ITIL® 4 Foundation Course General Management Practices PDF

ITIL® 4 Foundation Course General Management Practices Astana IT University Information Technology Management Madina Tulemissova 2024-2025 General management practices Relationship Mgt Supplier Mgt These are drawn from ge...

ITIL® 4 Foundation Course General Management Practices Astana IT University Information Technology Management Madina Tulemissova 2024-2025 General management practices Relationship Mgt Supplier Mgt These are drawn from general management (hence the Info. Security Mgt Continual improvement name) and are not specifically about IT services Architecture Mgt Foundation syllabus requires knowledge of: Knowledge Mgt Measurement & reporting Relationship Management Organizational Change Supplier Management Portfolio Mgt Project Mgt Information Security Management Risk Mgt Continual Improvement Service Financial Mgt Strategy Mgt However, some information about ALL the other general Workforce & Talent Mgt practices is included, in case you are interested in one or Eng 3 more specific practices Imp Pln 3 SVC 3 The ‘heat map’ for each practice is also shown for Del 2 Des 3 interest (bottom left for each one), but is not required Obt 2 for the Foundation syllabus 2 Relationship management Relationship Mgt Supplier Mgt Purpose: to establish and nurture the links between the Info. Security Mgt organization and its stakeholders at strategic and Continual improvement tactical levels. Architecture Mgt Knowledge Mgt It includes the identification, analysis, monitoring and Measurement & reporting continual improvement of relationships with and Organizational Change Portfolio Mgt between stakeholders. Project Mgt Scope: Service providers quite naturally focus most of Risk Mgt their efforts on their relationships with service consumers (sponsors, customers and users). However, Service Financial Mgt Strategy Mgt Workforce & Talent Mgt organizations should ensure that they understand and Eng manage their relationships with various stakeholders, both internal and external. The relationship 3 Imp Pln management practice should apply to all relevant 3 3 SVC Del 2 Des 3 parties. Obt 2 3 Relationship management Relationship Mgt Supplier Mgt stakeholders’ Info. Security Mgt needs and drivers understood; Continual improvement products & services prioritized stakeholders’ Architecture Mgt conflicting satisfaction high; Knowledge Mgt stakeholder constructive requirements relationship Measurement & reporting mediated (organization & appropriately. stakeholders) Organizational Change established Portfolio Mgt Project Mgt Risk Mgt organization Activities/ Service Financial Mgt facilitates value aims: customers’ creation for all priorities for Strategy Mgt stakeholders, in products & line with services, in Workforce & Talent Mgt organization’s alignment with strategy and business outcomes priorities stakeholders’ Products/services complaints and facilitate value escalations creation for handled well consumers as well through as the organization sympathetic (yet formal) process 4 Supplier management Relationship Mgt Supplier Mgt Purpose: to ensure that the organization’s suppliers and their performance are managed appropriately to Info. Security Mgt Continual improvement Architecture Mgt support the provision of seamless, quality products and Knowledge Mgt Measurement & reporting services. This can include creating closer, more collaborative Organizational Change Portfolio Mgt Project Mgt Risk Mgt relationships with key suppliers to uncover and realize Service Financial Mgt new value and reduce risk of failure. Strategy Mgt Workforce & Talent Mgt Eng 3 Imp Pln 2 3 SVC Del Des 3 3 Obt 3 5 Supplier management Relationship Mgt Supplier Mgt Create a single Info. Security Mgt point of visibility Continual improvement and control to ensure Architecture Mgt consistency. Knowledge Mgt Measurement & reporting Organizational Change Maintain a supplier strategy, Managing Portfolio Mgt policy and supplier contract Project Mgt performance management Risk Mgt information Service Financial Mgt Central Strategy Mgt activities: Workforce & Talent Mgt Managing relationships and Negotiate and contracts with agree contracts internal and and external arrangements suppliers 6 Supplier management Relationship Mgt Supplier Mgt Info. Security Mgt Supplier planning Continual improvement Architecture Mgt Contract Evaluation of renewal/ suppliers and Knowledge Mgt termination contracts Measurement & reporting Organizational Change Portfolio Mgt Project Mgt Supplier and Risk Mgt Performance Further activities: contract management Service Financial Mgt negotiation Strategy Mgt Workforce & Talent Mgt Warranty Supplier management categorization Supplier and contract management 7 Supplier management Relationship Mgt Supplier Mgt Key factor in evaluating suppliers (and in Info. Security Mgt determining how much time/attention a Continual improvement Cost supplier manager should give: Architecture Mgt (importance to Importance and impact The importance Knowledge Mgt the supplier) of the service to the business, provided by Measurement & reporting the supplier. Organizational Change Risk The risks associated with using the Portfolio Mgt service. Project Mgt Costs The cost of the service and its Risk Mgt provision. Service Financial Mgt Strategy Mgt Importance& Workforce & Talent Mgt impact (benefit) (to the customer) Risk (& dependency on that supplier) 8 Supplier management Relationship Mgt Supplier Mgt Sourcing options: Info. Security Mgt Insourcing: products or services are developed and/or Continual improvement Architecture Mgt delivered internally by the organization. Knowledge Mgt Outsourcing: having external suppliers provide products and Measurement & reporting Organizational Change services (often that were previously provided internally). Portfolio Mgt Single source or partnership: procurement of a product or Project Mgt Risk Mgt service from one supplier (a prime contractor or integrator). Service Financial Mgt Strategy Mgt Multi-sourcing: procurement of a product or service from Workforce & Talent Mgt more than one independent supplier (reducing risk with a single supplier) 9 Information security management Relationship Mgt Supplier Mgt Purpose: to protect the information needed by the Info. Security Mgt organization to conduct its business. Continual improvement This includes understanding and managing risks to the Architecture Mgt Knowledge Mgt confidentiality, integrity and availability of information, as Measurement & reporting well as other aspects of information security such as Organizational Change authentication (ensuring someone is who they claim to be), Portfolio Mgt and non-repudiation (someone can’t easily deny an action Project Mgt taken). Risk Mgt Service Financial Mgt The required security is established by means of policies, Strategy Mgt processes, behaviours, risk management and controls, Workforce & Talent Mgt which must maintain a balance between: Eng 2 Prevention Ensuring that security incidents don’t occur. Imp 1 Pln 0 Detection Rapidly and reliably detecting incidents that can’t be SVC prevented. Del 3 Des 3 Correction Recovering from incidents after they are detected. Obt 3 10 Information security management Relationship Mgt Supplier Mgt information Info. Security Mgt security incident Continual improvement management Architecture Mgt process procedures for Knowledge Mgt managing risk information management Measurement & reporting security related process Organizational Change changes Portfolio Mgt Project Mgt Risk Mgt Activities Service Financial Mgt procedures for include Strategy Mgt penetration control review testing, and audit Workforce & Talent Mgt vulnerability process scanning etc. identity and event access management management process 11 Continual improvement Relationship Mgt Supplier Mgt Purpose: to align the organization’s practices and services with changing business needs through the Info. Security Mgt Continual improvement Architecture Mgt ongoing identification and improvement of services, Knowledge Mgt Measurement & reporting service components, practices or any element involved Organizational Change Portfolio Mgt in the efficient and effective management of products Project Mgt and services. Risk Mgt Service Financial Mgt Included in the scope of the continual improvement Strategy Mgt Workforce & Talent Mgt practice is the development of improvement-related Eng 3 methods and techniques and the propagation of a Imp 3 Pln 3 continual improvement culture across the Del SVC Des organization, in alignment with the organization’s overall strategy. 3 3 Obt 3 12 Continual improvement Relationship Mgt Supplier Mgt Continual improvement model: Info. Security Mgt Continual improvement The 7 steps of the model are covered Architecture Mgt elsewhere Knowledge Mgt Measurement & reporting Continual improvement register: Organizational Change Portfolio Mgt One or more registers are used to record, Project Mgt track and manage improvement ideas from Risk Mgt Service Financial Mgt identification through to final action, Strategy Mgt Multiple CIRs can be maintained on individual, Workforce & Talent Mgt team, departmental, business unit and organizational levels Some organizations maintain a single master CIR, but segment how it is used and by whom at a more granular level. 13 Continual improvement Relationship Mgt Supplier Mgt encouraging Info. Security Mgt continual improvement Continual improvement across Architecture Mgt coordinating organization securing time Knowledge Mgt improvement and budget for activities across continual Measurement & reporting organization. improvement Organizational Change Portfolio Mgt Key Project Mgt Risk Mgt Service Financial Mgt measuring and activities: identifying and evaluating logging Strategy Mgt improvement improvement Workforce & Talent Mgt results opportunities prioritizing planning and improvement implementing opportunities via improvements business cases 14 Architecture management Relationship Mgt Supplier Mgt Purpose: to provide an understanding of all the Info. Security Mgt Continual improvement different elements that make up an organization and Architecture Mgt how those elements interrelate. Knowledge Mgt Measurement & reporting This supports the organization in effectively achieving Organizational Change its current and future objectives. These elements span Portfolio Mgt Project Mgt all architecture domains: business, service, Risk Mgt information, technology, and environment. Architecture management provides the principles, Service Financial Mgt Strategy Mgt Workforce & Talent Mgt standards and tools that enable an organization to Eng 2 manage complex change in a structured and agile way Imp 3 Pln 3 to execute its strategy. SVC Del Des 2 3 Obt 2 15 Architecture management Relationship Mgt Supplier Mgt Info. Security Mgt Architecture types Continual improvement Architecture Mgt Business architecture: Knowledge Mgt how capabilities align with all the detailed activities required to create value. Measurement & reporting Organizational Change Service architecture: Portfolio Mgt view of all the services provided by an organization, including interactions between Project Mgt the services, and service models that describe the structure and dynamics. Risk Mgt Information systems architecture, including data and applications architectures: Service Financial Mgt describes logical and physical data assets of organization and data management Strategy Mgt resources. Workforce & Talent Mgt Technology architecture: defines software and hardware infrastructure needed to support the portfolio of products and services. Environmental architecture: describes the external factors impacting the organization and the drivers for change, as well as all aspects, types and levels of environment controls and their management. 16 Knowledge management Relationship Mgt Supplier Mgt Purpose: to maintain and improve the effective, efficient and Info. Security Mgt convenient use of information and knowledge across the Continual improvement Architecture Mgt organization. Knowledge Mgt Knowledge is one of the most valuable assets of an organization. Measurement & reporting Organizational Change The knowledge management practice provides a structured Portfolio Mgt approach to defining, building, re-using and sharing knowledge, Project Mgt Risk Mgt that is, information, skills, practices, solutions and problems, in Service Financial Mgt various forms. As methods of capturing and sharing knowledge Strategy Mgt move more and more towards digital solutions, the practice of knowledge management becomes even more important. Workforce & Talent Mgt Eng 2 Imp Pln 3 3 SVC Del Des 2 3 Obt 2 17 Knowledge management Relationship Mgt Supplier Mgt Activities: Info. Security Mgt Continual improvement acquisition of knowledge, including the Architecture Mgt development, capturing, and harvesting of unstructured knowledge, whether it Knowledge Mgt Measurement & reporting Organizational Change is formal and documented or informal Portfolio Mgt Project Mgt and tacit knowledge. Risk Mgt Service Financial Mgt Strategy Mgt For knowledge to be useful, it must be: Workforce & Talent Mgt Correct (properly sourced and captured) Stored in a searchable form Up to date (current) Publicised (otherwise people won’t know it’s there and create their own) 18 Measurement & reporting Relationship Mgt Purpose: to support good decision-making and continual improvement by Supplier Mgt Info. Security Mgt decreasing levels of uncertainty. This is achieved through the collection of Continual improvement relevant data on various managed objects and the valid assessment of this Architecture Mgt data in an appropriate context. Knowledge Mgt Managed objects include, but are not limited to, products and services, Measurement&reporting practices and value chain activities, teams and individuals, suppliers and Organizational Change partners, and the organization as a whole. Portfolio Mgt Many of these objects are connected, and so are their respective metrics and Project Mgt Risk Mgt indicators. For example, to set clear objectives for measurement and Service Financial Mgt reporting, there is a need to understand high-level/organizational goals. Strategy Mgt These can be based on a number of areas; profit, growth, competitive Workforce & Talent Mgt advantage, customer retention, operational/public service, etc. It is important Eng to establish a clear relationship between such high level and subordinate Imp 2 Pln goals and objectives. 3 3 SVC Del Des 2 3 Obt 3 19 Measurement & reporting Relationship Mgt Supplier Mgt For set goals, operational critical success factors (CSFs) can be Info. Security Mgt defined. Based on these CSFs, a set of related key performance Continual improvement Architecture Mgt indicators (KPIs) can then be agreed upon, against which success Knowledge Mgt can be measured. Measurement&reporting Organizational Change Critical success factor (CSF): A necessary precondition Portfolio Mgt Project Mgt for the achievement of intended results. Risk Mgt Service Financial Mgt Key Performance Indicator (KPI): An important metric Strategy Mgt used to evaluate the success in meeting pre-set Workforce & Talent Mgt objectives for performance. 20 Measurement & reporting Relationship Mgt Supplier Mgt KPIs and behaviour: KPIs for individuals can work as a Info. Security Mgt competitive motivator, and this will drive positive results if Continual improvement Architecture Mgt the KPIs are set to meet clear business goals. However, Knowledge Mgt target setting for individuals can also have a negative side, Measurement&reporting driving inappropriate or unsuitable behaviours. Organizational Change Portfolio Mgt Operational KPIs should ideally be set for teams rather than Project Mgt focusing too closely on individuals. Risk Mgt Service Financial Mgt Reporting: data collected in the form of metrics values is Strategy Mgt usually presented in form of reports or dashboards. Workforce & Talent Mgt Reports are generally static and relate to a specific period of time Dashboards are generally dynamic (sometimes in real-time) and relate to a specific instant 21 Organizational change management Relationship Mgt Supplier Mgt Purpose: to ensure that changes in an organization are smoothly and successfully implemented and that lasting Info. Security Mgt Continual improvement Architecture Mgt benefits are achieved by managing the human aspects Knowledge Mgt Measurement & reporting of the changes. Improvements invariably require people to change the Organizational Change Portfolio Mgt Project Mgt Risk Mgt way they work, their behaviour and sometimes their Service Financial Mgt role. Regardless of whether the change is to a practice, Strategy Mgt Workforce & Talent Mgt or the structure of the organization, or technology, or is Eng 2 the introduction of a new or changed service, people Imp 3 Pln 2 are essential to the success of the change. SVC Del Des 1 2 Obt 1 22 Organizational change management Relationship Mgt Supplier Mgt Info. Security Mgt Create a sense of Continual improvement urgency Architecture Mgt Knowledge Mgt Stakeholder Reinforcement Measurement & reporting management Organizational Change Portfolio Mgt Project Mgt Risk Mgt Service Financial Mgt Activities: Strategy Mgt Resistance Sponsor management management Workforce & Talent Mgt Empowerment Communication 23 Portfolio management Relationship Mgt Supplier Mgt Purpose: to ensure that the organization has the right Info. Security Mgt Continual improvement mix of programmes, projects, products and services, to Architecture Mgt execute the organization’s strategy within its funding Knowledge Mgt and resource constraints. Measurement & reporting Organizational Change Portfolio Mgt Project Mgt Risk Mgt Service Financial Mgt Strategy Mgt Workforce & Talent Mgt Eng 2 Imp Pln 2 3 SVC Del Des 1 2 Obt 1 24 Portfolio management Relationship Mgt Supplier Mgt Product/service portfolio: complete set of products Info. Security Mgt and/or services managed by the organization and Continual improvement represents commitments and investments across all Architecture Mgt customers and market spaces (opportunities). Knowledge Mgt Project Portfolio: used to manage authorized projects. Measurement & reporting Is used to coordinate projects; ensuring objectives are Organizational Change met within time and cost and to specification. Also Portfolio Mgt ensures projects are not duplicated, that they stay Project Mgt within the agreed scope and that resources are Risk Mgt available for each project Service Financial Mgt Customer portfolio: maintained by the organization’s Strategy Mgt relationship management practice, which provides Workforce & Talent Mgt important input into the portfolio management process. Is used to record all customers of the organization. Is the relationship manager’s view of the internal and external customers who receive products and/or services from the organization. Customer 25 Portfolio management Relationship Mgt Supplier Mgt Applying systematic framework: Info. Security Mgt define/deliver portfolio of products & services, Continual improvement programmes & projects supporting specific Ensuring products & Architecture Mgt strategies services clearly defined; Reviewing portfolios in linked to achievement of Knowledge Mgt terms of progress, agreed outcomes; outcomes, costs, risk, Measurement & reporting ensuring activities in benefits and strategic service value chain are contribution. Organizational Change aligned to value definition & CSFs. Portfolio Mgt Project Mgt Risk Mgt Service Financial Mgt Activities: Evaluating and Monitoring performance prioritizing incoming Strategy Mgt of overall portfolio; product, service or proposing adjustments in project proposals, based Workforce & Talent Mgt response to changes in on resource constraints, priorities. commitments, organization's strategy. Analysing and tracking Investment appraisal and investments based on decision-making process value of products, based on value, costs, services, programmes risks, constraints, inter- and projects to dependencies and organization and impact on existing customers. business activities. 26 Project management Relationship Mgt Supplier Mgt Purpose: to ensure that all projects in the organization are Info. Security Mgt successfully delivered. This is achieved by planning, Continual improvement delegating, monitoring and maintaining control of all Architecture Mgt aspects of a project, and keeping the motivation of those Knowledge Mgt Measurement & reporting involved. Organizational Change Projects are one of the means by which significant changes Portfolio Mgt are introduced to an organization Project Mgt Risk Mgt Project: ‘a temporary structure that is created for the Service Financial Mgt purpose of delivering one or more outputs (or products) Strategy Mgt according to an agreed business case’. Workforce & Talent Mgt A project may be a stand-alone initiative, or may be part of Eng 2 a larger programme, together with other, interrelated Imp 2 Pln 2 projects, for more complex pieces of transformation. SVC However, even stand-alone projects should be considered Del 2 Des 3 in the context of the organization’s project portfolio. Obt 3 27 Project management Relationship Mgt Supplier Mgt There are different approaches to the way in which projects are delivered, with the most common being: Info. Security Mgt Continual improvement Architecture Mgt Waterfall method works well in environments where the Knowledge Mgt Measurement & reporting requirements are known upfront (and unlikely to significantly Organizational Change change), and where definition of the work is more important Portfolio Mgt Project Mgt than the speed of delivery. Risk Mgt Agile method works best where requirements are uncertain Service Financial Mgt Strategy Mgt and likely to rapidly evolve over time (for example, as Workforce & Talent Mgt business needs and priorities change or development in support of innovation), and where speed of delivery is often prioritized over the definition of precise requirements. 28 Risk management Relationship Mgt Supplier Mgt Purpose: to ensure that the organization understands Info. Security Mgt Continual improvement and effectively handles risks. Architecture Mgt Managing risk is essential to ensuring the ongoing Knowledge Mgt Measurement & reporting sustainability of an organization and creating value for Organizational Change its customers. Risk management is an integral part of Portfolio Mgt Project Mgt all organizational activities and therefore central to the Risk Mgt organization’s SVS. Risk: a possible event that could cause harm or loss and Service Financial Mgt Strategy Mgt Workforce & Talent Mgt make it more difficult to achieve objectives. Risk can Eng 3 also be defined as uncertainty of outcome, and can be Imp 3 Pln 3 used in the context of measuring the probability of Del SVC Des positive outcomes as well as negative outcomes. 3 3 Obt 3 29 Risk management Relationship Mgt Supplier Mgt Identify uncertainties Info. Security Mgt affecting achievement of Continual improvement objectives within context of organizational activity, which Architecture Mgt must be considered and Knowledge Mgt described to ensure common understanding. Measurement & reporting Organizational Change Portfolio Mgt Project Mgt Risk Mgt Service Financial Mgt Strategy Mgt Activities: Workforce & Talent Mgt Treat: appropriate responses Assess probability, impact to risks to be planned, and proximity of individual assigning owners and risks so they can be actionees; then prioritized and overall level implementing, monitoring of risk (risk exposure) and controlling these understood. responses. 30 Risk management Relationship Mgt Supplier Mgt IMPACT Info. Security Mgt Asteroid! Continual improvement Architecture Mgt Supplier can’t deliver Knowledge Mgt Measurement & reporting Organizational Change Portfolio Mgt Residual Fire Fire fire risk prevention Fire fighting Project Mgt Risk Mgt Service Financial Mgt Strategy Mgt Workforce & Talent Mgt Loss of power Other minor risk PROBABILITY 31 Service financial management Relationship Mgt Supplier Mgt Purpose: to support the organization’s strategies and plans Info. Security Mgt Continual improvement for service management by ensuring that organization’s Architecture Mgt financial resources and investments are being used Knowledge Mgt effectively. Measurement & reporting Organizational Change Service financial management supports decision making by the governing body and management of the organization Portfolio Mgt Project Mgt Risk Mgt regarding where to best allocate financial resources and Service Financial Mgt Strategy Mgt provides visibility into the budgeting, costing, accounting Workforce & Talent Mgt activities related to the products and services. Imp Eng 2 Pln To be effective in the context of the SVS, this practice 2 3 needs to be aligned with the organization’s policies and SVC Del 2 Des 2 practices for portfolio management, project management, Obt 2 relationship management, and others. 32 Service financial management Relationship Mgt Supplier Mgt Info. Security Mgt Accounting: to account Continual improvement fully for the way its money is spent, allows it Architecture Mgt to compare with Knowledge Mgt forecasts Measurement & reporting Organizational Change Portfolio Mgt Project Mgt Risk Mgt Service Financial Mgt A-B-C Strategy Mgt Activities: Workforce & Talent Mgt Budgeting/costing: Charging to formally predicting and invoice consumers controlling the income (usually, external) for the and expenditure of services provided to money within the them. organization. 33 Strategy management Relationship Mgt Supplier Mgt Purpose: to formulate the goals of the organization and Info. Security Mgt adopt the courses of action and allocation of resources Continual improvement necessary for carrying out those goals. Strategy Architecture Mgt Knowledge Mgt establishes the organization's direction, focuses effort, Measurement & reporting defines or clarifies the organization's priorities, and Organizational Change provides consistency or guidance in response to the Portfolio Mgt Project Mgt environment. Risk Mgt The starting point for strategy management is to Service Financial Mgt understand the context of the organization and define Strategy Mgt Workforce & Talent Mgt the desired outcomes. The strategy of the organization establishes criteria and mechanisms that help to decide how to best prioritize resources, capabilities and Eng 2 Imp Pln 2 SVC 3 investment to achieve those outcomes. The practice of Del Des strategy management ensures that the organization’s strategy is defined, agreed, maintained and achieved. 2 2 Obt 2 34 Strategy management Relationship Mgt Supplier Mgt analyse organizational Info. Security Mgt environment Continual improvement - to identify Architecture Mgt opportunities Manage changes to identify constraints that Knowledge Mgt strategies & documents might prevent business - ensuring strategies outcomes Measurement & reporting keep pace with - define how to Organizational Change environments /factors removed or reduce Portfolio Mgt Project Mgt Risk Mgt Ensure strategy Activities Service Financial Mgt implemented through Decide/agree plans organization’s Strategy Mgt perspective and Workforce & Talent Mgt - coordination at direction with relevant strategic, tactical, stakeholders operational level Establish perspective Ensure strategy and position of translated to tactical/ organization operational plans - relative to customers - for each unit and competitors. 35 Workforce & talent management Relationship Mgt Supplier Mgt Purpose: to ensure that the organization has the right people Info. Security Mgt with the appropriate skills and knowledge and in the correct Continual improvement roles to support its business objectives. The practice covers a Architecture Mgt broad set of activities focused on successfully engaging with the Knowledge Mgt Measurement & reporting organization’s employees and people resources including Organizational Change planning, recruitment, onboarding, learning and development, Portfolio Mgt performance measurement and succession planning. Project Mgt Risk Mgt Workforce and talent management plays a critical role in Service Financial Mgt establishing organizational velocity by helping organizations to Strategy Mgt proactively understand and forecast future demand for services Workforce & Talent Mgt Organizational velocity: the speed, effectiveness and efficiency Eng Imp 2 Pln with which an organization operates. Organizational velocity 3 SVC 3 influences time to market, quality, safety, costs and risks. Del Des 2 2 Obt 2 36 Workforce & talent management Relationship Mgt Supplier Mgt Competencies The combination of observable and measurable knowledge, skills, abilities and attitudes Info. Security Mgt Continual improvement Architecture Mgt that contribute to enhanced employee performance and Knowledge Mgt Measurement & reporting ultimately result in organizational success. Organizational Change Portfolio Mgt Knowledge The understanding of facts or information acquired Project Mgt by a person through experience or education; the theoretical Risk Mgt or practical understanding of a subject. Service Financial Mgt Strategy Mgt Skills A developed proficiency or dexterity in thought, verbal Workforce & Talent Mgt communication or physical action. Ability The power or aptitude to perform physical or mental activities related to a profession or trade. Attitude A set of emotions, beliefs, and behaviours toward a particular object, person, thing, or event. 37 Workforce & talent management Relationship Mgt Supplier Mgt Strategic workforce Info. Security Mgt planning: Translating organization’s strategy Continual improvement into desired Architecture Mgt capabilities, then to Mentoring and competencies, roles. Knowledge Mgt Recruitment: succession planning: Measurement & reporting acquisition of new Formal mentoring, employees/ contractors Organizational Change engagement and to fill gaps in desired succession planning Portfolio Mgt capabilities. activities. Project Mgt Risk Mgt Activities: Service Financial Mgt Strategy Mgt Performance Learning and Workforce & Talent Mgt measurement: delivery development: Targeted of regular performance education and assessments against job experiential learning roles based on pre- opportunities. defined competencies. Personal development: Employee use of job roles and competency frameworks to plan personal growth. 38 General management practices - summary and revision list Relationship Mgt Supplier Mgt The purposes of the following ITIL practices: Info. Security Mgt Continual improvement Relationship management Architecture Mgt Information security management Knowledge Mgt Measurement & reporting Supplier management Organizational Change Portfolio Mgt Purposes, details and fit within the value chain of: Continual improvement (including the continual Project Mgt Risk Mgt Service Financial Mgt improvement model) Strategy Mgt Workforce & Talent Mgt 39 General management practices question 1 Which level(s) does relationship management primarily focus on? a) Service and component b) Strategic and operational c) Strategic and tactical d) Tactical and operational 40 General management practices question 2 What are the key factors in evaluating supplier? a) Cost; Risk; Speed of delivery b) Cost; Impact and importance; Risk c) Cost; Impact and importance; Sector d) Cost; Risk; Sector 41 General management practices question 3 In continual improvement, what is the guidance on continual improvement registers? a) There can be only one b) Each service must have a separate one c) Each practice must have a separate one d) There can be many 42