Introduction to ITIL 4 and IT service management

ITIL® 4 and IT Service Management
- Introduction
Christian F. Nissen, CFN Consult
RESILIATM, ITIL®, PRINCE2® MSP®, MoP® and MoV® are Registered Trade Marks of AXELOS in the United Kingdom and other countries
COBIT® is a registered trademark of the Information Systems Audit and Control Association (ISACA) and the IT Governance Institute (ITGI)
TOGAFTM and IT4ITTM are trademarks of The Open Group
SIAM® is a registered trademark of EXIN
© 2019 of CFN Consult unless otherwise stated

2
Agenda
1. Service management
2. ITIL and the Service value system
3. ITIL Guiding principles
4. ITIL Service value chain
5. ITIL Four dimensions
6. ITIL Practices
7. ITIL Continual improvement
8. ITIL Certification scheme
9. What’s in it for me?
Agenda
© 2019

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Assignment
 Group 1: Give a
definition of “Service”.
Give examples of hotel
services based on
your definition
 Group 2: Give
examples of hotel
services. Use the
examples to make a
definition of “Service”
 Time: 10 minutes
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44
Service
Examples:
 An overnight stay
 A meal at the restaurant
 Wireless internet access
Service Science: Service is
the application of resources
(including competences,
skills, and knowledge) to
make changes that have
value for another
ITIL: 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
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Goods and services
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Goods Services
Ownership Access
Added value Value co-creation
Feature Utility
Manufacture Co-create
Storable Inseparability
Maintenance Convenience
Risk transfer Risk share
Examples Goods Services
Accommodation House Hotel
Catering Food Restaurant
Transportation Car Train
Sailing Boat Ferry
Music Music CD Music streaming
Literature Book e-Book streaming
Movie Blu-Ray Disc Movie streaming
Information management Application Cloud service

Products, goods and services
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Goods Services
Products
House Rented apartment / Airbnb Hotel
Food Take-away / Instacart Restaurant
Car Leased car / DriveNow Train
Boat Leased boat Ferry
Music CD iTunes Music streaming
Book eBook e-Book streaming
DVD iTunes Movie streaming
In-house Outsourcing Cloud service

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Two very different perspectives on Service
Added value:
 A service is an added
value to a good or a
solution
 Examples:
 Service Desk
 After sales services
All included:
 A service includes
the product or
solution
 Examples:
 Payroll service
 Workplace
service
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8
Examples
Services ”Non-services”
Electronic mail communication Laptop
Office Automation MS Office
Electronic payroll management
The Problem Management
process
Web hotel hosting services Service Hours
Back-up service Project resources
Software as a Service A firewall
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Identification of services – service lines
Data Center Services
Integration Services
Server Hosting Services
Storage Services
Backup Services
Network Services
Database Services
Print services
Application Platform Services
Application Services
Desktop Services
BusinessRelationshipServices
ServiceMonitoringServices
SecurityandCompliancyServices
IdentityManagementServices
Sales Finance R&D . . .
EndUserSupportServices
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Identification of services – TBM Taxonomy
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Source: Technology Business Model (TBM) Council: TBM Model V3.0
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data requirements, allocation rules, and metrics needed to create transparency and enable the reporting
that is needed for the value conversations of TBM.
The TBM model relies on the TBM taxonomy to bring into agreement often disparate and contentious
definitions of IT cost components and object classes. This creates a common language so that the terms
server and compute for example are understood by everyone (IT and non-IT stakeholders alike) to mean
the same thing and to include the same types of underlying costs calculated using the same methods.
Figure 2: The TBM model translates from a finance view of costs to an IT view of towers, projects, and services and then into a
business view of costs
By using the TBM taxonomy and model, CIOs can illustrate, for example, how user demand shapes the
cost of applications, services, and technology architectures they maintain. And non-IT leaders can use
the same data and insights to guide their consumption (demand).

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Identification of services – TBM Taxonomy
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Source: Technology Business Model (TBM) Council: TBM Taxonomy V3.0 (Simple View)
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describe cost sources, technologies, IT resources (IT towers), applications, and services. The TBM
taxonomy provides the ability to compare technologies, towers, and services to peers and third-party
options (e.g., public cloud). Just as businesses rely on generally accepted accounting principles (or GAAP)
to drive standard practices for financial reporting — and thus comparability between financial
statements — the TBM taxonomy provides a generally accepted way of reporting IT costs and other
metrics. A simple view of the TBM taxonomy is shown below.
Figure 1: The TBM taxonomy provides a standard set of categories for costs and other metrics
The TBM taxonomy is needed in order to support the modeling of costs and other metrics. A TBM model
maps and allocates costs and resource consumption from their sources to their uses, from the hardware,
software, labor, services, and facilities IT leaders procure to the applications and services they develop,

Service value
Value is the perceived benefits, usefulness, and importance of
something (ITIL)
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Goods-
Dominant
logic
Quality
Lead time Cost
Service-
Dominant
Logic
Outcome
(ITIL: Benefits)
Preference
(ITIL: Importance)
Perception
(ITIL: Usefulness)

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Service value
Examples:
 Accommodation close
to temporary
workplace
 Kind staff, mountain
view
 Vegetarian food
Value
Per-
cep-
tion
Out-
come
Prefe-
rence
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Service value – outcome
Examples:
Access to:
 Bed
 Internet connection
 Food
Examples:
 Room available on the
night needed
 Bandwidth of the
wireless access
 Guest security
Utility
 What the service does
- fit for purpose
 Functionality offered to
meet a need
Warranty
 How the service
performs - fit for use
 Availability, capacity,
reliability, security,
continuity, (usability,
compliance)
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Service value – outcome, cost and risk
Achieving desired outcomes requires resources and is
associated with risk
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© 2019

Value co-creation
 Value is co-created between two or more interacting
organizations or service systems
 Service systems interact with other service systems to co-
create value through value propositions. A value
proposition is a set of specific benefits or favourable points
of difference that a service system plans to offer to others.
16 © 2019
Service
system
Service
system
Value
co-creation
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Stakeholders involved in value co-creation
 Service systems or organizations vary in size and
complexity, and in their relation to legal entities – from a
single person or a team, to a complex network of legal
entities united by common objectives, relationships and
authorities
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An organization is a
person or a group of
people that has its
own functions with
responsibilities,
authorities and
relationships to
achieve its objectives
(ITIL)

Stakeholders involved in value co-creation
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Service
consumer:
An organization
to whom
services are
delivered
Service
provider: An
organization
who deliver
services
Customer
User
Sponsor
Shareholders CommunityEmployees

Service relationships
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Service relationships consists of joint activities performed by a
service provider and a service consumer to ensure continual value
co-creation based on agreed and available service offerings (ITIL)

Service systems
 A service system or organization is a dynamic configuration
of resources such as people, process, technology and
information.
 Everything that has a name and is useful can be viewed as
a resource. The properties and behavior of a service
system is more than the properties and behavior of the
individual resources
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Resources or
four dimensions (ITIL) Organisations &
people
Partners &
suppliers
Information &
technology
Value streams &
processes

Service systems
 We distinguish between operant and operand resources:
 Operant resources perform actions on other resources to
create change
 Operand resources are resources that are operated on.
 A service system is a configuration of resources, and
therefore also a resource itself. It may then be an operand
resource for another service system.
 Service systems may be dynamic: composing,
recomposing, and decomposing over time. Service
systems that persist in substantially the same form over
long periods are open systems through which operand
resources flow, but in which operant resources are stable.
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Service systems
 Service systems are complex dynamic systems. They are
systemic because they are composed of interacting
elements (i.e., resources) and have emergent properties
(e.g., creation of value). They are dynamic since the
configuration of resources changes over time to
accommodate the needs of other systems and contextual
changes.
 The complexity is due to the nonpredictable behavior
emerging from the interactions, either from formal service
delivery processes or from informal interpersonal
communication and ad-hoc coordination mechanisms,
within and between service systems.
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Products and service offerings
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A product is a configuration of an organization’s resources,
designed to offer value for a consumer (ITIL).
A service offering is formal a description of one or more services,
designed to address the needs of a target consumer group. A
service offering may include goods, access to resources, and
service actions (ITIL).
• Performed by
the provider to
address a
consumer need
• Performed
according to
agreement with
the consumer
• Ownership is not
transferred to
the consumer
• Access is
granted/licensed
under agreed
terms or
conditions
• Ownership is
transferred to
the consumer
• Consumer takes
responsibility for
future use
Goods
Access to
resources
Service actions

Service management
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Service
Service interaction
Service offering
Goods
Access to
resources
Service actions
Products
Resources or
four dimensions (ITIL) Organisations
& people
Partners &
suppliers
Information &
technology
Value streams
& processes
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Service management
Examples:
 Hotel Management
 The reception
 The booking process
 Knowledge of the needs
of the guests
 Training of staff
“Service management is
a set of specialised
organizational
capabilities for enabling
value for customers in
the form of services”
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Service management ‘on a page’
Service provider
Service consumer
User Sponsor
Utility - Fit for purpose
(Functionality)
Warranty - Fit for use
(Availability, capacity, reliability, security,
continuity, usability, compliance)
Operant resources
Operand resources
SERVICE
OFFERING
Information Technology
Customer
Business case
(ROI / VOI)
Functional
requirements
Goods
Value streams /
Processes
Supporting
services
Organization /
People
Cost and Risk
Valueadded
Servicepotential
Valuerealized
Serviceoutcome
Service targets
and levels
Moneyspent
Serviceresources
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Value co-creation

Service resource dynamics
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Assignment
 Give examples of IT Services from your own
organization
 Give examples of the value added by the identified IT
Services
 Give, if possible, examples of “non-services” from
your existing Service Catalogues or Service Level
Agreements
 Time: 15 minutes
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Did we get it?
What is a Service?
The following are examples of service resources:
 Applications
 Organization
 Financial capital
 Infrastructure
 Knowledge
 People
 Processes
 Information
Which of these are examples of operant resources?
Which are examples of operand resources?
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Agenda
6. ITIL Practices
Agenda
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What is ITIL®?
Once: IT Infrastructure Library – Now: ITIL®
 ITIL is a source of good practice in IT Service
Management
 By good practice we mean guidance that is
 validated across a diverse set of environments
 widely distributed.
 ITIL is not a standard
 ITIL is non-prescriptive
ITIL®andtheServicevaluesystem
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Why ITIL®?
To drive:
 Stakeholder value
 Customer expectations, journeys and experience
 Service quality
 Effective value streams and efficient service
 Risk management and regulatory compliance
 Digital transformation
 Service sourcing and integration
 Clear roles, responsibilities
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Where does ITIL® come from?
 ITIL Version 1 – 1986
Function-based practice of 40+ books dealing with a variety
of IT practices developed by Central Computer and
Telecommunications Agency (CCTA) in the United Kingdom.
Process-based practice of 10 books and the globally
accepted best practice framework for IT Service
Management. The most popular books were “Service
Support” and “Service Delivery”
Service lifecycle-based practice incorporating five lifecycle
titles forming the core of ITIL practice
 ITIL 2011 – 2011
Updated for consistency and clarity
 ITIL 4 – 2019
Value driven services and capability based practice
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How to use ITIL®?
 The guidance in ITIL has to be adopted and adapted
for use in various business environments and
organizational strategies
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Adopt
AdaptImprove

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The ITIL® Service value system (SVS)
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The purpose of the SVS is to ensure that the organization
continually co-creates value with all stakeholders through
the use and management of products and services.
The ITIL service value
system (SVS) describes
how all the components
and activities of the
organization work
together as a system to
enable value creation.

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Opportunities represent options
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 consumers.

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© 2019
The outcome of the SVS is value.
The SVS can enable the creation
of many different types of value
for a wide group of stakeholders.

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© 2019
The guiding principles are
recommendations that can guide
an organization in all
circumstances, regardless of
changes in its goals, strategies,
type of work, or management
structure.

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© 2019
Governance is the means by
which an organization is directed
and controlled. Governance is
realized through the following
activities: Evaluate, Direct and
Monitor

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© 2019
The service value chain is a set
of interconnected activities that an
organization performs in order to
deliver a valuable product or
service to its consumers and to
facilitate value realization.

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© 2019
The ITIL practices are sets of
organizational resources designed
for performing work or
accomplishing an objective.

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Continual improvement is a
recurring organizational activity
performed at all levels to ensure
that organization’s performance
continually meets stakeholders’
expectations.

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Agenda
6. ITIL Practices
Agenda
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ITIL® Guiding principles
The guiding principles can be used to guide
organizations in their work as they adopt a service
management approach and adapt ITIL guidance to their
own specific needs and circumstances.
ITIL®Guidingprinciples
© 2019
A guiding principle is a recommendation that guides an
organization in all circumstances.

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ITIL® Guiding principles
© 2019
1. Focus on value
2. Start where
you are
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

47
1. Focus on value
 Understand and identify the service consumer
 Understand the consumer’s perspective of value
 Map value to intended outcomes, which change over time
 Understand the customer experience (CX) and/or user experience
(UX)
Everything that the organization does needs to map, directly or indirectly, to value for
the stakeholders. The focus on value principle encompasses many perspectives,
including the experience of customers and users.
Application
Know how consumers use each
service.
Encourage a focus on value among
all staff.
Focus on value during operational
activity as well as during
improvement initiatives.
Include a focus on value in every
step of any improvement initiative.

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2. Start where you are
 Decisions on how to proceed should be based on accurate
information obtained through direct observation supported by
appropriate and effective measurement.
 Measurement should be used to support the analysis of what has
been observed rather than to replace it. Over-reliance on data
analytics and reporting can introduce biases and risks in decision-
making.
Do not start from scratch and build something new without considering what is
already available to be leveraged. There is likely to be a great deal in the current
services, processes, program, projects, and people that can be used to create the
desired outcome. The current state should be investigated and observed directly to
make sure it is fully understood.
Application
Look at what exists as objectively
as possible.
Determine if successful practices or
services can be replicated or
expanded.
Apply your risk management skills
in the decision-making process.
Recognize that sometimes nothing
from the current state can be
reused.

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3. Progress iteratively with feedback
 Working in a time-boxed, iterative manner with feedback loops
embedded into the process allows for greater flexibility, faster
responses to customer and business needs, the ability to discover
and respond to failure earlier, and an overall improvement in quality.
 The initiative and its component iterations, must be continually re-
evaluated to reflect changes in circumstances.
 Seek and use feedback before, throughout, and after each iteration.
Do not attempt to do everything at once. Even huge initiatives must be accomplished
iteratively. By organizing work into smaller, manageable sections that can be
executed and completed in a timely manner, it is easier to maintain a sharper focus
on each effort. Using feedback before, throughout, and after each iteration will
ensure that actions are focused and appropriate, even if circumstances change.
Application
Comprehend the whole but do
something.
The ecosystem is constantly
changing, so feedback is essential.
Fast does not mean incomplete.

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4. Collaborate and promote visibility
 When initiatives involve the right people in the correct roles, efforts
benefit from better buy-in, more relevance and increased likelihood
of long-term success.
 People and perspectives for successful collaboration can be found
in all stakeholder groups
 Visibility of work is important to understand the flow of work, identify
bottlenecks and excess capacity and uncover waste.
Working together across boundaries produces results that have greater buy-in, more
relevance to objectives, and increased likelihood of long-term success.
Achieving objectives requires information, understanding, and trust. Work and
consequences should be made visible, hidden agendas avoided, and information
shared to the greatest degree possible.
Application
Collaboration does not mean
consensus.
Communicate in a way the
audience can hear.
Decisions can only be made on
visible data.

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5. Think and work holistically
 A holistic approach to service management requires an
understanding of how all the parts of an organization work together
in an integrated way.
No service, or element used to provide a service, stands alone. The outcomes
achieved by the service provider and consumer will suffer unless the organization
works on the service as a whole, not just on its parts. Results are delivered through
the effective and efficient management, coordination and dynamic integration of
information, technology, organization, people, practices, partners, and agreements.
Application
Recognize the complexity of the
systems.
Collaboration is key to thinking and
working holistically.
Where possible, look for patterns of
interactions between system
elements
Automation can facilitate working
holistically.

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6. Keep it simple and practical
 Outcome-based thinking should be used to produce practical
solutions which deliver valuable outcomes while using the minimum
number of steps needed.
 Establish a holistic view of the organization’s work.
 Start with an uncomplicated approach, add later.
 Do not try to produce a solution for every exception.
 Be mindful of competing objectives.
If a process, service, action or metric fails to provide value or produce a useful
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.
Application
Ensure value.
Simplicity is the ultimate
sophistication.
Do fewer things, but do them better.
Simplicity is the best route to
achieving quick wins.
Respect the time
of the people involved.
Easier to understand, more likely to
adopt.

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7. Optimize and automate
 Optimization means to make something as effective and useful as
makes sense. Before an activity can be effectively automated, it
should be optimized to whatever degree is possible and reasonable.
 Automation is the use of technology to perform a step or series of
steps correctly and consistently with limited or no human intervention.
 Automating frequent and repetitive tasks helps organizations scale up
and allows humans to be used for more complex decision-making.
Resources of all types, particularly HR, should be used to their best effect. Eliminate
anything that is truly wasteful and use technology to achieve whatever it is capable
of. Human intervention should only happen where it really contributes value.
Application
Simplify and/or optimize before
automating.
Define your metrics.
Use the other guiding principles
when applying this one.

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Agenda
6. ITIL Practices
Agenda
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The ITIL® Service value chain
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ITIL®Servicevaluechain
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.

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The ITIL® Service value chain
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Value chain activities
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Inputs from
within and
outside of the
value chain
Outputs
Resources of
the practices
Service value chain activities represent the steps an organization takes in the
creation of value. Each activity contributes to the value chain by transforming
specific inputs into outputs.
To convert inputs into outputs, the value chain activities use different combinations
of ITIL practices. Each activity may draw upon internal or third party resources,
processes, skills and competencies from one or more practices.
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58
 All incoming and outcoming interactions with parties
external to the service provider are performed via engage
value chain activity
 All new resources are obtained through the obtain/build
activity
 Planning at all levels is performed via plan activity
 Improvements at all levels are initiated and managed via
improve activity
 Creation, modification, delivery, maintenance and support
of component, products and services are performed in
integrated and coordinated way between design &
transition, obtain/build and deliver & support activities
 Products & services, Demand, Use and Value are NOT
value chain activities; they are SVS components
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© 2019
Activity Purpose
Plan 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
Improve To ensure continual improvement of products, services and
practices across all value chain activities and the four dimensions
of service management.
Engage To provide a good understanding of stakeholder needs, continual
engagement with all stakeholders, transparency and good
relationships with all stakeholders.
Design &
transition
To ensure that products and services continually meet stakeholder
expectations for quality, costs and time to market.
Obtain/Build To ensure that service components are available when and where
they are needed, and meet agreed specifications.
Deliver &
support
To ensure that services are delivered and supported according to
agreed specifications and stakeholders’ expectations.
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The ITIL® modules and the Service value chain
© 2019
ValueUse
• Key concepts of service
management
• The guiding principles
• The four dimensions
• Concepts from key ITIL
practices relevant to entry-level
professionals

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© 2019
ValueUse
• Integration of value streams
and activities to design &
transition, obtain/build and
deliver & support products and
services and components
• Measuring service
performance
• Key practices

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© 2019
ValueUse
• Managing engagement and
interactions between the
service provider, customers,
users and partners & suppliers
• Measurement and
management of value
• Key practices

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© 2019
ValueUse
• Differences between traditional
and digital operating models
• How to adapt and adopt ITIL 4
concepts to a
• Lean/Agile environment
• highly automated
environment
• Key practices

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© 2019
ValueUse
• Creating a “learning and
improving” organization
• Influence of Lean/ Agile ways
of working on ITSM
• Managing the interface with the
governing body
• Key practices

65
© 2019
ValueUse
• Aligning digital business
strategy with IT strategy
• New ways of working in
complex business conditions
• Key practices

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Agenda
6. ITIL Practices
Agenda
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The four dimensions of service management
Services, products, service systems, practices and the service
value system all rely on dynamic configurations of resources.
In ITIL these resources are grouped into four dimensions (formerly
people, process, products and partners):
ITIL®Fourdimensions
© 2019
(PESTLE)

68
Dimension 1: Organizations and people
© 2019
The complexity of organizations is growing, and it is important to ensure
that the way an organization is structured and managed, as well as its
roles, responsibilities, and systems of authority and communication, is
well defined and supports its overall strategy and operating model.
Formal
organizational
structures
Culture
Required staffing
and
competencies
Roles
and
respon-
sibilities

69
Dimension 2: Information and technology
© 2019
When applied to the SVS, the information and technology dimension
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 SVS, such as the
inputs and outputs of activities and practices.
Information and
knowledge
Technologies
Relationships
between
components

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Dimension 3: Partners and suppliers
© 2019
The partners and suppliers dimension encompasses an organization’s
relationships with other organizations that are involved in the design,
development, deployment, delivery, support, and/or continual
improvement of services. It also incorporates contracts and other
agreements between the organization and its partners or suppliers.
Provider /
consumer
relationships
Partner
and
supplier
strate-
gy
Service
integration and
management
Factors
influen-
cing
supplier
strate-
gies

71
Dimension 4: Value streams and processes
© 2019
Applied to the organization and its SVS, 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.
Activities
undertaken
Organization
of activities
Value creation
enabled

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Service value streams
© 2019
A value stream is a series of steps that an organization uses to create and
deliver products and services to a service consumer. Service value
streams are specific combinations of activities and practices, and each
one is designed for a particular scenario.
ENGAGE ACTIVITY
Step A1 Step A2 Step A3
DELIVER & SUPPORT ACTIVITY
Step A4 Step A5
Step B1 Step B2 Step B3 Step B4
ValuestreamAValuestreamB
ToENGAGEToOBTAIN/BUILD
As each value stream is made up of a different combination of value chain activities
and practices, inputs and outputs must be understood as specific to particular value
streams.

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Example: Resolve issue and improve
© 2019
Release
Request Incident
Service
request
Problem
Major
incident
Known
error
Request for
change
Configuration items (CMS)
Handle
requests
Restore
service
Identify
root cause
Provide
solution
Implement
solution
Disaster

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Processes
© 2019
A process is a set of activities that transform inputs to outputs. Processes
describe what is done to accomplish an objective, and well-defined
processes can improve productivity within and across organizations. They
are usually detailed in procedures, which outline who is involved in the
process, and work instructions, which explain how they are carried out.
INPUT OUTPUTACTIVITIES

78
Process
Processes
?
Activity
Activity
Activity
Input Output
Input Output
Input Output
Data,
information and
knowledge
Desired
outcome
Suppliers Customer
Feedback
Trigger
© 2019

ITIL® Practices
Each practice:
 supports multiple
service value chain
activities
 includes resources
based on the four
dimensions of
service
management
80
A practice is a set of
organizational
resources designed for
performing work or
accomplishing an
objective.
ITIL®Practices

ITIL® Practices
81
ITIL®Practices
General management practices
• Architecture management
• Continual improvement
• Information security
management
• Knowledge management
• Measurement and reporting
• Organizational change
management
• Portfolio management
• Project management
• Relationship management
• Risk management
• Service financial management
• Strategy management
• Supplier management
• Workforce and talent
management
Service management practices
• Availability management
• Business analysis
• Capacity and performance
management
• Change control
• Incident management
• IT asset management
• Monitoring and event
management
• Problem management
• Release management
• Service catalogue management
• Service configuration
management
• Service continuity management
• Service design
• Service desk
• Service level management
• Service request management
• Service validation and testing
Technical management practices
• Deployment management
• Infrastructure and platform
management
• Software development and
management

82
Heat map of practices with value chain activities
© 2019
ITIL®Practices
General management practices (14) Plan Improve Engage
Design
& Trans.
Obtain /
Build
Deliver
& Sup.
Architecture management H H M H M M
Continual improvement H H H H H H
Information security management H H H H H H
Knowledge management M H M M M H
Measurement and reporting H H M H H M
Organizational change management M H M M L L
Portfolio management H M M M M L
Project management M M M H H M
Relationship management H H H H M M
Risk management H H H H H H
Service financial management H M M M M M
Strategy management H M M M M M
Supplier management H M H H H H
Workforce and talent management H H M M M M

83
© 2019
ITIL®Practices
Service management practices (17) Plan Improve Engage
Design
& Trans.
Obtain /
Build
Deliver
& Sup.
Availability management H M L M M M
Business analysis H M H H H M
Capacity and performance management M H L M M M
Change control L H L H H H
Incident management M H M M H
IT asset management M L L H H M
Monitoring and event management M L M L H
Problem management H M L L H
Release management M L L H M M
Service catalogue management L L H M L M
Service configuration management L M L H H M
Service continuity management M M L M M M
Service design M M L H H L
Service desk M H M L H
Service level management H M H M M M
Service request management L H M M H
Service validation and testing M L H H L

84
© 2019
ITIL®Practices
Technical management practices (3) Plan Improve Engage
Design
& Trans.
Obtain /
Build
Deliver
& Sup.
Deployment management L H H
Infrastructure and platform management M L H H M
Software development & management L M M H L

86
Continual improvement
ITIL®Continualimprovement
© 2019
What is the
vision?
Where are we
now?
Where do we
want to be?
How do we get
there?
Take action
Did we get there?
How do we keep
the momentum
going?
Business vision, mission,
goals and objectives
Perform baseline
assessments
Define measurable
targets
Define the improvement
plan
Execute improvement
actions
Evaluate metrics and
KPIs

87
Improvement approaches
 Design and implement
 Belief: Service provision capabilities can be designed,
implemented and managed
 The role of ITIL®: An ideal model for service management
 Incrementally improve
 Belief: Service provision can be managed and improved
through continuous incremental improvement cycles
 The role of ITIL®: A set of best practices used as inspiration
 Emerge
 Belief: Service provision can not really be managed – it
emerges over time through complex responsive processes
 The role of ITIL®: Narrative or propositional themes that
organize experience – a myth, ideology or the like
© 2019

88
Improvement – the Cynefin framework
http://youtu.be/Miwb92eZaJg
David Snowden, 2002, 2007, 2014
Disorder_
Complex
Probe
Sense
Respond
Emergent Practice _
Complicated
Sense
Analyze
Respond
Good Practice
Chaotic
Act
Sense
Respond
Novel Practice
Simple/obvious
Sense
Categorize
Respond
Best Practice
Complacency
© 2019
Relationship between
cause and effect is
obvious.
Predictability, routine,
established practice,
entrained thinking.
Encourage
simplification.
cause and effect
requires investigation
and analysis.
Unique, non-repeated,
multiple right answers,
experience/expertise.
Encourage analysis.
cause and effect is
impossible to
determine.
Unpredictability,
turbulence, trial and
error, responsiveness.
Encourage action
cause and effect can
only be perceived in
retrospect.
Unpredictability, flux,
emergence, creativity.
Encourage
experimentation

92
What’s in it for me?
ITIL® 4 – I couldn’t care less, or?
 Value is something we co-create – take the
customer journey
 Map and improve your value streams across
practices (e.g. the three delivery streams)
 Improve capabilities (ITIL: Practices) – not only
processes
What’sinitforme?
© 2019

93
Take the customer journey
What’sinitforme?
© 2019
Explore
Initially
engage
Require /
Offer
Agree
Onboard /
Offboard
Consume
/ Provide
Realise
valueStages
Understand
needs and
identify
service
providers
Build
relationships
Specify
requirements
Negotiate
and agree
service utility
and warranty
Procure and
perform
customer
transition
activities
Consume
service and
engage in the
service
interaction
Realise, track
and monitor
value.
Evaluate
journey
Steps
Touchpoints
Teams
Team 1
Team 2
Team 3
Role 1

94
Take the customer journey
Introduce 5S to make the service act flow:
 Serve and support
 Smile
 Seize the “moment of truth”
 Save time for the unexpected
 Say sorry
What’sinitforme?
© 2019

ValueUse
95
Map and improve value streams
What’sinitforme?
© 2019
Request service Use service
Resolve issue
Create, change or retire service or related CI
Subscribe / unsubscribe
service
New customer
Agile delivery model
Plan driven delivery model
Service integration delivery model

96
Map and improve value streams
What’sinitforme?
© 2019
Step Step Step
Customer: Customer: Customer:
Team / Role:
Partner / supplier:
Activities:
Technology/Information:
Team / Role:
Partner / supplier:
Activities:
Team / Role:
Partner / supplier:
Activities:
Value added:
Value destroyed:
Feedback:
Value added:
Value destroyed:
Feedback:
Value added:
Value destroyed:
Feedback:
Cycle time:
Waiting time:
First time quality:
Work in progress:
Cycle time:
Waiting time:
First time quality:
Work in progress:
Cycle time:
Waiting time:
First time quality:
Work in progress:
Lead time minutes minutes
Processing time minutes minutes minutes
I I

97
Improve capabilities – not only processes
Services are produced while consumed:
 If you stop the production, the service stops
 The capability must be there when the customer
needs it
ITIL 4 Practices will be continuously released the
coming year – use the guidance to improve your
service management capabilities
What’sinitforme?
© 2019

Contact
99
Christian F. Nissen
cfn@cfnconsult.dk
+45 40 19 41 45
CFN Consult ApS
Nysøvang 15A
DK-2750 Ballerup
CVR: 39 36 47 86
© 2019

Introduction to ITIL 4 and IT service management

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