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ITIL® 4

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Foundation

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 ITIL® 4 Foundation

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Part Number: 093054

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Course Edition: 1.01

Acknowledgements

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PROJECT TEAM

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Author Media Designer Content Editor

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Patrick von Schlag, ITIL Expert Brian Sullivan Peter Bauer
Laurie A. Perry

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Logical Operations wishes to thank the Logical Operations Instructor Community, and in particular Adam Griffith and James R.
Gross, Jr., for their instructional and technical expertise during the creation of this course.

Notices
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DISCLAIMER
While Logical Operations, Inc. takes care to ensure the accuracy and quality of these materials, we cannot guarantee their
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accuracy, and all materials are provided without any warranty whatsoever, including, but not limited to, the implied warranties of
merchantability or fitness for a particular purpose. The name used in the data files for this course is that of a fictitious company. Any
resemblance to current or future companies is purely coincidental. We do not believe we have used anyone's name in creating this
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course, but if we have, please notify us and we will change the name in the next revision of the course. Logical Operations is an
independent provider of integrated training solutions for individuals, businesses, educational institutions, and government agencies.
The use of screenshots, photographs of another entity's products, or another entity's product name or service in this book is for
editorial purposes only. No such use should be construed to imply sponsorship or endorsement of the book by nor any affiliation of
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such entity with Logical Operations. This courseware may contain links to sites on the Internet that are owned and operated by third
parties (the "External Sites"). Logical Operations is not responsible for the availability of, or the content located on or through, any
External Site. Please contact Logical Operations if you have any concerns regarding such links or External Sites.
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TRADEMARK NOTICES
Logical Operations and the Logical Operations logo are trademarks of Logical Operations, Inc. and its affiliates.
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®
ITIL is a registered trademark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. The swirl logo™
is a trademark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. Material in this course is based
® ®
upon AXELOS ITIL materials and is used under license from AXELOS Limited. All rights reserved. The definitions for the glossary
terms in blue text are repeated from the AXELOS ITIL 4 Glossary (September 2019), and used under license from AXELOS
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Limited. All rights reserved.

All other product and service names used may be common law or registered trademarks of their respective proprietors.
Copyright © 2019 Logical Operations, Inc. All rights reserved. Screenshots used for illustrative purposes are the property of the
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software proprietor. This publication, or any part thereof, may not be reproduced or transmitted in any form or by any means,
electronic or mechanical, including photocopying, recording, storage in an information retrieval system, or otherwise, without
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express written permission of Logical Operations, 3535 Winton Place, Rochester, NY 14623, 1-800-456-4677 in the United States
and Canada, 1-585-350-7000 in all other countries. Logical Operations’ World Wide Web site is located at
www.logicaloperations.com.
This book conveys no rights in the software or other products about which it was written; all use or licensing of such software or
other products is the responsibility of the user according to terms and conditions of the owner. Do not make illegal copies of books
or software. If you believe that this book, related materials, or any other Logical Operations materials are being reproduced or
transmitted without permission, please call 1-800-456-4677 in the United States and Canada, 1-585-350-7000 in all other countries.

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 ITIL® 4 Foundation

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Lesson 1: ITIL 4 Overview............................................... 1

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Topic A: Introduction to ITIL........................................................... 2

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Topic B: Key Concepts of ITIL......................................................... 9

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Lesson 2: The ITIL Framework.......................................19
Topic A: The Four Dimensions of Service Management................. 20
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Topic B: The ITIL Service Value System......................................... 28
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Lesson 3: The ITIL Guiding Principles............................ 37

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Topic A: Focus on Value............................................................... 38

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Topic B: Start Where You Are........................................................ 40

Topic C: Progress Iteratively with Feedback.................................. 42
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Topic D: Collaborate and Promote Visibility.................................. 45

Topic E: Think and Work Holistically............................................. 49
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Topic F: Keep It Simple and Practical............................................ 51

Topic G: Optimize and Automate..................................................54
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Lesson 4: The ITIL Service Value System........................59

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Topic A: Governance.................................................................... 60
Topic B: The Service Value Chain.................................................. 64
Topic C: Continual Improvement.................................................. 71

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 | ITIL® 4 Foundation |

Lesson 5: Key ITIL Practices.................................................. 79

Topic A: Continual Improvement............................................................ 80
Topic B: Service Level Management........................................................ 85
Topic C: Change Enablement.................................................................. 89

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Topic D: Incident Management............................................................... 93

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Topic E: Service Request Management.................................................... 97
Topic F: Service Desk............................................................................100

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Topic G: Problem Management............................................................. 104

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Lesson 6: Other ITIL Practices............................................. 111
Topic A: General Management Practices............................................... 112

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Topic B: Service Management Practices................................................. 115

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Topic C: Technical Management Practices.............................................120

Appendix A: Mapping Course Content to ITIL® 4 Foundation Syllabus.127

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Mastery Builders................................................................................. 129

Solutions............................................................................................ 145
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Glossary............................................................................................. 173
Index.................................................................................................. 179
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 About This Course

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ITIL® is the world's leading best practice framework for implementing IT service
management. Organizations use ITIL to plan, implement, support, and improve services

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and create value for their customers. In this course, you will learn the foundational
knowledge and skills for adopting and adapting best practices for IT service management

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(ITSM) in your organization.
This course is accredited by PeopleCert. The use of these materials assumes delivery by a

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properly accredited trainer through an appropriately certified training organization. For
further details on the process and requirements for accreditation, please contact your
Logical Operations account manager.

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ITIL® is a registered trademark of AXELOS Limited, used under permission of AXELOS Limited.
All rights reserved.
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Course Description
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Target Student
This course is designed for anyone who would like a foundational understanding of IT
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service management, its key principles and practices, and how it will help you deliver better
value to your customers. It is appropriate for all IT staff and management, as well as
customers who work closely with IT to support business requirements.
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This course is also designed for students who are seeking the ITIL 4 Foundation
certification and who want to prepare for the ITIL 4 Foundation exam.

Course Prerequisites
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To ensure your success, end-user level computer and networking skills are required. To
meet this prerequisite, you can take the following Logical Operations course or any similar
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introductory course:
• Using Microsoft® Windows® 10
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Some level of work experience in IT service support or IT service delivery is highly

recommended. You may wish to take any one or more courses from the Logical Operations
IT Systems and Support curriculum library to supplement your professional experience in this
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area.
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Course Objectives
In this course, you will identify, describe, and analyze all components of the ITIL 4 IT
service management approach.
You will:
• Define ITIL and its key concepts.

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 | ITIL® 4 Foundation |

• Identify the components of the ITIL framework.

• Analyze the ITIL guiding principles.
• Identify the components and functions of the ITIL Service Value System (SVS).
• Analyze the key ITIL management practices.
• Define the general, service, and technical management practices of ITIL.
Note: If you are familiar with ITIL version 3, much of the basic terminology will be similar. If
there are notable revisions to the content, this icon will appear next to the explanatory text.

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For example, if the definition of a term has been revised, then this icon will appear along with an
explanation of how the definition has changed from the previous version.

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The CHOICE Home Screen

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Logon and access information for your CHOICE environment will be provided with your class
experience. The CHOICE platform is your entry point to the CHOICE learning experience, of

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which this course manual is only one part.
On the CHOICE Home screen, you can access the CHOICE Course screens for your specific

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courses. Visit the CHOICE Course screen both during and after class to make use of the world of
support and instructional resources that make up the CHOICE experience.

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Each CHOICE Course screen will give you access to the following resources:
• Classroom: A link to your training provider's classroom environment.

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• eBook: An interactive electronic version of the printed book for your course.
• Files: Any course files available to download.
• Checklists: Step-by-step procedures and general guidelines you can use as a reference during
and after class.
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• Spotlights: Brief animated videos that enhance and extend the classroom learning experience.
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• Assessment: A course assessment for your self-assessment of the course content.

• Social media resources that enable you to collaborate with others in the learning community
using professional communications sites such as LinkedIn or microblogging tools such as
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Twitter.
Depending on the nature of your course and the components chosen by your learning provider, the
CHOICE Course screen may also include access to elements such as:
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• LogicalLABS, a virtual technical environment for your course.

• Various partner resources related to the courseware.
• Related certifications or credentials.
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• A link to your training provider's website.

• Notices from the CHOICE administrator.
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• Newsletters and other communications from your learning provider.

• Mentoring services.
Visit your CHOICE Home screen often to connect, communicate, and extend your learning
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experience!
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How to Use This Book

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As You Learn
This book is divided into lessons and topics, covering a subject or a set of related subjects. In most
cases, lessons are arranged in order of increasing proficiency.
The results-oriented topics include relevant and supporting information you need to master the
content. Each topic has various types of activities designed to enable you to solidify your

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| About This Course |
 | ITIL® 4 Foundation |

understanding of the informational material presented in the course. Information is provided for
reference and reflection to facilitate understanding and practice.
Data files for various activities as well as other supporting files for the course are available by
download from the CHOICE Course screen. In addition to sample data for the course exercises, the
course files may contain media components to enhance your learning and additional reference
materials for use both during and after the course.
Checklists of procedures and guidelines can be used during class and as after-class references when
you're back on the job and need to refresh your understanding.

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At the back of the book, you will find a glossary of the definitions of the terms and concepts used
throughout the course. You will also find an index to assist in locating information within the

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instructional components of the book. In many electronic versions of the book, you can click links
on key words in the content to move to the associated glossary definition, and on page references in

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the index to move to that term in the content. To return to the previous location in the document
after clicking a link, use the appropriate functionality in your PDF viewing software.

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As You Review
Any method of instruction is only as effective as the time and effort you, the student, are willing to

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invest in it. In addition, some of the information that you learn in class may not be important to you
immediately, but it may become important later. For this reason, we encourage you to spend some

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time reviewing the content of the course after your time in the classroom.

As a Reference

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The organization and layout of this book make it an easy-to-use resource for future reference.
Taking advantage of the glossary, index, and table of contents, you can use this book as a first
source of definitions, background information, and summaries.
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Course Icons
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Watch throughout the material for the following visual cues.

Icon Description
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A Note provides additional information, guidance, or hints about a topic or task.

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A Caution note makes you aware of places where you need to be particularly careful
with your actions, settings, or decisions so that you can be sure to get the desired
results of an activity or task.
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Spotlight notes show you where an associated Spotlight is particularly relevant to

the content. Access Spotlights from your CHOICE Course screen.
Checklists provide job aids you can use after class as a reference to perform skills
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back on the job. Access checklists from your CHOICE Course screen.
Social notes remind you to check your CHOICE Course screen for opportunities to
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interact with the CHOICE community using social media.

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| About This Course |
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 1 ITIL 4 Overview

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Lesson Time: 1 hour, 30 minutes

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Lesson Introduction

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In order to understand how ITIL® can help you both now and in the future, it is important
to understand where it came from, and what its building blocks are. In this lesson, you will

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become familiar with the key concepts of service management and service relationships, and
what it means to create value for your customers.

Lesson Objectives or
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In this lesson, you will:
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• Discuss the basics of ITIL 4.

• Discuss the key concepts of ITIL.
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 2 | ITIL® 4 Foundation

TOPIC A
Introduction to ITIL
You may want to show By now, you have probably heard of ITIL. But, do you know how it provides guidance for your IT
the Spotlight service management practices? In this topic, you will learn about ITIL and how it can benefit your
presentations available organization.

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from the Spotlight tile on
the CHOICE Course ITIL's unique history was born in the workplace; although its history might not be familiar to

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screen or have students everyone, its application will be. But in order to reach the comfort level where ITIL ideas can be
navigate there and applied, you will need a solid foundation in understanding where ITIL came from, what it does, and
watch them as a how it can benefit your organization.

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supplement to your
instruction. If not, please Note: To view the Spotlight presentations available for this course, you can select the Spotlight
remind students to view tile on the CHOICE Course screen.

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the Spotlights for this
course after class for

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supplemental
information and
What is ITIL?
additional resources.

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What is ITIL? ITIL is a best practice guidance for IT service management that began in England in the late 1980s
as a project by the Central Computer and Telecommunications Agency (CCTA). This agency
produced a series of books devoted to the systematic delivery of quality IT services in the United

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Kingdom and the Netherlands, but the library quickly became global. Over time, this library has
grown and has been enhanced with the addition of best practices from around the IT service
industry. It has become a successful and popular framework that continues to be updated to adapt
to the changing world of service management.
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In the early days, ITIL stood for "IT Infrastructure Library." However, today ITIL no longer
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refers to the acronym but is simply a brand name.

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Brief History of ITIL Revisions

When first introduced, ITIL consisted of approximately 40 books. During its lifetime, ITIL has been
refreshed four times:
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• In 1997, the ITIL books were condensed to seven books.

• In 2007, version 3 was released as five core books, one for each stage in what is known as the
Service Lifecycle.
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• In 2011, the guidance was revised without a version number change.

• In 2019, version 4 was released, and the ITIL framework has been revised as described in this
course.
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Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.
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Note: All key examinable terms for the ITIL 4 Foundation exam are defined for you in the
Glossary section at the end of this manual. For your convenience, the official ITIL 4 Foundation
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Glossary from AXELOS is also included in the course files. To access it, you can select the Files
tile on the CHOICE Course screen.
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Organizations Involved in Maintaining ITIL

Organizations Involved There is no governing body called ITIL that manages all aspects of the certification and the
in Maintaining ITIL guidance. ITIL's maintenance is the result of the combined efforts of several different international
organizations.

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Lesson 1: ITIL 4 Overview | Topic A
 ITIL® 4 Foundation | 3

Organization Role

itSMF The IT Service Management Forum (itSMF) is a global non-profit organization

that supports IT service management, particularly through publications in the
ITSM Library series. There are more than 40 national chapters of the itSMF,
all under the governance of itSMF International.
AXELOS AXELOS is the organization responsible for developing and managing a
portfolio of best practice methodologies that includes ITIL. AXELOS is
responsible for defining the ITIL exams, qualification schemes, and

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certification systems; publishing the core ITIL books, an ITIL 4 Foundation

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reference publication, and associated syllabi; and accrediting the Examination
Institutes.

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PeopleCert The official Examination Institute (EI); and as of January 1, 2018, the only
organization that is accredited by AXELOS for the delivery of the ITIL exams.

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Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.

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ITIL 4 Certification Scheme

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ITIL 4 Certification
Scheme

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new to ITIL must obtain
ITIL Foundation
certification first.
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Figure 1-1: ITIL 4 Certification scheme.

After ITIL Foundation, you can choose one of two paths to obtain either the ITIL MP
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designation (complete 4 modules) or ITIL SL designation (complete 2 modules) on the way to

becoming an ITIL Master.
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The following table describes the ITIL 4 certification scheme.

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Certification Description

ITIL Foundation Covers the basic knowledge of ITIL 4 key elements, concepts, and
terminology. The current training materials will prepare you for this exam
and certification scheme. It is governed by the ITIL Foundation syllabus,
which aligns with the ITIL 4 Foundation book and provides a competence
and skills framework as well as a training path for service management.

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Lesson 1: ITIL 4 Overview | Topic A
 4 | ITIL® 4 Foundation

Certification Description
ITIL Managing The MP stream provides practical and technical knowledge about running
Professional (MP) successful IT projects, teams, and workflows. This designation is obtained
when the three ITIL Specialist modules and the ITIL Strategist module are
completed.
• ITIL Specialist: Consists of three modules that align to exams named
accordingly. As each exam module is completed, it counts toward the
ITIL Managing Professional (MP) designation.

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• ITIL Strategist: Consists of one module (Direct, Plan, & Improve) that

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aligns with an exam of the same name. The completion of this module
can be applied to the ITIL Managing Professional (MP) and also the
ITIL Strategic Leader (SL) designations.

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ITIL Strategic The SL stream goes beyond IT operations and recognizes the value of ITIL
Leader (SL) for all digitally enabled services. This designation is obtained when the ITIL

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Strategist and the ITIL Leader modules are completed.
• ITIL Strategist: Same module that can be applied toward the ITIL MP

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designation.
• ITIL Leader: Consists of one module (Digital & IT Strategy). The

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completion of this module counts toward the ITIL Strategic Leader (SL)
designation.
Managing This module is designed for those ITIL professionals who have obtained
Professional (MP)
Transition
ITIL Master
or
either the ITIL Expert designation or 17 credits across the ITIL v3 scheme.

After receiving both the ITIL MP and ITIL SL designations, you are eligible
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to work toward becoming an ITIL Master.
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Successful ITIL Master candidates will have to demonstrate how they

applied ITIL concepts in real life experiences and areas. There is no exam
for this level, only a review of work while holding a leadership role in an IT
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organization.

Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
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All rights reserved.

Note: The official ITIL 4 Foundation syllabus can be downloaded from www.axelos.com, and
is provided with the course files on the CHOICE platform. A document that maps the course
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content to the ITIL Foundation exam is also provided on the CHOICE platform.
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ITIL Today
ITIL Today ITIL today focuses on the key premise that services drive value for both the service providers and
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for customers. Organizations are in a constant state of change, and this necessitates an urgency to be
able to respond to the change. Also, in today's fast paced and ever-changing service management
industry, the need for cross-functional collaboration between teams has become more important.
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Another impact on the service management industry is the digital transformation happening that is
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creating new business models. Digital technologies are connecting business in ways that were
unprecedented a decade ago, and service management of all types—IT and non-IT—must be able
to adopt new practices and adapt them to the changing needs.
Note: An example of the digital transformation of service management is the impact that ride-
sharing companies like Uber are having on the taxi industry.

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Lesson 1: ITIL 4 Overview | Topic A
 ITIL® 4 Foundation | 5

This newly released version of ITIL 4 reflects updates to best practices that can support the
customer experience, value streams, and new ways of working that include Agile, Lean, and
DevOps. All of these concepts will be addressed in detail as you progress through this course.

ITIL has been revised to reflect the practices and principles that should influence and affect
service management. In the past, ITIL focused on the processes involved in service management,
but today the approach is a more holistic one.
Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.

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Benefits of ITIL
The world is continuing to evolve and develop new industry best practices. Therefore, it's important Benefits of ITIL

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that the service management framework you use be current with what is happening in the industry.
ITIL reflects these changes and incorporates lessons learned from industry practices.

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The benefits of ITIL can be stated as:
• ITIL contains industry-proven best practices.

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• ITIL is updated to reflect newly emerging practices, such as Agile, Lean, and DevOps.
• ITIL reflects business needs that require organizations to balance agility and stability, create new

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revenue streams and sources of competitive advantage, and support new digital business models.
Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.

Overview of the ITIL Service Value System

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The Service Value System (SVS) is the foundation on which the entire ITIL framework is built. It Diagram of the ITIL
is a model representing how all the components and activities of an organization work together to Service Value System
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facilitate value creation. As the course

progresses, students will
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examine this model in

more detail. This section
is intended to simply
introduce the SVS
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model.
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Figure 1-2: The Service Value System.

In previous versions of ITIL, many of these concepts existed; however, in ITIL 4 they have
been assembled into the model shown in the figure.
As the course progresses, you will examine each of the components of the SVS in greater detail.

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Lesson 1: ITIL 4 Overview | Topic A
 6 | ITIL® 4 Foundation

Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.

Components of the ITIL Service Value System

Components of the ITIL The following table describes the core components of the SVS.
Service Value System
Item Description (taken from the ITIL® 4 Glossary)

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ITIL service value chain An operating model for service providers that covers all the key
(SVC) activities required to effectively manage products and services.

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ITIL practices Sets of organizational resources designed for performing work or
accomplishing an objective.

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ITIL guiding principles Recommendations that can guide an organization in all
circumstances, regardless of changes in its goals, strategies, types of

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work, or management structure.
Governance The means by which an organization is directed and controlled.

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Continual improvement The practice of aligning an organization's practices and services
with changing business needs through the ongoing identification

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and improvement of all elements involved in the effective
management of products and services.

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Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. (ITIL® 4 Foundation
Glossary) All rights reserved.
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Diagram of the Four Dimensions of Service Management
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Diagram of the Four The four dimensions of service management are the four perspectives that are critical to the
Dimensions of Service effective and efficient facilitation of value for customers and other stakeholders in the form of
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Management products and services.

As the course
progresses, students will
examine this diagram in
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more detail. This section

is intended to simply
introduce the four
dimensions of service
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management.
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Figure 1-3: The four dimensions of service management.

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Lesson 1: ITIL 4 Overview | Topic A
 ITIL® 4 Foundation | 7

While new to ITIL 4, the diagram is a combination of concepts that existed in previous versions
of ITIL. Elements from the ten service sets (resources and capabilities) have been combined with
elements of the Four P's (People, Process, Products, and Partners) to arrive at these four dimensions
of service management.
As the course progresses, you will examine the four dimensions in greater detail.
Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.

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Descriptions of the Four Dimensions of Service Management

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The following table describes the four dimensions of service management. Descriptions of the Four
Dimensions of Service

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Dimension Description (taken from the ITIL® 4 Glossary) Management

Organizations and Ensures that the way an organization is structured and managed, as well

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people as its roles, responsibilities, and systems of authority and
communication, is well defined and supports its overall strategy and

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operating model.
Information and Includes the information and knowledge used to deliver services, and

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technology the information and technologies used to manage all aspects of the
Service Value System.

Value streams and

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Partners and suppliers Encompasses the relationships an organization has with other
organizations that are involved in the design, development, deployment,
delivery, support, and/or continual improvement of services.
Defines the activities, workflows, controls, and procedures needed to
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processes achieve the agreed objectives.
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Note: The items outside of the four dimensions such as products and services, value, and the
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external factors will be addressed in more detail in later lessons.

Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. (ITIL® 4 Foundation
Glossary) All rights reserved.
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Lesson 1: ITIL 4 Overview | Topic A
 8 | ITIL® 4 Foundation

ACTIVITY 1-1
Discussing ITIL Basics

Scenario

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The CEO of your organization has asked you to consider adopting ITIL as the business' service
management guidance. Use the following questions to help clarify your thoughts about ITIL and the

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benefits it can provide.
Activity

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During this discussion of
ITIL, point out that a key 1. What are the benefits of adopting a best practice framework?
point is to bend ITIL

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around your A: Best practice frameworks describe well-structured practices that have been proven to work over
organization; don't bend many organizations over a long period of time.

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your organization around
ITIL. 2. Will a best practice framework be the answer to all of your organization's
needs? Why or why not?

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A: Of course not! All aspects of service management need to be adapted to meet the needs of any
particular organization. Your challenge is to determine the scope of the framework that applies to

3.
your organization.

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Identify the parts of the ITIL framework and describe the high-level objectives
for each.
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A: The two main parts of the framework are the Service Value System and the Four Dimensions. The
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SVS provides a high level architecture of the necessary components for converting Demand to
Value, and the Four Dimensions describe the scope of the key areas of consideration in how an
organization executes its activities to produce value.
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4. What are your goals for ITIL certification?

A: Answers will vary depending on what students need from ITIL. Some might only need a basic
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understanding of the foundations, while others might have plans to go all the way to becoming an
ITIL Master.
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Lesson 1: ITIL 4 Overview | Topic A
 ITIL® 4 Foundation | 9

TOPIC B
Key Concepts of ITIL
Chances are very good that you already perform service management tasks in your workplace, but
you do not call them by the terms ITIL uses. In this topic, you will discuss the key concepts and
terminology used in ITIL.

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Service Management
Service management is defined as a set of specialized organizational capabilities for enabling value Service Management

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for customers in the form of services.
IT service management (ITSM) is the implementation and management of quality IT services that

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meet the needs of the business. Service management consists of the practices, activities, governance,
and improvement of capabilities that enable customers to co-create value and achieve desired

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results. Organizations that practice effective service management enable their customers to utilize
services and produce successful business outcomes: strategically, tactically, and operationally.
Effective services are efficient in their use of resources, effective in delivering results, and

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sustainable over the long term. Successful, profitable, and scalable IT service management is the
fundamental concern of ITIL.

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In previous versions, the definition of service management used deliver in respect to value. In
ITIL 4, the definition has been revised to say that service providers are enabling value for their
customers.
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Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.
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Products and Services

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Two of the most basic terms that you need to understand are products and services. In ITIL, a Products and Services
product is a configuration of an organization's resources designed to offer value for a consumer and
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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 costs and risks.
Organizations own access to resources through:
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• People
• Information and technology
• Partners and suppliers
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• Value streams and processes

The official definition of resources is personnel, material, finance or other entity required for the
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execution of an activity or the achievement of an objective. Products configure these resources in

ways to create value for customers. Services enable customers to achieve desired outcomes and
enable the co-creation of value.
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Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
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All rights reserved.

An Example of a Product and Service

Almost everyone today has a mobile phone. The physical phone, its accessories, and the cellular
network are all products. The service is how you, as the consumer, use the phone to call others or
use the phone to place an online order with a local restaurant. Value is created by the outcome of
dinner being delivered to you without having to drive to the restaurant.

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Lesson 1: ITIL 4 Overview | Topic B
 10 | ITIL® 4 Foundation

Co-Creation of Value
Co-Creation of Value Value is defined as the perceived benefits, usefulness, and importance of something.
• Value is fundamental to the concept of a service.
• Value is co-created by a service provider and a service consumer.
• Service providers should seek to build interactive relationships with their customers.

Value is no longer referred to as something that is delivered. Instead, it is now something that is
created or co-created by people who provide the services and people who consume the services.

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Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.

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All rights reserved.

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Organizations
Organizations An organization is defined generically in ITIL as a person or a group of people that has its own

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Point out that functions with responsibilities, authorities, and relationships to achieve its objectives. Organizations
understanding this can be a single person, a group, or an enterprise. Thus, the size and range authority of an

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generic definition of an organization can vary widely in scope. Organizations form relationships with the service provider
organization helps to and the service consumer. These relationships can be internal or external, and as they evolve, they
understand the service

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drive the context of the service.
context, who the
customers are, and the Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
role that the organization All rights reserved.
plays.

Service Providers or
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Service Providers Simply stated, a service provider is any organization providing services. They are able to identify
their consumers and also the other stakeholders.
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Customers can be internal or external. Services can also be internal or external. Internal services are
delivered to individuals, groups, or departments within your organization. External services are
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delivered to individuals or groups outside of your organization and directly affect business
outcomes. Knowing the difference between internal and external services is important when it
comes to measuring the return on investment of services. Decisions on how to deliver, improve,
change, manage, and balance in relationship to all the other IT services must consider both the
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internal and external customers.

For example, suppose that IT supports a business intelligence report that displays real time data for
the business. The business has decided to display this report for end user customers to view and
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evaluate on the company's website. Now IT is supporting a service that brings value to their internal
customer (the business) and their external customer (the end users).
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Additionally, service providers can stand alone or be part of a service alliance.

Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.
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Service Consumers
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Service Consumers In general, service consumers are the ones who utilize a service. In ITIL there are three types of
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service consumers: customers, users, and sponsors. Depending on the nature of the service
relationship, a service consumer can be a combination of any one or more of the three types. A
single entity can potentially take all three service consumer roles at once.
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All rights reserved.

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Lesson 1: ITIL 4 Overview | Topic B
 ITIL® 4 Foundation | 11

Service Consumer Types

The following table describes the three types of service consumer roles. Service Consumer
Types
Service consumers Description

Customer The role that defines the requirements for a service and takes
responsibility for the outcomes of service consumption.
User The role that uses services.

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Sponsor The role that authorizes the budget for service consumption. Can also be

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used to describe an organization or individual that provides financial or
other support for an initiative.

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Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.

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Stakeholders and Value Alignment

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Business groups and the customers are stakeholders, but so are those who use the service, those Stakeholders and Value
who deliver the service, and all others that are affected by the service, its development, and its Alignment

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operation. Any person with an interest in an organization, project, or IT service, including the
activities, targets, resources, or deliverables, may be considered a stakeholder.

Service consumers
Example of Stakeholder Value
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The following table provides examples of what different stakeholders might find valuable.

Stakeholder

Benefits achieved, costs and risks optimized.

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Service provider Funding from the consumer; business development; brand and image
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improvement.
Service provider Financial and non-financial incentives, career and professional
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employees development, sense of purpose.

Society and community Employment, taxes, organizations' contribution to the social and
community development.
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Charity organizations Financial and non-financial contributions from other organizations.

Shareholders Financial benefits, such as dividends; sense of assurance and stability.
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Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.
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Service Offerings
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A service offering is a formal description of one or more services, designed to address the needs of Service Offerings
a target consumer group. A service offering may include goods, access to resources, and service
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actions. Service offerings describe how one or more products or services will meet the needs of a
target audience.
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Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.

Service Offering Components

The following table provides a description and examples of the service offering components. Service Offering
Components
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Lesson 1: ITIL 4 Overview | Topic B
 12 | ITIL® 4 Foundation

Component Description Examples

Goods • Supplied to the consumer. • A mobile phone

• Ownership is transferred to the • A physical server
consumer.
• Consumer takes responsibility for
future use.
Access to resources • Ownership is not transferred to • Access to a mobile network

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the consumer. • Access to network storage
• Access is granted or licensed to

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the consumer under agreed terms
and conditions.

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• The consumer can only access the
resources during the agreed
consumption period and

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according to other agreed service
terms.

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Service actions • Performed by the service provider • User support
to address a consumer’s needs. • Replacement of a piece of

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• Performed according to agreement equipment
with the consumer.

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Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.
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Service Relationship
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Service Relationship Organizations engage as service providers and service consumers to produce service relationships. A
service relationship is a cooperation between a service provider and service consumer. In a service
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relationship, an organization can play the role of service provider and then also be a service
consumer.
Service relationships include service provision, service consumption, and service relationship
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management.
Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.
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Service Provision
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Service Provision Service provision is defined as the activities performed by an organization to provide services.
Service provision includes:
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• Managing the provider's resources that are configured to deliver the service.
• Providing users access to resources.
• Fulfilling the agreed service actions.
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• Performing service level management and continual improvement.

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• Supplying goods.
Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.

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Lesson 1: ITIL 4 Overview | Topic B
 ITIL® 4 Foundation | 13

Service Consumption
Service consumption is activities performed by an organization to consume services. Service Service Consumption
consumption includes the management of the consumer's resources needed to use the service, and
the service-use actions performed by users. These actions include utilizing the provider's resources
and requesting service actions to fulfill. Service consumption may also include the receiving, or
acquiring, of goods.
Service consumers might have their own resources, use the provider's resources, or acquire goods.
The value is co-created when the provider's service is used by the customer's resources to facilitate

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the outcomes they want to achieve.

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Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.

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Service Relationship Management

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Service relationship management is defined as the joint activities performed by a service provider Service Relationship
and a service consumer to ensure continual value co-creation based on agreed and available service Management

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offerings. This relationship can exist at a distance, or it can be closely managed and tightly regulated. If students ask, explain
that this is not referring
The service provider provides goods, access to resources, and service actions. The service consumer
to the official

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provides customer resources and the business need for consumption. The relationship may change Relationship
and evolve over time as needs change; it should always change in such a way as to maximize the Management practice
value that is co-created with the customer. that will be covered later

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Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.
in the course.
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The Service Relationship Model
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A service provider's services create new customer resources. Some examples might include: The Service
• A training service improves the skills of the consumer's employees. Relationship Model
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• A broadband service allows the consumer's computers to communicate.

• A rental car service enables the consumer's staff to visit clients.
As illustrated in the following figure, a service consumer can then take the new resources to offer
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services downstream and essentially become the service provider to their customers. While the figure
makes the service relationship look linear, it actually resembles a mesh or network with the
organizations interacting directly or indirectly with each other.
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Figure 1-4: The Service Relationship Model.

Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.

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Lesson 1: ITIL 4 Overview | Topic B
 14 | ITIL® 4 Foundation

Value
Value When you as a customer choose to use a service provider, you are taking on the cost and risks of the
service provider. The costs and risks that you take on are outweighed by the benefits of the service
you receive, as illustrated on the right side of the figure. If you provide the service yourself, you're
still bearing the costs and risks, but without the expertise and capabilities of the service provider,
you might not achieve the same desired level of outcome, as illustrated on the left.

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Figure 1-5: Achieving value.

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Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.
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Outputs and Outcomes

Outputs and Outcomes Output is a tangible or intangible deliverable of an activity that produces specific deliverables.
Sometimes an output might be referred to as an artifact. For example, an accounts receivable system
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is an output.
Customers are more interested in the outcome, which is the result for a stakeholder enabled by one
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or more outputs. These often intangible outputs are the results that the stakeholder wants. For
example, the ability to track and manage customer payments is an outcome.
Service providers often focus on the outputs they produce, but the right business context is needed
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to produce the outcomes a customer desires. At times, the desired outputs and outcomes will be
clear to both provider and consumer. At other times, determining the desired outputs and outcomes
will require both provider and consumer to work together to figure it out.
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All rights reserved.

Costs and Risks

Costs and Risks Cost is the amount of money spent on a specific activity or resource. There are two types of cost
that organizations must consider when assessing value:

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Lesson 1: ITIL 4 Overview | Topic B
 ITIL® 4 Foundation | 15

• The imposed cost of the product or service.

• The removed cost that the service provider bears, such as the cost of staffing, technology, and
other overhead items.
Note: Cost can also be expressed in non-monetary terms.

Risk is a possible event that could cause harm or loss, or make it more difficult to achieve
objectives. Risk can also be defined as uncertainty of outcome, and can be used in the context of
measuring the probability of positive outcomes as well as negative outcomes. There are two types of

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risks:

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• The imposed risk of consuming the service.
• The removed risk that is transferred from the consumer to the service provider.

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Services can take ownership of some costs and risks and also impose other costs and risks (such as
the cost of provision, the risk that a service provider may go out of business). The organization must
fully understand the costs and risks involved in providing and consuming the service.

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Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.

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All rights reserved.

Utility and Warranty

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The perceived value of a product or a service to the customer is based on the effects of both utility Utility and Warranty
and warranty.
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Utility is defined as the functionality offered by a product or service to meet a particular need. The
utility of a service in ITIL is described as its fitness for purpose, and refers to whether the service or
product enhances performance or reduces constraints.
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Warranty is the assurance that a product or service will meet agreed requirements, and is described
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as its fitness for use. In other words, warranty is "how the service performs." Warranty typically
includes a product's or service's availability, capacity, security, and continuity.
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It is important to understand that value is defined by the users of the service. Pursuing services with
the greatest perceived value should be a top priority for your organization.
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Figure 1-6: Utility and warranty.

Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.

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Lesson 1: ITIL 4 Overview | Topic B
 16 | ITIL® 4 Foundation

ACTIVITY 1-2
Discussing the Key Concepts of ITIL

Scenario

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You are part of the IT services team that is responsible for putting ITIL into practice in your
organization. Your team is planning a presentation that will introduce the ITIL framework to a

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group of stakeholders. In preparation, you want to make sure everyone has a good grasp of the
principles and can communicate them to others.

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Activity

1. Think about the organizations that you are a part of at work. How does your

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organization act as a service provider or a service consumer? What are some
of the products and services you provide, and to whom?

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A: Answers will differ; in a private class, these may be much more consistent than in a public class. It

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is useful for you to consider the different organizations that you are part of—departments, division,
enterprise. Then, also consider how changing the scope of view changes who the customer is,
what the services are, and where value is delivered.

2.
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Who are the downstream consumers of your services? How are relationships
managed between organizations? Try to model how one of your service
consumers uses your service to produce their own services for their
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consumers.
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A: Again, it is useful for you to think about the organization holistically; think about what your
department, your IT organization, or your enterprise deliver. Then, consider how the services you
provide get converted into services that your customers provide downstream to their customers.
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3. What are the outputs of one of your services? What outcomes do they enable
for your service consumer?
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A: To answer the question, pick one service. Connect the service to your desired business outcome.

4. What costs and risks do you take on, and what costs and risks do you
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impose?
A: Answers will vary depending on the service. For example, as the service provider, the cost of
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providing a cable repair service is the technology, the labor cost, and maybe the cost of keeping
service vehicles ready. The main cost that you impose on your consumers would be paying for
your services.
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5. How does the distribution of costs and risks help you understand your
contribution to the co-creation of value?
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A: The key is to remember that value is created when the outcomes you receive outweigh the costs
and risks that you have taken on.
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Lesson 1: ITIL 4 Overview | Topic B
 ITIL® 4 Foundation | 17

Summary
In this lesson, you were introduced to a bit of history about ITIL and its benefits today. To obtain
an understanding of the ITIL framework, you examined the two major components: the Service
Value System and the four dimensions of service management.
Encourage students to
To what extent or in what form has your organization adopted ITIL as a practice? use the social
networking tools

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A: Answers will vary, but might include implementing ITIL into their service desk. However, ITIL is much
more than that one process or component. Some organizations may not yet have adopted ITIL at all. provided on the CHOICE

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Home screen to follow
When it comes to the four dimensions of service management, does your up with their peers after
organization belong to one specific dimension? the course is completed

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for further discussion
A: Answers will vary. Organizations are the people and ensuring that people are properly aligned is and resources to support
critical to the success of service management. continued learning.

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Note: Check your CHOICE Course screen for opportunities to interact with your classmates,
peers, and the larger CHOICE online community about the topics covered in this course or

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other topics you are interested in. From the Course screen you can also access available
resources for a more continuous learning experience.

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 2 The ITIL Framework

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Lesson Time: 2 hours

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Lesson Introduction

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In an earlier lesson, you were introduced to the new ITIL® framework in this revision of
ITIL. Now that you have an understanding of the key concepts and terminology of ITIL,

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you're ready to take a closer look at the components of the framework. In each of the
components, today's digital world is taken into consideration. In this lesson, you will
examine the four dimensions of service management and the ITIL Service Value System
(SVS).
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Lesson Objectives
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In this lesson, you will:

• Define the four dimensions of service management.
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• Define the components of the SVS.

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 20 | ITIL® 4 Foundation

TOPIC A
The Four Dimensions of Service Management
You may want to show As a service management professional, it is critical that you understand how each of the four
the Spotlight dimensions of service management affects, or influences, your approach to managing services in
presentations available your organization. Each dimension focuses on a different aspect of service management, and when

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from the Spotlight tile on all are considered, you are ensuring a more holistic approach to service management. In this lesson,
the CHOICE Course you will examine each of the four dimensions.

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screen or have students
navigate there and Note: To view the Spotlight presentations available for this course, you can select the Spotlight
watch them as a tile on the CHOICE Course screen.

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supplement to your
instruction. If not, please
remind students to view
The Four Dimensions of Service Management

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the Spotlights for this
course after class for
Most organizations tend to focus on one particular dimension, which leads to a silo approach to

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supplemental
information and problem solving by viewing things as "tools issues" or "process problems." Almost all challenges
additional resources. should be viewed through all four dimensions; how we establish governance, drive continual

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The Four Dimensions of improvement, execute the service value chain, and implement practices. By not viewing through
Service Management each of the four dimensions, you can set yourself up for failure.
Explain that ITIL has
traditionally been seen
as a process framework,
and now it is
intentionally trying to
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break free of that notion
and support more
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holistic thinking. Review

this diagram with
students to provide a
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"roadmap" of the topics

in this lesson.
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Figure 2-1: The four dimensions of service management.

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Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
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All rights reserved.

A Holistic Approach to Value Delivery

A Holistic Approach to People often approach service delivery focused on one aspect, such as process adoption, tool
Value Delivery implementation, supplier identification, and so on. To deliver successful service, attention must be
paid to all dimensions.
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Lesson 2: The ITIL Framework | Topic A
 ITIL® 4 Foundation | 21

Holistic refers to the treatment of the whole system and not just the parts. Translated in the service Explain that the four
management world, you need to consider how all four dimensions work together to arrive at the dimensions are weighted
successful creation of products, services, and value. Due to the importance of a holistic approach, equally and can be
you will see this term repeated as one of the guiding principles. addressed in any order.
The key is that they are
Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited. all taken into
All rights reserved. consideration.

Organizations

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In the Organizations and People dimension, the service management approach must consider the Organizations

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following:
• Organizational structure—the formal system of authority.

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• Workforce requirements—the staffing and skills or competencies that are needed.
• Roles and responsibilities—what needs to be done and which team or person is responsible for
it.

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• Culture—the intangible way an organization works, including its shared values and attitudes,
communication styles, and levels of trust and transparency.

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When organizations adopt service management, they need to take into account their organizational
structure, the organization's culture, and the workforce requirements. The people at the top levels of

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an organization often dictate and direct the attitudes, motivation, and shared values about best
practices. When organizational leaders demonstrate and model supportive behaviors and attitudes,
this helps to develop an organizational culture of cooperation and collaboration rather than

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competition. How an organization works can drive people's attitudes and define its shared values.
For example, a culture of trust and transparency leads to raising and escalating issues, and facilitating
corrective actions.
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Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.
at

People
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People are the key component in the Organizations and People dimension. This includes any People
stakeholder in the service relationship from customers to service providers. The common objective You might use this
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for everyone on both sides of the relationship is to enable value creation—either providing it or analogy to illustrate the
receiving it. importance of people
needing to understand
When it comes to people, the following factors can influence the effectiveness of your service their contribution to
management approach.
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value creation. The first

• Skills and competencies—the right skills are needed as well as the ability for people to update time the crew sits in the
their skills. boat to practice for the
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big race, each person

• Management and leadership styles—styles that facilitate collaboration and cooperation are has to figure out how
desirable. their rowing affects the
• Communication and collaboration—clear and transparent communication fosters trust and boat's forward progress.
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cooperation. One person emerges as

• Broad knowledge and specialized expertise—provides an overall understanding of other roles in the coxswain and
establishes the cadence
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an organization as well as your individual area of specialization.

and rhythm of rowing.
• Value creation is the objective—each individual understands how they contribute to value The objective is to cross
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creation. the finish line through a

• Break down organizational silos—promote cross-collaboration when people can expand their combination of efficient
skill sets to support others. steering and everyone's
rowing effort.
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reserved.

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Lesson 2: The ITIL Framework | Topic A
 22 | ITIL® 4 Foundation

Information and Technology

Information and In this dimension, Information and Technology applies both to the tools needed to execute
Technology effective service management, and to the technical infrastructure and applications of the services
being managed. For IT service management, technologies include those that are used to provision
the service and also technologies that are the product or service.
An emphasis is placed on the information and knowledge needed in a system, and how it is created,
changed, and provisioned to support decision making. Technologies might include specific systems
and tools that are needed to support the service being provided, such as workflow management

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systems, knowledge bases, inventory systems, communication systems, and analytical tools.

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Each ITIL practice requires key information among its inputs and outputs, as well as the
underpinning technologies to process them. The use of new technologies such as artificial
intelligence, machine learning, and other cognitive computing solutions is also included in the

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Information and Technology dimension.
Some of the tools used in providing IT service management might include mobile platforms, cloud

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solutions, remote collaboration tools, automated testing, and deployment solutions. For a particular
IT service, it includes the information created and managed and a number of different technology

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platforms (applications, databases, communications, integration).
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights

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reserved.

Information Considerations
Information
Considerations
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The information component of this dimension relates to the information that is collected and used
during the provision of the services. You need to consider what information is being collected, how
it will be handled and stored, and the type of security that will be required. The security of the
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information involved in service management is critical to any organization and the consequences of
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data breaches can be staggering in a service relationship.

When we consider the information in a system, we need to assess how information enters and leaves
the system, how information is added or transformed inside the system, what information will be
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needed to successfully execute and deliver the service, and how the data will be managed. We need
to consider data handling, protection, archiving, retention, disposal, and any other aspects of the
data’s lifecycle.
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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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Technology Questions
You can use the following questions to define the technology requirements:
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Technology Questions
• Is the technology compatible with the current architecture?
• Are there regulatory or other compliance issues?
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• Is the technology viable in the foreseeable future?

• Does the technology align with the strategy of the service provider, or its service consumers?
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• Do the right skills across its staff and suppliers exist to support and maintain the technology?
• Is there sufficient automation capabilities to ensure it can be efficiently developed, deployed, and
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operated?
• Are there additional capabilities that might be leveraged for other products or services?
• Are there new risks or constraints to the organization (e.g., vendor lock-in)?
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

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Lesson 2: The ITIL Framework | Topic A
 ITIL® 4 Foundation | 23

Partners and Suppliers

The Partners and Suppliers dimension consists of two distinct groups: partners and suppliers. A Partners and Suppliers
partnership is a relationship between two organizations that involves working closely together to Service integration
achieve common goals and objectives. This can include being involved in the design, development, management is
deployment, delivery, support, or the continual improvement of services. While partners often exist applicable in this
in separate organizational entities, they share the goals and risks involved in the service provision. dimension but it goes
For example, a publishing company and an online book seller are partners to achieve the common beyond the scope of the
objective of creating and selling books. Foundation level. It's
enough for students to

e
know that organizations
might have a service

ut
integrator role to help
manage the
relationships with

ib
suppliers.
Figure 2-2: Partners and suppliers exist on a continuum.

tr
At the other end of the spectrum, the suppliers are stakeholders who are responsible for providing
goods and services that are used by an organization. Your relationship with your suppliers includes

is
contracts and other agreements that define how you work together. When a large number of
suppliers are used, an organization might have a service integrator who focuses on managing the
integration of internal and external services.

D
Explain that in the
Note: In the context of ITIL, all partners are suppliers but not all suppliers are partners. context of ITIL, all

or
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
partners are suppliers
but not all suppliers are
partners.
e
Strategic Factors
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Organizations make strategic choices about how widely or narrowly they use partners and suppliers. Strategic Factors
lic

The factors that go into a sourcing strategy might include the following:
• Strategic focus—the desired level of self-sufficiency when it comes to outsourcing.
• Corporate culture—the historical attitudes around using third-party suppliers.
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• Resource scarcity—the existence of the required expertise or goods in an organization.

• Cost concerns—cost is always a factor when deciding to use a third-party supplier.
• Subject matter expertise—the decision to use a supplier when the subject matter expertise does
D

not exist within your organization.

• External constraints—various government, industry, social, political, or legal constraints that
influence sourcing decisions.
ot

• Demand patterns—seasonal or cyclical changes in demand can affect the decision to use third-
party suppliers.
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Finally, this dimension consists of a proliferation of "As a Service" infrastructure and platforms.
Organizations are seeing huge benefits from vendor-provided cloud capabilities for infrastructure,
platforms, and hosted software solutions. These enable rapid scaling, access to environments, and
o

development tools that speed solutions to market and enable organizations to convert some capital
expenditures (where a lot of the money is needed up front) to operating expenses (where we pay as
D

we go).
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reserved.

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Lesson 2: The ITIL Framework | Topic A
 24 | ITIL® 4 Foundation

Value Streams
Value Streams The Value Streams and Processes dimension combines the two distinct components. Let's look at
value streams first.
By definition, a value stream is a step of the value chain that an organization takes in the creation
of value. A value stream defines the activities, workflows, controls, and procedures needed to
achieve agreed objectives for products and services, and for the entire Service Value System (SVS).
This dimension focuses on the activities required to enable value creation through products and

e
services, specifically:
• What activities need to happen.

ut
• How the activities are organized.
• How value creation will be ensured for stakeholders.

ib
The details of value You can place activities into specific value streams that will enable you to view all of the value
stream mapping are streams that are used to get work done. This is known as value stream mapping and enables you to
beyond the scope of the see how the value streams work in an integrated and coordinated way. A closer analysis of your

tr
Foundation course. value streams enables you to identify and remove any wasteful activities, which provides continual
improvement and productivity.

is
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

D
Processes
Processes or
A process is a set of interrelated or interacting activities that transform inputs into outputs.
Processes define the sequence of activities and their dependencies.
By design, processes describe activities to accomplish an objective, they contain details about the
e
procedures that explain who is involved, and the work instructions to explain how the work is to be
at

carried out.

In previous versions of ITIL, the definition of a process became confusing because a process
lic

could include a single process or sometimes multiple processes. Now, in ITIL 4, the definition is
stricter to include one process. The ITIL 4 practice removes some of the complexities by enabling
multiple processes to be a part of a single practice.
up

The Value Streams and Processes dimension encourages you to consider the following questions
when it comes to the design, delivery, and improvement of your service.
• What is the generic delivery model for the service, and how does the service work?
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• What are the value streams involved in delivering the agreed outputs of the service?
• Who, or what, performs the required service actions?
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
ot

reserved.
N

External Factors
External Factors External factors are not specific to a single dimension of service management because they can
o

Point out the external influence and affect all the dimensions. As you continue your ITIL service management journey,
you will learn about these external factors in greater detail. For now, you should have a general
D

factors are not

examinable content. awareness of them.
External factors have an impact on how the four dimensions of service management are applied.
The acronym PESTLE is often used to help identify the six external factors.
• Political—Governmental policies, a country's or region's political climate, and also internal
politics within an organization.

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Lesson 2: The ITIL Framework | Topic A
 ITIL® 4 Foundation | 25

• Economic—Different levels of buying-power might affect the type of services offered to

different consumer groups.
• Social—Attitudes about environment-friendly products and services can affect the resources
that an organization decides to use.
• Technological—Physical and networking technologies that are available and accessible.
• Legal—Laws and regulations, such as the General Data Protection Regulation (GDPR), that
impact how customer information is handled.
• Environmental—Decisions that are made to minimize an organization's impact on the
environment, such as reducing waste or reducing the carbon footprint.

e
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights

ut
reserved.

ib
tr
is
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or
e
at
lic
up
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ot
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o
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Lesson 2: The ITIL Framework | Topic A
 26 | ITIL® 4 Foundation

ACTIVITY 2-1
Discussing the Four Dimensions of Service
Management

e
Scenario

ut
Use the following questions to gain an understanding of the four dimensions of service
management.

ib
Activity

1. Think about a situation you have been in where your team was hyperfocused

tr
on a single dimension, such as implementing a tool, or creating a process, or
establishing a contractor relationship. What are the implications of not

is
considering the impact on the other dimensions?

D
A: There are many examples. One might be that many organizations begin service management
initiatives by choosing a tool. This runs the risk of not understanding 1) your own needs and
desires, 2) how your suppliers and partners need to be integrated into the workflows, 3) how your
processes and value streams need to be architected. As a result, many tooling efforts are far less

2.
effective than they might be.
or
How does organizational culture affect our practices? How does that help or
e
hinder your ability to co-create value with your customers? What are some
potential gaps that might form in this dimension, and what would you need to
at

do to close that gap?

A: Cultures have a lot to do with the success of organizations. They may affect knowledge sharing,
lic

other collaboration, and focus on customer value. Departments often implement changes to their
practices without a clear understanding of impact on other people and organizations. Effective
service management requires that you work collaboratively across organizations to ensure you
up

have collaboration and knowledge sharing, and that you are working to improve the overall
service, not just a component.

3. IT organizations tend to overfocus on tools to solve problems, yet the old

D

adage "a fool with a tool is still a fool" applies. What are some potential gaps
that might form in this dimension, and what would you need to do to close that
gap?
ot

A: As alluded to in a previous example, organizations that focus too much on tooling without
alignment across the dimensions will end up getting far less value from the tool, and creating
N

conflicts in the other dimensions.

4. Many organizations implement practices without fully considering the

o

engagement implications with their suppliers and partners. How does your
D

organization engage partners to ensure alignment? What are some potential

gaps that might form in this dimension, and what would you need to do to
close that gap?
A: Many service management initiatives focus on internal staff needs, and fail to recognize the needs
and obligations of third party suppliers and partners. All of your practices need to consider and
resolve how you will align your suppliers and partners.

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Lesson 2: The ITIL Framework | Topic A
 ITIL® 4 Foundation | 27

5.
Lead students in a short
Many organizations implementing ITIL in the past focused on process brainstorming activity of
adoption without full consideration of the other dimensions. What are some potential Political,
Economic, Social,
potential gaps that might form in this dimension, and what would you need to Technological, Legal,
do to close that gap? and Environmental
A: One challenge with how many organizations implemented ITIL practices in the past was to focus factors. After they have
exclusively on process architecture, without fully taking into account the other three dimensions. a few factors in mind, it
While establishing coherent value streams and processes is a critical dimension, it is only one of will help spark a

e
the dimensions, and the others need to be given equivalent weight. discussion.

ut
6. Provide some examples of how PESTLE factors have impacted your
organization.

ib
A: Answers will vary greatly. In short, all practices are subject to change based on other factors that
affect their value.

tr
is
D
or
e
at
lic
up
D
ot
N
o
D

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Lesson 2: The ITIL Framework | Topic A
 28 | ITIL® 4 Foundation

TOPIC B
The ITIL Service Value System
Along with the four dimensions of the service management, the Service Value System provides the
central element of the ITIL framework. In this topic, you will be introduced to the major
components of the SVS, which will be covered in detail in a later lesson.

e
ut
Opportunity and Demand
Opportunity and Part of your work in service management is to assess alternatives in how you could potentially add

ib
Demand value through the provisioning of new services or changes to existing services. At the beginning of
the Service Value System, you assess the needs of your different customers and other stakeholders
and decide which of these opportunities have demand for the products and services. Then, you

tr
prioritize these alternatives and choose which ones to work on satisfying.

is
As shown in the Service Value System (SVS) diagram, opportunities and demand trigger the Service
Value System.

D
Opportunity is defined as options or possibilities to add value for stakeholders or otherwise
improve the organization. There may not be demand for these opportunities yet. You can prioritize
new or changed services with opportunities for improvement.

or
Demand is defined as input to the Service Value System based on opportunities and needs from
internal and external stakeholders. In other words, demand is the need or desire for products and
services from internal and external customers.
e
at
lic
up
D
ot
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Figure 2-3: Opportunity and demand trigger the Service Value System.
o

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
D

reserved.

What is a Guiding Principle?

What is a Guiding The guiding principles are recommendations that can guide an organization in all circumstances,
Principle? regardless of changes in its goals, strategies, type of work, or management structure.
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Lesson 2: The ITIL Framework | Topic B
 ITIL® 4 Foundation | 29

When developing initiatives to improve your IT services, you can use the following principles to
guide you through the planning and implementing stages of your initiatives. It's important to note
that these guiding principles are not exclusive to IT service management. Like other frameworks and
methodologies, they can be applied to a broad spectrum of industries and situations. The key is that
the principles, framework, or methodology won't be valuable until you put it into practice.

Previously, in ITIL Practitioner, nine principles were introduced. In ITIL 4, some of the
principles have been combined or slightly modified. Overall, they will be familiar to an ITIL
Practitioner credential holder.

e
ut
ib
tr
is
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Figure 2-4: The seven guiding principles.
or
e
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
at

reserved.
lic

The Seven Guiding Principles

It's important to note that while all of the guiding principles are important, the individual principles The Seven Guiding
up

might be more appropriate at different times. Additionally, the ITIL guiding principles are Principles
complementary to other frameworks and standards, such as Lean Six Sigma, Agile, and DevOps.
• Focus on Value—Everything that the organization does needs to map, directly or indirectly, to Use this list to provide a
D

value for the stakeholders. Follow your customers' lead on what they value and work toward brief description of the
principles. Each principle
increasing the value of the services you provide. is addressed in more
• Start Where You Are—Do not start from scratch and build something new without considering
ot

detail in the lesson titled

what is already available to be leveraged. Use the existing services, processes, and people as a "The ITIL Guiding
jumping off point. Avoid re-creating the wheel just to do so. Principles."
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• Progress Iteratively with Feedback—Do not attempt to do everything at once. Divide the
project, change, or effort into manageable chunks so you can leverage what you learn, get
feedback, and test.
o

• Collaborate and Promote Visibility—Working together across boundaries produces results

that have greater buy-in, more relevance to objectives, and better likelihood of long-term success.
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Make sure that everyone is aware of improvement initiatives and the reasoning behind them.
• Think and Work Holistically—No service, or element used to provide a service, stands alone.
Consider the entire project, other projects, and all related components as one because they are
interrelated and interdependent.
• Keep It Simple and Practical—If a process, service, action, or metric provides no value, or
produces no useful outcome, eliminate it.

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Lesson 2: The ITIL Framework | Topic B
 30 | ITIL® 4 Foundation

• Optimize and Automate—Human intervention should only happen where it really contributes
value.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

Governing Bodies
Governing Bodies As the means by which an organization is directed and controlled, governance can be applied to an

e
organization as well as one or more units or products. The guiding principles and continual
improvement apply to the entire SVS, including governance.

ut
A governing body can adopt the ITIL guiding principles and adapt them, or define its own specific
set of principles and communicate them across the organization. Governance ensures visibility of

ib
outcomes of continual improvement activities and measurement of value for the organization and
its stakeholders.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights

tr
reserved.

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Governance Activities

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Governance Activities The service value chain and the practices work in line with the direction given by the governing
body. The governing body of the organization, either directly or through delegation of authority,
maintains oversight of the SVS. Both the governing body and management at all levels maintain

or
alignment through a clear set of shared principles and objectives. The governance and management
at all levels are continually improved to meet expectations of the stakeholders.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
e
reserved.
at

The Service Value Chain

lic

The Service Value Chain The service value chain (SVC) is composed of six activities that provide the operating model for
This section is intended service management that is triggered by demand and results in products and services that provide
to be an introduction to value. All of the activities are involved in the service value chain at different times depending on
up

the service value chain what is required by the customer.

and its activities. Each
activity is covered in
more detail in the lesson
D

titled, "The ITIL Service

Value System."
ot
N
o
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Figure 2-5: The service value chain.

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Lesson 2: The ITIL Framework | Topic B
 ITIL® 4 Foundation | 31

The "Service Lifecycle" that was presented in earlier versions of ITIL has been replaced by the
combination of the SVS, the SVC, and the four dimensions of service management in ITIL 4.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

The Service Value Chain Activities

The following table describes the activities involved in the service value chain. Service Value Chain

e
Activities
Activity Description

ut
Plan Relevant planning activities at all levels: strategic, architectural, program/
project, and so on.

ib
Improve Execution of improvement activities and provision of improvement
information.

tr
Engage Interactions with third parties, including users, customers, suppliers, and

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other stakeholders.
Design and Transition Creation of new or changed solution designs; management and

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implementation of change.
Obtain and Build Acquisition or building of components, whether acquired from a third
party or built in-house.
Deliver and Support
or
Hosting and delivery of solutions; support for user needs related to the
services.
e
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
at

Definition of ITIL Practices

lic

In ITIL, practices can be defined as a set of organizational resources designed for performing work Definition of ITIL
or accomplishing an objective. The practices are divided into three major categories: Practices
up

• General management practices were created in other management disciplines and adapted for
use in IT service management. They reflect sets of good practices that are broadly applicable to
many service organizations.
D

• Service management practices were created in the Service Management discipline to deal with General Management
needs that are somewhat distinctive to IT services. Practices
• Technical management practices have been created by IT service provider organizations to Point out that this table
ot

manage specific technical practices for creating software, managing infrastructure, and includes all of the
deployment. general management
practices but only the
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ones in bold are

In ITIL 4, practices are no longer linked to a single value chain activity like they were in ITIL 3. examinable. While not
The 34 practices are organized into the three categories as explained here. explicitly provided as a
reason, the examinable
o

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved. practices tend to be the
most universally adopted
D

(operational and routine)

General Management Practices practices for ITSM
professionals.
The following table contains the complete list of the practices in the General Management category. The practices in bold are
Only the four practices in bold text are examinable in the ITIL Foundation exam. addressed in more detail
in the "Key ITIL
Practices" and "Other
ITIL Practices" lessons.
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Lesson 2: The ITIL Framework | Topic B
 32 | ITIL® 4 Foundation

Practice Description (taken from the ITIL® 4 Glossary)

Architectural Management The practice of providing an understanding of all the different

elements that make up an organization and how those elements
relate to one another.
Continual Improvement The practice of aligning an 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.

e
Information Security The practice of protecting an organization by understanding and

ut
Management managing risks to the confidentiality, integrity, and availability of
information.

ib
Knowledge Management The practice of maintaining and improving the effective, efficient,
and convenient use of information and knowledge across an
organization.

tr
Measurement and Reporting The practice of supporting good decision-making and continual

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improvement by decreasing levels of uncertainty.
Organizational Change The practice of ensuring that changes in an organization are

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Management smoothly and successfully implemented and that lasting benefits are
achieved by managing the human aspects of the changes.
Portfolio Management The practice of ensuring that an organization has the right mix of

Project Management
or
programs, projects, products, and services to execute its strategy
within its funding and resource constraints.
The practice of ensuring that all of an organization's projects are
e
successfully delivered.
at

Relationship The practice of establishing and nurturing links between an

Management organization and its stakeholders at strategic and tactical levels.
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Risk Management The practice of ensuring that an organization understands and

effectively handles risk.
Service Financial The practice of supporting an organization's strategies and plans for
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Management service management by ensuring that the organization's financial

resources and investments are being used effectively.
Strategy Management The practice of formulating the goals of an organization and
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adopting the courses of action and allocation of resources necessary

for achieving those goals.
Supplier Management The practice of ensuring that an organization's suppliers and their
ot

performance levels are managed appropriately to support the

provision of seamless quality products and services.
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Service Management
Workforce and Talent The practice of ensuring that an organization has the right people
Practices Management with the appropriate skills and knowledge and in the correct roles to
Point out that this table
support its business objectives.
o

includes all of the

service management Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. (ITIL® 4 Foundation
D

practices but only the Glossary) All rights reserved.

ones in bold are
examinable.
The practices in bold are Service Management Practices
addressed in more detail
in the "Key ITIL The following table contains the complete list of the practices in the Service Management category.
Practices" and "Other Only the ten practices in bold text are examinable in the ITIL Foundation exam.
ITIL Practices" lessons.
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Lesson 2: The ITIL Framework | Topic B
 ITIL® 4 Foundation | 33

Practice Description (taken from the ITIL® 4 Glossary)

Availability Management The practice of ensuring that services deliver agreed levels of
availability to meet the needs of customers and users.
Business Analysis The practice of analyzing a business or some element of a business,
defining its needs and recommending solutions to address these
needs and/or solve a business problem, and create value for
stakeholders.

e
Capacity and Performance The practice of ensuring that services achieve agreed and expected
Management performance levels, satisfying current and future demand in a cost-

ut
effective way.
Change Enablement The practice of ensuring that risks are properly assessed, authorizing

ib
changes to proceed and managing a change schedule in order to
maximize the number of successful IT changes.

tr
Incident Management The practice of minimizing the negative impact of incidents by
restoring normal service operations as quickly as possible.

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IT Asset Management The practice of planning and managing the full lifecycle of all IT
assets.

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Monitoring and Event The practice of systematically observing services and service
Management components, and recording and reporting selected changes of state
identified as events.
Problem Management
or
The practice of reducing the likelihood and impact of incidents by
identifying actual and potential causes of incidents, and managing
workarounds and known errors.
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Release Management The practice of making new and changed services and features
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available for use.

Service Catalogue The practice of providing a single source of consistent information
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Management on all services and service offerings, and ensuring that it is available
to the relevant audience.
Service Configuration The practice of ensuring that accurate and reliable information
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Management about the configuration of services, and the configuration items that
support them, is available when and where needed.
Service Continuity The practice of ensuring that service availability and performance
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Management are maintained at a sufficient level in the event of a disaster.

Service Design The practice of designing products and services that are fit for
purpose, fit for use, and that can be delivered by the organization
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and its ecosystem.

Service Desk The practice of capturing demand for incident resolution and service
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requests.
Service Level The practice of setting clear business-based targets for service
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Management performance so that the delivery of a service can be properly

assessed, monitored, and managed against these targets.
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Service Request The practice of supporting the agreed quality of a service by

Management handling all pre-defined, user-initiated service requests in an
effective and user-friendly manner.
Service Validation and The practice of ensuring that new or changed products and services
Testing meet defined requirements.

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Lesson 2: The ITIL Framework | Topic B
 34 | ITIL® 4 Foundation

Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. (ITIL® 4 Foundation
Glossary) All rights reserved.

Technical Management Practices

Technical Management The following table contains the complete list of the practices in the Technical Management
Practices category. Only the one practice in bold text is examinable in the ITIL Foundation exam.
Point out that this table
includes all of the Practice Description (taken from the ITIL® 4 Glossary)

e
technical management
practices but only the Deployment Management The practice of moving new or changed hardware, software,

ut
one in bold is documentation, processes, or any other service components to live
examinable. environments.
The practice in bold is

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Infrastructure and Platform The practice of overseeing the infrastructure and platforms used by
addressed in more detail
in the "Key ITIL
Management an organization. This enables the monitoring of technology
solutions available, including solutions from third parties.

tr
Practices" and "Other
ITIL Practices" lessons. Software Development and The practice of ensuring that applications meet stakeholder needs in

is
Management terms of functionality, reliability, maintainability, compliance, and
auditability.

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Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. (ITIL® 4 Foundation
Glossary) All rights reserved.

Continual Improvement
Continual Improvement or
The Continual Improvement model applies to the SVS in its entirety. This includes all of the
e
organization's products, services, service components, and relationships.
at

Because continual improvement is so fundamental to service management, the ITIL SVS includes:
• The ITIL Continual Improvement model, which provides organizations with a structured
lic

approach to implementing improvements.

• The Improve activity of the service value chain, which embeds continual improvement into the
value chain.
up

• The Continual Improvement practice, which supports organizations in their day-to-day

improvement efforts.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
D

Continual improvement
as a model, an activity,
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and a practice is
addressed in more detail
in "The ITIL Service
N

Value System" and the

"Key ITIL Practices"
lessons.
o
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Lesson 2: The ITIL Framework | Topic B
 ITIL® 4 Foundation | 35

ACTIVITY 2-2
Discussing the Service Value System

Scenario

e
Use the following questions to discuss the SVS.

ut
Activity

1. When considering the two major components of the SVS, is one of them more

ib
important or critical to service management?
A: Both components of the SVS are equally important. The SVC provides the operating model for

tr
service management activities that is structured to ensure that the co-creation of value is always
the focus. The four dimensions of service management provide a holistic approach to service

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management by ensuring that service provision is viewed from the perspective of each of the
dimensions.

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2. In the SVS, what is the difference between a practice and a principle?
A: A practice is a set of organizational resources designed for performing work or accomplishing an
objective, while a principle provides guidance that should be applied to all circumstances.

3. Which guiding principle has the major point of service management

incorporated into its name?
or
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A: Focus on Value
at

4. What are the six activities in the service value chain (SVC)?
A: Plan, Engage, Improve, Obtain/Build, Design and Transition, and Deliver and Support.
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5. Why is governance a fundamental part of the SVS?

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A: All aspects of the SVS are subject to the overall governance of the organization.

6. What are the three ways that continual improvement is addressed in ITIL and
the SVS?
D

A: The Continual Improvement model, the Improve activity in the service value chain, and the
Continual Improvement practice.
ot
N
o
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Lesson 2: The ITIL Framework | Topic B
 36 | ITIL® 4 Foundation

Summary
In this lesson, you examined the four dimensions of service management and the ITIL Service
Value System. This in-depth study provided you with the basic concepts that go into this version of
the ITIL framework.
Encourage students to
use the social What is your conception of the relationship between the four dimensions and the
networking tools service value chain?

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provided on the CHOICE A: Answers will vary. One answer is that the four dimensions are a lens through which you see the

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Home screen to follow activities of the SVC. One is not contained in or part of the other; they are separate.
up with their peers after
the course is completed Are there any practices that are familiar to you from your professional

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for further discussion experience or are similar to ones you already have in place in your organization?
and resources to support
continued learning. A: Answers may vary, but Change Enablement is a very common practice followed by many
organizations and emphasized in various methodologies.

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Note: Check your CHOICE Course screen for opportunities to interact with your classmates,

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peers, and the larger CHOICE online community about the topics covered in this course or
other topics you are interested in. From the Course screen you can also access available

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resources for a more continuous learning experience.

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Lesson 2: The ITIL Framework |
 3 The ITIL Guiding
Principles

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Lesson Time: 2 hours

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Lesson Introduction

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The seven ITIL® guiding principles provide the "how" for organizations who are adopting
the ITIL service approach. By keeping these principles in mind, you can benefit from the

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trial-and-error experience of those who have gone before you. In this lesson, you will learn
about each of the principles and how they can be applied to strive to ensure a holistic
approach to service management.
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Lesson Objectives
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In this lesson, you will:

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• Define the purpose of Focus on Value.

• Define the purpose of Start Where You Are.
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• Define the purpose of Progress Iteratively with Feedback.

• Define the purpose of Collaborate and Promote Visibility.
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• Define the purpose of Think and Work Holistically.

• Define the purpose of Keep it Simple and Practical.
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• Define the purpose of Optimize and Automate.

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 38 | ITIL® 4 Foundation

TOPIC A
Focus on Value
You may want to show As a service provider, everything you do for your customer should have a direct relationship to
the Spotlight increasing the value of your services for customers. Because the customer is the one who determines
presentations available what is valued, it is up to you to know what they value and what you can do to increase the value of

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from the Spotlight tile on your service in their eyes. You want to make sure that you are not doing wasteful things. In this
the CHOICE Course topic, you will examine the purpose of the Focus on Value guiding principle.

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screen or have students
navigate there and Note: To view the Spotlight presentations available for this course, you can select the Spotlight
watch them as a tile on the CHOICE Course screen.

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supplement to your
instruction. If not, please
remind students to view
The Focus on Value Principle

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the Spotlights for this
course after class for
The first activity in Focus on Value is to identify the customer and understand their value

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supplemental
information and proposition. You want to identify other stakeholders and their needs as well. You want to
additional resources. understand how they use the service for value, when and why they use it, and how this helps them

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Focus on Value to carry out their work. You want to be able to connect the service to organizational goals and
objectives and understand both the costs and risks you are taking on (and the value that creates for
the customer) as well as the costs and risks you impose as a service provider.

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reserved.
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Customer Experience (CX)
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Customer Experience The interaction between customer and service provider is known as the customer experience
(CX) (CX). The formal definition of CX is the sum of functional and emotional interactions with a
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service and service provider as perceived by a customer. In reference to users, this experience is
known as the user experience (UX).
The customer experience is partly objective and partly subjective.
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• The objectivity relates to the actual results of the interaction, or something that can be measured,
such as a purchase transaction.
• The subjectivity relates to the customer's feeling and opinion about the interaction.
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It's your job to consider both the objective and subjective sides of the customer experience—
keeping in mind that the subjective experience can override the objective.
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reserved.
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Apply the Principle

Apply the Principle To apply the Focus on Value principle, you need to:
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• Know how service consumers use each service.

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• Encourage a focus on value among all staff in your organization.

• Focus on value during normal operational activity as well as during improvement initiatives.
• Be sure to include focus on value in every step of any improvement initiative.
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reserved.

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Lesson 3: The ITIL Guiding Principles | Topic A
 ITIL® 4 Foundation | 39

ACTIVITY 3-1
Discussing the Focus on Value Principle

Scenario

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Use the following questions to guide a discussion of the Focus on Value principle.

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Activity

1. How does Focus on Value help you "keep your eyes on the prize" of

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delivering results for your stakeholders?
A: There is a temptation in IT to focus on the underpinning technology, or technical factors, instead of

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beginning with the customer. The principle helps keep the focus on the outcome, not the output.

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2. Can you think of examples where you or your team got so caught up in
execution that you lost sight of the value proposition?

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A: Answers will vary depending on students' experiences. One example might be getting so excited
about the development of a new tool for the internal team, and it not creating any value for the
customer because they don't want it.

3. or
How can you help your team stay focused on what helps co-create value?
A: Agile teams use practices, such as Personas, to try to clearly depict who their customer
stakeholders are, what their preferences and dislikes are, and how the solution creates value for
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them. This serves as a constant reminder of why and for whom the solution co-creates value.
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Lesson 3: The ITIL Guiding Principles | Topic A
 40 | ITIL® 4 Foundation

TOPIC B
Start Where You Are
You often hear about learning from your past. It's no different in ITIL. Even though it might be
tempting to ignore everything that has been decided on or happened before, it is wiser and more
prudent to build on the valuable legacy information. In this topic, you will examine the purpose of

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the Start Where You Are guiding principle.

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The Start Where You Are Principle

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Start Where You Are This guiding principle focuses on the fact that often there are existing practices and capabilities to be
A commonly used leveraged. As you assess the current capabilities, take the following into consideration:

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phrase in Lean, "go to • Measure or directly observe current practices. Remember that reports can often be misleading
the gemba," encourages
and assumptions can lead to poor decisions.
direct observation to

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determine what is • Ask for clarification, if activities are unclear.
happening. Gemba is a • Metrics and measures will support direct observation.
Japanese word meaning

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the real place where the Note: An important consideration about measuring things is that it often affects people's
work is being done. behavior. People will do what you measure, so be careful! For example, if you make a certain
metric the target, people might rearrange their regular work to meet the target, even if this
defeats the purpose.
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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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Apply the Principle

Apply the Principle To apply the Start Where You Are principle, you need to:
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• Look at what exists as objectively as possible, using the customer, or the desired outcome, as the
starting point.
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• When examples of successful practices or services are found in the current state, determine if
and how these can be replicated or expanded upon to achieve the desired state.
• Apply your risk management skills.
• Recognize that sometimes nothing from the current state can be reused.
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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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Lesson 3: The ITIL Guiding Principles | Topic B
 ITIL® 4 Foundation | 41

ACTIVITY 3-2
Discussing the Start Where You Are Principle

Scenario

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Use the following questions to guide a discussion of the Start Where You Are principle.

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Activity

1. What's the inherent benefit of starting where you are?

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A: The benefit of starting where you are is that you are able to more accurately assess how far you
will need to go in order to reach your destination. In other words, you know what needs to be done

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or accomplished to achieve the desired outcome because you know the state of the existing
service.

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2. Most organizations have many existing practices, technologies, and of
course, people. What steps should you take in an improvement initiative to

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"start where you are?"
A: Begin by assessing current capabilities. Assess your people, practices, tools, and how well they

3. Are there times you will need to start over?

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meet the desired objectives. If you can use any of the capabilities you already have, then do so.

A: Even if you need to start over, be sure to keep lessons learned at the top of your mind as you
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begin to rebuild your practice.
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Lesson 3: The ITIL Guiding Principles | Topic B
 42 | ITIL® 4 Foundation

TOPIC C
Progress Iteratively with Feedback
When turning a daunting task into something manageable, it is often best to divide it into chunks.
As you accomplish each chunk, you are able to apply the lessons you learn along the way. In this
topic, you will examine the purpose of the Progress Iteratively with Feedback guiding principle.

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The Progress Iteratively with Feedback Principle
Progress Iteratively with Based on a fundamental concept of Agile, this guiding principle stresses the importance of dividing

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Feedback an improvement initiative into smaller manageable pieces. Because most major improvements will
Another way to think of require you to take multiple actions and may be too difficult to foresee all the possibilities and
this principle is that direction the improvement may go, separating the initiative into projects or segments that can be

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people seldom go from completed faster enables you to provide value to the customer incrementally and receive pertinent
"zero to hero." feedback more closely tied to the work and value produced.

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Progressing iteratively
provides small wins that Some considerations of the principle:
continue to advance the

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• Resist the temptation to do everything at once.
project or product
forward.
• Break work into small, manageable chunks.
• Major initiatives can be decomposed into smaller initiatives. As you progress, use feedback to

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drive further improvements and continually assess to maintain focus on value.
• Improvements can be sequential or simultaneous.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
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reserved.
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Feedback
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Feedback Because business context changes in real time, feedback enables you to assess the value of an
iteration, and whether to continue or change direction. A feedback loop is defined as a technique
whereby the outputs of one part of a system are used as inputs to the same part of the system.
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Feedback loops facilitate understanding, including the following:

• An understanding of end user and customer perception of the value created.
• An improvement in efficiency and effectiveness of value chain activities.
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• Increased effectiveness of service governance as well as management controls.

• Ensures an interface between the organization and its partner and supplier network.
• Ensures demand for products and services.
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reserved.
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Time-Boxing
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Time-Boxing Commonly used in project management approaches, a time-box is the maximum period of time that
You might want to make is allocated to a specific activity, such as a conversation or meeting. Time is the limited constraint in
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comparisons to the triple service management. Time-boxing activities improve focus and drive results.
constraints versus the
Some of the benefits include:
Agile approach.
• Greater flexibility.
• Faster responses to customer and business needs.
• The ability to discover and respond to failure earlier.
• Overall improvement in quality.
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Lesson 3: The ITIL Guiding Principles | Topic C
 ITIL® 4 Foundation | 43

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

Apply the Principle

To apply the Progress Iteratively with Feedback principle, you need to keep the following Apply the Principle
considerations in mind:
• Comprehend the whole, but do something.

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• The ecosystem is constantly changing, so feedback is essential.
• Fast does not mean incomplete.

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• Strive for the Minimum Viable Product (MVP), which is defined as a product with just
enough features to satisfy early customers, and to provide feedback for future product

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development.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

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Lesson 3: The ITIL Guiding Principles | Topic C
 44 | ITIL® 4 Foundation

ACTIVITY 3-3
Discussing the Progress Iteratively with
Feedback Principle

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Scenario

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Use the following questions to guide a discussion of the Progress Iteratively with Feedback
principle.

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Activity

1. What does it really mean to progress iteratively?

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A: Progressing iteratively means to drive improvements in small increments, delivering high value
capabilities quickly, and getting feedback that will help determine and prioritize next steps. This

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will help to better deliver optimal value for customers.

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2. Does traditional project management work this way? What are the
implications?
A: Traditional approaches to project management deliver all of the value at the end. Customers did

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not receive anything until the very end so service providers had no way of knowing if they were on
the right track.

What are the benefits of progressing iteratively? How will you create the
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3.
feedback mechanisms you need?
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A: Agile approaches emphasize early delivery of the highest value pieces, with consistent feedback
loops that may lead to reprioritizing the work needed to be done by the teams in a way that
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delivers better results. Both service providers and service consumers need to understand the
value of Agile ways of working and plan for the frequent feedback that is needed to enable better
outcomes.
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4. What are some potential pitfalls if you don't get feedback in a timely way?
A: Answers may vary, but late feedback might translate into you and your team getting too far down
the road working on something that is no longer needed, or its requirements changed. An increase
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in the amount of rework can lead to increase in stress and ultimately result in poor quality.
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Lesson 3: The ITIL Guiding Principles | Topic C
 ITIL® 4 Foundation | 45

TOPIC D
Collaborate and Promote Visibility
In the age of cloud computing, the term collaboration has become a popular buzzword. Popularity
aside, the need to collaborate and work together is no less important when talking about IT service
management. In this topic, you will examine the purpose of the Collaborate and Promote Visibility

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guiding principle.

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The Collaborate and Promote Visibility Principle

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This guiding principle strives to achieve the best result in terms of effectiveness and efficiency by Collaborate and
ensuring that all the right people are involved at the right stage of the improvement process. Promote Visibility

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Considerations for successful collaboration: Practically speaking, the
• It is important to have the right people in the right roles with access to the right information to formal structure of an

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organization can make
ensure better outcomes. collaboration difficult.
• Break the silo way of doing things that pigeon-holes people and activities in restrictive roles. Silo

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behavior can happen for many reasons, but it impedes collaboration and productive
communication.
• Working together requires information, understanding, and trust. Considerations to work toward
that end:
• Make work visible.
• Avoid hidden agendas.
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• Share information.
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This revised principle is a combination of the two previous principles: Collaborate and Be
Transparent.
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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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Stakeholder Identification
One of the fundamental challenges of good collaboration is understanding who our stakeholders Stakeholder
actually are, and what their specific needs or "stakes" are. Each stakeholder will benefit if we have Identification
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clarity about their need to provide information, and their need to consume it.
Creating regular customer collaboration leads to better outcomes and faster feedback. Better
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collaboration between developers and operations will set expectations for delivery efficiency and
effectiveness, help the teams identify and investigate defects, and help identify workarounds or
permanent fixes to incidents and problems.
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You need to work with your suppliers (and have your suppliers work together) to find innovative
solutions to problems and identify efficiencies across shared practices, including opportunities for
automation. Relationship managers need to work closely with customers and executive management
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to understand strategic goals and objectives, assess service consumer needs, and identify
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opportunities to enable service value. Importantly, you need to facilitate customers collaborating
with one another to better understand business issues and the potential value of solutions.
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Lesson 3: The ITIL Guiding Principles | Topic D
 46 | ITIL® 4 Foundation

Communications
Communications Good communication provides clarity, direction, and motivation around and in service
management. It's nearly impossible to overstate the importance of effective communication. Like
anything that involves human interaction, the world of service management depends on people who
can communicate efficiently and effectively.
Service improvements often originate from feedback that you receive from numerous stakeholders
with different perspectives, including external customers, internal customers, and other stakeholders.
For each type of customer and stakeholder, different levels of engagement are appropriate; for

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example, how frequently you need to communicate with an external customer and the best way to

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do so (i.e., email or phone call). You will need to figure it out and agree with the stakeholder on the
frequency and method of communication.
Some examples of different levels of engagement might be:

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• Operational—Day-to-day communications with users about operational needs and issues, often
handled at the service desk.

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• Tactical—Regular communications with the customer about service, service performance, and
potential service improvement that is often handled by service level management.

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• Strategic—Assessment of strategic needs, potentially identifying new services or changes to
existing ones that are needed to meet organizational strategic objectives that are often handled by

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relationship management.
The benefits of good communication range from the mutual understanding of the objectives to
increased efficiency and a positive work environment.

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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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Make Work Visible
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Make Work Visible It is critical to successful service delivery and improvement practices to be able to successfully
prioritize work in order to demonstrate commitment to your customers and other stakeholders. An
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important way you can help facilitate this is to use tools to make work visible so that any stakeholder
can see and track progress. This helps you create more effective workflow, limit the amount of
work-in-progress so the work can be successfully executed and completed, and helps you identify
inefficiencies in your processes, such as bottlenecks or areas with excess capacity. These are sources
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of waste and can be streamlined to improve the overall performance of the workflow.
An important part of any workflow is providing the right information in the right way to the
relevant stakeholders. Taking the time to understand stakeholder information needs and how we can
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make work more visible to the team and the stakeholders will improve performance and facilitate
awareness.
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When improvements lack communications, people guess and often make poor guesses at that. You
might consider providing facilitators who can keep a group focused and committed to the principle
of being transparent. Consider the use of tools that make information readily visible to stakeholders
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that need them. Agile teams often use tools like Kanban boards and burndown charts to make
information easily visible across the team and any other stakeholders. In Agile, these are called
"information radiators."
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Note: Derived from the Japanese word meaning signboard or billboard, Kanban is defined as a
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method for visualizing work, identifying potential blockages and resource conflicts, and
managing work in progress.

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Lesson 3: The ITIL Guiding Principles | Topic D
 ITIL® 4 Foundation | 47

A Sample Kanban Board

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Figure 3-1: An example of a Kanban Board. or
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
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reserved.
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Apply the Principle

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To apply the Collaborate and Promote Visibility principle, you need to keep the following Apply the Principle
considerations in mind:
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• Collaboration does not mean consensus. You can engage stakeholders, but then you must act!
• Communicate in a way that the audience can hear. This includes having the right stakeholder, the
right message, and the right medium.
• Decisions can only be made on visible data. Therefore, consider the following:
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• Decisions driven by quality and availability of data.

• What data is needed?
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• How much does it cost to get the data?

• Balance cost of data against potential costs of not having it.
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Lesson 3: The ITIL Guiding Principles | Topic D
 48 | ITIL® 4 Foundation

ACTIVITY 3-4
Discussing the Collaborate and Promote
Visibility Principle

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Scenario

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Use the following questions to guide a discussion of the Collaborate and Promote Visibility
principle.

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Activity

1. What is the value of the Collaborate and Promote Visibility principle?

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A: It provides clarity on roles and on the inputs and outputs needed by the service team.

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2. Who are the members of your service teams? How do your teams collaborate
with one another?

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A: Many organizations are structured in technical/functional silos, and collaboration across work
teams can be very difficult.

3.
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What tools or "information radiators" do you use so that work is visible to all?
A: To enable better collaboration, you can use tools such as Kanban boards, online dashboards,
burndown charts, and other tools that help make the work more visible to everyone.
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Lesson 3: The ITIL Guiding Principles | Topic D
 ITIL® 4 Foundation | 49

TOPIC E
Think and Work Holistically
While the components and factors involved in service management might appear to be separate and
not related, you would be wise to consider the entire service as a whole and not the sum of its parts.
In this topic, you will examine the purpose of the Think and Work Holistically guiding principle.

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The Think and Work Holistically Principle
This principle focuses on the fact that everything in IT service management is interrelated and Think and Work

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interdependent. Consider how process components are dependent on each other and strive to create Holistically
a balance. Holistic refers to the treatment of the whole system and not just the parts. Translated to
the IT service world, you need to consider how the processes, people, products and technology, and

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partners and suppliers, work together to accomplish the objective.

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The balance between specialization and coordination is important when striving to work holistically.
As the name implies, specialists have a very deep knowledge of their subject matter. In an
organization, teams or groups are divided by their particular skill set or responsibilities that are

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identified as their specialization. In ITIL terminology, these are referred to as functions. Although
specialization enables people to focus on what they do best, they must collaborate across functions
and coordinate their work processes to achieve the desired results. This collaboration requires

and interconnectedness within an organization. or

cooperation among functional groups and shared processes, and emphasizes the interrelatedness

This guiding principle introduces systems thinking as the act of considering the whole and not just
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the subset of parts. You need to consider all four dimensions of the service management in order to
improve the whole.
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To ensure that you are thinking holistically, consider how value is created from demand. Finding the
answers to the following questions can help:
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• Who are the Organizations and People?

• Who are the Suppliers and Partners?
• What are the Processes and Value Streams?
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• What are the Information and Technologies?

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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Apply the Principle

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To apply the Think and Work Holistically principle, you need to keep the following Apply the Principle
considerations in mind:
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• Recognize the complexity of the systems.

• Collaboration is key.
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• Look for patterns in the needs of and interactions between system elements.
• Automation can facilitate working holistically.
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Lesson 3: The ITIL Guiding Principles | Topic E
 50 | ITIL® 4 Foundation

ACTIVITY 3-5
Discussing the Think and Work Holistically
Principle

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Scenario

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Use the following questions to guide a discussion of the Think and Work Holistically principle.
Activity

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1. What does the Think and Work Holistically principle mean?

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A: Think and Work Holistically means focusing not just on a part of a system, but on how the entire
system or workstream produces value for a customer.

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2. What happens if you focus on a local improvement, but don't consider the
broader implications on the system as a whole?

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A: Many IT improvements focus on improving a technology stack, like certain infrastructure
components like servers and storage. This guiding principle reminds you that the objective is to
improve the entire system end-to-end, and not just improve local components that may not result
in an overall improvement.
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Lesson 3: The ITIL Guiding Principles | Topic E
 ITIL® 4 Foundation | 51

TOPIC F
Keep It Simple and Practical
In service management, simple is best. You should strive to eliminate unnecessary processes and
components that complicate matters without providing value. In this topic, you will examine the
purpose of the Keep it Simple and Practical guiding principle.

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The Keep It Simple and Practical Principle
Keep It Simple is the need to simplify improvement initiatives and eliminate anything that is Keep It Simple and

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cluttering up the process, such as actions, processes, metrics, and more that don't add value. The Practical
first step in keeping it simple is to decide what can be eliminated by using the question, "Does this
create value for the customer?" To arrive at the answer to this question, consider asking yourself the

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opposing question.

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If anything that is used in the provision and consumption of an IT service does not provide any
value—especially business value—then why does it exist? Why are energy and resources used on it
or because of it? Anything not of value is considered waste. Waste means inefficiencies and

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ineffectiveness. Reducing layers or performing only value-added efforts to deliver the intended result
typically requires fewer resources and capabilities. By keeping the ITIL guiding principle of Keep It
Simple and Practical in mind, an IT service provider may be more effective with its service assets
while still delivering business value.
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In this guiding principle, you should assess practices for value by:
• Always using the minimum number of steps needed to accomplish an objective.
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• If a process, service, action, or metric provides no useful outcome, then eliminate it.
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As you are designing a process or a service, it's tempting to address each exception that might arise.
In doing so, you could end up with an overly complex work method, especially if you ignore the
Keep it Simple and Practical principle. While it is important to be aware of potential exceptions to
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your rule (or processes), you should design rules to handle exceptions generally.

In ITIL Practitioner, this principle was known as "Keep It Simple." In ITIL 4, practical has
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been added. The point of this new combined principle is to create practical solutions that consist of
the minimum number of steps needed to deliver valuable outcomes.
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reserved.

Manage Conflicting Objectives

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It's common for different stakeholders to have competing objectives; for example, one may want Manage Conflicting
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more data and another may want much less. The key is to focus on value and consider what will aid Objectives
the decision-making process the most. You should strive to simplify and streamline the process and
then automate where possible.
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reserved.
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Apply the Principle

To apply the Keep It Simple and Practical principle, you need to keep the following Apply the Principle
considerations in mind:
• Activities should create value.
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Lesson 3: The ITIL Guiding Principles | Topic F
 52 | ITIL® 4 Foundation

• Simplicity is the ultimate sophistication.

• Do fewer things, but do them better.
• Respect the time of the people involved.
• Easier to understand, more likely to adopt.
• Simplicity is the best route to achieving quick wins.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

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Lesson 3: The ITIL Guiding Principles | Topic F
 ITIL® 4 Foundation | 53

ACTIVITY 3-6
Discussing the Keep It Simple and Practical
Principle

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Scenario

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Use the following questions to guide a discussion of the Keep It Simple and Practical principle.
Activity

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1. How do organizations benefit from keeping it simple and practical?

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A: It ensures you don't create things you don't need, or over-develop solutions.

2. What steps could you take to ensure you are keeping your solutions simple

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and practical?

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A: Many solutions solve non-problems. In other words, you might anticipate potential problems that
are not realistic. As a result, your solutions are often more complex and costly than what is
needed. Solutions should focus on what is needed, and you should be pragmatic in using as much
solution as you need, without overproducing.

3.
advance for every potential exception."
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What is wrong with the following statement? "You should prepare a solution in
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A: Attempting to create a solution for every exception can result in an overcomplicated solution.
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Sometimes, it's better to deal with exceptions as they arise rather than build them into the
process. Solve the problem in front of you.
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Lesson 3: The ITIL Guiding Principles | Topic F
 54 | ITIL® 4 Foundation

TOPIC G
Optimize and Automate
Once you have fine-tuned or perfected a particular service management process or activity, you can
combine technical resources to reduce the amount of work and effort that is required by the people.
In this topic, you will examine the purpose of the Optimize and Automate guiding principle.

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The Optimize and Automate Principle
Optimize and Automate With this guiding principle, you can maximize the value of technical and human resources.

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Automation can help technology take up frequent, repetitive tasks that liberates human resources
for higher-value work.

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Systems should be optimized before they are automated with the following considerations:
• Financial limitations

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• Compliance requirements
• Time constraints

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• Resource availability

This is the only new principle in ITIL 4. Some might believe that this principle is more

or
applicable to IT services; however, it can be universally applied to all types of activities.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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Optimization Steps
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Optimization Steps The optimization steps can be summarized as follows:

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• Optimization Vision—Create and agree upon the overall vision for the optimization, and ensure
it aligns with the objectives of the organization.
• Current State—Assess the current state of the service to determine what optimization steps will
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produce the greatest impact and value.

• Desired Future State—Discuss and agree on what the future state and priorities of the
organization should be. The targeted future state should focus on:
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• Simplification and value

• Standardization of practices and services
• Stakeholder Engagement—Create a plan to establish the appropriate level of stakeholder
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engagement and commitment.

• Execution—Execute the improvements in an iterative way.
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• Monitoring Feedback—Ensure that you continually monitor the impact of optimization to

gather information about future opportunities for improved work methods.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
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reserved.
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Automation
Automation Automation typically involves technology carrying out activities with little or no human intervention.
It can simply be predefining rules to follow to "automate" responses by humans, or it can be using
technology to automate standard and repeating tasks. Some of the advantages of automation can be
saving costs, reducing human error, and improving the employee experience.

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Lesson 3: The ITIL Guiding Principles | Topic G
 ITIL® 4 Foundation | 55

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

Apply the Principle

To apply the Optimize and Automate principle, you need to keep the following considerations in Apply the Principle
mind: Point out that
• Simplify and/or optimize before automating. automating before
optimizing is risky

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• Define your metrics. because you just might
end up doing "bad"

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• Outcome-based
• Focused on value things faster.
• Use the following guiding principles when applying this one.

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• Progress Iteratively with Feedback
• Keep It Simple and Practical

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• Focus on Value
• Start Where You Are

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reserved.

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Lesson 3: The ITIL Guiding Principles | Topic G
 56 | ITIL® 4 Foundation

ACTIVITY 3-7
Discussing the Optimize and Automate
Principle

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Scenario

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Use the following questions to guide a discussion of the Optimize and Automate principle.
Activity

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1. How would you describe the value of the Optimize and Automate principle?

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A: This principle enables you to maximize the value of technical and human resources.

2. Many organizations focus on automation using their tools, but don't take the

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time to optimize their processes, or consider implications for other
dimensions. What are the risk factors of automation for its own sake?

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A: Automation allows us to perform a series of tasks quickly and efficiently. However, if they're not
the right tasks, you'll just do bad (or not valuable) things quickly!

3.
value solutions?
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What steps could you take to ensure your automation helps produce higher
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A: The best practice is to simplify and streamline your workflows first, then automate!
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Interaction Between the Principles

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Interaction Between the The guiding principles naturally interact with one another. For example, when progressing iteratively
Principles with feedback, the principle of Think and Work Holistically is applied to ensure that each iteration
delivers real results. Feedback is key to collaboration. Focusing on what will truly be valuable to the
up

customer makes it easier to keep things simple and practical.

Don't use just one or two of the principles; rather, consider the relevance of each and how they
apply together. However, not all principles will be critical in every situation; you will need to review
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each situation and determine a principle's relevance.

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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Lesson 3: The ITIL Guiding Principles | Topic G
 ITIL® 4 Foundation | 57

ACTIVITY 3-8
Discussing the Interaction Between the
Principles

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Scenario

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Use the following questions to guide a discussion of the interaction between the principles.
Activity

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1. What is the key consideration when choosing which ITIL guiding principle to
apply?

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A: The ITIL guiding principles do not exist in a vacuum, but constantly work together to support

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effective service management practices. Therefore, you should not cherry pick one or two
principles to apply. You need to consider all of them when working in service management.

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2. Identify a few examples of how the principles can work together.
A: There are an unlimited number of combinations, but one might be: by Thinking and Working
Holistically, it enables you to keep your Focus on Value. Also, you must Start Where You Are
before you Optimize and Automate.
or
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Lesson 3: The ITIL Guiding Principles | Topic G
 58 | ITIL® 4 Foundation

Summary
In this lesson, you learned that applying the ITIL guiding principles encourages a holistic approach
to service management. Each of the seven principles can be applied individually and also in concert
with one another.
Encourage students to
use the social What is the value of having guiding principles? How do they help in prioritizing
networking tools the things that are the most important?

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provided on the CHOICE A: Answers may include that the guiding principles can be applied to ensure a holistic approach to your

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Home screen to follow IT service management practices. By following the recommendations of the guiding principles, you
up with their peers after
are able to identify the things that create value for your customers, and therefore, should be given the
the course is completed
highest priority.

ib
for further discussion
and resources to support
continued learning.
Pick one of the guiding principles. What would it mean if an organization
followed this principle, and what would it mean if it did not? Do you feel your own

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organization follows this principle today?
A: Answers will vary. For instance, if an organization Keeps It Simple and Practical, the organization will

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avoid unnecessary or wasteful development effort. Without this principle, processes may have excess
steps or unneeded complexity.

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Note: Check your CHOICE Course screen for opportunities to interact with your classmates,
peers, and the larger CHOICE online community about the topics covered in this course or

or
other topics you are interested in. From the Course screen you can also access available
resources for a more continuous learning experience.
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Lesson 3: The ITIL Guiding Principles |
 4 The ITIL Service Value
System

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Lesson Time: 2 hours

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Lesson Introduction

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The four dimensions of service management and the Service Value System are the major
components of the ITIL® framework. Previously, you were introduced to the SVS as a

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whole. Now, you will take a look at each component.

Lesson Objectives
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In this lesson, you will:

• Define the role of governance in the SVS.
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• Define the purpose, inputs, and outputs of the service value chain.
• Define the Continual Improvement model.
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 60 | ITIL® 4 Foundation

TOPIC A
Governance
You may want to show The first component of the ITIL Service Value System is governance. In this topic, you will define
the Spotlight governance and its role in the SVS.
presentations available

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from the Spotlight tile on Note: To view the Spotlight presentations available for this course, you can select the Spotlight
the CHOICE Course tile on the CHOICE Course screen.

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screen or have students
navigate there and
watch them as a
Governing Bodies

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supplement to your
instruction. If not, please All organizations are directed by a governing body. This can be a person or a group accountable at
remind students to view

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the Spotlights for this
the highest level, including organizational performance and compliance of the organization.
course after class for All sizes and types of organizations perform governance activities as demonstrated by a Board of

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supplemental Directors, executive managers when they are performing governance activities, and compliance to
information and policies and external regulations.
additional resources.

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Governing Bodies Governance and management are important related activities but with different areas of focus.
Generally, governing
Governance describes the overall assessment of strategic options, direction of strategies and policies,
bodies provide the rules and monitoring of organizational conformance as the organization executes. The management of
and the strategy for
operating under the
rules. For example, the
CEO executes the
or
the organization is responsible to plan, build, run, and improve as they execute the strategy through
the production and delivery of valuable products and services for their customers.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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strategy within the rules.
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Governance Activities
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Governance Activities Each of the three governance activities is explained in the next sections. The three activities are:
• Evaluate
• Direct
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• Monitor
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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The Evaluate Activity

ot

The Evaluate Activity This governance activity is when the governing body evaluates the organization, including its
strategy, portfolios, and relationships with other parties. They are reviewed on a regular basis as
stakeholders needs and external circumstances evolve.
N

For example, an organization is considering two large potential strategic initiatives; one requires
building out an entirely new organization, the other an acquisition of an existing service provider. A
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governing body such as a Board of Directors might be engaged to evaluate the relative merits of
changing the organization's overall strategy and objectives and assessing different alternatives. While
D

the management team may present the business cases and be responsible for execution of the
decision, the Board would evaluate the options.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

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Lesson 4: The ITIL Service Value System | Topic A
 ITIL® 4 Foundation | 61

The Direct Activity

This governance activity defines organizational strategies. This includes setting the direction and The Direct Activity
prioritization through organizational activity and future investment.
Policies establish the boundaries for behavior and define the following:
• What is permitted.
• What is not permitted.
• Behavior requirements across the organization.

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• Behavior requirements with suppliers, partners, and other stakeholders.

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Organizations then are responsible to execute the strategy and comply with the policies. To continue
the previous example, based on the business cases and management recommendations, the Board
has approved the decision to acquire the service provider. They will direct that the acquisition

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proceed, and management then is expected to execute the strategic decision.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights

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reserved.

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The Monitor Activity
This governance activity includes monitoring the organizational performance in regards to practices,

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The Monitor Activity
products, and services to execute the strategy and also compliance with policies. You can use
monitoring data as feedback to subsequent evaluation and direction.

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To finish our example, once the Board has approved the acquisition of the service provider, they
will want to monitor the work of the management team as they execute the strategy to ensure it
conforms to the organization's overall goals and objectives.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
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reserved.
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The Role of Governance in the Service Value System

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Governance begins at the top, but may have parts delegated (e.g., IT governance). Governance is The Role of Governance
fundamental to the SVS, and subject to continual improvement. You can use ITIL guiding in the Service Value
principles or tailor them as needed to meet organization needs. You need to have visibility into System
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improvement activities and value delivery.

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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Guidelines for Establishing Governance in the Service Value

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System
Guidelines for
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Note: All of the Guidelines for this lesson are available as checklists from the Checklist tile on Establishing
the CHOICE Course screen. Governance in the
Service Value System
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Establish Governance in the SVS

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You can use these guidelines to establish governance in the SVS.

• The service value chain and the practices must work in line with the direction given by the
governing body.
• The governing body of the organization, either directly or through delegation of authority,
maintains oversight of the SVS.
• The governing body and management at all levels maintain alignment through a clear set of
shared principles and objectives.
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Lesson 4: The ITIL Service Value System | Topic A
 62 | ITIL® 4 Foundation

• Governance and management at all levels are continually improved to meet expectations of the
stakeholders.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

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Lesson 4: The ITIL Service Value System | Topic A
 ITIL® 4 Foundation | 63

ACTIVITY 4-1
Discussing Governance in the Service Value
System

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Scenario

ut
Use the following questions to discuss governance in the SVS.
Activity

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1. Why is governance a fundamental part of the SVS?

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A: Governance is responsible for evaluating strategic options for the organization, directing action
(through strategy and policy) and evaluating performance against those expectations. All aspects
of the SVS are subject to the organization's governance.

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2. Who is the governing body for your organization? For IT?

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A: The governing body for the enterprise is probably the Board of Directors or equivalent. IT
governance is often headed by some type of IT governance or steering committee.

3.
governing body? or
How is authority delegated from your organization's governing body to your IT

A: This question here might stump you and it's an excellent point for discussion. How exactly does
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your organization get its authorities to act and deliver certain capabilities?
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4. What are the key deliverables a governing body provides to an organization?

When a governing body evaluates, what are they evaluating? What are the
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implications for the organization's strategies and policies?

A: Governing bodies provide strategies and policy guidance. The governing body evaluates strategic
alternatives and chooses strategic courses of action.
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5. What is the role of a governing body?

A: Governing bodies are ultimately accountable for the performance of an organization. They are
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accountable to optimize organizational risk, the use of organizational resources, and to deliver
benefits to the organization's stakeholders. Governance is responsible for evaluating strategic
options for the organization, directing action (through strategy and policy), and evaluating
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performance against those expectations.

6. How does governance differ from management?

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A: Governance is responsible for evaluating strategic options for the organization, directing action
(through strategy and policy), and evaluating performance against those expectations.
Management is expected to plan, build, and run the services that execute the strategy, and to
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drive improvement.
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Lesson 4: The ITIL Service Value System | Topic A
 64 | ITIL® 4 Foundation

TOPIC B
The Service Value Chain
At the heart of the SVS is the service value chain model that illustrates the activities that your
organization performs to create products and services that ultimately create value for your
customers. In this topic, you will define the purpose, inputs, and outputs of the service value chain.

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The Service Value Chain
The Service Value Chain The value streams describe activities an organization takes in the creation of value. Each activity has

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a defined set of inputs that are converted into outputs with the purpose of creating value for the
customer. While the service value chain might appear to happen in a linear fashion, a service's
progression through the service value chain activities might not necessarily be linear; in fact,

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activities might trigger other activities.

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Value chain activities can use different combinations of ITIL practices, internal or third party
resources, processes, and skills and competencies to achieve the desired outputs.

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Each of the service value chain activities is addressed in this topic.
• Plan
• Improve
• Engage
• Design and Transition
• Obtain/Build
or
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• Deliver and Support
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Figure 4-1: The service value chain.

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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

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Lesson 4: The ITIL Service Value System | Topic B
 ITIL® 4 Foundation | 65

Inputs and Outputs

Every component of the service value chain receives inputs of various types from other components Inputs and Outputs
of the chain, and produces outputs that are used elsewhere in the chain. The input/output This is an introduction to
relationships are not linear and are not one-to-one; rather, they are interconnected in a complex and the concept of Inputs
dense manner that supports appropriate interactions among all the activities in the chain. and Outputs for general
understanding. Point out
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights for students that the
reserved. specific Inputs and
Outputs for the activities

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are not examinable.
The Plan Activity They are listed in this

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topic for reference and
The purpose of the Plan activity is to ensure a shared understanding of the vision, current status, context. The specific
and the improvement direction. A fundamental part of planning is prioritizing different alternatives interactions will be more

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and making decisions. significant at higher
While the vision provides the aspirational goal for the future, an organization's mission provides levels in the ITIL 4
certification scheme.

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the grounding for the overall purpose and intentions of an organization.
The Plan Activity
During this activity, you will be creating strategic plans, project plans, and service plans, to name a

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few. It is important that you consider the four dimensions of service management to ensure a
holistic approach to planning. Additionally, all other service value chain activities will apply the plans

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from this activity to their specific activities.

Inputs
The following are inputs of the Plan activity:
or
• Policies, requirements, and constraints provided by the organization's governing body.
• Consolidated demands and opportunities provided by engage.
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• Value chain performance information, improvement initiatives, and plans provided by improve.
• Improvement status reports from improve.
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• Knowledge and information about new and changed products and services from design and
transition and obtain/build.
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• Knowledge and information about third party service components from engage.

Outputs
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The outputs of the Plan activity are:

• Strategic, tactical, and operational plans.
• Portfolio decisions for design and transition.
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• Architectures and policies for design and transition.

• Improvement opportunities for improve.
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• Product and service portfolio for engage.

• Contract and agreement requirements for engage.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
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reserved.
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The Improve Activity

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The purpose of the Improve activity is to ensure continual improvement of products and services The Improve Activity
and also practices. This includes all value chain activities and all four dimensions of service
management.
Because all of your service management activities are subject to improvement, this activity requires
performance information from all aspects of the service value chain. In turn, the Improve activity
provides improvement plans and improvement status information to all other value chain activities.

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Lesson 4: The ITIL Service Value System | Topic B
 66 | ITIL® 4 Foundation

Inputs
The following are inputs of the Improve activity:
• Product and service performance information provided by deliver and support.
• Stakeholders' feedback provided by engage.
• Performance information and improvement opportunities provided by all value chain activities.
• Knowledge and information about new and changed products and services from design and
transition and obtain/build.
• Knowledge and information about third party service components from engage.

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Outputs

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The outputs of the Improve activity are:
• Improvement initiatives and plans for all value chain activities.

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• Value chain performance information for plan and the governing body.
• Improvement status reports for all value chain activities.

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• Contract and agreement requirements for engage.
• Service performance information for design and transition.

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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

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The Engage Activity
The Engage Activity
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The purpose of the Engage activity is to provide a good understanding of stakeholder needs,
facilitate transparency, and provide continual engagement and good relationships with all
stakeholders.
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You need to engage with different stakeholders and use different practices to do it. For example,
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operational day-to-day collaboration with users may occur in your Service Desk practice. Tactical
engagement with customers may happen through your Service Level Management practice, and
strategic (and some tactical) engagement will come from your Relationship Management practice.
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These practices are addressed later in the course.

Inputs
up

The following are inputs of the Engage activity.

• Product and service portfolio provided by plan.
• High level demand for services and products provided by internal and external customers.
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• Detailed requirements for services and products provided by customers.

• Requests and feedback from customers.
• Incidents, service requests, and feedback from users.
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• Information on the completion of user support tasks from deliver and support.
• Market opportunities from current and potential customers and users.
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• Cooperation opportunities and feedback provided by partners and suppliers.

• Contract and agreement requirements from all value chain activities.
• Knowledge and information about new and changed products and services from design and
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transition and obtain/build.

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• Knowledge and information about third party service components from suppliers and partners.
• Product and service performance information from deliver and support.
• Improvement initiatives and plans from improve.
• Improvement status reports from improve.

Outputs
The outputs of the Engage activity are:
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Lesson 4: The ITIL Service Value System | Topic B
 ITIL® 4 Foundation | 67

• Consolidated demands and opportunities for plan.

• Product and service requirements for design and transition.
• User support tasks for deliver and support.
• Improvement opportunities and stakeholders' feedback for improve.
• Change or project initiation requests for obtain/build.
• Contracts and agreements with external and internal suppliers and partners for obtain/build and
design and transition.
• Knowledge and information about third party service components for all value chain activities.

e
• Service performance reports for customers.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights

ut
reserved.

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The Design and Transition Activity
The purpose of the Design and Transition activity is to ensure that products and services meet

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The Design and
stakeholder expectations for quality, costs, and time-to-market. As the customer needs change, the Transition Activity
activities involved are adjusted accordingly.

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Specifically, in this activity, you start with the plan, the architecture information, customer
requirements, and other information from the Engage activity. You will also need component

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information from Obtain/Build. All of this information helps to design the product or service.
Then, the transition part of the activity requires the knowledge transfer of the improved product or
service to the other SVC activities.

Inputs or
The following are the inputs of the Design and Transition activity:
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• Portfolio decisions provided by plan.
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• Architectures and policies provided by plan.

• Product and service requirements provided by engage.
• Improvement initiatives and plans provided by improve.
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• Improvement status reports from improve.

• Service performance information provided by deliver and support and improve.
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• Service components from obtain/build.

• Knowledge and information about third party service components from engage.
• Knowledge and information about new and changed products and services from obtain/build.
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Outputs
The outputs of the Design and Transition activity are:
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• Requirements and specifications for obtain/build.

• Contract and agreement requirements for engage.
• New and changed products and services to deliver and support.
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• Knowledge and information about new and changed products and services to all value chain
activities.
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• Performance information and improvement opportunities for improve.

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
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reserved.

The Obtain/Build Activity

The purpose of the Obtain/Build activity is to ensure that service components are available when The Obtain/Build Activity
and where they are needed and that they meet the agreed specifications.

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Lesson 4: The ITIL Service Value System | Topic B
 68 | ITIL® 4 Foundation

A large part of this activity is determining whether to obtain or build. To help in the decision
making, you need to consider if the capacity to build is readily available, and whether it is strategic to
your organization's competitiveness. If a third party has the economies of scale that make it more
cost effective to buy rather than build, then you should buy.
Some of the resulting components will be provided to Design and Transition to help build new and
changed services, while others will go straight to Deliver and Support to support standard service
requests.
Note: Any time components need to be built or acquired, they are acquired through the

e
Obtain/Build activity.

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Inputs
The following are the inputs of the Obtain/Build activity:

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• Architectures and policies provided by plan.
• Contracts and agreements with external and internal suppliers and partners provided by engage.

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• Goods and services provided by external and internal suppliers and partners.
• Requirements and specifications provided by design and transition.

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• Improvement initiatives and plans provided by improve.
• Improvement status reports from improve.

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• Change or project initiation requests provided by engage.
• Change requests provided by deliver and support.

transition.
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• Knowledge and information about new and changed products and services from design and

• Knowledge and information about third party service components from engage.
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Outputs
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The outputs of the Obtain/Build activity are:

• Service components for deliver and support.
• Service components for design and transition.
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• Knowledge and information about new and changed service components to all value chain
activities.
• Contract and agreement requirements for engage.
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• Performance information and improvement opportunities for improve.

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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The Deliver and Support Activity

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The Deliver and Support The purpose of the Deliver and Support activity is to ensure that services are delivered and
Activity supported according to the agreed specifications and the stakeholders' expectations.
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Deliver and Support creates data about incidents, service requests, events, and a myriad of other
performance data that can be used to identify potential service improvements. The Improve,
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Engage, and Plan activities will all make extensive use of this data.
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Inputs
The following are the inputs of the Deliver and Support activity:
• New and changed products and services provided by design and transition.
• Contracts and agreements with external and internal suppliers and partners provided by engage.
• Service components provided by obtain/build.
• Improvement initiatives and plans provided by improve.

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Lesson 4: The ITIL Service Value System | Topic B
 ITIL® 4 Foundation | 69

• Improvement status reports from improve.

• User support tasks provided by engage.
• Knowledge and information about new and changed service components and services from
design and transition and obtain/build.
• Knowledge and information about third party service components from engage.

Outputs
The outputs of the Deliver and Support activity are:

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• Services delivered to customers and users.
• Information on the completion of user support tasks for engage.

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• Product and service performance information for engage and improve.
• Improvement opportunities for improve.

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• Contract and agreement requirements for engage.
• Change requests for obtain/build.

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• Service performance information for design and transition.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights

is
reserved.

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Lesson 4: The ITIL Service Value System | Topic B
 70 | ITIL® 4 Foundation

ACTIVITY 4-2
Discussing the Service Value Chain

Scenario

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Use the following questions to discuss the individual activities of the service value chain.

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Activity

1. What kinds of plans get created in a service provider organization? How do

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they help organizations manage tradeoffs and prioritize?
A: Plans include strategic plans, project plans, service plans, and many others. Eventually a

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fundamental part of planning is prioritizing different alternatives and making decisions.

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2. Which of the six service value chain activities require information from all
other activities and in turn informs all other parts of the value chain?

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A: The Improve activity gets information about the performance of the entire value chain since all
activities are subject to improvement. In turn, the Improve activity provides improvement plans and
improvement status information to all other value chain activities.

3. or
Do you engage with different sets of stakeholders at different levels? What's
the difference between engaging at an operational level, a tactical level, and a
strategic level?
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A: You engage with different stakeholders and use different service management practices to do so.
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For example, operational day-to-day collaboration with users may occur at the service desk and
therefore involve the Service Desk practice.
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4. Which service chain activity starts with plans and architecture information and
finishes with an end product that is transferred to the customer?
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A: The Design and Transition activity.

5. What considerations do you use when trying to decide whether to build or

buy?
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A: You need to consider if the capacity is readily available, and whether it is strategic to your
organization's competitiveness. If a third party has the economies of scale that make it more cost
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effective to buy rather than build, then you should buy.

6. What types of information are created as part of Deliver and Support?

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A: Deliver and support creates data about incidents, service requests, events, and myriad other
performance data that can be used to identify potential service improvements.
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Lesson 4: The ITIL Service Value System | Topic B
 ITIL® 4 Foundation | 71

TOPIC C
Continual Improvement
You have been introduced to the guiding principles, governance, and the service value chain (SVC)
model. In this topic, you will be introduced to another component of the SVS—the Continual
Improvement model.

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Relationships of Continual Improvement Model, Value Chain,
and Practice

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Continual improvement takes place in all areas of the organization and at all levels, from strategic to Relationships of
operational. Each person who contributes to the provision of a service should keep continual Continual Improvement

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improvement in mind, and should always be looking for opportunities to improve. Model, Value Chain, and
Practice
The Continual Improvement model applies to the following:

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• SVS
• Products and services

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• Service components
• Relationships

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Throughout ITIL, continual improvement exists in a variety of ways. First, as the Continual
Improvement model in the ITIL SVS, it provides a structured approach to implementing
improvements. In the Improve activity of the service value chain, continual improvement is
embedded into the value chain. And finally, as the Continual Improvement practice, it drives the
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day-to-day improvement efforts.
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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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The Continual Improvement Model

The following figure illustrates the steps of the Continual Improvement model starting with "What The Continual
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is the vision?" and flowing down to the next step. Listed to the right of each step is the Improvement Model
organizational "task" that corresponds to the model. Explain that this
Continual Improvement
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In previous versions of ITIL, the Continual Improvement model was known as the CSI model. model is also used in the
In ITIL 4, the model is similar except for the addition of the Take Action step. Continual Improvement
practice, which is
covered in the "Key ITIL
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Practices" lesson.
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Lesson 4: The ITIL Service Value System | Topic C
 72 | ITIL® 4 Foundation

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Figure 4-2: The Continual Improvement model.

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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

What Is the Vision?

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What Is the Vision? In this first step, the organization's vision and objectives need to be translated for the specific
business unit, department, team, and/or the individual. Context, objectives, and boundaries for any
improvement initiative are understood. High-level vision for the planned improvement needs to be
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created.
What Is the Vision ensures the following:
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• High-level direction has been understood

• Planned improvement initiative is described and understood in that context
• Stakeholders and their roles have been understood
• Expected value to be realized is understood and agreed
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• Role of the person or team responsible for carrying out the improvement is clear in relation to
achieving the organization's vision
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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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Where Are We Now?

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Where Are We Now? Now that you understand the vision, you need to determine where you are. You can accomplish this
by performing a current state assessment, which examines existing services, the perception of value
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received, people's competencies and skills, processes and procedures, and technical capabilities.
An organization's culture will affect the level of organizational change management that might be
required.
Objective measures should be used whenever possible, and establishing a baseline enables later
comparison.

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Lesson 4: The ITIL Service Value System | Topic C
 ITIL® 4 Foundation | 73

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

Where Do We Want to Be?

In this step, knowing that the initial vision may be aspirational, you need to determine where you Where Do We Want to
want to be. To start, identify the next step of the improvement journey by walking through the Be?
following:

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1. Perform a Gap Analysis—In this analysis approach, you identify the gaps in performance
between the initial baseline and the desired targets. If the gap is small enough, then you might be

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able to close it in one improvement effort. However, you might need to break it up into separate,
smaller improvements in order to stay on track to reach the desired objective. Remember to
progress iteratively with feedback!

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2. Identify and prioritize improvement opportunities.
3. Set objectives.

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4. Establish critical success factors (CSFs) and key performance indicators (KPIs). The definitions
for CSFs and KPIs are as follows:

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• A critical success factor (CSF) is a necessary precondition for the achievement of intended
results. In other words, it is something that must happen if an IT service, process, plan,

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project, or other activity is to succeed. For example, a CSF might be to quickly resolve
incidents.
• A key performance indicator (KPI) is an important metric used to evaluate the success in

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meeting an objective. KPIs describe how the achievement of the CSF will be measured. For
example, a KPI might be to achieve a 10 percent reduction in average resolution time within
60 days.
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SMART
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When it comes to defining useful KPIs, it's important to remember the SMART acronym. To be
valuable measurement tools, KPIs need to satisfy the SMART criteria: specific, measurable,
achievable, relevant, and time-bound.
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Although there are varying interpretations of the SMART acronym, within the context of the ITIL:
• Specific means the goal is appropriately focused and targeted, not overly general or vague. The
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target must be specific to the objective at hand; many targets that are too general could be
affected by dozens of factors not associated with the improvement.
• Measurable means the change can be quantified and assessed on that basis. You must be able to
measure the target; this means figuring out how to get accurate data to assess current and future
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performance.
• Achievable means that it is plausible and realistic. Ensure the target is a realistic one; you need
to be able to achieve it within the size and scope of proposed improvement.
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• Relevant ensures that the KPI is meaningfully related to its associated CSF. The target needs to
be relevant in the context of the larger objectives and critical success factors.
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• Time-bound means the goal is not open-ended, but can be assigned a specific target duration.
The timescale used needs to assess whether the improvement has achieved the desired results.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
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reserved.
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How Do We Get There?

In this step, you need to plan the improvement that will get you there. Consider the following: How Do We Get There?
• Can be simple or complex
• Do in iterations with feedback
• Check progress and re-evaluate as needed
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 74 | ITIL® 4 Foundation

Keep in mind that you may need to experiment with different alternatives.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

Take Action
Take Action In this step, you will execute the improvement. You could use either a waterfall or Agile
methodology. The key is to remain open to feedback and course correction as needed.

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You will need a continual focus on measuring progress towards the vision, managing risks, and
ensuring visibility and overall awareness.

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For those familiar with ITIL version 3, Take Action is the only new step to the Continual

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Improvement model.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

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Did We Get There?

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Did We Get There? In this step, you determine if the improvement or change was successful. Organizations often

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assume the expected has been achieved. However, success must be validated. For example, have the
original objectives been achieved? Are those objectives still relevant? It's common for people to be
afraid to perform this step, but you need to know the answer—however difficult it may be to hear—
so you can move to the next step.
or
If the desired result has not been achieved, additional actions to complete the work will need to be
selected and undertaken—commonly resulting in a new iteration.
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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
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reserved.

How Do We Keep the Momentum Going?

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How Do We Keep the If the improvement has delivered the expected value, then you should market the success and
Momentum Going? reinforce any new methods introduced.
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If the expected results of the improvement were not achieved, then you might need to inform
stakeholders of the reasons for the failure, and document and communicate lessons learned. It will
be important to ask, "What can be done differently in the next iteration?" Transparency is important
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for future efforts.

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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How Continual Improvement Maps to the Guiding Principles

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How Continual The darker characters in the following table indicate where the Continual Improvement model maps
Improvement Maps to most strongly to each of the seven guiding principles, but remember that all the principles are always
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Guiding Principles relevant to all components of the Continual Improvement model to some extent.
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Lesson 4: The ITIL Service Value System | Topic C
 ITIL® 4 Foundation | 75

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Figure 4-3: Mapping the Continual Improvement model to the Guiding Principles.

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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

Theory of Constraints
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How do you focus on the work that is the highest priority? The Theory of Constraints (TOC) was Theory of Constraints
created by Dr. Goldratt in 1984 to help describe the most important aspect of a system. He found
that the weakest link in the value chain determines the flow and throughput of the system.
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Therefore, any improvement that does not improve the weakest link does not improve the overall
throughput of the system. The weakest link must be understood, and the rest of the work in the
value chain organized around it. The bottleneck is elevated as much as possible until it is no longer
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the weakest link. Naturally, this sometimes reveals a new weakest link. Then, as improvements are
executed, a new weakest link forms, and new improvements can begin.
The Lean practice of Value Stream Mapping is used to identify the weakest link. By examining the
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value stream and identifying the waste, the weakest link is identified.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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Lesson 4: The ITIL Service Value System | Topic C
 76 | ITIL® 4 Foundation

ACTIVITY 4-3
Discussing the Continual Improvement Model

Scenario

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Use the following questions to discuss the Continual Improvement model of the SVS.

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Activity

1. What happens in each step of the Continual Improvement model?

ib
A: 1. What is the Vision requires you to think about the long term objectives and the desired
outcomes. 2. Where are We Now involves identifying the current baseline. 3. Where Do We Want

tr
to Be requires setting SMART targets. 4. How Do We Get There involves the Improvement Plan.
5. Take Action requires you to execute the plan. 6. Did We Get There involves measuring again to
verify that the desired results were achieved. 7. How Do We Keep the Momentum Going requires

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you to identify what needs to be done next, the areas to focus on next, and any lessons learned.

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2. What might be the result of skipping one of the steps?
A: While it is not expected that all improvement projects will follow all of the steps, skipping steps
increases the risk that you will not achieve the desired results.

3. or
How does following the guiding principles drive a focus on improvement? How
does a continual improvement culture drive interest in the use of the guiding
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principles?
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A: The key point is that improvement activities should operate within the prism of the guiding
principles. Improvements should focus on value, start where you are, and so on. As your
organization works toward a continual improvement culture, it will be a natural step to consider the
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guiding principles whenever beginning to plan an improvement.

4. How does the Theory of Constraints reinforce the guiding principle to Think
and Work Holistically? Does it have implications for any of the other guiding
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principles?
A: The Theory of Constraints reinforces the idea of Think and Work Holistically because
improvements that do not address the bottleneck in systems will not improve the overall system. It
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has implications for many of the other guiding principles, most especially the focus on value—in
order to improve value, you must improve the performance of the whole system.
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 ITIL® 4 Foundation | 77

Summary
In this lesson, you examined the SVS by discussing the role that governance plays, identifying the
purpose of each of the service value chain activities, and finally examining the Continual
Improvement model. When you add the components in this lesson to the guiding principles and the
practices, you're on your way to having a complete picture of the ITIL Service Value System.
Encourage students to
Identify a set of common activities that you perform and consider how it applies

e
use the social
across the different activities of the service value chain. How might each of the networking tools
four dimensions be engaged?

ut
provided on the CHOICE
A: Answers will vary, but as you think about the different parts of the service value chain, you can Home screen to follow
up with their peers after
consider how different parts can be combined to manage an incident or maybe implement a change.

ib
the course is completed
Many common workflows are actually combinations of a number of the different SVC activities, and
for further discussion
how you choose to execute practices may change which aspects of the service value chain you use, and resources to support
and how you will operate across the four dimensions.

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continued learning.

Which step of the Continual Improvement model does your organization do

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best? Which step causes the most trouble?
A: Answers will vary depending on your organization. Often the goal identified in Where Do We Want to

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Be is the most obvious, but sometimes defining How Do We Get There causes trouble. Taking Action
is often easier than keeping the momentum going.

or
Note: Check your CHOICE Course screen for opportunities to interact with your classmates,
peers, and the larger CHOICE online community about the topics covered in this course or
other topics you are interested in. From the Course screen you can also access available
resources for a more continuous learning experience.
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 e
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 5 Key ITIL Practices

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Lesson Time: 2 hours, 30 minutes

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Lesson Introduction

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In the previous lessons, you have learned about all the other components of the ITIL®
Service Value System. Now, you are ready to examine the final component called practices,

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which are designed specifically for service management professionals. In this lesson, you will
examine the seven key practices and how they fit within the service value chain.

Lesson Objectives or
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In this lesson, you will:
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• Define Continual Improvement.

• Define Service Level Management.
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• Define Change Enablement.

• Define Incident Management
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• Define Service Request Management

• Define Service Desk.
• Define Problem Management.
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 80 | ITIL® 4 Foundation

TOPIC A
Continual Improvement
You may want to show Previously, you discussed continual improvement as a component of the SVS and as a model that
the Spotlight provides a structural approach to service improvements. In this topic, you will define the Continual
presentations available Improvement practice.

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from the Spotlight tile on
the CHOICE Course Note: To view the Spotlight presentations available for this course, you can select the Spotlight

ut
screen or have students tile on the CHOICE Course screen.
navigate there and
watch them as a

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supplement to your
instruction. If not, please ITIL Practices Redefined
remind students to view

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the Spotlights for this
Recall that the definition of an ITIL practice is a set of organizational resources designed for
course after class for performing work or accomplishing an objective. ITIL practices are a major focus of the ITIL 4
Foundation exam. While there are 34 ITIL practices in total, in the categories of General

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supplemental
information and Management, Service Management, and Technical Management, only 15 are examinable at the ITIL
additional resources. Foundation level. Of those, only 7 are covered in detail.

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ITIL Practices Redefined The 7 key practices are:
Students might
appreciate a brief review • Continual Improvement
of the ITIL practices
before diving into the
details of those in this
lesson.
• Service Level Management
• Change Enablement
• Incident Management
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• Service Request Management
• Service Desk
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• Problem Management
The other examinable practices are:
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• Relationship Management
• Information Security Management
• Supplier Management
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• Service Configuration Management

• IT Asset Management
• Monitoring and Event Management
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• Release Management
• Deployment Management
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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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Purpose of Continual Improvement

Purpose of Continual The purpose of the Continual Improvement practice is to align the organization's practices and
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Improvement services with changing business needs through the identification and improvement of services,
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service components, practices, and any element involved in the efficient and effective management
of products and services.
You can develop improvement-related methods and techniques with a continual improvement
culture across the organization. The commitment to and practice of continual improvement must be
embedded into the organization. Without an ingrained cultural commitment to continual
improvement, the daily operational concerns and major project work will eclipse continual
improvement efforts.
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Lesson 5: Key ITIL Practices | Topic A
 ITIL® 4 Foundation | 81

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

Key Activities
The key activities of the Continual Improvement practice are: Key Activities
• Encourage continual improvement across the organization.
• Secure time and budget for continual improvement.

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• Identify and log improvement opportunities.
• Assess and prioritize improvement opportunities.

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• Make business cases for improvement action.
• Plan and implement improvements.

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• Measure and evaluate improvement results.
• Coordinate improvement activities across the organization.

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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

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Continual Improvement Methods and Techniques

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Improvements can be executed using the Continual Improvement model that was introduced earlier Continual Improvement
in the SVS lesson. While it is important to identify a small team to lead this practice, continual Methods and

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improvement is everyone's responsibility and should be integrated into their job roles and these
expectations clearly set. Continual improvement should not be limited to just members of the
organization, but should also engage customers, suppliers, partners, and other stakeholders as
appropriate. Obtaining and using accurate and timely data is critical to driving effective
Techniques
Refer students to the
Continual Improvement
model that was
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improvements and measuring their efficacy. introduced in the "The
ITIL Service Value
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While there are many methods and techniques available, organizations should focus on a few System" lesson.
methods as appropriate. Many methods and techniques are available, including: The following methods
• Lean methods focus on waste reduction. and techniques were
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noted as examinable.
• Agile methods focus on iterative improvement and retrospectives.
• DevOps methods focus on working holistically and successful implementation.
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• Balanced Scorecard technique focuses on aligning improvements with the organization's overall
strategy.
• SWOT Analysis technique evaluates improvements from the perspective of strengths,
weaknesses, opportunities, and threats. Based on a desired end state, you can identify and analyze
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those conditions that may affect the success of the improvement.

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Lesson 5: Key ITIL Practices | Topic A
 82 | ITIL® 4 Foundation

Sample SWOT Analysis

Point out that the SWOT
analysis is just an
example of a common
technique, and is not
specifically examinable.

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Figure 5-1: A sample of a SWOT Analysis.

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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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Continual Improvement Register
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Continual Improvement The Continual Improvement Register (CIR) is a structured document that is used to track and
Register manage improvement opportunities. There can be more than one CIR in an organization and can be
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structured in many ways. Multiple CIRs can be maintained on individual, team, departmental,
business unit, and organizational levels. Improvement ideas can also initially be captured in other
places; however, the ideas should eventually be stored in the CIR. As new ideas are documented,
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CIRs are used to constantly re-prioritize improvement opportunities.

In addition, CIRs help to make things visible and keep the following in mind:
• What is currently being done.
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• What is already complete.

• What has been set aside for further consideration at a later date.
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Most importantly, the CIR guarantees that continual improvement opportunities are captured,
documented, assessed, prioritized, and acted on.
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Continual Improvement The acronym CIR is new to ITIL 4. Previously, this was known as the CSI Register.
Heat Map and Value
Chain Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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The heat maps are

helpful visual
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representations of how
the ITIL practices fit Continual Improvement Heat Map and Value Chain
within the SVC. These
are provided for context In the following heat map diagram, you can see that the Continual Improvement practice has a
and student strong relationship to all aspects, or activities, of the service value chain. The items that are shown in
understanding. The gray (Demand, Products and services, and Value) are not included because they are not part of the
specific relationships are service value chain.
not explicitly examinable
in ITIL 4 Foundation.
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Lesson 5: Key ITIL Practices | Topic A
 ITIL® 4 Foundation | 83

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Figure 5-2: The heat map and value chain of the Continual Improvement practice.

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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

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Lesson 5: Key ITIL Practices | Topic A
 84 | ITIL® 4 Foundation

ACTIVITY 5-1
Analyzing the Continual Improvement Practice

Scenario

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Answer the following questions to analyze the Continual Improvement practice.

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Activity

1. Why is it essential to have a specific Continual Improvement practice?

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A: Having a specific practice provides a "game plan" and ensures that the plan is clear to everyone.

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2. How do you reconcile improvement is everybody's job with identify a small
team to focus on driving improvement activities?

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A: Many people implementing continual improvement guidance in previous versions of ITIL struggled
with how to implement the guidance. Improvement requires participation from everyone, because

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every individual can and will identify opportunities to improve products, services, and practices. An
organization overall needs to have a small team focused on driving these improvements through
to execution.

3.
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How do you conceive of the relationships between continual improvement as
a principle, as an activity, and as a model?
A: The Continual Improvement model provides a structured approach to implementing improvement.
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The Improve activity in the SVC embeds improvement into the value chain, and the Continual
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Improvement practice supports organizations in their day-to-day improvement efforts.

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Lesson 5: Key ITIL Practices | Topic A
 ITIL® 4 Foundation | 85

TOPIC B
Service Level Management
In order to set targets for your organization's service performance, the service provider and
consumer need to agree on the expected level of service and have a way to measure whether or not
the expectations were met. In this topic, you will define the Service Level Management practice.

e
ut
Purpose of Service Level Management
The purpose of the Service Level Management practice is to set clear business-based targets for Purpose of Service

ib
service performance so that the delivery of a service can be properly assessed, monitored, and Level Management
managed. The objective is end-to-end visibility that accomplishes the following: Point out that this
practice shifts the

tr
• Establishes a shared view of the services and target service levels with customers.
business from thinking
• Ensures the organization meets the defined service levels through the collection, analysis, about tangible things to

is
storage, and reporting of the relevant metrics for the identified services. thinking about
• Performs service reviews to ensure the current set of services continues to meet the needs of the outcomes.
organization and its customers.

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• Captures and reports on service issues including performance against defined service levels.
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reserved.

Service Level Agreements

or
e
Service Level Agreements (SLAs) are defined as a documented agreement between a service Service Level
at

provider and a customer that identifies both services required and the expected level of service. Agreements
SLAs are used to measure the performance of services from the customer's point of view. However, Point out that SLAs are
SLAs must reflect business context. tools to measure
lic

performance from the

An SLA is an agreement and not an assumption. SLAs help to document both the quality and the customer's point of view
quantity of a service. and not the service
up

Using SLAs may present many challenges because often they do not fully reflect the wider service provider's.
performance or the user experiences. For example, when the service reports appear acceptable
because the indicators are green but the users are not satisfied or are experiencing problems, this is
known as a "watermelon" SLA.
D

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
ot

Service Level Agreement Requirements

N

To be effective and successful, SLA requirements are as follows: Service Level

• SLAs must relate to a defined "service" in the service catalog, which is defined as structured Agreement
Requirements
o

information about all the services and service offerings for a service provider, relevant for a
Explain that the Service
specific target audience.
D

Catalog Management
• SLAs must relate to defined outcomes such as customer satisfaction and key business outcomes. practice is beyond the
• SLAs must be an agreement between the service provider and the service consumer that involves scope of the Foundation
all stakeholders, including partners, sponsors, users, and customers. course.
• SLAs must be simply written and easy to understand and use for all parties.
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reserved.

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Lesson 5: Key ITIL Practices | Topic B
 86 | ITIL® 4 Foundation

Customer Engagement and Feedback

Customer Engagement Because the customer is the person specifying the service requirements, customer engagement is
and Feedback necessary in understanding and confirming the actual ongoing needs and requirements. Your ability
to listen is an important relationship-building and trust-building skill. When you are soliciting
feedback from your customers, you must be sure to actively listen to what they have to say. In
addition to contacting customers personally, two other methods to obtain customer feedback
include conducting satisfaction surveys and tracking relevant business metrics.
To help engage your customers, you might want to ask them questions that are similar to the

e
following:

ut
• What does your work involve?
• How does technology help you?
• What are your key business times, areas, people, and activities?

ib
• What differentiates a good day from a bad day for you?
• Which of these activities is most important to you?

tr
• What are your goals, objectives, and measurements for this year?
• What is the best measure of your success?

is
• How do you base your opinion and evaluation of a service or IT/technology?
• How can we help you more?

D
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

Metrics
Metrics or
The following table defines two types of metrics. In general, a metric is defined as a measurement
e
or calculation that is monitored or reported for management and improvement.
at

The IT department tends to focus on operational metrics while customers care more about business
metrics.
lic

Metrics Description

Operational metrics Low-level indicators of various operational activities. Common

operational metrics include:
up

• System availability
• Incident response and fix times
• Change and request processing times
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• System response times

Business metrics Any business activity that is deemed useful or valuable by the customer.
ot

For example, the successful completion of a business activity.

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
N

reserved.
o

Service Level Management Heat Map and Value Chain

D

Service Level In the following heat map diagram, you can see that the Service Level Management practice has a
Management Heat Map strong relationship to the Engage, Plan, and Improve activities and a moderate relationship to the
and Value Chain remaining three activities of the service value chain.

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Lesson 5: Key ITIL Practices | Topic B
 ITIL® 4 Foundation | 87

e
ut
ib
tr
is
Figure 5-3: The heat map and value chain of the Service Level Management practice.

D
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

or
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at
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up
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o
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Lesson 5: Key ITIL Practices | Topic B
 88 | ITIL® 4 Foundation

ACTIVITY 5-2
Analyzing the Service Level Management
Practice

e
Scenario

ut
Answer the following questions to analyze the Service Level Management practice.
Activity

ib
1. How does service level management help understand and set customer
expectations?

tr
A: Service Level Management meets with customers to assess requirements, negotiate targets, and

is
provide regular reporting and reviews about service performance.

2. What is the role of a service review?

D
A: Service reviews are a natural opportunity to discuss service performance, changes in business
needs, and potential needs for changes in the services.

or
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at
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up
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o
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Lesson 5: Key ITIL Practices | Topic B
 ITIL® 4 Foundation | 89

TOPIC C
Change Enablement
In service management, change is an ongoing, continual, and expected part of doing business. You
want to ensure that you are properly handling any changes that affect your services. In this topic,
you will define the Change Enablement practice.

e
ut
Purpose of Change Enablement
The purpose of the Change Enablement practice is to maximize the number of successful IT Purpose of Change

ib
changes by assessing risks properly, authorizing changes to proceed, and then managing a change Enablement
schedule. You need to balance the need to make beneficial changes that will deliver additional value
with the need to protect customers and users from the adverse effect of changes.

tr
In ITIL 4, the name of this practice has been changed. Previously, it was known as the Change

is
Management practice and now it is the Change Enablement practice. The change to the practice
name reflects that the Change Enablement practice is applied at the point of the change rather than

D
the end-to-end timing in version 3.
A change authority is the person or group who authorizes a change. It's important that the right
change authority is assigned to each type of change. Often, the change authority is decentralized in

the potential negative effects. or

high velocity organizations, and uses peer reviews to ensure that the benefit of a change outweighs

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
e
reserved.
at

Changes
lic

Change is the addition, modification, or removal of anything that could have a direct or indirect Changes
effect on services. While the scope of a change is defined by each organization, generally, changes
are made to IT infrastructure, applications, documentation, processes, supplier relationships, and
up

anything else that might directly or indirectly impact a product or service.

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
D

Types of Changes
ot

The following table describes the three types of changes. Types of Changes

Change Types Description

N

Standard changes • Low-risk, pre-authorized, routine changes.

• Well-understood and fully documented.
o

• Implemented without needing additional authorization.

D

• Risk assessment repeated only if there is a modification to the way it is

carried out.

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Lesson 5: Key ITIL Practices | Topic C
 90 | ITIL® 4 Foundation

Change Types Description

Normal changes • Using a standard process, these changes are scheduled, assessed, and
authorized.
• Change models determine the roles for assessment and authorization.
• Initiation of a normal change is triggered by the creation of a change
request.
• Organizations that have an automated pipeline for continuous
integration and continuous deployment (CI/CD) often automate most

e
steps of the change enablement process.

ut
Emergency changes • Changes that must be implemented as soon as possible.
• Not typically included in a change schedule.

ib
• Assessment and authorization is expedited.
• May be acceptable to defer some documentation and reduce the
amount of testing.

tr
• May also require a separate change authority.

is
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

D
Change Schedule
Change Schedule
or
A change schedule is used to plan changes, assist in communication, avoid conflicts, and assign
resources. It provides information about changes as needed for the Incident Management, Problem
Management, and Continual Improvement practices. The change schedule supports risk assessment
e
to gather input from stakeholders, raises awareness, and facilitates readiness.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
at

reserved.
lic

Change Enablement Heat Map and Value Chain

Change Enablement In the following heat map diagram, you can see that the Change Enablement practice has a strong
up

Heat Map and Value relationship with the Design and transition, Obtain/build, Deliver and support, and Improve
Chain activities and a low relationship to the Plan and Engage activities of the service value chain.
D
ot
N
o
D

Figure 5-4: The heat map and value chain of the Change Enablement practice.

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Lesson 5: Key ITIL Practices | Topic C
 ITIL® 4 Foundation | 91

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

e
ut
ib
tr
is
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or
e
at
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up
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ot
N
o
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Lesson 5: Key ITIL Practices | Topic C
 92 | ITIL® 4 Foundation

ACTIVITY 5-3
Analyzing the Change Enablement Practice

Scenario

e
Answer the following questions to analyze the Change Enablement practice.

ut
Activity

1. How does change enablement help you Focus on Value?

ib
A: Changes should be intended to create value through improvement in service utility and/or service
warranty. When you assess a change, you assess the Value of a Change against the costs and

tr
risks; you seek to optimize the value and maximize the number of changes, while protecting the
organization against risk.

is
2. What is the role of the Change Schedule in Collaborate and Promote
Visibility?

D
A: The challenge is that some IT organizations don't recognize the customer's need to know when a
change is coming. Tools like the Change Schedule can raise awareness about changes, and help
mitigate potential technical and business risks.

3. or
What are some tradeoffs in balancing change benefits against potential risks?
A: All change is inherently risky because all incidents come from changes. You need to trade off the
e
risk of making the change with the risk of not doing it.
at

4. What types of mitigation activities could you do?

A: Risk mitigation activities could include review and approval by a Change Authority, or peer review
lic

of potential changes to assess risk and identify mitigation options.

up
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ot
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o
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Lesson 5: Key ITIL Practices | Topic C
 ITIL® 4 Foundation | 93

TOPIC D
Incident Management
As the name implies, unplanned interruptions are difficult to anticipate; however, interruptions to
services will happen and your organization needs to be ready to handle them. In this topic, you will
define the Incident Management practice.

e
ut
Purpose of Incident Management
The purpose of the Incident Management practice is to minimize the negative impact of incidents Purpose of Incident

ib
by restoring normal service operation as quickly as possible. Management
Incidents can have an enormous impact on customer and user satisfaction and the perception of the

tr
service provider. Every incident should be logged and managed to ensure that it is resolved in a time
that meets the expectations of the customer and user. Target resolution times are agreed on,

is
documented, and communicated for all involved parties. Incidents are prioritized, based on agreed
classification, to ensure that incidents with the highest business impact are resolved first.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights

D
reserved.

Incidents
or
An incident is an unplanned interruption to a service, or reduction in the quality of a service.
Incidents reflect a user experience, such as when they say "I can’t [fill in the blank].” These
Incidents
e
interruptions to a service can impact your business workflow, and your objective is to minimize that
at

impact.
lic
up

Figure 5-5: An incident.

D

In ITIL 4, the definition of an incident has been revised to remove any ambiguity about what is,
or is not, an incident. If the service is not impacted, then it is not an incident. Previous versions
treated any component failure as an incident, but if there is no customer impact, it is no longer
ot

treated as one.
Resources should be allocated based on the impact the incident has. For example, some incidents
N

with extreme impact may be called major incidents and require specialized, separate procedures for
handling them. Information security incidents may require separate procedures as well.
Information about incidents should be tracked and stored in a suitable tool, and also contain links to
o

configuration data, problems, changes, known errors, and other knowledge that can facilitate
diagnosis and recovery. In today's digital environment, there are tools that automate matching
D

incidents to other incidents or other information to reduce the amount of time you need to spend
sifting through incident records.
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reserved.

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Lesson 5: Key ITIL Practices | Topic D
 94 | ITIL® 4 Foundation

Incident Management Activities

In some versions of the The activities involved in Incident Management are listed here. Keep in mind that all activities
sample papers, these should be timestamped and tracked.
activities were included
but not explicitly listed
• Identification and Logging
on the syllabus. • Categorization
• Prioritization
• Diagnosis
• Escalation

e
• Resolution
• Closure

ut
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

ib
Incident Diagnosis and Resolution

tr
Incident Diagnosis and Incidents can be diagnosed and resolved by people in many different groups. Collaboration within

is
Resolution and among teams is essential.
Service Desk will be • User self-help—Some incidents will be resolved by the users themselves. Use of specific self-
defined and explained in

D
help records should be captured for measurement and improvement.
detail in an upcoming
section. • Service desk—Some incidents will be resolved by the service desk.
• Support team—Complex incidents will usually be escalated to a support team for resolution.

team. or
Typically, the routing is based on the incident category, which should help to identify the correct

• Suppliers or partners—Incidents can be escalated to suppliers or partners, who offer support

for the products and services they supply.
e
• Temporary team—The most complex incidents, and all major incidents, often require a
at

temporary team to work together to identify the resolution. This team may include
representatives of many stakeholders.
• Disaster Recovery Plans—In some extreme cases, disaster recovery plans may be invoked to
lic

resolve an incident.
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reserved.
up

Incident Management
D

Incident Management Incident management is the formal process for logging and managing incidents. Generally, it doesn’t
include detailed procedures for how to diagnose, investigate, and resolve incidents. However, it
provides techniques for making investigation and diagnosis more efficient. For example, scripts for
ot

collecting information from users during initial contact may lead directly to diagnosis and resolution
of simple incidents.
N

Investigation of more complicated incidents often requires knowledge and expertise, rather than
procedural steps.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
o

reserved.
D

Incident Management and Suppliers

Incident Management Supplier support agreements must align to service provider commitments. The management of
and Suppliers incidents may require frequent interaction with these suppliers. Suppliers can also act as a service
desk, logging and managing all incidents and escalating to relevant subject matter experts or other
parties as required.

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Lesson 5: Key ITIL Practices | Topic D
 ITIL® 4 Foundation | 95

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

Swarming
Swarming is a popular Agile technique for managing incidents that begins with multiple stakeholders Swarming
working together to manage an incident. As work continues, the better-suited stakeholder will be Explain that swarming is
revealed and the others will be released to work on other things. Swarming is commonly used in a technique that avoids
work teams to attack incidents quickly and restore service and keep the team and the other having the incident

e
stakeholders on track. bounce from group to
group in search of a

ut
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights resolution.
reserved.

ib
Incident Management Heat Map and Value Chain

tr
In the following heat map diagram, you can see that the Incident Management practice has a strong Incident Management
relationship with the Engage and the Deliver and support activities, and a moderate relationship to Heat Map and Value

is
the Design and transition, Obtain/build, and the Improve activities. There is a low relationship to Chain
the Plan activity of the service value chain.

D
or
e
at
lic
up
D

Figure 5-6: The heat map and value chain of the Incident Management practice.
ot

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
N
o
D

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Lesson 5: Key ITIL Practices | Topic D
 96 | ITIL® 4 Foundation

ACTIVITY 5-4
Analyzing the Incident Management Practice

Scenario

e
Answer the following questions to analyze the Incident Management practice.

ut
Activity

1. What is the overall purpose of Incident Management?

ib
A: The overall purpose of Incident Management is to minimize the impact of incidents and restore
service as quickly as possible.

tr
2. Why are categorization and prioritization important?

is
A: Categorizing incidents as they happen enables you to accurately prioritize the incident and ensure
that you are always working on the incident of the highest priority.

D
3. How do techniques such as swarming promote better incident management?
A: Techniques like swarming allow you to take advantage of different skillsets and points of view to

4.
by the correct team.
or
quickly identify who should take the lead in resolving an incident to ensure that it's being handled

What role can effective tools play in supporting our practice?

e
A: Effective tools facilitate communication between groups working on incidents. Additionally, these
at

tools can help us match incidents against previously identified incidents, problems, and known
errors to apply workarounds and restore service more rapidly.
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up
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Lesson 5: Key ITIL Practices | Topic D
 ITIL® 4 Foundation | 97

TOPIC E
Service Request Management
A normal part of service management is receiving service requests from consumers. As the service
provider, your organization will need to have a way to handle service requests. In this topic, you will
define the Service Request Management practice.

e
ut
Purpose of Service Request Management
The purpose of the Service Request Management practice is to support the agreed quality of a Purpose of Service

ib
service by handling all pre-defined, user-initiated service requests in an effective and user-friendly Request Management
manner. The goal of this practice should be to complete the requests in as efficient and streamlined
a manner as possible.

tr
Service requests are a normal part of service delivery and not an incident. Other characteristics

is
include:
• Pre-defined and pre-agreed.

D
• Clear, standard procedure for initiation, approval, fulfillment, and management.
• Steps to fulfill the request should be well-known and proven.
• Set expectation times for fulfillment.
• Provide clear communication of the status of the request to users.
or
Note: Service requests follow the words, "I want" as in "I want [standard request]." An incident
follows the words "I can't" as in "I can't [log in to the server]." You can use this simple statement to
e
distinguish between service requests and incidents.
at

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
lic

Definition of Service Request

up

A service request is a request from a user or user’s authorized representative that initiates a service Definition of Service
action that has been agreed as a normal part of service delivery. Request
Each service request may include one or more of the following: Point out that this list of
service requests is
D

• A request for a service delivery action (for example, providing a report or replacing a toner
examinable.
cartridge).
• A request for information (for example, how to create a document or what the hours of the
ot

office are).
• A request for provision of a resource or service (for example, providing a phone or laptop to a
user, or providing a virtual server for a development team).
N

• A request for access to a resource or service (for example, providing access to a file or folder).
• Feedback, compliments, and complaints (for example, complaints about a new interface or
o

compliments to a support team).

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
D

reserved.

Guidelines for Handling Service Requests

Guidelines for Handling
Note: All of the Guidelines for this lesson are available as checklists from the Checklist tile on Service Requests
the CHOICE Course screen.
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Lesson 5: Key ITIL Practices | Topic E
 98 | ITIL® 4 Foundation

Point out that these

guidelines are Handle Service Requests
examinable. You can use the following guidelines to deal with service requests:
• Service requests and their fulfillment should be standardized and automated to the greatest
degree possible.
• Policies should be established regarding what service requests will be fulfilled with limited or
even no additional approvals so that fulfillment can be streamlined.
• Set realistic expectations of users regarding fulfillment times.

e
• Opportunities for improvement should be identified and implemented to produce faster
fulfillment times and take additional advantage of automation.

ut
• Policies and workflows should be included for the documenting and redirecting of any requests
that are submitted as service requests, but which should actually be managed as incidents or

ib
changes.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

tr
is
Service Request Management Heat Map and Value Chain
Service Request In the following heat map diagram, you can see that the Service Request Management practice has a

D
Management Heat Map strong relationship with the Engage and the Deliver and support activities, and a moderate
and Value Chain relationship to the Design and transition and the Obtain/build activities of the service value chain.
The Improve activity is low and there's no relationship to the Plan activity in the service value chain.

or
e
at
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up
D
ot

Figure 5-7: The heat map and value chain of the Service Request Management practice.
N

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
o
D

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Lesson 5: Key ITIL Practices | Topic E
 ITIL® 4 Foundation | 99

ACTIVITY 5-5
Analyzing the Service Request Management
Practice

e
Scenario

ut
Answer the following questions to analyze the Service Request Management practice.
Activity

ib
1. Where do service requests come from?

tr
A: Service requests can come from anyone, but often come from users of the service.

2. How should an organization establish standard services and the fulfillment

is
procedures to deliver them?

D
A: As part of establishing a service, you want to establish standard sets of information you provide
about the service and fulfillment procedures for how you will deliver the service when it is
requested.

3.
or
How would you reassign requests that turn out to be incidents or changes?
A: Some service requests are subsequently determined to be incidents or changes; these should be
reallocated to the correct practice for handling. This may be supported by corresponding tools to
e
enable tracking and management.
at
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Lesson 5: Key ITIL Practices | Topic E
 100 | ITIL® 4 Foundation

TOPIC F
Service Desk
In service management, the service desk is where service providers and users meet—either in person
or virtually. In this topic, you will define the Service Desk practice.

e
Purpose of Service Desk

ut
Purpose of Service Desk The purpose of the Service Desk practice is to capture demand for incident resolution and service
requests. It is the point of communication for the service provider with all of its users.

ib
The focus of the service desk is to provide support for "people and business" and not simply
technical issues. In addition to solving technical problems, people use service desks to get matters

tr
arranged, explained, and coordinated. However, service desks will continue to require help from
other support teams, which may be technical in nature or not.

is
Service desks have a major influence on the user's experience and their perception of the service
provider. It's extremely important that service desks understand the business context of the

D
solutions that they are supporting.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

Service Desk
or
e
Service Desk A service desk is defined as the point of communication between the service provider and all of its
users.
at

The service desk is the entry point/single point of contact for the IT or service organization.
• Report issues, queries, and requests.
lic

• Have them acknowledged, classified, owned, and actioned.

• Many different models.
up

In ITIL 4, there are only two types of service desks: local and virtual.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
D

Access Channels
ot

Access Channels The following table describes the various channels for accessing the service desk.
Point out that knowledge
Channel Description
N

of these service desk

access channels is
examinable. Phone calls Includes specialized technology, such as IVR, conference calls, voice
recognition, and others.
o

Service portals and Supported by service and request catalogues and knowledge bases
D

mobile applications
Chat Includes chatting live with a person or a chatbot.
Email Includes logging and updating communication occurrences as well as
conducting follow-up surveys and confirmations.
Walk-in service desks Staffed and supported by service personnel, such as the Apple store.

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Lesson 5: Key ITIL Practices | Topic F
 ITIL® 4 Foundation | 101

Channel Description
Text and social media Provides a way to contact stakeholders and also notify them of major
messaging incidents as well as providing users with a way to request support.
Public and corporate Provides a way to contact the service provider and also obtain peer-to-
discussion forums peer support.

Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.

e
ut
Training and Competencies
Service desk personnel need to diagnose incidents in terms of business priority and take the Training and

ib
appropriate action to get them resolved using available skills, knowledge, people, and processes. Competencies
Service desk personnel must also possess and demonstrate a variety of personal, technical, and Point out that knowledge

tr
business skills, such as: of these service desk
training and
• Excellent customer service skills competencies is

is
• Empathy examinable.
• Effective communication skills

D
• Emotional intelligence
• Incident analysis skills to diagnose and prioritize incidents to get them resolved
• Understanding of business priority

or
Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.
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Supporting Tools
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In general, service desks might use a variety of the tools listed here. Supporting Tools
• Intelligent telephony systems, incorporating computer-telephony integration, interactive voice Point out that knowledge
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response, and automatic call distribution of these service desk

supporting tools is
• Workflow systems for routing and escalation examinable.
• Workforce management and resource planning systems
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• Knowledge base
• Call recording and quality control
• Remote access tools
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• Dashboard and monitoring tools

• Configuration management systems
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• Virtual service desks might require more sophisticated access, routing, and escalation tools.
Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.
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Service Desk Heat Map and Value Chain

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In the following heat map diagram, you can see that the Service Desk practice has a strong Service Desk Heat Map
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relationship with the Engage and the Deliver and Support activities, and a moderate relationship to and Value Chain
the Design and Transition and the Improve activities of the service value chain. The Obtain/build
activity is low and there's no relationship to the Plan activity in the service value chain.

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Lesson 5: Key ITIL Practices | Topic F
 102 | ITIL® 4 Foundation

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Figure 5-8: The heat map and value chain of the Service Desk practice.

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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

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Lesson 5: Key ITIL Practices | Topic F
 ITIL® 4 Foundation | 103

ACTIVITY 5-6
Analyzing the Service Desk Practice

Scenario

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Answer the following questions to analyze the Service Desk practice.

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Activity

1. What is the purpose of the Service Desk practice?

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A: The purpose of the Service Desk practice is to capture demand for incident resolution and service
requests in the most efficient and streamlined manner possible.

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2. What are some of the key competencies that service desk staff need to have?

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A: Service desk personnel require a combination of technical and business competencies, including
customer service skills, empathy, incident analysis and prioritization, effective communications,
and emotional intelligence.

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3. What types of tools might help service desk staff perform their work more
effectively?
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A: Tools may include telephony systems, workflow systems, workforce management, knowledge
bases, and many others.
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Lesson 5: Key ITIL Practices | Topic F
 104 | ITIL® 4 Foundation

TOPIC G
Problem Management
In service management as in life, your challenge is to identify problems and resolve them before
they escalate and negatively impact your normal workflow. In this topic, you will define the Problem
Management practice.

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Purpose of Problem Management
Purpose of Problem The purpose of the Problem Management practice is to reduce the likelihood and impact of

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Management 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. Many
errors are identified and resolved before a service goes live and some remain unidentified, or

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unresolved, and may be a risk to live services.

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The purpose of the Problem Management practice has changed from ITIL 3 to include all four
dimensions, not just technical problems.

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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

Problems and Known

Problems and Known Errors or
A problem is a cause, or potential cause, of one or more incidents. A known error is a problem
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Errors that has been analyzed and has not been resolved.
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Problems are unknown root causes of incidents. Known errors are diagnosed root causes of
incidents, but which have not yet been resolved.
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reserved.

Distinguishing Incidents from Problems

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Distinguishing Incidents Even though problems are related to incidents, they are different and should be managed differently.
from Problems To start, incidents impact users or business processes, and must be resolved to keep normal
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business activity going. The Incident Management practice is designed to deal with incidents.
Resolving incidents often involves applying workarounds, such as rebooting a computer. However,
this doesn't help you understand the root cause—what happened that caused the need to reboot the
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computer? You need to investigate problems and analyze them to identify their causes, develop or
improve workarounds, and recommend longer-term resolutions. By reducing or eliminating
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problems, you reduce the number of future incidents, and by definition, the impact they might have
on your services. Not every problem needs to be investigated and analyzed. Making significant
progress on resolving the highest-priority problems can be more valuable to the organization.
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Keep in mind that the ultimate goal is to improve service quality and stability by removing the errors
where it is cost-justifiable, or create workarounds for errors that can’t be removed.
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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

Phases of Problem Management

Phases of Problem The three phases of Problem Management will be explored in the following sections.
Management
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Lesson 5: Key ITIL Practices | Topic G
 ITIL® 4 Foundation | 105

• Problem identification
• Problem control
• Error control

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Figure 5-9: The phases of Problem Management.

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights

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reserved.

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Problem Identification

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In the Problem Identification phase, you need to identify and log problems. This can include Problem Identification
performing trend analysis of incident records and reviewing recurring issues by users, service desk,
and technical support staff.

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Problems can be identified from a number of different sources, including major incident
management, information from suppliers and partners, or information received from our own
developers and testers.
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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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Problem Control
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Problem control includes analyzing the problems and documenting workarounds and known errors. Problem Control
It is not essential, or viable, to analyze every problem. In fact, you should prioritize problems based
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on the risk. That way, you can spend your time effectively by analyzing the high-priority problems
and not worry about the minor ones.
Most incidents don't have an unknown root cause. They are routine, and you resolve them and that's
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it. Some incidents have unknown causes, which may be related to a single issue or have many
interrelated causes. It is the work of problem control to assess potential root causes and attempt to
identify them, along with potential workarounds and permanent fixes. Problem control should
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consider all contributory causes, including the duration and impact of incidents and analyzing
problems from the perspective of all four dimensions of service management.
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reserved.
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Workarounds
A workaround is a solution that reduces or eliminates the impact of an incident or problem for Workarounds
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which a full resolution is not yet available. Some workarounds reduce the likelihood of incidents.
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The wording of the workaround definition has changed from ITIL 3, but the intent is the same.
Workarounds can become a permanent way of dealing with some problems, such as when resolving
the problem is not viable or a resolution is not cost-effective. If a workaround has been found for a
problem, then the problem remains in the known error status so that the documented workaround
can be applied whenever a related incident occurs. Some workarounds can be automated and
applied automatically when certain incidents occur, minimizing customer impact and speeding up
resolution.
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Lesson 5: Key ITIL Practices | Topic G
 106 | ITIL® 4 Foundation

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

Error Control
Error Control In the final phase of the Problem Management practice, error control manages known errors. Based
on your work in the Problem Control phase, faulty components have been identified. Error control
includes the identification of potential permanent solutions. This may result in a change request for
implementation of a solution if this can be justified in terms of cost, risks, and benefits.

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When considering actions for known errors, you want to assess some key factors.

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• Impact on customers.
• Availability and cost of permanent resolutions.

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• Effectiveness of workarounds.
In addition, each time a workaround is applied, the workaround's effectiveness should be evaluated

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and any potential improvements identified.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights

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reserved.

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Practice Interactions
Practice Interactions Problem Management interacts with other practices in several ways.
Some of the practices
mentioned here are not
directly examinable and
thus are not discussed in
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• Problem Management is very closely related to Incident Management.
• The two practices need to be designed to work together within the value chain.
• Activities from these two practices may complement each other but they may also conflict.
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depth in this course. • There are also interfaces between Problem Management, Risk Management, Change
Enablement, Knowledge Management, and Continual Improvement.
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• Problem Management activities can be organized as a specific case of Risk Management.

• Implementation of problem resolution is often outside the scope of Problem Management
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and may instead come under the scope of Change Enablement.

• Output from Problem Management includes information concerning workarounds and
known errors that should be captured in a Knowledge Management system. In addition,
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Problem Management may utilize information in a Knowledge Management system to

investigate, diagnose, and resolve problems.
• Problem Management may reveal continual improvement opportunities in all four
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dimensions of service management. In the continual improvement context, problem solutions

may be included in a continual improvement register (CIR). You would then use continual
improvement techniques to prioritize and manage them, sometimes as part of a product
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backlog.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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Problem Management Heat Map and Value Chain

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Problem Management In the following heat map diagram, you can see that the Problem Management practice has a strong
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Map and Value Chain relationship to the Deliver and support and Improve activities, and a moderate relationship to the
Design and transition activity of the service value chain. The Engage and the Obtain/build activities
are low and there's no relationship to the Plan activity in the service value chain.

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Lesson 5: Key ITIL Practices | Topic G
 ITIL® 4 Foundation | 107

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Figure 5-10: The heat map and value chain of the Problem Management practice.

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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

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Lesson 5: Key ITIL Practices | Topic G
 108 | ITIL® 4 Foundation

ACTIVITY 5-7
Analyzing the Problem Management Practice

Scenario

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Answer the following questions to analyze the Problem Management practice.

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Activity

1. What happens in the three phases of Problem Management?

ib
A: Problem Identification is used to trigger problem activities and includes logging the issue; it could
come from a major incident, information from suppliers, recurring incidents, and other sources.

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Problem Control assesses the root cause of the incident or incidents and may identify a
workaround as the assessment continues. Error Control publishes guidance about known errors
and may trigger a request for change to remove errors from the infrastructure.

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2. What is the difference between an incident and a problem? A problem and a

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known error? Why are the distinctions important?
A: Incidents are disruptions to services experienced by users; the problem is the unknown root cause
of the incident. Known errors are known to you—or through your suppliers and partners—and the

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emphasis is on cost effective removal of errors that can be removed. Also, guidance for handling
errors cannot be removed, including workarounds as available.
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Lesson 5: Key ITIL Practices | Topic G
 ITIL® 4 Foundation | 109

Summary
In this lesson, you examined the seven ITIL practices that are essential to service management. By
understanding the purpose and activities that are involved in the practices of Continual
Improvement, Service Level Management, Change Enablement, Incident Management, Service
Request Management, Service Desk, and Problem Management, you have a beginning of a
foundation as a service management professional.

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Encourage students to
Does your organization have separate practices for problem and incident use the social
management? What are the potential risks of treating problems and incidents as

ut
networking tools
part of a traditional troubleshooting model? provided on the CHOICE
A: Answers will vary depending on students' organizations. One potential risk is the difference in time Home screen to follow

ib
up with their peers after
scales required for problems and incidents. While the two practices are integrated, they should not
the course is completed
overlap. Avoid extending the life of an incident to solve a problem.
for further discussion

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and resources to support
How do you think having a specific Continual Improvement practice in your continued learning.
organization would contribute to driving continual improvement through the

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SVS?
A: Answers will vary. Having and following a Continual Improvement practice ensures that the

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organization's practices and services are aligned with the changing business needs.

Note: Check your CHOICE Course screen for opportunities to interact with your classmates,

or
peers, and the larger CHOICE online community about the topics covered in this course or
other topics you are interested in. From the Course screen you can also access available
resources for a more continuous learning experience.
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 6 Other ITIL Practices

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Lesson Time: 1 hour, 30 minutes

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Lesson Introduction

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To complete your introduction to the ITIL® practices, this lesson covers eight more
practices. If you are planning to obtain the ITIL Foundation certification, you will need to

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know the purpose of the practices contained in this lesson.

Lesson Objectives
In this lesson, you will:
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• Identify and define General Management practices.
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• Identify and define Service Management practices.

• Identify and define Technical Management practices.
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 112 | ITIL® 4 Foundation

TOPIC A
General Management Practices
You may want to show Understanding general business practices that involve relationships, information security, and
the Spotlight suppliers can give you a broader picture of how these practices relate to service management. In this
presentations available topic, you will identify and define three General Management practices.

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from the Spotlight tile on
the CHOICE Course Note: To view the Spotlight presentations available for this course, you can select the Spotlight

ut
screen or have students tile on the CHOICE Course screen.
navigate there and
watch them as a

ib
supplement to your
instruction. If not, please Relationship Management
remind students to view

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the Spotlights for this
The purpose of the Relationship Management practice is to establish and nurture the links between
course after class for the organization and its stakeholders at strategic and tactical levels. It includes the identification,
analysis, monitoring, and continual improvement of relationships that you have with stakeholders.

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supplemental
information and An effective Relationship Management practice works toward understanding stakeholders' needs
additional resources. and drivers so that you can prioritize products and services accordingly. All of this activity is focused

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Relationship on ensuring that the stakeholders' satisfaction with your products and services is high, and a
Management constructive relationship between the organization and stakeholders is established and maintained.
Remind students of how
and why these practices
are grouped this way.
These practices are
included because they
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Additionally, this practice helps to ensure new or changed products and services are effectively
established and articulated, and their prioritization aligns with the desired business outcomes. You
want to make sure that products and services facilitate value creation for consumers and the
organization.
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are specifically called Relationship management is also concerned with stakeholders' complaints and, when required,
out in the ITIL 4
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Foundation syllabus.
escalations are handled well. When conflicting stakeholder requirements exist, they should be
Knowing the purpose of mediated appropriately.
the practices in this topic The ultimate goal of the Relationship Management practice is to foster and maintain positive
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is examinable. relationships with and between stakeholders in order to facilitate value creation for all stakeholders.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
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reserved.

Information Security Management

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Information Security The purpose of the Information Security Management practice is to protect the information needed
Management by the organization to conduct its business in a reliable and secure way. This includes understanding
and managing risks to the confidentiality, integrity, and availability of information. This also includes
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authentication and non-repudiation. Authentication is used to prove that a person is who they say
they are. Non-repudiation is the assurance that someone's actions cannot be denied.
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Due to the importance of information security, you undoubtedly have heard of entire courses and
certifications that are developed around information security. When it comes to ITIL, it's vital that
information security is adopted and driven by the organization's senior management and is based on
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governance requirements and organizational policies.

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Point out that this list of Information security must establish policies, processes, behaviors, risk management, and controls,
items may be which maintain a balance between:
examinable.
• Prevention: Ensuring that security incidents don't occur.
• Detection: Rapidly and reliably detecting incidents that can't be prevented.
• Correction: Recovering from incidents after they are detected.

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Lesson 6: Other ITIL Practices | Topic A
 ITIL® 4 Foundation | 113

Information Security interacts with every other ITIL practice, and must balance the needs for
security controls with the needs for innovation. It's important to realize that Information Security
Management is very dependent on the behavior of people!
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

Supplier Management

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The purpose of the Supplier Management practice is to ensure that the organization's suppliers and Supplier Management
their performance are managed appropriately to support the provision of seamless, quality products

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and services. This might include the creation of closer, more collaborative relationships with
suppliers to discover and realize new value and also reduce the risk of failure.

ib
Key activities of Supplier Management include:
• Creating a single point of visibility and control to ensure consistency.
• Maintaining a supplier strategy, policy, and contract management information.

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• Negotiating and agreeing on contracts and arrangements.

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• Managing relationships and contracts with internal and external suppliers.
• Managing supplier performance.

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Every organization should have a strategy for how suppliers can be used to maximize the value
creation in the Service Management strategy. This is known as the supplier strategy or the sourcing
strategy. There are a variety of supplier relationship models that might be used, including:

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• Insourcing—Developing the products and services in-house, or within the organization.
• Outsourcing—Procuring products and services that used to be developed internally from
external suppliers.
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• Single-source or partnership—Procuring products and services from one external supplier.
This could also be a single supplier or an external supplier integrator who acts as a coordinator
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for all of the external suppliers that the organization uses.

• Multi-sourcing—Procuring products and services from multiple suppliers.
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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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Lesson 6: Other ITIL Practices | Topic A
 114 | ITIL® 4 Foundation

ACTIVITY 6-1
Discussing the General Management Practices

Scenario

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Use the following questions to discuss the other examinable general management practices.

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Activity

1. Why is Relationship Management separated from Service Level

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Management? What are some of the key differences?
A: Service Level Management focuses on service performance against targets and ensuring ongoing

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alignment of services to business needs. Relationship Management broadly focuses on both
current and future needs of the customer, and how the service provider can best optimize value

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delivery.

2. Why is it important that Information Security Management be a general

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management practice and not just an ITSM practice? Who is on the hook for
organization-wide security?

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A: Information Security is a risk factor subject to the highest level of organization governance; it is our
job to establish information security practices to underpin and support business security policies
and practices.
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3. How does Supplier Management help organizations streamline costs and
improve the quality of supplier performance?
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A: Supplier Management brings a coherent set of practices to engage with our suppliers to ensure
value for money. These include assessing provider capabilities and risks, establishing supplier
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and contract relationships, and creating an ongoing managed supplier relationship with regular
reporting, reviews, and improvements.
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Lesson 6: Other ITIL Practices | Topic A
 ITIL® 4 Foundation | 115

TOPIC B
Service Management Practices
The Service Management category contains the practices designed to deal with needs distinctive to
IT services. In this topic, you will identify and define four Service Management practices.

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Service Configuration Management

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The purpose of the Service Configuration Management practice is to ensure that accurate and Service Configuration
reliable information about the configuration of services, and the configuration items (CI) that Management

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support them, is available when and where it is needed. This includes information on how CIs are These practices are
configured and the relationships between them. included because they
are specifically called

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A configuration item (CI) is any component that needs to be managed in order to deliver an IT out in the ITIL 4
service. The Service Configuration Management practice collects and manages information about a Foundation syllabus.

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wide variety of CIs, such as hardware, software, networks, buildings, people, suppliers, and Knowing the purposes of
documentation. Services themselves can also be treated as CIs. the practices in this topic
is examinable.

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In ITIL 3, there was a process known as Service Asset and Configuration Management. In ITIL
4, these are treated as two separate practices: IT Asset Management and Service Configuration
Management.

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Often, numerous types of CIs (such as the local server, local application, client device, client app,
and so on) are mapped to demonstrate the relationships among the components and how they work
together to deliver the service. The image shown in the following figure illustrates this simplified
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service map. The Service Configuration Management practice is responsible for maintaining the
information about all of the CIs and providing that information to other practices and relevant
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stakeholders to support their activities.

Simplified Service Model
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for a Typical IT Service

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Figure 6-1: Simplified service model for a typical IT service.

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Lesson 6: Other ITIL Practices | Topic B
 116 | ITIL® 4 Foundation

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

IT Asset Management
IT Asset Management The purpose of the IT Asset Management practice is to plan and manage the full lifecycle of all IT
assets, which helps the organization maximize value, control costs, manage risks, support decision-
making about purchase, reuse, and retirement of assets, and meet regulatory and contractual
requirements.

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Note: IT Asset Management answers the questions: "What do we own, and where is it?"

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An IT asset is any financially valuable component that can contribute to the delivery of an IT

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product or service. Different types of IT assets, such as hardware, software, cloud-based, and client
assets, have different requirements and needs. The IT Asset Management practice is responsible for

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handing all types of IT assets.

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The definition of an IT asset is now any financially valuable component that contributes to the
delivery of a product or service.
While not exhaustive, the following list of IT Asset Management practice activities might include:

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• Define, populate, and maintain the asset register.
• Control the asset lifecycle in collaboration with other practices.

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• Provide current and historical data, reports, and support to other practices.
• Audit assets, related media, and conformity to regulations.
• Drive corrective improvements for defects.
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Based upon AXELOS© ITIL 4 Foundation materials. Material is used under license from AXELOS Limited.
All rights reserved.
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Monitoring and Event Management

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Monitoring and Event The purpose of the Monitoring and Event Management practice is to systematically observe services
Management and service components, and record and report selected changes of state identified as events. An
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event is any change of state that has significance for the management of an IT service or other
configuration item (CI). Events are typically recognized through notifications created by a service,
CI, or monitoring tool.
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In ITIL 3, there was a process known as Event Management. In ITIL 4, the practice name has
expanded to the Monitoring and Event Management practice, but the intent is essentially the same.
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Point out that most Events can come from many sources. Event data may come from infrastructure components,
events are routine services, business processes, information security monitoring tools, or even HVAC or fire
informational (green) suppression systems. The practice begins with establishing a clear approach to identifying and
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events, some are prioritizing events. For each component or service you want to establish the monitoring strategy;
warnings (yellow), and how, what, and how often certain monitoring is done; and how event data will be generated,
exceptions (red) are
captured, and analyzed. Monitoring tools and capabilities need to be implemented, and people
when a threshold has
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been exceeded.
trained in how to interpret event data and trigger appropriate responses. Technical and application
management teams will establish key thresholds and policies for appropriate event handling. Once
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the core practices are established, automation can streamline responses as required.

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Lesson 6: Other ITIL Practices | Topic B
 ITIL® 4 Foundation | 117

Key Activities of Event

Management

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Figure 6-2: An event.

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Note: Most events are routine notifications that the system is functioning correctly.

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Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights

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reserved.

Release Management
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The purpose of the Release Management practice is to make new and changed services and features
available for use. A release is a version of a service or other configuration item, or a collection of
Release Management
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configuration items, that is made available for use. Release components could include any of the
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following:
• Infrastructure and application components
• Documentation
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• Training (for users or IT staff)

• Updated processes or tools
• Any other needed components
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Release Management is responsible for establishing agreed release plans and release schedules with
the relevant stakeholders, including users, customers, operations, and other stakeholders. A large
part of their job is to establish the methods by which the capabilities will be released, and to ensure
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that the appropriate knowledge transfer, training, testing, and other preparatory work is completed.
This might include working with suppliers and partners to enable certain capabilities, and ensuring
readiness.
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In ITIL 3, there was a process known as Release and Deployment Management. In ITIL 4, this
is treated as two separate practices: Release Management and Deployment Management.
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Release Management in Different Environments

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Release Management in traditional waterfall environments was done prior to the deployment of
hardware, software, and other components. The following figure illustrates Release Management in a
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traditional/waterfall environment.

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Lesson 6: Other ITIL Practices | Topic B
 118 | ITIL® 4 Foundation

Release Management in
Traditional/Waterfall
Environments

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Figure 6-3: Release Management in traditional/waterfall environments.

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In many Agile/DevOps approaches, the opposite is true. Deployment is automated and simplified,
but features may not be enabled right away—hidden behind feature flags or in a separate production

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environment. This enables confirmation of a successful technical deployment prior to enabling the
capability for the users, which may help minimize risk, reduce impact and downtime, and increase
agility. The following figure illustrates Release Management in an Agile/DevOps environment.
Release Management in
Agile/DevOps
Environments
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Figure 6-4: Release Management in an Agile/DevOps environment.

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
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Lesson 6: Other ITIL Practices | Topic B
 ITIL® 4 Foundation | 119

ACTIVITY 6-2
Discussing the Service Management Practices

Scenario

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Use the following questions to discuss the other examinable service management practices.

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Activity

1. How does Service Configuration Management support the broader needs for

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organizational control? How does it support practices like Incident
Management or Problem Management?

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A: Service Configuration Management helps to maintain our current configuration baselines. In the
face of the increased need to adapt to very frequent changes, it has become more important to

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maintain control of configurations, and to automate where possible to keep this information
accurate. Service Configuration Management information is critical to other practices to support
incident prioritization, problem replication, change risk assessments, and activities from virtually

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every service management practice.

2. How does IT Asset Management differ from Service Configuration

the value of the IT asset, and not just to track it? or

Management? What are some of the implications of the objective to maximize

A: IT Asset Management tracks the lifecycle of each IT asset, from acquisition through use to
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disposal. Many CIs are not assets, and Service Configuration Management focuses more on the
context of a particular CI (how is it used in service delivery) than the content of the component
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itself. IT Asset Management should work to ensure assets are used and that the value of the asset
is optimized; this suggests that the effective use of the asset is an important part of the practice,
not merely tracking where it is and who has it.
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3. How might Monitoring and Event Management trigger other practices?

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A: Events can trigger Incident Management in the case of early warning of an incident. Events can
also trigger Change Enablement based on the needs to do things like add capacity, or even
provide data indicating a potential for Problem Management.
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4. What are some of the responsibilities of Release Management?

A: Release Management works to ensure stakeholder readiness for the new or changed service. This
practice is responsible for establishing agreed release plans and release schedules with relevant
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users, customers, operations, and others.

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Lesson 6: Other ITIL Practices | Topic B
 120 | ITIL® 4 Foundation

TOPIC C
Technical Management Practices
This category focuses on practices designed to manage specific technical practices for creating
software, managing infrastructure, and deployment. In this topic, you will identify and define one of
the Technical Management practices.

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Deployment Management
Deployment The purpose of the Deployment Management practice is to move new or changed hardware,

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Management software, documentation, processes, or any other component to live environments. It may also be
This practice is included involved in deploying components to other environments for testing or staging.
because it is specifically

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called out in the ITIL 4 As previously mentioned, Deployment Management has been separated from Release
Foundation syllabus. Management and is now grouped in the Technical Management practice category.

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Knowing the purpose of
this practice is Deployment Management collaborates closely with the Release Management and the Change
examinable. Enablement practices. Even though the term deployment is often used specifically in the context of

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implementing software, ITIL uses the term deployment to encompass hardware provisioning and
software deployment.
Experts report that
82%-87% of incidents
are caused by change
errors in most
a combination of approaches.
or
Some of the available deployment approaches that exist are listed here, and organizations might use

• Phased deployment—new or changed components are deployed partially to the production

environment over a period of time.
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environments.
• Continuous delivery—new or changed components are deployed when they are ready, which
at

provides a continuous stream of feedback.

• Big bang deployment—new or changed components are deployed to all at the same time.
• Pull deployment—new or changed software is made available in a controlled repository for
lic

users to download when they need it.

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
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Secured Locations for Deployment

In order to maintain control of the configuration items to be deployed into an environment, ITIL
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establishes secured locations. The location for copies of all software code, gold disks, and licenses is
called the Definitive Media Library. A location for definitive copies of spare hardware is called the
Definitive Hardware Store.
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Deployment has traditionally been a high-risk activity with extensive planning and infrequent
deployments. This approach is maturing into a much more frequent and lower risk practice in
N

Agile/DevOps environments, often highly automated and even self-service.

Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.
o
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How Deployment is Evolving

How Deployment is Traditionally, deployment has been a high-risk event and, indeed, change errors are a major cause of
Evolving incidents. New practices such as Agile and DevOps attempt to make deployment practices
dramatically safer and more routine so deployments can occur frequently and with far less drama.
They succeed at this through a number of additional technical practices including automation of the
deployment pipeline, an emphasis on high quality, automated testing, small batch sizes, and rigorous

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Lesson 6: Other ITIL Practices | Topic C
 ITIL® 4 Foundation | 121

version control of their applications and environments. The overall objective is to streamline these
practices, heavily leverage automation, and make deployment a routine technical activity as opposed
to making it a "fear factor" event.
Based upon AXELOS ITIL® materials. Material is used under license from AXELOS Limited. All rights
reserved.

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Lesson 6: Other ITIL Practices | Topic C
 122 | ITIL® 4 Foundation

ACTIVITY 6-3
Discussing the Technical Management Practices

Scenario

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Use the following questions to discuss the other examinable technical management practices.

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Activity
As you lead students
through the discussion 1. How does Deployment Management differ from Release Management?

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questions, students
might have trouble
Change Enablement? Why is each one needed to effectively introduce new
distinguishing between services and changes?

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Deployment as A: Deployment Management is responsible for the physical instantiation of the hardware or software
"installing the component into a supported environment. Release Management is responsible for ensuring that

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technology" and there are agreed plans among the relevant stakeholders for how a new or changed service will be
Release as "going live." introduced and to ensure effective knowledge transfer, training, and readiness. Change
You could use the Enablement is responsible for ensuring successful changes by assessing the risks, authorizing

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analogy of Deployment changes, and managing the change schedule. Each practice has a key role to play in managing
is like installing voting the effective management and introduction of changes with the goal of maximizing value and
machines at the polling managing overall risk.
place and Release is
opening the polls for
people to vote. 2. or
How does the work of Release and Deployment change when an organization
is working in an Agile/DevOps environment compared to a traditional one?
What opportunities does this create?
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A: Using Feature Flags or multiple production environments in an Agile/DevOps environment
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deployment can occur as a routine, automated practice that introduces new hardware and
software safely into supported environments. You can confirm the technical stability of the change
before you enable it in production, to better align feature enablement with customer readiness
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while speeding up deployment and reducing risk.

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Lesson 6: Other ITIL Practices | Topic C
 ITIL® 4 Foundation | 123

Summary
In this lesson, you examined eight more ITIL practices that are essential to successful service
management. With the understanding of these practices and their purposes, you continue to build
on your foundational knowledge of the ITIL approach to service management.
Encourage students to
How does your organization manage deployment, release, and change use the social
enablement? networking tools

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A: Answers will vary, but many organizations do not distinguish clearly among these practices. As a provided on the CHOICE

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result, the focus tends to be on the operational activities of tracking and implementing changes, as Home screen to follow
up with their peers after
opposed to managing risk, getting buy-in and readiness from all of the relevant stakeholders
the course is completed
(especially on the business side), and improving practices to make deployments more routine and

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for further discussion
lower risk. and resources to support
continued learning.
How does your organization implement service configuration and IT asset

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management? How do you use the information you generate?
A: Answers will vary, but while many organizations perform some type of IT Asset Management, the

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concept of end-to-end services, modeling relationships, and using that kind of real information to
assess risks and impacts of incidents, problems, changes, etc. is often far less mature.

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Note: Check your CHOICE Course screen for opportunities to interact with your classmates,
peers, and the larger CHOICE online community about the topics covered in this course or

or
other topics you are interested in. From the Course screen you can also access available
resources for a more continuous learning experience.
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Lesson 6: Other ITIL Practices |
 e
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 ITIL® 4 Foundation | 125

Course Follow-Up
Congratulations! You have completed the ITIL® 4 Foundation course. You have successfully defined
the key concepts of ITIL and identified the components, the seven guiding principles, and the
service management practices of ITIL. Using this best practice framework, it can help you to plan,
implement, support, and improve services that strive to create value for your customers.
In this course, you described the fundamental concepts of ITIL, including basic terminology and the
certification development path. This foundation is important whether you need a basic

e
understanding of ITIL, if you need a general awareness of what others are doing with ITIL within
your organization, or should you wish to move on to other ITIL certifications in your ITSM career.

ut
What's Next?

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If you plan to pursue the ITIL 4 Foundation certification, your first step after completing the
instructional material in this course should be to download the official ITIL 4 Foundation sample
papers from the Files tile on your CHOICE course screen. These are an important part of this

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accredited training course, as well as a key element of your certification preparation. Your instructor
may guide you through completing the mock exams, or you may complete them on your own. As

is
supplemental preparation, you also may want to complete the Mastery Builder activities at the end of
this courseware manual. These provide additional review questions in a format that is similar to the
items you may see on the sample papers and the ITIL 4 certification exam. And of course, you will

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want to plan for when and how you will take the ITIL 4 certification exam itself.
A natural next step after ITIL Foundation is to pursue either the ITIL Managing Professional or

Leader courses, which will be available from Logical Operations. or

ITIL Strategic Leader designation by continuing to the ITIL Specialist, ITIL Strategist, or ITIL

Whether or not you continue further into the ITIL 4 certification scheme, you may be interested in
e
furthering your management skills through a Logical Operations course pertaining to project
management, business skills, or communication skills.
at

You are also encouraged to explore the concepts related to ITIL 4 further by actively participating in
any of the social media forums set up by your instructor or training administrator through the
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Social Media tile on the CHOICE Course screen.

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Course Follow up
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 A Mapping Course Content
to ITIL® 4 Foundation

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ut
Syllabus

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Obtaining ITIL 4 Foundation certification requires candidates to pass the ITIL 4
Foundation exam.

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To assist you in your preparation for the exam, Logical Operations has provided a reference
document that indicates where the exam objectives are covered in the Logical Operations

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ITIL® 4 Foundation courseware.
The exam-mapping document is available from the Course page on CHOICE. Log on to

or
your CHOICE account, select the tile for this course, select the Files tile, and download
and unzip the course files. The mapping reference will be in a subfolder named Mappings.
Best of luck in your exam preparation!
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 Mastery Builders

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ut
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Mastery Builders are provided for certain lessons as additional learning resources for this

tr
course. Mastery Builders are developed for selected lessons within a course in cases when
they seem most instructionally useful as well as technically feasible. In general, Mastery

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Builders are supplemental, optional unguided practice and may or may not be performed as
part of the classroom activities. Your instructor will consider setup requirements, classroom

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timing, and instructional needs to determine which Mastery Builders are appropriate for you
to perform, and at what point during the class. If you do not perform the Mastery Builders
in class, your instructor can tell you if you can perform them independently as self-study,

or
and if there are any special setup requirements.
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 130 | ITIL® 4 Foundation

Mastery Builder 6-1

Reviewing ITIL Foundation I

Activity Time: 30 minutes

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Scenario

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This Mastery Builder activity provides exam-like questions to evaluate your
understanding of the ITIL materials. These Mastery Builders are additional preparation
and are not intended to replace the official AXELOS sample papers. You can

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download the official sample papers along with the answer key and rationale from the
Files tile on the course page on the CHOICE platform.

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is
1. How does prioritization of incidents assist incident management?
○ It helps direct the incident to the correct support area.

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○ It determines the resource assigned to the incident.
○ It ensures that incidents are resolved as quickly as possible.
○
2.
or
It determines how the service provider is perceived.

Which value chain activity provides information about service

improvements to all value chain activities?
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○ Improve
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○ Engage
○ Obtain/build
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○ Deliver and support

3. Which value chain activity uses service components to fulfill

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service requests?
○ Improve
○ Engage
D

○ Obtain/build
○ Deliver and support
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4. What is the definition of utility?

○
N

A tangible or intangible deliverable that is produced by carrying out an activity.

○ The assurance that a product or service will meet agreed requirements.
○
o

A possible event that could cause harm or loss, or make it more difficult to achieve
objectives.
D

○ The functionality offered by a product or service to meet a particular need.

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Mastery Builders
 ITIL® 4 Foundation | 131

5. What is defined as "perceived benefits, usefulness, and importance of

something"?
○ Outputs
○ Outcomes
○ Value
○ Warranty

Identify the missing word(s) in the following sentence: An organization is a

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6.
person or a group of people that has its own functions with ______ to achieve

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its objectives.
○ responsibilities, authorities, and relationships

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○ products and services
○ utility

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○ outputs and outcomes

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7. Which value chain activity includes communications with customers and
users?

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○ Engage
○ Design and transition
○
○
Obtain/build
Deliver and support or
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8. Which is a purpose of the "problem management" practice?
○ To reduce the likelihood and impact of incidents by identifying actual and potential causes of
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incidents.
○ To maximize the number of successful IT changes by ensuring risks are properly assessed.
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○ To capture demand for incident resolution and service requests.

○ To set clear business-based targets for service performance.
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9. How does "service level management" contribute to "obtain/build" value chain

activity?
○
D

It analyzes data to identify opportunities to provide new service request options.

○ It ensures users continue to be productive when they need assistance from the service provider.
○ It acquires pre-approved service components to help fulfill service requests.
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○ It collects user-specific requirements, sets expectations, and provides status updates.

N

10.A service provider describes a package that includes a mobile phone, with
network access and 24/7 phone support. What is this an example of?
○
o

Value
○ An outcome
D

○ Warranty of a service
○ A service offering

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Mastery Builders
 132 | ITIL® 4 Foundation

11.Aservice provider suggests that their service guarantees 99.9%

availability. What is this an example of?
○ Value
○ An outcome
○ Warranty of a service
○ A service offering

12.What should be included in every service level agreement?

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○ Details of the process-based metrics used.

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○ Technical description of the service components and how they are operated.
○ Expectations of both parties.

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○ Legal language.

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13.What is a normal change?
○ A change that doesn't need risk assessment because the procedure has been pre-

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authorized.
○ A change that needs to be assessed, authorized, and scheduled by a change

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authority.
○ A change that doesn't need risk assessment because it is required to resolve an
incident.
○
or
A change that is assessed, authorized, and scheduled as part of "continual
improvement."
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14.Which practice provides service actions, general information, and
fulfillment of standard services?
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○ Incident management
○ Change enablement
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○ Service desk
○ Service request management
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15.Whichguiding principle recommends investigation of existing

capabilities before starting a practice over?
○
D

Focus on value
○ Start where you are
○
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Progress iteratively with feedback

○ Collaborate and promote visibility
N

16.What is the purpose of "continual improvement"?

○ To ensure that the organization's suppliers and their performance are managed
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appropriately to support the provision of seamless, quality products and services.

○ To align the organization's practices and services with changing business needs
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through the ongoing identification and improvement of services.

○ To ensure that the organization's suppliers and their performance are managed
appropriately at strategic and tactical levels through coordinated marketing, selling, and
delivery activities.
○ To ensure that accurate and reliable information about the configuration of supplier's
services is available when and where it is needed.

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Mastery Builders
 ITIL® 4 Foundation | 133

17.Which is a key focus of the "organizations and people" dimension?

○ Security and compliance
○ Activity workflows
○ Knowledge sharing with partners
○ Roles and responsibilities

18.Which statement about an emergency change is CORRECT?

○

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Emergency changes should be pre-approved and defined with change models.
○ Emergency changes will be reviewed at the next scheduled CAB meeting.

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○ Emergency changes require expedited handling and may reduce testing.
○ Emergency changes can be implemented without authorization from a change authority.

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19.Which describes outputs?

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○ Tangible or intangible deliverables
○ Functionality offered by a product or service

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○ Results for a stakeholder
○

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Configuration of an organization's resources

20.Which is NOT a recommendation of the "continual improvement" practice?

○
○
○
All improvements should be managed as multi-phase projects. or
There should be a small team dedicated to leading continual improvement efforts.

Continual improvement should be integrated with other practices.

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○ External suppliers should be included in improvement initiatives.
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21.Which describes products?

○
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Tangible or intangible deliverables.

○ Functionality offered by a product or service.
○ Results for a stakeholder.
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○ Configuration of an organization's resources.

22.Which service management dimension is focused on third parties and how

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they are managed?

○ Organizations and people
○
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Information and technology

○ Partners and suppliers
○
N

Value streams and processes

23.Which is NOT a recommendation of the "service desk" practice?

o

○ Service desks can use technologies such as SMS and chat functions.
○
D

Service desks can be highly technical functions depending on the organization's need.
○ Service desks should have a practical understanding of the wider business.
○ Service desks should always be a physical team in a single fixed location.

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Mastery Builders
 134 | ITIL® 4 Foundation

24.Which value chain activity includes reviewing service performance

with customers?
○ Plan
○ Improve
○ Engage
○ Obtain/build

25.Which value chain activity includes establishing enterprise

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architecture?

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○ Plan
○ Improve

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○ Engage
○ Obtain/build

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26.Whichvalue chain activity includes the introduction of new or

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changed services?
○ Plan

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○ Design and Transition
○ Engage
○ Obtain/build

27.Which
or
practice has the purpose of maximizing the number of
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successful changes?
○ Change enablement
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○ Service request management

○
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Release management
○ Deployment management

28.How does "service request management" contribute to "obtain and

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build" activity?
○ By collecting user-specific request requirements
D

○ By acquiring pre-approved service components

○ By providing service request trend and quality information
○
ot

By initiating standard changes to fulfill service requests

29.How does "service request management" contribute to "engage"

N

activity?
○ By collecting user-specific request requirements
o

○ By acquiring pre-approved service components

○ By providing service request trend and quality information
D

○ By initiating standard changes to fulfill service requests

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Mastery Builders
 ITIL® 4 Foundation | 135

30."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." What is this the ITIL definition of?
○ Products
○ Service
○ Service Management
○ Outputs

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31.Which describes the principle "start where you are"?

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○ Conducting a review of existing service management practices and deciding what to keep and what
to discard.
○

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

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Reviewing service management practices and removing any unnecessary complexity.
○ Using the four dimensions of service management to ensure coordination of all aspects of an

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improvement initiative.

32.Identify
the missing word(s) in the following sentence: The purpose of the

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Release Management practice is to make new and changed _______
available for use.
○
○
○
objectives
services and features
deployments
or
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○ outcomes
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33.Which describes the "focus on value" principle?

○
lic

Conducting a review of existing service management practices and deciding what to keep and what
to discard.
○ Reviewing how an improvement initiative can be organized into smaller, manageable sections that
up

can be completed in a timely manner.

○ Reviewing service management practices and removing any unnecessary complexity.
○ Investigating why the customer uses the services and how the services help them meet their goals.
D

34.Which is a key focus of the "value streams and processes" dimension?

○ Security and compliance
ot

○ Activity workflows
○ Knowledge sharing with partners
N

○ Roles and responsibilities

35.Which is a purpose of the "service desk" practice?

o

○ To reduce the likelihood and impact of incidents by identifying actual and potential causes of
D

incidents.
○ To maximize the number of successful IT changes by ensuring risks are properly assessed.
○ To capture demand for incident resolution and service requests.
○ To set clear business-based targets for service performance.

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Mastery Builders
 136 | ITIL® 4 Foundation

36.Which is a purpose of the "relationship management" practice?

○ To make new and changed services and features available for use.
○ To plan and manage the full lifecycle of all IT assets.
○ To establish and nurture the links between the organization and its stakeholders at
strategic and tactical levels.
○ Properly assess, monitor, and manage the delivery of a service.

37.What is the definition of an IT asset?

e
○ Any change of state that has significance for the management of a configuration item

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or IT service.
○ Any component that needs to be managed in order to deliver an IT service.
○

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The ability of an IT service or other configuration item to perform its agreed function
when required.
○ Any financially valuable component that can contribute to delivery of an IT product or

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service.

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38.Which value chain activity includes providing components?
○ Plan

D
○ Improve
○ Engage
○ Obtain/build

39.Which
or
value chain activity provides stakeholder feedback for
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improvements?
○ Engage
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○ Design and transition

○
lic

Obtain/build
○ Deliver and support

40.Which value chain activity produces requirements and

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specifications?
○ Engage
D

○ Design and transition

○ Obtain/build
○
ot

Deliver and support

N
o
D

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Mastery Builders
 ITIL® 4 Foundation | 137

Mastery Builder 6-2

Reviewing ITIL Foundation II

Activity Time: 30 minutes

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Scenario

ut
This Mastery Builder activity provides exam-like questions to evaluate your understanding of the
ITIL materials. These Mastery Builders are additional preparation and are not intended to replace
the official AXELOS sample papers. You can download the official sample papers along with the

ib
answer key and rationale from the Files tile on the CHOICE platform.

tr
1. Which is a purpose of the "information security" practice?

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○ Ensure that the organization's suppliers and their performance are managed appropriately.
○ Protect the information needed by the organization to conduct its business.

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○ Establish and nurture the links between the organization and its stakeholders.
○ Systematically observe services and service components.

2. Which are the key activities of governance?

1.
2.
Plan
Evaluate
or
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3. Direct
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4. Monitor

Select the correct answer.

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○ 1, 2, 3
○ 1, 2, 4
○
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1, 3, 4
○ 2, 3, 4

3. Which is NOT one of the steps of the Continual Improvement model?

D

○ Take Action
○ How Do We Keep the Momentum Going?
ot

○ What Improvement Method Will We Use?

○ Where Are We Now?
N

4. What is the utility of a service?

○
o

Service functionality.
○ Reliability of the components.
D

○ End-to-end service performance.

○ Assurance that the service will meet security requirements.

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Mastery Builders
 138 | ITIL® 4 Foundation

5. What is the definition of an output?

○ Joint activities performed by a service provider and a service consumer to ensure
continual value co-creation based on agreed and available service offerings.
○ A result for a stakeholder enabled by one or more outputs.
○ A tangible or intangible deliverable of an activity.
○ Activities performed by an organization to consume services.

6. Which of the following could be parts of a service offering?

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1. Goods

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2. Policies
3. Access to resources
4. Service actions

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Select the correct answer.
○

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1, 2, 3
○ 1, 2, 4

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○ 1, 3, 4
○ 2, 3, 4

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7. Which is the best definition of a customer?
○
○
○
A person who uses services.
or
A person who defines the requirements for a service and takes responsibility for the
outcomes of service consumption.

A person who authorizes budget for service consumption. Can also be used to
e
describe an organization or individual that provides financial or other support for an
at

initiative.
○ A person who is willing to provide a service.
lic

8. The ultimate value of a service is determined by?

○ The service provider
○
up

The customer
○ The supplier
○ The service relationship manager
D

9. Which of these are dimensions of service management?

1. Organizations and People
ot

2. Hardware and Software

3. Information and Technology
N

4. Value Streams and Processes

Select the correct answer.

○
o

1, 2, 3
○ 1, 2, 4
D

○ 1, 3, 4
○ 2, 3, 4

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 ITIL® 4 Foundation | 139

10.WhichGuiding Principle begins with assessing who the customer and

stakeholders are?
○ Optimize and Automate
○ Progress Iteratively with Feedback
○ Keep It Simple and Practical
○ Focus on Value

11.Which of the following is a tool for Collaborating and Promoting Visibility?

e
○ Kanban Board

ut
○ SWOT Analysis
○ Balanced Scorecard

ib
○ Continual Improvement Model

tr
12.Which of the Guiding Principles is highlighted in the Theory of Constraints?
○ Focus on Value

is
○ Start Where You Are
○ Think and Work Holistically

D
○ Optimize and Automate

13.Which
○
○
Desired Future State
Stakeholder Engagement
or
is not one of the Optimization Steps in Optimize and Automate?
e
○ Customer Preparation
○
at

Monitoring Feedback

14.Which of the following is true of a value chain?

lic

○ Supports a single ITIL practice.

○ Converts inputs into outputs.
up

○ Does not consider needed skills and competencies.

○ Defines a single sequence of activities and are not combined in different ways.
D

15.In
which step of the Continual Improvement model do we define a high-level
organizational objective of the improvement?
○
ot

Where Are We Now?

○ How Do We Get There?
○ What is the Vision?
N

○ How Do We Keep the Momentum Going?

o

16.Which of the steps of the Continual Improvement model has the strongest
relationship to the guiding principle Start Where You Are?
D

○ What is the Vision?

○ Where Are We Now?
○ How Do We Get There?
○ Take Action

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 140 | ITIL® 4 Foundation

17.Which of the following are subject to continual improvement?

1. Products and services
2. Practices
3. Service components
4. The entire Service Value System

Select the correct answer.

○ 1, 2, 3 only
○

e
2, 3, 4 only
○ 1, 2, 4 only

ut
○ 1, 2, 3, and 4

ib
18.Fill
in the missing word(s): The Continual Improvement Register
(CIR) is a structured database or document used to track and

tr
manage __________________.
○ Changes

is
○ Incidents
○ Improvement Opportunities

D
○ Service Requests

19.Fill
or
in the missing word(s): The Service Level Management
practice's purpose is to set clear ____________ targets for service
performance, so that the delivery of a service can be properly
assessed, monitored, and managed.
e
○ service-based
at

○ system-based
○ technology-based
lic

○ business-based

20.Which of the following reflects ITIL guidance about SLA

up

Requirements?
○ Sets stretch targets to motivate service providers
○
D

Related to key customer outcomes and customer satisfaction

○ Written in technical detail
○
ot

Specifies system performance reporting

21.Which of the following is true for a Change Authority?

N

○ Different Change Authorities may be identified for different types of changes.

○ A single Change Authority should be identified for all changes.
o

○ Changes in high-velocity organizations should be reviewed by a Change Advisory

Board.
D

○ Should allow changes only when there are no risks.

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 ITIL® 4 Foundation | 141

22."The addition, modification, or removal of anything that could have a direct or

indirect effect on services" is the ITIL definition of a?
○ Release
○ Deployment
○ Package
○ Change

23.Which of the following are types of change described in the ITIL guidance?

e
1. Standard

ut
2. Urgent
3. Emergency

ib
4. Normal

Select the correct answer.

tr
○ 1, 2, 3 only
○ 1, 2, 4 only

is
○ 1, 3, 4 only
○ 2, 3, 4 only

D
24.Which of the following practices would be MOST LIKELY to use information
from the Change Schedule?
○
○
Monitoring and Event Management
Relationship Management
or
e
○ Incident Management
○
at

IT Asset Management

25.Which features would NOT be part of a suitable Incident Management tool?

lic

○ Automated Incident Matching

○ Detailed procedures for resolving complex incidents
up

○ Timestamping and tracking

○ Links to problem, known error, and knowledge information
D

26.Which is NOT a benefit of using swarming as an incident management

technique?
○ Faster resolution.
ot

○ Quicker identification of the right teams to work an incident.

○ Maintaining focus on optimizing resources used to respond to an incident.
N

○ Reduced need for service desk support.

o

27.Whichof the following "initiates a service action that has been agreed as a
normal part of service delivery"?
D

○ Incident
○ Problem
○ Service Request
○ Change

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 142 | ITIL® 4 Foundation

28.Which of the following has the purpose to "capture demand for

incident resolution and service requests"?
○ Technical Management
○ Service Desk
○ Service Request Management
○ Relationship Management

29.Whichof the following are potential access channels for a service

e
desk practice?

ut
1. Walk-in
2. Email

ib
3. Chatbot
4. Text messaging

tr
Select the correct answer.
○ 1, 2, 3

is
○ 1, 2, 4
○ 2, 3, 4

D
○ 1, 2, 3, 4

30.Which
should possess?
1.
or
are some of the most critical skills a service desk analyst

Empathy and emotional intelligence

e
2. Effective communications skills
3. Detailed knowledge of infrastructure components
at

4. Understanding of business priority

Select the correct answer.

lic

○ 1, 2, 3
○ 1, 2, 4
○
up

2, 3, 4
○ 1, 2, 3, and 4
D

31."Anyfinancially valuable component that can contribute to delivery

of an IT product or service" is the ITIL definition of?
○ IT Asset
ot

○ Configuration Item
○ Component
N

○ Service
o
D

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 ITIL® 4 Foundation | 143

32.Which of the following must information security management establish

controls to do?
1. Prevention
2. Detection
3. Correction
4. Recovery

Select the correct answer.

○

e
1, 2, 3
○ 1, 2, 4

ut
○ 2, 3, 4
○ 1, 2, 3, 4

ib
33.Which of the following is the purpose of supplier management?

tr
○ Reduce the likelihood and impact of incidents.
○ Maximize the number of successful changes.

is
○ Set clear business-based targets for service performance so that the delivery of a service can be
properly assessed, monitored, and managed.

D
○ Ensure that the organization's suppliers and their performance are managed appropriately to
support the provision of seamless, quality products and services.

34."Any
is the ITIL definition of?
○ IT Asset
or
component that needs to be managed in order to deliver an IT service"
e
○ Service
at

○ Output
○ Configuration Item
lic

35.ITIL Practices are grouped in which main categories?

1. General Management
up

2. Service Management
3. Component Management
4. Technical Management
D

Select the correct answer.

○ 1, 2, 3
ot

○ 1, 2, 4
○ 2, 3, 4
○
N

1, 2, 3, and 4

36.A service provider suggests that their service guarantees recovery in 24 hours
o

in the event of a disaster. What is this an example of?

○
D

Value
○ An outcome
○ Warranty of a service
○ A service offering

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 144 | ITIL® 4 Foundation

37.How does categorization of incidents assist incident management?

○ It helps direct the incident to the correct support area.
○ It determines the resource assigned to the incident.
○ It ensures that incidents are resolved as quickly as possible.
○ It determines how the service provider is perceived.

38.Which is a key focus of the "suppliers and partners" dimension?

○

e
Security and compliance
○ Activity workflows

ut
○ Knowledge sharing
○ Roles and responsibilities

ib
39.Which is NOT a benefit of adopting ITIL practices?

tr
○ Balance agility and stability.
○ Create new revenue streams and sources of competitive advantage.

is
○ Support new digital business models.
○

D
Demonstrate compliance with a standard.

40."Aset of specialized organizational capabilities for enabling value

○
Products
Services
or
for customers in the form of services" is the ITIL definition of?
○
e
○ Service Management
○
at

Outcomes
lic
up
D
ot
N
o
D

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 Solutions

e
ut
ib
ACTIVITY 1-1: Discussing ITIL Basics

tr
is
1. What are the benefits of adopting a best practice framework?
A: Best practice frameworks describe well-structured practices that have been proven to work

D
over many organizations over a long period of time.

2. Will a best practice framework be the answer to all of your

or
organization's needs? Why or why not?
A: Of course not! All aspects of service management need to be adapted to meet the needs of
any particular organization. Your challenge is to determine the scope of the framework that
applies to your organization.
e
at

3. Identify the parts of the ITIL framework and describe the high-level
objectives for each.
lic

A: The two main parts of the framework are the Service Value System and the Four
Dimensions. The SVS provides a high level architecture of the necessary components for
converting Demand to Value, and the Four Dimensions describe the scope of the key areas of
consideration in how an organization executes its activities to produce value.
up

4. What are your goals for ITIL certification?

A: Answers will vary depending on what students need from ITIL. Some might only need a
D

basic understanding of the foundations, while others might have plans to go all the way to
becoming an ITIL Master.
ot

ACTIVITY 1-2: Discussing the Key Concepts of ITIL

N

1. Think about the organizations that you are a part of at work. How does
o

your organization act as a service provider or a service consumer?

What are some of the products and services you provide, and to
D

whom?
A: Answers will differ; in a private class, these may be much more consistent than in a public
class. It is useful for you to consider the different organizations that you are part of—
departments, division, enterprise. Then, also consider how changing the scope of view
changes who the customer is, what the services are, and where value is delivered.

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 146 | ITIL® 4 Foundation

2. Who are the downstream consumers of your services? How are

relationships managed between organizations? Try to model how
one of your service consumers uses your service to produce their
own services for their consumers.
A: Again, it is useful for you to think about the organization holistically; think about what
your department, your IT organization, or your enterprise deliver. Then, consider how the
services you provide get converted into services that your customers provide downstream
to their customers.

e
3. What are the outputs of one of your services? What outcomes do

ut
they enable for your service consumer?
A: To answer the question, pick one service. Connect the service to your desired

ib
business outcome.

4. What costs and risks do you take on, and what costs and risks do

tr
you impose?

is
A: Answers will vary depending on the service. For example, as the service provider, the
cost of providing a cable repair service is the technology, the labor cost, and maybe the
cost of keeping service vehicles ready. The main cost that you impose on your

D
consumers would be paying for your services.

5. How does the distribution of costs and risks help you understand

or
your contribution to the co-creation of value?
A: The key is to remember that value is created when the outcomes you receive outweigh
the costs and risks that you have taken on.
e
at

ACTIVITY 2-1: Discussing the Four Dimensions of

Service Management
lic

1. Think about a situation you have been in where your team was
up

hyperfocused on a single dimension, such as implementing a tool,

or creating a process, or establishing a contractor relationship.
What are the implications of not considering the impact on the
D

other dimensions?
A: There are many examples. One might be that many organizations begin service
ot

management initiatives by choosing a tool. This runs the risk of not understanding 1) your
own needs and desires, 2) how your suppliers and partners need to be integrated into the
workflows, 3) how your processes and value streams need to be architected. As a result,
N

many tooling efforts are far less effective than they might be.

2. How does organizational culture affect our practices? How does

o

that help or hinder your ability to co-create value with your

customers? What are some potential gaps that might form in this
D

dimension, and what would you need to do to close that gap?

A: Cultures have a lot to do with the success of organizations. They may affect
knowledge sharing, other collaboration, and focus on customer value. Departments often
implement changes to their practices without a clear understanding of impact on other
people and organizations. Effective service management requires that you work
collaboratively across organizations to ensure you have collaboration and knowledge
sharing, and that you are working to improve the overall service, not just a component.
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 ITIL® 4 Foundation | 147

3. IT organizations tend to overfocus on tools to solve problems, yet the old

adage "a fool with a tool is still a fool" applies. What are some potential gaps
that might form in this dimension, and what would you need to do to close that
gap?
A: As alluded to in a previous example, organizations that focus too much on tooling without alignment
across the dimensions will end up getting far less value from the tool, and creating conflicts in the other
dimensions.

e
4. Many organizations implement practices without fully considering the
engagement implications with their suppliers and partners. How does your

ut
organization engage partners to ensure alignment? What are some potential
gaps that might form in this dimension, and what would you need to do to

ib
close that gap?
A: Many service management initiatives focus on internal staff needs, and fail to recognize the needs

tr
and obligations of third party suppliers and partners. All of your practices need to consider and resolve
how you will align your suppliers and partners.

is
5. Many organizations implementing ITIL in the past focused on process
adoption without full consideration of the other dimensions. What are some

D
potential gaps that might form in this dimension, and what would you need to
do to close that gap?

or
A: One challenge with how many organizations implemented ITIL practices in the past was to focus
exclusively on process architecture, without fully taking into account the other three dimensions. While
establishing coherent value streams and processes is a critical dimension, it is only one of the
dimensions, and the others need to be given equivalent weight.
e
Provide some examples of how PESTLE factors have impacted your
at

6.
organization.
A: Answers will vary greatly. In short, all practices are subject to change based on other factors that
lic

affect their value.

up

ACTIVITY 2-2: Discussing the Service Value System

D

1. When considering the two major components of the SVS, is one of them more
important or critical to service management?
ot

A: Both components of the SVS are equally important. The SVC provides the operating model for
service management activities that is structured to ensure that the co-creation of value is always the
focus. The four dimensions of service management provide a holistic approach to service management
N

by ensuring that service provision is viewed from the perspective of each of the dimensions.

2. In the SVS, what is the difference between a practice and a principle?

o

A: A practice is a set of organizational resources designed for performing work or accomplishing an

D

objective, while a principle provides guidance that should be applied to all circumstances.

3. Which guiding principle has the major point of service management

incorporated into its name?
A: Focus on Value

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 148 | ITIL® 4 Foundation

4. What are the six activities in the service value chain (SVC)?
A: Plan, Engage, Improve, Obtain/Build, Design and Transition, and Deliver and Support.

5. Why is governance a fundamental part of the SVS?

A: All aspects of the SVS are subject to the overall governance of the organization.

6. What are the three ways that continual improvement is addressed

in ITIL and the SVS?

e
A: The Continual Improvement model, the Improve activity in the service value chain, and

ut
the Continual Improvement practice.

ib
ACTIVITY 3-1: Discussing the Focus on Value Principle

tr
1. How does Focus on Value help you "keep your eyes on the prize"

is
of delivering results for your stakeholders?
A: There is a temptation in IT to focus on the underpinning technology, or technical

D
factors, instead of beginning with the customer. The principle helps keep the focus on the
outcome, not the output.

2.
or
Can you think of examples where you or your team got so caught
up in execution that you lost sight of the value proposition?
A: Answers will vary depending on students' experiences. One example might be getting
e
so excited about the development of a new tool for the internal team, and it not creating
any value for the customer because they don't want it.
at

3. How can you help your team stay focused on what helps co-create
value?
lic

A: Agile teams use practices, such as Personas, to try to clearly depict who their
customer stakeholders are, what their preferences and dislikes are, and how the solution
up

creates value for them. This serves as a constant reminder of why and for whom the
solution co-creates value.
D

ACTIVITY 3-2: Discussing the Start Where You Are

Principle
ot

1. What's the inherent benefit of starting where you are?

N

A: The benefit of starting where you are is that you are able to more accurately assess
how far you will need to go in order to reach your destination. In other words, you know
o

what needs to be done or accomplished to achieve the desired outcome because you
know the state of the existing service.
D

2. Most organizations have many existing practices, technologies,

and of course, people. What steps should you take in an
improvement initiative to "start where you are?"
A: Begin by assessing current capabilities. Assess your people, practices, tools, and how
well they meet the desired objectives. If you can use any of the capabilities you already
have, then do so.
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 ITIL® 4 Foundation | 149

3. Are there times you will need to start over?

A: Even if you need to start over, be sure to keep lessons learned at the top of your mind as you begin
to rebuild your practice.

ACTIVITY 3-3: Discussing the Progress Iteratively with

Feedback Principle

e
ut
1. What does it really mean to progress iteratively?
A: Progressing iteratively means to drive improvements in small increments, delivering high value
capabilities quickly, and getting feedback that will help determine and prioritize next steps. This will help

ib
to better deliver optimal value for customers.

tr
2. Does traditional project management work this way? What are the
implications?

is
A: Traditional approaches to project management deliver all of the value at the end. Customers did not
receive anything until the very end so service providers had no way of knowing if they were on the right

D
track.

3. What are the benefits of progressing iteratively? How will you create the
feedback mechanisms you need?
or
A: Agile approaches emphasize early delivery of the highest value pieces, with consistent feedback
loops that may lead to reprioritizing the work needed to be done by the teams in a way that delivers
better results. Both service providers and service consumers need to understand the value of Agile
e
ways of working and plan for the frequent feedback that is needed to enable better outcomes.
at

4. What are some potential pitfalls if you don't get feedback in a timely way?
A: Answers may vary, but late feedback might translate into you and your team getting too far down the
lic

road working on something that is no longer needed, or its requirements changed. An increase in the
amount of rework can lead to increase in stress and ultimately result in poor quality.
up

ACTIVITY 3-4: Discussing the Collaborate and Promote

Visibility Principle
D

What is the value of the Collaborate and Promote Visibility principle?

ot

1.
A: It provides clarity on roles and on the inputs and outputs needed by the service team.
N

2. Who are the members of your service teams? How do your teams collaborate
with one another?
o

A: Many organizations are structured in technical/functional silos, and collaboration across work teams
can be very difficult.
D

3. What tools or "information radiators" do you use so that work is visible to all?
A: To enable better collaboration, you can use tools such as Kanban boards, online dashboards,
burndown charts, and other tools that help make the work more visible to everyone.

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 150 | ITIL® 4 Foundation

ACTIVITY 3-5: Discussing the Think and Work

Holistically Principle

1. What does the Think and Work Holistically principle mean?

A: Think and Work Holistically means focusing not just on a part of a system, but on how
the entire system or workstream produces value for a customer.

e
2. What happens if you focus on a local improvement, but don't

ut
consider the broader implications on the system as a whole?
A: Many IT improvements focus on improving a technology stack, like certain

ib
infrastructure components like servers and storage. This guiding principle reminds you
that the objective is to improve the entire system end-to-end, and not just improve local
components that may not result in an overall improvement.

tr
is
ACTIVITY 3-6: Discussing the Keep It Simple and
Practical Principle

D
How do organizations benefit from keeping it simple and practical?
1.

2.
or
A: It ensures you don't create things you don't need, or over-develop solutions.

What steps could you take to ensure you are keeping your
e
solutions simple and practical?
at

A: Many solutions solve non-problems. In other words, you might anticipate potential
problems that are not realistic. As a result, your solutions are often more complex and
costly than what is needed. Solutions should focus on what is needed, and you should be
lic

pragmatic in using as much solution as you need, without overproducing.

3. What is wrong with the following statement? "You should prepare a

up

solution in advance for every potential exception."

A: Attempting to create a solution for every exception can result in an overcomplicated
solution. Sometimes, it's better to deal with exceptions as they arise rather than build
D

them into the process. Solve the problem in front of you.

ot

ACTIVITY 3-7: Discussing the Optimize and Automate

Principle
N

1. How would you describe the value of the Optimize and Automate
o

principle?
D

A: This principle enables you to maximize the value of technical and human resources.

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 ITIL® 4 Foundation | 151

2. Many organizations focus on automation using their tools, but don't take the
time to optimize their processes, or consider implications for other
dimensions. What are the risk factors of automation for its own sake?
A: Automation allows us to perform a series of tasks quickly and efficiently. However, if they're not the
right tasks, you'll just do bad (or not valuable) things quickly!

3. What steps could you take to ensure your automation helps produce higher
value solutions?

e
A: The best practice is to simplify and streamline your workflows first, then automate!

ut
ACTIVITY 3-8: Discussing the Interaction Between the

ib
Principles

tr
1. What is the key consideration when choosing which ITIL guiding principle to

is
apply?

D
A: The ITIL guiding principles do not exist in a vacuum, but constantly work together to support effective
service management practices. Therefore, you should not cherry pick one or two principles to apply.
You need to consider all of them when working in service management.

2. Identify a few examples of how the principles can work together.

or
A: There are an unlimited number of combinations, but one might be: by Thinking and Working
Holistically, it enables you to keep your Focus on Value. Also, you must Start Where You Are before
e
you Optimize and Automate.
at

ACTIVITY 4-1: Discussing Governance in the Service Value

lic

System
up

1. Why is governance a fundamental part of the SVS?

A: Governance is responsible for evaluating strategic options for the organization, directing action
(through strategy and policy) and evaluating performance against those expectations. All aspects of the
D

SVS are subject to the organization's governance.

2. Who is the governing body for your organization? For IT?

ot

A: The governing body for the enterprise is probably the Board of Directors or equivalent. IT governance
is often headed by some type of IT governance or steering committee.
N

3. How is authority delegated from your organization's governing body to your IT

governing body?
o

A: This question here might stump you and it's an excellent point for discussion. How exactly does your
D

organization get its authorities to act and deliver certain capabilities?

4. What are the key deliverables a governing body provides to an organization?

When a governing body evaluates, what are they evaluating? What are the
implications for the organization's strategies and policies?
A: Governing bodies provide strategies and policy guidance. The governing body evaluates strategic
alternatives and chooses strategic courses of action.
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 152 | ITIL® 4 Foundation

5. What is the role of a governing body?

A: Governing bodies are ultimately accountable for the performance of an organization.
They are accountable to optimize organizational risk, the use of organizational resources,
and to deliver benefits to the organization's stakeholders. Governance is responsible for
evaluating strategic options for the organization, directing action (through strategy and
policy), and evaluating performance against those expectations.

6. How does governance differ from management?

A: Governance is responsible for evaluating strategic options for the organization,

e
directing action (through strategy and policy), and evaluating performance against those
expectations. Management is expected to plan, build, and run the services that execute

ut
the strategy, and to drive improvement.

ib
ACTIVITY 4-2: Discussing the Service Value Chain

tr
is
1. What kinds of plans get created in a service provider organization?
How do they help organizations manage tradeoffs and prioritize?

D
A: Plans include strategic plans, project plans, service plans, and many others. Eventually
a fundamental part of planning is prioritizing different alternatives and making decisions.

2.
or
Which of the six service value chain activities require information
from all other activities and in turn informs all other parts of the
value chain?
e
A: The Improve activity gets information about the performance of the entire value chain
since all activities are subject to improvement. In turn, the Improve activity provides
at

improvement plans and improvement status information to all other value chain activities.

Do you engage with different sets of stakeholders at different

lic

3.
levels? What's the difference between engaging at an operational
level, a tactical level, and a strategic level?
up

A: You engage with different stakeholders and use different service management
practices to do so. For example, operational day-to-day collaboration with users may
occur at the service desk and therefore involve the Service Desk practice.
D

4. Which service chain activity starts with plans and architecture

information and finishes with an end product that is transferred to
ot

the customer?
A: The Design and Transition activity.
N

5. What considerations do you use when trying to decide whether to

build or buy?
o

A: You need to consider if the capacity is readily available, and whether it is strategic to
your organization's competitiveness. If a third party has the economies of scale that make
D

it more cost effective to buy rather than build, then you should buy.

6. What types of information are created as part of Deliver and

Support?
A: Deliver and support creates data about incidents, service requests, events, and myriad
other performance data that can be used to identify potential service improvements.

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 ITIL® 4 Foundation | 153

ACTIVITY 4-3: Discussing the Continual Improvement Model

1. What happens in each step of the Continual Improvement model?

A: 1. What is the Vision requires you to think about the long term objectives and the desired outcomes.
2. Where are We Now involves identifying the current baseline. 3. Where Do We Want to Be requires
setting SMART targets. 4. How Do We Get There involves the Improvement Plan. 5. Take Action
requires you to execute the plan. 6. Did We Get There involves measuring again to verify that the

e
desired results were achieved. 7. How Do We Keep the Momentum Going requires you to identify what
needs to be done next, the areas to focus on next, and any lessons learned.

ut
2. What might be the result of skipping one of the steps?

ib
A: While it is not expected that all improvement projects will follow all of the steps, skipping steps
increases the risk that you will not achieve the desired results.

tr
3. How does following the guiding principles drive a focus on improvement? How
does a continual improvement culture drive interest in the use of the guiding

is
principles?
A: The key point is that improvement activities should operate within the prism of the guiding principles.

D
Improvements should focus on value, start where you are, and so on. As your organization works
toward a continual improvement culture, it will be a natural step to consider the guiding principles
whenever beginning to plan an improvement.

4. or
How does the Theory of Constraints reinforce the guiding principle to Think
and Work Holistically? Does it have implications for any of the other guiding
principles?
e
A: The Theory of Constraints reinforces the idea of Think and Work Holistically because improvements
at

that do not address the bottleneck in systems will not improve the overall system. It has implications for
many of the other guiding principles, most especially the focus on value—in order to improve value, you
must improve the performance of the whole system.
lic
up

ACTIVITY 5-1: Analyzing the Continual Improvement Practice

Why is it essential to have a specific Continual Improvement practice?

D

1.
A: Having a specific practice provides a "game plan" and ensures that the plan is clear to everyone.
ot

2. How do you reconcile improvement is everybody's job with identify a small

team to focus on driving improvement activities?
N

A: Many people implementing continual improvement guidance in previous versions of ITIL struggled
with how to implement the guidance. Improvement requires participation from everyone, because every
individual can and will identify opportunities to improve products, services, and practices. An
o

organization overall needs to have a small team focused on driving these improvements through to
execution.
D

3. How do you conceive of the relationships between continual improvement as

a principle, as an activity, and as a model?
A: The Continual Improvement model provides a structured approach to implementing improvement.
The Improve activity in the SVC embeds improvement into the value chain, and the Continual
Improvement practice supports organizations in their day-to-day improvement efforts.

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 154 | ITIL® 4 Foundation

ACTIVITY 5-2: Analyzing the Service Level

Management Practice

1. How does service level management help understand and set

customer expectations?
A: Service Level Management meets with customers to assess requirements, negotiate

e
targets, and provide regular reporting and reviews about service performance.

ut
2. What is the role of a service review?
A: Service reviews are a natural opportunity to discuss service performance, changes in

ib
business needs, and potential needs for changes in the services.

tr
ACTIVITY 5-3: Analyzing the Change Enablement

is
Practice

D
1. How does change enablement help you Focus on Value?
A: Changes should be intended to create value through improvement in service utility

or
and/or service warranty. When you assess a change, you assess the Value of a Change
against the costs and risks; you seek to optimize the value and maximize the number of
changes, while protecting the organization against risk.
e
2. What is the role of the Change Schedule in Collaborate and
at

Promote Visibility?
A: The challenge is that some IT organizations don't recognize the customer's need to
know when a change is coming. Tools like the Change Schedule can raise awareness
lic

about changes, and help mitigate potential technical and business risks.

3. What are some tradeoffs in balancing change benefits against

up

potential risks?
A: All change is inherently risky because all incidents come from changes. You need to
trade off the risk of making the change with the risk of not doing it.
D

4. What types of mitigation activities could you do?

A: Risk mitigation activities could include review and approval by a Change Authority, or
ot

peer review of potential changes to assess risk and identify mitigation options.
N

ACTIVITY 5-4: Analyzing the Incident Management

o

Practice
D

1. What is the overall purpose of Incident Management?

A: The overall purpose of Incident Management is to minimize the impact of incidents and
restore service as quickly as possible.

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 ITIL® 4 Foundation | 155

2. Why are categorization and prioritization important?

A: Categorizing incidents as they happen enables you to accurately prioritize the incident and ensure
that you are always working on the incident of the highest priority.

3. How do techniques such as swarming promote better incident management?

A: Techniques like swarming allow you to take advantage of different skillsets and points of view to
quickly identify who should take the lead in resolving an incident to ensure that it's being handled by the
correct team.

e
4. What role can effective tools play in supporting our practice?

ut
A: Effective tools facilitate communication between groups working on incidents. Additionally, these
tools can help us match incidents against previously identified incidents, problems, and known errors to
apply workarounds and restore service more rapidly.

ib
tr
ACTIVITY 5-5: Analyzing the Service Request Management
Practice

is
D
1. Where do service requests come from?
A: Service requests can come from anyone, but often come from users of the service.

2.
procedures to deliver them?
or
How should an organization establish standard services and the fulfillment
e
A: As part of establishing a service, you want to establish standard sets of information you provide
about the service and fulfillment procedures for how you will deliver the service when it is requested.
at

3. How would you reassign requests that turn out to be incidents or changes?
lic

A: Some service requests are subsequently determined to be incidents or changes; these should be
reallocated to the correct practice for handling. This may be supported by corresponding tools to enable
tracking and management.
up

ACTIVITY 5-6: Analyzing the Service Desk Practice

D

1. What is the purpose of the Service Desk practice?

ot

A: The purpose of the Service Desk practice is to capture demand for incident resolution and service
requests in the most efficient and streamlined manner possible.
N

2. What are some of the key competencies that service desk staff need to have?
A: Service desk personnel require a combination of technical and business competencies, including
o

customer service skills, empathy, incident analysis and prioritization, effective communications, and
emotional intelligence.
D

3. What types of tools might help service desk staff perform their work more
effectively?
A: Tools may include telephony systems, workflow systems, workforce management, knowledge bases,
and many others.

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 156 | ITIL® 4 Foundation

ACTIVITY 5-7: Analyzing the Problem Management

Practice

1. What happens in the three phases of Problem Management?

A: Problem Identification is used to trigger problem activities and includes logging the
issue; it could come from a major incident, information from suppliers, recurring incidents,
and other sources. Problem Control assesses the root cause of the incident or incidents

e
and may identify a workaround as the assessment continues. Error Control publishes

ut
guidance about known errors and may trigger a request for change to remove errors from
the infrastructure.

ib
2. What is the difference between an incident and a problem? A
problem and a known error? Why are the distinctions important?

tr
A: Incidents are disruptions to services experienced by users; the problem is the unknown
root cause of the incident. Known errors are known to you—or through your suppliers and
partners—and the emphasis is on cost effective removal of errors that can be removed.

is
Also, guidance for handling errors cannot be removed, including workarounds as
available.

D
ACTIVITY 6-1: Discussing the General Management
Practices or
e
1. Why is Relationship Management separated from Service Level
at

Management? What are some of the key differences?

A: Service Level Management focuses on service performance against targets and
lic

ensuring ongoing alignment of services to business needs. Relationship Management

broadly focuses on both current and future needs of the customer, and how the service
provider can best optimize value delivery.
up

2. Why is it important that Information Security Management be a

general management practice and not just an ITSM practice? Who
is on the hook for organization-wide security?
D

A: Information Security is a risk factor subject to the highest level of organization

governance; it is our job to establish information security practices to underpin and
support business security policies and practices.
ot

3. How does Supplier Management help organizations streamline

costs and improve the quality of supplier performance?
N

A: Supplier Management brings a coherent set of practices to engage with our suppliers
to ensure value for money. These include assessing provider capabilities and risks,
o

establishing supplier and contract relationships, and creating an ongoing managed

supplier relationship with regular reporting, reviews, and improvements.
D

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 ITIL® 4 Foundation | 157

ACTIVITY 6-2: Discussing the Service Management Practices

1. How does Service Configuration Management support the broader needs for
organizational control? How does it support practices like Incident
Management or Problem Management?
A: Service Configuration Management helps to maintain our current configuration baselines. In the face
of the increased need to adapt to very frequent changes, it has become more important to maintain

e
control of configurations, and to automate where possible to keep this information accurate. Service

ut
Configuration Management information is critical to other practices to support incident prioritization,
problem replication, change risk assessments, and activities from virtually every service management
practice.

ib
2. How does IT Asset Management differ from Service Configuration
Management? What are some of the implications of the objective to maximize

tr
the value of the IT asset, and not just to track it?

is
A: IT Asset Management tracks the lifecycle of each IT asset, from acquisition through use to disposal.
Many CIs are not assets, and Service Configuration Management focuses more on the context of a
particular CI (how is it used in service delivery) than the content of the component itself. IT Asset

D
Management should work to ensure assets are used and that the value of the asset is optimized; this
suggests that the effective use of the asset is an important part of the practice, not merely tracking
where it is and who has it.

3. or
How might Monitoring and Event Management trigger other practices?
A: Events can trigger Incident Management in the case of early warning of an incident. Events can also
trigger Change Enablement based on the needs to do things like add capacity, or even provide data
e
indicating a potential for Problem Management.
at

4. What are some of the responsibilities of Release Management?

A: Release Management works to ensure stakeholder readiness for the new or changed service. This
lic

practice is responsible for establishing agreed release plans and release schedules with relevant users,
customers, operations, and others.
up

ACTIVITY 6-3: Discussing the Technical Management Practices

D

1. How does Deployment Management differ from Release Management?

Change Enablement? Why is each one needed to effectively introduce new
ot

services and changes?

A: Deployment Management is responsible for the physical instantiation of the hardware or software
N

component into a supported environment. Release Management is responsible for ensuring that there
are agreed plans among the relevant stakeholders for how a new or changed service will be introduced
and to ensure effective knowledge transfer, training, and readiness. Change Enablement is responsible
o

for ensuring successful changes by assessing the risks, authorizing changes, and managing the change
schedule. Each practice has a key role to play in managing the effective management and introduction
D

of changes with the goal of maximizing value and managing overall risk.

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 158 | ITIL® 4 Foundation

2. How does the work of Release and Deployment change when an

organization is working in an Agile/DevOps environment compared
to a traditional one? What opportunities does this create?
A: Using Feature Flags or multiple production environments in an Agile/DevOps
environment deployment can occur as a routine, automated practice that introduces new
hardware and software safely into supported environments. You can confirm the technical
stability of the change before you enable it in production, to better align feature
enablement with customer readiness while speeding up deployment and reducing risk.

e
ut
Mastery Builder 6-1: Reviewing ITIL Foundation I

ib
1. How does prioritization of incidents assist incident management?
○

tr
It helps direct the incident to the correct support area.
◉ It determines the resource assigned to the incident.

is
○ It ensures that incidents are resolved as quickly as possible.
○ It determines how the service provider is perceived.

D
2. Which value chain activity provides information about service
improvements to all value chain activities?
◉
○
Improve
Engage
or
○
e
Obtain/build
○ Deliver and support
at

3. Which value chain activity uses service components to fulfill

lic

service requests?
○ Improve
○ Engage
up

○ Obtain/build
◉ Deliver and support
D

4. What is the definition of utility?

○ A tangible or intangible deliverable that is produced by carrying out an activity.
ot

○ The assurance that a product or service will meet agreed requirements.

○ A possible event that could cause harm or loss, or make it more difficult to achieve
N

objectives.
◉ The functionality offered by a product or service to meet a particular need.
o

5. What is defined as "perceived benefits, usefulness, and importance

of something"?
D

○ Outputs
○ Outcomes
◉ Value
○ Warranty

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 ITIL® 4 Foundation | 159

6. Identify the missing word(s) in the following sentence: An organization is a

person or a group of people that has its own functions with ______ to achieve
its objectives.
◉ responsibilities, authorities, and relationships
○ products and services
○ utility
○ outputs and outcomes

e
7. Which value chain activity includes communications with customers and

ut
users?
◉ Engage

ib
○ Design and transition
○ Obtain/build

tr
○ Deliver and support

is
8. Which is a purpose of the "problem management" practice?
◉ To reduce the likelihood and impact of incidents by identifying actual and potential causes of

D
incidents.
○ To maximize the number of successful IT changes by ensuring risks are properly assessed.
○
○ To set clear business-based targets for service performance. or
To capture demand for incident resolution and service requests.

9. How does "service level management" contribute to "obtain/build" value chain

e
activity?
at

○ It analyzes data to identify opportunities to provide new service request options.

○ It ensures users continue to be productive when they need assistance from the service provider.
lic

○ It acquires pre-approved service components to help fulfill service requests.

◉ It collects user-specific requirements, sets expectations, and provides status updates.
up

10.A service provider describes a package that includes a mobile phone, with
network access and 24/7 phone support. What is this an example of?
○
D

Value
○ An outcome
○ Warranty of a service
ot

◉ A service offering
N

11.A service provider suggests that their service guarantees 99.9% availability.
What is this an example of?
○
o

Value
○ An outcome
D

◉ Warranty of a service
○ A service offering

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 160 | ITIL® 4 Foundation

12.What should be included in every service level agreement?

○ Details of the process-based metrics used.
○ Technical description of the service components and how they are operated.
◉ Expectations of both parties.
○ Legal language.

13.What is a normal change?

○

e
A change that doesn't need risk assessment because the procedure has been pre-
authorized.

ut
◉ A change that needs to be assessed, authorized, and scheduled by a change
authority.
○

ib
A change that doesn't need risk assessment because it is required to resolve an
incident.
○ A change that is assessed, authorized, and scheduled as part of "continual

tr
improvement."

is
14.Which practice provides service actions, general information, and
fulfillment of standard services?

D
○ Incident management
○ Change enablement
○
◉
Service desk
Service request management or
e
15.Whichguiding principle recommends investigation of existing
capabilities before starting a practice over?
at

○ Focus on value
◉ Start where you are
lic

○ Progress iteratively with feedback

○ Collaborate and promote visibility
up

16.What is the purpose of "continual improvement"?

○ To ensure that the organization's suppliers and their performance are managed
D

appropriately to support the provision of seamless, quality products and services.

◉ To align the organization's practices and services with changing business needs
through the ongoing identification and improvement of services.
ot

○ To ensure that the organization's suppliers and their performance are managed
appropriately at strategic and tactical levels through coordinated marketing, selling, and
delivery activities.
N

○ To ensure that accurate and reliable information about the configuration of supplier's
services is available when and where it is needed.
o

17.Which is a key focus of the "organizations and people" dimension?

D

○ Security and compliance

○ Activity workflows
○ Knowledge sharing with partners
◉ Roles and responsibilities

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 ITIL® 4 Foundation | 161

18.Which statement about an emergency change is CORRECT?

○ Emergency changes should be pre-approved and defined with change models.
○ Emergency changes will be reviewed at the next scheduled CAB meeting.
◉ Emergency changes require expedited handling and may reduce testing.
○ Emergency changes can be implemented without authorization from a change authority.

19.Which describes outputs?

◉

e
Tangible or intangible deliverables
○ Functionality offered by a product or service

ut
○ Results for a stakeholder
○ Configuration of an organization's resources

ib
20.Which is NOT a recommendation of the "continual improvement" practice?

tr
○ There should be a small team dedicated to leading continual improvement efforts.
◉ All improvements should be managed as multi-phase projects.

is
○ Continual improvement should be integrated with other practices.
○

D
External suppliers should be included in improvement initiatives.

21.Which describes products?

○
○
○
Tangible or intangible deliverables.
Functionality offered by a product or service.
Results for a stakeholder.
or
e
◉ Configuration of an organization's resources.
at

22.Which service management dimension is focused on third parties and how

they are managed?
lic

○ Organizations and people

○ Information and technology
up

◉ Partners and suppliers

○ Value streams and processes
D

23.Which is NOT a recommendation of the "service desk" practice?

○ Service desks can use technologies such as SMS and chat functions.
○
ot

Service desks can be highly technical functions depending on the organization's need.
○ Service desks should have a practical understanding of the wider business.
◉
N

Service desks should always be a physical team in a single fixed location.

24.Whichvalue chain activity includes reviewing service performance with

o

customers?
○
D

Plan
◉ Improve
○ Engage
○ Obtain/build

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 162 | ITIL® 4 Foundation

25.Which value chain activity includes establishing enterprise

architecture?
◉ Plan
○ Improve
○ Engage
○ Obtain/build

26.Whichvalue chain activity includes the introduction of new or

e
changed services?

ut
○ Plan
◉ Design and Transition

ib
○ Engage
○ Obtain/build

tr
27.Whichpractice has the purpose of maximizing the number of

is
successful changes?
◉ Change enablement

D
○ Service request management
○ Release management
○
28.How
Deployment management
or
does "service request management" contribute to "obtain and
e
build" activity?
○ By collecting user-specific request requirements
at

◉ By acquiring pre-approved service components

○
lic

By providing service request trend and quality information

○ By initiating standard changes to fulfill service requests

29.How does "service request management" contribute to "engage"

up

activity?
◉ By collecting user-specific request requirements
D

○ By acquiring pre-approved service components

○ By providing service request trend and quality information
○
ot

By initiating standard changes to fulfill service requests

30."Ameans of enabling value co-creation by facilitating outcomes

N

that customers want to achieve, without the customer having to

manage specific costs and risks." What is this the ITIL definition
of?
o

○ Products
D

◉ Service
○ Service Management
○ Outputs

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 ITIL® 4 Foundation | 163

31.Which describes the principle "start where you are"?

◉ Conducting a review of existing service management practices and deciding what to keep and what
to discard.
○ Reviewing how an improvement initiative can be organized into smaller, manageable sections that
can be completed in a timely manner.
○ Reviewing service management practices and removing any unnecessary complexity.
○ Using the four dimensions of service management to ensure coordination of all aspects of an
improvement initiative.

e
32.Identify
the missing word(s) in the following sentence: The purpose of the

ut
Release Management practice is to make new and changed _______
available for use.

ib
○ objectives
◉ services and features

tr
○ deployments
○

is
outcomes

33.Which describes the "focus on value" principle?

D
○ Conducting a review of existing service management practices and deciding what to keep and what
to discard.
○ Reviewing how an improvement initiative can be organized into smaller, manageable sections that
can be completed in a timely manner.
○
or
Reviewing service management practices and removing any unnecessary complexity.
◉
e
Investigating why the customer uses the services and how the services help them meet their goals.
at

34.Which is a key focus of the "value streams and processes" dimension?

○ Security and compliance
lic

◉ Activity workflows
○ Knowledge sharing with partners
○
up

Roles and responsibilities

35.Which is a purpose of the "service desk" practice?

○
D

To reduce the likelihood and impact of incidents by identifying actual and potential causes of
incidents.
○ To maximize the number of successful IT changes by ensuring risks are properly assessed.
ot

◉ To capture demand for incident resolution and service requests.

○ To set clear business-based targets for service performance.
N

36.Which is a purpose of the "relationship management" practice?

○ To make new and changed services and features available for use.
o

○ To plan and manage the full lifecycle of all IT assets.

D

◉ To establish and nurture the links between the organization and its stakeholders at strategic and
tactical levels.
○ Properly assess, monitor, and manage the delivery of a service.

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 164 | ITIL® 4 Foundation

37.What is the definition of an IT asset?

○ Any change of state that has significance for the management of a configuration item
or IT service.
○ Any component that needs to be managed in order to deliver an IT service.
○ The ability of an IT service or other configuration item to perform its agreed function
when required.
◉ Any financially valuable component that can contribute to delivery of an IT product or
service.

e
38.Which value chain activity includes providing components?

ut
○ Plan
○ Improve

ib
○ Engage
◉ Obtain/build

tr
39.Which value chain activity provides stakeholder feedback for

is
improvements?
◉ Engage

D
○ Design and transition
○ Obtain/build
○
40.Which
Deliver and support
or
value chain activity produces requirements and
e
specifications?
◉
at

Engage
○ Design and transition
○
lic

Obtain/build
○ Deliver and support
up

Mastery Builder 6-1: Reviewing ITIL Foundation II

D

1. Which is a purpose of the "information security" practice?

○
ot

Ensure that the organization's suppliers and their performance are managed
appropriately.
◉ Protect the information needed by the organization to conduct its business.
N

○ Establish and nurture the links between the organization and its stakeholders.
○ Systematically observe services and service components.
o

2. Plan Evaluate Direct Monitor

D

Select the correct answer.

○ 1, 2, 3
○ 1, 2, 4
○ 1, 3, 4
◉ 2, 3, 4
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 ITIL® 4 Foundation | 165

3. Which is NOT one of the steps of the Continual Improvement model?

○ Take Action
○ How Do We Keep the Momentum Going?
◉ What Improvement Method Will We Use?
○ Where Are We Now?

4. What is the utility of a service?

◉

e
Service functionality.
○ Reliability of the components.

ut
○ End-to-end service performance.
○ Assurance that the service will meet security requirements.

ib
5. What is the definition of an output?

tr
○ Joint activities performed by a service provider and a service consumer to ensure continual value
co-creation based on agreed and available service offerings.

is
○ A result for a stakeholder enabled by one or more outputs.
◉ A tangible or intangible deliverable of an activity.

D
○ Activities performed by an organization to consume services.

6. Goods Policies Access to resources Service actions

Select the correct answer.

○ 1, 2, 3
or
e
○ 1, 2, 4
◉
at

1, 3, 4
○ 2, 3, 4
lic

7. Which is the best definition of a customer?

◉ A person who defines the requirements for a service and takes responsibility for the outcomes of
up

service consumption.
○ A person who uses services.
○ A person who authorizes budget for service consumption. Can also be used to describe an
D

organization or individual that provides financial or other support for an initiative.

○ A person who is willing to provide a service.
ot

8. The ultimate value of a service is determined by?

○ The service provider
N

◉ The customer
○ The supplier
○
o

The service relationship manager

D

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 166 | ITIL® 4 Foundation

9. Organizations and People Hardware and Software Information and Technology Value
Streams and Processes

Select the correct answer.

○ 1, 2, 3
○ 1, 2, 4
◉ 1, 3, 4
○ 2, 3, 4

e
10.Which Guiding Principle begins with assessing who the customer

ut
and stakeholders are?
○ Optimize and Automate

ib
○ Progress Iteratively with Feedback
○ Keep It Simple and Practical

tr
◉ Focus on Value

is
11.Which of the following is a tool for Collaborating and Promoting
Visibility?

D
◉ Kanban Board
○ SWOT Analysis
○
○
Balanced Scorecard
Continual Improvement Model or
e
12.Which of the Guiding Principles is highlighted in the Theory of
Constraints?
at

○ Focus on Value
○
lic

Start Where You Are

◉ Think and Work Holistically
○ Optimize and Automate
up

13.Whichis not one of the Optimization Steps in Optimize and

Automate?
D

○ Desired Future State

○ Stakeholder Engagement
◉
ot

Customer Preparation
○ Monitoring Feedback
N

14.Which of the following is true of a value chain?

○ Supports a single ITIL practice.
o

◉ Converts inputs into outputs.

○
D

Does not consider needed skills and competencies.

○ Defines a single sequence of activities and are not combined in different ways.

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 ITIL® 4 Foundation | 167

15.Inwhich step of the Continual Improvement model do we define a high-level

organizational objective of the improvement?
○ Where Are We Now?
○ How Do We Get There?
◉ What is the Vision?
○ How Do We Keep the Momentum Going?

16.Which of the steps of the Continual Improvement model has the strongest

e
relationship to the guiding principle Start Where You Are?

ut
○ What is the Vision?
◉ Where Are We Now?

ib
○ How Do We Get There?
○ Take Action

tr
17.Products and services Practices Service components The entire Service Value System

is
Select the correct answer.
○

D
1, 2, 3 only
○ 2, 3, 4 only
○ 1, 2, 4 only
◉
18.Fill
1, 2, 3, and 4
or
in the missing word(s): The Continual Improvement Register (CIR) is a
e
structured database or document used to track and manage
at

__________________.
○ Changes
○
lic

Incidents
◉ Improvement Opportunities
○ Service Requests
up

19.Fillin the missing word(s): The Service Level Management practice's purpose
is to set clear ____________ targets for service performance, so that the
D

delivery of a service can be properly assessed, monitored, and managed.

○ service-based
○
ot

system-based
○ technology-based
◉
N

business-based

20.Which of the following reflects ITIL guidance about SLA Requirements?

o

○ Sets stretch targets to motivate service providers

◉
D

Related to key customer outcomes and customer satisfaction

○ Written in technical detail
○ Specifies system performance reporting

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Solutions
 168 | ITIL® 4 Foundation

21.Which of the following is true for a Change Authority?

◉ Different Change Authorities may be identified for different types of changes.
○ A single Change Authority should be identified for all changes.
○ Changes in high-velocity organizations should be reviewed by a Change Advisory
Board.
○ Should allow changes only when there are no risks.

22."The addition, modification, or removal of anything that could have

e
a direct or indirect effect on services" is the ITIL definition of a?

ut
○ Release
○ Deployment

ib
○ Package
◉ Change

tr
23.Standard Urgent Emergency Normal

is
Select the correct answer.
○ 1, 2, 3 only

D
○ 1, 2, 4 only
◉ 1, 3, 4 only
○ 2, 3, 4 only

24.Which
or
of the following practices would be MOST LIKELY to use
e
information from the Change Schedule?
○
at

Monitoring and Event Management

○ Relationship Management
◉
lic

Incident Management
○ IT Asset Management
up

25.Whichfeatures would NOT be part of a suitable Incident

Management tool?
○ Automated Incident Matching
D

◉ Detailed procedures for resolving complex incidents

○ Timestamping and tracking
○
ot

Links to problem, known error, and knowledge information

26.Whichis NOT a benefit of using swarming as an incident

N

management technique?
○ Faster resolution.
o

○ Quicker identification of the right teams to work an incident.

○
D

Maintaining focus on optimizing resources used to respond to an incident.

◉ Reduced need for service desk support.

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Solutions
 ITIL® 4 Foundation | 169

27.Which of the following "initiates a service action that has been agreed as a
normal part of service delivery"?
○ Incident
○ Problem
◉ Service Request
○ Change

28.Which of the following has the purpose to "capture demand for incident

e
resolution and service requests"?

ut
○ Technical Management
◉ Service Desk

ib
○ Service Request Management
○ Relationship Management

tr
29.Walk-in Email Chatbot Text messaging

is
Select the correct answer.
○

D
1, 2, 3
○ 1, 2, 4
○ 2, 3, 4
◉ 1, 2, 3, 4
or
30.Empathy and emotional intelligence Effective communications skills Detailed knowledge of
e
infrastructure components Understanding of business priority
at

Select the correct answer.

○ 1, 2, 3
lic

◉ 1, 2, 4
○ 2, 3, 4
○ 1, 2, 3, and 4
up

31."Any financially valuable component that can contribute to delivery of an IT

product or service" is the ITIL definition of?
D

◉ IT Asset
○ Configuration Item
ot

○ Component
○ Service
N

32.Prevention Detection Correction Recovery

Select the correct answer.

o

◉ 1, 2, 3
D

○ 1, 2, 4
○ 2, 3, 4
○ 1, 2, 3, 4

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Solutions
 170 | ITIL® 4 Foundation

33.Which of the following is the purpose of supplier management?

○ Reduce the likelihood and impact of incidents.
○ Maximize the number of successful changes.
○ Set clear business-based targets for service performance so that the delivery of a
service can be properly assessed, monitored, and managed.
◉ Ensure that the organization's suppliers and their performance are managed
appropriately to support the provision of seamless, quality products and services.

e
34."Any component that needs to be managed in order to deliver an IT

ut
service" is the ITIL definition of?
○ IT Asset
○

ib
Service
○ Output
◉

tr
Configuration Item

35.General Management Service Management Component Management Technical

is
Management

D
Select the correct answer.
○ 1, 2, 3
◉ 1, 2, 4
○
○
2, 3, 4
1, 2, 3, and 4
or
e
36.A service provider suggests that their service guarantees recovery
at

in 24 hours in the event of a disaster. What is this an example of?

○ Value
lic

○ An outcome
◉ Warranty of a service
○ A service offering
up

37.How does categorization of incidents assist incident management?

◉ It helps direct the incident to the correct support area.
D

○ It determines the resource assigned to the incident.

○ It ensures that incidents are resolved as quickly as possible.
ot

○ It determines how the service provider is perceived.

N

38.Which is a key focus of the "suppliers and partners" dimension?

○ Security and compliance
○
o

Activity workflows
◉ Knowledge sharing
D

○ Roles and responsibilities

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Solutions
 ITIL® 4 Foundation | 171

39.Which is NOT a benefit of adopting ITIL practices?

○ Balance agility and stability.
○ Create new revenue streams and sources of competitive advantage.
○ Support new digital business models.
◉ Demonstrate compliance with a standard.

40."A
set of specialized organizational capabilities for enabling value for
customers in the form of services" is the ITIL definition of?

e
○ Products

ut
○ Services
◉ Service Management

ib
○ Outcomes

tr
is
D
or
e
at
lic
up
D
ot
N
o
D

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 e
ut
ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D

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 Glossary

e
ut
ib
Agile cost
An umbrella term for a collection of The amount of money spent on a specific

tr
frameworks and techniques that together activity or resource. Cost can also be
enable teams and individuals to work in a expressed in non-monetary terms.

is
way that is typified by collaboration,
prioritization, iterative and incremental CSF

D
delivery, and time-boxing. These are (critical success factor) A necessary
several specific methods (or frameworks) precondition for the achievement of
that are classed as Agile, such as Scrum, intended results.
Lean, and Kanban.

change
or customer
The role that defines the requirements for
e
The addition, modification, or removal of a service and takes responsibility for the
anything that could have a direct or outcomes of service consumption.
at

indirect effect on services.

CX
lic

change authority (customer experience) The sum of

The person or group who authorizes a functional and emotional interactions with
change. a service and service provider as perceived
up

by a customer.
CI
(Configuration Item) Any component that demand
needs to be managed in order to deliver an Input to the Service Value System based
D

IT service. on opportunities and needs from internal

and external stakeholders.
CIR
ot

(Continual Improvement Register) A DevOps

structured database or document that is An organizational culture that aims to
N

used to track and manage improvement improve the flow of value to customers.
opportunities. DevOps focuses on culture, automation,
Lean, measurement, and sharing (CALMS).
o

continual improvement practice

The practice of aligning an organization's event
D

practices and services with changing Any change of state that has significance
business needs through the ongoing for the management of a service or other
identification and improvement of all configuration item (CI).
elements involved in the effective
management of products and services.

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 174 | ITIL® 4 Foundation

feedback loop Kanban

A technique whereby the outputs of one A method for visualizing work, identifying
part of a system are used as inputs to the potential blockages and resource conflicts,
same part of the system. and managing work in progress.

four dimensions of service known error

management A problem that has been analyzed but has
The four perspectives that are critical to not been resolved.
the effective and efficient facilitation of

e
value for customers and other stakeholders KPI

ut
in the form of products and services. (key performance indicator) An important
metric used to evaluate the success in
governance meeting an objective.

ib
The means by which an organization is
directed and controlled. Lean

tr
An approach that focuses on improving
holistic workflows by maximizing value through

is
The treatment of the system as a whole the elimination of waste.
and not just the sum of its parts.
metric

D
incident A measurement or calculation that is
An unplanned interruption to a service, or monitored or reported for management
reduction in the quality of a service.

information and technology

One of the four dimensions of service
or and improvement.

mission
The overall purpose and intentions of an
e
management. It includes the information organization.
at

and knowledge used to deliver services,

and the information and technologies used MVP
to manage all aspects of the Service Value (Minimum Viable Product) A product with
lic

System. just enough features to satisfy early

customers, and to provide feedback for
IT asset future product development.
up

Any financially valuable component that

can contribute to delivery of an IT product opportunity
or service. Options or possibilities to add value for
D

stakeholders or otherwise improve the

ITIL organization.
Best-practice guidance for IT service
ot

management. organization
A person or a group of people that has its
ITIL guiding principles own functions with responsibilities,
N

Recommendations that can guide an authorities, and relationships to achieve its

organization in all circumstances, objectives.
o

regardless of changes in its goals, strategies,

types of work, or management structure. organizations and people
D

One of the four dimensions of service

ITIL service value chain management. It ensures that the way an
An operating model for service providers organization is structured and managed, as
that covers all the key activities required to well as its roles, responsibilities, and
effectively manage products and services. systems of authority and communication,
is well defined and supports its overall
strategy and operating model.
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Glossary
 ITIL® 4 Foundation | 175

outcome by an organization may be owned by the

A result for a stakeholder enabled by one or organization or used according to an
more outputs. agreement with the resource owner.

output risk
A tangible or intangible deliverable of an A possible event that could cause harm or loss,
activity. or make it more difficult to achieve objectives.
Risk can also be defined as uncertainty of
partners and suppliers outcome, and can be used in the context of

e
One of the four dimensions of service measuring the probability of positive outcomes

ut
management. It encompasses the relationships as well as negative outcomes.
an organization has with other organizations
that are involved in the design, development, service

ib
deployment, delivery, support, and/or A means of enabling value co-creation by
continual improvement of services. facilitating outcomes that customers want to

tr
achieve, without the customer having to
partnership manage specific costs and risks.

is
A relationship between two organizations that
involves working closely together to achieve service catalog

D
common goals and objectives. Structured information about all the services
and service offerings for a service provider,
performance relevant for a specific target audience.
A measure of what is achieved or delivered by
a system, person, team, practice, or service.

practice
or
service consumption
Activities performed by an organization to
consume services. It includes the management
e
Sets of organizational resources designed for of the consumer's resources needed to use the
at

performing work or accomplishing an service, service actions performed by users,

objective. and the receiving (acquiring) of goods (if
required).
lic

problem
A cause, or potential cause, of one or more service desk
incidents. The point of communication between the
up

service provider and all of its users.

process
A set of interrelated or interacting activities service management
D

that transform inputs into outputs. Processes A set of specialized organizational capabilities
define the sequence of actions and their for enabling value for customers in the form of
dependencies. services.
ot

product service offering

A configuration of an organization's resources
N

A formal description of one or more services,

designed to offer value for a consumer. designed to address the needs of a target
consumer group. A service offering may
release
o

include goods, access to resources, and service

A version of a service or other configuration actions.
D

item, or a collection of configuration items,

that is made available for use. service provider
A role performed by an organization in a
resource service relationship to provide services to
Personnel, material, finance or other entity consumers.
required for the execution of an activity or the
achievement of an objective. Resources used
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Glossary
 176 | ITIL® 4 Foundation

service provision interrelate, and interact over time, and within

Activities performed by an organization to the context of other systems.
provide services. It includes management of
the provider's resources; configured to deliver TOC
the service, ensuring access to these resources (Theory of Constraints) A method of continual
for users; fulfillment of the agreed service improvement that involves identifying the
actions; service level management; and weakest link in the value chain (i.e. the
continual improvement. It may also include the constraint) and then making systematic
improvements until it is no longer the weakest

e
supply of goods.
link.

ut
service relationship
A cooperation between a service provider and user
service consumer. Service relationships include The role that uses services.

ib
service provision, service consumption, and
service relationship management. utility

tr
The functionality offered by a product or
service relationship management service to meet a particular need. Utility can be

is
Joint activities performed by a service provider summarized as "what the service does" and can
and a service consumer to ensure continual be used to determine whether a service is "fit

D
value co-creation based on agreed and available for purpose." To have utility, a service must
service offerings. either support the performance of the
consumer or remove constraints from the
service request
or
A request from a user or user's authorized
representative that initiates a service action
which has been agreed as a normal part of
consumer. Many services do both.

UX
(user experience) The sum of functional and
e
service delivery. emotional interactions with a service and
at

service provider as perceived by a user.

SLA
(Service Level Agreement) A documented value
lic

agreement between a service provider and a The perceived benefits, usefulness, and
customer that identifies both services required importance of something.
and the expected level of service.
up

value stream
sponsor A step in the value chain that an organization
The role that authorizes budget for service takes in the creation of value.
D

consumption. Can also be used to describe an

organization or individual that provides value stream and processes
financial or other support for an initiative. One of the four dimensions of service
ot

management. It defines the activities,

supplier workflows, controls, and procedures needed to
N

A stakeholder responsible for providing achieve the agreed objectives.

services that are used by an organization.
vision
o

SVS A defined aspiration of what an organization

(Service Value System) A model representing would like to become in the future.
D

how all the components and activities of an

organization work together to facilitate value warranty
creation. Assurance that a product or service will meet
agreed requirements. Warranty can be
systems thinking summarized as "how the service performs" and
A holistic approach to analysis that focuses on can be used to determine whether a service is
the way that a system's constituent parts work, "fit for use." Warranty often relates to service
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Glossary
 ITIL® 4 Foundation | 177

levels aligned with the needs of service

consumers. This may be based on a formal
agreement, or it may be a marketing message
or brand image. Warranty typically addresses
such areas as the availability of the service, its
capacity, levels of security, and continuity. A
service may be said to provide acceptable
assurance, or "warranty," if all defined and

e
agreed conditions are met.

ut
workaround
A solution that reduces or eliminates the
impact of an incident or problem for which a

ib
full resolution is not yet available. Some
workarounds reduce the likelihood of

tr
incidents.

is
D
or
e
at
lic
up
D
ot
N
o
D

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Glossary
 e
ut
ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D

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 Index

e
ut
ib
tr
A D

is
Agile 5 demand 28
automation 54 Deployment Management 120
DevOps 5

D
C
change authority 89 E
Change Enablement 89
changes
definition 89
or events 116

F
e
schedule 90
types of 89 feedback 86
at

CIR 82 feedback loop 42

CIs 115 four dimensions of service management
lic

communication 46 descriptions of 7
configuration items, See CIs external factors 24
continual improvement information and technology 22
up

definition 6 organizations 21
methods and techniques 81 overview 6, 20
purpose 80 partners and suppliers 23
people 21
D

Continual Improvement model

overview 71 processes 24
Continual Improvement practice strategic factors 23
ot

key activities 81 value streams 24

overview 80
G
N

Continual Improvement Register, See CIR

costs 14 governance
critical success factors, See CSFs definition 6
o

CSFs 73 governance activities

customer engagement 86
D

direct 61
customer experience, See CX evaluate 60
customers 11 monitor 61
CX 38 overview 60
governing bodies 30

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 180 | ITIL® 4 Foundation

I O
incident opportunity 28
definition 93 optimization 54
diagnosis of 94 organizations 10
resolution of 94 organizations and people 7
Incident Management outcomes 14
activities 94 outputs 14
process 94

e
purpose of 93 P

ut
information and technology 7
Information Security Management 112 partners and suppliers 7
IT Asset Management 116 partnership 23

ib
IT assets 116 Problem Management
ITIL error control 106
phases 104

tr
benefits of 5
definition 2 problem control 105

is
ITIL guiding principles problem identification 105
Collaborate and Promote Visibility 45 purpose 104
problems 104

D
definition 6
Focus on Value 38 products 9
interaction between principles 56
R
Keep It Simple and Practical 51
Optimize and Automate 54
overview 28
or Relationship Management 112
Release Management 117
e
Progress Iteratively with Feedback 42 risks 15
seven guiding principles 29
at

Start Where You Are 40

Think and Work Holistically 49
S
lic

ITIL practices service catalog 85

definition 6 Service Configuration Management 115
General Management 31 service consumers
up

overview 31 definition 10
Service Management 32 types of 11
Technical Management 34 service consumption 13
Service Desk
D

K access channels 100

competencies 101
Kanban 46
ot

definition 100
key performance indicators, See KPIs purpose 100
known errors 104 Service Level Agreements, See SLAs
N

KPIs 73 Service Level Management 85

service management 9
L service offering 11
o

Lean 5 service providers 10

D

service provision 12
service relationship 12
M service relationship management
metrics 86 model 13
Minimum Viable Product, See MVP overview 13
Monitoring and Event Management 116 service request 97
MVP 43 Service Request Management 97
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Index
 ITIL® 4 Foundation | 181

services 9
service value chain, See SVC
Service Value System, See SVS
SLAs
requirements of 85
sponsors 11
stakeholders 11, 45
Supplier Management 113

e
suppliers 23
SVC

ut
activities 31, 64
definition 6

ib
Deliver and Support 68
Design and Transition 67
Engage 66

tr
Improve 65
inputs 65

is
Obtain/Build 67
outputs 65

D
overview 64
Plan 65
SVS
components of 6
continual improvement in 34
governance 61
or
e
systems thinking 49
at

T
lic

Theory of Constraints, See ToC

time-box 42
TOC 75
up

U
users 11
D

utility 15

V
ot

value 10, 14
N

value streams and processes 7

W
o

warranty 15
D

workarounds 105

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Index
 e
ut
ib
tr
is
D
or
e
at
lic
up
D
ot
N
o
D

093054S rev 1.01

ISBN-13 978-1-4246-3909-0
ISBN-10 1-4246-3909-3

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