ITIL Lessons 2, 4 and 5 Metropolia ITIL 4 Student PDF

© Wakaru © Wakaru / www.wakaru.fi / www.wakaru.fi ITIL® 4 for Metropolia Course Material Jani Iivonen Wakaru Oy © Wakaru / www.wakaru.fi 2 Day 1 22.1.2024 © Wakaru / www.wakaru.fi 3 Welcome Copyright ITIL® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. The Swirl Logo™ is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. Material is reproduced under licence from AXELOS. Material copyright: Wakaru Oy, Finland. 22.1.2024 © Wakaru / www.wakaru.fi 4 Welcome Introductions We would like to hear from you. Please share with the class: Your name Your organization/team Your role and responsibilities Your background in IT Your familiarity with ITIL What do you expect to learn during these next days? How are you feeling? 22.1.2024 © Wakaru / www.wakaru.fi 5 Welcome ITIL 4 for Metropolia Welcome Introduction ITIL Practices Four dimensions The ITIL service Exam of service value system management 22.1.2024 © Wakaru / www.wakaru.fi 6 Welcome Welcome to ITIL 4 Foundation ITIL 4 is the latest evolution of the most widely adopted guidance for IT Service Management. Its audience ranges from IT and business students taking their first steps in service management to seasoned professionals familiar with earlier versions of ITIL and other sources of industry best practice. ITIL 4 Foundation course will: Provide readers with an understanding of the ITIL 4 service management framework and how it has evolved to adopt modern technologies and ways of working Explain the concepts of the service management framework to support candidates studying for the ITIL 4 Foundation exam Act as foundation that practitioners can use in their work, further studies, and professional development. 22.1.2024 © Wakaru / www.wakaru.fi 7 Introduction 22.1.2024 © Wakaru / www.wakaru.fi 8 Introduction The evolution of ITIL 2020 1980s 1989 2007 2000-01 2011 2016 What Version 1 V2 V3 2011 The ITIL 4 does a First ITIL Service The edition guiding Service good look books are Delivery service Business principles Value like? published Service lifecycle alignment System Support ITIL 4 offers the guidance organizations need to address changing service management challenges and utilize the potential of modern technology. 22.1.2024 © Wakaru / www.wakaru.fi ITIL® 4 qualification scheme © Wakaru / www.wakaru.fi 10 Introduction Service management in a nutshell Influence/constraints Consumer Multiple stakeholders Consumer Usage demand Organizational resources Service Further value relationship ------------- Se Value of rvi fe ce rin co-creation g Product Service portfolio portfolio Value streams Manage Manage Enhance service 22.1.2024 products services relationship © Wakaru / www.wakaru.fi 11 ITIL practices 22.1.2024 © Wakaru / www.wakaru.fi 12 ITIL practices Practices Definition: Practice A practice is a set of organizational resources designed for performing work or accomplishing an objective. 22.1.2024 © Wakaru / www.wakaru.fi 13 ITIL practices ITIL management practices General management practices Service management practices Technical management practices Architecture management Availability management Deployment management Continual improvement Business analysis Infrastructure and platform Information security management Capacity and performance management management Knowledge management Change enablement Software development and Measurement and reporting Incident management management Organizational change management IT asset management Portfolio management Monitoring and event management Project management Problem management Relationship management Release management Risk management Service catalogue management Service financial management Service configuration management Strategy management Service continuity management Supplier management Service design Workforce and talent management Service desk Service level management Service request management Service validation and testing 22.1.2024 © Wakaru / www.wakaru.fi 14 Service management practices 22.1.2024 © Wakaru / www.wakaru.fi 15 ITIL practices – Service management practices Service management practices - tactical Change enablement Release management 22.1.2024 © Wakaru / www.wakaru.fi 16 ITIL practices – Service management practices Change enablement The purpose of the change enablement practice is to maximize the number of successful service and product changes by ensuring that risks have been properly assessed, authorizing changes to proceed, and managing the change schedule. 22.1.2024 © Wakaru / www.wakaru.fi 17 ITIL practices – Service management practices Change enablement definitions Change Change request Change authority Change schedule The addition, Formal request for a The person or group Schedule used to help modification, or change to be made. who authorizes a to plan changes, removal of anything change is known as a assistant that could have a change authority. communication, avoid conflicts and assign direct or indirect Often decentralized resources to changes. effect on services. in high velocity organizations, e.g. Risk assessment, peer review resource planning and communication. 22.1.2024 © Wakaru / www.wakaru.fi 18 ITIL practices – Service management practices Change enablement Pros Cons The scope of change enablement is defined by each organization from its own perspective. It usually includes all IT infrastructure, Protection applications, documentation, processes, Beneficial supplier relationships and anything else that from might directly or in directly impact a product effects of adverse or a service. the effect of Change enablement is applied at tactical and changes changes operational levels. 22.1.2024 © Wakaru / www.wakaru.fi 19 ITIL practices – Service management practices Change enablement – types of changes NORMAL changes STANDARD changes EMERGENCY changes Normal steps by Low-risk, pre- Expedited/faster default authorized assessment and Change models define Well-known and approval, usually to fix authorization documented an incident or to install Often initiated via Often handled as a security patch change request service requests Do not normally include change Risk assessment done only once creating the schedule procedure May have a separate change authority 22.1.2024 © Wakaru / www.wakaru.fi 20 ITIL practices – Service management practices Change enablement Plan Changes to product and service portfolios, policies, and practices all require a certain level of control, and the change enablement practice is used to provide it. Improve Many improvements will require changes to be made, and these should be assessed and authorized in the same way as all other changes. Engage Customers and users may need to be consulted or informed about changes, depending on the nature of the change. Design and transition Many changes are initiated as a result of new or changed services. Change enablement activity is a major contributor to transition. Obtain/build Changes to components are subject to change enablement, whether they are built in house or obtained from suppliers. Deliver and support Changes may have an impact on delivery and support, and information about changes must be communicated to personnel who carry out this value chain activity. These people may also play a part in Source: Based on Axelos ITIL® material. Copyright © AXELOS Limited 2020. assessing and authorizing changes. Used under permission of AXELOS Limited. All rights reserved. 22.1.2024 © Wakaru / www.wakaru.fi 21 ITIL practices – Service management practices Change enablement 22.1.2024 © Wakaru / www.wakaru.fi 22 ITIL practices – Service management practices Release management The purpose of release management practice is to make new and changed services and features available for use. Deploy = move, e.g. new phone model devices to stores Release = enable, e.g. sell new mobile phones in the stores 22.1.2024 © Wakaru / www.wakaru.fi 23 ITIL practices – Service management practices Release management – types – non- examineable Traditional waterfall Agile/DevOps 22.1.2024 © Wakaru / www.wakaru.fi 24 ITIL practices – Service management practices Service management practices - operational Service desk Incident management Problem management Service request management Monitoring and event management 22.1.2024 © Wakaru / www.wakaru.fi 25 ITIL practices – Service management practices Service desk Issues Requests The purpose of the service Queries desk practice is to capture demand for incident resolution and service requests. It should also be the entry point and single point of contact for the service provider with all of its users. Acknowledge Classify Own Act 22.1.2024 © Wakaru / www.wakaru.fi 26 ITIL practices – Service management practices Service desk As automation is increased and gradually technical debt removed, the focus of the service desk will move to provide support for people Big influence on user experience and how the service provider is perceived Practical understanding of the wider organization – the empathetic link Service desk needs business understanding to support correctly. and businesses rather than by users. between the service provider and users. just simply technical issues. The service desk can focus on Support and development teams Service desk still relies on the excellent customer experience when need to work in close collaboration information they get from the personal contact is needed. with the service desk. services. 22.1.2024 © Wakaru / www.wakaru.fi 27 ITIL practices – Service management practices Service desk – access channels Live chat and chatbots Service portals including Walk-in mobile applications Social media Email and text messaging Service desk Discussion Phone calls forums access channels 22.1.2024 © Wakaru / www.wakaru.fi 28 ITIL practices – Service management practices Service desk – technology Call recording A virtual service desk allows and quality Dashboard of monitoring tools agents to work from Workforce control multiple, geographically management/ Knowledge bases dispersed locations. It resource planning systems requires more sophisticated technology, allowing access Ticketing tools Remote access from multiple locations, tools, analysis and workflow and resolution complex routing and systems scripts escalation. Supporting Intelligent technologies Configuration telephony systems for a management centralized systems (inc. CTI) service desk 22.1.2024 © Wakaru / www.wakaru.fi 29 ITIL practices – Service management practices Service desk – skills Effective communication A service desk does not need to be very technical although some service desks are. Incident Excellent analysis and customer prioritization service skills Service desk skills Understanding the business Empathy priority of the issue Emotional intelligence 22.1.2024 © Wakaru / www.wakaru.fi 30 ITIL practices – Service management practices Service desk Improve Service desk activities are constantly monitored and evaluated to support continual improvement, alignment, and value creation. Feedback from users is collected by the service desk to support continual improvement. Engage The service desk is the main channel for tactical and operational engagement with users. Design and transition The service desk provides a channel for communicating with users about new and changed services. Service desk staff participate in release planning, testing, and early life support. Obtain/build Service desk staff can be involved in acquiring service components used to fulfil service requests and resolve incidents. Deliver and support The service desk is the coordination point for managing incidents and service requests. Source: Based on Axelos ITIL® material. Copyright © AXELOS Limited 2020. Used under permission of AXELOS Limited. All rights reserved. 22.1.2024 © Wakaru / www.wakaru.fi 31 ITIL practices – Service management practices Incident management Definition: Incident The purpose of incident management is to An unplanned interruption to a service or minimize the negative impact of incidents by reduction in the quality of a service. restoring normal service operation as quickly as possible. Incident management can have an enormous impact on customer and user satisfaction, and on how customers and users perceive the service provider. 22.1.2024 © Wakaru / www.wakaru.fi 32 ITIL practices – Service management practices Incident management 22.1.2024 © Wakaru / www.wakaru.fi 33 ITIL practices – Service management practices Incident management Improve Incident records are a key input to improvement activities, and are prioritized both in terms of incident frequency and severity. Engage Incidents are visible to users, and significant incidents are also visible to customers. Good incident management requires regular communication to understand the issues, set expectations, provide status updates, and agree that the issue has been resolved so the incident can be closed. Design and transition Incidents may occur in test environments, as well as during service release and deployment. Incident management practice ensures these incidents are resolved in timely and controlled manner. Obtain/build Incidents may occur in development environments. Incident management practice ensures these incidents are resolved in timely and controlled manner. Deliver and support Incident management makes a significant contribution to support. This value chain activity includes resolving incidents and problems. Source: Based on Axelos ITIL® material. Copyright © AXELOS Limited 2020. Used under permission of AXELOS Limited. All rights reserved. 22.1.2024 © Wakaru / www.wakaru.fi 34 ITIL practices – Service management practices Problem management The purpose of the problem management practice is to reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents and managing workarounds and known errors. Every service has errors, flaws, or vulnerabilities that may cause incidents. In ITIL, these errors are called problems. 22.1.2024 © Wakaru / www.wakaru.fi 35 ITIL practices – Service management practices Problem management 22.1.2024 © Wakaru / www.wakaru.fi 36 ITIL practices – Service management practices Phases of problem Source: Based on Axelos ITIL® material. Copyright © AXELOS Limited 2020. Used under permission of AXELOS Limited. All rights reserved. management Problem identification Problem control Error control Trend analysis Select a problem for analysis Identify potential permanent Recurring incidents based on prioritization solutions Major incidents It is not essential to analyse all Re-assess the status of known problems but to progress on high errors Supplier and partner information priority ones Improve workarounds by e.g. Internal teams and projects Analyse the selected problem evaluating effectiveness when used Log and prioritize considering the four dimensions “Work on solution” “Work on problem” Initiate a change request if justified Document workarounds -> known by costs, risks and benefits error Participate in Post-Implementation review 22.1.2024 © Wakaru / www.wakaru.fi 37 ITIL practices – Service management practices Problem management – relationships with other practices Incident management Categorization Diagnosis Trends Change Continual enablement improvement Problems are Common goals removed via Problem changes management Risk Knowledge management management Active problem Known error DB management lowers risk 22.1.2024 © Wakaru / www.wakaru.fi 38 ITIL practices – Service management practices Problem management Improve This is the main focus area for problem management. Effective problem management provides the understanding needed to reduce the number of incidents and the impact of incidents that can’t be prevented. Engage Problems that have a significant impact on services will be visible to customers and users. In some cases, customers may wish to be involved in problem prioritization, and the status and plans for managing problems should be communicated. Workarounds are often presented to users via a service portal. Design and transition Problem management provides information that helps to improve testing and knowledge transfer. Obtain/build Product defects may be identified by problem management; these are then managed as part of this value chain activity. Deliver and support Problem management makes a significant contribution by preventing incident repetition and supporting timely incident resolution. Source: Based on Axelos ITIL® material. Copyright © AXELOS Limited 2020. Used under permission of AXELOS Limited. All rights reserved. 22.1.2024 © Wakaru / www.wakaru.fi 39 ITIL practices – Service management practices Service request management The purpose is to support the agreed quality Service requests are pre-defined and pre- of a service by handling all pre-defined, user- agreed and can usually be formalized with a initiated service requests in an effective and clear, standardized process. Service requests user-friendly manner. are included in service delivery what differentiates them from failures or degradation of service which, in turn, are handled as incidents. 22.1.2024 © Wakaru / www.wakaru.fi 40 ITIL practices – Service management practices Service request management Request for service Request for Definition: Service request delivery action information A request from a user, or a user’s authorized representative, that initiates Request for Request access to a service action which has been agreed provision of a a resource or a as a normal part of service delivery. resource or service service Feedback, Initiation Approval Fulfilment compliments and complaints 22.1.2024 © Wakaru / www.wakaru.fi 41 ITIL practices – Service management practices Service request management Improvement opportunities Policies should be established The expectations of users should be identified and regarding what service Fulfilment should be regarding fulfillment times bottlenecks eliminated to requests will be fulfilled with standardized and automated should be clearly set based on produce faster fulfilment times limited or even no additional to the greatest possible degree. what your organization can and to increasingly benefit approval so that fulfilment can realistically deliver. from automation. be streamlined. Policies and workflows are Although multiple workflows Some service requests require In general, the steps are well- needed to redirect service are needed, existing ones authorization according to known and proven as the requests that should actually should be leveraged whenever financial, information security majority of the service requests be managed as change possible. or other policies. have been planned and tested. requests or incidents. 22.1.2024 © Wakaru / www.wakaru.fi 42 ITIL practices – Service management practices Service request management Improve Service request management can provide a channel for improvement initiatives, compliments, and complaints from users. It also contributes to improvement by providing trend, quality, and feedback information about fulfilment of requests. Engage Service request management includes regular communication to collect user-specific requirements, set expectations, and to provide status updates. Design and transition Standard service components may be transitioned to the live environment through service request fulfilment. Obtain/build Acquisition of pre-approved service components may be fulfilled through service requests. Deliver and support Service request management makes a significant contribution to normal service delivery. This activity of the value chain is mostly concerned with ensuring users continue to be productive, and sometimes depends heavily on fulfilment of their requests. Source: Based on Axelos ITIL® material. Copyright © AXELOS Limited 2020. Used under permission of AXELOS Limited. All rights reserved. 22.1.2024 © Wakaru / www.wakaru.fi 43 ITIL practices – Service management practices Monitoring and event management The purpose of monitoring and event management practice is to systematically observe services and service components, and recording and reporting selected changes of state identified as events. This practice identifies and prioritizes infrastructure, services, business processes, and information security events; it also establishes the appropriate response to those events, and conditions that indicate potential faults or incidents. 22.1.2024 © Wakaru / www.wakaru.fi 44 ITIL practices – Service management practices Monitoring and event management Definition: Event Any change of state that has significance for the management of a service or other configuration item (CI). Events are typically recognized through notifications created by an IT service, CI, or monitoring tool. 22.1.2024 © Wakaru / www.wakaru.fi 45 Technical management practices 22.1.2024 © Wakaru / www.wakaru.fi 46 ITIL practices – Technical management practices Deployment management The purpose of the deployment management practice is 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. 22.1.2024 © Wakaru / www.wakaru.fi 47 ITIL practices – Technical management practices Deployment methods – non-examineable Phased deployment The new or changed components are deployed to a certain part of the production environment at a time, for example to users in one office or in one country. This operation is repeated as many times as needed until the deployment is complete. Big bang deployment New or changed components are deployed to all targets at the same time. This approach is sometimes needed when dependencies prevent the simultaneous use of both the old and new components. For example, there could be a database schema change that is not compatible with previous versions of some components. Continuous delivery Components are integrated, tested, and deployed when needed, providing frequent opportunities for customer feedback loops. Pull deployment New or changed software is made available in a controlled repository, and users download the software to client devices when appropriate. This approach enables users to control the timing of updates, and can be integrated with request management to enable users to request software only when it is needed. 22.1.2024 © Wakaru / www.wakaru.fi ITIL practices – Technical management practices Infrastructure and platform management The purpose of the infrastructure and platform Cloud service models management practice is to oversee the Software as a service (SaaS) infrastructure and platforms used by an Platform as a service (PaaS) organization. When you carried out properly, these practice enables the monitoring of Infrastructure as a service (IaaS) technology solutions available for the organization, including the technology of Cloud service deployment models external service providers. Private cloud Public cloud Community cloud Hybrid cloud © Wakaru / www.wakaru.fi ITIL practices – Technical management practices Software development and management The purpose of the software development and management practices to ensure that the applications meet internal and external stakeholder needs, in terms of functionality, reliability, maintainability, compliance, and auditability. © Wakaru / www.wakaru.fi 50 ITIL practices – Technical management practices Development approach – non-examineable A waterfall approach can be an effective choice when the requirements and priorities are known, and when it is also known how to develop the software, and which resources are needed. A timeboxing approach in which the most important work items are developed first, could be a better choice when the requirements and priorities are known, but it is not yet known how to develop the software and which resources are needed. When the requirements and priorities are known at a high level but are difficult to finalise, a linear iterative approach would allow the product owner to experience and refine the product across several iterations. Parallel experimentation may provide the product owner with prototypes that help formulate the requirements when the requirements are ambiguous or even unarticulated. 23/01/2024 © Wakaru / www.wakaru.fi Exam © Wakaru / www.wakaru.fi 52 Thank you and good luck! 22.1.2024 © Wakaru / www.wakaru.fi 53 Day 2 Welcome back! 22.1.2024 © Wakaru / www.wakaru.fi 54 Welcome ITIL 4 for Metropolia Welcome Introduction ITIL Practices Four dimensions The ITIL service Exam of service value system management 22.1.2024 © Wakaru / www.wakaru.fi ITIL practices © Wakaru / www.wakaru.fi 56 ITIL practices Practices Definition: Practice A practice is a set of organizational resources designed for performing work or accomplishing an objective. 22.1.2024 © Wakaru / www.wakaru.fi 57 ITIL practices ITIL 2011 edition - Service lifecycle processes Continual service Service strategy Service design Service transition Service operation improvement Financial management for IT services Demand management Service portfolio Service catalogue management management Service level management The seven-step improvement Strategy management Availability management process for IT services Capacity management Business relationship management Service continuity management Information security management Supplier management Design coordination Transition planning and support Change management Service asset and configuration management Release and deployment management Service validation and testing Change evaluation Knowledge management Event management Incident management Request fulfilment Problem management Access management 22.1.2024 © Wakaru / www.wakaru.fi 58 ITIL practices ITIL management practices General management practices Service management practices Technical management practices Architecture management Availability management Deployment management Continual improvement Business analysis Infrastructure and platform Information security management Capacity and performance management management Knowledge management Change enablement Software development and Measurement and reporting Incident management management Organizational change management IT asset management Portfolio management Monitoring and event management Project management Problem management Relationship management Release management Risk management Service catalogue management Service financial management Service configuration management Strategy management Service continuity management Supplier management Service design Workforce and talent management Service desk Service level management Service request management Service validation and testing 22.1.2024 © Wakaru / www.wakaru.fi 59 General management practices 22.1.2024 © Wakaru / www.wakaru.fi ITIL Practices – General management practices Architecture management The purpose of the architecture management practice is to provide an understanding of all the different elements that make up an organization and how those elements interrelate. This supports the organization in effectively achieving its current and future objectives. © Wakaru / www.wakaru.fi 61 Architecture levels and the four dimensions of service management (non-examineable) 23.1.2024 © Wakaru / www.wakaru.fi 62 ITIL practices – General management practices Continual improvement The purpose of the continual improvement practice is to align organization’s practices and services with changing business needs through the ongoing identification and improvement of all elements involved in the effective management of products and services. Continual improvement is closely utilizing approaches like Lean, Agile and DevOps. Typical tools for continual improvement: KPIs, CSFs, SWOT analysis, balanced scorecards, maturity assessments, CI register, value stream mapping and 8 wastes… 22.1.2024 © Wakaru / www.wakaru.fi 63 ITIL practices – General management practices Continual improvement Continual improvement tools and Continual improvement register approaches The highest levels of the organization need to take Should be managed by CI Manager responsibility for embedding continual improvement into the There are practically multiple registers within an way that people think and work. Decision making in detail organization should happen lower in organization. Used to document and manage improvement Training and other enablement assistance should be opportunities provided to staff members to help them feel prepared to Priorization is updated as register is ”groomed” as contribute to continual improvement. time goes on and new ideas are documented Although everyone should contribute in some way, there “Everyone contributes, small team leads.” should at least be a small team dedicated full-time to “Suppliers are part of the improvement. Better to agree leading continual improvement efforts and advocating the about it on contracts.” practice across the organization. “Accurate, well understood data is the foundation for fact- Organizations should develop competencies in based decision making.” methodologies and techniques that will meet their needs. 22.1.2024 © Wakaru / www.wakaru.fi 64 ITIL practices – General management practices Information security management The purpose of the information security management practice is to protect the information needed by the organization to conduct its business. This includes the understanding and managing risks of confidentiality, integrity, availability, authentication and non-repudiation. 22.1.2024 © Wakaru / www.wakaru.fi ITIL practices – General management practices Organizational change management The purpose of the organizational change management practice is to ensure that changes in an organization are smoothly and successfully implemented and that lasting benefits are achieved by managing the human aspects of the changes. © Wakaru / www.wakaru.fi ITIL practices – General management practices Organizational change management Activity Helps to deliver Clear and relevant objectives, willing Create a sense of urgency participants Stakeholder management Strong and committed participants Sponsor management Strong and committed leadership Communication Willing and prepared participants Empowerment Prepared participants Resistance management Willing participants Reinforcement Sustained improvement © Wakaru / www.wakaru.fi ITIL practices – General management practices Project management The purpose of the project management practice is to ensure that all projects in the organization are successfully delivered. This is achieved by planning, delegating, monitoring and maintaining control of all aspects of a project, and keeping the motivation of those involved. © Wakaru / www.wakaru.fi ITIL practices – General management practices Knowledge management The purpose of the knowledge management practice is to maintain and improve the effective, efficient an d convenient use of information and knowledge across the organization. © Wakaru / www.wakaru.fi ITIL practices – General management practices Measurement and reporting The purpose of the measurement and reporting practice is to support good decision- making and continual improvement by decreasing the levels of uncertainty. This is achieved through collection of relevant data on various managed objects and the valid assessment of this data in an appropriate context. © Wakaru / www.wakaru.fi ITIL practices – General management practices Portfolio management The purpose of the portfolio management practice is to ensure that the organization has the right mix of programmes, projects, products and services to execute the organization’s strategy within its funding and resource constraints. © Wakaru / www.wakaru.fi ITIL practices – General management practices Service financial management The purpose of the service financial management is to support the organization’s strategies and plans for service management by ensuring that the organization’s financial resources and investments are being used effectively. Budgeting/costing Accounting Charging © Wakaru / www.wakaru.fi ITIL practices – General management practices Strategy management The purpose of the strategy management practice is to formulate the goals of the organization and adopt the courses of action and allocation of resources necessary for achieving those goals. Strategy management establishes the organization’s direction, focuses effort, defines or clarifies the organization’s priorities and provides consistency or guidance in response to the environment. © Wakaru / www.wakaru.fi ITIL practices – General management practices Risk management The purpose of the risk management practices to ensure that the organization understands and effectively handles risks. Managing risk is essential to ensuring the sustainability of the organization and creating value for its customers. Risks should be Identified Assessed Treated © Wakaru / www.wakaru.fi 74 ITIL practices – General management practices Relationship management Identification The purpose of the relationship management practice is to establish and nurture the links between the organization and its stakeholders Relationships at strategic and tactical levels. with and Improvement Analysis between stakeholders Monitoring 22.1.2024 © Wakaru / www.wakaru.fi 75 ITIL practices – General management practices 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. These may include creating closer and more collaborative relationships with key suppliers to uncover and realize new value and reduce risk of failure. 22.1.2024 © Wakaru / www.wakaru.fi ITIL practices – General management practices Workforce and talent management The purpose of the workforce and talent management practice is to ensure that the organization has the right people with the appropriate skills and knowledge and in the correct roles to support its business objectives. The practice covers a broad set of activities focused on successfully engaging with the organization’s employees and people resources including planning, recruitment, onboarding, learning and development, performance measurement and succession planning. © Wakaru / www.wakaru.fi ITIL practices – General management practices Workforce and talent management Organizational velocity Organizational velocity is the speed, effectiveness and efficiency with which an organization operates. Organizational velocity influences time to market, quality, safety, costs and risks. © Wakaru / www.wakaru.fi 78 Service management practices 22.1.2024 © Wakaru / www.wakaru.fi ITIL practices – Service management practices 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. © Wakaru / www.wakaru.fi ITIL practices – Service management practices Business analysis The purpose of the business analysis practice is Key activities: to analyze a business or some element of it, Analyzing business systems, business define its associated needs and recommend processes, services, or architectures in the solutions to address these needs and/or solve changing internal and external context a business problem, which must facilitate value Identify and prioritize improvements creation for stakeholders. Evaluate and propose actions on desired improvements Business analysis enables an organization to Document business requirements communicate its needs in a meaningful way, express the rationale for change, and sign and Recommend solutions following analyzes of describe solutions that enable value creation in gathered requirements alignment with the organization’s objectives. © Wakaru / www.wakaru.fi ITIL practices – Service management practices Capacity and performance management The purpose of the capacity management practice is to ensure that services achieve the agreed and expected levels of performance and satisfy current and future demand in a cost-effective way. © Wakaru / www.wakaru.fi ITIL practices – Service management practices Service catalogue management The purpose of the service catalogue management practice is to provide a single source of consistent information on all services and service offerings and to ensure that it is available to relevant audience. © Wakaru / www.wakaru.fi ITIL practices – Service management practices Service continuity management The purpose of the service continuity management practice is to ensure that the availablility and performance of a service are maintained at sufficient levels in case of disaster. © Wakaru / www.wakaru.fi ITIL practices – Service management practices Service design The purpose of the service design practice is to design products and services that are fit for purpose, fit for use and that can be delivered by organization and its ecosystem. © Wakaru / www.wakaru.fi ITIL practices – Service management practices Service design Design thinking Customer experience (CX) and user experience Inspiration and empathy through direct (UX) – Lean UX observation of people Who won the customers for this product or Ideation that combines divergent and service and what will it be used for? convergent thinking When is it used and under what circumstances? Prototyping What will be the most important functionality? Implementation What are the biggest risks? Evaluation © Wakaru / www.wakaru.fi 86 ITIL practices – Service management practices Service level management The purpose of the service level management practice is to set clear business- based targets for service levels, and to ensure that delivery of services is properly assessed, monitored, and managed against these targets. 22.1.2024 © Wakaru / www.wakaru.fi 87 ITIL practices – Service management practices Service level management It provides the end to Relationship end visibility of the management organizations services: Supplier Skills and Business management liaison It establishes a Perform service reviews to ensure Captures and competencies Collects, analyzes, shared view of the that current reports on service stores and reports services and services continue issues including relevant matrix to target service to meet the performance ensure the service levels with organizations and against defined levels are met customers its customers' service levels needs Business analysis 22.1.2024 © Wakaru / www.wakaru.fi 88 ITIL practices – Service management practices Service level management - definitions Key requirements for successful SLAs Definitions: Service Level Related to a defined service in service A set of measurable parameters defining catalogue expected or achieved service quality. Should relate to defined outcomes, not just Service level agreement (SLA) operational metrics A documented agreement between a service provider and a customer that Should reflect an agreement between the identifies both services required and the service provider and the service consumer expected level of service. Must be simply written and easy to understand for all parties, customer language 22.1.2024 © Wakaru / www.wakaru.fi 89 ITIL practices – Service management practices Service level management Information sources Customer engagement Customer feedback Key business related Surveys measures Operational metrics Measurement Discovery and Asking simple and on-going Initial listening information open-ended progress capture questions discussions Business metrics 22.1.2024 © Wakaru / www.wakaru.fi 90 ITIL practices – Service management practices Service level management Plan Service level management supports planning of the product and service portfolio and service offerings with information about the actual service performance and trends. Improve Service feedback from users, as well as requirements from customers, can be a driving force for service improvement. Engage Service level management ensures ongoing engagement with customers and users through feedback processing and continual service review. Design and transition The design and development of new and changed services receives input from this practice, both through interaction with customers and as part of the feedback loop in transition. Obtain/build Service level management provides objectives for components and service performance, as well as for measurement and reporting capabilities of the products and services. Deliver and support Service level management communicates service Source: Based on Axelos ITIL® material. Copyright © AXELOS Limited 2020. performance objectives to the operations and support teams and collects Used under permission of AXELOS Limited. All rights reserved. their feedback as an input for service improvement. 22.1.2024 © Wakaru / www.wakaru.fi 91 ITIL practices – Service management practices Service configuration management The purpose of the service configuration management practice is to ensure that accurate and reliable information about the configuration of services, and the CIs that support them, is available when and where it is needed. This includes information on how CIs are configured and the relationships between them. 22.1.2024 © Wakaru / www.wakaru.fi 92 ITIL practices – Service management practices Service configuration management Definition: Configuration Item Any component that needs to be managed in order to deliver an IT service. Simplified service model for a typical IT service Source: Based on Axelos ITIL® material. Copyright © AXELOS Limited 2020. Used under permission of AXELOS Limited. All rights reserved. 22.1.2024 © Wakaru / www.wakaru.fi 93 ITIL practices – Service management practices 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 NOT manage risks FOUND support decision-making about purchase, re-use, and retirement of assets meet regulatory and contractual requirements 22.1.2024 © Wakaru / www.wakaru.fi 94 ITIL practices – Service management practices IT asset management Definition: IT asset Any financially valuable component that can contribute to the delivery of an IT product or service. 22.1.2024 © Wakaru / www.wakaru.fi Exam © Wakaru / www.wakaru.fi 96 Thank you and good luck! 22.1.2024 © Wakaru / www.wakaru.fi 97 Day 3 Welcome back! 22.1.2024 © Wakaru / www.wakaru.fi 98 Welcome ITIL 4 for Metropolia Welcome Introduction ITIL Practices Four dimensions The ITIL service Exam of service value system management 22.1.2024 © Wakaru / www.wakaru.fi 99 Introduction Landscape of service manager ⎯ non-examineable Service Customers Owner Information security Change Service Satisfied Satisfied support Manager Manager customers personnel Service Delivery manager New Service available opportunities and Main Users exploited performance ok Product Owner Admins New demands Developers Users satisfied identified Scrum master Team Suppliers Service has Costs and risks business fit under control 22.1.2024 © Wakaru / www.wakaru.fi 100 Introduction Landscape of head of service management ⎯ non-examineable 100s of services Information security 1000s of persons participating in IT Agility vs Communi- 10000+ users control cation 10s of stakeholders 100+ vendors HQ … Helping Common business to language evolve SMO Common Sales Production Shared IT Systematic ways of approach working 22.1.2024 © Wakaru / www.wakaru.fi The four dimensions of service management © Wakaru / www.wakaru.fi 102 The four dimensions of service management The four dimensions of service management Source: Based on Axelos ITIL® material. Copyright © AXELOS Limited 2020. Used under permission of AXELOS Limited. All rights reserved. 22.1.2024 © Wakaru / www.wakaru.fi 103 The four dimensions of service management Organizations and people It is important to ensure that the way an organization is structured and managed, as well as its roles, responsibilities and systems of authority and communication are well-defined and support its overall strategy and operating model. Includes e.g. organization, culture, people, management, leadership, roles, responsibilities, competences… Organization’s culture is created from shared values based on how it carries out its work and preferably should be promoted based on the objectives of the organization. 22.1.2024 © Wakaru / www.wakaru.fi 104 The four dimensions of service management Information and technology Information and knowledge necessary for service management, as well as the technologies required. Includes e.g. workflow management systems, knowledge bases, inventory systems, communication systems, analytical tools, blockchain, artificial intelligence, cognitive computing, mobile platforms, cloud solutions, remote collaboration tools, automated testing and deployment solutions and monitoring tools. 22.1.2024 © Wakaru / www.wakaru.fi 105 The four dimensions of service management Partners and suppliers Responsibility for Form of Responsibility for the Outputs achievement of the Level of formality Examples cooperation outputs outcomes Formal supply Procurement of computers Goods supply Goods supplied Supplier Customer contract/invoices and phones Cloud computing Formal agreements and Service delivery Services delivered Provider Customer (infrastructure of platform flexible cases as a service) Shared goals, generic agreements, flexible Employee onboarding Value Shared between provider and Shared between provider and Partnership based arrangements (shared between HR, co-created customer customer case-based facilities and IT) arrangements The partners and suppliers dimension encompasses an SIAM – Service Integration and management – is about organization’s relationships with other organizations that are managing suppliers and related relationships with an involved in the design, development, deployment, delivery, Integrator organization. support and/or continual improvement of services. It also incorporates contracts and other agreements between the See ITIL guidance and SIAM Foundation for more organization and its partners or suppliers. information. 22.1.2024 © Wakaru / www.wakaru.fi 106 The four dimensions of service management Value streams and processes Activities, workflows, controls and procedures needed to achieve agreed objectives in delivering services. How the various parts of the organization work in an integrated and coordinated way to enable value creation through products and services 22.1.2024 © Wakaru / www.wakaru.fi 107 The four dimensions of service management Value streams for service management Definition: Value stream A series of steps an organization undertakes to create and deliver products and services to consumers 22.1.2024 © Wakaru / www.wakaru.fi 108 The four dimensions of service management Processes Definition: Process A set of interrelated or interacting activities that transform inputs into outputs. A process takes one or more defined inputs and turns them into defined outputs. Processes define the sequence of actions and their dependencies 22.1.2024 © Wakaru / www.wakaru.fi 109 The four dimensions of service management Summary The four dimensions of service management The four dimensions represent a holistic Organizations and people approach to service management, and Information and technology organizations should ensure that there is a balance of focus between each dimension. Partners and suppliers Value streams and processes All four dimensions and the external factors that affect them should be addressed as they evolve, considering emerging trends and opportunities. 22.1.2024 © Wakaru / www.wakaru.fi The ITIL service value system © Wakaru / www.wakaru.fi 111 The ITIL service value system The ITIL Service value system Guiding principles Governance Service value chain Continual improvement 22.1.2024 © Wakaru / www.wakaru.fi 112 The ITIL service value system Service value system overview Source: Based on Axelos ITIL® material. Copyright © AXELOS Limited 2020. Used under permission of AXELOS Limited. All rights reserved. 22.1.2024 © Wakaru / www.wakaru.fi 113 The ITIL service value system Service value system Definition: Service value system A model representing how all the components and activities of an organization work together to facilitate value creation. 22.1.2024 © Wakaru / www.wakaru.fi 114 The ITIL service value system Service value system Breaking down organizational silos Organizational agility and organizational resilience A siloed organization cannot act quickly to take Organizational agility is the ability of an organization advantage of opportunities or to optimize the use of to move and adapt quickly, flexibly, and decisively to resources across the organization. support internal changes. The ITIL SVS describes how all the components and Cross-organizational responsibilities, coordination, activities of the organization work together as a interfacing practices enable organizational agility. system to enable value creation. The SVS helps to overcome silo-mentality. Organizational resilience is the ability of an organization to anticipate, prepare for, respond to, and adapt to both incremental changes and sudden disruptions from an external perspective. External influences could be political, economic, social, technological, legal or environmental (PESTEL). 22.1.2024 © Wakaru / www.wakaru.fi 115 Guiding principles How the ITIL guiding principles can help an organization adopt and adapt service management 22.1.2024 © Wakaru / www.wakaru.fi 116 The ITIL service value system – The guiding principles Guiding principles Guiding principles Are universal and enduring Definition: Guiding principle Embody the core messages of ITIL, and of service management in general Can be used to guide organizations in their A guiding principle is a recommendation work as they adopt a service management approach and adapt ITIL guidance to their that guides an organization in all own specific needs and circumstances circumstances, regardless of changes in its Encourage and support organizations in goals, strategies, type of work, or continual improvement at all levels management structure. Are also reflected in many other frameworks, methods, standards, philosophies and/or bodies of knowledge 22.1.2024 © Wakaru / www.wakaru.fi 117 The ITIL service value system – The guiding principles The ITIL guiding principles Guiding principle Description Everything that the organization does needs to map, directly or indirectly, to value for the stakeholders. The focus on value principle encompasses Focus on value many perspectives, including the experience of customers and users. 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 Start where you are 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. Do not attempt to do everything at once. Even huge initiatives must be accomplished iteratively. By organizing work into smaller, manageable Progress iteratively with sections that can be executed and completed in a timely manner, it is easier to maintain a sharper focus on each effort. Using feedback before, feedback throughout and after each iteration will ensure that actions are focused and appropriate, even if circumstances should change. Working together across boundaries produces results that have greater buy-in, more relevance to objectives and better likelihood of long-term Collaborate and promote success. Achieving objectives requires information, understanding and trust. Work and consequences should be made visible, hidden agendas should visibility be avoided and information should be shared to the greatest degree possible. No service, or element used to provide a service, stands alone. The outcomes achieved by the service provider and service consumer will suffer unless the organization works on the service as a whole, not just on its parts. Results are delivered to internal and external customers through the effective Think and work holistically and efficient management and dynamic integration of information, technology, organization, people, practices, partners and agreements, which should all be coordinated to provide a defined value. If a process, service, action or metric provides no value, or produces no useful outcome, eliminate it. In a process or procedure, use the minimum Keep it simple and practical number of steps necessary to accomplish the objective(s). Always use outcome-based thinking to produce practical solutions that deliver results. Resources of all types, particularly human resources (HR), should be used to their best effect. Eliminate anything that is truly wasteful and use Optimize and automate technology to achieve whatever it is capable of. Human intervention should only happen where it really contributes value. 22.1.2024 © Wakaru / www.wakaru.fi 118 The ITIL service value system – The guiding principles Focus on value Everything the organization does, should link back, directly or indirectly, to value for itself, its customers and other stakeholders. How to apply: Know how service consumers use each service Encourage a focus on value among all staff Focus on value during normal operational activity as well as during improvement initiatives Include focus on value in every step of any improvement initiative 22.1.2024 © Wakaru / www.wakaru.fi 119 The ITIL service value system – The guiding principles Start where you are Do not start over without first considering what How to apply: is already available to be leveraged. Look at what exists as obje

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