Organizations and people

Value streams and processes

Information and technology

Partners and suppliers

To produce service design packages and ensure they are handed over to service transition

To assess and evaluate all changes and their impact on service designs

To document the initial structure and relationship between services and customers

To gather and document new service level requirements from the customer

To help plan emergency changes

To help authorize standard changes

To help assign a change authority

To help manage normal changes

To ensure that the service levels have been agreed with customers

To reduce the number of metrics that need to be measured and reported

To ensure that all services are included in the service reports

To help focus on business outcomes, rather than operational result.

An event

An IT asset

A configuration item

A change

The system of directing and controlling an organization

A model to help meet stakeholders expectations

Recommendations to help an organization in all aspects of its work

A need from consumers for new or changes services

Communication and collaboration

Workflows and controls

Inputs and outputs

Contracts and agreement

To record requests for provision of a resource or service

To provide a structured approach to implementing improvements

To organize past, present, and future improvement ideas

To authorize changes to implement improvement initiatives

Standard change

Normal change

Emergency change

Change model

1 and 2

2 and 3

3 and 4

1 and 4

Authorizing changes to proceed

Making new features available for use

Moving new software to live environments

Ensuring information about services is available

A formal description of one or more services, designed to address the needs of a service consumer

Activities that an organization performs to deliver services

A way to help create value by facilitating outcomes that service consumers need

Cooperation between two organizations to ensure that a service delivers value

A continual improvement register

An incident record

A change schedule

A service level agreement

A result for a stakeholder enabled by one or more outputs

A formal description of one or more services, designed to address the needs of a target consumer group

Join activities performed by a service provider and a service consumer to ensure continual value co-creation

A set of specialized organizational capabilities for enabling value for customers in the form of services.

Problem identification

Problem control

Error control

Problem analysis

Workflows and controls

Communication and collaboration

Inputs and outputs

Contracts and agreements

Consider

Discard

Re-use

Improve

Engage

Obtain/build

Plan

Improve

A service consumer delivers outcomes of the service

A service provider delivers outcomes of the service

A service consumer delivers outputs of the service

A service provider delivers outputs of the service

Service desk

Continual improvement

Service level management

Change enablement

Organizations should work through the steps of the model in the sequence in which they are presented

The low of the model helps organizations to link improvements to its goals

The model is applicable to only certain parts of the service value system

Organizations should use an additional model or method to link improvements to customer value

Service request management

Service configuration management

Deployment management

Change enablement

Planning changes, assisting in communication, avoiding conflicts, and assigning resources

Selecting the right method, model or technique for identifying improvements

Tracking and managing improvement ideas from identification through to final action

Describing the services designed to meet the needs of a consumer group

Output

Outcome

Utility

Warranty

Executing improvement actions

Performing baseline assessments

Defining the improvement plan

Understanding the business mission

Plan

Improve

Design and transition

Deliver and support

Organizations and people

Information and technology

Partners and suppliers

Value streams and processes

A normal change

An emergency change

A standard change

A change model

Availability

Warranty

Outcome

Utility

By providing the service in accordance with requirements

By ensuring that the service provider's resources are correctly configured

By fully understanding then own requirements for the service

By managing the detailed level of risk on behalf of the service provider

A backup server is being rebooted while services are running on the primary server

An application is not available during the business hours

A user has requested access to a shared repository

A user wants to reset the password of a server

The removal of anything that could have a direct or indirect effect on services

Any component that needs to be managed in order to deliver a service

A request from a user that initiates a service action

Any financially valuable component that can contribute to delivery of an IT product or service

To ensure services achieve agreed and expected performance

To make new or changed services available for use

To move new or changed components to live environments

To set clear business-based targets for service performance

Phone calls

All of the above

Text and social media messaging

Email

The management of resources configured to deliver the service

The management of resources needed to consume the service

The grouping of one or more services based on one or more products

The joint activities performed to ensure continual value co-creation

Continual improvement

Service level management

Service desk

Problem management

Ideation, Design, Develop, Deploy, Test, Operate, Retire

Retire, Test, Operate, Deploy, Ideation, Develop, Design

None of the above

Ideation, Test, Develop, Deploy, Design, Operate, Retire

Start where you are

Collaborate and promote visibility

Keep it simple and practical

Optimize and automate

As soon as a solution for the problem has been identified

As soon as a workaround for the problem has been identified

As soon as the analysis of the frequency and impact of incidents justifies the change

As soon as the analysis of cost, risks and benefits justifies the change

The consumer demand for the service

The time that the customer indicates for service delivery

The service levels of the supplier

The time needed to realistically deliver the service

Change control

Continual improvement

Problem management

Service desk

Trend analysis shows a large number of similar incidents

A user requests delivery of a laptop

A monitoring tool detects a change of state for a service

'Continual improvement' needs to prioritize an improvement opportunity

Whenever the workaround is used

Whenever the problem is resolved

Whenever the workaround becomes a known error

Whenever the problem is prioritized

How to apply the systems approach of the guiding principle think and work holistically

Services based on one or more products, designed to address needs of a target consumer group

How all the components and activities of the organization work together as a system to enable value creation

Joint activities performed by a service provider and a service consumer to ensure continual value co-creation

An outcome can be enabled by more than one output

Outcomes are how the service performs

An output can be enabled by one or more outcomes

An outcome is a tangible or intangible activity

Categorization

Detection

Prioritization

Escalation

cost

Utility

Warranty

Risk

Technical management

Service desk

Application management

Facilities management

Continual improvement

Service desk

Service level management

Problem management

To help identify problems

To escalate incidents to the correct support team

To ensure effective handling of service requests

To engage the correct change authority

Improvement ideas are documented, assessed and prioritized

Improvement ideas from many sources are kept in a single CIR

Improvement ideas that are not being actioned immediately are removed from the CIR

Improvement ideas are tested, funded and agreed

Schedule, assess, authorize

Diagnose, investigate, resolve

Initiate, approve, fulfill

Acknowledge, classify, own

Self-service tools

Compliments and complaints

Processes and procedures

Incident management

Optimize and automate

Start where you are

Focus on value

Progress iteratively with feedback

Change management, service asset and configuration management, release and deployment

management

Change management, capacity management, event management, service request management

Service level management, service portfolio management, service asset and configuration management

Service asset and configuration management, release and deployment management, request fulfillment

Service desk

Monitoring and event management

Service level management

Continual improvement

Utility

Asset

Cost

Outcome

Using individual metrics that relate to the service catalogue

Using bundled metrics to relate performance to outcomes

Using single-system-based metrics that relate to outputs

Using an agreement between the service provider and service supplier

Focus on value

Start where you are

Collaborate and promote visibility

Progress iteratively with feedback

Service provision, service consumption, service relationship management

Governance, service value chain, practices

Outcomes, utility, warranty

Customer value, stakeholder value, organization

To help plan, authorize and schedule emergency changes

To publish a list of service requests that users can select

To ensure that a single change authority reviews every change

To help plan changes, assist in communication and avoid conflicts

measured

rewarded

managed

defined

Organizations and people

Information and technology

Partners and suppliers

Value streams and processes

A full assessment should be completed each time the change is implemented

The change can be implemented with less testing if necessary

The appropriate change authority should be assigned to each type of change

The change does not require additional authorization

Less low level work and a greater ability to focus on user experience

Increased phone contact and a reduced ability to focus on user experience

Ability to work from multiple locations, geographically dispersed

Ability to work from a single centralised location

it uses inputs and outputs prescribed by ITIL

It is a service value chain activity

It integrates practices for a specific scenario

It provides an operating model for service providers

Incident management

Service level management

Service request management

Change enablement

Did we get there?

Where are we now?

What is the vision?

Where do we want to be?

Conduct a review of existing service management practices and decide what to keep and what to discard

Review how an improvement initiative can be organized into smaller, manageable sections that can be completed in a timely manner

Review service management practices and remove any unnecessary complexity

Use the four dimensions of service management to ensure coordination of all aspects of an improvement initiative

Service desk

Problem management

Incident management

Change control

To help an organization make good decisions

To direct and control an organization

To identify activities that an organization must perform in order to deliver a valuable service

To ensure that an organization’s performance continually meets stakeholders’ expectations

plans

measurement

process

tools