ITIL Material

ITIL® 4 Foundation
Based upon AXELOS® ITIL® materials. Material is used under licence from AXELOS Limited. All rights reserved.
INTRODUCE YOURSELF 2
INTRODUCTION
 Name
 Professional experience
 Current role
 What you know about ITIL?
 Any previous ITIL certifications
 What you expect from the session?
3
COURSE AGENDA
• Course duration
– 2 Days
• Timings
– 9am – 6pm
• Breaks
– Tea Break – 10:30am till 10:45am
– Lunch Break – 1pm till 2pm
– Tea Break – 4pm till 4:15pm
• Sample Paper
– Mock exam on second day 3pm till 4pm
• Exam
- Second day 4:30pm till 5:45pm
4
BLOOM’S TAXONOMY
6. Evaluation
5. Synthesis
4. Analysis
3. Application
2. Comprehension ITIL 4
Foundation
1. Knowledge
Bloom’s Taxonomy is used to categorize learning objectives
and, from there, assess learning achievements. 5
INTRODUCTION
6
THE EVOLUTION OF ITIL
What does Service Business Service
2000 - 01
good delivery alignment value
1980s
look like ? and
2011
system
2018
support
1989
2016
2007
First of the The service The
ITIL books lifecycle guiding
are principles
published
ITIL 4 provides the guidance organizations need to address changing service

management challenges and utilize the potential of modern technology
7
ITIL 4 Update Timeline
LAUNCH FDN
LAUNCH OF ALPHA TEST

UPDATE PROGRAM
BETA TESTING
& TRAINER
READINESS
Guide
Exam
R&D Final Tests To Market
Q4 ‘17 USER TESTING

Q4 ‘18 Q1 ‘19
Q1 ‘18 Q2 ‘18 OCT ‘18

ITIL V3 Qualification Scheme
ITIL Master
ITIL Expert
Need 22 Credits to become ITIL Expert
5 Managing Through Life Cycle 5
SS SD ST SO CSI PP&O SO&A RC&V OS&A

3 3 3 3 3 4 4 4 4
Service Life Cycle Modules Service Capability Modules

2 ITIL Foundation 2
PP&O - Planning protection and optimization

SO&A - Service offerings and agreement
RC&V - Release, control and validation
OS&A - Operational support and analysis
Copyright of 9
ITIL 4 CERTIFICATION SCHEME
Based upon AXELOS® ITIL® materials. Material is used under licence from AXELOS Limited. All rights reserved. 10
Next Steps
LAUNCH FDN LAUNCH MP & SL
CORE & SUPPLEMENTARY GUIDANCE

EXAMS
R&D To Market
Q1 ‘19 H2 ‘19
ITIL MANAGING PROFESSIONAL
COURSE CONTENT
1. Key Concepts of Service Management
i. Definitions
ii. Creating Value
iii. Service Relationship
2. Guiding Principles – Adopt & Adapt
i. Use and interactions
ii. Explanations
3. Four Dimensions of Service Management
i. Four Dimensions – Description
4. ITIL Service Value System
i. ITIL Service Value System – Description
5. Service Value Chain activities
i. Nature of Service Value Chain
ii. Input, Output and Purpose
6. Key terms of 18 ITIL Practices
i. Purpose of ITIL Practices
ii. Definitions of ITIL Terms
7. Understand 7 ITIL Practices
i. Detailed Explanation 13
Service Value System

Key Concepts Guiding Principles 4 Dimensions ITL Practices
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KEY CONCEPTS
OF
SERVICE MANAGEMENT
14

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SERVICE MANAGEMENT
Technology is advancing faster today than ever before. Developments such
as Cloud Computing, Infrastructure as a Service (IaaS), Machine Learning and
Blockchain have opened fresh opportunities for value creation, and led to IT
becoming an important business driver and source of competitive
advantage.
Every organization is a Almost all services today
service organization are IT enabled
Service Management is defined as a set of specialized organizational

capabilities for enabling value to customers in the form of services.
15
KEY CONCEPTS
Organization : A person or a group of people that has its own functions

with responsibilities, authorities and relationships to achieve its objectives.
Customer: A person who defines the requirements for a service and takes
responsibility for the outcomes of service consumption.
User: A person who uses services.
Sponsor: A person who authorizes budget for service consumption.

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VALUE
Output: A tangible
or intangible
deliverable of an
activity.
Outcome: A result
for a stakeholder
enabled by one or
more outputs.
Risk: A Cost: The

possible event amount of
that could money spent
cause harm or on a specific
loss, or make it activity or
more difficult resource.
to achieve
objectives.
Service providers deliver value to their consumers by facilitating

them to achieve outcomes, and in doing so, take on some of the
associated risks and costs.

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SERVICE RELATIONSHIP
Service relationship
Service relationships include service provision, service consumption
and service relationship management.
Service provision:
Activities performed by an organization to provide services.
Service consumption: Activities performed by an organization to

consume services.
Service relationship management: Joint activities performed by a

service provider and a service consumer to ensure continual value co-
creation

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SERVICE OFFERINGS
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.
Components of a service offering
Component Description Examples
Goods • Supplied to the consumer A mobile phone
• Ownership is transferred to the consumer
• Consumer takes responsibility for future use A physical server
Access to resources • Ownership is not transferred to the consumer Access to the mobile network, or to
• Access is granted or licensed to the consumer network storage
under agreed terms and conditions
• The consumer can only access the resources
during the agreed consumption period and
according to other agreed service terms
Service actions • Performed by the service provider to address User support
a consumer’s needs
• Performed according to agreement with the Replacement of a piece of
consumer equipment

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EXAMPLE - SERVICE
Services
Service Relationship
Service Offering
Goods Access to resources Service actions
Products
Resources
20
EXAMPLE - SERVICE
Services
A direct first class flight from New York City to London
Service Offering
All flights and options from New York City to London
Food Different types of seats Piloting, Check-in
Beverages Streaming movie service Baggage handling
Toiletries Space for carry-on bags In-flight services
Products
Passenger transportation, cargo transportation
Resources
Aircrafts, airport infrastructure, crew and ground personnel, IT 21
systems, partners’, services….
EXAMPLE - SERVICE
Services
Mail and calendar account(s)
Service Offering
Personal and business subscriptions
Applications and User support
No goods interfaces to access and Back-up and restoration
to offer manage mail and Content scanning and
calendar information integration
Products
Online mail and calendar
Resources
Applications, servers, networks, cloud services, personnel, third-party services… 22
EXAMPLE - SERVICE
Services
Workplace support for department X
Service Offering
Executive / mobile / designer workplaces
Mouse Laptops and desktops User support
Laptop Printing Troubleshooting
backpack Network storage Data backup and
Headphones Mail and calendar restoration
Products
End-user computing
Resources
Server, client and network infrastructure and software, personnel, 23
data, external and internal services
ITIL Guiding Principles
Adopt and Adapt
Service Management
24

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ADOPT AND ADAPT
Adopt
• Commits to adopting a service-oriented, customer-focused culture. Success in
service management is based on a genuine commitment to this change.
Adapt
• Strive to understand ITIL best practices, to understand why they are
recommended, and then to apply critical thought to adapting those best
practices to the organization’s circumstances, needs, goals and objectives.
25

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THE SEVEN GUIDING PRINCIPLES
Focus on value Start where you are
Progress iteratively with Collaborate and promote

feedback visibility
Think and work holistically Keep it simple and practical
Optimize and automate

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FOCUS ON VALUE
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.
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)

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FOCUS ON VALUE
Applying the Principle
Know how consumers Encourage a focus on

use each service value among all staff
Focus on value during

Include a focus on value
operational activity as
in every step of any
well as during
improvement initiative
improvement initiatives

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START WHERE YOU ARE
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, programs, 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.
“When a measure becomes a target, it ceases to be a good measure” - Goodhart’s law

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START WHERE YOU ARE
Determine if successful
Look at what exists as practices or services can
objectively as possible be replicated or
expanded
Apply your risk Recognize that

management skills in sometimes nothing from
the decision-making the current state can be
process reused

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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
Resist the temptation to do everything at once. Even huge initiatives must be

accomplished iteratively.

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PROGRESS ITERATIVELY WITH
FEEDBACK
A feedback loop is a situation where part of the output of an activity
is used for new input.
The initiative and its component iterations,

must be continually re-evaluated to reflect
change in circumstances
Seek and use feedback before, throughout,

and after each iteration.
Feedback loops between participants helps them

understand where work comes from, outputs go and
how their actions affect the outcomes.

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PROGRESS ITERATIVELY WITH FEEDBACK
The ecosystem is
Comprehend the
constantly changing,
whole but do
so feedback is
something
essential
Fast does not mean

incomplete

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COLLABORATE AND PROMOTE VISIBILITY
When initiatives involve the right people in the correct roles, efforts benefit
from better buy-in, more relevance (because better information is available
for decision-making) and increased likelihood of long-term success.
Creative solutions, enthusiastic contributions and important perspectives can
be obtained from unexpected sources, so inclusion is generally a better
policy than exclusion
Information
Understanding
sharing
Collaboration
Real
Trust
accomplishment

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COLLABORATE AND PROMOTE VISIBILITY
Improvement Daily
Without transparency: work work
 There may be an impression

that the work is not a priority
 Improvement work may take a
lower priority over other task
with daily urgency
Insufficient visibility of work leads to poor decision-making.
It is important to:
 Understand the flow of work
 Identify bottlenecks and excess capacity
 Uncover waste
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COLLABORATE AND PROMOTE
VISIBILITY
Communicate in a
Collaboration does
way the audience
not mean consensus
can hear
Decisions can only

be made on visible
data

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THINK AND WORK HOLISTICALLY
A holistic approach to service management includes establishing an
understanding of how all the parts of an organization work together in an
integrated way. It requires end-to-end visibility of how demand is captured
and translated into outcomes.
Services are delivered to internal and external service consumers through the
coordination and integration of the four dimensions of service management.
Demand Value

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THINK AND WORK HOLISTICALLY
Recognize the Collaboration is key to

complexity of the thinking and working
systems holistically
Where possible, look for

Automation can
patterns of interactions
facilitate working
between system
holistically
elements

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KEEP IT SIMPLE AND PRACTICAL
Outcome-based thinking should be used to produce practical solutions that
deliver valuable outcomes. If a process, service, action or metric provides no
value or produces no useful outcome, then eliminate it.
Although this principle may seem obvious, it is frequently ignored, resulting
in overly complex work methods that rarely maximize outcomes or minimize
cost.
Start with an
Establish a holistic view
uncomplicated approach,
of the organization’s work
add later
Do not try to produce a

Be mindful of competing
solution for every
objectives
exception

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KEEP IT SIMPLE AND PRACTICAL
Simplicity is the Recognize the

Ensure value unlimited complexity of
sophistication the systems
Easier to Simplicity is the

Respect the
understand, best route to
time of the
more likely to achieving quick
people involved
adopt wins

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OPTIMIZE AND AUTOMATE
Optimization means to make something as effective and useful as it needs to
be. Before an activity can be effectively automated, it should be optimized to
whatever degree is possible and reasonable.
Assess the current state to

Understand and agree to the
understand where it can be
context for the optimization
improved
Ensure appropriate level of

Focus on simplification and
stakeholder engagement
value
and commitment
Execute the improvements Continually monitor to

in an iterative way identify opportunities

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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 human resources to be used for more complex decision-making.
The simplest form of automation involved standardizing and streamlining manual
tasks to allow decisions to be made ‘automatically’.
INPUT ACTIVITIES OUTPUT INPUT ACTIVITIES OUTPUT

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Simplify and/or
optimize before Use the other guiding
automating principles when applying
this one
Progress
Keep it simple
Iteratively
& practical
with feedback
Define your metrics Focus on Start where

value you are

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AGILE MANIFESTO v/s GUIDING PRINCIPLES
AGILE MANIFESTO ITIL GUIDING PRINCIPLES
Individuals and interactions over  Keep it simple and practical

processes and tools  Start where you are
Working software over  Focus on value

comprehensive documentation  Think and work holistically
Customer collaboration over  Focus on value

contract negotiation  Collaborate and promote visibility
Responding to change over  Progress iteratively with feedback

following a plan  Keep it simple and practical

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4 Dimensions
Of
Service Management
45

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4 Dimensions of Service Management

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DIMENSION 1 : ORGANIZATION & PEOPLE
Formal
organizational Culture
structures
Required
Roles and
staffing and
Responsibilities
competencies

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Structure and systems of authority
are not, by themselves, sufficient to
Systems of Roles and improve organizational effectiveness.

authority responsibilities The organization also needs a culture
Organizations that supports its objectives.
Right level of
workforce capacity Culture Leader champion
Shared values
and competence and advocate the
and attitudes
values
Culture
Communication Trust and

transparency
48
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Broad
Communication
knowledge
and
plus deep
collaboration
specialization
Common
Updating
objective:
skills and
facilitating
competencies
value creation
Management
and People Break down
leadership silos
styles

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DIMENSION 2 : INFORMATION & TECHNOLOGY
Information and
knowledge Technologies
Relationships
between the
components

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DIMENSION 2 : INFORMATION &
TECHNOLOGY
Technologies supporting Technologies supporting
service management IT services
Workflow Knowledge IT
Applications
Management Bases Architecture
Communicati Analytical Communicati

Databases
on Systems Tools on Systems
Inventory Remote Artificial

Blockchain
Systems Collaboration Intelligence
Mobile Artificial Cognitive Cloud

Platforms Intelligence Computing Computing
Cloud Machine Mobile

Solutions Learning Applications

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For many services, Information management is the primary means of

enabling customer value.
Information Criteria
Availability Reliability Accessibility Timelines Accuracy Relevance
The challenges of Information Management, such as those presented by

security and regulatory compliance requirements, is also a focus of this
dimension. 52

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Information technology considerations
Does the organization have the
Is it compatible with the current
 architecture?  right skills to support and maintain
it?
Does it raise any regulatory, Does it have sufficient automation
 compliance, or information security  capabilities to be developed,
control issues? deployed and operated?
Does it have additional capabilities
Will it continue to be viable in the
 foreseeable future?  that can be leveraged for other
products or services?
Does it align with the service
Does it introduce new risks or
 provider or service consumer  constraints to the organization?
strategy?
Organizational culture and the nature of the organization’s business will also
have an impact on which technologies it chooses to use.

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DIMENSION 3 : PARTNERS & SUPPLIERS
Service Organization’s
Provider/Consumer partner &
Relationships supplier
strategy
Factors that Service

influence supplier Integration
strategy and
Management

& Chain
Service Partnerships
 Share common goals
and risks
 Collaborate to achieve
desired outcomes
Goods and Service Supply

 Formal contracts
 Clear separation of
responsibilities
Every organization and every service depends to some

extent on services provided by other organizations.

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Service integration and

Supplier B
management involves the use of
a specially established integrator Supplier A Supplier C
to ensure that service

relationships are properly Service
integrator
coordinated.
Service integration and
management may be kept within
Consumer
the organization, but can also be
delegated to a trusted partner.

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Cost
Concerns
Subject
Resource
Matter
Scarcity
Expertise
Expertise
Corporate External
External
Culture Constraint
Constraints
s
Strategic Demand
Organization’s
Focus Patterns
supplier
strategy
An organization's strategy when it comes to using partners and supplier

should be based on its goals, culture and business environment.

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DIMENSION 4 : VALUE STREAMS & PROCESSES
Value streams and processes define the activities, workflows,

controls and procedures needed to achieve agreed objectives.
How value
Activities the creation is
How activities ensured for all
organization
are organized stakeholders
undertakes
effectively and
efficiently

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A value stream is a series of steps an organization undertakes to create and deliver
products and services to service consumers. It combines the organization's value
chain activities.
value-adding
activities
Value stream steps
Step 1 Step 2 Step 3 Non value-adding

activities (wastes)
Value stream optimization may include process automation or adoption of emerging

technologies and ways of work to gain efficiencies or enhance user experience.

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A process is a set of interrelated or interacting activities that transforms

inputs into outputs. Processes are designed to accomplish a specific
objective.
INPUT ACTIVITIES OUTPUT
A well-defined process can improve productivity within and across

organizations. 60
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Value streams and processes for products and services:
What is the What are the

generic value streams
Who, or What,
delivery involved in
performs the
model for the delivering the
required service
service, and agreed
actions ?
how does the outputs of the
service work ? service ?

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EXTERNAL FACTORS INFLUENCING THE DIMENSIONS
The PESTLE model describes factors that constrain or influence how a

service provider operates.
P POLITICAL
E ECONOMIC
S SOCIAL
TECHNOLOGIC
T AL
L LEGAL
ENVIRONMENT
E AL

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ITIL
(SVS)
63

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INPUTS & OUTCOME OF THE SVS
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.
The outcome of the SVS is value, that is, the perceived benefits, usefulness and importance
of something. The SVS can enable the creation of many different types of value for a wide
group of stakeholders. 64
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COMPONENTS OF SVS
Guiding principles Governance The means by Service value chain A set
Recommendations that can which an organization is of interconnected
guide an organization in all directed and controlled. activities that an
circumstances, regardless of organization performs to
changes in its goals, strategies, deliver a valuable product
type of work, or management or service to its consumers
structure. and to facilitate value
realization.
Continual improvement A
recurring organizational activity
ITIL Practices Sets of performed at all levels to
organizational resources ensure that an organization’s
designed for performing work performance continually meets
or accomplishing an objective. stakeholders’ expectations.

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ADDRESSING THE CHALLENGE OF SILOS
The ITIL SVS has been specifically architected to enable flexibility

and discourage siloed working.

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SERVICE VALUE CHAIN
&
ACTIVITIES
67

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ITIL 4 – Service Value Chain
Scalable
Operating Model
Individual
Team
Enterprise
ITIL 4 – Value Streams for
Specific Scenarios
New service
2
component
3
5
1 4 6
ITIL 4 – Value Streams for
Specific Scenarios
Customer
Support
4
1 5
3
6
7 2
VALUE CHAIN ACTIVITIES
• Plan
• Improve
• Engage
• Design and Transition
• Obtain/Build
• Deliver and Support.
71

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PLAN
Purpose: 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.
• Plans
• Policies Input Output • Architectures and
• Requirements policies
• Improvement • Improvement
initiatives Plan opportunities
• New and Changed • Product and
Products service portfolio

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IMPROVE
Purpose: To ensure continual improvement of products, services and
practices across all value chain activities and the four dimensions of
service management.
• Stakeholders • Plans &Improvement

Feedback Input Output information
• Performance • Performance
Information & Information
Improvement Improve • Improvement status
Opportunities • Contract Requirements
• New and Changed
Products

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ENGAGE
Purpose: To provide a good understanding of stakeholder needs,
transparency, and continual engagement and good relationships with
all stakeholders.
• Product & service

portfolio • Improvement
• Demand for Services opportunities
& Products Input Output • Stakeholders Feedback
• Incident & Service • Change Request
Request • Service Performance
• Service Performance Engage reports for customer
Information • Products & Service
• Improvement requirements
Initiatives & Status • User support task

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DESIGN & TRANSITION
Purpose: of this value chain activity is to ensure that products and
services continually meet stakeholder expectations for quality, costs
and time-to-market.
• Portfolio Decisions
• Architectures and
policies • Requirements
• Product and Service &Specifications
requirements Input Output • Contract & agreement
• Improvement requirements
Initiatives and plans Design & • New & changed
• Improvement status products & services
reports Transition • Performance information
• Service Performance & improvement
• Service Components opportunities
• New & Changed
products & Services

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OBTAIN/BUILD
Purpose: To ensure that service components are available when and
where they are needed, and meet agreed specifications.
• Architecture and
Policies
• Contracts & • Service Components
Agreements Input Output • Knowledge and
• Goods and Services Information
• Requirements & • Contract and agreements
specifications Obtain / Build • Performance information
• Improvement • Improvement
initiatives opportunities
• Change request

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DELIVER & SUPPORT
Purpose: To ensure that services are delivered and supported
according to agreed specifications and stakeholders’ expectations.
• New and changed

products and services
• Contracts and • Service delivery
agreements Input Output • Completion of user task
• Service components • Service performance
• Improvement Deliver & information
Initiatives • Change request
• User support task Support • Improvement
• Knowledge and opportunities
information on Service
Components

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ITIL PRACTICES
78

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WHAT IS A PRACTICE?
A practice is a set of Each Practice:
organizational  supports multiple service value

chain activities
resources designed
 includes resources based on the 4
for performing work
dimensions of service management
or accomplishing an
objective
TYPES OF PRACTICES
General
management Service Technical
practices have management management
been practices have been
practices have
adopted/adapted adapted from
been developed
technology
for service in service
management
management from management domains for service
general business and ITSM management
management industries
domains
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INTRODUCTION TO ITIL PRACTICES
General Management Service Management Technical Management
Practices Practices Practices
 Architecture Management  Availability Management  Deployment Management
 Continual Improvement  Business Analysis  Infrastructure and Platform
 Information Security  Capacity and Performance Management
Management Management  Software Development and
 Knowledge Management  Change Control Management
 Measurement and Reporting  Incident Management
 Portfolio Management  IT Asset Management
 Organizational Change  Monitoring and Event
Management Management
 Project Management  Problem Management
 Relationship Management  Release Management
 Risk Management  Service Catalogue Management
 Service Financial Management  Service Configuration
 Strategy Management Management
 Supplier Management  Service Continuity Management
 Workforce and Talent  Service Design
Management  Service Desk
 Service Level Management
 Service Request Management
 Service Validation and Testing
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General
management
practices
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GENERAL MANAGEMENT PRACTICES
General  Architecture Management
 Continual Improvement
management
 Information Security Management
practices have been  Knowledge Management
 Measurement and Reporting
adopted/adapted  Portfolio Management
for service  Organizational Change Management

 Project Management
management from  Relationship Management
 Risk Management
general business
 Service Financial Management
management  Strategy Management
 Supplier Management
domains  Workforce and Talent Management
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CONTINUAL IMPROVEMENT
84

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Purpose: To align the organization’s practices and services with

changing business needs through the ongoing identification and
improvement of services, service components, practices or any
element involved in the efficient and effective management of
products and services.

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Activities:
• Encouraging continual improvement across the organization

• Securing time and budget for continual improvement
• Identifying and logging improvement opportunities
• Assessing and prioritizing improvement opportunities
• Making business cases for improvement action
• Planning and implementing improvements
• Measuring and evaluating improvement results
• Coordinating improvement activities across the organization.

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Methods,
models &
techniques
87

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CONTINUAL IMPROVEMENT MODEL

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WHAT IS THE VISION?
Focus Area:
• Translation of organization’s vision and objectives

• High-level vision for improvements
Work in this step
• Understanding of high-level direction

• Description and understanding of context
• The stakeholders and their roles have been understood
• Understanding expected value

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WHERE ARE WE NOW?
Focus Area:
• Current state assessment

• User perception
• Organisation’s culture
• People
• Processes
• Technology
Work in this step
• Objective Measurement whenever possible

• Accurate understanding of issue

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WHERE DO WE WANT TO BE?
Focus Area:
• GAP analysis
• Defining measurable targets
Work in this step
• Prioritisation of actions
• Setting Improvement objectives
• Defining SMART- CSF & KPIs

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HOW DO WE GET THERE?
Focus Area:
• Define Improvement Plan

• Plan to deliver in small iterations
Work in this step
• Design experiments
• Select most effective approach
• Defining SMART- CSF & KPIs

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TAKE ACTION
Focus Area:
• Execution of plan
• Waterfall approach
• Agile approach
• Achieving desired results
Work in this step
• Visibility and overall Initiative awareness

• Measuring progress
• Managing Risk

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DID WE GET THERE?
Focus Area:
• Evaluate metrics and KPIs

• Validating success
Work in this step
• Check & confirm

• Progress
• Value
• Additional actions (if required)
• New iterations (if required)

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HOW DO WE KEEP THE MOMENTUM
GOING?
Focus Area:
• Marketing Success
• Reinforcing new methods
• Institutionalise new behaviour
Work in this step
• Reward behaviour not just outcomes

• Inform Stakeholders
• Success
• Failure
• Analysis of Improvements
• Documenting and communicating lessons learnt
• Use of OCM and Knowledge Management

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CONTINUAL IMPROVEMENT –
CONTRIBUTION TO VALUE CHAIN
• Plan Plans are relevant to the organization’s current objectives

and context.
• Improve structures resources and activities enabling
• Engage, design and transition, obtain/build, and deliver and

support subject to continual improvement

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INFORMATION SECURITY
MANAGEMENT
97

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MANAGEMENT
The purpose of the information security management practice is to protect
the information needed by the organization to conduct its business.
This includes understanding and The required security is established

managing risks to by means of policies, processes,
behaviours, risk management and
Confidentiality
controls, which must maintain a
Integrity balance between
Availability Prevention
Authentication Detection
Non-repudiation Correction

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MANAGEMENT
Processes and procedures required to support information security
management:
• Information security incident management process

• Risk management process
• Control review and audit process
• Identity and access management process
• Event management
• Procedures for penetration testing, vulnerability scanning etc.
•Procedures for managing information security related changes,
such as firewall configuration changes.

& Chain
INFORMATION SECURITY MANAGEMENT –
•Plan must be designed into all planning activities.
•Improve ensure that vulnerabilities are not introduced when

making improvements.
•Engage Information security requirements for new and changed

services must be understood and captured.
•Design and transition Controls need to be designed and

transitioned into operation.
•Obtain/build Must be built into all components
•Deliver and support Detection and correction of information

security incidents

& Chain
RELATIONSHIP MANAGEMENT
101

& Chain
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.
Identification
Relationship
Continual with and
Analysis
Improvement between
stakeholders
Monitoring

& Chain
RELATIONSHIP MANAGEMENT –
• Plan It provides information on the requirements and expectations
• Improve synergize different organizational relationships
• Engage engaging with customers
• Design and transition key role in coordinating feedback
• Obtain/build Helps select products/services or service components
• Deliver and support high level of customer satisfaction

& Chain
SUPPLIER MANAGEMENT
104

& Chain
SUPPLIER MANAGEMENT
The purpose of the supplier management practice is to ensure that the
organization’s suppliers and their performance are managed appropriately to
support the provision of seamless, quality products and services.
This can include creating closer, more collaborative relationships with key
suppliers to uncover and realize new value and reduce risk of failure.
In-sourcing Out-sourcing
Single source or
Multi-sourcing
partnership

& Chain
Supplier Management –
contribution to value chain
• Plan provides organization’s approved sourcing strategy and plan.
• Improve Identifying improvement opportunities
• Engage evaluation and selection of suppliers
• Design and transition negotiating and agreeing contracts and

agreements
• Obtain/build procurement/obtaining of products, services or service

components.
• Deliver and support managing supplier performance

& Chain
Service
management
practices

& Chain
SERVICE MANAGEMENT PRACTICES
 Availability Management
 Business Analysis
 Capacity and Performance
Management
Service  Change Control
 Incident Management
management  IT Asset Management
 Monitoring and Event Management
practices have been  Problem Management
 Release Management
developed in service  Service Catalogue Management
 Service Configuration Management
management and  Service Continuity Management
 Service Design
ITSM industries  Service Desk
 Service Level Management
 Service Request Management
 Service Validation and Testing

& Chain
AVAILABILITY MANAGEMENT
Availability : The ability of an IT service or other configuration

item to perform its agreed function when required.

& Chain
AVAILABILITY MANAGEMENT
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.
Availability is the
ability of an IT
service or other
configuration item to
perform its agreed
function when
required.
AVAILABILITY MANAGEMENT –
•Plan Must be considered in service portfolio decisions, and while
goal setting.
•Improve While planning improvements
•Engage Availability requirements for new and changed services
•Design and transition While designing new and changed services

and testing of availability controls in transition.
•Obtain/build While building components or obtaining them from

third parties.
•Deliver and support Measurement of availability and reacting to

events 111
& Chain
CAPACITY & PERFORMANCE
MANAGEMENT
Performance
A measure of what is achieved or delivered by a system, person,
team, practice or service.
112

& Chain
CAPACITY & PERFORMANCE
MANAGEMENT
Purpose: 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 modelling
• service performance and capacity planning:

 Capacity requirements analysis
 Demand forecasting and resource planning
 Performance improvement planning.

& Chain
CAPACITY & PERFORMANCE MANAGEMENT –
• Plan It provides information about actual demand and performance,
and tools and methods
• Improve Identify and drive improvements by providing performance

information
• Engage Supports expectation management
• Design and transition To ensure that design meets requirements
• Obtain/build components and services being obtained/built meet

performance needs
• Deliver and support provides performance and capacity targets,

metrics and measurement

& Chain
CHANGE CONTROL
Change
The addition, modification, or removal of anything that could have a
direct or indirect effect on services.

& Chain
CHANGE CONTROL
The purpose of the change control practice is to maximize the number of

successful IT changes by ensuring that risks have been properly assessed,
authorizing changes to proceed, and managing a change schedule.
Beneficial Protection from

effect of adverse effect
changes of changes

& Chain
CHANGE TYPES
 Low-risk, Pre-authorized, Well-understood, Fully-
Standard documented
 Implement without additional authorization
 Changes needs to be scheduled, assessed and

authorized
Normal  Authorization based on change type
 Low-risk, someone who can make rapid decisions
 Very major, could be as high as management board
 Expedited assessment and authorization

Emergency  May be separate change authority

& Chain
CHANGE CONTROL – CONTRIBUTION
TO VALUE CHAIN
• Plan the level of control
• Improve Many improvements will trigger changes
• Engage Stakeholders involvement.
• Design and transition New or changed services trigger changes and

change control activity is a major contributor to transition.
• Obtain/build Changes to components are subject to change control
• Deliver and support Changes may have an impact on delivery and

support

& Chain
INCIDENT MANAGEMENT

& Chain
INCIDENT MANAGEMENT
The purpose of incident management is to minimize the negative impact of
incidents by restoring normal service operation as quickly as possible.
Incidents should be
logged.
An Incident is
an unplanned
interruption to Incidents should be
a service, or managed to meet agreed
reduction in the target resolution times.
quality of a
service
Incidents should be
prioritized.

& Chain
INCIDENT MANAGEMENT
Suppliers
Support
or
team
partners
Temporary
Service cross-
desk functional
team
Incident
Diagnosis
Users self- & Disaster
help Resolution recovery

& Chain
INCIDENT MANAGEMENT
Collaboration can facilitate

information sharing and Service Desk IT Support
learning as well as helping

to solve the incident more
effectively and efficiently.
Customer(s) Suppliers

& Chain
INCIDENT MANAGEMENT –
• Improve: Incident records
• Engage: Regular communication with Customer/User
• Design and transition: incidents in test environments & during

service release and deployment.
• Obtain/build: incidents in development environments
• Deliver and support: Incident management in support.

& Chain
IT ASSET MANAGEMENT
124

& Chain
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-
Meet regulatory
making about
and contractual
purchase, reuse and
requirements
retirement of assets

& Chain
IT ASSET MANAGEMENT
An IT Asset is any
valuable component
that can contribute to
delivery of an IT
product or service.

& Chain
IT ASSET MANAGEMENT –
• Plan Helps the organization to understand and manage cost and
value
• Improve Helping to understand and optimise the cost
• Engage Demand for IT asset management from stakeholders
• Design and transition drive most IT asset management activities
• Obtain/build Asset procurement to ensure assets traceability
• Deliver and Support Helps to locate IT assets, to trace their

movements and to control their status

& Chain
MONITORING AND EVENT
MANAGEMENT
Event
An event can be defined as any change of state that has significance
for the management of a configuration item (CI) or IT service.

& Chain
MONITORING AND EVENT
MANAGEMENT
Purpose: To systematically observe services and service
components, and record and report selected changes of state
identified as events.
Activities
• Identifying what services, systems, CIs or other service

components to be monitored
• Establishing the monitoring strategy
• Implementing and maintaining monitoring
• Establishing and maintaining thresholds
• Establishing and maintaining policies for each type of event
• Implementing processes and automations

& Chain
MONITORING & EVENT MANAGEMENT
– CONTRIBUTION TO VALUE CHAIN
• Improve Close observation of the environment to evaluate and
proactively improve
• Engage Source of internal engagement for action.
• Design and transition Monitoring data informs design decisions

and monitoring is an essential component of transition
• Obtain/Build Supports development environments
• Deliver and Support Guides how the organization manages

internal support of identified events.

& Chain
PROBLEM MANAGEMENT
• Problem: A cause, or potential cause, of one or more incidents.

• Workaround: A solution that reduces or eliminates the impact of an
incident or problem for which a full resolution is not yet available.
• Known error: A problem that has been analysed and has not been
resolved.

& Chain
PROBLEM MANAGEMENT
Purpose: To reduce the likelihood and impact of incidents by

identifying actual and potential causes of incidents, and
managing workarounds and known errors.

& Chain
PROBLEM MANAGEMENT - PHASES
• Problem identification activities identify and log problems
• Problem control activities include problem analysis, and

documenting workarounds and known errors.
• Error control activities manage known errors.

& Chain
PROBLEM MANAGEMENT –
• Improve: reduction of Incidents and impact of incidents
• Engage: Stakeholders involvement
• Design and Transition: Improve testing and knowledge transfer.
• Obtain/Build: Identify product defects
• Deliver and Support: Preventing incident repetition

& Chain
RELEASE MANAGEMENT
Release
A version of a service or other configuration item, or a collection of
configuration items, that is made available for use.
135
& Chain
RELEASE MANAGEMENT –
WATERFALL ENVIRONMENT

& Chain
AGILE ENVIRONMENT

& Chain
RELEASE MANAGEMENT - STAGING
• Blue/green releases (or A/B releases) use two mirrored

production environments. Users can be switched to an updated
environment using network tools that connect them to the
correct environment.
• Feature flags enable specific features to be released to

individual users or groups in a controlled way. The new
functionality is deployed to the production environment without
being released. A user configuration setting then releases the
new functionality to individual users (or groups of users) as
needed.

& Chain
• Plan Policy, guidance and timelines for releases
• Improve New or changed releases to deliver the required

improvements
• Engage Releases must be designed to match the customer or user

needs.
• Design and transition Ensures that new or changed services are

made available to customers in a controlled way
• Obtain/build Changes to components are normally included in a

release
• Deliver and support knowledge and information is provided by this

practice to facilitate service restoration. 139
& Chain
SERVICE CONFIGURATION
MANAGEMENT
Configuration item
Any component that needs to be managed in order to deliver an IT
service. 140
& Chain
SERVICE CONFIGURATION
MANAGEMENT
Purpose: 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.
Configuration Management typically needs processes to:

• Identify new configuration items, and add them to the CMS
• Update configuration data when changes are deployed
• Verify that configuration records are correct
• Audit applications and infrastructure to identify any that are not
documented.

& Chain
CONFIGURATION MODEL

& Chain
SERVICE CONFIGURATION MANAGEMENT –
Plan planning new or changed services
Improve identify how other practices can be improved.
Engage Some stakeholders may require, use and provide

Configuration information.
Design and transition CI relationships information is used while

designing and transitioning, products and services.
Obtain/build Configuration records are used to create the code or

artefact that is being built.
Deliver and support Configuration information is used to support

activities of Resolution practices.

& Chain
SERVICE CONTINUITY MANAGEMENT
144

& Chain
The purpose of the service continuity management practice is to ensure that
the availability and performance of a service is maintained at a sufficient
level in the event of 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.
The Business Continuity Institute defines a disaster as:

‘…a sudden unplanned event that causes great damage or serious
loss to an organization. It results in an organization failing to
provide critical business functions for some predetermined
minimum period of time.’

& Chain
– CONTRIBUTION TO VALUE CHAIN
• Plan Information about the current continuity status and tools
• Improve continuity plans, measures and mechanisms
• Engage Stakeholders’ engagement
• Design and transition Products and services are designed and

tested according to the organization’s continuity requirements.
• Obtain/build continuity is built into the organization’s services and

components
• Deliver and support Ongoing delivery, operations and support is

performed in accordance with continuity requirements and
policies.

& Chain
SERVICE DESK
147

& Chain
SERVICE DESK
The purpose of the service desk practice is to capture demand for incident
resolution and service requests. It should also be the point of communication
for the service provider with all of its users.
Issues
Single point
Requests Knowledge Classify Own Act
of contact
Queries

& Chain
SERVICE DESK - CHANNELS
Cost
Email
Concerns
Walk-in
Subject
Live
Resource
chat &
service
Matter
chatbots
Scarcity
Expertise
desks
Service portals Text & social

Corporate External
& mobile media
Culture Constraints
applications messaging
Service Desk Public &

Demand
corporate
Phone calls Access
Patterns
discussion
Channels
forums

& Chain
SERVICE DESK TYPES
150

& Chain
SERVICE DESK - SKILLS
Excellent
Customer
service skills
Effective
Empathy
communication
Incident
analysis and Emotional
prioritization intelligence
Understand
business
priority

& Chain
SERVICE DESK –CONTRIBUTION TO
VALUE CHAIN
• Improve Service desk activities are constantly monitored and
Feedback from users
• Engage Tactical and operational engagement with users.
• Design and transition Participate in release planning, testing

and early life support.
• Obtain/build Involved in acquiring service components
• Deliver and support Managing incidents and service requests

& Chain
SERVICE LEVEL MANAGEMENT
153

& Chain
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.
It provides the end to end visibility of the organization's services:
Establishes a shared view of the Collects, analyses, stores and

services and target service levels reports relevant metrics to ensure
with customers service levels are met
Performs service reviews to ensure

Captures and reports on service
the current services continue to
issues including performance
meet the organization and its
against defined service levels
customers’ needs

& Chain
SERVICE LEVEL MANAGEMENT -
SKILLS
Relationship Business
Management Liaison
Skills and
competencies
Business Supplier
Analysis Management

& Chain
TYPES OF METRICS
Operational metrics These are the low-level indicators of

various operational activities
Business metrics Useful or valuable by the customer and

used as a means of gauging the success of the service

& Chain
SUCCESSFUL SLA REQUIREMENTS
key requirements for

successful SLAs
A service level
agreement (SLA) is a Related to a defined ‘service’ in
documented agreement service catalogue
between a service
provider and a customer Should relate to defined outcomes,
not just operational metrics
that identifies services
required and the Should reflect an ‘agreement’
expected level of service. between the service provider and
the service consumer
Must be simply written and easy to
understand for all parties

& Chain
The watermelon SLA effect
SLAs are green Customers unhappy

& Chain
SERVICE LEVEL MANAGEMENT –
• Plan Planning of product and service portfolio and service
offerings
• Improve Improving services as per customer requirement
• Engage Ongoing engagement with customers and users
• Design and transition Providing customer/user inputs on design

and transition
• Obtain/Build Provides objectives for components and service

performance
• Deliver and support objectives communication to the operations

and support teams 159

& Chain
SERVICE REQUEST MANAGEMENT

& Chain
Request for a
A service request is Request for
service delivery
a request from a information
action
user or user’s
authorized Request for
representative that Request access
provision of a
initiates a service to a resource or
resource or
service
action that has been service
agreed as a normal
part of service Feedback,
delivery. compliments
and complaints
The purpose of the service request management practice is to support the
agreed quality of a service by handling all pre-defined, user-initiated service
requests in an effective and user-friendly manner.
Service requests are pre-defined and pre-agreed and can usually be
formalized with clear, standard procedure.
Fulfillmen
Initiation Approval
t
Management
Service requests are a normal part of service delivery, not a failure

or degradation of service, which are handled as incidents.

& Chain
Service requests may have

Steps to fulfil requests should
simple workflows or quite
be well-known and proven
complex workflows
The service provider can agree Some service requests can

to fulfilment times and provide a self-service
provide clear status experience - completely
communication to users fulfilled with automation
Leverage existing workflow models whenever possible to

improve efficiency and maintainability.

& Chain
SERVICE REQUEST MANAGEMENT –
• Improve Provides a channel for improvement initiatives, compliments
and complaints from users
• Engage Stakeholder communication
• Design and transition Standard changes to services
• Obtain/build may require acquisition of pre-approved service

components.
• Deliver and support contributes to normal service delivery

& Chain
Technical
practices

& Chain
TECHNICAL MANAGEMENT
PRACTICES
Technical management
practices have been
adapted from
 Deployment Management
technology
 Infrastructure and Platform
management domains
Management
for service management
 Software Development and
purposes by expanding
Management
or shifting their focus
from technology
solutions to IT services.

& Chain
DEPLOYMENT MANAGEMENT
167

& Chain
Purpose: To move new or 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.

& Chain
Approaches
• Phased deployment
• Continuous delivery
• Big bang deployment
• Pull deployment

& Chain
DEPLOYMENT MANAGEMENT –
• Improve Deployment of components
• Design and transition Transition to the live environment
• Obtain/build Incremental Deployments

& Chain
ABOUT THE
EXAM
ABOUT THE EXAM
 60 minutes
 Candidates taking the exam in a language that is not their native or
working language may be awarded 25% extra time, i.e. 75 minutes
in total
 40 questions, each question is worth 1 mark

 'standard'
 'missing word'
 'list' (2 correct items)
 very rarely, 'negative' ("what is NOT...")
 Pass mark: 65% or higher (26 marks or above)
 Bloom's levels 1 and 2

 9 questions at Bloom's Level 1 = approx. 22.5%
 31 questions at Bloom's Level 2 = approx. 77.5%
THANK YOU

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ITIL® 4 Foundation

What does Service Business Service

ITIL 4 provides the guidance organizations need to address changing service

LAUNCH OF ALPHA TEST

R&D Final Tests To Market

Q4 ‘17 USER TESTING

Q1 ‘18 Q2 ‘18 OCT ‘18

SS SD ST SO CSI PP&O SO&A RC&V OS&A

Service Life Cycle Modules Service Capability Modules

PP&O - Planning protection and optimization

LAUNCH FDN LAUNCH MP & SL

CORE & SUPPLEMENTARY GUIDANCE

Service Value System

Service Value System

Service Management is defined as a set of specialized organizational

Organization : A person or a group of people that has its own functions

Service Value System

Risk: A Cost: The

Service providers deliver value to their consumers by facilitating

Service Value System

Service consumption: Activities performed by an organization to

Service relationship management: Joint activities performed by a

Service Value System

Service Value System

Goods Access to resources Service actions

Service Value System

Service Value System

Focus on value Start where you are

Progress iteratively with Collaborate and promote

Think and work holistically Keep it simple and practical

Optimize and automate

Service Value System

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

Service Value System

Know how consumers Encourage a focus on

Focus on value during

Service Value System

The current state should be investigated and observed

“When a measure becomes a target, it ceases to be a good measure” - Goodhart’s law

Service Value System

Apply your risk Recognize that

Service Value System

Working in a time-boxed, iterative manner with feedback loops embedded

Resist the temptation to do everything at once. Even huge initiatives must be

Service Value System

The initiative and its component iterations,

Seek and use feedback before, throughout,

Feedback loops between participants helps them

Service Value System

Applying the Principle

Fast does not mean

Service Value System

Service Value System

 There may be an impression

Decisions can only

Service Value System

Service Value System