How to

ensure practice success

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Speakers

Adam Griffith
ITIL Architect

Roman Zhuravlev
Senior ITIL Architect

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How do you
define success?

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ITIL4 Practice Guides

• 34 practice guides
• 30-40 pages each

• Available via MyAxelos subscription

• Applicable immediately after the

Foundation

The most practical yet the least

known part of ITIL 4
…until now
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Practices update

In 2023, we updated 15 practice guides

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Practice guide’s structure
▪ General information ▪ Partners and
▪ Purpose and description suppliers
▪ Terms and concepts
▪ Scope ▪ Capability
▪ Practice success factors assessment and
▪ Key metrics development
▪ Capability levels
▪ Value streams and processes ▪ Capability self-
▪ Processes assessment
▪ Value stream contribution ▪ Capability
development
▪ Organization and people
▪ Roles, competencies, and ▪ Recommendations
responsibilities for practice success
▪ Organizational structures and
teams

▪ Information and technology

▪ Information exchange
▪ Automation and tooling

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PRACTICE
SUCCESS
FACTORS

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Definition: Practice success factor (PSF)

Practice success factor: A complex

functional component of a practice that is
required for the practice to fulfil its
purpose

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Purpose: incident management
The purpose of the incident management
practice is:

▪ to minimize the negative impact of

incidents by restoring normal service
operation as quickly as possible.

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PSFs: incident management
For the incident management practice to
achieve its purpose, the service provider needs
to:

▪ detect incidents early

▪ resolve incidents quickly and efficiently

▪ continually improve incident

management

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Purpose: service configuration management
The purpose of the service configuration
management practice is:

▪ to ensure that accurate and reliable

information about the configuration
of services, and the CIs that support
them, is available when and where it
is needed.

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PSFs: service configuration management
For the service configuration management
practice to achieve its purpose, the service
provider needs to:

▪ ensuring that the organization has

relevant configuration information
about its products and services

▪ ensuring that the costs of providing

configuration information are
continually optimized

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Purpose: service level management
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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PSFs: service level management
For the service level management practice to achieve its
purpose, the service provider needs to:

▪ establishing a shared view of target service levels

with customers

▪ overseeing how the organization meets the defined

service levels through the collection, analysis,
storage, and reporting of the relevant metrics for
the identified services

▪ performing service reviews to ensure that the

current set of services continues to meet the needs
of the organization and its customers

▪ capturing and reporting on service improvement

opportunities, including performance against
defined service levels and stakeholder satisfaction.
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Practice success factors
• Each practice contains two to four PSFs.

• Practice success factors:

• represent “sub-capabilities” of the practice.

• are supported/enabled by processes and the four dimensions of service

management.

• act as “cornerstones” of the practice guide.

• are critical success factors (CSFs) for the practice.

• Thorough understanding and recall of the PSFs is essential for

exam success.

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Are you getting
closer or further
from practice
success?

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KEY METRICS

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Practice success factors
For the incident management practice to
achieve its purpose, the service provider needs
to:

▪ Detect incidents early

▪ Resolve incidents quickly

and efficiently

▪ Continually improve incident

management

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Key metrics
For the incident management practice to To understand if this PSF is
achieve its purpose, the service provider needs realised, measure:
to:

▪ Detect incidents early ▪ Time between incident

occurrence and detection
▪ Percentage of incidents
▪ Resolve incidents quickly detected via monitoring and
and efficiently event management

▪ Continually improve incident

management

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Key metrics
For the incident management practice to To understand if this PSF is
achieve its purpose, the service provider needs realised, measure:
to:

▪ Detect incidents early ▪ Time between incident detection

and acceptance for diagnosis
▪ Time of diagnosis
▪ Resolve incidents quickly ▪ Number of reassignments
and efficiently ▪ Percentage of waiting time in the
overall incident handling time
▪ First-time resolution rate
▪ Continually improve incident ▪ Meeting the agreed resolution time
management ▪ User satisfaction with incident
handling and resolution
▪ Percentage of incidents resolved
automatically
▪ Percentage of incidents resolved
before being reported by users
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Key metrics
For the incident management practice to To understand if this PSF is
achieve its purpose, the service provider needs realised, measure:
to:

▪ Detect incidents early ▪ Percentage of incident resolutions

using previously identified and
recorded solutions
▪ Resolve incidents quickly ▪ Percentage of incidents resolved
and efficiently using incident models
▪ Improvement of the key practice
indicators over time
▪ Continually improve incident ▪ Balance between the speed and
management effectiveness metrics for incident
resolution

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Definitions
Critical success factor:
A necessary precondition for
the achievement of intended
results.
Metric:
A measurement or calculation
that is monitored or reported
for management and
improvement.
Key performance indicator:
An important metric used to
evaluate the success in
meeting an objective.
Measurement:
A means of decreasing
uncertainty based on one or
more observations that are
expressed in quantifiable units.
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Key metrics

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Key metrics
• Key metrics:
• are NOT key performance indicators.

• are often aggregated into complex indicators.

• do not result in a conclusion without “RAG” thresholds.

• can be independent of ITIL guidance provided they are compatible with

the scope.

• act as metrics for meeting objectives (effectiveness, efficiency,

throughput, performance, compliance, etc.) when used to create KPIs
with organizational context.

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CAPABILITY
CRITERIA

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ITIL4 Maturity Model

▪ Maturity assessment of the SVS

▪ Capability assessment of the practices

▪ Assessment of the IT service governance and

management system, NOT of ITIL
implementation

▪ Available via Axelos Consulting Partners

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https://www.axelos.com/for-organizations/itil-maturity-model
Capability levels
Level 5: The practice is continually improving organizational capabilities
associated with its purpose.

Level 4: The practice achieves its purpose in a highly organized way, and its
performance is continually measured and assessed in the context of the
service management system.

Level 3: The practice is well defined and achieves its purpose in an organized
way, using dedicated resources and relying on inputs from other practices
that are integrated into a service management system.

Level 2: The practice systematically achieves its purpose through a basic set
of activities supported by specialized resources.

Level 1: The practice is not well organized; performance is initial/intuitive. It may

occasionally or partially achieve its purpose through an incomplete set of
activities.

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Design of the capability criteria

▪ Defined by ITIL 4

Practices ▪ Describe 34 management capabilities

▪ Defined for every practice (2-4)

Practice
▪ Required for the practice to fulfil its purpose
success
factors
(PSFs)
▪ Defined for every PSF at different levels
Capability ▪ Mapped to the four dimensions of service management
criteria

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Service configuration management
capability criteria
PSF Criterion Dimension Capability
level

Ensuring that Costs of providing configuration information are identified and Value streams and 2
the costs of tracked processes
providing
configuration Users of configuration information are aware of and satisfied with the Value streams and 2
information are procedures and interfaces for requesting and obtaining the processes
continually information
optimized The processes and tools for the discovery, management, and Value streams and 3
provision of configuration information are designed for cost processes
efficiency
Configuration management is integrated with internal and external Information and 4
sources of relevant data technology

The costs of providing configuration information are regularly Value streams and 5
reviewed and continually improved processes

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Capability criteria
• Achievement of KPIs without capability is not sustainable.

• Capability criteria:
• are sourced from the ITIL maturity model.

• Are provided within the “refreshed” practice guides along with the steps
to perform a self-assessment of the practice.

• act as metrics for capability.

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How do you get
started?

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ITIL4 Guiding Principles

FOCUS ON COLLABORATE KEEP IT SIMPLE

VALUE AND PROMOTE AND PRACTICAL
VISIBILITY

START WHERE PROGRESS THINK OPTIMIZE AND

YOU ARE ITERATIVELY AND WORK AUTOMATE
WITH FEEDBACK HOLISTICALLY

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Recommendations for practice success
Recommendations Guiding principles

Look at the incidents from the service consumer ▪ Focus on value

perspective. ▪ Collaborate and promote visibility

▪ Collaborate and promote visibility

Gather and reuse data.
▪ Optimize and automate

Understand, manage, and improve the incident

▪ Think and work holistically
resolution value stream, not only the incident
▪ Focus on value
management practice.

▪ Start where you are

Develop the practice continually, but do not
▪ Progress iteratively with feedback
overcomplicate it.
▪ Keep it simple and practical

▪ Optimize and automate

Adjust for complexity.
▪ Collaborate and promote visibility
▪ Focus on value
Demonstrate business value.
▪ Collaborate and promote visibility

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Recommendations for practice success

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Time for your questions!
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TO BE
CONTINUED

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How-to master classes

• October, 10
• How to self-assess service management capability Roman

• October, 24
• How to use the competency model Roman & Dmitry

• November, 7
• How to ensure practices’ success Adam & Roman

• December, 19
• How to integrate practices into value streams Roman & Adam

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Practice bundles master classes

• November, 28
• Monitor, support, and fulfil Adam

• December, 5
• Plan, implement, and control Roman

• December, 12
• Collaborate, assure, and improve David

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Get ready for the world
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