ITIL 4

Continual Improvement

1) What is the Vision? 2) Where are we Now? 3) Where do we want to be? 4) How do we get there) 5) Take Action! 6) Did we get there? HOW DO WE KEEP THE MOMENTUM GOING? -- use organizational change management to embed the changes into the organization!! The ITIL continual improvement model can be used as a high-level guide to support improvement initiatives. The use of the model: increases the likelihood that ITSM initiatives will be successful. places a strong focus on customer value. ensures that improvement efforts can be linked back to the organization's vision.

Service Configuration Management Practice

A configuration item (CI) is any component that must be managed in order to deliver an IT service. 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's needed. It's important that the effort required to collect and maintain configuration information is balanced with the value that the information creates. Maintaining large amounts of detailed information about every component and its relationship to other components can be costly, and may deliver very little value. configuration management system (CMS), is a set of tools, data, and information used to support service configuration management. The type and amount of information recorded for each type of CI should be based on the value of that information, the cost of maintaining it, and how it is to be used. Configuration information can be stored and published in a single configuration management database (CMDB) for the whole organization

The ITIL service value chain

A flexible model for the creation, delivery, and continual improvement of services.

ITIL

A good-practice guidance applicable to all types of organizations that provide services to businesses.

Business impact analysis (BIA)

A key activity in the practice of service continuity management that identifies vital business functions (VBFs) and their dependencies. These dependencies might include suppliers, people, other business processes, and IT services. BIA defines the recovery requirements for IT services, which include RTOs, RPOs, and minimum target service levels for each IT service.

Risks (removed & imposed)

A possible event that could cause harm or loss, or make the achievement of objectives more difficult. Removed from customers (smart phone with apps like uber) Imposed on customers (uber may take you to the wrong place)

Problem management

A problem is defined as a cause—or potential cause—of one or more incidents. A known error is a problem that's been analyzed but not resolved. Incidents: Have an impact on users or business processes, and must be resolved so that the service can be restored and normal business activity can take place. Problems: The causes of incidents. Problems require investigation and analysis to identify the causes, develop workarounds, and recommend longer-term resolution. This serves to reduce the number and impact of future incidents. interfaces between problem management, risk management, change control, knowledge management, and continual improvement: Continual improvement: Problem management activities can identify improvement opportunities in all four dimensions of service management. Knowledge management: Output from the problem management practice includes information and documentation concerning workarounds and known errors. Risk management: 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.

Process

A process is a set of interrelated or interacting activities that transforms inputs into outputs. Processes are designed to accomplish a specific objective.

Release Management Practice

A release is defined as a version of a service or other Configuration Item —or a collection of CIs—that's made available for use. The purpose of the release management practice is to make new and changed services and features available for use. A release may comprise many different infrastructure and application components that work together 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 required. A RELEASE SCHEDULE is used to document the timing of releases. A release-post-implementation review enables learning and improvement, and helps to ensure that customers are satisfied. In a more traditional environment, releases are enabled by the deployment of the components. Each release is described by a RELEASE RECORD on an ITSM tool. Release records are linked to CIs and change records to maintain information about the release.

Value stream

A series of steps undertaken by an organization to create and deliver products and services to consumers.

Service

A service is a means of enabling value co-creation by facilitating outcomes desirable to customers—without their having to manage cost and risk.

Service-level Management Practice

A service level is defined as one or more metrics that define expected or achieved service QUALITY. 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. Service-level management involves collating and analyzing information from a number of sources, including: - Customer Engagement - Customer Feedback gathered from surveys Operational metrics: low-level indicators that may include system availability, incident response and fix times, change and request processing times, and system response times. Business metrics: These can be any business activity deemed useful or valuable by the customer, and which is used as a means of gauging the success of the service.

Service Offering

A service offering is a formal description of one or more services designed to address the needs of its target consumer, and may include goods, access to resources, and service actions.

Service Request Management Practice

A service request is a request from a user (or their representative) that initiates a service action that has been agreed on as a normal part of service delivery. 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. The steps to fulfill the request should be well known and proven. - Service requests and their fulfillment should be standardized and automated to the greatest extent possible. - Policies should be established regarding what service requests are to be fulfilled - The expectations of users regarding fulfillment times should be clearly set in accordance with what the organization can realistically deliver. -Opportunities for improvement should be identified and implemented -Policies and workflows should be included for the documenting and redirecting Service requests are a normal part of service delivery and not a failure or degradation of service (which would be handled as an incident). Each service request may include one or more of the following: - Request for a service delivery action - Request for information - Request for provision of a resource - Request for access to a resource - Feedback, compliments, and complaints

Disaster recovery plans:

A set of clearly defined plans related to how an organization recovers from a disaster and returns to its pre-disaster condition, in consideration of the four dimensions of service management.

Process

A set of interrelated or interacting activities that transform inputs into outputs.

Agile ITSM

Agile software development typically includes: - Continually evolving requirements, collected through feedback analysis and direct observation - Breaking development work into small increments and iterations - Establishing product-based cross-functional teams - Visually presenting (Kanban) and regularly discussing (daily stand-ups) work progress - Presenting working (at least, to a minimum viable extent) software to the stakeholders at the end of each iteration

IT Asset Management Practice

An asset is any financially valuable component that can contribute to the delivery of an IT product or service. The purpose of the IT asset management practice is to plan and manage the full life cycle of all IT assets, to help the organization: - Maximize value for stakeholders - Control costs - Manage risks - Support decision making about purchases, reuse, retirement, and disposal of assets - Meet regulatory and contractual requirements 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. IT asset management requires accurate inventory information, which it keeps in an ASSET REGISTER.

Monitoring and event management

An event is defined as any change of state that has significance for the management of a service or other CI. Events are typically recognized through notifications created by an IT service, CI, or monitoring tool. The purpose of the monitoring and event management practice is to: - Systematically observe services and service components - Record and report selected changes of state identified as events - Identify and prioritize infrastructure, services, business processes, and information security events - Establish the appropriate response to those events, including to conditions that could lead to potential faults or incidents - manages events throughout their life cycle to prevent, minimize, or eliminate their negative impact on the business. The monitoring part of the practice focuses on the systematic observation of services and the CIs that underpin services to detect conditions of potential significance. Monitoring should be performed in a highly automated manner, and can be done actively or passively. Events are often classified as informational, warnings, and exceptions. - INFORMATIONAL events: Do not require action at the time they're identified, but analyzing the data gathered from them at a later date may uncover desirable, proactive steps that can be beneficial to the service. - WARNING events: Allow action to be taken before any negative impact is actually experienced by the business, whereas exception events indicate that a breach to an established norm has been identified (for example, to a service level agreement). - EXCEPTION events: Require action, even though business impact may not have been experienced. Some events will indicate a current issue that qualifies as an incident. In this case, the correct control action would be to initiate activity in the incident management practice. Repeated events showing performance outside of desired levels may be evidence of a potential problem, which would initiate activity in the problem management practice. For some events, the correct response is to initiate a change, engaging the change control practice. Although the work of this practice, once in place, is highly automated, human intervention is still required, and is in fact essential. For the definition of monitoring strategies and specific thresholds and assessment criteria, it can help to bring in a broad range of perspectives, including infrastructure, applications, service owners, service-level management, and representation from warranty-related practices. Remember, the starting point for this practice is likely to be simple, setting the stage for a later increase in complexity, so it's important that participants' expectations are managed.Organizations and people are also critical to providing an appropriate response to monitored data and events, in alignment with policies and organizational priorities. Roles and responsibilities must be clearly defined, and each person or group must have easy, timely access to the information needed to perform their role.Automation is key to successful monitoring and event management. Some service components come equipped with built-in monitoring and reporting capabilities that can be configured to meet the needs of the practice, but sometimes it's necessary to implement and configure purpose-built monitoring tools. The monitoring itself can be either active or passive.In active monitoring, tools will poll key CIs, looking at their status to generate alerts when an exception condition is identified.In passive monitoring, the CI itself generates operational alerts.Automated tools should also be used for the correlation of events. These features can be provided by monitoring tools or others such as ITSM workflow systems. There can be a huge volume of data genera

Incident

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

Incident Management Practice

An incident is an unplanned interruption to a service or reduction in the quality of a service. The purpose is to minimize the negative impact of incidents by restoring normal service operation as quickly as possible. Incident management can have an enormous impact on customer and end-user satisfaction, and on how customers and users perceive the service provider. - Every incident should be LOGGED and MANAGED to ENSURE that it's RESOLVED in a time frame that meets the expectations of the customer and user. Target RESOLUTION times should be AGREED UPON, documented, and communicated to ensure that expectations are realistic. Incidents should be PRIORITIZED Modern IT service management tools can provide automated matching of incidents to other incidents, problems, or known errors, and can even provide intelligent analysis of incident data to generate recommendations for helping with future incidents. - Some incidents will be resolved by the users themselves. - Some incidents will be resolved by the service desk. - Incidents can be escalated to suppliers or partners - The most complex incidents—and all major incidents—often require a TEMPORARY TEAM to work together to identify the resolution. - In some extreme cases, disaster recovery plans may be invoked to resolve an incident. Disaster recovery is described as part of the service continuity management practice.

Information and technology dimension

Applies to both the practice of service management, as well as the services being managed.

Availability Management

Availability is the ability of an IT service or other configuration items to perform its agreed function when required.

Deployment Approaches

Big Bang Phased Pull Continuous Delivery: In the phased deployment approach, the new/changed components are deployed to just part of the production environment at a time. This operation is repeated as often as necessary until the deployment is complete.

BIA

Business Impact Analysis

Change

Change is defined as the addition, modification, or removal of anything that could have a direct or indirect effect on services.

Governance

Enables the organization to maintain the alignment of its operations with the strategic direction determined by its governing body.

ITIL practices

Enhance the flexibility of the service value chain by supporting multiple chain activities.

Error Control

Error control activities manage known errors—problems in which initial analysis has been completed. This usually means that faulty components have been identified. Error control also includes identification of potential permanent solutions 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

Event

Exception Warning Informational An event is defined as any change of state that has significance for the management of a service or other CI (configuration item). Events are classified as informational, warning, and exception.

Guiding Principles

Focus on Value: This guiding principle encompasses many perspectives, including customer and user experiences. Start where you are: This guiding principle states that there is no need to invent or reinvent without first considering what's already available that can be leveraged. Progress Iteratively with Feedback Collaborate and Promote Visibility: when initiatives involve the right people in their correct roles, efforts benefit from better buy-in, more relevance, and an increased likelihood of long-term success. Think and Work Holistically: This guiding principle is concerned with that no service, practice process, department, or supplier stands alone. Keep it Simple and Practical: ensure value Optimize and Automate As well as being aware of the ITIL guiding principles, it's also important to recognize that they all interact with and depend upon each other. Organizations should not use only one or two of the principles but should consider the relevance of each of them and how they apply together. Not all principles are critical in every situation, but they should all be reviewed continuously to determine how appropriate they are to each situation. ITIL guiding principle help to codify the organization's culture and behavior, from strategic decision making to day-to-day operations. It helps to guide organizational decisions and actions and ensures a shared understanding and unified approach to ITSM (information technology service management) throughout the organization.

High-Velocity Service Delivery Paradigm

Focus on fast delivery of new and changed IT services to users Continual analysis of feedback provided for IT services at every stage of their life cycle Agility in processing the feedback, giving rise to continual and fast improvement of IT services Integration of product and service management practices Digitization of IT infrastructure and adoption of cloud computing Extensive automation of the service delivery chain Lesson: ITIL management practices Objective: Module A: Introduction Exam Objectives: 7.0 Understand 7 ITIL practices 7.1 Explain the following ITIL practices in detail, excluding how they fit within the service value chain: a) Continual improvement including: The continual improvement model b) Change control c) Incident management d) Problem management e) Service request management f) Service desk g) Service level management

Value streams and processes dimension

Focuses on how the organization ensures that it's enabling value creation for all stakeholders efficiently and effectively.

ITIL guiding principles

Help to guide organizational decisions and actions and ensure a shared understanding and unified approach to ITSM throughout the organization.

Organizations and people dimension

Includes the elements such as roles and responsibilities, formal organizational structure, culture, and staffing and competencies, all of which are related to the creation, delivery, and ongoing improvement of service.

Partners and suppliers dimension

Incorporates contracts and other agreements between the organization and its partners or suppliers.

MTRS

MTRS (mean time to restore service) measures how quickly service is restored after a failure.

MTBF

Mean Time Between Failure For example 2.56 years between failures means that, on average, the hardware can be expected to last 2.56 years before it goes wrong.

Organizational Change Management (OCM)

Organizational Change Management (OCM) is an approach to managing the people side of change. Any IT Service Management (ITSM) initiative, small or large, individual, team or department driven will in some way affect people

Output vs Outcome

Output is a tangible or intangible deliverable of an activity Outcome is a result -- perceived by a stakeholder that is Enabled by ONE or MORE OUTPUTS

Products

Products are configurations of an organization's resources that are created and supplied by the organization to offer value to the organization's consumers. Products, as the end result of a process, are typically complex, and some of what has gone into them is invisible to the consumer. What the consumer does see represents only a small portion of all the components and resources that support its delivery. It's the organization that defines which product components (and their processes) are visible to the consumer, as it tailors them to address consumer needs.

RTO

RTO (recovery time objective) This is the maximum agreed-upon time within which a product or activity must be resumed, or resources must be recovered. the maximum acceptable and allowable period of time following a service disruption before severe impact on an organization.

RPO

Recovery Point Objective. identifies a point in time where data loss is acceptable. It is related to the RTO and the BIA often includes both RTOs and RPOs.

Value Chain Activities (Common Rules)

Regardless of which practices are deployed, there are some common rules when using the service value chain: - All incoming and outgoing interactions with parties external to the value chain are performed via engage. - All new resources are obtained through obtain/build. - Planning at all levels is performed via plan - Improvements at all levels are initiated and managed via improve - To carry out a certain task or respond to a particular situation, organizations create SERVICE VALUE STREAMS —specific combinations of activities and practices, each of which is designed for a particular scenario. Once designed, value streams should be subject to continual improvement.

SLA

SLA (service-level agreement) is a documented agreement between a service provider and a customer that identifies both services required and the expected level of service. It should include clearly defined service outcomes.

Service Continuity Management Practice

Service continuity management focuses on those events that are considered by the business to qualify as a disaster. The practice provides a framework for building organizational resilience with the capability of producing an effective response that safeguards the interests of key stakeholders and the organization's reputation, brand, and value-creating activities. Service continuity management supports business continuity management (BCM) and planning capability by: - Ensuring that IT and services can be resumed within required and agreed-upon business timescales following a disaster or crisis. An organizational event of this magnitude is typically referred to as a disaster. The concept of a disaster must be considered and defined before any trigger event occurs, at both an organizational and a per-service level, using business impact analysis.

Service Management

Service management is a set of specialized organizational capabilities for enabling value for customers in the form of services.

Service Management Practice

Service management is a set of specialized organizational capabilities for enabling value for customers in the form of services. The objective of the ITIL service management practice framework is to provide services to business customers that are fit for their purpose, stable, and so reliable that businesses perceive the service organization offering them as a trusted provider.

Service Requests

Service requests are a normal part of service delivery and not a failure or degradation of service (which would be handled as an incident).

Staging of a Release

Staging of a release is often achieved using what are called "blue/green releases" or "feature flags." Blue/green releases: These use two mirrored production environments. Users can be switched to an environment that's been updated with the new functionality by the use of network tools that connect them to the correct environment. Feature flags: These enable specific features to be released to individual users or groups in a controlled way.

Supplier Strategy (4 Types)

TO OUTSOURCE OR NOT The supplier strategy, sometimes called the sourcing strategy, defines the organization's plan for how it will leverage the contribution of suppliers in the achievement of its overall service management strategy. There are different types of supplier relationships between an organization and its suppliers These include: Insourcing: The products/services are developed and/or delivered internally by the organization. Outsourcing: The process of having external suppliers provide products and services that were previously provided internally. Single source or partnership: Procurement of a product or service from one supplier or one service integrator. These close relationships (and the mutual interdependence they create) foster high quality, reliability, short lead times, and cooperative action. Multisourcing: Procurement of a product/service from more than one independent supplier. multisourcing is increasingly a preferred option.

Service Value Chain Activities

The central element of the SVS is the service value chain, an operating model which outlines the key activities required to respond to demand and facilitate value creation through the creation and management of products and services - Plan - Improve - Engage - Design & Transition - Obtain/Build: - Deliver & Support This can be used in any organization. Like lego blocks, you can use combinations that fit together. You can apply it to almost anything. This is the LIFECYCVLE

SMART goals

The five elements of the acronym SMART are specific, measurable, achievable, relevant, and time-bound.

Four Dimensions Model

The four dimensions model is a key component of the ITIL 4 framework that serves to ensure a holistic approach to service management. Each component of the SVS should be considered and evaluated according to all four dimensions, which consist of organizations and people, information and technology, partners and suppliers, and value streams and processes. Organizations and People Information and Technology Partners and Suppliers Value Streams and Processes

SVS (Service Value System)

The organization must integrate and coordinate all activities, practices, teams, authorities, and responsibilities, and all parties involved, to be truly effective. The ITIL SVS has been specifically architected to enable flexibility and discourage siloed working. Includes: Guiding Principles Governance Value Chain Activities Practices Continual Improvement not four dimensions The ultimate outcome of the service value system is the value that is experienced through IT-enabled products and services. The service value system describes how the components and activities of an organization interact to create value through IT-enabled services.

Recovery point objective (RPO):

The point to which information used by an activity must be restored to enable the activity to operate upon resumption.

Capacity and performance management

The purpose is to ensure that services achieve agreed and expected performance, satisfying current and future demand in a cost-effective way. Activities - Service performance and capacity analysis - Research and monitoring of the current service performance - Capacity and performance modeling - Service performance and capacity planning - Capacity requirements analysis - Demand forecasting and resource planning - Performance improvement planning Service performance is an IMPORTANT aspect of the expectations and requirements of customers and users. significantly contributes to their satisfaction with the services they use and the value they perceive.

Change Control Practice (3 types of changes)

The purpose is to maximize the number of successful service and product changes by ensuring that risks are properly assessed, authorizing changes to proceed, and managing the change schedule. Change control is usually focused on changes in products and services. Change control must balance the need to make beneficial changes that deliver additional value with the need to protect customers and users from the adverse effect of changes. A person or group who authorizes a change is known as the CHANGE AUTHORITY. Three types: STANDARD changes: These are low-risk, preauthorized changes that are well understood and fully documented, and can be implemented without needing additional authorization. NORMAL changes: These are changes that must be scheduled, assessed, and authorized following a process. This can be created manually, but organizations that have an automated pipeline for continuous integration and continuous deployment often automate most steps of the change control process. EMERGENCY changes: These are changes that must be implemented as soon as possible (e.g. 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. As much as possible, emergency changes should be subject to the same testing, assessment, and authorization as normal changes, but it may be acceptable to defer some documentation. There could also be a separate change authority for emergency changes, typically including a small number of senior managers

Supplier Management

The purpose of supplier management is to ensure that the organization's suppliers and their performances are managed appropriately to support the seamless provision of quality products and services. It creates closer, more collaborative relationships with key suppliers to uncover and realize new value and reduce the risk of failure.

IT Asset Management

The purpose of the IT asset management practice is to plan and manage the full lifecycle of all IT assets, to help the organization ▪ Maximize value ▪ Control costs ▪ Manage risks ▪ Support decision-making about purchase, reuse and retirement of assets ▪ Meet regulatory and contractual requirements o An IT asset is any valuable component that can contribute to delivery of an IT product or service

Availability Management Practice

The purpose of the availability management practice is to ensure that services deliver agreed levels of availability to meet the needs of customers and users. the availability of a service depends on how frequently the service fails, and how quickly it recovers after a failure. These factors are often expressed as mean time between failures: MTBF: Mean Time Between Failures Measures MTRS: Mean Time to Restore Service CUSTOMERS VIEW ON AVAILABILITY. It's important!!! Business-oriented measurements User outage minutes: Calculated by multiplying incident duration by the number of users impacted Number of lost transactions: Calculated by subtracting the number of transactions from the number expected to have happened during the time period. Lost business value: Calculated by measuring how business productivity was impacted by the failures of supporting services. User satisfaction: Service availability is one of the most important and visible characteristics of services and has a great influence on user satisfaction. It's important to ensure that users are satisfied with service availability

Deliver & Support (VCA)

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 Inputs: ▪ New and changed products and services provided by design and transition ▪ Contracts and agreements with external and internal suppliers and partners provided by engage ▪ Service components provided by obtain/build ▪ Improvement initiatives and plans provided by improve ▪ Improvement status reports from improve ▪ User support tasks provided by engage Outputs: ▪ Services delivered to customers and users ▪ Information on the completion of user support tasks for engage ▪ Product and service performance information for engage and improve ▪ Improvement opportunities for improve ▪ Contract and agreement requirements for engage ▪ Change requests for obtain/build ▪ Service performance information for design and transition

deployment management

The purpose of the deployment management practice is to move new/changed 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 Practice

The purpose of the deployment management practice is to: Move new/changed hardware, software, documentation, processes, or any other component to LIVE ENVIRONMENTS. Deployment management works closely with release management and change control but is itself a separate practice. "deployment" is used to refer to both infrastructure and software development. Approaches used for deployment - PHASED deployment: The new/changed components are deployed to just part of the production environment at a time (e.g. to users in one office or one country). This operation is repeated as often as necessary until the deployment is complete. - CONTINUOUS delivery: Components are integrated, tested, and deployed when they're needed. This provides frequent opportunities for customer feedback loops. - Big BANG deployment: New/changed components are deployed to all targets at the same time. - PULL deployment: New/changed software is made available in a controlled repository. Users choose when to download the software to client devices. This allows users to control the timing of updates. This can be integrated with service request management to enable users to request software only when it's needed.

Design & Transition (VCA)

The purpose of the design and transition value chain activity is to ensure that products and services continually MEET stakeholder EXPECTATIONS for QUALITY, COST, & TIME TO MARKET Inputs: ▪ Portfolio decisions provided by plan ▪ Architectures and policies provided by plan ▪ Product and service requirements provided by engage ▪ Improvement initiatives and plans & status reports provided by improve ▪ Service performance information provided by deliver and support and improve Outputs: - New and changed products and services for delivery and support - Requirements and specifications for obtain/build Contract and agreement requirements for engage ▪ New and changed products and services to deliver and support ▪ Knowledge and information about new and changed products and services to all value chain activities ▪ Performance information and improvement opportunities for improve

Engage (VCA)

The purpose of the engage value chain activity is to provide a good understanding of stakeholder needs, continual engagement with all stakeholders, transparency and good relationships with all stakeholders. all incoming and outgoing interactions with parties external to the value chain are performed via the engage activity only Inputs: ▪ Product and service portfolio provided by plan ▪ High level demand for services and products ▪ Requests and feedback from customers ▪ Incidents, service requests and feedback from users ▪ Information on the completion of user support tasks from deliver and support ▪ Market opportunities from current and potential customers and users Key outputs: - consolidated demands and opportunities for the plan - product and service requirements for design and transition - user support tasks for deliver and support - improvement opportunities and stakeholders' feedback for improve - change or project initiation requests for obtain/build

Improve (VCA)

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. Inputs: ▪ Product and service performance information provided by deliver and support ▪ Stakeholders' feedback provided by engage ▪ Performance information and improvement opportunities provided by all value chain activities ▪ Knowledge and information about new and changed products and services from design and transition and obtain/build Outputs: ▪ Improvement initiatives and plans for all value chain activities ▪ Value chain performance information for plan and the governing body ▪ Improvement status reports for all value chain activities ▪ Contract and agreement requirements for engage ▪ Service performance information for design and transition

Plan (VCA)

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. A shared understanding is critical (its like do u have same thoughts on tidy?) Inputs: ▪ Policies, requirements and constraints provided by the organization's governing body ▪ Consolidated demands and opportunities provided by engage ▪ Value chain performance information, improvement initiatives and plans provided by improve ▪ Improvement status reports from improve ▪ Knowledge and information about new and changed products and services from design and transition and obtain/build key outputs of this activity: - strategic, tactical, and operational plans - portfolio decisions for design and transition - architectures and policies for design and transition - improvement opportunities for improve PLAN & IMPROVE work together

Problem Management

The purpose of the problem management practice is to reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents. Problem management involves the following three distinct phases: Problem IDENTIFICATION Problem CONTROL ERROR CONTROL: Error control activities manage known errors—problems in which initial analysis has been completed. This means that faulty components have been identified.

Relationship Management

The purpose of the relationship management practice is to establish and nurture the links between the organization and its stakeholders at strategic and tactical levels. This includes the identification, analysis, monitoring, and continual improvement of relationships with and between stakeholders.

Service Relationship Management Practice

The purpose of the relationship management practice is to: Establish and nurture the links between the organization and its stakeholders at strategic and tactical levels. This includes the identification, analysis, monitoring, and continual improvement of relationships with and between stakeholders. The relationship management practice ensures that: Stakeholders' needs and drivers are understood, and products and services are prioritized appropriately Stakeholders' satisfaction is high, and a constructive relationship between the organization and stakeholders is established and maintained

Service desk

The purpose of the service desk practice is to capture demand for incident resolution and service requests. It should also be the entry point and single point of contact for the service provider with all of its users. Service desks provide a clear path for users to report issues, queries, and requests, and have them acknowledged, classified, owned, and actioned. They should demonstrate excellent customer service skills, such as empathy, incident analysis and prioritization, effective communication, and emotional intelligence. The key skill is to be able to fully understand and diagnose a specific incident

Service Level Management

The purpose of the service level management practice is to set clear business-based targets for service performance, so that the delivery of a service can be properly assessed, monitored and managed against these targets. Plan: Service-level management supports the planning of the product and service portfolio and service offerings with information about actual service performance and trends. Engage: Service-level management ensures ongoing engagement with customers and users through feedback processing and continual service review.

Service Request Management

The purpose of the service request management practice is to support the agreed quality of a service by handling all agreed user-initiated service requests in an effective and user-friendly manner. o Service requests are pre-defined and pre-agreed and can usually be formalized with clear, standard procedures.

Supplier Management Practice

The purpose of the supplier management practice is to: Ensure that the organization's suppliers and their performances are managed appropriately to support the seamless provision of quality products and services. Activities that are central to the practice include: - Creating a single point of visibility and control to ensure consistency - Maintaining a supplier strategy, policy, and contract management information. - Negotiating and agreeing on contracts and arrangements - Managing relationships and contracts with internal and external suppliers - Managing supplier performance

service configuration management

The purpose of this 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's needed.

release management

The purpose of this practice is to make new and changed services and features available for use. As such, it's used to help prepare products for deployment, not to move them per se.

service request management

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

Service Consumption

These are activities an organization engages in to consume services, such as: - Management of consumer resources necessary to use the service - Service actions performed by users (e.g. using the provider's resources, requesting that actions be taken) - Possibly acquisition of goods

Service Provision

These are activities an organization engages in to provide services, such as: - Management of the provider's resources configured to deliver the service - Ensuring user access to these resources - Fulfillment of agreed-upon service actions - Service-level management and continual improvement Possibly supplying of goods

Service Relationships

These are joint activities that the service provider and service consumer both engage in to ensure continued value co-creation, according to agreed-upon and available service offerings. It's not enough for an organization to provide a service to its customer. It must also cooperate with the customer in a service relationship. In this way, the service relationship between two or more organizations serves to co-create value. Service relationships include:

Recovery time objective (RTO)

This is the maximum agreed-upon time within which a product or activity must be resumed, or resources must be recovered.

Service Provision

To engage in organizational activities that focus on offering services

Organization

a person or a group of people that has its own functions with responsibilities, authorities, and relationships to achieve objectives the entity that does the service management or the receipt of it (service provider or service consumer) - Usually it is both - taxi and rider = co creation of value

Service Consumers

customer user sponsor

Obtain/Build (VCA)

identifies and provides service components 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. Inputs: ▪ Architectures and policies provided by plan ▪ Contracts and agreements with external and internal suppliers and partners provided by engage ▪ Goods and services provided by external and internal suppliers and partners ● Engage - Information, interaction, and engagement ● Obtain/Build - components, goods, and services ▪ Requirements and specifications provided by design and transition ▪ Improvement initiatives and plans provided by improve Outputs: Service components for deliver and support ● Examples: o Spare parts, consumables (no need for design and transition) ▪ Service components for design and transition ▪ Knowledge and information about new and changed service components to all value chain activities ▪ Contract and agreement requirements for engage ▪ Performance information and improvement opportunities for improve

Capacity and Performance Management

not a technical management practice. It is one of the service management practices.

Service Continuity Management

to ensure that the availability and performance of a service are maintained at sufficient levels in case of disaster.

Utility & Warranty

utility- what the service does - the functionality offered by a product or a service - its about what the service does or how you utilize it warranty - how the service performs - assurance that a product works and is fit to use we need these two working together