Value

 Results
 Outcomes
 Benefits

Guiding Principles

 Value Statements (Honesty, culture)

 Recommendation
 Service Value Chain (Key important tasks)

 Interrelated activities
 Operating model
 Lifecycles
 Strategy
 Design
 Transition

Example (Class 1 2:21)

 Opportunity or demand

 Trigger
 Input

Service Value System

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

“The perceived benefits, usefulness, and importance of something”

Customer A person who defines the requirements for a service and takes responsibility for the
outcomes of service consumption.

User A person who uses services.

Sponsor A person who authorizes budget for service consumption.

Product: A configuration of an organization’s resources designed to offer value for a consumer.

Service: A means of enabling value co-creation by facilitating outcomes that customers want to
achieve, without the customer having to manage specific costs and risks.

Service Offerings: A description of one or more services, designed to address the needs of a target
consumer group. A service offering may include goods, access to resources, and service actions.

“Service Relationship” refers to, “A cooperation between a service provider and service consumer”.

Service provision refers to the activities performed to provide services to service consumer, by a

service provider organization. This includes;

 management of all the services provider’s resources, which are configured to deliver the service.
That is, hardware, software, supplier’s services etc.
 Providing access to the users (the service consumers) to access these resources like access to
cloud services mentioned earlier
 Actioning the agreed service actions, to accomplish the service results like resolution of
incidents, configuration of a service component etc.
 Service level management of all the services provisioned and managed throughout the service
lifecycle and continually improving the service levels & service performance
 It may also include the supply of goods, like supply of products which are ordered by the
consumer through an ecommerce portal like Amazon or eBay.

Output refers to, “A tangible or intangible deliverable of an activity” Something created by carrying out an
activity

A change is defined as the addition, modification, or removal of anything that could have a direct or indirect
services

effect on

Outcome refers to, “A result for a stakeholder enabled by one or more outputs” An outcome can be
enabled by more than one output. Service providers help service consumers achieve outcomes. Results desired
by a stakeholder
Utility is the functionality offered by a product or service to meet a particular need. Utility
perhaps answers ‘what the service does’ or whether a service is ‘fit for purpose’. To have utility,
a service must either support the performance of the consumer and/or remove constraints from
the consumer.

Warranty, on the other hand, is the assurance that a product or service will meet agreed
requirements. Warranty answers ‘how the service performs’ or whether a service is ‘fit for use’.
Warranty often relates to service levels aligned with the needs of service consumers, such as
availability, capacity, security, and continuity.

Cost refers to the, “amount of money spent on the specific activity or resources while creating
the service, provisioning the service and managing the service”.

Change request

Should be submitted as soon as the analysis of cost, risks and benefits justifies the change

Change enablement practice ensures that any addition, modification, or removal of anything that could have an
effect on services is assessed and authorized

ITIL guiding principles

Used to help an organization make good decisions

There are seven principles defined in ITIL®4, which are listed below;

1. Focus on value

The value of the services is always determined in the perspective of customers. Every
service or product should create value to customers and its stakeholders. More than the
creation of value, it has to be realised and acknowledged by the stakeholders, upon value
realization.

Focus on value at every step of the improvement

2. Start where you are

It is always recommended to first leverage on the existing service before considering

anything further.

Firstly, the existing system has to be assessed, measured and observed to get a proper /
correct understanding of the existing state. The possibility of re-using them as applicable
& feasible should then be determined. This will provide the required insights of the
existing system and guide in making the appropriate decisions. It is important to
understand that, all decisions made to bring about changes in the existing system, must be
made with clarity, based on the existing reality.

3. Progress iteratively with feedback

The iterations which are sequential, are to be sequenced based on the need. It may be for
establishing the new services or improving / modifying the existing ones. The individual
iterations should consider both the requirements and the resources available and have to
be manageable. This will ensure that the results produced should be tangible and are
returned in a timely.

As the iteration progresses there should be continuous feedback, for evaluating and
validating the progress of the changes being done. Initiatives to introducing a new service
 or improving the existing service etc., if done in an organized way by having multiple
smaller iterations & efforts, can ensure success for the overall initiative. This will provide
the opportunity for continuously evaluating (re-evaluating) & validating (re-validating)
the progression, which helps in aligning to the value intended to be accomplished.

For example: Assume a scenario where the organization decides to build an application
for the finance department. While the ITSM understands the requirements of the finance
department, i.e. modules for accounting, billing, payment processing etc., these modules
should be there along with the capabilities of communication, reporting etc. Visualizing
the entire application requirements while the product architecture is being created,
provides an overall picture of the application. However, one cannot create the application
in one go as it will become tedious and there may be chances of missing out on many
points, resulting in an incomplete product.

While visualizing the entire architecture of the application, the sequencing of the
modules, which are to be produced and in which order, should be defined. Further, a
deeper dive is needed into the individual modules along with the finance department
representatives to bring more clarity and relevance and accordingly the activities of the
modules must be sequenced.

Further, while producing the product, obtaining continuous feedback will help in
checking the progress as well as the performance of the module being considered for
development. The absence of such feedbacks will not help in getting the insights required
about the actual development being initiated and later correction would become difficult.
The objective of this principle is to ensure that the defects are not allowed to flow
towards the downstream of a value stream.
4. Collaborate and promote visibility

Working together in collaboration is emphasized over working in a silo culture. Which

means, bringing excellence through involvement of many, rather than depending on just
individual excellence.

5. Think and work holistically

All the services, processes, practices, functions, partner or supplier organization cannot
stand alone and they have to work together in an integrated way. All the activities of the
systems must be connected and visualized holistically, to work together. They are part of
a single holistic system.

No service, practice, process, department, or supplier stands alone. The outputs that the
organization delivers to itself, its customers, and other stakeholders will suffer unless it
works in an integrated way to handle its activities as a whole, rather than as separate
parts. All the organization’s activities should be focused on the delivery of value.
6. Keep it simple and practical

Understand how each element contributes to value creation

This is applicable to every process, practice, approach, solution etc., defined for a service.
Defining the minimum or optimum steps essential to deliver the outcome, is needed to
make it simple and relevant.

While defining a service, attempting to consider the solution with every exception, would
result in over-complication. It is not wrong to assess and analyze the exceptions related to
the services. However, considering all of them, even those which are not very important
to address makes the service solution too complex. One has to make the decision on only
what is important and needed for the service.

While applying the principle, one has to keep value in mind, ensure simplification, ensure
each step works effectively, give importance to the time of the people involved, create
quick wins so that people are motivated to use them etc., and remove all the non-value
added steps or processes.

7. Optimize and automate

 automation Be implemented By replacing human intervention wherever possible

 starting point for optimization is Understanding the vision and objectives of the organization
IT Governance Framework in ITSM
Governance is a formal framework which provides a structure for an organization to ensure that
there is a means for an organization to establish direction and control.

ITIL®4 Four Dimension Model of IT Service

Management
Organizations and people HR Function, entire organization &
employees
Information and technology HR Portal, Services, Network (LAN / WAN)
etc.
Partners and suppliers IT Function (Internal), An external
organization supplying server / router etc.
Value streams and processes All the HR value stream activities mentioned
above

7.1 Organization and People

The people and the structure of the organization mainly support the vision and direction of the
organization. With the evolving environment, technology, capability of the individuals there is a
lot of transformation in the structure, size and complexity of the organization.

Ultimately, the organization should evolve with established culture, enabling shared values, trust
and transparency. We have to take into account the existence of people in the organization and
people in its environment such as employees, employees of supplier or partner organization,
sponsors who exist across the various levels established in the organization.

Every individual in the organization plays an important role in which each of them should have a
clear understanding of their contribution to the organization, to consumers & customers and all
the stakeholders.

7.2 Information and Technology

Information refers to processed data with specific context. For example, the dump of incident
for certain period (ex: a month) will be processed to form the information which will be
interpreted to make sense of it, i.e. How many incidents logged, closed, pending etc. Information
further leads to knowledge which is necessary for managing the services, and identifying the
technology used to create and deliver the services. In relation to information consideration,
organization should look at;

 the information which is processed & managed

  the information and knowledge required to deliver and support the services
 the details about the way, the information and knowledge are protected, managed,
archived, and disposed of.

qFor example, the information consideration like employees’ details, their employment
status, salary, position etc., would be the primary information consideration while providing
HR services. Further this information has to be protected from unauthorized access, while
also making it available for authorized access as and when needed.

 In the modern business environment, the existence of IT is a default and finding a

business organization with no such enablement is non-existent, which means there is high
dependency on IT. Technology considerations are made throughout the value stream right
from the conceptualization, planning, designing, transitioning, and operation of service or
product.

7.3 Partners & Suppliers

The partners and suppliers would be involved across the entire value stream i.e., for designing
developing, delivering, supporting and improving the product or services continually. The
relationship established by an organization with the partner & supplier would be to get the
specific service or product which would complement the service objective and value creation to
the customer of the organization.

This requires establishment of a contract depicting the responsibilities of the supplier or partner,
delineation of duties involved, organization and their deliverables.

7.4 Value Streams and Processes

includes a workflow management system

The value stream is defined as, “A value stream is a series of steps that an organization uses to
create and deliver products and services to a service consumer. A value stream is a combination
of the organization’s value chain activities”.

In addition to this, it is important to understand how modern technology can be involved in order
to improve the efficiency and effectiveness of the organization and enhance the user experience.

Figure 30: Value stream – flow from process to process

By definition, “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”.

Figure 31: Process model

Processes articulate what has to be done to accomplish an objective. A well-defined process will
ensure the improvement of the productivity within and across the organization. A process
comprises of well-defined, procedures, activities, work-instructions, templates, roles &
responsibilities.

A well-defined process, needs a specific input and delivers specific output. Every process needs
a trigger to start. Process enablers are the resources with capabilities which are required to do the
activity of processes. The output of the processes is measured with specific metrics. This needs
establishment of critical success factors and key performance indicators.
Continual improvement
How should an organization adopt continual improvement methods?

Select a few key methods for the types of improvement that the organization handles

Which describes a set of defined steps for implementing improvements?

The ‘continual improvement model’

When planning ‘continual improvement’, which approach for assessing the current state of a service is
CORRECT?
An organization should always develop competencies in methodologies and techniques that will meet their
needs

What are the three phases of 'problem management'

Problem identification, problem control, error control

Has a purpose that includes reducing the likelihood of incidents

A known error is a problem that has been analyzed and has not been resolved

continual improvement register

It should be re-prioritized as ideas are documented

A service is a means of enabling value co-creation by facilitating outcomes that customers want to achieve,
without the customer having to manage specific cost and risks.

service desk
To capture demand for incident resolution and service requests

Measuring a new service

Using operational data to provide detailed service reports

Implementation of a problem resolution

 Continual improvement
 Change control

Costs

Costs removed from the consumer are part of the value proposition
8.2.15 Service request management
Purpose To define, set and agree clear targets for services, so that services performance
can be monitored and managed throughout the life-cycle of the service, against
these targets.
Description The service level management practice defines, documents and manages the
service levels of all the services and products. Service level management should
provide the end to end visibility of all the organizational services. Service level
management has to establish and provide the service views with service level
target ensure meeting defined service levels by collecting, analyzing, storing and
reporting all the defined target metrics of the services regularly (periodically)
perform the service reviews and ensure the services meet the organization’s
needs continuously identify, capture, review & report the issues related to
services, its performance against the defined service targets.

The success of service level management will be based on the effectiveness of

the interfaces established with other practices like relationship management,
business analysis, supplier management etc. Further, service level management
should focus and put efforts to engage and understand the requirements and
concerns correctly. This would provide better insight towards the actual
requirements & concerns of the customers and stakeholders.

Service level agreements have to be established by understanding the nature of

the business, business dynamics, technology environment, what makes the
business successful, insights obtained while engaging with the customer and
their feedback through survey etc. This should help in establishing the
measurement metrics i.e. business metrics, service metrics, and process metrics
etc., which can be measured in the perspective of business performance, service
performance and process performance (operational performance) respectively.
Each of these metrics should complement and align towards a common objective
SVC The service value chain activities contribution to service level management
Activity’s mainly are Plan & engage activities. Further focus on improve, design &
contribution transition, obtain/build, deliver & support activities.

Plan focuses on planning the service levels required for services, products,
service portfolio, service offerings and measuring actual performance of the
services.

Improve focuses on measuring the SLA continually & understanding the service

 experience by obtaining the feedback for improving the services.

Engage focuses on ongoing engagement with users and customers, to

understand their view & experience with service performance.\

Design & Transition focuses on designing and transitioning the services to

meet service level targets.

Obtain/build focuses on building the services & service components to meet

service performance

Deliver & support focuses on monitoring and managing the services

performance and report the achievements against the target SLA.

8.2.16 Service request management

Purpose To support the agreed quality of the service by handling the pre-defined user
requests, which are initiated by users in a professional and friendly manner.
Description A service request can be defined as “A request from a user or a user’s authorized
representative that initiates a service action which has been agreed as a normal
part of service delivery”. For example: requesting for an information, or an asset
like laptop, printer cartridge etc.

Standard changes are also fulfilled by service request management. Generally,

all the requests handled by service request management are pre-authorized,
which are essential needs of regular operation of the business. This need of
approval for all the request logged is not required repeatedly as they are standard
and more repetitive in nature, thus pre-approved.

To fulfill a service request (simple or complex), the established steps need to be

proven and agreed upon, so that the fulfillment of the requests is smoother and
further they can be standardized and automated as needed by the organization.

Every type of service request should have the timelines established and agreed
with customers, so that it can be fulfilled within the given time lines. For
example: due to information security reason, if organization has the policy to
block all the USB ports of employee’s laptops by default, and in the scenario of
a roaming user, who needs the USB port to be opened while travelling, the
employee should know the way the request has to be placed and the duration it
takes to fulfill the request. This helps the employee to follow and avail the
services accordingly. Further, request fulfilment practices should have the
consideration emergency cases as well.
SVC The service value chain activities contribution to work and talent management
Activity’s mainly are Plan, improve activities. Further focus on Engage, design &
 contribution transition, obtain/build, deliver & support activities.

Improve focuses on improving the customer experiences while fulfilling the

service requests.

Engage focuses on engaging with the customer & users while identifying the
user-specific requirements and while fulfilling the requests raised by users.

Design & Transition focuses on defining the standard changes, processes

contribution for service requests

Obtain/build focuses on acquiring the services components required for

fulfillment of service requests.

Deliver & support focuses on fulfillment of the service requests placed by

users.

8.2.4 Change control

Purpose To ensure maximizing the success rate of the changes, being executed in a
service environment through the proper assessment, analysis and authorization
of all the changes.
Description Change refers to the add, move, modify, improve, remove etc., the features,
functionalities of a services & service components. This includes hardware,
software, process, products, documents etc.which are used to form a service. All
the changes implemented have to have the formal authorization before they are
implemented. This is essential to ensure the integrity of the systems, so that all
the changes are controlled and done through involvement of right stakeholders.

Change control should aim at success of the changes being executed. This
requires raising change requests, reviewing, analyzing and approving these
changes before they are implemented. All the changes implemented should
result in accomplishing the intended objectives of the change. It should be
justifiable, beneficial and successful. No changes should result in failures of the
services or service components which are attributable to change. Changes are of
three types. They are Standard Change, Normal change and Emergency Change.

Standard Changes are the changes that are pre-approved, pre-authorized, low
impact and low risk. For example: resetting a password of a user system. The
standard changes are executed through request management practice.

Normal Changes are the changes that have significant impact to business and
needs analysis and authorization from the authorized. These changes are
executed after raising the formal change request, their analysis and authorization
SVC Emergency changes are the changes that are raised during the emergency scenarios
Activity’s like incidents resolution, reactive problem management etc.These types of changes
contribution are also to be approved by change authority like normal change, but they are
 stakeholder specific for the emergency change raised.
The assessment and authorization of emergency changes is expedited to ensure they can be
implemented quickly.

The  service  value chain  activities’ contribution  to work and talent
management mainly are Plan, improve activities. Further focus is on
Engage,design & transition, obtain/build, deliver & support activities.

Plan focuses on modeling the change control for changes to process, products,

service portfolio etc. at all levels.

Improve focuses on improvement of change control practices, i.e., the way

change is being handled.

Engage focuses on engaging with the stakeholders required for

execution, informing, consulting etc.while doing the change.

Design & Transition focuses on defining & transitioning the change

Obtain/build focuses on acquiring & building the service components required

for proposed change

Deliver & support focuses on informing, coordinating, communicating,

monitoring the changes & its impacts, before and after the execution of change.

8.2.8 Problem management
Purpose To identify the potential & actual causes of incidents and reduce the probability
of the impacts of incidents by providing the solutions and workarounds,
including the creation of known errors.
Description Problem refers to an underlying cause or potential cause of one or more
incidents. Problem management practice focuses on identifying these causes, so
that, those can be analyzed to resolve the incidents, by providing the workaround
or permanent fix. The practice involves three distinct activities. That is problem
identification, problem control and error control.

Problem identification involves identifying & logging problems, performing the

trend analysis of the incidents, detection of duplicate or recurring incidents,
identifying the risks involved in major incident scenarios, analyzing the
information provided by suppliers, developers, partners, etc.

Problem control involves, analyzing the problem, identification of workarounds

or permanent fix to the identified problem. It may or may not provide solutions
to known errors that have been identified.

Description
 Problem control should consider all the risk, relationship between the various
incidents, performance of the services, assumption to understand the potential
causes which would result in impacting to the services.

Error control focuses on assessing and analyzing all the errors which are
identified regularly; so that overall impact can be understood and worked upon
by identifying a permanent fix and workaround.

Problem management practice contributes to other practices also, by providing

the visibility towards the underlying causes. For example, incident management
practices can reduce the impact of incidents by elimination of causes through the
fix provided by problem management.  Similarly, problem management support
continual improvement practice etc.
SVC The service value chain activities’ contribution to problem management mainly
Activity’s are improve, deliver & support activities. Further focus is on Engage, design &
contribution transition, obtain/build activities.

Improve focuses on identifying the probable causes for potential incidents and
improve the availability of the services

Engage focuses on involving the required stakeholders for problem

prioritization and resolution.

Design & Transition focuses on providing the information that will help in

improved testing and knowledge transferring

Obtain/build focuses on managing the product defects identified by problem

management

Deliver & support focuses on preventing recurrence of incidents and supporting

timely incident resolution
8.2.8 Problem management
Purpose To identify the potential & actual causes of incidents and reduce the probability
of the impacts of incidents by providing the solutions and workarounds,
including the creation of known errors.
Description Problem refers to an underlying cause or potential cause of one or more
incidents. Problem management practice focuses on identifying these causes, so
that, those can be analyzed to resolve the incidents, by providing the workaround
or permanent fix. The practice involves three distinct activities. That is problem
identification, problem control and error control.

Problem identification involves identifying & logging problems, performing the

trend analysis of the incidents, detection of duplicate or recurring incidents,
identifying the risks involved in major incident scenarios, analyzing the
 information provided by suppliers, developers, partners, etc.

Problem control involves, analyzing the problem, identification of workarounds

or permanent fix to the identified problem. It may or may not provide solutions
to known errors that have been identified.

Description

Problem control should consider all the risk, relationship between the various
incidents, performance of the services, assumption to understand the potential
causes which would result in impacting to the services.

Error control focuses on assessing and analyzing all the errors which are
identified regularly; so that overall impact can be understood and worked upon
by identifying a permanent fix and workaround.

Problem management practice contributes to other practices also, by providing

the visibility towards the underlying causes. For example, incident management
practices can reduce the impact of incidents by elimination of causes through the
fix provided by problem management.  Similarly, problem management support
continual improvement practice etc.
SVC The service value chain activities’ contribution to problem management mainly
Activity’s are improve, deliver & support activities. Further focus is on Engage, design &
contribution transition, obtain/build activities.

Improve focuses on identifying the probable causes for potential incidents and
improve the availability of the services

Engage focuses on involving the required stakeholders for problem

prioritization and resolution.

Design & Transition focuses on providing the information that will help in

improved testing and knowledge transferring

Obtain/build focuses on managing the product defects identified by problem

management

Deliver & support focuses on preventing recurrence of incidents and supporting

timely incident resolution

8.2.6 IT asset management

Purpose To plan and manage the entire life-cycle of all the IT Assets, and ensuring
maximizing the value, control costs, manage risks, enable decisions related to
procurement, utilization & retirement of assets, and meet contractual &
 regulatory requirements.
Description IT Asset refers to any valuable services component which contributes to the
delivery of the service or an IT Product. This includes hardware, software,
services provided by suppliers etc. IT assets involves cost and value that
comprehend the cost and value of service or product. It will be an underpinning
factor based on which service provider can make decisions.

IT Asset Management focuses on capturing the details of all the IT Assets in a

register and same is updated regularly. This involves entire life-cycle of the asset
right from acquiring, utilizing (implementing and operation), and disposing the
asset. This contributes to the visibility of assets and their value.

The IT Asset Management is a sub-practice of Asset management, which is

aimed at IT related assets, whereas Asset management is applicable for all types
of assets in the organization. Further, IT Asset Management involves sub-
practices within, like software asset management.

The integrity of an IT Asset has to be maintained. All the hardware assets should
be tagged with unique identification number, protecting software asset for
unlawful copying, grouping assets using the category etc. This will help in better
management of IT assets through-out its lifecycle. It should also provide the
details of the IT Assets like current and historical data, reports, and support to
other practices about IT assets, which is a key element to successful service
management as well as being useful to other practices.
SVC The service value chain activities contribution to IT Asset Management mainly
Activity’s are design & transition, obtain/build activities.  Further focus is on Plan, deliver
contribution & support activities.

Plan focuses on considering & planning the IT Asset Management based on the

policies defined in service financial management practice, information security
management etc., which helps in strategic management costs, risks and value
associated with IT Assets.

Improve focuses on considering impact of IT Asset and improvement

Engage focuses on handling the relationship of users using the IT Asset etc.

Design & Transition focuses on driving most of the value chain activities of the
IT Asset Management

Obtain/build focuses on procurement of IT Assets and tracing throughout the

life-cycle

Deliver & support focuses on locating the IT Assets, monitoring their usage,

status of the IT Asset in the organization
8.2.11 Service configuration management
Purpose To ensure the availability of the information related to service configuration and
the configuration items (CI) which are used to form service, when needed,
including the relationship between CIs, i.e. the way they are configured.
Description Service configuration management identifies, captures and establishes the
configuration database which stores information about all the configuration
items and their relationships. Configuration item, refers to all the software,
hardware, people, documents, building etc.which are used to form a service.

It is essential to ensure that the integrity of all the CI’s and their configurations
are safeguarded, and at the same time the details captured in configuration
management database are accurate, up to date, relevant and updated. It should
provide the details, which is as per the actual implementation, always.

The Service configuration management should establish the snapshot of

configuration and relationship with configuration items and help get the
visibility into, how each of the service components (& CIs) are connected and
contribute to the service and service performance. 

Configuration Management database has to be updated regularly i.e. while

implementing a change for resolving incidents, updating or modifying the
services and service attributes etc.
SVC The service value chain activities contribution to Service configuration
Activity’s management mainly are Plan, improve activities. Further focus is on Engage,
contribution design & transition, obtain/build, deliver & support activities.

Plan focuses on planning new or changed services.

Improve focuses on improving the performance of services through improving

configuration and performance of CIs.

Engage focuses on engaging with the stakeholders required to manage CIs.

Design & Transition focuses on designing the services considering the
configuration and configuration items required for the services

Obtain/build focuses on configuring the CI and creating configuration records

and create code or artifacts that is being built.

Deliver & support focuses on monitoring and managing CIs to ensure early
restoration of services by resolving the incidents due to CI failures.

8.2.3 Capacity and performance management

Purpose To ensure that sufficient capacity is available to the services and that service
performs at the level expected and achieves the objectives demanded by the
services in a cost-effective way.
Description Service Capacity and Performance management practices consider the
performance related to a number of service actions performed within the given
timeline-- the time required or taken to complete the service actions at the load
(various levels of demand).

For example: how long it took for a webpage to appear after entering the url,
which depends on the capacity of server hosting webpage, application, internet
bandwidth, storage, systems used to connect and browse the webpage etc.

Service capacity is the result of the various different capacities at different

levels. That is, capacity of the various components configured to create a service
(as indicated in the example above). Each of these components Description
perform at a certain level based on the utilization and availability of the capacity
in these service components.

The capacity and performance management practice include the activities that
are required for;

 Checking the performance of the service and analysing the capacity

monitoring and managing the service performance by ensuring sufficient

capacity required for service performance

 Researching, analysing and forecasting the requirement of capacity on

continual basis by modelling performance
 Planning and implementing the capacity
 Identifying and improving the capacity

SVC The service value chain activities’ contribution to Capacity and performance
Activity’s management mainly are improve activities. Further focus is on Plan, Engage,
contribution design & transition, obtain/build, deliver & support activities.

Plan focuses on planning capacity at tactical and operation level, to ensure

sufficient capacity, by analyzing the service performance (capacity), based on
the demand and current utilization of the capacity.

Improve focuses on identifying and improvement capacity to improve the

service performance.

Engage focuses on engaging with the stakeholders like customers & users and
manage their expectations.

Design & Transition focuses on designing and transitioning the service that has
sufficient capacity and is also scalable.

Obtain/build focuses on acquiring and building the service components that has

 sufficient capacity for services to perform.

Deliver & support focuses on monitoring, measuring and managing the service

and service component capacity, that are required for performance of the
services at required level.

8.2.10 Service catalogue management

Purpose To provide the single source of information for all the services and service
offerings, consistently and ensure that it is available to the authorized.

The service catalogue captures the details of services, which are operational and
is the single source of information for all the services and services offerings.
Description Service catalogue management practices should ensure the updating, modifying
and maintaining the description of the services and service offerings regularly.
So that, the information captured in the service catalogue about the services are
latest, updated and up to date.

The services catalogue is created to fulfill the specific needs of the specific kind
of service consumers.  For example: while visiting the website of a mobile
service provider, one can find the various plans and descriptions of mobile
services which are applicable to retail customers. Whereas same is not referred if
there is an engagement with a corporate organization. Here the discussion and
details differ compared to retain list.

This means, that the service catalogue should provide different views and
different levels of detail to different stakeholders. Examples of views include:

 The user views which provide the information of service offerings that can be
requested by user, and the details of provisioning.
 The customer views which would provide the details of service level, financial,
and the detail of service performance, which would help customer to choose
the specific service offering
 The technical or IT to IT customer views which provides the technical, security,
and process information for use in service delivery.

SVC The service value chain activities contribution to service catalogue management
Activity’s mainly are Plan, improve activities. Further focus on Engage, design &
contribution transition, obtain/build, deliver & support activities.

Plan focuses on enabling the strategy and decisions for decisions made for
investments, by providing the necessary details required about the service and
service offering

Improve focuses on constant evaluation and monitoring which would support

 continual improvement, alignment and value creation.

Engage focuses on enabling the relationships strategically, tactically and at

operation level contribution

Design & Transition focuses on ensuring that the utility and warranty aspects
are considered

Obtain/build focuses on supporting value chain activities by providing the view

required for procurement of service components

Deliver & support focuses on delivering the services based on the agreements
and performance.

8.1.7 Portfolio management

Purpose To ensure that the organization has the right mix of programs, projects,
products, and services to execute the organization’s strategy within its funding
and resource constraints.
Description Portfolio management focuses on defining, analyzing, approving and and
services  introduced,  monitored, managed  and retired by an

organization. These decisions are taken after, a thorough analysis of services or

products, which are being considered for introduction, modification,
improvement  etc., if they  make sense for the organization strategically, in
investment perspective and value.  Else the service or products will be retired.

The portfolio management can be defined as the coordinated collection of

strategic decisions that together enable the most effective balance of
organizational change and business as usual. Portfolio  management achieves
 this through:

 Developing and applying a systematic framework

 Clearly defining products and services and linking them to the achievement of
agreed outcomes.
 Evaluating and prioritizing incoming product, service, or project proposals and
other change initiatives.
 Implementing a  strategic investment  appraisal and decision-making process
 Analysing and tracking investments based on the value of products,services,
programmes, and projects to the organization and its customers.
 Monitoring the performance of the overall portfolio and proposing
adjustments in response to any changes in organizational priorities.
 Reviewing the portfolios in terms of progress, outcomes, costs, risk, benefits,
and strategic contribution.

The different portfolio involved are producing/service portfolio, project

portfolio, and customer portfolio
SVC The service value chain activities contribution to Portfolio management mainly
Activity’s is Plan, then Improve, Engage, Design & Transition and
Contribution obtain/build. There is also focus on deliver & support activities. or product
portfolio i.e. service in pipeline, service in operation & retired services

Improve focuses on identifying the improvement opportunities for services.

Engage focuses on engaging with all the stakeholders at all levels to decide
upon the portfolio decisions

Design & Transition, Obtain/build, Deliver & support focuses on ensuring

products and services are clearly defined and linked to the achievement of
business outcomes, so that these value chain activities are aligned with value.

8.2.1 Availability management
Purpose To ensure service availability meets the needs of the business i.e. customer and users
Description Availability of the services, as needed by business, is the outcome of the
availability of the service assets (components), serviceability of the supplier,
reliability of the service, effectiveness and efficiency of the service practices and
design. Availability means, “available when needed”.

For example, the availability requirement of a bank’s (over the counter)

services is from 9:00am to 3:00pm.  During this service window, the availability
of the services should be 100%. It is only possible, if the application, computer
systems, bank premise, people, electric power etc., are available without any
disruption or degradation. So, the organization should understand the availability
requirement of the services (firstly), and accordingly services have to be defined,
 designed & deployed. It involves;

 Discussing, negotiating, establishing and agreeing the availability of targets,

which are achievable
 Defining and designing IT infrastructure and software applications which can
deliver the required availability levels
 Identification and collection of data which are required for measuring
availability i.e., number of incidents occurred, time taken to restore services
etc.
 Enabling the continuous monitoring which helps in continual assessment,
analysis of availability  of services and service Components
 Continual measurement & reporting
 Identifying & improving the service availability continually

SVC The service value chain activities contribution to availability management

Activity’s mainly is Plan activity.  Further focus is on Engage, design & transition,
cont obtain/build, deliver & support activities and improve.
ribution
Plan focuses on considering service portfolio decisions, setting goals and
direction for services and practices.

Improve focuses on improving the availability of the services

Engage  focuses  on identifying  and engaging with  stakeholders understanding

for availability requirements

Design & Transition focuses on defining, designing and transitioning the

services as per the availability requirements of the services

Obtain/build focuses on acquiring and building the components supporting the

service availability

Deliver & support focuses on monitoring and managing the services and ensure
that the services are available as per the requiremen
Five aspects of service design ITIL

It provides a holistic design approach to help an organization deliver better services. The five key
aspects of service design are:

1. Designing the service solution

2. Management information systems and tools
3. Technology
4. Processes
5. Measurements and metrics