. information and technology
C. partners and suppliers C. partners and suppliers
D. value streams and processes D. value streams and processes
2. Which guiding principle recommends that the four dimensions of service management are 2. Which guiding principle recommends that the four dimensions of service management are
considered? considered?
A. think and work holistically A. think and work holistically
B. progress iteratively with feedback B. progress iteratively with feedback
C. focus on value C. focus on value
D. keep it simple and practical D. keep it simple and practical
3. Which guiding principle recommends collecting data before deciding what can be reused? 3. Which guiding principle recommends collecting data before deciding what can be reused?
A. focus on value A. focus on value
B. start where you are B. start where you are

C. keep it simple and practical C. keep it simple and practical
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D. progress iteratively with feedback D. progress iteratively with feedback
4. Which value chain activity ensures that people understand the organization’s vision? 4. Which value chain activity ensures that people understand the organization’s vision?
A. improve A. improve
B. plan B. plan
C. deliver C. deliver
D. obtain/build D. obtain/build
5. Which ITIL concept describes governance? 5. Which ITIL concept describes governance?
A. the seven guiding principles A. the seven guiding principles
B. the four dimensions of service management B. the four dimensions of service management
C. the service value chain C. the service value chain
D. the service value system D. the service value system
Rationales:
3. Which guiding principle recommends collecting data before deciding what can be reused?
1. Which service management dimension is focused on activities, and how they are coordinated? ?
A. Incorrect. The ‘focus on value’ guiding principle states that “All activities conducted by the
A. Incorrect. The ‘organizations and people’ dimension describes “roles and responsibilities,
organization should link back, directly or indirectly, to value for itself, its customers, and other
formal organizational structures, culture, and required staffing and competencies”. Ref 3.1
stakeholders”. Ref 4.3.1
B. Incorrect. The ‘information and technology’ dimension includes “the information and
B. Correct. The ‘start where you are’ guiding principle recommends that “Services and
knowledge necessary for the management of services, as well as the technologies required” and “the
methods already in place should be measured and/or observed directly to properly
information created, managed, and used in the course of service provision and consumption, and the
understand their current state and what can be reused from them... Getting data from the
technologies that support and enable that service”. Ref 3.2
source helps to avoid assumptions which, if proven to be unfounded, can be disastrous to
C. Incorrect. “The partners and suppliers dimension encompasses an organization’s relationships timelines, budgets, and the quality of results”. Ref 4.3.2
with other organizations that are involved in the design, development, deployment, delivery, support,
C. Incorrect. The ‘keep it simple and practical’ guiding principle states that an organization should
and/or continual improvement of services. It also incorporates contracts and other agreements
“Always use the minimum number of steps needed to accomplish an objective”. Ref 4.3.6
between the organization and its partners or suppliers.” Ref 3.3
D. Incorrect. The ‘progress iteratively with feedback’ principle states that “By organizing work into
D. Correct. The ‘value streams and processes’ dimension “focuses on what activities the
smaller, manageable sections that can be executed and completed in a timely manner, the focus on
organization undertakes and how they are organized, as well as how the organization
each effort will be sharper and easier to maintain”. Ref 4.3.3
ensures that it is enabling value creation for all stakeholders efficiently and effectively”.
Ref 3.4
4. Which value chain activity ensures that people understand the organization’s vision?
2. Which guiding principle recommends that the four dimensions of service management are A. Incorrect. The purpose of the ‘improve’ value chain activity is “to ensure continual improvement of
considered? products, services, and practices across all value chain activities and the four dimensions of service
management”. Ref 4.5.2
A. Correct. The ‘think and work holistically’ guiding principle advises that all aspects of an
organization are considered when providing value in the form of services. This includes B. Correct. The purpose of the ‘plan’ value chain activity is “to ensure a shared

all four dimensions of service management (organizations and people; information and understanding of the vision, current status, and improvement direction for all four
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technology; partners and suppliers; value streams and processes). “Services are delivered dimensions and all products and services across the organization”. Ref 4.5.1
to internal and external service consumers through the coordination and integration of C. Incorrect. The purpose of the ‘deliver and support’ value chain activity is “to ensure that services
the four dimensions of service management.” Ref 4.3.5 are delivered and supported according to agreed specifications and stakeholders’ expectations”. Ref
B. Incorrect. The ‘progress iteratively with feedback’ guiding principle is concerned with breaking 4.5.6
initiatives into manageable sections that can be executed more easily. It is not primarily concerned D. Incorrect. The purpose of the ‘obtain/build’ value chain activity is “to ensure that service
with addressing the four dimensions of service management. Ref 4.3.3 components are available when and where they are needed and meet agreed specifications”. Ref
C. Incorrect. The ‘focus on value’ guiding principle ensures that everything that the organization does 4.5.5
links back to providing value to service consumers. It is not primarily concerned with addressing the
four dimensions of service management. Ref 4.3.1
5. Which ITIL concept describes governance?
D. Incorrect. The ‘keep it simple and practical’ guiding principle focuses on keeping things simple by
reducing complexity and eliminating unnecessary activities and steps. It is not primarily concerned A. Incorrect. The seven guiding principles are ‘focus on value’, ‘start where you are’, ‘progress
with addressing the four dimensions of service management. Ref 4.3.6 iteratively with feedback’, ‘collaborate and promote visibility’, ‘think and work holistically’, ‘keep it
simple and practical’, and ‘optimize and automate’. Ref 4.3
B. Incorrect. The four dimensions of service management are ‘organizations and people’, ‘information
and technology’, ‘partners and suppliers’, and ‘value streams and processes’. Ref 3.1-3.4
C. Incorrect. The activities of the service value chain are ‘plan’, ‘improve’, ‘engage’, ‘design and
transition’, ‘obtain/build’, and ‘deliver and support’. Ref 4.5
D. Correct. The components of the service value system are ‘guiding principles’,
‘governance’, ‘service value chain’, ‘practices’, and ‘continual improvement’. Ref 4.1
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ITIL 4 management
practices
5.1 Purpose of the ITIL practices
5.2 Overview of eight ITIL

practices
5.3 Key management

practices – Part 1
5.4 Key management

5.5 Key management

5.1 Purpose of the ITIL practices
In ITIL, a management practice is a set of organizational resources designed for

performing work or accomplishing an objective. As shown in the diagram, the practices
can be categorized into three broad streams, but there are overlaps between them.
ITIL 4 Management practices

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Notes Notes
Practices may be called capabilities, hierarchies, processes, or procedures in different This slide shows all 34 ITIL practices. 19 of these practices are out of scope of the
organizations. Some organizations may even refer to practices as teams or departments, Foundation examination and therefore of this training.
which contributes to silos and constrains collaboration. This is incorrect as practices are
15 ITIL practices are required for the ITIL 4 Foundation exam. Eight of these are examinable
meant to interact and synergize, rather than being limited to specific groups of people.
but require only an awareness at the level of the purpose statement, and the remaining
ITIL 4 means something quite specific by the term practices, and something different and
seven are the key management practices, examinable in full depth. Information is on the
quite specific for processes, which are a subset of practices. It should be noted that in
19 practices that are out of scope can be found on MyAxelos, which can be accessed
ITIL v3, practices were called processes. It is important not to confuse these terms in the
after accreditation.
context in which they are used in ITIL 4.

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Notes Notes
General management practices
The purpose of the continual improvement practice is to align the organization’s practices and The purpose of the information security management practice is to protect the information
services with changing business needs via the ongoing improvement of products, services, needed by the organization to conduct its business. This includes understanding and
and practices, or any element involved in the management of products and services. managing risks to the confidentiality, integrity, and availability of information. It also
includes other aspects of information security such as authentication (ensuring someone
The key activities of continual improvement practices include:
is who they claim to be) and non-repudiation (ensuring that someone cannot deny that
• encouraging continual improvement across the organization they did something).
• securing time and budget for continual improvement
• identifying and logging improvement opportunities
• assessing and prioritizing improvement opportunities
• making business cases for improvement action
• planning and implementing improvements
• measuring and evaluating improvement results
• coordinating improvement activities across the organization.
Included in the scope of the continual improvement practice is the development of
improvement-related methods and techniques and the propagation of a continual
improvement culture across the organization, in alignment with the organization’s overall
strategy. The commitment to and practice of continual improvement must be embedded

into every fibre of the organization. If it is not, there is a real risk that daily operational
concerns and major project work will eclipse continual improvement efforts.
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The ‘detailed practice’ icon on the slide denotes that this is one of the seven practices
to be covered in detail in another topic. This icon will be used throughout this topic to
highlight the other detailed practices.
Notes Notes
The purpose of the relationship management practice is to establish and nurture the links The purpose of the supplier management practice is to ensure that the organization’s
between the organization and its stakeholders at strategic and tactical levels. It includes suppliers and their performances are managed appropriately to support the seamless
the identification, analysis, monitoring, and continual improvement of relationships with provision of quality products and services. This includes creating closer, more collaborative
and between stakeholders. relationships with key suppliers to uncover and realize new value and reduce the risk of
failure.
The relationship management practice ensures:
The activities that are central to the practice include:
• stakeholders’ needs and drivers are understood, and products and services are
prioritized appropriately • Creating a single point of visibility and control to ensure consistency This should
• stakeholders’ satisfaction is high, and a constructive relationship between the be across all products, services, service components, and procedures provided or
organization and the stakeholders is established and maintained operated by internal and external suppliers, including customers acting as suppliers.
• customers’ priorities for new or changed products and services, in alignment with • Maintaining a supplier strategy, policy, and contract management information
desired business outcomes, are effectively established and articulated • Negotiating and agreeing contracts and arrangements Agreements need to be
• any stakeholders’ complaints and escalations are handled well through a sympathetic aligned with the business needs and service targets. Contracts with external suppliers
(yet formal) process might need to be negotiated or agreed through the legal, procurement, commercial,
• products and services facilitate value creation for the service consumers, as well as or contracts functions of the organization. For an internal supplier, there will need to
for the organization be an internal agreement.
• the organization facilitates value creation for all stakeholders, in line with its strategy • Managing relationships and contracts with internal and external suppliers This
and priorities should be done when planning, designing, building, orchestrating, transitioning, and
• conflicting stakeholder requirements are mediated appropriately. operating products and services, working closely with procurement and performance
management.
• Managing supplier performance Supplier performance should be monitored

to ensure that they meet the terms, conditions, and targets of their contracts and
agreements, while aiming to increase the value for money obtained from suppliers
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and the products/services they provide.
Notes Notes
Service management practices
The purpose of the change enablement practice is to maximize the number of successful The purpose of the incident management practice is to minimize the negative impact of
service and product changes by ensuring that the risks have been properly assessed, incidents by restoring normal service operation as quickly as possible.
authorizing changes to proceed, and managing the change schedule.
Incident management can have an enormous impact on customer and user satisfaction,
The scope of change enablement is defined by each organization. It will typically include and on how customers and users perceive the service provider. Every incident should be
all IT infrastructure, applications, documentation, processes, supplier relationships, and logged and managed to ensure that it is resolved in a time that meets the expectations
anything else that might directly or indirectly impact a product or service. of the customer and user.
This is one of the seven practices to be covered in detail in another session. This is one of the seven practices to be covered in detail in another session.

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Notes Notes
The purpose of the IT asset management practice is to plan and manage the full lifecycle The purpose of the monitoring and event management practice is to systematically
of all IT assets, to help the organization: observe services and service components, and record and report selected changes of
state identified as events. This practice identifies and prioritizes infrastructure, services,
• maximize value
business processes, and information security events. It also establishes the appropriate
• control costs
response to those events, and conditions that indicate potential faults or incidents.
• manage risks
• support decision-making about purchase, reuse, retirement, and disposal of assets The monitoring and event management practice manages events throughout their
• meet regulatory and contractual requirements. lifecycle to prevent, minimize, or eliminate their negative impact on the business.
The scope of IT asset management typically includes all software, hardware, networking,
cloud services, and client devices. In some cases, it may also include non-IT assets such
as buildings or information where these have a financial value and are required to deliver
an IT service.

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Notes Notes
The purpose of the problem management practice is to reduce the likelihood and The purpose of the release management practice is to make new and changed services
impact of incidents, by identifying actual and potential causes of incidents and managing and features available for use. A release may comprise of many different infrastructure
workarounds and known errors. and application components that collaborate to deliver new or changed functionality. It
may also include documentation, training (for users or IT staff), updated processes or
Every service has errors, flaws, or vulnerabilities that may cause incidents. These may
tools, and any other components that are required. Each component of a release may
include errors in any of the four dimensions of service management. Many errors are
be developed by the service provider or procured from a third party and integrated by
identified and resolved before a service goes live. However, some remain unidentified or
the service provider.
unresolved, and may be a risk to live services. In ITIL, these errors are called problems,
and they are addressed by the problem management practice.
This is one of the seven practices to be covered in detail in another session.

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Notes Notes
The purpose of the service configuration management practice is to ensure that accurate The purpose of the service desk practice is to capture demand for incident resolution
and reliable information about the configuration of services, and the CIs that support and service requests. It should also be the entry point and single point of contact for the
them, is available when and where it is needed. This includes information on how CIs are service provider with all its users.
configured and the relationships between them.
The service desks provide a clear path for users to report issues, queries, and requests,
Service configuration management collects and manages information about a wide variety and have them acknowledged, classified, owned, and actioned. How this practice is
of CIs, typically including hardware, software, networks, buildings, people, suppliers, and managed and delivered may vary from a physical team of people on shift work, to a
documentation. Services are also treated as CIs, and configuration management helps distributed mix of people connected virtually, or automated technology and bots. The
the organization to understand how the many CIs that contribute to each service work function and value remain the same, regardless of the model.
together. Typically, a close working relationship exists between service configuration
management and IT asset management.

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Notes Notes
The purpose of the service level management practice is to set clear business-based The purpose of the service request management practice is to support the agreed quality
targets for service levels, and to ensure that delivery of services is properly assessed, of a service by handling all predefined, user-initiated service requests in an effective and
monitored, and managed against these targets. user-friendly manner.
The service level management provides end-to-end visibility of the organization’s services. The fulfilment of service requests may include changes to services or their components,
To achieve this, service level management: usually these are standard changes. Service requests are a normal part of service delivery
and are not a failure or degradation of service, which are handled as incidents.
• establishes a shared view of the services and target service levels with customers
• ensures that the organization meets the defined service levels through the collection, This is one of the seven practices to be covered in detail in another session.
analysis, storage, and reporting of the relevant metrics for the identified services
• performs service reviews to ensure that the current set of services continues to meet
the needs of the organization and its customers
• captures and reports on service issues, including performance against defined
service levels.

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Notes Notes
Technical management practices
The purpose of the deployment management practice is to move new or changed This slide outlines the key learning points that were covered in this topic.
hardware, software, documentation, processes, or any other component to live
environments. It may also be involved in deploying components to other environments
for testing or staging.
Deployment management works closely with release management and change
enablement but is a separate practice. In some organizations, the term ‘provisioning’ is
used to describe the deployment of infrastructure, and deployment is only used to mean
software deployment, but in this case the term deployment is used to mean both.

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Notes Notes
5.2 Overview of eight ITIL practices
This session will provide an overview of the eight practices that are shown on the slide.
These practices require only an awareness of their purpose and definition at foundation
level. Please note: these practices must synergize for optimal success.

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Notes Notes
The necessary security is established by means of policies, processes, behaviours, risk Axle Car Hire’s services use a lot of sensitive data about their customers. It is important
management, and controls, which must maintain a balance between: that this data is kept secure. The following slides outline how Axle keeps their information
secure.
• Prevention Ensuring that security incidents do not occur.
• Detection Rapidly and reliably detecting incidents that cannot be prevented.
• Correction Recovering from incidents after they are detected.
It is also important to achieve a balance between protecting the organization from harm
and allowing it to innovate. Information security controls that are too restrictive may do
more harm than good or may be circumvented by people trying to do work more easily.
Information security controls should consider all aspects of the organization and align
with its risk appetite.
Consider what level of contribution you think information security management has to
the entire service value chain (SVC).
The following example acts as a reminder of the four-dimensional nature of the
ITIL practices: Security practitioners always create layers of security, so that if one
fails, another is waiting. A defensive in-depth approach to security does the job of giving
you time to deal with a serious security attack before it becomes a breach. Consider an
organization that spends hundreds of thousands of dollars on security measures, but
does not invest in training the people. So, there are many security tools in place, which
can all be undone by a single user who falls prey to a phishing attack and hands over

their username and password to an outside person, who then has no need to deal with
any of the hundreds of thousands of dollars’ worth of security measures.
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Notes Notes

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Notes Notes
Heat map figures are included for each of the eight management practices in this topic. Regarding relationship management, there is a need to establish/maintain relationships
The heat maps are inherently subjective and it is important to note that the values may between the organization and its stakeholders. Service providers quite naturally focus
vary between organizations. most of their efforts on their relationships with service consumers (sponsors, customers,
and users).
This heat map shows the contribution of relationship management to the service value
chain, with the practice being involved in all value chain activities: Figure 5.9 shows the contribution of relationship management to the service value chain,
with the practice being involved in all value chain activities:
• Plan Information security must be considered in all improvement value chain activity
and must be built into every practice and service. • Plan Relationship management provides information on the requirements and
• Improve Information security must be considered in all improvement value chain expectations of internal and external customers. It also assists with strategic
activity to ensure that vulnerabilities are not introduced when making improvements. assessment and prioritization across portfolios, as well as evaluating current and
• Engage Information security requirements for new and changed services must be future market spaces, which are essential aspects of planning.
understood and captured. All levels of engagement, from operational to strategic, • Improve Relationship management seeks to harmonize and synergize different
must support information security and encourage the behaviours needed. All organizational relationships with internal and external customers to realize targeted
stakeholders must contribute to information security, including customers, users, benefits through continual improvement.
suppliers, etc. • Engage Relationship management is the practice responsible for engaging with
• Design and transition Information security must be considered throughout this internal and external customers to understand their requirements and priorities.
value chain activity, with effective controls being designed and transitioned into • Design and transition Relationship management plays a key role in coordinating
operation. The design and transition of all services must consider information feedback from internal and external customers as part of design. It also ensures that
security aspects as well as all other utility and warranty requirements. inconvenience and adverse impacts to customers during transition are prevented or
• Obtain/build Information security must be built into all components, based on minimized.
the risk analysis, policies, procedures, and controls defined by information security • Obtain/build Relationship management provides the customer requirements and

management. This applies whether the components are built internally or procured priorities to help select products, services, or service components to be obtained or
from suppliers. built.
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• Deliver and support Detection and correction of information security incidents • Deliver and support Relationship management is responsible for ensuring that
must be an integral part of this value chain activity. a high level of customer satisfaction and a constructive relationship between the
organization and its customers is established and maintained.
Notes Notes
The central activities of the practice are: Organizations should evaluate and select suppliers based on:
• creating a single point of visibility and control to ensure consistency • Importance and impact The value of the service to the business, provided by the
• negotiating and agreeing contracts and arrangements supplier.
• managing relationships and contracts with internal and external suppliers • Risk The risks associated with using the service, as well as any risks associated with
• managing supplier performance. the supplier organization itself.
There are different types of supplier relationships between an organization and its • Costs The cost of the service and its provision.
suppliers that need to be considered as part of the organization’s sourcing strategy. Other important factors in evaluating and selecting suppliers include the willingness
These include: or feasibility of a supplier to customize its offerings or work cooperatively in a multi-
supplier environment; the level of influence of the organization or service integrator on
• insourcing
the supplier’s performance; and the degree of dependence of one supplier on other
• outsourcing
suppliers.
• single source or partnership
• multi-sourcing.

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Notes Notes
Figure 5.13 shows the contribution of supplier management to the service value chain, An IT asset is defined as any financially valuable component that can contribute to the
with the practice being involved in all value chain activities: delivery of an IT product or service. The scope of IT asset management typically includes
all software, hardware, networking, cloud services, and client devices. In some cases,
• Plan Supplier management provides the organization’s approved sourcing strategy
it may also include non-IT assets such as buildings or information where these have a
and plan.
financial value and are required to deliver an IT service.
• Improve This practice identifies opportunities for improvement with existing
suppliers, is involved in the selection of new suppliers, and provides ongoing supplier
performance management.
• Engage Supplier management is responsible for engaging with all suppliers and for
the evaluation and selection of suppliers; for negotiating and agreeing contracts and
agreements; and for ongoing management of supplier relationships.
• Design and transition Supplier management is responsible for defining
requirements for contracts and agreements related to new or changed products or
services, in alignment with the organization’s needs and service targets.
• Obtain/build Supplier management supports the procurement or obtaining of
products, services, and service components from third parties.
• Deliver and support Supplier performance for live services is managed by this
practice to ensure that suppliers meet the terms, conditions, and targets of their
contracts and agreements.
Can you think of any personal examples of supplier management from your own
experience?

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Notes Notes
Figure 5.21 shows the contribution of IT asset management to the service value chain, The definition of a configuration item (CI) is any component that needs to be managed to
with the practice being applied mainly to the design and transition, and obtain/build deliver an IT service. Service configuration management collects and manages information
value chain activities: about a wide variety of CIs, typically including hardware, software, networks, buildings,
people, suppliers, and documentation. Services are also treated as CIs, and configuration
• Plan Most policies and guidance for IT asset management comes from the service
management helps the organization to understand how the many CIs that contribute
financial management practice. Some asset management policies are driven by
to each service collaborate.
governance, and some are driven by other practices, such as information security
management. IT asset management can be considered a strategic practice that helps Some items can be both CIs and IT assets, and some items are specifically just an asset or
the organization to understand and manage cost and value. just a CI. There is no single rule as to how these should be defined. Whether something
• Improve This value chain activity must consider the impact on IT assets, and some is considered to be an IT asset or a CI is not an inherent property of the item. Who makes
improvements will directly involve IT asset management in helping to understand that distinction? Not ITIL, but the customer, making it a somewhat subjective conversation.
and manage costs. A chair is an asset, but isn’t really ever considered to be a CI, whereas a laptop will always
• Engage There may be some demand for IT asset management from stakeholders. be a CI. But what about a server rack? Is it an asset? There might be a tag on it, but there
For example, a user may report a lost or stolen mobile phone, or a customer may will certainly be a listing that we own it. We might think that the rack is just a lockable
require reports on the value of IT assets. storage unit and therefore only an asset. If, however, you have responsibility for what
• Design and transition This value chain activity changes the status of IT assets and goes into the rack, if you have a design document and a configuration of how that rack
so drives most IT asset management activity. is supposed to be, then it is a CI. Neither of these views is wrong, and decisions must be
• Obtain/build IT asset management supports asset procurement to ensure that made over what falls into which category.
assets are traceable from the beginning of their lifecycle.
• Deliver and support IT asset management helps to locate IT assets, trace their
movements, and control their status in the organization.

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Notes Notes
Figure 5.30 shows the contribution of configuration management to the service value An event is any change of state that has significance for the management of a service
chain, with the practice being involved in all value chain activities: or other configuration item (CI). Events are typically recognized through notifications
created by an IT service, CI, or monitoring tool. The monitoring and event management
• Plan Configuration management is used for planning new or changed services.
practice manages events throughout their lifecycle to prevent, minimize, or eliminate
• Improve Configuration management, like every other aspect of service management,
their negative impact on the business.
should be subject to measurement and continual improvement. Since the value of
configuration management typically comes from how it facilitates other practices, The monitoring part of the practice focuses on the systematic observation of services
it is important to understand how these practices use configuration information and the CIs that underpin services to detect conditions of potential significance. The
and then identify how this can be improved. event management part focuses on recording and managing those monitored changes
• Engage Some stakeholders (partners and suppliers, consumers, regulators, and so of state that are defined by the organization as an event, determining their significance,
on) may require and use configuration information, or provide their configuration and identifying and initiating the correct control action to manage them.
information to the organization.
• Design and transition Configuration management documents how assets
collaborate to create a service. This information is used to support many value chain
activities and is updated as part of the transition activity.
• Obtain/build Configuration records may be created during this value chain activity,
describing new or changed services and components. Sometimes, configuration
records are used to create the code or artefact that is being built.
• Deliver and support Information on configuration items is essential to support
service restoration. Configuration information is used to support activities of the
incident management and problem management practices.

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Notes Notes
Figure 5.22 shows the contribution of monitoring and event management to the service Deployment management works closely with release management and change
value chain, with the practice being involved in all value chain activities except plan: enablement but is a separate practice. In some organizations, the term ‘provisioning’ is
used to describe the deployment of infrastructure, and deployment is only used to mean
• Improve The monitoring and event management practice is essential to the close
software deployment, but in this case the term deployment is used to mean both. We
observation of the environment to evaluate and proactively improve its health and
deploy to an environment, whereas we release things into the hands of users. Therefore,
stability.
we deploy all of the elements of the service first, and then we release the service into the
• Engage Monitoring and event management may be the source of internal engagement
hands of the users.
for action.
• Design and transition Monitoring data informs design decisions. Monitoring is In the waterfall method, we deploy everything in one big, heavy lift of deployment and
an essential component of transition; it provides information about the transition then release everything at once. If anything goes wrong, or isn’t quite right, the entire
success in all environments. deployment or release is stopped. Agile breaks these services and provisions down and
• Obtain/build Monitoring and event management supports development allows us to deploy each part whenever it is ready, even if that’s before the other parts.
environments, ensuring their transparency and manageability. Also, we do not have to release all in one shot; we can run a small test with some users,
• Deliver and support The practice guides how the organization manages internal which could even happen in parallel with full releases of other parts, while deployment of
support of identified events, initiating other practices as appropriate. some of the other services is still happening. We would still prefer to keep that window
So how much monitoring is enough? IT professionals love to make the most out of the of time as short as possible, but we have the flexibility to do it in a way that works for
resources they’re given. You might install an open source system to monitor server our resources, without bringing the project to a halt.
processor, memory utilization, routers and so on. If you have not created a threshold
for when you want notifications, you might get over 600 emails from your system
warning you about things which are actually not a problem for your system. If you do
not fix that threshold issue, your analysts will very soon create inbox rules to put the

notifications in a separate inbox to see later, and they will never be looked at. Later, a
server might fail, and you might miss it because the signal was lost in the noise of 600
to 800 notifications a day. In fact, you might have missed all the warning signs during
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the build-up to the failure for the same way. Your monitoring solution needs to warn you
about things which actually matter, rather than about every possible thing. You need to
identify how much monitoring will generate the amount of value that you need.
Notes Notes
There are several distinct approaches that can be used for deployment. Many As Axle Car Hire releases new functionality for their booking app, they need to consider
organizations use a combination of these approaches, depending on their specific how they deploy these changes. The following slides outline how they go about this.
services and requirements as well as the release sizes, types, and impact:
• Phased deployment The new or changed components are deployed to a section
of the production environment at any time, for example to users in one office or
one country. This operation is repeated as many times as needed until the deployment
is complete.
• Continuous delivery Components are integrated, tested, and deployed when they
are needed, providing frequent opportunities for customer feedback loops.
• Big bang deployment New or changed components are deployed to all targets at
the same time. This approach is sometimes needed when dependencies prevent
the simultaneous use of both the old and new components. For example, there
could be a database schema change that is not compatible with previous versions of
some components.
• Pull deployment New or changed software is made available in a controlled
repository, and users download the software to client devices when they choose.
This allows users to control the timing of updates and can be integrated with service
request management to enable users to request software only when it is needed.

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Notes Notes
Figure 5.37 shows the contribution of deployment management to the service value
chain, with the practice applied mainly to the design and transition, and obtain/build
value chain activities, but also to the improve activity:
• Improve Some improvements may require components to be deployed before they
can be delivered, and these should be planned and managed in the same way as any
other deployment.
• Design and transition Deployment management moves new and changed
components to live environments, so it is a vital element of this value chain activity.
• Obtain/build Changes can be deployed incrementally as part of this value chain
activity. This is especially common in DevOps environments using a complete
automated toolchain for continuous integration, delivery, and deployment.

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Notes Notes
The definition of a release is a version of a service or other CI, or a collection of CIs, which
is made available for use. A release may comprise of many different infrastructure and
application components that collaborate to deliver new or changed functionality. It may
also include documentation, training (for users or IT staff), updated processes or tools,
and any other components that are required.

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As Axle Car Hire introduces new updates to their booking app, they need to ensure that
these releases are properly managed. The following slides outline how they go about
this.
Notes Notes
Figure 5.27 shows the contribution of release management to the service value chain, This slide outlines the key learning points that were covered in this topic.
• Plan Policies, guidance, and timelines for releases are driven by the organizational
strategy and service portfolio. The size, scope, and content of each release should be
planned and managed.
• Improve New or changed releases may be required to deliver improvements, and
these should be planned and managed in the same way as any other release.
• Engage The content and cadence of releases must be designed to match the needs
and expectations of customers and users.
• Design and transition Release management ensures that new or changed services
are made available to customers in a controlled way.
• Obtain/build Changes to components are normally included in a release and
delivered in a controlled way.
• Deliver and support Releases may impact on delivery and support. Training,
documentation, release notes, known errors, user guides, support scripts, and so on
are provided by this practice to facilitate service restoration.

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Notes Notes
5.3 Key management practices – Part 1
See if you can recall the purpose of the incident management practice by filling in the
blank words.

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Notes Notes
The purpose of the incident management practice is to minimize the negative impact of An incident is an unplanned interruption to a service or a reduction in the quality of a
incidents by restoring normal service operation as quickly as possible. service.
Incident management can have an enormous impact on customer and user satisfaction, Organizations should design their incident management practice to provide appropriate
and on how customers and users perceive the service provider. Every incident should be management and resource allocation to different types of incident. Incidents with a
logged and managed to ensure that it is resolved in a time that meets the expectations low impact must be managed efficiently to ensure that they do not consume too many
of the customer and user. Target resolution times are agreed, documented, and resources. Incidents with a larger impact may require more resources and more complex
communicated to ensure that expectations are realistic. Incidents are prioritized based management. There are usually separate processes for managing major incidents, and
on an agreed classification to ensure that incidents with the highest business impact are for managing information security incidents.
resolved first.

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Notes Notes
The incident management tool and process must be tailored for different types of Incident management tools should provide:
incidents, as, for example a major incident must have a different urgency and handling
• information about incidents
process from a printer jam. When it comes to prioritization, it is vital to have clear,
• incident records.
agreed, and data-driven prioritization algorithms. Your ITSM tool should allow you to
Tools should also provide links to related:
‘walk the chain’ among related CIs, changes, problems, known errors and knowledge
articles. It should also provide automated incident matching capabilities. Take a moment • CIs
to consider your tools and processes. Do you see this advice at work within them? • changes
• problems
• known errors.
Modern tools can also:
• provide automated matching of incidents
• provide intelligent analysis of incident data
• generate recommendations to help with future incidents.
We have traditionally needed wisdom in order to identify trends in incident management.
Now, AI systems will suggest when you are looking at an incident, that there could be
closed incidents that seem to have similar features. Great people can extend the practice
and spot trends, and increasingly, so can automated tools.

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Notes Notes
It is important that people working on an incident provide good quality updates in a There are many different types of incidents. Incidents may be diagnosed and resolved by
timely fashion. As shown in the figure, these updates should include: people in many different groups, depending on the complexity of the issue or the incident
type. All of these groups need to understand the incident management process, and
• information about symptoms
how their contribution to this helps to manage the value, outcomes, costs, and risks of
• business impact
the services provided:
• CIs affected
• actions completed • Some incidents will be resolved by the users themselves, using self-help. Use of specific
• actions planned. self-help records should be captured for use in measurement and improvement
Each of these should have a timestamp and information about the people involved activities (this is also referred to as ‘tier 0’).
so that the people involved or interested can be kept informed. There may also be a • Some incidents will be resolved by the service desk (tier 1). Incident resolution to tier
need for good collaboration tools so that people working on an incident can collaborate 0 or tier 1 is also known as the ‘shift left’ approach.
effectively. • More complex incidents will usually be escalated to a support team for resolution.
Typically, the routing is based on the incident category, which should help to identify
the correct team.
• Incidents can be escalated to suppliers or partners, who offer support for their
products and services.
• The most complex incidents, and all major incidents, often require a temporary team
to collaborate to identify the resolution. This team may include representatives of
many stakeholders, including the service provider, suppliers, users, and so on.
• In some extreme cases, disaster recovery plans may be invoked to resolve an incident.
Disaster recovery is described in the service continuity management practice.

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Notes Notes
Effective incident management often requires a high level of collaboration within and ‘Swarming’ is an incident management technique where many stakeholders working
between teams. These teams may include: together on an incident initially until it becomes clear which is best placed to continue,
and which can move on to other tasks. Another related technique is Incident Command
• service desk
System for IT, which allows self-similar, self-organizing teams to scale up and down
• technical support
quickly, as in firefighters fighting wildfires; both techniques are most often applied in
• application support
major incident handling situations.
• vendors.
Collaboration can facilitate information sharing and learning, as well as helping to solve
the incident more efficiently and effectively.

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Notes Notes
Third-party products and services that are used as components of a service require Figure 5.20 shows the contribution of incident management to the service value chain,
support agreements, which align the obligations of the supplier with the commitments with the practice being applied mainly to the engage, and deliver and support value chain
made by the service provider to customers. activities. Except for plan, other activities may use information about incidents to help
set priorities:
Incident management may require frequent interaction with these suppliers, and routine
management of this aspect of supplier contracts is often part of the incident management • Plan Incident records are a key input to planning activities at a tactical and operational
practice. A supplier can also act as a service desk, logging and managing all incidents and level.
escalating them to subject matter experts or other parties as required. • Improve Incident records are a key input to improvement activities and are prioritized
both in terms of incident frequency and severity.
• Engage Incidents are visible to users, and significant incidents are also visible
to customers. Good incident management requires regular communication to
understand the issues, set expectations, provide status updates, and agree that the
issue has been resolved, so the incident can be closed.
• Design and transition Incidents may occur in test environments, as well as during
service release and deployment. The practice ensures these incidents are resolved
in a timely and controlled manner.
• Obtain/build Incidents may occur in development environments. Incident
management practice ensures these incidents are resolved in a timely and controlled
manner.
• Deliver and support Incident management makes a significant contribution to
support. This value chain activity includes resolving incidents and problems.

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Notes Notes
Axle Car Hire faces many potential IT and non-IT incidents. It is important that these are
handled correctly. The following slides outline how they go about this.

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Notes Notes
The purpose of the service request management practice is to support the agreed quality
of a service by handling all predefined, user-initiated service requests in an effective and
user-friendly manner.

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See if you can recall the purpose of the service request management practice by filling
in the blank words.
Notes Notes
The definition of a service request is a request from a user or a user’s authorized The fulfilment of service requests may include changes to services or their components;
representative that initiates a service action which has been agreed as a normal part of usually these are standard changes. Service requests are a normal part of service
service delivery. delivery and are not a failure or degradation of service, which are handled as incidents.
Since service requests are predefined and pre-agreed as a normal part of service delivery,
Can you think of any examples of request types based on your knowledge and experience?
they can usually be formalized, with a clear, standard procedure for initiation, approval,
Each service request may include one or more of the following: fulfilment, and management.
• a request for a service delivery action (for example, providing a report or replacing a Some service requests have very simple, or even potentially automated, workflows, such
toner cartridge) as a request for information. Others, such as the set-up of a new employee, may be quite
• a request for information (for example, how to create a document or what the hours complex and require contributions from many teams and systems for fulfilment.
of the office are)
Guidelines include:
• a request for provision of a resource or service (for example, providing a phone or
laptop to a user, or providing a virtual server for a development team) • Steps should be well-known and proven, agree times for fulfilment, and provide clear
• a request for access to a resource or service (for example, providing access to a file communication of the status.
or folder) • Service requests and their fulfilment should be standardized and automated to the
• feedback, compliments, and complaints (for example, complaints about a new greatest degree possible.
interface or compliments to a support team). • Policies should be established regarding what service requests will be fulfilled with
limited or even no additional approvals so that fulfilment can be streamlined.
• The expectations of users regarding fulfilment times should be clearly set, based on
what the organization can realistically deliver.
• Opportunities for improvement should be identified and implemented to produce
faster fulfilment times and benefit from automation.

• Policies and workflows should be included for the documenting and redirecting of
any requests that are submitted as service requests, but which should be managed
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as incidents or changes.
Notes Notes
Here we see some discussion of the nature of service request management processes and Figure 5.35 shows the contribution of service request management to the service value
procedures and some advice on how to set them up for success. Note the advice in the chain, with the practice being involved in all service value chain activities except the plan
lower right-hand corner box: for often-repeated requests, it is vital to ‘shift-left’ towards activity:
self-service on the front end, and automation on the back end to ensure uniformity and
• Improve Service request management can provide a channel for improvement
efficiency of request processing and a good customer and user experience.
initiatives, compliments, and complaints from users. It also contributes to
improvement by providing trend, quality, and feedback information about fulfilment
of requests.
• Engage Service request management includes regular communication to collect
user-specific requirements, set expectations, and to provide status updates.
• Design and transition Standard service components may be transitioned to the live
environment through service request fulfilment.
• Obtain/build Obtaining pre-approved service components may be fulfilled through
service requests.
• Deliver and support Service request management makes a significant contribution
to normal service delivery. This activity of the value chain is mostly concerned with
ensuring users continue to be productive, and sometimes depends heavily on
fulfilment of their requests.

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Notes Notes
Some service requests can be completely fulfilled by automation from submission to The purpose of the service desk practice is to capture demand for incident resolution
closure, allowing for a complete self-service experience. Examples include client software and service requests. It should also be the entry point and single point of contact for the
installation or provision of virtual servers. service provider with all of its users. Service desk may also be referred to as the help
desk, tech support, or just IT support in some organizations. The service desk provides
much more than just help to users: In fact, it provides service, which is why this shift in
language has taken place. How this practice is managed and delivered may vary from a
physical team of people on shift work to a distributed mix of people connected virtually,
or automated technology and bots. The function and value remain the same, regardless
of the model. Many IT careers start in service desk, so the analysts may be relatively
inexperienced. We could make the mistake, as a result, of underestimating their
importance. In reality, they are the face of the IT service provider and the people the
users talk to, and if they cannot perform well, then all the energy we put in behind the
scenes can still produce a disastrous customer experience. If users see the service desk
as lacking skills, or unhelpful, they will attempt to circumvent them altogether.

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See if you can recall the purpose of the service desk practice by filling in the blank words.
Notes Notes
With the increased automation and the gradual removal of technical debt, the focus of Consider what the key aspects of a good service desk are, and what services a good
the service desk is to provide support for people and business rather than simply resolve service desk should deliver.
technical issues. Part of this role is to capture and redirect issues that are out of scope
for them. They need to be a one-stop shop so that users feel comfortable approaching
them for whatever they need, from a very complex query to a request for a smartphone.
To create a good customer experience, they need good processes to deal with issues that
are not theirs. For instance, if the service desk gets a call to say that a toilet on the
third floor is out of paper, they could simply tell the caller to call building maintenance.
Alternatively, they could offer to contact business maintenance for them, get the issue
dealt with, and find out whether they would like feedback. In being prepared to do this,
the service desk greatly increases the chances of being seen as helpful, and therefore
will receive all of the requests which are in scope for them, and would otherwise be lost.

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Notes Notes
Service desks are increasingly being used to have various matters arranged, explained, Service desks provide a variety of channels for access. These include:
and coordinated, rather than just to get broken technology fixed. The service desk has
• Phone calls, which can include specialized technology, such as interactive voice
become a vital part of any service operation.
response (IVR), conference calls, voice recognition, and others.
They also have a major influence on the user experience and how the service provider • Service portals and mobile applications, supported by service and request catalogues,
is perceived by the users. Another key aspect of a good service desk is its practical and knowledge bases.
understanding of the wider organization, the business processes, and the users. Service • Chat, through live chat and chatbots.
desks add value by understanding and acting on the business actions. The service desk • Email for logging and updating, and for follow-up surveys and confirmations.
should provide an empathetic and informed link between the service provider and its Unstructured emails can be difficult to process, but emerging technologies based on
users. AI and machine learning are starting to address this.
• Walk-in service desks are becoming more prevalent in some sectors, for example
higher education, where there are high peaks of activity that demand physical
presence.
• Text and social media messaging, which are useful for notifications in case of major
incidents and for contacting specific stakeholder groups, but can also be used to
allow users to request support.
• Public and corporate social media and discussion forums for contacting the service
provider and for peer-to-peer support.

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Notes Notes
Some service desks have a limited support window where service cover is available (for Key skills for service desk staff include:
example, 08.00 to 20.00, Monday to Friday). Staff are therefore expected to work in
• excellent customer service skills
shift patterns to provide consistent support levels. In some cases, the service desk is a
• empathy
tangible team, working in a single location. A centralized service desk requires supporting
• incident analysis and prioritization
technologies, such as:
• effective communication
• intelligent telephony systems, incorporating computer-telephony integration, IVR, • emotional intelligence.
and automatic call distribution
• workflow systems for routing and escalation
• workforce management and resource planning systems
• a knowledge base
• call recording and quality control
• remote access tools
• dashboard and monitoring tools
• configuration management systems.
In other cases, a virtual service desk allows agents to work from many locations. A virtual
service desk requires more sophisticated supporting technology, involving more complex
routing and escalation; these solutions are often cloud-based.

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Notes Notes
Figure 5.33 shows the contribution of the service desk to the service value chain, with the This slide outlines the key learning points that were covered in this topic.
practice being involved in all value chain activities except plan:
• Improve Service desk activities are constantly monitored and evaluated to support
continual improvement, alignment, and value creation. Feedback from users is
collected by the service desk to support continual improvement.
• Engage The service desk is the main channel for tactical and operational engagement
with users.
• Design and transition The service desk provides a channel for communicating
with users about new and changed services. Service desk staff participate in release
planning, testing, and early life support.
• Obtain/build Service desk staff can be involved in acquiring service components
used to fulfil service requests and resolve incidents.
• Deliver and support The service desk is the coordination point for managing
incidents and service requests.

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Notes Notes
The purpose of the problem management practice is to reduce the likelihood and
impact of incidents by identifying actual and potential causes of incidents and managing
workarounds and known errors. Remember that incidents may point to problems, or
not. An incident might be an isolated issue that can be solved acceptably with a quick fix
or workaround, or it might point to a more enduring, pervasive, or systemic issue that
requires a deeper root cause analysis. Not every incident indicates a problem or requires
a root cause analysis (RCA).

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Notes Notes
A problem is a cause, or potential cause, of one or more incidents. A known error is a Every service has errors, flaws, or vulnerabilities that could cause incidents. They may
problem that has been analysed but has not been resolved. include errors in any of the four dimensions of service management. Many errors are
identified and resolved before a service goes live. However, some remain unidentified or
There are three ways that an incident could indicate a problem, and the need for a root
unresolved, and may be a risk to live services. In ITIL, these errors are called problems
cause analysis. As an IT professional or service provider, you may notice that something
and they are addressed by the problem management practice. Problem management
appears to be significantly wrong and requires a deep dive investigation. The second is
involves three distinct phases.
that your customer could recognize the same thing and let you know. These could be
major incidents, which have had a significant impact on customers, have caused sufficient These phases are problem identification, problem control, and error control. We will look
concern for the service provider to want to make that deep dive, or require a root cause at each phase in turn in the following slides.
analysis due to their level of severity.
Both of these ways are human oriented and require human wisdom.
Thirdly, a tool can help you out. For instance, imagine that your service desk has 100
analysts. Each of them sees an incident today, and to each of them, their incident doesn’t
seem like a big deal, because it was just one. If, however, you could look at all their 100
incidents, you might find that actually you had 100 incidents with common factors – a
very different interpretation than each analyst had individually. Root cause analyses and
the opening of a problem usually happen as a result of recurring incidents or major
incidents. The major ones cause such an impact that everyone wants them fixed. The
recurring ones might be solvable with a workaround, but if we had 100 incidents today,
and we might have 100 incidents tomorrow, it is probably cheaper to dive deep and raise

a problem record.
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Notes Notes
Problem identification activities identify and log problems. These include: Activities include:
• performing trend analysis on incident records • problem analysis
• detection of duplicate and recurring issues by users, service desk, and technical • documenting workarounds
support staff • known errors.
• during major incident management, identifying a risk that an incident could recur Problems are prioritized for analysis, based on the risk that they pose and are managed
• analysing information received from suppliers and partners as risks, based on their potential impact and probability. Incidents typically have many
• analysing information received from internal software developers, test teams, and interrelated causes, and the relationships between them can be complex. Problem
project teams. control should consider all contributory causes, including causes that contributed to the
duration and impact of incidents, as well as those that led to the incidents happening. It
is important to analyse problems from the perspective of all four dimensions of service
management.
When a problem cannot be resolved quickly, it is often useful to find and document a
workaround for future incidents, based on an understanding of the problem. Workarounds
are documented in problem records. This can be done at any stage; it does not need to
wait for analysis to be completed. If a workaround has been documented early in problem
control, then this should be reviewed and improved after problem analysis has been
completed. Error control regularly reassesses the status of known errors that have not
been resolved, including overall impact on customers, availability and cost of permanent
resolutions, and effectiveness of workarounds. The effectiveness of workarounds should
be evaluated each time a workaround is used, as the workaround may be improved

based on the assessment.
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Notes Notes
The definition of workaround is a solution that reduces or eliminates the impact of an For other problems, a way to fix the error should be found. This is a part of error control.
incident or problem for which a full resolution is not yet available. Some workarounds Error control activities include:
reduce the likelihood of incidents.
• manage known errors, which are problems where initial analysis has been completed
An effective incident workaround can become a permanent way of dealing with some • identify potential permanent solutions
problems when resolving the problem is not viable or cost effective. In this case, the • regularly reassess the status of known errors
problem remains in the known error status, and the documented workaround is applied • assess the impact on customers
should related incidents occur. Every documented workaround should include a clear • identify the availability and cost of permanent resolutions.
definition of the symptoms to which it applies. In some cases, workaround application
can be automated. Some of these root causes, we cannot fix. Maybe it’s an issue with
a commercial off-the-shelf product, and we can only work around it. Sometimes it might
be with our own code, and we need to weigh up the cost of a permanent fix, with the
cost of not fixing it. If it’s not feasible or cost justifiable to fix it, then a workaround may
still be the best solution.

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Notes Notes
Problem management activities are very closely related to incident management. The Problem management activities interface with other practices such as:
practices need to be designed to collaborate within the value chain. Activities from
• risk management
these two practices may complement each other (for example, identifying the causes of
• change enablement
an incident is a problem management activity that might lead to incident resolution), but
• knowledge management
they may also conflict (for example, investigating the cause of an incident might delay
• continual improvement.
actions needed to restore service).
Problem management activities can be organized as a specific case of risk management.
They aim to identify, assess, and control risks in any of the four dimensions of service
management. It is useful to adopt risk management tools and techniques for problem
management.
Implementation of problem resolution is often outside the scope of problem management.
Problem management typically initiates resolution via change enablement and
participates in the postimplementation review. However, approving and implementing
changes is out of scope for the problem management practice.
Output from the problem management practice includes information and documentation
concerning workarounds and known errors. In addition, problem management may
utilize information in a knowledge management system to investigate, diagnose, and
resolve problems.
Problem management activities can identify improvement opportunities in all four
dimensions of service management. Solutions can, in some cases, be treated as

improvement opportunities, so they are included in a continual improvement register
(CIR), and continual improvement techniques are used to prioritize and manage
them, sometimes as part of a product backlog.
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Notes Notes
Axle Car Hire needs to be ready to handle any problems that arise with their services. The
following slides outlines how they deal with problems.

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Notes Notes
Figure 5.24 shows the contribution of problem management to the service value chain,
with the practice being applied mainly to the improve and deliver and support value
chain activities:
• Improve This is the main focus area for problem management. Effective problem
management provides the understanding needed to reduce the number of incidents
and the impact of incidents that cannot be prevented.
• Engage Problems that have a significant impact on services will be visible to
customers and users. In some cases, customers may wish to be involved in
problem prioritization, and the status and plans for managing problems should be
communicated. Workarounds are often presented to users via a service portal.
• Design and transition Problem management provides information that helps to
improve testing and knowledge transfer.
• Obtain/build Product defects may be identified by problem management; these are
then managed as part of this value chain activity.
• Deliver and support Problem management makes a significant contribution by
preventing incident repetition and supporting timely incident resolution.

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Notes Notes
The purpose of the continual improvement practice is to align the organization’s The continual improvement process can be applied to any situation.
practices and services with changing business needs through the ongoing improvement
of products, services, and practices, or any element involved in the management of
Included in the scope of the continual improvement practice is the development of
improvement-related methods and techniques and promoting continual improvement
culture across the organization, in line with the organization’s overall strategy.
The commitment to and practice of continual improvement must be embedded into
every fiber of the organization. If it is not, there is a real risk that daily operational concerns
and major project work will eclipse continual improvement efforts.

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Notes Notes
Continual improvement is featured in the SVS strategically, is a tactical SVC activity, and it The continual improvement model is a structured approach to making improvements
is a practice to be used daily or operationally. To maximize the effectiveness of services, you can use to increase the chance of your initiative’s success, as it puts the focus on
each person who contributes to the provision of a service should keep continual customer value, and ensures improvement efforts can be linked back to what came
improvement in mind and should always be looking for opportunities to improve. before. Use it as a workflow, and a high-level reminder to ensure improvements are
The continual improvement model applies to the SVS in its entirety, as well as to all the properly managed, linked to goals and priorities, and producing sustainable results. .
organization’s products, services, service components, and relationships.
The ITIL continual improvement model can be used as a high-level guide to support
improvement initiatives. Use of the model increases the likelihood that ITSM initiatives
will be successful, puts a strong focus on customer value, and ensures that improvement
efforts can be linked back to the organization’s vision. The model supports an iterative
approach to improvement, dividing work into manageable pieces with separate goals
that can be achieved incrementally.

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Step 1 is ‘what is the vision?’ What improvement do you envision, and how does it support
the organization’s vision, strategies and objectives? This step focuses on articulating how
the initiative supports the organization’s vision and objectives and creating a high-level
vision for the improvement. If you skip this step, improvements might only be optimized
for people or teams involved and not for the whole organization, or focus on non-value-
adding activities.
Notes Notes
Step 2 is ‘where are we now?’ Improvement is a journey from the current state (Point Critical success factors or CSFs are things without which something does not exist. To
A) to a future state (Point B); this step clearly defines what the current state looks grown an oak tree, for example, CSFs include an acorn, sunlight, water, and soil. Key
like by assessing, for example, services, users’ perception of value received, people’s performance indicators or KPIs are metrics that fall under each CSF, for example,
competencies and skills, culture, processes and procedures, and capabilities of available how much sunlight and water? What must the PH of the soil be? Identify CSF for your
technology solutions. If you skip this step, it will be hard to show progress, as you’ll have initiatives to know what you must have to succeed, and KPIs under each to understand
no baseline to compare to. what success will look like.

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Step 3 is ‘where do we want to be?’ Here you outline ‘Point B’, the target state, by Step 4 is ‘how do we get there?’ where you agree a specific route from point A to point B
specifying objectives following the SMART principle, making them Specific, Measurable, and create a plan to do so. The plan may be a straightforward and direct, or it may be more
Achievable, Relevant, and Timebound, and determine critical success factors (CSFs) and involved. You may have to design experiments to test which options are best. You may find
key performance indicators (KPIs). If you skip this step, the target state will be unclear, it most effective to work iteratively. If so, with each iteration, check progress, re-evaluate the
and it will be hard to explain to stakeholders what they may gain from the initiative, approach, and change direction if appropriate. If you skip this step, you are likely to flounder
resulting in low support for or even resistance to your initiative. and fail to achieve objectives, making it harder to get support for future improvements.
Notes Notes
Step 5 is to ‘take action’ to implement the plan. Remain focused on the objective and open Step 7 is ‘how do we keep the momentum going?’, where we work to market successes and
to change in how you reach it, rather than rigidly adhering to the plan. Maintain focus reinforce new methods, to ensure progress made is not lost and that support exists for
on measuring progress towards the vision, managing risks, and ensuring visibility and future initiatives. Use the organizational change and knowledge management practices
awareness of the initiative. Draw on ITIL practices, for example, organizational change to embed the improvements and changed behaviors in the organization so that they are
management, measurement and reporting, risk management to succeed here. When not at risk of reversion. If you did not achieve expected results, tell stakeholders why and
the step is done, if you succeed you will be at the journey’s end, in the new current state. communicate lessons learned. If you skip this step, progress made will be lost over time
and it may be difficult to get support for future initiatives.

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Step 6 is ‘did we get there?’, where you validate success and check and confirm progress
(against original objectives) and the continued relevance of the intended value of the
initiative. If you haven’t achieved the desired result, you might select additional actions,
resulting in a new iteration. If you skip this step, it will be hard to know if you have achieved
desired or promised outcomes, and you would lose any lessons from this iteration that
would support course corrections.
Notes Notes
Axle Car Hire is always looking for ways to continually improve its services. There are many methods, models, and techniques that can be employed for making
improvements. It is not a requirement for an organization to specifically use the ITIL
4 continual improvement model. Different types of improvement may call for different
improvement methods. For example, some improvements may be best organized into a
multiphase project, while others may be more appropriate as a single quick effort.
Although there are numerous methods or techniques that exist (many of which are
contained in other sources of service management thought leadership such as Lean,
Agile and DevOps) there is also no requirement for an organization to apply all of them.
The Lean theory of constraint helps us see where we need to focus; we focus our
resource on the thing which is constraining us first. If we run a cart repair shop, and a
cart comes in making a squealing sound, we want to make it work better. If we have a
small amount of grease, we would traditionally apply it to the wheel which is making the
loudest noise (the squeaky wheel gets the grease), but in fact, we should identify which
wheel is holding the cart back the most, and grease that one, even if that leaves the
squeakiest one still squeaking. ITIL 4 is very agnostic when it comes to frameworks, so
borrowing ideas from Lean is fine; we do not reinvent the wheel (squeaky or otherwise)
if a framework already exists to do what we need.
Ultimately, an organization should only implement continual improvement methods and
techniques that are most compatible with their own needs, ways of working and types of
improvement to be undertaken.

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Notes Notes
Use the ITIL SVS continual improvement model shown to develop a health goal and plan. To track and manage improvement ideas from identification through to final action,
organizations use a database or structured document called a continual improvement
register (CIR). There can be more than one CIR in an organization, as multiple CIRs can
be maintained on individual, team, departmental, business unit, and organizational levels.
Some organizations maintain a single master CIR but divide how it is used and by who at
a more granular level. Improvement ideas can also initially be captured in other places
and via other practices, such as during project execution or software development
activities. In this case, it is important to document for attention the improvement ideas
that arise as part of ongoing continual improvement.

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Notes Notes
The highest levels of the organization need to take responsibility for embedding continual
improvement into the way that people think and work. Without their leadership and
visible commitment to continual improvement, attitudes, behaviour, and culture will
not evolve to a point where improvements are considered in everything that is done, at
all levels.
However, training and other enablement assistance should be provided to staff members
to help them feel prepared to contribute to continual improvement. Most people would
say that it is everyone’s responsibility to continually improve and contribute in some way.
However, there should at least be a small team dedicated full time to leading continual
improvement efforts and advocating the practice across the organization.

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Notes Notes
Figure 5.2 shows the contribution of continual improvement to the service value chain, This slide outlines the key learning points that were covered in this topic.
• Plan The continual improvement practice is applied to planning activities, methods,
and techniques to ensure that they are relevant to the organization’s current
objectives and context.
• Improve The continual improvement practice is key to this value chain activity.
It structures resources and activities, enabling improvement at all levels of the
organization and the SVS.
• Engage, design and transition, obtain/build, and deliver and support Each of
these value chain activities is subject to continual improvement, and the continual
improvement practice is applied to all of them.

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

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This slide outlines the key learning points that will be covered in this topic. A service level is defined as one or more metrics that define expected or achieved service
quality.
Notes Notes
Service level management provides the end-to-end visibility of the organization’s services. The skills and competencies for service level management include:
To achieve this, service level management:
• relationship management
• establishes a shared view of the services and target service levels with customers • business liaison
• ensures that the organization meets the defined service levels through the collection, • business analysis
analysis, storage, and reporting of the relevant metrics for the identified services • commercial/supplier management
• performs service reviews to ensure that the current set of services continues to meet • pragmatic focus.
the needs of the organization and its customers
• captures and reports on service issues, including performance against defined
service levels.
The practice requires a holistic focus on the whole service and not simply its constituent
parts; for example, simple individual metrics (such as percentage system availability)
should not be taken to represent the whole service.

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Notes Notes
A service level agreement is a documented agreement between a service provider and Here we see the definition of ‘service level agreements (or SLAs) up top, and four key
a customer that identifies both the services required and the expected level of service. requirements for successful SLAs at the bottom. SLAs have long been used to measure
Service level agreements (SLAs) have long been used as a tool to measure the performance the performance of services from the customer’s point of view, and it is vital that they
of services from the customer’s point of view, and it is important that they are agreed in are agreed in the wider business context. Using SLAs presents many challenges, as often
the wider business context. they do not fully reflect the wider service performance and the user experience. It is
important to remember that SLAs are a means to an end, and that end is setting good
Using SLAs may present many challenges; often, they do not fully reflect the wider service
expectations and garnering good perceptions from customers and users. SLA documents
performance and the user experience. SLAs can only be created through customer
and practices that have become a routine formality and that do not deliver on the needs
collaboration, or you are simply imposing them. This means you are defining success,
of the customer should be rethought and adjusted to do so.
and you might be doing it in a completely different way to your customer. You could
be fulfilling your SLAs at all times and constantly disappointing your customer. These
are ‘watermelon SLAs’; they show up as green on your SLA chart, but if the customer is
actually unhappy with what you are delivering, then they are red on the inside.
If your customers show up to SLA meetings and do not talk, you can ask them two really
good questions. ‘Tell me about your worst day ever,’ and ‘tell me about your best day
ever.’ As they describe what can go wrong for them, and what it’s like when things go well,
you can start to understand and probe into how your services can contribute to providing
those good days, and avoiding the bad ones, and set SLAs accordingly.

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Notes Notes
Here we see a definition of the watermelon SLA effect. For example, system availability Service level management involves collating and analysing information from a number of
may have met a 99.6% commitment, with an acceptable unavailability of just 0.4%. sources. Let us look at customer engagement. When establishing and defining SLAs with
However, that 0.4% occurrence could happen just when a key process is in play (e.g. customers, this will involve initial ‘active’ listening, discovery, and information capture on
when a key commercial transaction is in process, an operating theatre is in use, or when which to base metrics, measurement, and ongoing progress discussions. Active listening
point-of-sale terminals are in use). In this scenario customer/user satisfaction will be low, is employed in service level management to understand as well as simply hear what is
even though the SLA has been met. This is the watermelon effect, where the provider being said. Active listening is also required for optimal success in the example described
thinks they are doing a great job (reports are green on the outside, like a watermelon’s on the previous slide.
skin), but customers are frustrated with the service (that is the red on the inside). To avoid
this, metrics and measures that are a true reflection of the customer’s actual experience
and satisfaction level with the entire service must be identified and used; the only way to
learn what they are is directly from customers.

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Notes Notes
Another key contributing factor towards service level agreement is customer feedback. In this case there are two types of metrics we are looking at:
This is ideally gathered from several sources, both formal and informal, including:
• Operational metrics These are the low-level indicators of various operational
• Surveys These can be from immediate feedback such as follow-up questions to activities. They might include system availability, incident response and fix times,
incidents or from more reflective periodic surveys that gauge feedback on the overall change and request processing times, and system response times.
service experience. Both are event-based. • Business metrics These can be any business activity that is deemed useful
• Key business-related measures These are measures agreed between the service or valuable by the customer and used as a means of gauging the success of the
provider and its customer, based on what the customer values as important. This service. These can vary from some simple transactional binary measures such as
could be a bundle of SLA metrics or a very specific business activity, such as a ATM or POS terminal availability during business hours (09.00–17.00 daily) or
sales transaction, project completion, or operational function, for example getting successful completion of business activities such as passenger check-in.
an ambulance to the site of an accident within x minutes. When this feedback is gathered and collated for ongoing review, it can be used as
input to design suitable measurement and reporting models and practices. SLAs must
be understandable to all involved parties, which means that they must be written to
be customer-friendly. Therefore, service-based or business-based metrics are more
relevant for inclusion in SLAs. Operational metrics are most often used by IT service
providers to manage conditions that support the success as defined by service-based or
business-based metrics.

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Notes Notes
Figure 5.34 shows the contribution of service level management to the service value Axle Car Hire regularly gathers feedback from its customers to ensure its service level
chain, with the practice being applied mainly to the plan and engage activities: agreements are being met. The following slides outline how they go about gathering
feedback.
• Plan Service level management supports planning of the product and service
portfolio and service offerings with information about the actual service performance
and trends.
• Improve Service feedback from users, as well as requirements from customers, can
be a driving force for service improvement.
• Engage Service level management ensures ongoing engagement with customers
and users through feedback processing and continual service review.
• Design and transition The design and development of new and changed services
receives input from this practice, both through interaction with customers and as
part of the feedback loop in transition.
• Obtain/build Service level management provides objectives for components and
service performance, as well as for measurement and reporting capabilities of the
• Deliver and support Service level management communicates service performance
objectives to the operations and support teams and collects their feedback as an
input for service improvement.

Module 5
Module 5
Notes Notes
The purpose of the change enablement practice is to maximize the number of successful
service and product changes by ensuring that risks have been properly assessed,
authorizing changes to proceed, and managing the change schedule. Mostly, people
would prefer not to change. Change often feels like it’s being imposed on people, who
will see it as complicating their lives and making their jobs harder, adding constraints and
rules. A study from some time ago identified that 80% of the incidents that organizations
in the study experienced were a result of unauthorized change. This tells us that change
enablement can have a huge positive impact.

Module 5
Module 5
Notes Notes
Change control must balance the need to make beneficial changes that will deliver What is in scope for the change enablement practice? For example, if you want to re-index
additional value with the need to protect customers and users from the adverse effect a database, is that a change that requires a Request for Change (RFC) and to go through
of changes. All changes should be assessed by people who are able to understand the the change process, or is that just ‘maintenance’? Notice that the suggested scope includes
risks and the expected benefits; the changes must then be authorized before they are not just the infrastructure and applications involved but also things like documentation and
deployed. This assessment, however, should not introduce unnecessary delay. processes. The idea here is to ‘think holistically’ and not, for example, make a change to the
network infrastructure, and to neglect updating the network documentation.

Module 5
Module 5
A change is the addition, modification, or removal of anything that could have a direct or
indirect effect on services.
Notes Notes
The scope of change enablement is defined by each organization. It will typically include The person or group who authorizes a change is known as a change authority. It is
all IT infrastructure, applications, documentation, processes, supplier relationships, and essential that the correct change authority is assigned to each type of change to ensure
anything else that might directly or indirectly impact a product or service. It is important that change enablement is both efficient and effective. In organizations responsible for
to distinguish change enablement from organizational change management. Organizational core products, services, or critical processes, it is a common practice to decentralize
change management manages the people aspects of changes to ensure that improvements change approval, making the peer review a top predictor of high performance.
and organizational transformation initiatives are implemented successfully.
We can make routine changes much simpler if we recognize those with similar features,
Change enablement is usually focused on changes in products and services. and delegate those for example service level management, with a clear set of rules. This
clears space for change enablement to focus on the changes that really need their skills.
Transferring that change authority, however, requires a very carefully stated set of rules
and conditions so that we do not create an entirely new change enablement function
somewhere else, but rather allow the other practice to simply process the thinking and
standards that change enablement creates.

Module 5
Module 5
Notes Notes
There are three types of change that are each managed in different ways: Figure 5.19 shows the contribution of change enablement to the service value chain, with
the practice being involved in all value chain activities:
• standard changes
• normal changes • Plan Changes to product and service portfolios, policies, and practices all require
• emergency changes. a certain level of control, and the change enablement practice is used to provide it.
• Improve Many improvements will require changes to be made, and these should be
assessed and authorized in the same way as all other changes.
• Engage Customers and users may need to be consulted or informed about changes,
depending on the nature of the change.
• Design and transition Many changes are initiated due to new or changed services.
The change enablement activity is a major contributor to transition.
• Obtain/build Changes to components are subject to change enablement, whether
they are built in-house or obtained from suppliers.
• Deliver and support Changes may have an impact on delivery and support, and
information about changes must be communicated to personnel who perform this
value chain activity. These people may also play a part in assessing and authorizing
changes.

Module 5
Module 5
The change schedule is used to help plan changes, assist in communication, avoid
conflicts, and assign resources. It can also be used after changes have been deployed
to provide information needed for incident management, problem management, and
improvement planning.
Notes Notes
To ensure that Axle meets customer demands and capitalizes on opportunities, the
organization needs to be positioned to enable change where needed. The following
slides outline what Axle does to enable change.

Module 5
Module 5
Notes Notes

Module 5
Module 5
Notes
Quiz
Questions: Answers:
1. Complete the missing words 1. The purpose of the change enablement practice is to maximize the number of successful
The purpose of the change enablement practice is to [?] the number of [?] service and product service and product changes by ensuring that risks have been properly assessed, authorizing
changes by ensuring that [?] have been properly assessed, authorizing changes to proceed, and changes to proceed, and managing the change schedule
managing the change schedule.
2. Service desk staff should display all these skills.
2. What skills should service desk staff have? • incident analysis and prioritization
• effective communication
3. Complete the missing words
• empathy
The definition of an incident is an [?] interruption to a service or a [?] in the [?] of a service.
• excellent customer service skills
4. Which of these are the three phases of problem management? • emotional intelligence.
issue resolution
3. The definition of an incident is an unplanned interruption to a service or a reduction in the
problem identification
quality of a service.
problem control
error control 4. The three distinct phases of problem management are
problem resolution. issue resolution
problem identification
5. In the continual improvement model, connect the elements to place the correct activities for
problem control
each stage.
error control
problem resolution.
5. The image below shows the correct connection between the elements and the activities in the
continual improvement model:
Business vision,
What is the vision? mission, goals, and
objectives
Where are we Perform baseline

now? assessments
Where do we want Define measurable

How do we keep to be? targets
the momentum

going?
How do we get Define the
there? improvement plan
Module 5
Module 5
Execute
Take action improvement
actions
Evaluate
Did we get there?
metrics and KPIs
Module 6
Course review
Notes Notes
Course review
Course review
Module 6
Module 6
Notes Notes
Course review
Course review
Module 6
Module 6
Notes Notes
Course review
Course review
Module 6
Module 6
What’s next?
If you want more practice and would like to bolster your confidence before take the live
exam, PeopleCert’s Official Mock Exams offer you the opportunity to test your readiness
for the Official Exam with full, timed and marked mock exams and a chance to you
familiarise yourself with the exam interface.
Ask your training provider for more information or visit: https://www.peoplecert.org/
help-and-support/FAQ#28C88E91C5E64BD59D3D0DE4EEBE5768 for more details.
Notes Notes
Course review
Course review
Module 6
Module 6
For greater peace of mind, PeopleCert offers a an exam re-sit option. This course will not be of value to you unless you put a plan action to use what you’ve
learned. You are probably, and rightly so, concerned with passing the exam right now if
Take2 offers you the following:
you’ve signed up for it. But do take a moment to reflect and plan some quick wins for when
• gives you the chance to retake a demanding exam, futureproofing your chances you take this back to work. Ask yourself what you’ve learned that you would like to share
against any unexpected setbacks with others in your organization. Take the time to write down your personal commitments
• gives you up to 6 months from the date of the initial exam, ensuring that you have all as to how you will apply what you have learned when you go back to work. You’ll be glad
the time you need to get ready you did.
• allows you to retake an unsuccessful exam at a fixed, attractive rate, at a fraction of
the cost, without having to purchase it again at full price
• allows you to schedule the re-sit exam when it best suits your schedule and take it
from the comfort of your home or office
Ask your training provider for more information or log in to your PeopleCert account to
purchase.
Notes Notes
Course review
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Module 6
Module 6
Register for your exam if you haven’t already. Continue your ITIL journey beyond the ITIL 4 Foundation course.
Once you have successfully passed your exam, do not forget to claim your digital badge Here is the ITIL 4 certification scheme.
from MyAxelos. Just log in to your PeopleCert account to claim your free MyAxelos
subscription. Your digital badge is your way of demonstrating achievement and
certification in the digital age. You can use your digital badge across online platforms
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Also, this training qualifies for MyAxelos Continuing Professional Development points,
which are needed to maintain your digital badge. Be sure to log in to claim your points
as you progress through your ITIL® journey.
Finally, thanks for spending time learning with us!
If you are considering diversifying your skill set, PeopleCert’s portfolio of highly sought-
after certifications may be of interest to you. Listed above are certifications that are
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To view PeopleCert’s entire portfolio of certifications, please visit:
https://www.peoplecert.org/browse-certifications
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Module 6
Module 6
Here are some recommended reading and useful tools to help you continue with your As a successful ITIL candidate, you now have access to a PeopleCert’s ongoing support
ITIL journey. with your professional development.
Redeem your complementary access to MyAxelos now for access to these resources and As a member of PeopleCert’s community platform, MyAxelos, you can:
more by logging into your PeopleCert account to claim the free subscription.
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across the Best Practice portfolio
• obtain insightful career development advice
• receive invitations to webinars on the hot topics affecting the community
• access sample papers to help you prepare for your exams
All aimed at helping you succeed with your ITIL journey.
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Module 6
Here is your opportunity to give PeopleCert some feedback on the course materials. You
can choose to email PeopleCert team directly or just scan the QR code with your phone
and complete the survey.
Notes
Course review
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Module 6
Module 6
Quiz
Questions:
1. Value is the [?] benefits, usefulness, and importance of something. 6. Customers, users and sponsors
A. Inherent A. Cannot be the same person or organization
B. Perceived B. Cannot have the same expectations of services
C. Objective C. Can only be people and not organizations
D. Marketing D. Can have different and even conflict service expectations
2. An organization is a [?] that has its own functions with responsibilities, authorities, and 7. A [?] is a configuration of an organization’s resources designed to offer value to a consumer.
relationships to achieve its objectives.
A. Service offering
A. Business or company
B. Service management system
B. For-profit or non-profit
C. Service
C. Person or group
D. Product
D. Community or society
8. A [?] is a means of enabling value co-creation by facilitating desired outcomes for customers.
3. Service relationships are established between two or more stakeholder organizations to [?].
A. Service offering
A. Provide goods and access to resources and perform actions
B. Provide and consume services
C. Service
C. Conduct business
D. Product
D. Co-create value
9. A [?] is a description of one or more services designed to address the needs of a target
4. Select the BEST answer. A consumer is an organization that [?] services. consumer group.
A. Uses A. Service offering
B. Provides B. Service management system
C. Authorises the budgets for C. Service
D. Receives D. Product
5. Three specific roles are involved in service consumption: customers who [?], users who use
services, and sponsors that [?].
A. Pay for services, promote services
B. Define requirements, authorise budgets
C. Use services, define requirements and authorize budgets
D. Define requirements and authorise budgets, promote services
Course review
Course review
Module 6
Module 6
Answers:
1. Value is the [?] benefits, usefulness, and importance of something. 6. Customers, users and sponsors
A. Inherent A. Cannot be the same person or organization
B. Perceived B. Cannot have the same expectations of services
C. Objective C. Can only be people and not organizations
D. Marketing D. Can have different and even conflict service expectations
2. An organization is a [?] that has its own functions with responsibilities, authorities, and
7. A [?] is a configuration of an organization’s resources designed to offer value to a consumer.
relationships to achieve its objectives.
A. Service offering
A. Business or company
B. For-profit or non-profit
C. Service
C. Person or group
D. Product
D. Community or society
8. A [?] is a means of enabling value co-creation by facilitating desired outcomes for customers.
3. Service relationships are established between two or more stakeholder organizations to [?].
A. Service offering
A. Provide goods and access to resources and perform actions
B. Provide and consume services
C. Service
C. Conduct business
D. Product
D. Co-create value
9. A [?] is a description of one or more services designed to address the needs of a target
4. Select the BEST answer. A consumer is an organization that [?] services. consumer group.
A. Uses A. Service offering
B. Provides B. Service management system
C. Authorises the budgets for C. Service
D. Receives D. Product
5. Three specific roles are involved in service consumption: customers who [?], users who use
services, and sponsors that [?].
A. Pay for services, promote services
B. Define requirements, authorise budgets
C. Use services, define requirements and authorize budgets
D. Define requirements and authorise budgets, promote services
Course review
Course review
Module 6
Module 6
Appendix 1 Throughout the

Handouts/ course, we use a
company ‘Axle Car
activity sheets Hire’ to provide
examples of or
the need for
implementing ITIL
processes within
their organization.
This serves as a golden thread in

almost every module. There are also
several characters in Axle Car Hire
who share their experiences with you.
To maintain your engagement and
fun, it is a good idea that you take on
the role of or read the character text
as and when required.
Axle Car Hire
Key concepts of ITIL
Service value chain
Value chain activities
Guiding principles
ITIL management
practices
Handouts / Activity sheets

Appendix 1
Appendix 1
Axle Car Hire
Here is a bit of a background to Axle Car Hire employees

Axle Car Hire and its situation:
As previously mentioned, there are several
Axle Car Hire is a global company, with its headquarters members of this team who share their
based in Seattle. Axle was formed 10 years ago and experiences throughout the course. They Henri,
currently employs approximately 400 staff across Europe, provide the real-world examples and an CIO Axle Car Hire
the US, and Asia-Pacific. Initially, the company experienced opportunity for learner discussion. This is
strong growth and consistently high customer satisfaction another reason why it is a good idea for the
ratings. For the first six years, repeat business accounted learners to read out the text. Here are the four
for around 30% of all bookings. Shareholders could expect key team members:
handsome quarterly dividends. However, over the past four Henri Is the new CIO of Axle Car Hire. He is a
years, the company has experienced a downturn. Customer successful business executive who is prepared
satisfaction ratings have consistently declined and repeat to shake things up. He believes in an integrated
bookings are rare. Competitors are offering new and approach to ITSM.
innovative options to traditional vehicle hire. Carpooling,
Su Is the Axle Car Hire product manager for
ride-share, and driverless cars are big draws. Customers Su,
travel experience and has worked for Axle for
have also come to expect online and app interfaces as Axle Car Hire Project Manager
the past five years. Su is smart, meticulous, and
standard for the company’s services. In this evolving market,
passionate about the environment.
Axle Car Hire faces an uncertain future.
Radhika Is the Axle Car Hire IT business
The board is keen to improve customer satisfaction
analyst, and it is her job to understand the
levels. They want to attract and retain customers and
user requirements of Axle Car Hire staff and
improve the company’s bottom line. They have appointed
customers. She is inquisitive and energetic and
a new CIO, Henri. Henri was chosen for his experience
strives to maintain a positive relationship with
in digitalized services and his track record in successful,
all her customers, both internal and external.
large-scale IT transformations. He understands the
Radhika works mostly on discovery and
impact of digital service offerings, not only for customer
planning activities, rather than in IT operations.
satisfaction levels, but also for employee retention rates. Radhika,
She asks a lot of questions and is great at
Henri’s strong background in ITIL and ITSM means that he Axle Car Hire IT Business Analyst
spotting patterns and trends.
values ITIL certification, and his hiring policy reflects this.
Having worked with Design Thinking, DevOps, and Agile Marco Is the Axle Car Hire IT delivery manager.
methodologies, he believes sustainable business requires a He is process-driven and continually references
blended approach to ITSM. the ITIL framework to help him manage positive
service relationships. However, Marco has had
Henri is keen to see how his team can redefine the car-hire
little exposure to a blended or collaborative
experience and ensure that Axle Car Hire is the first choice for
approach to service management.
new and existing customers.
Marco,
Axle Car Hire IT Delivery Manager

Appendix 1
Appendix 1
Key concepts of ITIL
PESTLE
analysis Service value chain
Based on your own organization, conduct a PESTLE Draw a high-level value stream showing how value is
analysis on a service provider or potential provider. You arrived at from the initial opportunity or demand.
do not need to disclose confidential details.
You can use reference image, Figure 4.2 The ITIL service
Be prepared to share your analysis with the group. value chain, repeated here and relevant appendices
Research the concept of PESTLE if required. You can make from the ITIL Official Book to develop this.
notes in the section below.
Try to apply the activities within the stream to
situations in your own context and based on your own
experiences.
Figure 4.2 The ITIL service value chain
Do something now Do something now

Appendix 1
Appendix 1
Service value chain
You can create your work in either Microsoft Word, You have 10 minutes
PowerPoint, or flipchart format (depending on the to research and
delivery method).
prepare materials.
If in a classroom, you must be prepared to speak
to the rest of the group regarding your findings
and how it could relate to your business/role. Each
Read, discuss, and present presentation will last for five minutes per value
chain activity. You can use the area below to make
notes. You will find resources on each value chain
activity on the following pages.
Read, discuss, and create a presentation on the six value
chain activities:
• plan
• improve
• engage
• obtain/build
In your presentation, include what each activity means, the Do something now
specific inputs and an example of how this could relate to
your business/role.

Appendix 1
Appendix 1
Plan
The key inputs to this activity are: The key outputs of this activity are:
• policies, requirements, and • strategic, tactical, and operational
constraints provided by the plans
organization’s governing body • portfolio decisions for design and
• consolidated demands and transition
opportunities provided by engage • architectures and policies for design
• value chain performance information, and transition
improvement status reports, and • improvement opportunities for
improvement initiatives from improve improve
• knowledge and information about • a product and service portfolio for
new and changed products and engage
services from design and transition, • contract and agreement requirements
and obtain/build for engage.
• knowledge and information about
third-party service components from Figure 4.2 The ITIL service value chain
engage.
The purpose of the plan value chain activity is to ensure

a shared understanding of the vision, current status, and
improvement direction for all four dimensions and all
products and services across the organization.

Appendix 1
Appendix 1
Improve
• product and service performance • improvement initiatives for all value
information provided by deliver and chain activities
support • value chain performance information
• stakeholders’ feedback provided by for plan and the governing body
engage • improvement status reports for all
• performance information and value chain activities
improvement opportunities provided • contract and agreement requirements
by all value chain activities for engage
• knowledge and information about • service performance information for
new and changed products and design and transition.
services from design and transition,
and obtain/build
third-party service components from
engage.
The purpose of the improve value chain activity is to ensure

continual improvement of products, services, and practices
across all value chain activities and the four dimensions of
service management.

Appendix 1
Appendix 1
Engage
• a product and service portfolio • consolidated demands and
provided by plan opportunities for plan
• high-level demand for services and • product and service requirements for
products provided by internal and design and transition
external customers • user support tasks for deliver and
• detailed requirements for services support
and products provided by customers • improvement opportunities and
• requests and feedback from stakeholders’ feedback for improve
customers • change or project initiation requests
• incidents, service requests, and for obtain/build
feedback from users • contracts and agreements with
• information on the completion of external and internal suppliers and
user support tasks from deliver and partners for design and transition,
support and obtain/build
• marketing opportunities from current • knowledge and information about
and potential customers and users third-party service components for all
• cooperation opportunities and value chain activities
feedback provided by partners and • service performance reports for
suppliers customers.
• contract and agreement requirements
from all value chain activities.
The purpose of the engage value chain activity is to provide

a good understanding of stakeholder needs, transparency,
and continual engagement and good relationships with all
stakeholders.

Appendix 1
Appendix 1
Design and transition
• portfolio decisions provided by plan • requirements and specifications for
• architectures and policies provided by obtain/build
plan • contract and agreement requirements
• product and service requirements for engage
provided by engage • new and changed products and
• improvement initiatives provided by services for deliver and support
improve • knowledge and information about
• improvement status reports from new and changed products and
improve services to all value chain activities
• service performance information • performance information and
provided by deliver and support, and improvement opportunities for
improve improve.
• service components from obtain/build
engage
new and changed products and
services from obtain/build
• contracts and agreements with
external and internal suppliers and
partners provided by engage.
The purpose of the design and transition value chain activity

is to ensure that products and services continually meet
stakeholder expectations for quality, costs, and time to
market.

Appendix 1
Appendix 1
Obtain/build
• architectures and policies provided by • service components for deliver and
plan support
• contracts and agreements with • service components for design and
external and internal suppliers and transition
partners provided by engage • knowledge and information about
• goods and services provided by new and changed service components
external and internal suppliers and to all value chain activities
partners • contract and agreement requirements
• requirements and specifications for engage
provided by design and transition • performance information and
• improvement initiatives provided by improvement opportunities for
improve improve.
• improvement status reports from
improve
• change or project initiation requests
provided by engage
• change requests provided by deliver
and support
new and changed products and
services from design and transition
engage.
The purpose of the obtain/build value chain activity is to

ensure that service components are available when and
where they are needed, and meet agreed specifications.

Appendix 1
Appendix 1
Deliver and support
• new and changed products and • services delivered to customers and
services provided by design and users
transition • information on the completion of user
• service components provided by support tasks for engage
obtain/build • product and service performance
• improvement initiatives provided by information for engage and improve
improve • improvement opportunities for
• improvement status reports from improve
improve • contract and agreement requirements
• user support tasks provided by for engage
engage • change requests for obtain/build
• knowledge and information about • service performance information for
new and changed service components design and transition.
and services from design and
transition, and obtain/build
engage.
The purpose of the deliver and support value chain activity

is to ensure that services are delivered and supported
according to agreed specifications and stakeholders’
expectations.

Guiding Description
Appendix 1
Appendix 1
principle
Guiding principles
Focus on Everything that the organization does must result either directly or indirectly, to
value value for the stakeholders.
The focus on value principle encompasses many perspectives, including the
experience of customers and users.
Start where Do not start from scratch and build something new without considering what is
you are already available to be leveraged. There is likely to be a great deal in the current
Task services, processes, programmes, projects, and people that can be used to
create the desired outcome.
The current state should be investigated and observed directly to ensure that it
Using the Table 4.1 (Official Book) overview of the guiding is fully understood.
principles on the following page, think about a project or
Progress Do not attempt to do everything at once. Even small initiatives must be
similar situation at work where you applied or could have
iteratively accomplished iteratively. By organizing work into smaller, more manageable
applied these principles.
with feedback chunks that can be executed and completed in a timely manner, it is easier to
• Consider how it was or could have been beneficial. maintain a sharper focus.
• What were the results in events where the principles
Using feedback before, throughout, and after each iteration will ensure that
were applied?
actions are focused and appropriate, even if circumstances change.
If in a classroom, be prepared to discuss your findings with
the group to share knowledge, experiences, and practical Collaborate Working together across boundaries will produce results that have a greater
applications. and promote buy-in, more relevance to the objectives, and an increased likelihood of long-
visibility term success.
You have 10 minutes to prepare your
example. Achieving objectives requires information, understanding, and trust. The
work and its consequences should be visible, hidden agendas avoided, and
information shared to the greatest degree possible.
Think No service or element used to provide a service, works in a vacuum. The

and work outcomes achieved by the service provider and service consumer will suffer
holistically unless the organization works on the service as a whole, not just on its parts.
Results are delivered to internal and external customers by the effective and
efficient management and dynamic integration of information, technology,
organization, people, practices, partners, and agreements, which should all be
Do something now coordinated to provide a defined value.
Keep it simple If a process, service, action or metric fails to provide value or produce a useful
and practical outcome, eliminate it. In a process or procedure, use the minimum number
of steps necessary to accomplish the objective(s). Always use outcome-based
thinking to produce practical solutions that deliver results.
Optimize and Resources of all types, particularly HR, should be used to their best effect.
automate Eliminate anything that is wasteful and use technology to achieve objectives.
Human intervention should only happen where it contributes value.
Table 4.1 Overview of the guiding principles

Appendix 1
Appendix 1
Guiding principles
Case studies Case study 1
This section will explore various case studies to illustrate The sales director and managers of a shoe provided to portfolio management. The sales
how the guiding principles can be applied. company identify the need for a new website director and BRM discuss the expected value,
that allows customers to design and order outcomes, costs, and risks for the new service
Please answer the questions at the end
personalized shoes. The sales director and and agree that they want to continue.
of each case study and make notes in the business relationship manager (BRM) discuss
The project manager and development
space provided. the new website and agree to investigate the
manager start to plan the work needed to
value, outcomes, costs, and risks to see if it is
create the new service. People are assigned to
feasible.
do the necessary work.
The creation of the new service is discussed,
The software development team build a
and the costs and risks of various approaches
backlog, identify the minimum viable product,
are identified. This opportunity is prioritized
and develop sufficient functionality that the
above other work that is being done to decide
business can review.
if the resources are available to perform it. The
potential costs and risks of various approaches • Which guiding principles are (or can be) applied
are discussed, and input is provided to portfolio here?
management. • How will these principles enable value for
The potential costs and risks of various customers and other stakeholders?
approaches are discussed, and input is
Do something now

Appendix 1
Appendix 1
Guiding
Element in case study Rationale
principle

Appendix 1
Appendix 1
Guiding
Element in case study Rationale
principle
Case study 2
Several IT services need to be updated to exactly as planned. Configuration data is used

meet new regulatory requirements. The new to drive the deployment, so a separate activity
requirements are discussed, and it is agreed to update the data is not needed.
that a project will be created to manage the
• Which guiding principles are (or can be)
implementation.
applied here?
Planning begins. People are assigned to the • How will these principles enable value for
work. A communication plan is created and all customers and other stakeholders?
staff who need to be involved are notified.
Each software team manages a backlog
and develops code for the areas assigned
to them. Each team also develops tests for
inclusion in the automated pipeline. All code is
automatically integrated and tested twice a day,
ensuring that code written by different teams
works together.
The deployment of new software is triggered as
soon as it is ready. Individual change requests
are not required for this, as the risk assessment
was performed earlier. Moreover, the
automation ensures that the code is deployed
Do something now

IT asset An unplanned interruption to a service or reduction in the quality of a
Appendix 1
Appendix 1
service.
ITIL management practices
Practice A version of a service or other configuration item, or a collection of
configuration items, that is made available for use.
Configuration A request from a user or a user’s authorized representative that

item initiates a service action which has been agreed as a normal part of
service delivery.
Terms and definition matching activity
Event Any financially valuable component that can contribute to the delivery
of an IT product or service.
Match the terms and definitions together. If in a classroom,

you can discuss this with other learners. Release A solution that reduces or eliminates the impact of an incident
or problem for which a full resolution is not yet available. Some
However, try not to refer to any notes or publications. workarounds reduce the likelihood of incidents.
To help with your learning, you can draw lines to connect
the terms with their definition. Request A cause, or potential cause, of one or more incidents.
Incident Any component that needs to be managed in order to deliver an IT

Do something now service.
Problem Any change of state that has significance for the management of a
service or other configuration item (CI). Events are typically recognized
through notifications created by an IT service, CI, or monitoring tool.
Workaround One or more metrics that define expected or achieved service quality.
Service level The addition, modification, or removal of anything that could have a
management direct or indirect effect on services.
Service level A set of resources designed for performing work or accomplishing an

agreement objective.
Change A documented agreement between a service provider and a

enablement customer that identifies both the services required and the expected
level of service.

Value chain Practices Roles Activities
Appendix 1
Appendix 1
activity
ITIL management practices Input/outcomes
Demand Admin assistant An admin assistant in
an office is unable to
enter an appointment
in their calendar
due to a bug in the
software they are
Case study using. The software
will not allow a non-
standard character
to be used in a room
An error in third-party software creates issues for a user.
name.
In your groups, read the case study and discuss the following:
Engage Service desk, incident Admin assistant, The admin assistant
Which practices would you apply when addressing this issue? management service desk agent phones the service
How would these practices be best used to guarantee success? desk and describes
the issue. It is agreed
Record in detail your decisions and rationale for the above and be
that this is a priority
prepared to present your thoughts and findings to the rest of the
3 incident, and the
group.
admin assistant
In this example, a user discovers an issue when using an application. is notified of the
The vendor has a patch available and this needs to be installed to expected resolution
rectify the situation. Note that this incident takes a very different time.
path through the service value chain and is supported by a different
Information about this
balance of practices than the previous incident.
incident is logged by
the service desk agent.
Deliver and support Incident management Service desk agent The service desk agent
researches the vendor
website and discovers
that this particular
issue is resolved in the
latest version of the
Do something now client software.
Deliver and Incident management, Second-line support, Second-line support

support,obtain/ service request admin assistant contacts the user
build, engage management, andarranges for them
deployment to test the new version
management, service of theclient software
validation and testing to see if this resolves
their issue.
They then add this
version to the service
portal so that the user
can instal it.

Value chain Practices Roles Activities
Appendix 1
Appendix 1
activity
Input/outcomes
Deliver and support Incident management, Admin assistant, The user installs the
service validation service desk new version of the
and testing, service software using the
request management service portal and
tests whether this
resolves their issue.
The service desk
ensures that the user
is satisfied with this
solution.
Value Admin assistant The software now

works correctly, and
the user can add
appointments to the
calendar using non-
standard characters in
room names.
Engage, improve Service desk, incident Admin assistant, A brief satisfaction

management, service desk manager survey is emailed to
continual the admin assistant,
improvement which they complete
and return. The
scores are used to
identify trends, and
the comments are
passed to the service
desk manager for
consideration.
Improve Continual Second-line support Second-line support

improvement, achieves more
service validation extensive testing of
and testing, service the new version of the
request management, client software before
release management, making it available
deployment to all users via the
management service portal. The
upgrade to replace
the previous version
is then deployed in a
controlled way.
Appendix 2
Resources
Candidate syllabus and index
Sample papers
Glossary
Candidate syllabus and index 3. Question Types
All 40 questions are Objective Test Questions (OTQs), which present four options from which one
option is selected. Distractors (wrong answers) are options that candidates with incomplete
knowledge or skill would be likely to choose. These are generally plausible responses relating to
1. Introduction the syllabus area being examined. Question styles used within this type are: ‘Standard’, ‘Missing
word’, ‘List’(2 correct items), and, exceptionally, ‘Negative’ standard OTQ.
The ITIL 4 Foundation qualification is intended to introduce candidates to the management of
modern IT-enabled services, to provide them with an understanding of the common language
Example ‘Standard’ OTQ: Example ‘Missing word’ OTQ
and key concepts, and to show them how they can improve their work and the work of their
Which is a source of best practice? Identify the missing word(s) in the following
organization with ITIL 4 guidance. Furthermore, the qualification will provide the candidate with
A. Q sentence.
an understanding of the ITIL 4 service management framework and how it has evolved to adopt
B. P
modern technologies and ways of working. A [?] defines requirements for services and
C. R
takes responsibility for outcomes from
The ITIL 4 Foundation examination is intended to assess whether the candidate can demonstrate D. S
service consumption.
sufficient recall and understanding of the ITIL 4 service management framework, as described in
the syllabus below, to be awarded the ITIL 4 Foundation qualification. The ITIL 4 Foundation Example ‘List’ OTQ: A. Role Q
qualification is a prerequisite for the ITIL 4 higher level qualifications, which assess the Which statement about service asset and B. Role P
candidate’s ability to apply their understanding of the relevant parts of the ITIL framework in configuration management is CORRECT? C. Role R
context. D. Role S
1. It does Q
2. Exam Overview 2. It does P
Example ‘Negative’ standard OTQ:
3. It does R
Material None This is a ‘closed book’ exam. The ITIL Foundation Official Which is NOT a defined area of value?
4. It does S
allowed Book, ITIL 4 edition, should be used for study, but is NOT A. Q
permitted to be used in the exam. B. P
E. 1 and 2
Exam 60 Candidates taking the exam in a language that is not their C. R
Appendix 2
Appendix 2
F. 2 and 3
D. S
Resources
Resources
duration minutes native or working language may be awarded 25% extra G. 3 and 4
time, i.e. 75 minutes in total. H. 1 and 4
NOTE: Negative questions are only used, as
Number of 40 There are 40 questions, each worth 1 mark. There is no
an exception, where part of the learning
marks marks negative marking. NOTE: Two of the list items are correct. List
outcome is to know that something is not
Provisional 26 You will need to get 26 questions correct (65%) to pass the style questions are never negative.
done or should not occur.
Pass mark marks exam.
Level of Bloom’s “Bloom’s level” describes the type of thinking needed to Please see the sample paper for an example of the exam format and content.
thinking levels 1 answer the question. For Bloom’s level 1 questions, you
&2 need to recall information about the ITIL 4 service
management framework. For Bloom’s 2 questions, you
need to show understanding of these concepts.
Question Classic, The questions are all ‘multiple choice’.
types Negative, For the ‘standard’ questions, you have a question and four
Missing answer options.
word, & ‘Negative’ questions are ‘standard’ question in which the
List stem is negatively worded.
For the ‘missing word’ questions, there is a sentence with a
word missing and you have to select the missing word from
four options.
For the ‘list’ questions, there is a list of four statements and
you have to select two correct statements from the list.
4. Syllabus Learning Assessment Criteria Bloom’s No. Learner
The table below specifies the learning outcomes of the ITIL 4 Foundation qualification, and the Outcome Level marks Workbook
page no.
assessment criteria used to assess a candidate’s achievement of these learning outcomes,
subsequent to a course of study. feedback (4.3.3 – 4.3.3.3)
d) Collaborate and promote
Note: Official Book references are in parentheses. These refer to the section, but not the
visibility (4.3.4 – 4.3.4.4)
subsections within it. The verb for each assessment criterion indicates the Bloom’s level (BL):
e) Think and work holistically
‘Recall’/‘Define’ indicates Level 1 basic recall and recognition, ‘Describe’/‘Explain’, indicates Level 2
(4.3.5 – 4.3.5.1)
understanding/comprehension.
f) Keep it simple and practical
Learning Assessment Criteria Bloom’s No. Learner (4.3.6 – 4.3.6.3)
Outcome Level marks Workbook g) Optimize and automate (4.3.7
page no. – 4.3.7.3)
1. Understand 1.1 Recall the definition of: BL1 2 3. Understand 3.1 Describe the four dimensions of BL2 2
the key a) Service (2.3.1) the four service management (3):
concepts of b) Utility (2.5.4) dimensions of a) Organizations and people (3.1)
service c) Warranty (2.5.4) service b) Information and technology
management d) Customer (2.2.2) management (3.2)
e) User (2.2.2) c) Partners and suppliers (3.3)
f) Service management (2.0) d) Value streams and processes
g) Sponsor (2.2.2) (3.4-3.4.2)
1.2 Describe the key concepts of BL2 2 4. Understand 4.1 Describe the ITIL service value BL2 1
creating value with services (2.1, the purpose system (4.1)
2.1.1, 2.2 and all subsections of and
2.5):
Appendix 2
Appendix 2
components
a) Cost
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Resources
of the ITIL
b) Value service value
c) Organization system
d) Outcome
e) Output 5. Understand 5.1 Describe the interconnected BL2 1
f) Risk the activities nature of the service value chain
g) Utility of the service and how this supports value
h) Warranty value chain, streams (4.5)
and how they
1.3 Describe the key concepts of BL2 1 5.2 Describe the purpose of each BL2 1
interconnect
service relationships: (2.3.2, 2.4, value chain activity:
2.4.1): a) Plan (4.5.1)
a) Service offering b) Improve (4.5.2)
b) Service relationship c) Engage (4.5.3)
management d) Design & transition (4.5.4)
c) Service provision e) Obtain/build (4.5.5)
d) Service consumption f) Deliver & support (4.5.6)
2. Understand 2.1 Describe the nature, use and BL2 1 6. Know the 6.1 Recall the purpose of the BL1 5
how the ITIL interaction of the guiding purpose and following ITIL practices:
guiding principles (4.3, 4.3.8) key terms of a) Information security
principles can 15 ITIL management (5.1.3)
2.2 Explain the use of the guiding BL2 5 practices b) Relationship management
help an
principles (4.3): (5.1.9)
organization
a) Focus on value (4.3.1 – 4.3.1.4) c) Supplier management
adopt and
b) Start where you are (4.3.2 – (5.1.13)
adapt service
4.3.2.3) d) IT asset management (5.2.6)
management
c) Progress iteratively with e) Monitoring and event
management (5.2.7)
Learning Assessment Criteria Bloom’s No. Learner
Outcome Level marks Workbook
page no.
f) Release management (5.2.9)
g) Service configuration
management (5.2.11)
h) Deployment management
(5.3.1)
i) Continual improvement
(5.1.2)
j) Change enablement (5.2.4)
k) Incident management (5.2.5)
l) Problem management (5.2.8)
m) Service request management
(5.2.16)
n) Service desk (5.2.14)
o) Service level management
(5.2.15)
6.2 Recall definitions of the following BL1 2
ITIL terms:
a) IT asset (5.2.6)
b) Event (5.2.7)
c) Configuration item (5.2.11)
d) Change (5.2.4)
Appendix 2
Appendix 2
e) Incident (5.2.5)
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f) Problem (5.2.8)
g) Known error (5.2.8)
7. Understand 7 7.1 Explain the following ITIL BL2 17
ITIL practices practices in detail, excluding how
they fit within the service value
chain:
a) Continual improvement
(5.1.2) including: t he
continual improvement
model (4.6, fig 4.3)
b) Change enablement (5.2.4)
c) Incident management (5.2.5)
d) Problem management (5.2.8)
e) Service request management
(5.2.16)
f) Service desk (5.2.14)
g) Service level management
(5.2.15 – 5.2.15.1)
Sample Paper 1 1. Which practice is responsible for moving components to live environments?
A. Change enablement
B. Release management
C. IT asset management
D. Deployment management
Question Booklet 2. Which practice includes the classification and ownership of queries and requests from users?
Multiple Choice A. Service desk
B. Incident management
Examination Duration: 1 Hour
C. Change enablement
D. Service level management
Instructions 3. Which practice identifies metrics that reflect the customer’s experience of a service?
1. You should attempt all 40 questions. Each question is worth one mark. A. Continual improvement
2. There is only one correct answer per question. B. Service desk
C. Service level management
3. You need to answer 26 questions correctly to pass the exam. D. Problem management
4. Mark your answers on the answer sheet provided. Use a pencil (NOT pen).
4. What is the PRIMARY use of a change schedule?
5. You have 60 minutes to complete this exam.
A. To support 'incident management' and improvement planning
6. This is a ‘closed book’ exam. No material other than the exam paper is allowed
B. To manage emergency changes
C. To plan changes and help avoid conflicts
D. To manage standard changes
Appendix 2
Appendix 2
Resources
Resources
5. Which service management dimension is focused on activities and how these are
coordinated?
A. Organizations and people
B. Information and technology
C. Partners and suppliers
D. Value streams and processes
6. How does categorization of incidents assist the ‘incident management’ practice?

A. It helps direct the incident to the correct support area
B. It determines the priority assigned to the incident
C. It ensures that incidents are resolved in timescales agreed with the customer
D. It determines how the service provider is perceived
7. Identify the missing word(s) in the following sentence.

A service is a means of enabling value co-creation by facilitating [?] that customers want to
achieve.
A. the warranty
B. outcomes
C. the utility
D. outputs
8. Which is a recommendation of the ‘continual improvement’ practice? 15. Identify the missing word in the following sentence.
A. There should at least be a small team dedicated to leading ‘continual improvement’ The purpose of the ‘information security management’ practice is to [?] the organization’s
efforts information.
B. All improvements should be managed as multi-phase projects
A. store
C. ‘Continual improvement' should be isolated from other practices
B. provide
D. External suppliers should be excluded from improvement initiatives
C. audit
D. protect
9. Which is a potential benefit of using an IT service management tool to support the 'incident
management' practice?
16. Which guiding principle recommends collecting data before deciding what can be re-used?
A. It may ensure that the cause of incidents is identified within agreed times
A. Focus on value
B. It may provide automated matching of incidents to problems or known errors
B. Start where you are
C. It may ensure that supplier contracts are aligned with the needs of the service provider
C. Keep it simple and practical
D. It may provide automated resolution and closure of complex incidents
D. Progress iteratively with feedback
10. Which role submits service requests?

17. Which is NOT usually included as part of incident management?
A. The user, or their authorized representative
A. Scripts for collecting initial information about incidents
B. The customer, or their authorized representative
B. Formalized procedures for logging incidents
C. The sponsor, or their authorized representative
C. Detailed procedures for the diagnosis of incidents
D. The supplier, or their authorized representative
D. The use of specialized knowledge for complicated incidents
11. Which practice provides a single point of contact for users?

18. Which describes the nature of the guiding principles?
A. Incident management
A. Guiding principles can guide an organization in all circumstances
B. Change enablement
B. Each guiding principle mandates specific actions and decisions
Appendix 2
Appendix 2
C. Service desk
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C. An organization will select and adopt only one of the seven guiding principles
D. Service request management
D. Guiding principles describe the processes that all organizations must adopt
12. Which guiding principle recommends that the four dimensions of service management are
19. Which statement about a change authority is CORRECT?
considered?
A. A single change authority should be assigned to authorize all types of change and change
A. Think and work holistically
models
B. Progress iteratively with feedback
B. A change authority should be assigned for each type of change and change model
C. Focus on value
C. Normal changes are pre-authorized and do not need a change authority
D. Keep it simple and practical
D. Emergency changes can be implemented without authorization from a change authority
13. Which would be supported by the ‘service request management’ practice?

20. Which practice has the purpose of making new and changed services and features available
A. A request to authorize a change that could have an effect on a service for use?
B. A request from a user for something which is a normal part of service delivery
C. A request to restore service after a service interruption
B. Service request management
D. A request to investigate the cause of multiple related incidents
C. Release management
D. Deployment management
14. Which practice is the responsibility of everyone in the organization?
A. Service level management 21. Which value chain activity ensures people understand the organization’s vision?
B. Change enablement
A. Improve
C. Problem management
B. Plan
D. Continual improvement
C. Deliver and support
D. Obtain/build
22. Which statement about the value chain activities is CORRECT? 29. Which guiding principle recommends organizing work into smaller, manageable sections
that can be executed and completed in a timely manner?
A. Every practice belongs to a specific value chain activity
B. A specific combination of value chain activities and practices forms a service relationship A. Focus on value
C. Service value chain activities form a single workflow that enables value creation B. Start where you are
D. Each value chain activity contributes to the value chain by transforming specific inputs C. Progress iteratively with feedback
into outputs D. Collaborate and promote visibility
23. What is the purpose of the ‘supplier management’ practice? 30. What is a standard change?
A. To ensure that the organization‘s suppliers and their performance are managed A. A change that is well understood, fully documented and pre-authorized
appropriately to support the seamless provision of quality products and services B. A change that needs to be assessed, authorized, and scheduled by a change authority
B. To align the organization's practices and services with changing business needs through C. A change that doesn’t need a risk assessment because it is required to resolve an incident
the ongoing identification and improvement of services D. A change that is assessed, authorized, and scheduled as part of ‘continual improvement’
C. To ensure that the organization’s suppliers and their performance are managed
appropriately at strategic and tactical levels through coordinated marketing, selling, and
delivery activities 31. What happens if a workaround becomes the permanent way of dealing with a problem that
D. To ensure that accurate and reliable information about the configuration of suppliers' cannot be resolved cost-effectively?
services is available when and where it is needed A. A change request is submitted to change enablement
B. Problem management restores the service as soon as possible
24. What are the two types of cost that a service consumer should evaluate? C. The problem remains in the known error status
A. The price of the service, and the cost of creating the service D. The problem record is deleted
B. The costs removed by the service, and the costs imposed by the service
C. The cost of provisioning the service, and the cost of improving the service 32. What is the definition of change?
D. The cost of software, and the cost of hardware A. To add, modify or remove anything that could have a direct or indirect effect on services
Appendix 2
Appendix 2
B. To ensure that accurate and reliable information about the configuration of services is
Resources
Resources
25. Which is a purpose of the ‘service desk’ practice? available
A. To reduce the likelihood and impact of incidents by identifying actual and potential C. To make new and changed services and features available for use
causes of incidents D. To move new or changed hardware, software, or any other component to live
B. To maximize the number of successful IT changes by ensuring risks are properly assessed environments
C. To capture demand for incident resolution and service requests
D. To set clear business-based targets for service performance 33. What is the definition of an event?
A. Any change of state that has significance for the management of a service or other
26. How should an organization adopt continual improvement methods? configuration item
A. Use a new method for each improvement the organization handles B. Any component that needs to be managed in order to deliver an IT service
B. Select a few key methods for the types of improvement that the organization handles C. An unplanned interruption to a service or reduction in the quality of a service
C. Build the capability to use as many improvement methods as possible D. Any financially valuable component that can contribute to the delivery of an IT product or
D. Select a single method for all improvements that the organization handles service
27. Which ITIL concept describes governance? 34. Which describes outcomes?
A. The seven guiding principles A. Tangible or intangible deliverables

B. The four dimensions of service management B. Functionality offered by a product or service
C. The service value chain C. Results desired by a stakeholder
D. The service value system D. Configuration of an organization’s resources
28. Which is a recommendation of the ‘service desk’ practice? 35. Which is NOT a key focus of the ‘information and technology’ dimension?
A. Service desks should avoid the use of automation A. Security and compliance
B. Service desks should be highly technical B. Communication systems and knowledge bases
C. Service desks should understand the wider organization C. Workflow management and inventory systems
D. Service desks should be a physical team in a single fixed location D. Roles and responsibilities
36. Which practices are typically involved in the implementation of a problem resolution?
1. Continual improvement
2. Service request management
3. Service level management
4. Change enablement
A. 1 and 2
B. 2 and 3
C. 3 and 4
D. 1 and 4
37. Which is a key consideration for the guiding principle ‘keep it simple and practical’?
A. Try to create a solution for every exception
B. Understand how each element contributes to value creation
C. Ignore the conflicting objectives of different stakeholders
D. Start with a complex solution, then simplify
38. What should be done first when applying the ‘focus on value’ guiding principle?
A. Identify the outcomes that the service facilitates
B. Identify all suppliers and partners involved in the service
C. Determine who the service consumer is in each situation
D. Determine the cost of providing the service
Appendix 2
Appendix 2
39. A service provider describes a package that includes a laptop with software, licenses, and
Resources
Resources
support. What is this package an example of?
A. Value
B. An outcome
C. Warranty
D. A service offering
40. What is the definition of warranty?

A. A tangible or intangible deliverable that is produced by carrying out an activity
B. The assurance that a product or service will meet agreed requirements
C. A possible event that could cause harm or loss, or make it more difficult to achieve
objectives
D. The functionality offered by a product or service to meet a particular need
Sample Paper 1: Answers and Rationales Q A Syllabus Ref Rationale
3 C 7.1.g A. Incorrect. "The purpose of the continual improvement
Q A Syllabus Ref Rationale practice is to align the organization’s practices and services
1 D 6.1.h A. Incorrect. “The purpose of the change enablement practice with changing business needs through the ongoing
is to maximize the number of successful service and product improvement of products, services, and practices, or any
changes by ensuring that risks have been properly assessed, element involved in the management of products and
authorizing changes to proceed, and managing the change services." Ref 5.1.2
schedule”. Ref 5.2.4 B. Incorrect. "The purpose of the service desk practice is to
B. Incorrect. “The purpose of the release management practice capture demand for incident resolution and service requests. It
is to make new and changed services and features available for should also be the entry point and single point of contact for
use.” Ref 5.2.9 the service provider with all of its users." Ref 5.2.14
C. Incorrect. “The purpose of the IT asset management practice C. Correct. "Service level management identifies metrics
is to plan and manage the full lifecycle of all IT assets”. Ref 5.2.6 and measures that are a truthful reflection of the
D. Correct. “The purpose of the deployment management customer’s actual experience and level of satisfaction with
practice is to move new or changed hardware, software, the whole service," and "Engagement is needed to
documentation, processes, or any other component to live understand and confirm the actual ongoing needs and
environments.” Ref 5.3.1 requirements of customers, not simply what is interpreted
2 A 7.1.f A. Correct. “Service desks provide a clear path for users to by the service provider or has been agreed several years
report issues, queries, and requests, and have them before." Ref 5.2.15.1
acknowledged, classified, owned, and actioned”. Ref 5.2.14 D. Incorrect. "The purpose of the problem management
B. Incorrect. The ‘incident management’ practice deals only practice is to reduce the likelihood and impact of incidents by
with incidents, not queries and requests. “The purpose of the identifying actual and potential causes of incidents, and
incident management practice is to minimize the negative managing workarounds and known errors". Ref 5.2.8
impact of incidents by restoring normal service operation as 4 C 7.1.b A. Incorrect. While it can be used after deploying a change, this
quickly as possible”. Ref 5.2.5 is not the main use of the change schedule. "The change
Appendix 2
Appendix 2
C. Incorrect. The ‘change enablement’ practice deals only with schedule is used to help plan changes, assist in
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Resources
change requests, not other queries and requests. “The purpose communication, avoid conflicts, and assign resources. It can
of the change enablement practice is to maximize the number also be used after changes have been deployed to provide
of successful service and product changes by ensuring that information needed for incident management, problem
risks have been properly assessed, authorizing changes to management, and improvement planning." Ref 5.2.4
proceed, and managing the change schedule”. Ref 5.2.4 B. Incorrect. "Emergency changes: These are changes that must
D. Incorrect. The ‘service level management’ practice ensures be implemented as soon as possible; for example, to resolve
service targets are met. It does not manage queries and an incident or implement a security patch. Emergency changes
requests from users. “The purpose of the service level are not typically included in a change schedule, and the
management practice is to set clear business-based targets for process for assessment and authorization is expedited to
service performance, so that the delivery of a service can be ensure they can be implemented quickly." Ref 5.2.4
properly assessed, monitored, and managed against these C. Correct. "The change schedule is used to help plan
targets”. Ref 5.2.15 changes, assist in communication, avoid conflicts, and
assign resources." Ref 5.2.4
D. Incorrect. Standard changes are already pre-authorized and
do not need to be included on a change schedule. "These are
low-risk, pre-authorized changes that are well understood and
fully documented, and can be implemented without needing
additional authorization." Ref 5.2.4
Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
5 D 3.1.d A. Incorrect. The ‘organizations and people’ dimension 7 B 1.1.a A. Incorrect. Warranty is “assurance that a product or service
describes “roles and responsibilities, formal organizational will meet agreed requirements.” Warranty of a service is
structures, culture, and required staffing and competencies.” necessary, but not sufficient to enable value co-creation. Ref
Ref 3.1 2.5.4
B. Incorrect. The ‘information and technology’ dimension B. Correct. A service is “a means of enabling value co-
includes “the information and knowledge necessary for the creation by facilitating outcomes that customers want to
management of services, as well as the technologies required” achieve, without the customer having to manage specific
and “the information created, managed, and used in the course costs and risks”. Ref 2.3.1
of service provision and consumption, and the technologies C. Incorrect. Utility is “the functionality offered by a product or
that support and enable that service.” Ref 3.2 service”. Utility of a service is necessary, but not sufficient to
C. Incorrect. “The partners and suppliers dimension enable value co-creation. Ref 2.5.4
encompasses an organization’s relationships with other D. Incorrect. An output is “a tangible or intangible deliverable
organizations that are involved in the design, development, of an activity.” The output of a service is necessary, but not
deployment, delivery, support and/or continual improvement sufficient to enable value co-creation. Ref 2.5.1
of services. It also incorporates contracts and other 8 A 7.1.a A. Correct. “Although everyone should contribute in some
agreements between the organization and its partners or way, there should at least be a small team dedicated full-
suppliers”. Ref 3.3 time to leading continual improvement efforts and
D. Correct. The ‘value streams and processes’ dimension advocating the practice across the organization.” Ref 5.1.2
“focuses on what activities the organization undertakes B. Incorrect. “Different types of improvements may call for
and how they are organized, as well as how the different improvement methods. For example, some
organization ensures that it is enabling value creation for improvements may be best organized into a multi-phase
all stakeholders efficiently and effectively.” Ref 3.4 project, while others may be more appropriate as a single
6 A 7.1.c A. Correct. “More complex incidents will usually be quick effort.” Ref 5.1.2
escalated to a support team for resolution. Typically, the C. Incorrect. “The continual improvement practice is integral to
Appendix 2
Appendix 2
routing is based on the incident category, which should the development and maintenance of every other practice.” Ref
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help to identify the correct team.” Ref 5.2.5 5.1.2
B. Incorrect. The category is concerned with the type of D. Incorrect. “When third-party suppliers form part of the
incident whereas priority is determined by business impact. service landscape, they should also be part of the
“Incidents are prioritized based on agreed classification to improvement effort.” Ref 5.1.2
ensure that incidents with the highest business impact are 9 B 7.1.c A. Incorrect. “Target resolution times are agreed, documented,
resolved first.” Ref 5.2.5 and communicated to ensure that expectations are realistic.” A
C. Incorrect. “Every incident should be logged and managed to good IT service management tool may help the organization to
ensure that it is resolved in a time that meets the expectations meet these times, but the tool cannot ensure that this
of the customer and user.” Categorization by itself will not happens. Furthermore, identifying the causes of incidents is
ensure this. Ref 5.2.5 a 'problem management' activity Ref 5.2.5
D. Incorrect. Customer and user satisfaction determines how B. Correct. “Modern IT service management tools can
the service provider is perceived. “Incident management can provide automated matching of incidents to other
have an enormous impact on customer and user satisfaction, incidents, problems or known errors”. Ref 5.2.5
and on how customers and users perceive the service C. Incorrect. ‘Incident management’ requires supplier contracts
provider.” Ref 5.2.5 to be correctly aligned, but ensuring that the contracts are
aligned is a purpose of the ‘supplier management’ practice. Ref
5.1.13
D. Incorrect. “The most complex incidents, and all major
incidents, often require a temporary team to work together to
identify the resolution”. “Investigation of more complicated
incidents often requires knowledge and expertise, rather than
procedural steps.” Ref 5.2.5
10 A 7.1.e A. Correct. “The purpose of the service request 12 A 2.2.e A. Correct. The ‘think and work holistically’ guiding
management practice is to support the agreed quality of a principle advises that all aspects of an organization are
service by handling all pre-defined, user-initiated service considered when providing value in the form of services.
requests...” and a service request is defined as “a request This includes all four dimensions of service management
from a user or a user’s authorized representative that (organizations and people; information and technology;
initiates a service action”. Ref 5.2.16 partners and suppliers; value streams and processes).
B. Incorrect. A customer is “the role that defines the “Services are delivered to internal and external service
requirements for a service and takes responsibility for the consumers through the coordination and integration of
outcomes of service consumption”. A customer could also be a the four dimensions of service management.” Ref 4.3.5
user, and in that role they may submit a service request. Ref B. Incorrect. The ‘progress iteratively with feedback’ guiding
2.2.2 principle is concerned with breaking initiatives into
C. Incorrect. A sponsor is “the role that authorizes budget for manageable sections that can be executed more easily. It is not
service consumption.” A sponsor could also be a user, and in primarily concerned with addressing the four dimensions of
that role they may submit a service request. Ref 2.2.2 service management. Ref 4.3.3
D. Incorrect. “The partners and suppliers dimension C. Incorrect. The ‘focus on value’ guiding principle ensures that
encompasses an organization’s relationships with other everything that the organization does links back to providing
organizations that are involved in the design, development, value to service consumers. It is not primarily concerned with
deployment, delivery, support, and/or continual improvement addressing the four dimensions of service management. Ref
of services.”. This does not include consumption of services, 4.3.1
and “The purpose of the service request management practice D. Incorrect. The ‘keep it simple and practical’ guiding principle
is to support the agreed quality of a service by handling all pre- focuses on keeping things simple by reducing complexity and
defined, user-initiated service requests.” Ref 3.3, 5.2.16 eliminating unnecessary activities and steps. It is not primarily
11 C 7.1.f A. Incorrect. “The purpose of the incident management concerned with addressing the four dimensions of service
practice is to minimize the negative impact of incidents by management. Ref 4.3.6
Appendix 2
Appendix 2
restoring normal service operation as quickly as possible.” The 13 B 7.1.e A. Incorrect. This would be supported by the ‘change
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‘incident management’ practice does not provide a single point enablement’ practice. A change is “the addition, modification,
of contact for service users. Ref 5.2.5 or removal of anything that could have a direct or indirect
B. Incorrect. “The purpose of the change enablement practice effect on services.” Normal changes “need to be scheduled,
is to maximize the number of successful service and product assessed, and authorized”. Ref 5.2.4
changes by ensuring that risks have been properly assessed, B. Correct. A service request is “a request from a user or a
authorizing changes to proceed, and managing the change user’s authorized representative that initiates a service
schedule.” The ‘change enablement’ practice does not provide action which has been agreed as a normal part of service
a single point of contact for service users. Ref 5.2.4 delivery.” Ref 5.2.16
C. Correct. “The purpose of the service desk practice is to C. Incorrect. This would be supported by the ‘incident
capture demand for incident resolution and service management’ practice. An incident is “an unplanned
requests. It should also be the entry point and single point interruption to a service or reduction in the quality of a
of contact for the service provider with all of its users.” Ref service.” Ref 5.2.5
5.2.14 D. Incorrect. This would be supported by the ‘problem
D. Incorrect. “The purpose of the service request management management’ practice. A problem is “a cause, or potential
practice is to support the agreed quality of a service by cause, of one or more incidents”. Ref 5.2.8
handling all pre-defined, user-initiated service requests in an
effective and user-friendly manner.” The ‘service request
management’ practice does not provide a single point of
contact for service users. Ref 5.2.16
14 D 7.1.a A. Incorrect. The ‘service level management’ practice is not the 15 D 6.1.a A. Incorrect. “The purpose of the information security
responsibility of everyone in the organization. A number of management practice is to protect the information needed by
roles are required but there is no fixed structure. It is the organization to conduct its business. This includes
recommended that there is an independent and non-aligned understanding and managing risks to the confidentiality,
role where possible. Ref 5.2.15 integrity, and availability of information, as well as other
B. Incorrect. The ‘change enablement’ practice is not the aspects of information security such as authentication
responsibility of everyone in the organization. Many roles can (ensuring someone is who they claim to be) and non-
be assigned to change enablement such as change authority. It repudiation (ensuring that someone can’t deny that they took
also requires input from people with specialist knowledge. Ref an action).” Ref 5.1.3
5.2.4 B. Incorrect. “The purpose of the information security
C. Incorrect. The ‘problem management’ practice is not the management practice is to protect the information needed by
responsibility of everyone in the organization. Most problem the organization to conduct its business. This includes
management activity relies on the knowledge and experience understanding and managing risks to the confidentiality,
of staff. Ref 5.2.8 integrity and availability of information, as well as other
D. Correct. “continual improvement is everyone’s aspects of information security such as authentication
responsibility” and “The commitment to and practice of (ensuring someone is who they claim to be) and non-
continual improvement must be embedded into every repudiation (ensuring that someone can’t deny that they took
fibre of the organization”. Ref 5.1.2 an action).” Ref 5.1.3
C. Incorrect. “The purpose of the information security
management practice is to protect the information needed by
the organization to conduct its business. This includes
understanding and managing risks to the confidentiality,
integrity and availability of information, as well as other
aspects of information security such as authentication
Appendix 2
Appendix 2
(ensuring someone is who they claim to be) and non-
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repudiation (ensuring that someone can’t deny that they took
an action).” Ref 5.1.3
D. Correct. “The purpose of the information security
management practice is to protect the information needed
by the organization to conduct its business. This includes
understanding and managing risks to the confidentiality,
integrity and availability of information, as well as other
aspects of information security such as authentication
(ensuring someone is who they claim to be) and non-
repudiation (ensuring that someone can’t deny that they
took an action).” Ref 5.1.3
16 B 2.2.b A. Incorrect. The 'focus on value' guiding principle states that 19 B 7.1.b A. Incorrect. “It is essential that the correct change authority is
"All activities conducted by the organization should link back, assigned to each type of change to ensure that change
directly or indirectly, to value for itself, its customers, and other enablement is both efficient and effective.” For normal
stakeholders." Ref 4.3.1 changes, “change models based on the type of change
B. Correct. The 'start where you are' guiding principle determine the roles for assessment and authorization”. A
recommends that "Services and methods already in place single change authority is inadequate. Ref 5.2.4
should be measured and/or observed directly to properly B. Correct. “It is essential that the correct change authority
understand their current state and what can be reused is assigned to each type of change to ensure that change
from them... Getting data from the source helps to avoid enablement is both efficient and effective.” For normal
assumptions which, if proven to be unfounded, can be changes, “change models based on the type of change
disastrous to timelines, budgets and the quality of determine the roles for assessment and authorization”.
results." Ref 4.3.2 Ref 5.2.4
C. Incorrect. The 'keep it simple and practical' guiding C. Incorrect. Normal changes are “changes that need to be
principle states that an organization should "Always use the scheduled, assessed, and authorized following a process.”
minimum number of steps needed to accomplish an Thus, all normal changes will be authorized by a change
objective." Ref 4.3.6 authority. Standard changes can be pre-authorized: “These are
D. Incorrect. The 'progress iteratively with feedback principle low-risk, pre-authorized changes that are well understood and
states that "By organizing work into smaller, manageable fully documented, and can be implemented without needing
sections that can be executed and completed in a timely additional authorization”. Ref 5.2.4
manner, the focus on each effort will be sharper and easier to D. Incorrect. “Emergency changes are not typically included in a
maintain." Ref 4.3.3 change schedule, and the process for assessment and
17 C 7.1.c A. Incorrect. “There may be scripts for collecting information authorization is expedited to ensure they can be implemented
from users during initial contact”. Ref 5.2.5 quickly.” Therefore, all emergency changes will be authorized
B. Incorrect. “There should be a formal process for logging and by a change authority. Ref 5.2.4
Appendix 2
Appendix 2
managing incidents.” Ref 5.2.5 20 C 6.1.f A. Incorrect. “The purpose of the change enablement practice
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C. Correct. “This process does NOT usually include detailed is to maximize the number of successful service and product
procedures for how to diagnose, investigate, and resolve changes by ensuring that risks have been properly assessed,
incidents.” Ref 5.2.5 authorizing changes to proceed, and managing the change
D. Incorrect. “Investigation of more complicated incidents often schedule.” Ref 5.2.4
requires knowledge and expertise, rather than procedural B. Incorrect. “The purpose of the service request management
steps.” Ref 5.2.5 practice is to support the agreed quality of a service by
18 A 2.1 A. Correct. A guiding principle is defined as a handling all pre-defined, user-initiated service requests in an
recommendation that can guide an organization in all effective and user-friendly manner”. Ref 5.2.16
circumstances and will guide organizations when adopting C. Correct. “The purpose of the release management
service management. They are not described as practice is to make new and changed services and features
prescriptive or mandatory. Ref 4.3 available for use”. Ref 5.2.9
B. Incorrect. The guiding principles will be reviewed and D. Incorrect. “The purpose of the deployment management
adopted by organizations. The guiding principles guide practice is to move new or changed hardware, software,
organizations to make decisions and adopt actions. They do documentation, processes, or any other component to live
not mandate specific actions and decisions. Ref 4.3.8 environments.” Ref 5.3.1
C. Incorrect. Organizations will use the principles relevant to
them and are not mandated to use a given number. Ref 4.3
D. Incorrect. The guiding principles guide organizations to
make decisions and adopt actions. They are not mandatory.
Ref 4.3
21 B 5.2.a A. Incorrect. The purpose of the ‘improve’ value chain activity is 23 A 6.1.c A. Correct. “The purpose of the supplier management
“to ensure continual improvement of products, services, and practice is to ensure that the organization’s suppliers and
practices across all value chain activities and the four their performance are managed appropriately to support
dimensions of service management.” Ref 4.5.2 the seamless provision of quality products and services”.
B. Correct. The purpose of the ‘plan’ value chain activity is Ref 5.1.13
“to ensure a shared understanding of the vision, current B. Incorrect. “The purpose of the continual improvement
status, and improvement direction for all four dimensions practice is to align the organization’s practices and services
and all products and services across the organization.” Ref with changing business needs through the ongoing
4.5.1 improvement of products, services, and practices, or any
C. Incorrect. The purpose of the ‘deliver and support’ value element involved in the management of products and
chain activity is “to ensure that services are delivered and services.” This is not the purpose of the ‘supplier management’
supported according to agreed specifications and stakeholders’ practice. An organization is unlikely to change its practices to
expectations.” Ref 4.5.6 suit a supplier’s needs. Ref 5.1.2
D. Incorrect. The purpose of the ‘obtain/build’ value chain C. Incorrect. “The purpose of the relationship management
activity is “to ensure that service components are available practice is to establish and nurture the links between the
when and where they are needed, and meet agreed organization and its stakeholders at strategic and tactical
specifications.” Ref 4.5.5 levels”. This is not the purpose of the ‘supplier management’
22 D 5.1 A. Incorrect. “Value chain activities use different combinations practice. Ref 5.1.9
of ITIL practices”. No practice belongs to a single value chain D. Incorrect. “The purpose of the service configuration
activity. Ref 4.5 management practice is to ensure that accurate and reliable
B. Incorrect. Service value streams are “specific combinations information about the configuration of services, and the CIs
of activities and practices, and each one is designed for a that support them, is available when and where it is needed”.
particular scenario” and “Service relationships include service This is not the purpose of the ‘supplier management’ practice.
provision, service consumption, and service relationship Ref 5.2.11
Appendix 2
Appendix 2
management.” Ref 4.5, 2.4.1 24 B 1.2.a A. Incorrect. The price of the service is only part of the costs
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C. Incorrect. Service value streams are “specific combinations imposed on the consumer. The cost of creating the service is a
of activities and practices, and each one is designed for a concern of the service provider, not the service consumer. The
particular scenario.” There can be multiple service value service consumer should also evaluate the costs removed from
streams within one service value chain. Ref 4.5 the consumer. Ref 2.5.2
D. Correct. “These activities represent the steps an B. Correct. From the service consumer’s perspective, there
organization takes in the creation of value. Each activity are two types of costs involved in service relationships:
transforms inputs into outputs. These inputs can be 1. Costs removed from the service consumer by the service
demand from outside the value chain or outputs of other (a part of the value proposition). This may include costs of
activities. All the activities are interconnected, with each staff, technology, and other resources which are not
activity receiving and providing triggers for further needed by the consumer.
action.” Ref 4.5 2. Costs imposed on the consumer by the service (the costs
of service consumption). The total cost of consuming a
service includes the price charged by the service provider
(if any), plus other costs such as staff training, costs of
network utilization, procurement, etc. Ref 2.5.2
C. Incorrect. The cost of provisioning the service, and the cost
of improving the service are concerns of the service provider,
not the service consumer. The service consumer should
evaluate the costs removed from the consumer and the costs
imposed on the consumer. Ref 2.5.2
D. Incorrect. The two types of cost that a service consumer
should evaluate are costs removed from the consumer and
costs imposed on consumers. The cost of hardware and
software may be included in either of these, but will only be
part of that cost. Ref 2.5.2
25 C 6.1.n A. Incorrect. “The purpose of the problem management 27 D 4.1 A. Incorrect. The seven guiding principles are ‘focus on value’,
practice is to reduce the likelihood and impact of incidents by ‘start where you are’, ‘progress iteratively with feedback’,
identifying actual and potential causes of incidents, and ‘collaborate and promote visibility’, ‘think and work holistically’,
managing workarounds and known errors.” Ref 5.2.8 ‘keep it simple and practical’ and ‘optimize and automate’. Ref
B. Incorrect. “The purpose of the change enablement practice 4.3
is to maximize the number of successful service and product B. Incorrect. The four dimensions of service management are
changes by ensuring that risks have been properly assessed, ‘organizations and people’, ‘information and technology’,
authorizing changes to proceed, and managing the change ‘partners and suppliers’, and ‘value streams and processes’. Ref
schedule.” Ref 5.2.4 3.1-3.4
C. Correct. “The purpose of the service desk practice is to C. Incorrect. The activities of the service value chain are ‘plan’,
capture demand for incident resolution and service ‘improve’, ‘engage’, ‘design and transition’, ‘obtain/build’, and
requests. It should also be the entry point and single point ‘deliver and support’. Ref 4.5
of contact for the service provider with all of its users.” Ref D. Correct. The components of the service value system
5.2.14 are ‘guiding principles’, ‘governance’, ‘service value chain’,
D. Incorrect. “The purpose of the service level management ‘practices’, and ‘continual improvement’. Ref 4.1
practice is to set clear business-based targets for service 28 C 7.1.f A. Incorrect. “With increased automation, AI, robotic process
performance, so that the delivery of a service can be properly automation (RPA), and chatbots, service desks are moving to
assessed, monitored, and managed against these targets.” Ref provide more self-service logging and resolution directly via
5.2.15 online portals and mobile applications.” Ref 5.2.14
26 B 7.1.a A. Incorrect. The guidance describes how there are many B. Incorrect. “The service desk may not need to be highly
methods that can be used for improvement initiatives and technical, although some are.” Ref 5.2.14
warns against using too many. It further states that “Different C. Correct. “Another key aspect of a good service desk is its
types of improvement may call for different improvement practical understanding of the wider organization, the
methods”. Therefore, using a new method each time is business processes, and the users.” Ref 5.2.14
Appendix 2
Appendix 2
inappropriate. Ref 5.1.2 D. Incorrect. “In some cases, the service desk is a tangible
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B. Correct. The guidance describes how there are many team, working in a single location... In other cases, a virtual
methods that can be used for improvement initiatives and service desk allows agents to work from multiple locations,
warns against using too many. The guidance states “It is a geographically dispersed.” Ref 5.2.14
good idea to select a few key methods that are 29 C 2.2.c A. Incorrect. The ‘Focus on value’ guiding principle helps to
appropriate to the types of improvement the organization ensure that you consider all aspects of value for the service
typically handles and to cultivate those methods”. Ref 5.1.2 consumer, as well as the service provider and other
C. Incorrect. The guidance describes how there are many stakeholders. It does not specifically describe organizing work
methods that can used for improvement initiatives and warns into smaller, manageable sections that can be executed and
against using too many. Ref 5.1.2 completed in a timely manner. Ref 4.3.1
D. Incorrect. The guidance describes how there are many B. Incorrect. The ‘Start where you are’ guiding principle helps to
methods that can be used for improvement initiatives and avoid waste and leverage existing services, processes, people,
warns against using too many. It further states that “Different tools, etc. It does not specifically describe organizing work into
types of improvements may call for different improvement smaller, manageable sections that can be executed and
methods”. Therefore, selecting a single method is completed in a timely manner. Ref 4.3.2
inappropriate. Ref 5.1.2 C. Correct. The description of the ‘progress iteratively with
feedback’ guiding principle says “by organizing work into
smaller, manageable sections that can be executed and
completed in a timely manner, the focus on each effort
will be sharper and easier to maintain.” Ref 4.3.3
D. Incorrect. The ‘collaborate and promote visibility’ guiding
principle helps to involve the right people and provide better
decision-making and greater likelihood of success. It does not
specifically describe organizing work into smaller, manageable
sections that can be executed and completed in a timely
manner. Ref 4.3.4
30 A 7.1.b A. Correct. “These are low-risk, pre-authorized changes 32 A 6.2.d A. Correct. A change is the “addition, modification, or
that are well understood and fully documented, and can removal of anything that could have a direct or indirect
be implemented without needing additional authorization. effect on services”. Ref 5.2.4
They are often initiated as service requests, but may also B. Incorrect. “The purpose of the service configuration
be operational changes. When the procedure for a management practice is to ensure that accurate and reliable
standard change is created or modified, there should be a information about the configuration of services, and the CIs
full risk assessment and authorization as for any other that support them, is available when and where it is needed.”
change. This risk assessment does not need to be repeated Ref 5.2.11
each time the standard change is implemented; it only C. Incorrect. “The purpose of the release management practice
needs to be done if there is a modification to the way it is is to make new and changed services and features available for
carried out.” Ref 5.2.4 use”. Ref 5.2.9
B. Incorrect. Normal changes are “changes that need to be D. Incorrect. “The purpose of the deployment management
scheduled, assessed, and authorized.” Ref 5.2.4 practice is to move new or changed hardware, software,
C. Incorrect. An emergency change that is needed to resolve an documentation, processes, or any other component to live
incident should still be assessed and authorized. “As far as environments.” Ref 5.3.1
possible, emergency changes should be subject to the same 33 A 6.2.b A. Correct. “An event can be defined as any change of state
testing, assessment, and authorization as normal changes”. Ref that has significance for the management of a service or
5.2.4 other configuration item (CI)”. Ref 5.2.7
D. Incorrect. This is a description of a normal change: “changes B. Incorrect. The definition of a configuration item is “any
that need to be scheduled, assessed, and authorized”. Ref 5.2.4 component that needs to be managed in order to deliver an IT
31 C 7.1.d A. Incorrect. A change request is only raised if it is justified. service.” Ref 5.2.11
“Error control also includes identification of potential C. Incorrect. An incident is “An unplanned interruption to a
permanent solutions which may result in a change request for service or reduction in the quality of a service.” Ref 5.2.5
implementation of a solution, but only if this can be justified in D. Incorrect. An IT asset is “Any financially valuable component
Appendix 2
Appendix 2
terms of cost, risks, and benefits”. Ref 5.2.8 that can contribute to the delivery of an IT product or service.”
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B. Incorrect. The ‘incident management’ practice restores Ref 5.2.11
service not the ‘problem management’ practice. “The purpose 34 C 1.2.d A. Incorrect. “A tangible or intangible deliverable of an activity”
of the incident management practice is to minimize the is the definition of an output, not an outcome. Ref 2.5.1
negative impact of incidents by restoring normal service B. Incorrect. “The functionality offered by a product or service
operation as quickly as possible.”. Ref 5.2.5 to meet a particular need” is the definition of utility, not an
C. Correct. “An effective incident workaround can become outcome. The utility of the service may facilitate outcomes. Ref
a permanent way of dealing with some problems when 2.5.4
resolving the problem is not viable or cost-effective. In this C. Correct. An outcome is “a result for a stakeholder
case, the problem remains in the known error status, and enabled by one or more outputs”. The definition of a
the documented workaround is applied should related service describes how the value of a service enables value
incidents occur”. Ref 5.2.8 co-creation by facilitating outcomes that customers want
D. Incorrect. The problem record is not deleted. “Workarounds to achieve. Ref 2.5.1
are documented in problem records”. “.. the problem remains D. Incorrect. A product is “a configuration of an organization’s
in the known error status, and the documented workaround is resources designed to offer value for a consumer.” Ref 2.3.1
applied should related incidents occur”. Ref 5.2.8
35 D 3.1.b A. Incorrect. “The challenges of information management, such 38 C 2.2.a A. Incorrect. It is essential to determine who the service
as those presented by security and regulatory compliance consumer is, and what they value. The outcomes should be
requirements, are also a focus of [the ‘information and based on this understanding, rather than determining them.
technology] dimension”. Ref 3.2 “The first step in focusing on value is knowing who is being
B. Incorrect. “The technologies that support service served. In each situation the service provider must, therefore,
management include, but are not limited to, workflow determine who the service consumer is”. Ref 4.3.1.1
management systems, knowledge bases, inventory systems, B. Incorrect. Suppliers and partners are possible stakeholders,
communication systems, and analytical tools”. Ref 3.2 but it is important to identify the service consumer first. “The
C. Incorrect. “The technologies that support service first step in focusing on value is knowing who is being served.
management include, but are not limited to, workflow In each situation the service provider must, therefore,
management systems, knowledge bases, inventory systems, determine who the service consumer is”. Ref 4.3.1.1
communication systems, and analytical tools.” Ref 3.2 C. Correct. “The first step in focusing on value is knowing
D. Correct. “The organizations and people dimension of a who is being served. In each situation the service provider
service covers roles and responsibilities, formal must, therefore, determine who the service consumer is”.
organizational structures, culture, and required staffing Ref 4.3.1.1
and competencies, all of which are related to the creation, D. Incorrect. The cost of providing the service may have some
delivery, and improvement of a service.” Ref 3.1 impact on the value from the perspective of the service
36 D 7.1.d D. Correct. provider. But “The first step in focusing on value is knowing
(1) “Problem management activities can identify who is being served. In each situation the service provider
improvement opportunities in all four dimensions of must, therefore, determine who the service consumer is”. Ref
service management. Solutions can in some cases be 4.3.1.1
treated as improvement opportunities, so they are 39 D 1.3.a A. Incorrect. The combination of things described in this option
included in a continual improvement register (CIR), and may help to create value, but it is not an example of value.
continual improvement techniques are used to prioritize Value is “the perceived benefits, usefulness and importance of
Appendix 2
Appendix 2
and manage them.” something.” Ref 2.1
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(4) “Error control also includes identification of potential B. Incorrect. The combination of things described in this option
permanent solutions which may result in a change request may help to create an outcome, but it is not an example of an
for implementation of a solution.” Ref 5.2.8 outcome. Outcome is “a result for a stakeholder enabled by
A, B C. Incorrect. one or more outputs.” Ref 2.5.1
(2) “The purpose of the service request management practice is C. Incorrect. Warranty is “assurance that a product or service
to support the agreed quality of a service by handling all pre- will meet agreed requirements.” New functionality may or may
defined, user-initiated service requests in an effective and not affect warranty. Ref 2.5.4
user-friendly manner.” Ref 5.2.16 D. Correct. Service providers define combinations of goods,
(3) “The purpose of the service level management practice is to access to resources and service actions, to address the
set clear business-based targets for service levels, and to needs of different consumer groups. These combinations
ensure that delivery of services is properly assessed, are called service offerings. Ref 2.3.2
monitored, and managed against these targets.” Ref 5.2.15 40 B 1.1.c A. Incorrect. An output is “A tangible or intangible deliverable
37 B 2.2.f A. Incorrect. “Trying to provide a solution for every exception of an activity”. Ref 2.5.1
will often lead to over-complication. When creating a process B. Correct. Warranty is “assurance that a product or
or a service, designers need to think about exceptions, but they service will meet agreed requirements.” Ref 2.5.4
cannot cover them all. Instead, rules should be designed that C. Incorrect. A risk is “a possible event that could cause harm or
can be used to handle exceptions generally.” Ref 4.3.6 loss, or make it more difficult to achieve objectives”. Ref 2.5.3
B. Correct. The ‘keep it simple and practical’ guiding D. Incorrect. Utility is “the functionality offered by a product or
principle states: “When analyzing a practice, process, service to meet a particular need”. Ref 2.5.4
service, metric, or other improvement target, always ask
whether it contributes to value creation.” Ref 4.3.6.1
C. Incorrect. “When designing, managing, or operating
practices, be mindful of conflicting objectives ... the
organization should agree on a balance between its competing
objectives.” Ref 4.3.6.2
D. Incorrect. “It is better to start with an uncomplicated
approach and then carefully add controls, activities, or metrics
when it is seen that they are truly needed.” Ref 4.3.6.1
1. What is the effect of increased automation on the 'service desk' practice?
Sample Paper 2:
A. Greater ability to focus on customer experience when personal contact is needed
B. Decrease in self-service incident logging and resolution
C. Increased ability to focus on fixing technology instead of supporting people
D. Elimination of the need to escalate incidents to support teams
Question Booklet
2. Which term describes the functionality offered by a service?
Multiple Choice
A. Cost
Examination Duration: 1 Hour B. Utility
C. Warranty
D. Risk
Instructions
1. You should attempt all 40 questions. Each question is worth one mark. 3. Which is the purpose of the 'monitoring and event management' practice?
2. There is only one correct answer per question. A. To ensure that accurate and reliable information about the configuration of services is
available when and where it is needed
3. You need to answer 26 questions correctly to pass the exam.
B. To systematically observe services and service components, and record and report
4. Mark your answers on the answer sheet provided. Use a pencil (NOT pen). selected changes of state
C. To protect the information needed by the organization to conduct its business
5. You have 60 minutes to complete this exam.
D. To minimize the negative impact of incidents by restoring normal service operation as
6. This is a ‘closed book’ exam. No material other than the exam paper is allowed quickly as possible
4. What should all 'continual improvement' decisions be based on?

A. Details of how services are measured
Appendix 2
Appendix 2
B. Accurate and carefully analyzed data
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C. An up-to-date balanced scorecard
D. A recent maturity assessment
5. How do all value chain activities transform inputs to outputs?

A. By determining service demand
B. By using a combination of practices
C. By using a single functional team
D. By implementing process automation
6. How does customer engagement contribute to the 'service level management' practice?
1. It captures information that metrics can be based on
2. It ensures the organization meets defined service levels
3. It defines the workflows for service requests
4. It supports progress discussions
A. 1 and 2
B. 2 and 3
C. 3 and 4
D. 1 and 4
7. What is the starting point for optimization?

A. Securing stakeholder engagement
B. Understanding the vision and objectives of the organization
C. Determining where the most positive impact would be
D. Standardizing practices and services
8. Identify the missing words in the following sentence. 15. Which statement about change authorization is CORRECT?
The purpose of the [?] is to ensure that the organization continually co-creates value with all A. A change authority should be assigned to each type of change and change model
stakeholders in line with the organization's objectives. B. Centralizing change authorization to a single person is the most effective means of
authorization
A. ‘focus on value’ guiding principle
C. The authorization of normal changes should be expedited to ensure they can be
B. four dimensions of service management
implemented quickly
C. service value system
D. Standard changes are high risk and should be authorized by the highest level of change
D. ‘service request management’ practice
authority
9. Which practice provides support for managing feedback, compliments and complaints from
16. Which dimension of service management considers governance, management, and
users?
communication?
A. Organizations and people
B. Service request management
B. Information and technology
C. Problem management
C. Partners and suppliers
D. Incident management
D. Value streams and processes
10. Which joint activity performed by a service provider and service consumer ensures continual
17. Identify the missing word in the following sentence.
value co-creation?
A known error is a problem that has been [?] and has not been resolved.
A. Service provision
B. Service consumption A. logged
C. Service offering B. analyzed
D. Service relationship management C. escalated
D. closed
11. Which practice may involve the initiation of disaster recovery?
Appendix 2
Appendix 2
18. Which statement about known errors and problems is CORRECT?
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A. Incident management
B. Service request management A. Known error is the status assigned to a problem after it has been analyzed
C. Service level management B. A known error is the cause of one or more problems
D. IT asset management C. Known errors cause vulnerabilities, problems cause incidents
D. Known errors are managed by technical staff, problems are managed by service
12. What type of change is MOST likely to be managed by the 'service request management' management staff
practice?
19. What does the 'service request management' practice depend on for maximum efficiency?
A. A normal change
B. An emergency change A. Compliments and complaints
C. A standard change B. Self-service tools
D. An application change C. Processes and procedures
D. Incident management
13. Which guiding principle emphasizes the need to understand the flow of work in progress,
identify bottlenecks, and uncover waste? 20. Which statement about the 'service desk' practice is CORRECT?
A. Focus on value A. It provides a link with stakeholders at strategic and tactical levels
B. Collaborate and promote visibility B. It carries out change assessment and authorization
C. Think and work holistically C. It investigates the cause of incidents
D. Keep it simple and practical D. It needs a practical understanding of the business processes
14. What is a means of enabling value co-creation by facilitating outcomes that customers want 21. Which practice ensures that accurate and reliable information is available about
to achieve? configuration items and the relationships between them?
A. A service A. Service configuration management
B. An output B. Service desk
C. A practice C. IT asset management
D. Continual improvement D. Monitoring and event management
22. Which practice has a purpose that includes restoring normal service operation as quickly as 29. What is the purpose of the 'relationship management' practice?
possible?
A. To align the organization's practices and services with changing business needs
A. Supplier management B. To establish and nurture the links between the organization and its stakeholders at
B. Deployment management strategic and tactical levels
C. Problem management C. To reduce the likelihood and impact of incidents by identifying actual and potential
D. Incident management causes of incidents, and managing workarounds and known errors
D. To minimize the negative impact of incidents by restoring normal service operation as
23. Identify the missing word in the following sentence. quickly as possible
A customer is the role that defines the requirements for a service and takes responsibility for
30. Which is intended to help an organization adopt and adapt ITIL guidance?
the [?] of service consumption.
A. The four dimensions of service management
A. outputs
B. The guiding principles
B. outcomes
C. The service value chain
C. costs
D. Practices
D. risks
31. What is an output?

24. Which guiding principle describes the importance of doing something, instead of spending a
long time analyzing different options? A. A change of state that has significance for the management of a configuration item
B. A possible event that could cause harm or loss
A. Optimize and automate
C. A result for a stakeholder
D. Something created by carrying out an activity
C. Focus on value
32. What is the reason for using a balanced bundle of service metrics?
25. What should be done for every problem? A. It reduces the number of metrics that need to be collected
Appendix 2
Appendix 2
B. It reports each service element separately
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A. It should be diagnosed to identify possible solutions
C. It provides an outcome-based view of services
B. It should be prioritized based on its potential impact and probability
D. It facilitates the automatic collection of metrics
C. It should be resolved so that it can be closed
D. It should have a workaround to reduce the impact
33. Why should incidents be prioritized?
26. How should an organization include third-party suppliers in the continual improvement of A. To help automated matching of incidents to problems or known errors
services? B. To identify which support team the incident should be escalated to
C. To ensure that incidents with the highest business impact are resolved first
A. Ensure suppliers include details of their approach to service improvement in contracts
D. To encourage a high level of collaboration within and between teams
B. Require evidence that the supplier uses agile development methods
C. Require evidence that the supplier implements all improvements using project
34. Which practice has a purpose that includes helping the organization to maximize value,
management practices
control costs and manage risks?
D. Ensure that all supplier problem management activities result in improvements
A. Relationship management
27. What considerations influence the supplier strategy of an organization? B. IT asset management
C. Release management
A. Contracts and agreements
D. Service desk
B. Type of cooperation with suppliers
C. Corporate culture of the organization
35. Why should service desk staff detect recurring issues?
D. Level of formality
A. To help identify problems
28. What is a problem? B. To escalate incidents to the correct support team
C. To ensure effective handling of service requests
A. An addition or modification that could have an effect on services
D. To engage the correct change authority
B. Any change of state that has significance for the management of a configuration item
C. A cause or potential cause of one or more incidents
D. An unplanned reduction in the quality of a service
36. Which value chain activity communicates the current status of all four dimensions of service
management?
A. Improve
B. Engage
C. Obtain/build
D. Plan
37. Which guiding principle is PRIMARILY concerned with consumer's revenue and growth?
A. Keep it simple and practical
B. Optimize and automate
C. Progress iteratively with feedback
D. Focus on value
38. Which practice provides visibility of the organization's services by capturing and reporting on
service performance?
A. Service desk
B. Service level management
C. Service request management
D. Service configuration management
39. Which is the BEST example of an emergency change?

A. The implementation of a planned new release of a software application
B. A low-risk computer upgrade implemented as a service request
Appendix 2
Appendix 2
C. The implementation of a security patch to a critical software application
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D. A scheduled major hardware and software implementation
40. Which guiding principle recommends assessing the current state and deciding what can be
reused?
A. Focus on value
C. Collaborate and promote visibility
Sample Paper 2: Answers and Rationales Q A Syllabus Ref Rationale
4 B 7.1.a A. Incorrect. How services are measured is important, however
Q A Syllabus Ref Rationale only accurate data can drive fact-based decisions for
1 A 7.1.f A. Correct. "With increased automation… The impact on improvement. Ref 5.1.2
service desks is reduced phone contact, less low-level B. Correct. "Accurate data, carefully analyzed and
work, and a greater ability to focus on excellent CX when understood, is the foundation of fact-based decision-
personal contact is needed". Ref 5.2.14 making for improvement." The 'continual improvement'
B. Incorrect. The effect of automation is to increase self- practice should be supported by relevant data sources and
service, not to decrease it. "With increased automation, AI, by skilled data analytics to ensure that each potential
robotic process automation (RPA), and chatbots, service desks improvement situation is sufficiently understood. Ref 5.1.2
are moving to provide more self-service logging and resolution C. Incorrect. A balanced scorecard is one input to making a
directly via online portals and mobile applications". Ref 5.2.14 decision, but on its own it does not serve as the foundation for
C. Incorrect. The opposite is true. "With increased automation fact-based decisions. Ref 5.1.2
and the gradual removal of technical debt, the focus of the D. Incorrect. Maturity assessments are useful but they provide
service desk is to provide support for ‘people and business’ only one piece of information, as opposed to providing the
rather than simply technical issues". Ref 5.2.14 foundations for decision-making in the continual improvement
D. Incorrect. The use of automation will not eliminate the need practice. Ref 5.1.2
to escalate incidents. "A key point to be understood is that, no 5 B 5.1 A. Incorrect. Demand is the input to the service value chain.
matter how efficient the service desk and its people are, there Value chain activities "represent the steps an organization
will always be issues that need escalation and underpinning takes in the creation of value. Each activity contributes to the
support from other teams". Ref 5.2.14 value chain by transforming specific inputs into outputs." Ref
2 B 1.2.g A. Incorrect. Cost is "The amount of money spent on a specific 4.5
activity or resource." Ref 2.5.2 B. Correct. "To convert inputs into outputs, the value chain
B. Correct. Utility is "The functionality offered by a product activities use different combinations of ITIL practices." Ref
or service." Ref 2.5.4 4.5
C. Incorrect. Warranty is "Assurance that a product or service C. Incorrect. It uses various resources from different practices
Appendix 2
Appendix 2
will meet agreed requirements". Ref 2.5.4 when needed. "To convert inputs into outputs, the value chain
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D. Incorrect. A risk is "A possible event that could cause harm activities use different combinations of ITIL practices (sets of
or loss, or make it more difficult to achieve objectives". Ref 2.5.3 resources for performing certain types of work), drawing on
3 B 6.1.e A. Incorrect. "The purpose of the service configuration internal or third-party resources, processes, skills, and
management practice is to ensure that accurate and reliable competencies as required.” Ref 4.5
information about the configuration of services, and the CIs D. Incorrect. The 'optimize and automate' guiding principle
that support them, is available when and where it is needed". recommends that activities should be automated where this is
Ref 5.2.11 practical but the service value chain does not require
B. Correct. "The purpose of the monitoring and event automation. "Technology should not always be relied upon
management practice is to systematically observe services without the capability of human intervention, as automation
and service components, and record and report selected for automation's sake can increase costs and reduce
changes of state identified as events". Ref 5.2.7 organizational robustness and resilience." Ref 4.3.7
C. Incorrect. "The purpose of the information security 6 D 7.1.g D. Correct.
management practice is to protect the information needed by (1) (4) "Customer engagement: This involves initial
the organization to conduct its business". Ref 5.1.3 listening, discovery, and information capture on which to
C. Incorrect. "The purpose of the incident management practice base metrics, measurement, and ongoing progress
is to minimize the discussions." Ref 5.2.15
negative impact of incidents by restoring normal service A, B, C. Incorrect.
operation as quickly as possible". Ref 5.2.5 (2) Service level management "ensures the organization
meets the defined service levels through the collection,
analysis, storage, and reporting of the relevant metrics for the
identified services," not just through customer engagement.
Ref 5.2.15
It may define the requirements for service requests but
defining the workflow is part of ‘service request management’.
"When new service requests need to be added to the service
catalogue, existing workflow models should be leveraged
whenever possible." Ref 5.2.16
7 B 2.2.g A. Incorrect. This is step 4 of the principle 'optimize and 9 B 7.1.e A. Incorrect. "The purpose of the change enablement practice
automate': "Ensure the optimization has the appropriate level is to maximize the number of successful service and product
of stakeholder engagement and commitment." Ref 4.3.7.1 changes by ensuring that risks have been properly assessed,
B. Correct. The first step of the principle 'optimize and authorizing changes to proceed, and managing the change
automate' is: "Understand and agree the context in which schedule.” Ref 5.2.4
the proposed optimization exists. This includes agreeing B. Correct. "The purpose of the service request
the overall vision and objectives of the organization." Ref management practice is to support the agreed quality of a
4.3.7.1 service by handling all pre-defined, user-initiated service
C. Incorrect. This is step 2 of the principle 'optimize and requests in an effective and user-friendly manner," and
automate': "Assess the current state of the proposed "Each service request may include one or more of the
optimization. This will help to understand where it can be following: ... feedback, compliments, and complaints (for
improved and which improvement opportunities are likely to example, complaints about a new interface or
produce the biggest positive impact." Ref 4.3.7.1 compliments to a support team)." Ref 5.2.16
D. Incorrect. This is step 3 of the principle 'optimize and C. Incorrect. "The purpose of the problem management
automate': "Agree what the future state and priorities of the practice is to reduce the likelihood and impact of incidents by
organization should be, focusing on simplification and value. identifying actual and potential causes of incidents, and
This typically also includes standardization of practices and managing workarounds and known errors." Ref 5.2.8
services, which will make it easier to automate or optimize D. Incorrect. "The purpose of the incident management
further at a later point." Ref 4.3.7.1 practice is to minimize the negative impact of incidents by
8 C 4.1 A. Incorrect. The 'focus on value' guiding principle guides an restoring normal service operation as quickly as possible." Ref
organization to consider the needs of the service consumer. It 5.2.5
cannot ensure that the organization continually co-creates 10 D 1.3.b A. Incorrect. Service provision is not a joint activity; it is
value with all stakeholders. Ref 4.3.1 performed by a service provider. Ref 2.4.1
B. Incorrect. The four dimensions "represent perspectives B. Incorrect. Service consumption is not a joint activity; it is
which are relevant to the whole SVS, including the entirety of performed by a service consumer. Ref 2.4.1
Appendix 2
Appendix 2
the service value chain and all ITIL practices." They do not C. Incorrect. Service offering is not an activity; it is "A
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ensure that the organization continually co-creates value with description of one or more services, designed to address the
all stakeholders. Ref 3 needs of a target consumer group. A service offering may
C. Correct. "The purpose of the SVS is to ensure that the include goods, access to resources, and service actions". Ref
organization continually co-creates value with all 2.3.2
stakeholders through the use and management of D. Correct. Service relationship management is "Joint
products and services." Ref 4.1 activities performed by a service provider and a service
D. Incorrect. The purpose of the 'service request management' consumer to ensure continual value co-creation based on
practice is to "support the agreed quality of a service by agreed and available service offerings". Ref 2.4.1
handling all pre-defined, user-initiated service requests in an 11 A 7.1.c A. Correct. "In some extreme cases, disaster recovery
effective and user-friendly manner." It doesn't ensure that the plans may be invoked to resolve an incident." Ref 5.2.5
organization continually co-creates value with all stakeholders. B. Incorrect. "Service requests are a normal part of service
Ref 5.2.16 delivery and are not a failure or degradation of service, which
are handled as incidents." Ref 5.2.16
C. Incorrect. "The purpose of the service level management
practice is to set clear business-based targets for service levels,
and to ensure that delivery of services is properly assessed,
monitored, and managed against these targets." Ref 5.2.15
D. Incorrect. "The purpose of the IT asset management practice
is to plan and manage the full lifecycle of all IT assets." Asset
management "includes the acquisition, operation, care and
disposal of organizational assets." Ref 5.2.6
12 C 7.1.e A. Incorrect. "Normal changes: These are changes that need to 14 A 1.1.a A. Correct. A service is "A means of enabling value co-
be scheduled, assessed, and authorized". This is supported by creation by facilitating outcomes that customers want to
the ‘change enablement’ practice, not by 'service request achieve, without the customer having to manage specific
management'. Ref 5.2.4 costs and risks." Ref 2.3.1
B. Incorrect. "As far as possible, emergency changes should be B. Incorrect. An output is "A tangible or intangible deliverable
subject to the same testing, assessment, and authorization as of an activity." Ref 2.5.1
normal changes." This is supported by the ‘change enablement’ C. Incorrect. Practices are "Sets of organizational resources
practice, not by 'service request management'. Ref 5.2.4 designed for performing work or accomplishing an objective."
C. Correct. "Fulfilment of service requests may include Ref 4.1
changes to services or their components; usually these are D. Incorrect. 'Continual improvement' is a practice "to align the
standard changes." and "Standard changes: These are low- organization’s practices and services with changing business
risk, pre-authorized changes that are well understood and needs." Ref 5.1.2
fully documented, and can be implemented without 15 A 7.1.b A. Correct. "It is essential that the correct change
needing additional authorization. They are often initiated authority is assigned to each type of change to ensure that
as service requests". Ref 5.2.16, 5.2.4 change enablement is both efficient and effective." Ref
D. Incorrect. "The scope of change enablement is defined by 5.2.4
each organization. It will typically include all IT infrastructure, B. Incorrect. There is no rule that centralizing change authority
applications, documentation, processes". Some application is the most effective method. In some cases, decentralizing
changes may be managed as standard changes, but others will decision-making is better: "In high-velocity organizations, it is a
be normal or emergency changes and will be supported by the common practice to decentralize change approval, making the
'change enablement' practice. Ref 5.2.4 peer review a top predictor of high performance." Ref 5.2.4
13 B 2.2.d A. Incorrect. 'Focus on value' states that all improvement work C. Incorrect. This answer confuses normal changes with
should deliver measurable value for customers and other emergency changes. "Emergency changes are not typically
stakeholders, but it does not specifically highlight the need to included in a change schedule, and the process for assessment
understand the flow of work, identify bottlenecks, and uncover and authorization is expedited to ensure they can be
Appendix 2
Appendix 2
waste. Ref 4.3.1 implemented quickly." Ref 5.2.4
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B. Correct. ‘Collaborate and promote’ visibility states D. Incorrect. Standard changes are usually low risk and pre-
"Insufficient visibility of work leads to poor decision- authorized. "These are low-risk, pre-authorized changes that
making, which in turn impacts the organization’s ability to are well understood and fully documented, and can be
improve internal capabilities. It will then become difficult implemented without needing additional authorization." Ref
to drive improvements as it will not be clear which ones 5.2.4
are likely to have the greatest positive impact on results. 16 A 3.1.a A. Correct. "It is important to ensure that the way an
To avoid this, the organization needs to perform such organization is structured and managed, as well as its
critical analysis activities as: understanding the flow of roles, responsibilities, and systems of authority and
work in progress; identifying bottlenecks, as well as excess communication, is well defined and supports its overall
capacity; and uncovering waste". Ref 4.3.4.3 strategy and operating model." Ref 3.1
C. Incorrect. 'Think and work holistically' states that the B. Incorrect. The 'information and technology' dimension
organization should work in an integrated way on the whole, "includes the information and knowledge necessary for the
not just on the parts, but it does not specifically highlight the management of services, as well as the technologies required.
need to understand the flow of work, identify bottlenecks, and It also incorporates the relationships between different
uncover waste. Ref 4.3.5 components of the SVS, such as the inputs and outputs of
D. Incorrect. 'Keep it simple and practical' states that the activities and practices." Ref 3.2
organization should use the minimum number of steps, and C. Incorrect. "The partners and suppliers dimension
eliminate steps that produce no useful outcome. This does encompasses an organization’s relationships with other
imply that you should uncover waste, but it does not organizations that are involved in the design, development,
specifically highlight the need to understand the flow of work deployment, delivery, support and/or continual improvement
and identify bottlenecks. Ref 4.3.6 of services. It also incorporates contracts and other
agreements between the organization and its partners or
suppliers." Ref 3.3
D. Incorrect. The 'value streams and processes' dimension "is
concerned with how the various parts of the organization work
in an integrated and coordinated way to enable value creation
through products and services." Ref 3.4
17 B 6.2.g A. Incorrect. A known error is ”A problem that has been 20 D 7.1.f A. Incorrect. This is a purpose of 'relationship management':
analyzed but has not been resolved". If a problem has been "to establish and nurture the links between the organization
logged but not analyzed, it would not be considered a known and its stakeholders at strategic and tactical levels." Ref 5.1.9
error. Ref 5.2.8 B. Incorrect. "Service desks provide a clear path for users to
B. Correct. A known error is ”A problem that has been report issues, queries, and requests, and have them
analyzed but has not been resolved". Ref 5.2.8 acknowledged, classified, owned, and actioned." This does not
C. Incorrect. A known error is ”A problem that has been include the assessment and authorization of changes. This will
analyzed but has not been resolved" – it may or may not be be provided by the 'change enablement' practice. Ref 5.2.14
escalated. Ref 5.2.8 C. Incorrect. Investigating the cause of incidents is a purpose
D. Incorrect. A known error is ”A problem that has been of ‘problem management’. “The purpose of the problem
analyzed but has not been resolved". If a problem has been management practice is to reduce the likelihood and impact of
closed, it would not be considered a known error. Ref 5.2.8 incidents by identifying actual and potential causes of
18 A 7.1.d A. Correct. Known errors "are problems where initial incidents.” Ref 5.2.8
analysis has been completed; it usually means that faulty D. Correct. "Another key aspect of a good service desk is its
components have been identified… the problem remains practical understanding of the wider organization, the
in the known error status, and the documented business processes, and the users." Ref 5.2.14
workaround is applied". Ref 5.2.8 21 A 6.1.g A. Correct. "The purpose of the service configuration
B. Incorrect. A problem is "A cause, or potential cause, of one management practice is to ensure that accurate and
or more incidents." A known error is "A problem that has been reliable information about the configuration of services,
analyzed but has not been resolved." Known errors do not and the CIs that support them, is available when and
cause problems; they are problems that have been analyzed where it is needed. This includes information on how CIs
but not yet resolved. Ref 5.2.8 are configured and the relationships between them". Ref
C. Incorrect. Both known errors and problems cause incidents. 5.2.11
A problem is "A cause, or potential cause, of one or more B. Incorrect. "The purpose of the service desk practice is to
incidents." A known error is "A problem that has been capture demand for incident resolution and service requests".
Appendix 2
Appendix 2
analyzed but has not been resolved." Both problems and Ref 5.2.14
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known errors may be vulnerabilities: "Every service has errors, C, Incorrect. "The purpose of the IT asset management
flaws, or vulnerabilities that may cause incidents." Ref 5.2.8 practice is to plan and manage the full lifecycle of all IT assets,
D. Incorrect. "Many problem management activities rely on the to help the organization: maximize value, control costs,
knowledge and experience of staff, rather than on following manage risks, support decision-making about purchase, re-
detailed procedures. People responsible for diagnosing use, and disposal of assets". Ref 5.2.6
problems often need the ability to understand complex D. Incorrect. "The purpose of the monitoring and event
systems, and to think about how different failures might have management practice is to systematically observe services and
occurred. Developing this combination of analytic and creative service components, and record and report selected changes
ability requires mentoring and time, as well as suitable of state identified as events". Ref 5.2.7
training." These people might work in a technical role, or in a 22 D 6.1.k A. Incorrect. "The purpose of the supplier management
service management role. Ref 5.2.8 practice is to ensure that the organization’s suppliers and their
19 C 7.1.e A. Incorrect. Compliments and complaints are examples of performances are managed appropriately to support the
service requests. The efficiency of the practice does not seamless provision of quality products and services." Ref
depend on them. Ref 5.2.16 5.1.13
B. Incorrect. Many service requests are initiated and fulfilled B. Incorrect. "The purpose of the deployment management
using self-service tools, but not all are appropriate for this practice is to move new or changed hardware, software,
approach. Ref 5.2.16 documentation, processes, or any other component to live
C. Correct. "Service request management is dependent environments. It may also be involved in deploying
upon well-designed processes and procedures, which are components to other environments, for testing or staging." Ref
operationalized through tracking and automation tools to 5.3.1
maximize the efficiency of the practice." Ref 5.2.16 C. Incorrect. "The purpose of the problem management
D. Incorrect. "Service requests are a normal part of service practice is to reduce the likelihood and impact of incidents by
delivery and are not a failure or degradation of service, which identifying actual and potential causes of incidents, and
are handled as incidents." Ref 5.2.16 managing workarounds and known errors." Ref 5.2.8
D. Correct. "The purpose of the incident management
practice is to minimize the negative impact of incidents by
restoring normal service operation as quickly as possible."
Ref 5.2.5
23 B 1.1.d A. Incorrect. "Customer: The role that defines the requirements 26 A 7.1.a A. Correct "When contracting for a supplier’s service, the
for a service and takes responsibility for the outcomes of contract should include details of how they will measure,
service consumption." Ref 2.2.2 report on, and improve their services over the life of the
B. Correct. "Customer: The role that defines the contract." Ref 5.1.2
requirements for a service and takes responsibility for the B. Incorrect. Agile methods do take an incremental approach,
outcomes of service consumption." Ref 2.2.2 as they "focus on making improvements incrementally at a
C. Incorrect. "Customer: The role that defines the requirements cadence"; however, this alone would not guarantee a supplier
for a service and takes responsibility for the outcomes of is committed to continual improvement. Ref 5.1.2
service consumption." Ref 2.2.2 C. Incorrect. Many improvement initiatives use project
D. Incorrect. "Customer: The role that defines the requirements management practices, but it may not be practical to do so for
for a service and takes responsibility for the outcomes of some. "Many improvement initiatives will use project
service consumption." Ref 2.2.2 management practices to organize and manage their
24 D 2.2.c A. Incorrect. 'Optimize and automate' says that you should execution", but not all improvement initiatives. Ref 5.1.2
understand and optimize something before you automate it. D. Incorrect. Many 'problem management' activities will result
"Attempting to automate something that is complex or in improvements, however not all supplier problems will result
suboptimal is unlikely to achieve the desired outcome." Ref in improvements, so this is not a sensible approach. "It is not
4.3.7.3 essential to analyze every problem; it is more valuable to make
B. Incorrect. 'Start where you are' says that you should significant progress on the highest-priority problems than to
understand the current situation before making changes. investigate every minor problem that the organization is aware
"Services and methods already in place should be measured of." Ref 5.2.8
and/or observed directly to properly understand their current 27 C 3.1.c A. Incorrect. "The partners and suppliers dimension
state and what can be re-used from them. Decisions on how to encompasses an organization’s relationships with other
proceed should be based on information that is as accurate as organizations that are involved in the design, development,
possible." Ref 4.3.2.1 deployment, delivery, support and/or continual improvement
C. Incorrect. 'Focus on value' says that each improvement of services. It also incorporates contracts and other
Appendix 2
Appendix 2
iteration should create value for stakeholders "All activities agreements between the organization and its partners or
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conducted by the organization should link back, directly or suppliers." These considerations depend on the supplier
indirectly, to value for itself, its customers, and other strategy, rather than influence it. Ref 3.3
stakeholders." Ref 4.3.1 B. Incorrect. The type of cooperation with suppliers depends
D. Correct. ‘Progress iteratively with feedback’ on the supplier strategy, rather than influence it. The forms of
recommends comprehending "the whole, but do cooperation "are not fixed but exist as a spectrum. An
something: Sometimes the greatest enemy to progressing organization acting as a service provider will have a position
iteratively is the desire to understand and account for on this spectrum, which will vary depending on its strategy and
everything. This can lead to what has sometimes been objectives for customer relationships." Ref 3.3
called ‘analysis paralysis’, in which so much time is spent C. Correct. "Corporate culture: some organizations have a
analyzing the situation that nothing ever gets done about historical preference for one approach over another. Long-
it." Ref 4.3.3.3 standing cultural bias is difficult to change without
25 B 7.1.d A. Incorrect. "It is not essential to analyze every problem; it is compelling reasons." Ref 3.3
more valuable to make significant progress on the highest- D. Incorrect. The level of formality depends on the form of
priority problems than to investigate every minor problem that cooperation, which in turn depends on the supplier strategy.
the organization is aware of." Ref 5.2.8 The forms of cooperation "are not fixed but exist as a
B. Correct. "Problems are prioritized for analysis based on spectrum. An organization acting as a service provider will
the risk that they pose, and are managed as risks based on have a position on this spectrum, which will vary depending on
their potential impact and probability." Ref 5.2.8 its strategy and objectives for customer relationships." Ref 3.3
C. Incorrect. "Error control also includes identification of
potential permanent solutions which may result in a change
request for implementation of a solution, but only if this can
be justified in terms of cost, risks, and benefits." Ref 5.2.8
D. Incorrect. "When a problem cannot be resolved quickly, it is
often useful to find and document a workaround for future
incidents, based on an understanding of the problem." Ref
5.2.8
28 C 6.2.f A. Incorrect. Change is "The addition, modification, or removal 31 D 1.2.e A. Incorrect. An event is: "Any change of state that has
of anything that could have a direct or indirect effect on significance for the management of a service or other
services." Ref 5.2.4 configuration item (CI). Events are typically recognized through
B. Incorrect. An event is "Any change of state that has notifications created by an IT service, CI, or monitoring tool."
significance for the management of a service or other Ref 5.2.7
configuration item (CI). Events are typically recognized through B. Incorrect. Risk is "A possible event that could cause harm or
notifications created by an IT service, CI, or monitoring tool." loss, or make it more difficult to achieve objectives." Ref 2.5.3
Ref 5.2.7 C. Incorrect. An outcome is "A result for a stakeholder enabled
C. Correct. A problem is "a cause, or potential cause, of one by one or more outputs." Ref 2.5.1
or more incidents." Ref 5.2.8 D. Correct. An output is "A tangible or intangible
D. Incorrect. An incident is ”An unplanned interruption to a deliverable of an activity". Ref 2.5.1
service or reduction in the quality of a service." Ref 5.2.5 32 C 7.1.g A. Incorrect. There would not be fewer metrics gathered,
29 B 6.1.b A. Incorrect. "The purpose of the continual improvement although it would combine and aggregate them to provide
practice is to align the organization’s practices and services clearer information. "The practice requires pragmatic focus on
with changing business needs through the ongoing the whole service and not simply its constituent parts; for
improvement of products, services, and practices, or any example, simple individual metrics (such as percentage system
element involved in the management of products and availability) should not be taken to represent the whole
services." Ref 5.1.2 service." Ref 5.2.15
B. Correct. "The purpose of the relationship management B. Incorrect. The reason is to reduce reporting of the individual
practice is to establish and nurture the links between the system-based metrics which are not meaningful to the
organization and its stakeholders at strategic and tactical customer. "They should relate to defined outcomes and not
levels. It includes the identification, analysis, monitoring, simply operational metrics. This can be achieved with balanced
and continual improvement of relationships with and bundles of metrics." Ref 5.2.15.1
between stakeholders." Ref 5.1.9 C. Correct. "They should relate to defined outcomes and
C. Incorrect. "The purpose of the problem management not simply operational metrics. This can be achieved with
Appendix 2
Appendix 2
practice is to reduce the likelihood and impact of incidents by balanced bundles of metrics." Ref 5.2.15.1
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identifying actual and potential causes of incidents, and D. Incorrect. This does not affect the mechanism for metric
managing workarounds and known errors." Ref 5.2.8 collection. "The practice requires pragmatic focus on the whole
D. Incorrect. "The purpose of the incident management service and not simply its constituent parts; for example,
practice is to minimize the negative impact of incidents by simple individual metrics (such as percentage system
restoring normal service operation as quickly as possible." Ref availability) should not be taken to represent the whole
5.2.5 service." Ref 5.2.15
30 B 2.1 A. Incorrect. "To support a holistic approach to service 33 C 7.1.c A. Incorrect. "Modern IT service management tools can provide
management, ITIL defines four dimensions that collectively are automated matching of incidents to other incidents, problems
critical to the effective and efficient facilitation of value for or known errors," but this is not dependent on the incident
customers and other stakeholders in the form of products and priority, which is used to ensure that incidents with the highest
services." Adopting ITIL to address these four dimensions of business impact are resolved first. Ref 5.2.5
ITSM helps to facilitate value but does not help the B. Incorrect. "More complex incidents will usually be escalated
organization to adapt ITIL guidance to its organization. Ref 3 to a support team for resolution. Typically, the routing is based
B. Correct. The guiding principles can "guide organizations on the incident category, which should help to identify the
in their work as they adopt a service management correct team." Ref 5.2.5
approach and adapt ITIL guidance to their own specific C. Correct. "Incidents are prioritized based on an agreed
needs and circumstances." Ref 4.3 classification to ensure that incidents with the highest
C. Incorrect. "Service value chain: A set of interconnected business impact are resolved first." Ref 5.2.5
activities that an organization performs to deliver a valuable D. Incorrect. "Effective incident management often requires a
product or service to its consumers and to facilitate value high level of collaboration within and between teams."
realization." Adopting a service value chain helps to facilitate However, this is not dependent on the incident priority, which
value but does not help the organization to adapt ITIL guidance is used to "ensure that incidents with the highest business
to its organization. Ref 4.1 impact are resolved first". Ref 5.2.5
D. Incorrect. Practices are sets of organizational resources
designed for performing work or accomplishing an objective.
They do not help the organization to adapt ITIL guidance to its
organization. Ref 4.1
34 B 6.1.d A. Incorrect. "The purpose of the relationship management 37 D 2.2.a A. Incorrect. The emphasis of this principle is on how to
practice is to establish and nurture the links between the approach activities: "Always use the minimum number of steps
organization and its stakeholders at strategic and tactical to accomplish an objective. Outcome-based thinking should be
levels." Ref 5.1.9 used to produce practical solutions that deliver valuable
B. Correct. "The purpose of the IT asset management outcomes." Ref 4.3.6
practice is to plan and manage the full lifecycle of all IT B. Incorrect. This principle is focused on increased
assets, to help the organization: maximize value, control effectiveness and efficiency. "Organizations must maximize the
costs, manage risks." Ref 5.2.6 value of the work carried out by their human and technical
C. Incorrect. "The purpose of the release management practice resources." Ref 4.3.7
is to make new and changed services and features available for C. Incorrect. This shows how to approach making changes.
use." Ref 5.2.9 "Resist the temptation to do everything at once. Even huge
D. Incorrect. "The purpose of the service desk practice is to initiatives must be accomplished iteratively. By organizing work
capture demand for incident resolution and service requests." into smaller, manageable sections that can be executed and
Ref 5.2.14 completed in a timely manner, the focus on each effort will be
35 A 7.1.d A. Correct. "Problem identification activities identify and sharper and easier to maintain." Ref 4.3.3
log problems. These include:... detection of duplicate and D. Correct. "This section is mostly focused on the creation
recurring issues by users, service desk, and technical of value for service consumers... This value may come in
support staff." Ref 5.2.8 various forms, such as revenue, customer loyalty, lower
B. Incorrect. Identifying the correct team for escalating an cost, or growth opportunities." Ref 4.3.1
incident is based on incident category, not recurring incidents. 38 B 7.1.g A. Incorrect. "Service desks provide a clear path for users to
"More complex incidents will usually be escalated to a support report issues, queries, and requests, and have them
team for resolution. Typically, the routing is based on the acknowledged, classified, owned, and actioned." Ref 5.2.14
incident category, which should help to identify the correct B. Correct. "Service level management provides the end-
team." Ref 5.2.5 to-end visibility of the organization’s services. To achieve
C. Incorrect. "The purpose of the service request management this, service level management:... captures and reports on
Appendix 2
Appendix 2
practice is to support the agreed quality of a service by service issues, including performance against defined
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handling all pre-defined, user-initiated service requests in an service levels." Ref 5.2.14
effective and user-friendly manner." Detection of recurring C. Incorrect. "A request from a user or a user’s authorized
issues by the service desk is not required to do this. Ref 5.2.16 representative that initiates a service action which has been
D. Incorrect. "The person or group who authorizes a change is agreed as a normal part of service delivery." Ref 5.2.15
known as a change authority. It is essential that the correct D. Incorrect. "Service configuration management collects and
change authority is assigned to each type of change to ensure manages information about a wide variety of CIs, typically
that change enablement is both efficient and effective." This including hardware, software, networks, buildings, people,
assignment is based on the type of change, and detection of suppliers, and documentation." Ref 5.2.11
recurring issues by the service desk is not required to do this.
Ref 5.2.4
36 D 5.2.a A. Incorrect. "The purpose of the improve value chain activity is
to ensure continual improvement of products, services, and
practices across all value chain activities and the four
dimensions of service management." Ref 4.5.2
B. Incorrect. "The purpose of the engage value chain activity is
to provide a good understanding of stakeholder needs,
transparency, and continual engagement and good
relationships with all stakeholders." Ref 4.5.3
C. Incorrect. "The purpose of the obtain/build value chain
activity is to ensure that service components are available
when and where they are needed, and meet agreed
specifications." Ref 4.5.5
D. Correct. "The purpose of the plan value chain activity is
to ensure a shared understanding of the vision, current
status, and improvement direction for all four dimensions
and all products and services across the organization." Ref
4.5.1
Q A Syllabus Ref Rationale
39 C 7.1.b A. Incorrect. Emergency changes "are changes that must be
implemented as soon as possible; for example, to resolve an
incident or implement a security patch." The implementation
of a planned new release of a software application does not fall
into this category and would be planned and implemented as
a normal change. Ref 5.2.4
B. Incorrect. Emergency changes "are changes that must be
implemented as soon as possible; for example, to resolve an
incident or implement a security patch." A low-risk computer
upgrade implemented as a service request does not fall into
this category. Using a service request implies that this is a
standard change, as standard changes "are often initiated as
service requests." Ref 5.2.4
C. Correct. Emergency changes are "Changes that must be
implemented as soon as possible; for example, to resolve
an incident or implement a security patch." Ref 5.2.4
D. Incorrect. Emergency changes "must be implemented as
soon as possible; for example, to resolve an incident or
implement a security patch. Emergency changes are not
typically included in a change schedule, and the process for
assessment and authorization is expedited to ensure they can
be implemented quickly." A scheduled major hardware and
software implementation does not fall into this category and
would be planned and implemented as a normal change. Ref
5.2.4
Appendix 2
Appendix 2
40 B 2.2.b A. Incorrect. The guiding principle 'focus on value' advises "All
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activities conducted by the organization should link back,
directly or indirectly, to value for itself, its customers, and
other stakeholders." This is not the main concern of the
guiding principle 'start where you are'. Ref 4.3.1
B. Correct. The guiding principle 'start where you are'
advises "Having a proper understanding of the current
state of services and methods is important to selecting
which elements to re-use, alter, or build upon." Ref 4.3.2.3
C. Incorrect. The focus of the guiding principle 'collaborate and
promote visibility' is on involving the right stakeholders and
communicating with them. "When initiatives involve the right
people in the correct roles, efforts benefit from better buy-in,
more relevance (because better information is available for
decision-making) and increased likelihood of long-term
success". This is not the main concern of the guiding principle
'start where you are'. Ref 4.3.4
D. Incorrect. The main concern of the guiding principle
'progress iteratively with feedback' is breaking initiatives into
smaller parts. "By organizing work into smaller, manageable
sections that can be executed and completed in a timely
manner, the focus on each effort will be sharper and easier to
maintain." This is not the main concern of the guiding principle
'start where you are'. Ref 4.3.3
business analysis practice change enablement practice configuration record
Glossary The practice of analysing a business or some The practice of ensuring that risks are properly A record containing the details of a
element of a business, defining its needs and assessed, authorizing changes to proceed configuration item (CI). Each configuration
recommending solutions to address these and managing a change schedule in order to record documents the lifecycle of a single
needs and/or solve a business problem, and maximize the number of successful service and CI. Configuration records are stored in a
create value for stakeholders. product changes. configuration management database.
acceptance criteria
A list of minimum requirements that a service
or service component must meet for it to be business case change model continual improvement practice
acceptable to key stakeholders. A justification for expenditure of organizational A repeatable approach to the management of a The practice of aligning an organization’s
resources, providing information about costs, particular type of change. practices and services with changing business
benefits, options, risks, and issues. needs through the ongoing identification
Agile
An umbrella term for a collection of frameworks change schedule and improvement of all elements involved in
and techniques that together enable teams business impact analysis (BIA) A calendar that shows planned and historical the effective management of products and
and individuals to work in a way that is typified A key activity in the practice of service changes. services.
by collaboration, prioritization, iterative and continuity management that identifies vital
incremental delivery, and timeboxing. There are business functions and their dependencies. charging continuous deployment
several specific methods (or frameworks) that The activity that assigns a price for services. An integrated set of practices and tools used to
are classed as Agile, such as Scrum, Lean, and business relationship manager (BRM) deploy software changes into the production
Kanban. A role responsible for maintaining good cloud computing environment. These software changes have
relationships with one or more customers. A model for enabling on-demand network already passed pre-defined automated tests.
architecture management practice access to a shared pool of configurable
The practice of providing an understanding call computing resources that can be rapidly continuous integration/continuous delivery
of all the different elements that make up an An interaction (e.g. a telephone call) with the provided with minimal management effort or An integrated set of practices and tools used
organization and how those elements relate to service desk. A call could result in an incident or provider interaction. to merge developers’ code, build and test the
one another. a service request being logged. resulting software, and package it so that it is
compliance ready for deployment.
asset register call/contact centre The act of ensuring that a standard or set
control
Appendix 2
Appendix 2
A database or list of assets, capturing key An organization or business unit that handles of guidelines is followed, or that proper,
The means of managing a risk, ensuring that
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attributes such as ownership and financial large numbers of incoming and outgoing calls consistent accounting or other practices are
a business objective is achieved, or that a
value. and other interactions. being employed.
process is followed.
availability capability confidentiality

cost
The ability of an IT service or other The ability of an organization, person, process, A security objective that ensures information
The amount of money spent on a specific
configuration item to perform its agreed application, configuration item, or IT service to is not made available or disclosed to
activity or resource.
function when required. carry out an activity. unauthorized entities.
cost centre
availability management practice capacity and performance management configuration
A business unit or project to which costs are
The practice of ensuring that services deliver practice An arrangement of configuration items (CIs)
assigned.
agreed levels of availability to meet the needs The practice of ensuring that services achieve or other resources that work together to
of customers and users. agreed and expected performance levels, deliver a product or service. Can also be used
satisfying current and future demand in a cost- to describe the parameter settings for one or critical success factor (CSF)
effective way. more CIs. A necessary precondition for the achievement
baseline of intended results.
A report or metric that serves as a starting
point against which progress or change can be capacity planning configuration item (CI)
The activity of creating a plan that manages Any component that needs to be managed in culture
assessed.
resources to meet demand for services. order to deliver an IT service. A set of values that is shared by a group of
people, including expectations about how
best practice people should behave, ideas, beliefs, and
A way of working that has been proven to be change configuration management database
practices.
successful by multiple organizations. The addition, modification, or removal of (CMDB)
anything that could have a direct or indirect A database used to store configuration
effect on services. records throughout their lifecycle. The CMDB customer
big data The role that defines the requirements for
The use of very large volumes of structured and also maintains the relationships between
configuration records. a service and takes responsibility for the
unstructured data from a variety of sources to change authority
outcomes of service consumption.
gain new insights. A person or group responsible for authorizing
a change. configuration management system (CMS)
A set of tools, data, and information that is used customer experience (CX)
to support service configuration management. The sum of functional and emotional
interactions with a service and service provider
as perceived by a service customer.
dashboard disaster recovery plans failure information security policy
A real-time graphical representation of data. A set of clearly defined plans related to how A loss of ability to operate to specification, or to The policy that governs an organization’s
an organization will recover from a disaster deliver the required output or outcome. approach to information security management.
deliver and support as well as return to a pre-disaster condition,
The value chain activity that ensures services considering the four dimensions of service feedback loop infrastructure and platform management
are delivered and supported according to management. A technique whereby the outputs of one part of practice
agreed specifications and stakeholders’ a system are used as inputs to the same part of The practice of overseeing the infrastructure
expectations. driver the system. and platforms used by an organization. This
Something that influences strategy, objectives, enables the monitoring of technology solutions
demand or requirements. four dimensions of service management available, including solutions from third parties.
Input to the service value system based on The four perspectives that are critical to the
opportunities and needs from internal and effectiveness effective and efficient facilitation of value for integrity
external stakeholders. A measure of whether the objectives of a customers and other stakeholders in the form A security objective that ensures information
practice, service or activity have been achieved. of products and services. is only modified by authorized personnel and
deployment activities.
The movement of any service component into efficiency goods
any environment. A measure of whether the right amount of Tangible resources that are transferred or internal customer
resources have been used by a practice, available for transfer from a service provider to A customer who works for the same
deployment management practice service, or activity. a service consumer, together with ownership organization as the service provider.
The practice of moving new or changed and associated rights and responsibilities.
hardware, software, documentation, processes, emergency change Internet of Things
or any other service component to live A change that must be introduced as soon as governance The interconnection of devices via the internet
environments. possible. The means by which an organization is directed that were not traditionally thought of as IT
and controlled. assets, but now include embedded computing
design and transition engage capability and network connectivity.
The value chain activity that ensures products The value chain activity that provides a identity
and services continually meet stakeholder good understanding of stakeholder needs, A unique name that is used to identify and IT asset
Appendix 2
Appendix 2
expectations for quality, costs, and time to transparency, continual engagement, and good grant system access rights to a user, person, or Any financially valuable component that can
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market. relationships with all stakeholders. role. contribute to the delivery of an IT product or
service.
design thinking environment improve
A practical and human-centred approach A subset of the IT infrastructure that is used The value chain activity that ensures continual IT asset management practice
used by product and service designers to for a particular purpose, for example a live improvement of products, services, and The practice of planning and managing the full
solve complex problems and find practical and environment or test environment. Can also practices across all value chain activities and lifecycle of all IT assets.
creative solutions that meet the needs of an mean the external conditions that influence or the four dimensions of service management.
organization and its customers. affect something. IT infrastructure
incident All of the hardware, software, networks, and
development environment error An unplanned interruption to a service or facilities that are required to develop, test,
An environment used to create or modify IT A flaw or vulnerability that may cause incidents. reduction in the quality of a service. deliver, monitor, manage, and support IT
services or applications. services.
error control incident management
DevOps Problem management activities used to The practice of minimizing the negative impact IT service
An organizational culture that aims to improve manage known errors. of incidents by restoring normal service A service based on the use of information
the flow of value to customers. DevOps focuses operation as quickly as possible. technology.
on culture, automation, Lean, measurement, escalation
and sharing (CALMS). The act of sharing awareness or transferring information and technology ITIL
ownership of an issue or work item. One of the four dimensions of service Best-practice guidance for IT service
digital transformation management. It includes the information and management.
The evolution of traditional business models event knowledge used to deliver services, and the
to meet the needs of highly empowered Any change of state that has significance for the information and technologies used to manage ITIL guiding principles
customers, with technology playing an enabling management of a service or other configuration all aspects of the service value system. Recommendations that can guide an
role. item. organization in all circumstances, regardless of
information security management practice changes in its goals, strategies, type of work, or
disaster external customer The practice of protecting an organization management structure.
A sudden unplanned event that causes great A customer who works for an organization by understanding and managing risks to the
damage or serious loss to an organization. A other than the service provider. confidentiality, integrity, and availability of ITIL service value chain
disaster results in an organization failing to information. An operating model for service providers
provide critical business functions for some that covers all the key activities required to
predetermined minimum period of time. effectively manage products and services.
ITIL value chain activity mean time between failures (MTBF) operational technology partnership
A step of the value chain that an organization A metric of how frequently a service or other The hardware and software solutions that A relationship between two organizations that
takes in the creation of value. configuration item fails. detect or cause changes in physical processes involves working closely together to achieve
through direct monitoring and/or control of common goals and objectives.
Kanban mean time to restore service (MTRS) physical devices such as valves, pumps, etc.
A method for visualizing work, identifying A metric of how quickly a service is restored performance
potential blockages and resource conflicts, and after a failure. organization A measure of what is achieved or delivered by a
managing work in progress. A person or a group of people that has its own system, person, team, practice, or service.
measurement and reporting functions with responsibilities, authorities, and
key performance indicator (KPI) The practice of supporting good decision- relationships to achieve its objectives. pilot
An important metric used to evaluate the making and continual improvement by A test implementation of a service with a
success in meeting an objective. decreasing levels of uncertainty. organizational change management limited scope in a live environment.
practice
knowledge management practice metric The practice of ensuring that changes in an plan
The practice of maintaining and improving A measurement or calculation that is organization are smoothly and successfully The value chain activity that ensures a shared
the effective, efficient, and convenient use monitored or reported for management and implemented and that lasting benefits are understanding of the vision, current status, and
of information and knowledge across an improvement. achieved by managing the human aspects of improvement direction for all four dimensions
organization. the changes. and all products and services across an
minimum viable product (MVP) organization.
known error A product with just enough features to satisfy organizational resilience
A problem that has been analysed but has not early customers, and to provide feedback for The ability of an organization to anticipate, policy
been resolved. future product development. prepare for, respond to, and adapt to Formally documented management
unplanned external influences. expectations and intentions, used to direct
Lean mission decisions and activities.
An approach that focuses on improving A short but complete description of the overall organizational velocity
workflows by maximizing value through the purpose and intentions of an organization The speed, effectiveness, and efficiency with portfolio management practice
elimination of waste. which an organization operates. Organizational The practice of ensuring that an organization
velocity influences time to market, quality,
Appendix 2
Appendix 2
has the right mix of programmes, projects,
model
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lifecycle safety, costs, and risks. products, and services to execute its strategy
A representation of a system, practice,
The full set of stages, transitions, and within its funding and resource constraints.
process, service, or other entity that is used
associated statuses in the life of a service, organizations and people
to understand and predict its behaviour and
product, practice, or other entity. One of the four dimensions of service post-implementation review (PIR)
relationships.
management. It ensures that the way an A review after the implementation of a change,
live organization is structured and managed, as to evaluate success and identify opportunities
modelling well as its roles, responsibilities, and systems of
Refers to a service or other configuration item for improvement.
The activity of creating, maintaining, and authority and communication, is well defined
operating in the live environment. utilizing models. and supports its overall strategy and operating practice
model. A set of organizational resources designed for
live environment monitoring
A controlled environment used in the delivery performing work or accomplishing an objective.
Repeated observation of a system, practice, outcome
of IT services to service consumers. process, service, or other entity to detect A result for a stakeholder enabled by one or problem
events and to ensure that the current status is more outputs.
maintainability known. A cause, or potential cause, of one or more
The ease with which a service or other entity incidents.
can be repaired or modified. output
monitoring and event management practice A tangible or intangible deliverable of an
The practice of systematically observing problem management practice
activity. The practice of reducing the likelihood and
major incident services and service components, and
An incident with significant business impact, recording and reporting selected changes of impact of incidents by identifying actual and
requiring an immediate coordinated resolution. outsourcing potential causes of incidents, and managing
state identified as events.
The process of having external suppliers workarounds and known errors.
provide products and services that were
management system obtain/build previously provided internally. procedure
Interrelated or interacting elements that The value chain activity that ensures service
establish policy and objectives and enable the components are available when and where A documented way to carry out an activity or a
achievement of those objectives. partners and suppliers process.
they are needed, and that they meet agreed
One of the four dimensions of service
specifications.
management. It encompasses the relationships process
maturity
an organization has with other organizations A set of interrelated or interacting activities
A measure of the reliability, efficiency and operation that are involved in the design, development, that transform inputs into outputs. Processes
effectiveness of an organization, practice, or The routine running and management of an activity, deployment, delivery, support, and/or continual define the sequence of activities and their
process. product, service, or other configuration item. improvement of services. dependencies.
product release management practice service action service financial management practice
A configuration of an organization’s resources The practice of making new and changed Any action required to deliver a service output The practice of supporting an organization’s
designed to offer value for a consumer. services and features available for use. to a user. Service actions may be performed by strategies and plans for service management
a service provider resource, by service users, or by ensuring that the organization’s financial
production environment reliability jointly. resources and investments are being used
See live environment. The ability of a product, service, or other effectively.
configuration item to perform its intended service architecture
programme function for a specified period of time or A view of all the services provided by an service level
A set of related projects and activities, and an number of cycles. organization. It includes interactions between One or more metrics that define expected or
organization structure created to direct and the services, and service models that describe achieved service quality.
oversee them. request catalogue the structure and dynamics of each service.
A view of the service catalogue, providing service level agreement (SLA)
project details on service requests for existing and new service catalogue A documented agreement between a service
A temporary structure that is created for the services, which is made available for the user. Structured information about all the services provider and a customer that identifies both
purpose of delivering one or more outputs and service offerings of a service provider, services required and the expected level of
(or products) according to an agreed business request for change (RFC) relevant for a specific target audience. service.
case. A description of a proposed change used to
initiate change enablement. service catalogue management practice service level management practice
project management practice The practice of providing a single source of The practice of setting clear business-based
The practice of ensuring that all an resolution consistent information on all services and targets for service performance so that the
organization’s proects are successfully The action of solving an incident or problem. service offerings, and ensuring that it is delivery of a service can be properly assessed,
delivered. available to the relevant audience. monitored, and managed against these targets.
resource
quick win Personnel, material, finance, or other entity service configuration management practice service management
An improvement that is expected to provide a that is required for the execution of an activity The practice of ensuring that accurate and A set of specialized organizational capabilities
return on investment in a short period of time or the achievement of an objective. Resources reliable information about the configuration for enabling value for customers in the form of
with relatively small cost and effort. used by an organization may be owned by of services, and the configuration items that services.
support them, is available when and where
Appendix 2
Appendix 2
the organization or used according to an
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record agreement with the resource owner. needed. service offering
A document stating results achieved and A formal description of one or more services,
providing evidence of activities performed. retire service consumption designed to address the needs of a target
The act of permanently withdrawing a product, Activities performed by an organization to consumer group. A service offering may include
recovery service, or other configuration item from use. consume services. It includes the management goods, access to resources, and service actions.
The activity of returning a configuration item to of the consumer’s resources needed to use
normal operation after a failure. risk the service, service actions performed by service owner
A possible event that could cause harm or loss, users, and the receiving (acquiring) of goods (if A role that is accountable for the delivery of a
or make it more difficult to achieve objectives. required). specific service.
recovery point objective (RPO)
The point to which information used by an Can also be defined as uncertainty of outcome,
activity must be restored to enable the activity and can be used in the context of measuring service continuity management practice service portfolio
to operate on resumption. the probability of positive outcomes as well as The practice of ensuring that service availability A complete set of products and services that
negative outcomes. and performance are maintained at a sufficient are managed throughout their lifecycles by an
level in case of a disaster. organization.
recovery time objective (RTO)
The maximum acceptable period of time risk assessment
following a service disruption that can elapse An activity to identify, analyse, and evaluate service design practice service provider
before the lack of business functionality risks. The practice of designing products and services A role performed by an organization in a
severely impacts the organization. that are fit for purpose, fit for use, and that service relationship to provide services to
risk management practice can be delivered by the organization and its consumers.
The practice of ensuring that an organization ecosystem.
relationship management practice
The practice of establishing and nurturing links understands and effectively handles risks. service provision
between an organization and its stakeholders service desk Activities performed by an organization to
at strategic and tactical levels. service The point of communication between the provide services. It includes management of the
A means of enabling value co-creation by service provider and all its users. provider’s resources, configured to deliver the
release facilitating outcomes that customers want service; ensuring access to these resources for
A version of a service or other configuration to achieve, without the customer having to service desk practice users; fulfilment of the agreed service actions;
item, or a collection of configuration items, that manage specific costs and risks. The practice of capturing demand for incident service level management; and continual
is made available for use. resolution and service requests. improvement. It may also include the supply of
goods.
service relationship stakeholder technical debt value stream
A cooperation between a service provider and A person or organization that has an interest The total rework backlog accumulated by A series of steps an organization undertakes
service consumer. Service relationships include or involvement in an organization, product, choosing workarounds instead of system to create and deliver products and services to
service, practice, or other entity. solutions that would take longer. consumers.
service provision,
service consumption, and service relationship standard test environment value streams and processes
management. A document, established by consensus and A controlled environment established to test One of the four dimensions of service
approved by a recognized body, that provides products, services, and other configuration management. It defines the activities,
service relationship management for common and repeated use, mandatory items. workflows, controls, and procedures needed to
Joint activities performed by a service provider requirements, guidelines, or characteristics for achieve the agreed objectives.
and a service consumer to ensure continual its subject. third party
value co-creation based on agreed and A stakeholder external to an organization. vision
available service offerings. standard change A defined aspiration of what an organization
A low-risk, pre-authorized change that is throughput would like to become in the future.
service request well understood and fully documented, and A measure of the amount of work performed
A request from a user or a user’s authorized which can be implemented without needing by a product, service, or other system over a warranty
representative that initiates a service action additional authorization. given period of time. Assurance that a product or service will
which has been agreed as a normal part of meet agreed requirements. Warranty can be
service delivery. status transaction summarized as ‘how the service performs’
A description of the specific states an entity can A unit of work consisting of an exchange and can be used to determine whether a
service request management practice have at a given time. between two or more participants or systems. service is ‘fit for use’. Warranty often relates to
The practice of supporting the agreed quality service levels aligned with the needs of service
of a service by handling all pre-defined, user- strategy management practice use case consumers. This may be based on a formal
initiated service requests in an effective and The practice of formulating the goals of an A technique using realistic practical scenarios agreement, or it may be a marketing message
user-friendly manner. organization and adopting the courses of to define functional requirements and to design or brand image. Warranty typically addresses
action and allocation of resources necessary for tests. such areas as the availability of the service,
service validation and testing practice achieving those goals. its capacity, levels of security, and continuity.
A service may be said to provide acceptable
Appendix 2
Appendix 2
The practice of ensuring that new or user
assurance, or ‘warranty’, if all defined and
Resources
Resources
changed products and services meet defined supplier The role that uses services.
requirements. A stakeholder responsible for providing agreed conditions are met.
services that are used by an organization. user experience (UX)
service value system (SVS) warranty requirements
The sum of the functional and emotional
A model representing how all the components supplier management practice Typically non-functional requirements captured
interactions with a service and service provider
and activities of an organization work together The practice of ensuring that an organization’s as inputs from key stakeholders and other
as perceived by a user.
to facilitate value creation. suppliers and their performance levels practices.
are managed appropriately to support the utility
software development and management provision of seamless quality products and waterfall method
The functionality offered by a product or
practice services. A development approach that is linear and
service to meet a particular need. Utility can
The practice of ensuring that applications meet sequential with distinct objectives for each
be summarized as ‘what the service does’ and
stakeholder needs in terms of functionality, support team phase of development.
can be used to determine whether a service
reliability, maintainability, compliance, and A team with the responsibility to maintain is ‘fit for purpose’. To have utility, a service
auditability. normal operations, address users’ requests, must either support the performance of the work instruction
and resolve incidents and problems related consumer or remove constraints from the A detailed description to be followed in order
sourcing to specified products, services, or other consumer. Many services to perform an activity.
The activity of planning and obtaining resources configuration items.
do both. workaround
from a particular source type, which could be
internal or external, centralized or distributed, system A solution that reduces or eliminates the
and open or proprietary. A combination of interacting elements utility requirements impact of an incident or problem for which
organized and maintained to achieve one or Functional requirements which have been a full resolution is not yet available. Some
more stated purposes. defined by the customer and are unique to a workarounds reduce the likelihood of incidents.
specification
specific product.
A documented description of the properties of
a product, service, or other configuration item. systems thinking workforce and talent management practice
A holistic approach to analysis that focuses on validation The practice of ensuring that an organization
the way that a system’s constituent parts work, Confirmation that the system, product, service, has the right people with the appropriate skills
sponsor
interrelate, and interact over time, and within or other entity meets the agreed specification. and knowledge and in the correct roles to
The role that authorizes budget for service
consumption. Can also be used to describe the context of other systems. support its business objectives.
an organization or individual that provides value
financial or other support for an initiative. The perceived benefits, usefulness, and
importance of something.
Index
A culture, 71–74, 81, 96, 116–117, 166, 174, 260, F lifecycle, 180–181, 202, 205
264, 273
Agile, 10, 76, 95, 140, 157, 207, 269 failure, 57, 136, 177, 187, 206, 233 live, 103, 153, 182, 188, 200, 211, 235, 241,
customer, 10, 15–16, 26, 33–34, 41–42, 44, 249, 289, 311
availability, 2, 57, 59, 151, 175, 251, 253, 278, 46, 53, 60, 64–65, 69, 75, 80, 89, 100, 108, 111, feedback loop, 134, 136, 208, 286
282, 285 live environment, 188, 211, 235
123–127, 131, 135–136, 141–142, 145, 160, four dimensions of service management, 3,
B 167, 176–177, 179, 186, 193, 196–197, 202– 66, 68, 70, 107, 116–117, 145, 164–167, 182, M
203, 208, 214, 218, 226–227, 234, 237–238, 249, 251, 255 major incident, 219–220, 223, 225, 241, 248,
baseline, 154, 264 243, 248, 251, 253, 259, 262–263, 278, 280–
best practice, 2, 317 287, 290, 295–296, 301, 320–323 G 250
goods, 36–38, 48–49, 65, 320, 322 management system, 89, 242, 255, 321, 323
BRM, 53 customer experience, 10, 125, 237–238
governance, 90–91, 94, 116–117, 135, 164– measurement and reporting, 266, 285–286
business analysis, 102–103, 279 CX, 125–126
165, 167, 202 metric, 130, 147, 152, 154, 186, 265, 277–278,
business case, 174 D
I 282–285
business relationship manager, 53 dashboard, 242
improve, 6, 10, 51, 60, 85, 93, 99, 103, 107, minimum viable product, 139
C deliver and support, 99, 111–112, 167, 112, 116–117, 133, 137, 141–143, 152–153, model, 43, 76, 83, 89, 92, 96, 117, 128, 151,
196–197, 200, 202, 204, 206, 214, 227, 235, 164–165, 167, 196–197, 200, 202, 204, 206,
call, 238, 241–242, 269 185, 237, 262–263, 269–270, 285, 300–301
244, 259, 274, 286, 295 211, 214, 227, 235, 244, 259, 262, 268, 273–
capability, 16, 75, 141, 143, 151, 172, 220, 264, 274, 286, 295 monitoring, 94, 176, 181, 205–206, 242
demand, 53, 81, 93, 99–101, 116–117, 135,
286 monitoring and event management, 181,
145, 185, 202, 237, 241, 296 incident, 95, 108, 179, 181–182, 185, 187, 192,
change, 90, 95, 103, 117, 121, 131–133, 139, 196, 204, 217–228, 233, 237, 241, 243–244, 205–206
deployment, 79, 153, 166, 188, 207–208, 211,
141, 146, 163, 178, 181, 187–188, 202, 205, 247–252, 254, 259, 284–285, 289, 294, 300– O
227
207–209, 211, 214, 220–221, 233, 255, 265– 301
267, 285, 289–296, 300–301 deployment management, 188, 207, 211 obtain/build, 99, 110, 112, 116–117, 164–165,
incident management, 95, 179, 204, 217–221, 167, 196–197, 200, 202, 204, 206, 211, 214,
change authority, 293 design and transition, 99, 109, 112, 167, 223–227, 250, 254, 294 227, 235, 244, 259, 274, 286, 295
196–197, 200, 202, 204, 206, 211, 214, 227,
change enablement, 178, 188, 207, 255, 289, information and technology, 32, 69–70, operation, 83, 96, 142, 150, 179, 196, 208, 218,
235, 244, 259, 274, 286, 295
291–293, 295, 300–301 77–78, 116–117, 164–167 240, 286
development environment, 206, 227
change schedule, 178, 289, 294, 300–301 information security management, 175, 192, organization, 6, 10, 16–18, 22–25, 32–33,
DevOps, 10, 140, 157, 211, 269 196, 202
CI, 184, 203, 205, 212, 220–222 41–46, 48–50, 53, 55, 69–73, 75–76, 78–83, 86,
digital transformation, 10 infrastructure, 178, 181, 183, 188, 207, 212, 89–97, 99–100, 103, 106, 116–117, 121–126,
compliance, 83, 94, 148, 151 132, 134–135, 140–146, 149–154, 157–158,
disaster, 223 291–292
confidentiality, 175 160, 163–167, 172, 174–178, 180, 184, 186,
disaster recovery plans, 223 integrity, 175 188, 192, 196–200, 202–208, 219, 233, 237,
configuration, 32–33, 46, 184, 203–205, 242,
internal customer, 141 240, 260, 262–263, 267, 269, 271, 273–274,
321, 323 driver, 176
278, 289, 292–293, 296, 313, 320–323
configuration item, 203–205 E IT asset, 11, 180, 184, 201–203
organizational change management, 95, 266,
configuration management system, 242 effectiveness, 71, 73, 135, 251, 262 IT asset management, 11, 180, 184, 201–202 292
configuration record, 204 efficiency, 70, 84, 95, 135, 153, 234 IT infrastructure, 178, 292 organizations and people, 69, 72, 79, 83,
IT service, 180, 201, 203, 205, 237, 285 116–117, 164–167
continual improvement practice, 174, 260, emergency change, 294
274 ITIL, 1–3, 5–7, 10–11, 14–62, 64–66, 68–117, outcome, 16, 26, 33, 46, 52–54, 56, 58–60,
engage, 6, 99, 101, 103, 108, 112, 116–117,
120–168, 170–301, 304–323 64–65, 80, 83–84, 93, 110, 124, 126, 128,
continuous delivery, 208 141, 167, 196–197, 200, 202, 204, 206, 214,
130–131, 136, 140, 142, 145–147, 154, 176,
227, 235, 244, 259, 274, 286, 295 ITIL guiding principles, 96, 160
continuous deployment, 153 223, 266, 321
environment, 81, 133, 153, 188, 199, 206–208, ITIL service value chain, 83, 99
continuous integration, 211 output, 53–54, 64–65, 77, 84, 94, 99, 101,
211, 227, 235
control, 36, 69, 83, 94, 96, 135, 177, 180, 192, K 106–111, 116–117, 134, 136, 145, 255
error, 103, 153, 182, 214, 220–221, 247–249,
196, 198, 202, 205, 208, 242, 249, 251, 253, key performance indicator, 264–265 outsourcing, 198
251–253, 255, 300–301
255, 290, 295, 300–301
error control, 249, 251, 253, 300–301 knowledge management, 255, 267 P
Index
Index
cost, 16, 33–34, 46, 52, 55, 57, 59, 64–65, 81,
known error, 182, 214, 220–221, 247–248, partners and suppliers, 25, 69–70, 79, 81,
95, 109, 123, 144, 147, 151, 153, 180, 199, 202, escalation, 176, 242
251–253, 255 116–117, 164–167, 204
223, 251–253, 312 event, 56, 181, 205–206, 284
KPI, 264–265 partnership, 80, 198
critical success factor, 58, 264–265 external customer, 197
CSF, 58, 264–265
L performance, 59, 82, 92, 94, 106–107, 177,
186, 198–200, 264–265, 278, 280–281, 286,
Lean, 10, 140, 157, 269
293
pilot, 103 51–52, 55, 58, 65, 79, 81, 92, 95, 101–102, 132, 64–65 259, 264, 280–282, 286, 290, 295, 320–323
146, 151, 171, 206–207, 219, 232, 242, 269,
plan, 99, 106, 112, 116–117, 154, 164–165, service request, 101, 108, 116–117, 185, 187, user experience, 84, 124–125, 234, 240,
274, 294, 316, 320–323
167, 180, 196–197, 200, 202, 204, 206, 214, 208, 230–237, 244 280–281
223, 227, 235, 244, 259, 265–266, 270, 274, RFC, 291
service request management, 101, 116–117, utility, 59–60, 64–65, 196
286, 294–295, 313
risk, 16, 33–34, 46, 52, 56–59, 64–65, 80, 95, 187, 208, 230–231, 234–235
UX, 125
policy, 81, 94, 128, 140, 177, 192, 196, 202, 131, 141, 174–175, 177–178, 180, 182, 192,
service validation and testing, 102
214, 233, 295 196, 199, 223, 249–251, 255, 260, 266–267, V
289–290, 301 service value system, 3, 66, 77, 88–89, 116–
practice, 2–3, 5–7, 10, 26, 44, 64–65, 69, 75, validation, 102
117, 164–165, 167
77, 79, 83–84, 91–92, 94–96, 101–103, 107, risk management, 131, 192, 255, 266 value, 3, 5, 10, 12, 14–18, 21–22, 25–26, 28,
116–117, 131, 133, 145, 149–152, 167–168, SLA, 280–285
170–301, 311, 317
S 32–33, 40–42, 46, 49–50, 55, 57, 59, 64–66, 69–
software development and management, 71, 73–75, 77, 82–84, 88–91, 93, 96, 98–104,
service, 2–3, 5–6, 10–12, 14–62, 64–66, 68–70,
problem, 83, 182, 204, 206, 220–221, 227, 102 106–112, 114, 116–117, 123–124, 126–128,
75, 77–79, 82–83, 85–86, 88–91, 93–94, 96,
247–256, 259, 294, 300–301 130, 132, 134–135, 140, 145, 147–152, 154,
98–103, 106–111, 116–117, 122–123, 125–126, sourcing, 80, 198, 200
157, 163–167, 176–177, 180, 185, 192, 196–
problem management, 182, 204, 247, 249, 128–129, 131, 133, 135, 137, 141–142, 145,
specification, 110–111, 167 197, 199–202, 204, 206, 211, 214, 223, 227,
254–255, 259, 294, 300–301 147–149, 151–152, 157–158, 164–167, 174,
235, 237, 240, 244, 254, 259, 262–264, 266,
176–187, 192–193, 196–197, 199–208, 211– sponsor, 26, 44, 197, 320–323
procedure, 83, 131, 147, 151, 172, 177, 196, 274, 284, 286, 290, 295, 313, 320–323
212, 214, 218–219, 223–224, 226–227, 230– stakeholder, 3, 12, 16, 20–22, 25, 28, 30,
233–234, 264
244, 248–251, 254–256, 259–260, 262, 264, value stream, 10, 32, 69–70, 82–84, 96,
42–43, 53, 69, 75, 89–90, 92–93, 100–101,
process, 11, 32, 69–70, 83–84, 94, 101, 116– 268–269, 274, 277–287, 289–290, 292–293, 103–104, 116–117, 164–167
108–109, 111, 116–117, 121, 123–124, 141–
117, 128, 131, 133, 136, 140, 142, 145, 147– 295, 300–301, 320–323 142, 144–146, 150, 152, 154, 157, 166–167, value streams and processes, 32, 69–70, 83,
151, 153–154, 164–167, 172, 176, 178, 181,
service action, 36, 38, 48–49, 65, 232 176, 196–197, 202, 204, 223, 225, 241, 264, 116–117, 164–167
183, 188, 192, 212, 219–220, 223, 234, 238,
267, 320, 322
240–241, 261, 264, 282, 291–293 service configuration management, 184, 203 vision, 95, 106, 117, 152, 164–165, 167,
standard, 83, 146, 153–154, 157, 187, 233, 262–263, 266
product, 2, 25, 32–33, 45–46, 59, 65, 69, 79, service consumption, 26, 36, 44, 47, 49, 55,
235, 293–294
82–83, 90–91, 93–94, 99, 101–103, 106–109, 57, 64–65, 320, 322–323 W
117, 125, 135, 139, 147, 167, 174, 176–178, standard change, 187, 233, 294
service continuity management, 223 warranty, 2, 59–60, 64–65, 196
197, 200–201, 223, 226, 252, 255, 259–260, status, 106, 116–117, 132, 167, 202, 227, 233,
262, 286, 289, 292–293, 295, 300–301, 321, 323 service desk, 101–102, 128, 185, 223–224, warranty requirements, 196
235, 251–253, 259
226, 236–244, 248, 250, 300–301
production environment, 208 waterfall method, 207
supplier, 25, 32, 60, 69–70, 75, 79–81, 101,
service financial management, 202
programme, 2, 10, 128, 132, 145 116–117, 135, 142, 145, 164–167, 177–178, workaround, 142, 182, 247–248, 251–252,
service level, 48, 59, 186, 277–281, 283–284, 184, 196, 198–200, 203–204, 223, 226, 250, 255, 259
project, 2, 126, 128, 131, 150, 174, 207, 250,
286–287, 293 279, 292, 295
260, 269, 271, 284
service level agreement, 280–281, 284, 287 supplier management, 80, 101, 177, 200, 279
Q
service level management, 48, 186, 277–279, support team, 223, 232, 286
quick win, 150, 313
283, 286, 293
SVS, 69–70, 83, 89–90, 93, 96, 100, 117, 262,
R service management, 3, 5–6, 12, 14–62, 270, 274
record, 149, 181, 204, 221, 223, 227, 248, 64–66, 68–70, 77, 79, 83, 107, 116–117, 122,
system, 3, 66, 71, 73, 76–77, 83, 88–89, 100,
250–251 133, 145, 148, 157–158, 164–167, 178, 182,
116–117, 128, 140, 145–146, 151, 164–165,
204, 249, 251, 255, 269, 321, 323
recovery, 223 167, 206, 221, 225, 233, 242, 255, 278, 282,
service offering, 3, 12, 31, 35–36, 49, 64–65, 285, 321, 323
relationship management, 11, 47, 49, 64–65,
79, 102, 286, 321, 323
101, 176, 196–197, 279 systems thinking, 145
service portfolio, 214, 286, 295 T
release, 102–103, 153, 183, 188, 207–209, 212,
214, 227, 244 service provider, 16, 18, 22–23, 28, 35–36, 41, technical debt, 238
43–44, 47, 49–53, 55, 57–58, 64–65, 83, 100,
release management, 102, 183, 188, 207, 214
126, 179, 183, 185, 197, 218, 223, 226, 237, test environment, 227
reliability, 2 240–241, 248, 280, 284–285 third party, 79, 183, 200
Index
Index
request catalogue, 241 service provision, 47–48, 55, 64–65, 89, 166 transaction, 282, 284
request for change, 291 service relationship, 18, 22–23, 28, 42–44, 47, U
49–52, 55, 58, 64–65, 75, 126, 320, 322
resolution, 185, 218, 223, 237, 251–255, 259,
user, 26, 32, 36, 42, 44, 46, 48–49, 84, 103, 108,
300–301 service relationship management, 47, 49, 111, 124–125, 135, 179, 183, 185, 187, 192,
resource, 3, 5–6, 23, 32–33, 36–38, 46, 48–49, 196–197, 202, 207–208, 212, 214, 218, 223,
227, 231–235, 237–238, 240–241, 244, 250,
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Official Training Materials

2.2 Stakeholder and service consumer roles 20

2.3 Service offerings 31

2.4 Creating value with services 40

3. Key concepts of ITIL 4 66

Axle Car Hire 326

Key concepts of ITIL 328

Powering Service value chain 330

Best Value chain activities

Appendix 2 – Resources 358

You can always use the Take2 resit option, which is

The slides that feature a grey border are optional extended

2.1 The concept of value

2.2 Stakeholder and service

2.3 Service offerings

2.4 Creating value

Key concepts of service

Key concepts of service

Value between organizations is created in different ways depending on how those

Key concepts of service

Key concepts of service

Key concepts of service

Key concepts of service

Key concepts of service

Key concepts of service

It is important to identify the different consumer roles in service relationships to ensure

Key concepts of service

Key concepts of service

Key concepts of service

Key concepts of service

Key concepts of service

Key concepts of service

Key concepts of service

Key concepts of service

Key concepts of service

Key concepts of service

Service relationship management constitutes ‘joint activities performed by a service provider

Key concepts of service

Key concepts of service

Key concepts of service

Key concepts of service

Key concepts of service

Key concepts of service

62 ITIL® 4 Foundation | Copyright© PeopleCert International Ltd.

Key concepts of service

A. value A. value Correct. Service providers define combinations

A. cost A. cost Correct. Utility is ‘The functionality offered by

A. service provision A. service provision Correct. Service relationship management

A. a service A. a service Correct. A service is ‘A means of enabling

3.1 Four dimensions of service

3.2 ITIL service value system

3.3 Service value chain

Key concepts of ITIL 4

Key concepts of ITIL 4

Key concepts of ITIL 4

Key concepts of ITIL 4

Key concepts of ITIL 4

Key concepts of ITIL 4

Key concepts of ITIL 4

Key concepts of ITIL 4

Key concepts of ITIL 4

Key concepts of ITIL 4