Term Official ITIL Definition Notes Keywo

rds
Service A set of specialized organizational All the stuff that makes us
Management capabilities for enabling value for special as a company (our
customers in the form of services. DNA, People, Culture,
Technology, or any other
factor that distinguish us on
the market )
Value The perceived benefits, usefulness, The customer feeling towards
and importance of something. the service (Utility +
Warranty).
KEY CONCEPTS

Customer A person who defines the Role

requirements for a service and takes
responsibility for the outcomes of
service consumption.
User A person who uses services. Role
Sponsor A person who authorizes budget for Role
service consumption. Can also be
used to describe an organization or
individual that provides financial or
other support for an initiative.
Supplier A stakeholder responsible for Role
providing services that are used by an
organization.
Organization A person or a group of people that Organizations which deliver Role
has its own functions with services are referred to as
responsibilities, authorities, and service providers.
relationships to achieve its objectives. Those to whom services are
delivered are referred to as
service consumers.
Service A means of enabling value co-creation Customer doesn’t care how
by facilitating outcomes that service is provided, neither
customers want to achieve, without about compliance, security,
them having to manage specific costs downtimes, etc..
and risks.
Product A configuration of an organization’s Can be both, Software and
resources designed to offer value for Hardware
a consumer.
Service Offering A formal description of one or more They include Goods, Access to
services, designed to address the resources& Service Actions
needs of a target consumer group. A
service offering may include goods,
access to resources, and service
actions.
Goods Tangible resources that are
transferred or available for transfer
from a service provider to a service
DEFINITIONS

consumer, together with ownership

and associated rights and
responsibilities.
Access to Customer is allowed to use it. Still, mine but you’re allowed
Resources to use it.
Service Actions Any action required to deliver a Things the service provider
service output to a user. Service does for the customer.
actions may be performed by a
service provider resource, by service
users, or jointly.
Output A tangible or intangible deliverable of Expected
an activity.
Outcome A result for a stakeholder enabled Tangible
by one or more outputs. Result
(Sum of
outputs)
Cost The amount of money spent on a Part of value proposition
specific activity or resource. (remove cost from customer),
it also can be imposed on the
customer (price for service
consumption).
Risk A possible event that could cause Can be good (opportunity) or Service
harm or loss or make it more difficult bad (hazard). We need to Provider
to achieve objectives. Can also be ensure to manage the risk needs to
defined as uncertainty of outcome (understand how much we are manage the
and can be used in the context of exposed to a risk and how big risk
 measuring the probability of positive the effect could be if we
outcomes as well as negative cannot mitigate it).
outcomes.
Utility The functionality offered by a product The service does what it is
or service to meet a particular need. meant to do (functionality).
Utility can be summarized as ‘what
the service does’ and can be used to
determine whether a service is ‘fit
for purpose’. To have utility, a
service must either support the
performance of the consumer or
remove constraints from the
consumer. Many services do both.
Warranty Assurance that a product or service Fit for use, if it doesn’t work Fit for use
will meet agreed requirements. well enough it will not provide
value (Availability, Capacity,
Continuity, Security is defined
by the customer).

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 Four Dimensions The four perspectives that are critical Can be influenced by the
of service to the effective and efficient organization. They produce
management facilitation of value for customers and Products & Services which
(VOIP) other stakeholders in the form of produce Value.
THE FOUR DIMENSIONS MODEL (2

products and services.

 Value Streams & Processes
 Organizations & People
 Information & Technology
 Partners & Suppliers

Value Streams &  Activities the organization needs Value Streams are replacing
Processes to undertake processes
 Organization of these activities
 Ensuring value to stakeholders
VOIP

 Exercise value stream mapping

Organizations &  Organizational Structures
People  Decision making habits
 Staffing and skill requirements
 Culture and leadership styles
Information &  Information and tools needed
Technology  Technologies and innovation
 Relationship between
components
 Culture of knowledge
management
Partners &  Relationships with external
Suppliers vendors
 Factors that influence suppliers
strategies
 Service integration management
 Vendor selection procedures
PESTLE  Political External factors, that cannot
PESTL

 Economical be influenced but need to be

 Social considered.
E

 Technological
 Legal
 Environmental
Service Value The SVS converts opportunity
System and demand by applying our
THE SERVICE VALUE SYSTEM (1

own service management

magic into actual value for
our customers.
SERVICE VALUE SYSTEM
 The guiding  Focus on value Recommendations that guide
principles  Start where you are organizations in any
 Progress iteratively with circumstances, even for
feedback implementing ITIL V4.
THE GUIDING PRINCIPLES (6 Points)

 Collaborate and promote  Universally

visibility applicable to any
 Think and work holistically work or initiative
 Keep it simple and practical  Represent well-
 Optimize and automate proven, good
practice
 Are neither
prescriptive nor a
must
7 GUIDING PRINCIPLES

 Can be applied
stand-alone but are
better in conjunction
 Have a strong
relation to Lean-Agile
thinking.
Focus on Value Everything you do must be somehow
(directly or indirectly) valuable to your
stakeholders.
Start where you Reuse existing resources whenever
are possible instead of reinventing the
wheel over and over again.
Progress Don’t do everything at once, take
iteratively with baby-steps instead. Learning by doing
feedback with lots of feedback.
Collaborate and Involve the right people at the right
promote visibility time and gather factual data to make
the right decisions.
Think and work Nothing is ever alone, thing about the
holistically effect of your initiative or work on
other components.
Keep it simple and Don’t overcomplicate work. Use the
practical least possible steps. Outcome based
thinking helps.
Optimize and Maximize the value of human work.
automate Automate only after optimization.
Apply DevOps.
Service Value It’s part of the service
Chain value system.
Has 6 different activities.
Transforms demand into
actual value.
Can be used for mapping
specific sequences of SVC
activities.

Value Stream A series of steps an organization Focused steps needed and

undertakes to create and deliver trying to find opportunities /
products and services to consumers. ways and optimize the flow of
activities needed to achieve
value.

These steps can be mapped

to the SVC in any combination
(handling of incidents, app
development).
P.I.E.D.O.D. Activities in the SVC
 Plan
7 SVC ACTIVITIES

 Improve
 Engage
 Design & Transition
 Obtain & Build
 Deliver & support
Plan Ensures shared understanding of Do a little bit of planning up
vision, current status and direction. front (understand vision and
see if my initiative fits there).
Improvement Continual improvement of products A service always can be
and services improved.
Engagement Understand stakeholder needs and Usually, first thing that
demands happens.
Design & Make sure that services meet What stakeholders need and
 transition stakeholder needs ensure those needs are
implemented on the designs
to ensure services are able to
meet specifications.
Obtain & build Ensure components are available People, software, hardware,
when needed licenses, anything needed to
create services.
Deliver & support Ensure SLA conform service delivery Make sure our services are
running according to agreed
SLA’s.
Bank Loan
example VS

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Practice A set of organizational resources  Formerly Known as
designed for performing work or processes
GENERAL

accomplishing an objective.  They are more

comprehensive
 Include the 4 dimensions
of SM
 Have specific goals
 Support SVC activities
 ! Continual The practice of aligning an  Continual improvement
Improvement organization’s practices and services should happen at every
with changing business needs through level of the organization
the ongoing identification and (its part of SVS, SVC,
improvement of all elements involved Practices).
in the effective management of  Ideas need to be
products and services. reprioritized when new
ones are added
(backlog refinement).
 It is a responsibility of
everyone.
 Organizations may have
a continual improvement
team for better
coordination.
 All 4 dimensions need to
be considered during any
improvement initiative.
Where are we now : Starting
point (start where you are).
Where do we want to be?:
Define measurable short-term
targets (SMART).
How do we get there: Defined
improvement plan in place
(agile, waterfall, how teams
are set up, etc..).
Take action: Execute plan.
Did we get there?: Evaluate
MANAGEMENT PRACTICES

against KPIs.
How do we keep momentum
going?: ensure we do not go
back to what was before.
! Change Maximize the number of successful Ensure if we are changing
Enablement changes through proper risk something there’s a control
(Former Change assessment and minimize the process in place to maximize
Management) negative impact of failed changes. the # of successful changes
Types of changes: (no rollbacks).
 Standard Change: Pre-
authorized, low risk, low cost
(basically service request, not
every standard change it’s a
service request, but all service
requests are standard changes).
 Normal Change: Authorization
depends on what kind of change
it is. Goes through the normal
change workflow (CAB – Change
Advisory Board, must define diff
types of changes, categorize and
stablish approval process).
 Emergency: Needs rapid action.
May have a separate change
authority (ECAB – Emergency
Change Advisory Board).

Incident Minimize negative impact of incidents Definition of normal must be

Management by restoring normal operation as soon tied to SLA’s
as possible.
 Incident: Unplanned
interruption or reduction of
quality. Must be logged,
prioritized and managed through
their lifecycle. Uses same
categorization as Problem
tickets. Swarming may help with
complex issues.
 Major Incident: Need a
separate procedure. Swarming
can be used for quicker solutions.
 Swarming (war / situation
room): Comes from agile,
release resources into the same
issue simultaneously to use
brainpower to resolve the issue
as soon as possible (Dev, testers,
 sec engineers, network
engineers, etc).
! Problem Reduce Likelihood of recurring When root cause is found,
Management incidents by identifying root causes stops being a problem and
and eliminating them. turns into Known Error.
 Problem: Unknown cause of
one or more incidents.
 Known Error: Problem where
root cause has been found.
 Workaround: Alternate solution,
reducing the impact of the
problem.
 Phases: Problem
Identification  Problem
Control  Error Control.
! Service Desk Capture demand for incidents and Its defined between the
service requests. Single Point of service provider and the
contact between service provider customer what kind of queries
and users. should be handled (Part of
Channels: E-Mail, Phone, Chat, Self- the Service Offering).
Service, Text Messaging, Forums,
Service Catalog. Service Desk owns the ticket.
Skills:
 Incidents analysis and
prioritization.
 Effective Communication.
 Emotional Intelligence.
 Excellent customer service skills.

! Service Level Sets clear business-based targets for The glue between customers
Management service performance, so that the and service providers.
delivery of a service can be measured
M properly.

O SLA: Agreement between

customer and service provider.
S OLA (Operational
Agreements): Agreement between
Level

T different units
organization.
of the same

UC (Underpinning Contract) :
Agreement between service provider
I and external supplier.

M Recommendations:
 Clear language, no jargon.
P  Simply written easy to
understand.
O  Should relate to defined
outcomes.
R  Listen actively to customer
needs.
T ! Service Request Supports the agreed quality of Define realistic resolution
services by handling all pre-defined, times with service requests.
A user-initiated service requests.
Service Request: A formal request I want something / I need
N for something other than incident something.
resolution (e.g. information, advice,
T how-to questions…) Its broken: Incident
management
Steps to fulfill requests should be I need something: Service
P well known (for both simple and Request.
complex requests).
R When defining new workflows, try
to reuse already existing ones.
A User expectations must be managed
in regards of what can be delivered.
C
 Information Protects information needed by
Security organizations to conduct businesses.
Management Ensures appropriate levels of:
Confidentiality: Only approved
people has access.
Integrity: Data is complete, accurate
and cannot be changed by random
people.
Availability: Available when needed
by who is needed.
Authentication: User accounts with
unique ID’s
Non-Repudiation: Information
cannot be changed without a trace.
Relationship Establishes and nurtures links
Management between organizations and
stakeholders at strategic and tactical
levels.

Makes sure we find the best possible

ways to communicate and collaborate
with internal and external
stakeholders.

Relationships are Identified 

Analyzed  Monitored 
Improved.
Supplier Ensures that suppliers of the
Management organization and their performances
are managed to support seamless
service provision to customers.
OTHER PRACTICES

The goal is to make sure “We get

what we paid for” from our vendors
and suppliers.

Agreements and contracts are made

in the form of UCs (Underpinning
Contracts).
IT Asset Plans and manages the full lifecycle of
Management IT assets to:
 Maximize Value
 Control their costs
 Support decisions about reusing
or purchasing new assets
IT Asset: any financially valuable
component that can contribute to
the delivery of IT products or
services.

Monitoring & Observes services and components

Event and records changes on their state.
Management Identifies those events, categorizes
them and stablishes standard
responses.

Event: any change of state that has a

significance for the management of a
configuration item (CI) or service.

Types: Informational, Warning,

Exception.
Release Makes new and changed services and
Management features available for use.

Release: a version of a service or

other configuration items, or a
collextion of configuration items, that
is made available for use.

Releases have been disconnected

from deployments with canary / dark
releases (when something is released
to prod but has the option to turn it
off or make it available to a limited
 group of users).
Service Ensures accurate information is Ensures we have
Configuration available when needed about understanding of the overall
Management services, configuration items and their picture of our infrastructure
relationships. (the components we have and
how they relate to each other)
CI (Configuration Item): any
component that needs to be managed
to deliver an IT service (even skills of
people in the organization).
CMDB (configuration
management database): a
database or collection of databases
holding Cis and their connections.
CMS (Configuration Management
System): front end / UI for CMDB’s.

Deployment Moves new or changed HW, SW, If make it available for usage
Management documentation or any other on prod or not is a question
component from one environment to for Release Management.
the next (DEV  QA  PROD).

With the Help of DevOps we can reach

continuous delivery, where the
developer builds the change in DEV,
which is automatically tested and
moved to the next environment until
it arrives in PROD.

Deployment  Release

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