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Table of Contents
ITIL 4: Create, Deliver and Support
Contents
List of figures
List of tables
Foreword
Preface
About the ITIL 4 publications
About the ITIL story
ITIL Foundation recap
The ITIL service value system
Figure 0.1 The ITIL service value system
The ITIL service value chain
Figure 0.2 The ITIL service value chain
The ITIL practices
Table 0.1 The ITIL management practices
The ITIL guiding principles
Governance
Continual improvement
Figure 0.3 The continual improvement model
The four dimensions model
Figure 0.4 The four dimensions of service management
CHAPTER 1 INTRODUCTION
1 Introduction
CHAPTER 2 THE EVOLUTION OF PROFESSIONALISM IN IT AND SERVICE MANAGEMENT
2 The evolution of professionalism in IT andservice management
2.1 Organizations, people, and culture
2.1.1 Organizational structures
2.1.2 Using the ITIL guiding principles to improve the organizational structure
2.2 Building effective teams
2.2.1 Roles and competenci
2.2.2 Professional IT and service management skills and competencies
Table 2.1 Competency codes and profiles
2.2.3 Workforce planning and management
2.2.4 Employee satisfaction management
2.2.5 Results-based measuring and reporting
2.3 Developing team culture
2.3.1 What is team culture?
2.3.2 What does cultural fit mean and why is it important?
2.3.3 How to develop and nurture good team culture
2.3.4 A continual improvement culture
2.3.5 A collaborative culture
2.3.6 Customer orientation: putting the customer first
2.3.7 Positive communication
2.3.8 Challenges
2.4 Summary
CHAPTER 3 USING INFORMATION AND TECHNOLOGY TO CREATE, DELIVER, AND SUPPORT SERVICES
3 Using information and technology to create, deliver, and support services
3.1 Integration and data sharing
3.1.1 Integration topologies.
3.1.2 Integration approaches
Table 3.1 Delivery approaches
3.2 Reporting and advanced analytics
3.2.1 Data analytics
Figure 3.1 Data analytics
3.2.2 Big data
3.3 Collaboration and workflow
3.3.1 Collabor
Table 3.2 Tools and methods that support an Agile approach
3.3.2 Tools and capabilities
3.3.3 Workflow in IT and service management tools
3.4 Robotic process automation
3.4.1 Where is RPA used?
3.4.2 RPA technologies
Figure 3.2 Manual vs robotic process automation After Schatsky et al. (2016)3
3.4.3 RPA considerations
3.5 Artificial intelligence
3.5.1 Architectural considerations
3.5.2 Applications and value
3.5.3 The growth of AIOps
3.6 Machine learning
3.6.1 Supervised and unsupervised learning
3.6.2 Benefits and limitations of machine learning
3.7 Continuous integration, continuous delivery, and continuous deployment
3.7.1 Goals and value measurements
3.7.2 The CI/CD pipeline
3.7.3 Aligning CI/CD with ITIL
3.7.4 CI/CD does not suit every situation
3.8 The value of an effective information model
3.8.1 Anatomy of an information model
3.9 Automation of service management
3.9.1 Integrated service management toolsets
3.9.2 Service management toolset expectations
3.10 Summary
CHAPTER 4 VALUE STREAMS TO CREATE, DELIVER, AND SUPPORT SERVICES
4 Value streams to create, deliver, and support services
4.1 ITIL service value streams
4.1.1 Structure of an ITIL service value stream
Figure 4.1 Value streams activity hierarchy
4.1.2 Value streams and organizations
4.1.3 Value stream considerations
4.1.4 Designing a service value stream
4.1.5 Describing a step of the value stream
Table 4.1 Service value stream description template
Table 4.2 Value stream step description template
4.1.6 Value stream mapping.
4.1.7 Key metrics when analysing a value stream
Table 4.3 Workflow metrics
Figure 4.2 Process timing
Figure 4.3 Simple representation of a value stream
Figure 4.4 Complex representation of a value stream
4.2 Model value streams for creation, delivery, and support
4.2.1 Development of a new service
Figure 4.5 Development of a new service
Step 1: Acknowledge and document the service requirements
Step 2: Decide whether to invest in the new service
Step 3: Design and architect the new service to meet customer requirements
Step 4: Build, configure, or buy service components
Step 5: Deploy service components in preparation for launch
Step 6: Release new service to customers and users
4.2.2 Restoration of a live service
Figure 4.6 Restoration of a live service
Step 1: Acknowledge and register the user query
Step 2: Investigate the query, reclassify it as an incident, and attempt to fix it
Step 3: Obtain a fix from the specialist team
Step 4: Deploy the fix
Step 5: Verify that the incident has been resolved
Step 6: Request feedback from the user
Step 7: Identify opportunities to improve the overall system
4.3 Using value streams to define a minimum viable practice
Table 4.4 Minimum viable practice contributions
Table 4.5 Example of minimum viable practice contributions for service configuration management
4.4 Summary
CHAPTER 5 PRIORITIZING WORK AND MANAGING SUPPLIERS
5 Prioritizing work and managing suppliers
5.1 Why do we need to prioritize work?
5.1.1 Managing work as tickets
5.1.2 Prioritization and demand management
Figure 5.1 Demand variations and their effect on capacity
5.1.3 How to prioritize work
5.1.4 Swarming
5.1.5 Shift-left approach
Table 5.1 Building a shift-left approach
5.2 Commercial and sourcing considerations.
5.2.1 'Build vs buy' considerations
5.2.2 Sourcing models and options
5.2.3 Outsourcing considerations
5.2.4 Service integration and management
Figure 5.2 Service integration models
5.3 Summary
CHAPTER 6 CONCLUSION
6 Conclusion
APPENDIX A EXAMPLES OF VALUE STREAMS
A Appendix A: Examples of value streams
The ITIL story: Value stream for the development of a new service
The ITIL story: Value stream for the restoration of a live service
End note: The ITIL story
Further research
Glossary
Acknowledgements
Index.
Contents
List of figures
List of tables
Foreword
Preface
About the ITIL 4 publications
About the ITIL story
ITIL Foundation recap
The ITIL service value system
Figure 0.1 The ITIL service value system
The ITIL service value chain
Figure 0.2 The ITIL service value chain
The ITIL practices
Table 0.1 The ITIL management practices
The ITIL guiding principles
Governance
Continual improvement
Figure 0.3 The continual improvement model
The four dimensions model
Figure 0.4 The four dimensions of service management
CHAPTER 1 INTRODUCTION
1 Introduction
CHAPTER 2 THE EVOLUTION OF PROFESSIONALISM IN IT AND SERVICE MANAGEMENT
2 The evolution of professionalism in IT andservice management
2.1 Organizations, people, and culture
2.1.1 Organizational structures
2.1.2 Using the ITIL guiding principles to improve the organizational structure
2.2 Building effective teams
2.2.1 Roles and competenci
2.2.2 Professional IT and service management skills and competencies
Table 2.1 Competency codes and profiles
2.2.3 Workforce planning and management
2.2.4 Employee satisfaction management
2.2.5 Results-based measuring and reporting
2.3 Developing team culture
2.3.1 What is team culture?
2.3.2 What does cultural fit mean and why is it important?
2.3.3 How to develop and nurture good team culture
2.3.4 A continual improvement culture
2.3.5 A collaborative culture
2.3.6 Customer orientation: putting the customer first
2.3.7 Positive communication
2.3.8 Challenges
2.4 Summary
CHAPTER 3 USING INFORMATION AND TECHNOLOGY TO CREATE, DELIVER, AND SUPPORT SERVICES
3 Using information and technology to create, deliver, and support services
3.1 Integration and data sharing
3.1.1 Integration topologies.
3.1.2 Integration approaches
Table 3.1 Delivery approaches
3.2 Reporting and advanced analytics
3.2.1 Data analytics
Figure 3.1 Data analytics
3.2.2 Big data
3.3 Collaboration and workflow
3.3.1 Collabor
Table 3.2 Tools and methods that support an Agile approach
3.3.2 Tools and capabilities
3.3.3 Workflow in IT and service management tools
3.4 Robotic process automation
3.4.1 Where is RPA used?
3.4.2 RPA technologies
Figure 3.2 Manual vs robotic process automation After Schatsky et al. (2016)3
3.4.3 RPA considerations
3.5 Artificial intelligence
3.5.1 Architectural considerations
3.5.2 Applications and value
3.5.3 The growth of AIOps
3.6 Machine learning
3.6.1 Supervised and unsupervised learning
3.6.2 Benefits and limitations of machine learning
3.7 Continuous integration, continuous delivery, and continuous deployment
3.7.1 Goals and value measurements
3.7.2 The CI/CD pipeline
3.7.3 Aligning CI/CD with ITIL
3.7.4 CI/CD does not suit every situation
3.8 The value of an effective information model
3.8.1 Anatomy of an information model
3.9 Automation of service management
3.9.1 Integrated service management toolsets
3.9.2 Service management toolset expectations
3.10 Summary
CHAPTER 4 VALUE STREAMS TO CREATE, DELIVER, AND SUPPORT SERVICES
4 Value streams to create, deliver, and support services
4.1 ITIL service value streams
4.1.1 Structure of an ITIL service value stream
Figure 4.1 Value streams activity hierarchy
4.1.2 Value streams and organizations
4.1.3 Value stream considerations
4.1.4 Designing a service value stream
4.1.5 Describing a step of the value stream
Table 4.1 Service value stream description template
Table 4.2 Value stream step description template
4.1.6 Value stream mapping.
4.1.7 Key metrics when analysing a value stream
Table 4.3 Workflow metrics
Figure 4.2 Process timing
Figure 4.3 Simple representation of a value stream
Figure 4.4 Complex representation of a value stream
4.2 Model value streams for creation, delivery, and support
4.2.1 Development of a new service
Figure 4.5 Development of a new service
Step 1: Acknowledge and document the service requirements
Step 2: Decide whether to invest in the new service
Step 3: Design and architect the new service to meet customer requirements
Step 4: Build, configure, or buy service components
Step 5: Deploy service components in preparation for launch
Step 6: Release new service to customers and users
4.2.2 Restoration of a live service
Figure 4.6 Restoration of a live service
Step 1: Acknowledge and register the user query
Step 2: Investigate the query, reclassify it as an incident, and attempt to fix it
Step 3: Obtain a fix from the specialist team
Step 4: Deploy the fix
Step 5: Verify that the incident has been resolved
Step 6: Request feedback from the user
Step 7: Identify opportunities to improve the overall system
4.3 Using value streams to define a minimum viable practice
Table 4.4 Minimum viable practice contributions
Table 4.5 Example of minimum viable practice contributions for service configuration management
4.4 Summary
CHAPTER 5 PRIORITIZING WORK AND MANAGING SUPPLIERS
5 Prioritizing work and managing suppliers
5.1 Why do we need to prioritize work?
5.1.1 Managing work as tickets
5.1.2 Prioritization and demand management
Figure 5.1 Demand variations and their effect on capacity
5.1.3 How to prioritize work
5.1.4 Swarming
5.1.5 Shift-left approach
Table 5.1 Building a shift-left approach
5.2 Commercial and sourcing considerations.
5.2.1 'Build vs buy' considerations
5.2.2 Sourcing models and options
5.2.3 Outsourcing considerations
5.2.4 Service integration and management
Figure 5.2 Service integration models
5.3 Summary
CHAPTER 6 CONCLUSION
6 Conclusion
APPENDIX A EXAMPLES OF VALUE STREAMS
A Appendix A: Examples of value streams
The ITIL story: Value stream for the development of a new service
The ITIL story: Value stream for the restoration of a live service
End note: The ITIL story
Further research
Glossary
Acknowledgements
Index.