ITIL 4 Foundation
ITIL Service value system:
Input consists of opportunity and demand. Which leads to guiding principles, governance, service
value chain, practices and continual improvement. The output of this process is value.
The ITIL Service value system (SVS) represents how the various components and activities of the
organisation work together to facilitate value creation through IT enabled services.
Service management consists of 4 dimensions:
- Organisation 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, is
well defined and supports its overall strategy and operating model.
- Information and technology: include information and knowledge necessary for the management
of services as well as the technologies required. It also incorporates the relationship between
different components of the SVS, such as input and outputs of activities and practices.
- Partner and suppliers: encompasses an organisations relationship with other organizations that
are involved in the design, development, deployment, delivery, support and/or continual
improvement of services. It also incorporates contracts and other agreements between the
organization and its partners or suppliers.
- Value streams and processes: is concerned with how the various parts of the organization work
in an integrated and coordinated way to enable value creation through products and services.
These service management dimensions are influenced by political, economic, social, technological,
legal and environmental factors (PESTLE).
The consumer contributes to the reduction of risk through:
- Actively participating in the definition of requirements of the service and the clarification of its
requirements outcome;
- Clearly communicating the CSFs and constraints that apply to the service;
- Ensuring the provider has access to the necessary resources of the consumer throughout the
service relationship.
Factors that may influence an organization strategy when using suppliers include:
- Strategic focus: some organizations prefer to focus on their core competency and to outsource
non-core supporting functions to third parties. Other may prefer to stay as self-sufficient as
possible;
- Corporate culture: some organizations have historical preference for one approach over another,
which is difficult to change;
- Resource scarcity: if required resource/skillset is in short supply, it may be difficult for the service
provider to deliver without engaging a supplier;
- Cost concern: decisions may be influenced by the believe of the service provider that its more
economical to source a particular requirement from a supplier;
- Subject matter expertise: the believe that its less risky to use a supplier that already has expertise
in a required area:, rather that trying to develop and maintain the subject matter expertise in
house;
- External constraints: government relations or policy, industrial code of conduct, and social,
political or legal constraints, may impact an organizations supplier strategy;
- Demand patterns: customer activity or demand for services may be seasonal or demonstrate
high degrees of variability. These patterns may impact the extent to which organisations use
external service providers to cope with variable demand.
The ITIL SVS includes the following components:
, - Guiding principles: recommendations that can guide an organization in all circumstances,
regardless of changes in its goals, strategies, type of work or management structures;
- Governance: means by which an organization is directed and controlled;
- Service value chain: set of interconnected activities that an organization performs to deliver a
valuable product or service to its customers and facilitate value creation;
- Practices: set of organizational resources designed for performing work or accomplishing
objectives;
- Continual improvement: a recurring organizational activity performed at all levels to ensure that
organizational performance continually meets stakeholders’ expectations. ITIL supports continual
improvement with the ITIL continual improvements made.
Overviewing principles:
- Focus on value: everything that the organization does need to map, directly or indirectly, to value
for the stakeholders. This perspective encompasses many perspectives, including the experience
of customers and users. Value: the perceived benefits, usefulness, and importance of something;
- Start where you are: don’t start from scratch and build something new without considering what
is already available to be leveraged. The current state should be investigated and observed
directly to make sure it is fully understood;
- Progress iteratively with feedback: do not attempt to do everything at once;
- Collaborate and promote visibility: working together across boundaries produces results that
have greater buy-in, more relevance to objectives, and increased likelihood of long-term success.
- Think and work holistically: no service, or element used to provide a service, stands alone;
- Keep it simple and practical: if a process service, action or metric fails to provide value or
produce a useful outcome, eliminate it. In a process or produce, use a minimum number of steps
necessary to accomplish the objective(s);
- Optimize and automate: resources of all types, particular HR, should be used to their best effort.
Eliminate anything that is truly wasteful and use technology to achieve whatever it is capable of.
Authorization follows these high level steps:
- Understand and agree the context in which proposed optimization exists;
- Assess the current state of the proposed optimization;
- Agree what future state and priorities of the organization should be focused on: simplify and
value;
- Ensure the optimization has the appropriate level stakeholder engagement and commitment;
- Execute the improvement in an iterative way;
- Continually monitor the impact of optimization.
Governance is realized through the following activities:
- Evaluate: the evaluation of the organization, its strategies, portfolio, and relationships with other
parties. The governing body should evaluate the organisations as stakeholders’ needs and
external circumstances evolve;
- Direct: the governing body assigns responsibility for, and directs the preparation and
implementation of, organization strategy and policies. Strategies set the direction and
prioritization, future investments etc. Policies establish the requirements for behaviour across
the organization and, where relevant, suppliers, partners and other stakeholders;
- Monitor: the governing body monitors the performance of the organization and its practices,
products and services. The purpose of this is to ensure that that performance is in accordance
with policies and direction.
Common rules when using the service value chain:
- All incoming and outgoing interactions with parties external to the value chain are performed via
Engage;
ITIL Service value system:
Input consists of opportunity and demand. Which leads to guiding principles, governance, service
value chain, practices and continual improvement. The output of this process is value.
The ITIL Service value system (SVS) represents how the various components and activities of the
organisation work together to facilitate value creation through IT enabled services.
Service management consists of 4 dimensions:
- Organisation 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, is
well defined and supports its overall strategy and operating model.
- Information and technology: include information and knowledge necessary for the management
of services as well as the technologies required. It also incorporates the relationship between
different components of the SVS, such as input and outputs of activities and practices.
- Partner and suppliers: encompasses an organisations relationship with other organizations that
are involved in the design, development, deployment, delivery, support and/or continual
improvement of services. It also incorporates contracts and other agreements between the
organization and its partners or suppliers.
- Value streams and processes: is concerned with how the various parts of the organization work
in an integrated and coordinated way to enable value creation through products and services.
These service management dimensions are influenced by political, economic, social, technological,
legal and environmental factors (PESTLE).
The consumer contributes to the reduction of risk through:
- Actively participating in the definition of requirements of the service and the clarification of its
requirements outcome;
- Clearly communicating the CSFs and constraints that apply to the service;
- Ensuring the provider has access to the necessary resources of the consumer throughout the
service relationship.
Factors that may influence an organization strategy when using suppliers include:
- Strategic focus: some organizations prefer to focus on their core competency and to outsource
non-core supporting functions to third parties. Other may prefer to stay as self-sufficient as
possible;
- Corporate culture: some organizations have historical preference for one approach over another,
which is difficult to change;
- Resource scarcity: if required resource/skillset is in short supply, it may be difficult for the service
provider to deliver without engaging a supplier;
- Cost concern: decisions may be influenced by the believe of the service provider that its more
economical to source a particular requirement from a supplier;
- Subject matter expertise: the believe that its less risky to use a supplier that already has expertise
in a required area:, rather that trying to develop and maintain the subject matter expertise in
house;
- External constraints: government relations or policy, industrial code of conduct, and social,
political or legal constraints, may impact an organizations supplier strategy;
- Demand patterns: customer activity or demand for services may be seasonal or demonstrate
high degrees of variability. These patterns may impact the extent to which organisations use
external service providers to cope with variable demand.
The ITIL SVS includes the following components:
, - Guiding principles: recommendations that can guide an organization in all circumstances,
regardless of changes in its goals, strategies, type of work or management structures;
- Governance: means by which an organization is directed and controlled;
- Service value chain: set of interconnected activities that an organization performs to deliver a
valuable product or service to its customers and facilitate value creation;
- Practices: set of organizational resources designed for performing work or accomplishing
objectives;
- Continual improvement: a recurring organizational activity performed at all levels to ensure that
organizational performance continually meets stakeholders’ expectations. ITIL supports continual
improvement with the ITIL continual improvements made.
Overviewing principles:
- Focus on value: everything that the organization does need to map, directly or indirectly, to value
for the stakeholders. This perspective encompasses many perspectives, including the experience
of customers and users. Value: the perceived benefits, usefulness, and importance of something;
- Start where you are: don’t start from scratch and build something new without considering what
is already available to be leveraged. The current state should be investigated and observed
directly to make sure it is fully understood;
- Progress iteratively with feedback: do not attempt to do everything at once;
- Collaborate and promote visibility: working together across boundaries produces results that
have greater buy-in, more relevance to objectives, and increased likelihood of long-term success.
- Think and work holistically: no service, or element used to provide a service, stands alone;
- Keep it simple and practical: if a process service, action or metric fails to provide value or
produce a useful outcome, eliminate it. In a process or produce, use a minimum number of steps
necessary to accomplish the objective(s);
- Optimize and automate: resources of all types, particular HR, should be used to their best effort.
Eliminate anything that is truly wasteful and use technology to achieve whatever it is capable of.
Authorization follows these high level steps:
- Understand and agree the context in which proposed optimization exists;
- Assess the current state of the proposed optimization;
- Agree what future state and priorities of the organization should be focused on: simplify and
value;
- Ensure the optimization has the appropriate level stakeholder engagement and commitment;
- Execute the improvement in an iterative way;
- Continually monitor the impact of optimization.
Governance is realized through the following activities:
- Evaluate: the evaluation of the organization, its strategies, portfolio, and relationships with other
parties. The governing body should evaluate the organisations as stakeholders’ needs and
external circumstances evolve;
- Direct: the governing body assigns responsibility for, and directs the preparation and
implementation of, organization strategy and policies. Strategies set the direction and
prioritization, future investments etc. Policies establish the requirements for behaviour across
the organization and, where relevant, suppliers, partners and other stakeholders;
- Monitor: the governing body monitors the performance of the organization and its practices,
products and services. The purpose of this is to ensure that that performance is in accordance
with policies and direction.
Common rules when using the service value chain:
- All incoming and outgoing interactions with parties external to the value chain are performed via
Engage;
