a) Service :

email, cloud, …

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.

b) Utility :

Goal/purpose of services | fit for purpose – a phone

The functionality offered by a product or service to meet a particular
need.

c) Warranty :

Assurance | Fit for use – a connection

Assurance that a product or service will meet agreed requirements.

d) Customer :

define requirements and condition of acceptance of the service

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

e) User :

A person who uses services.

f) Service management :

A set of specialized organizational capabilities for enabling value for customers in the form of services.

g) Sponsor : Stakeholder who allow budget for service

A person who authorizes budget for service consumption. Can also be used to describe an organization or individual that provides financial or other support for an initiative.

Product :

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

a) Cost :

cost of the service

The amount of money spent on a specific activity or resource.

b) Value :

what they receive over and above what they plan to spend, it is the perceived benefit and the usefulness of a service that’s over and above what they’re paying you for it

The perceived benefits, usefulness and importance of something.

c) Organization :

Solo or Regular

A person or a group of people that has its own functions with
responsibilities, authorities and relationships to achieve its objectives

d) Outcome :

A result for a stakeholder enabled by one or more outputs.

e) Output :

A tangible or intangible deliverable of an activity.

f) Risk :

a damage or an uncertainty which can lead to negative or positive outcome

A possible event that could cause harm or loss, or make it more difficult to achieve objectives. 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.

g) Utility :

Goal/purpose of services | fit for purpose – a phone

The functionality offered by a product or service to meet a particular
need.

h) Warranty :

Assurance | Fit for use – a connection

Assurance that a product or service will meet agreed requirements.

Acronym :

VOCR : Value, Outcome, Cost, Risk

a) Service offering :

a package of services (1 or more services) assigned to a specific group with specific needs. may include Goods (a mobile app ), Access to services ( permissions ), Services actions ( Support )

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

b) Service relationship management :

Cocreation of value

Joint activities performed by a service provider and a service consumer to ensure continual value co-creation based on agreed and available service offerings.

c) Service provision :

activities to provides resources, output and outcome management

Activities performed by an organization to provide services. Includes management of resources, configured to deliver the service, access to these resources for users, fulfilment of the agreed service actions, service performance management and continual improvement. It may also include the supply of goods.

d) Service consumption :

activities by customer

Activities performed by an organization to consume services. Includes the management of the consumer’s resources needed to use the service, service use actions performed by users, and may include the receiving (acquiring) of goods.

• People Side of IT
• 7 holistic principles/recommendations that guide in all circumstances
• ethical approach to achieve goals
• works with other frameworks like agile, DevOps
• they can be used separately or all together

Recommendations that can guide an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure.

a) Focus on value (4.3.1 – 4.3.1.4)

understanding customer’s needs and how they perceive value, what are their view /experience

Everything that the organization does needs to map, directly or indirectly, to value for the stakeholders. The focus on value principle encompasses many perspectives, including the experience of customers and users.

b) Start where you are (4.3.2 – 4.3.2.3)

Observe & document / Measure & analyze / Generate Snapshot to compare with iteration, do not reinvent the wheel, use whatever works already and expand upon

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c) Progress iteratively with feedback (4.3.3 – 4.3.3.3)

breaking task in small piece to adjust on each iteration, kind of Agile IT approach, uses feedback groups, gather feedback, make MVP

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d) Collaborate and promote visibility (4.3.4 – 4.3.4.4)

Share of advancement to appropriate stakeholders and express transparency in communication, foster collaboration and identify issues

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e) Think and work holistically (4.3.5 – 4.3.5.1)

anytime we implement features or updates we need to keep an holistic view of the company to make sure we are participation the overall value

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f) Keep it simple and practical (4.3.6 – 4.3.6.3)

Consider the objectives to implement practical and uncomplicated solutions for quick win. Consider the fewer steps to achieve user’s goal

Always use the minimum number of steps to accomplish an objective. Outcome-based thinking should be used to produce practical solutions that deliver valuable outcomes. If a process, service, action, or metric fails to provide value or produce a useful outcome, then eliminate it. Although this principle may seem obvious, it is frequently ignored, resulting in overly complex methods of work that rarely maximize outcomes or minimize cost.

g) Optimize and automate (4.3.7 – 4.3.7.3)

make sure the process is efficient and is not broken in order to automate working processes. Automatization should be made when human action do not add any value.

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acronym :

GP : Guiding Principles

definition : The four perspectives that are critical to the effective and efficient
facilitation of value for customers and other stakeholders in the form of
products and services.

a) Organizations and people (3.1) :

staff, who reports to who, roles, type of culture, vision, attitude, business objectives, stakeholders, competencies, how to collaborate and communicate

• people : primary assets, what do they needs, positive and shared values, knows what to do, all contribute
• Organization : Some Chart/Structure, leaders champion and advocate company values, individuals how contribute to company values | A person or a group of people that has its own functions with responsibilities, authorities and relationships to achieve its objectives

Ensures that the way an organization is structured and managed, as well as its roles, responsibilities and systems of authority and communication, are welldefined and support its overall strategy and operating mode

b) Information and technology (3.2)

• extensive documentation of what is needed and owned, how it is protected and so on, budget associated
• Strategic planning, system monitoring, user support, security and compliance, Deployment solutions, cloud solutions

Includes the information and knowledge used to deliver services, and the information and technologies used to manage all aspects of the service value system.

c) Partners and suppliers (3.3)

• Service Integration : it is important to know what they do or not
• Supplier management : manage performance of 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.

d) Value streams and processes (3.4-3.4.2)

• Value stream : workflows/procedure/steps followed on day2day work to enable value creation to delivery of product or services | A series of steps an organization undertakes to create and deliver products and services to consumers.
• Process : define the sequence of actions and their dependencies to transform input in output. can be apply to value streams | A set of interrelated or interacting activities that transform inputs into outputs. A process takes one or more defined inputs and turns them into defined outputs. Processes define the sequence of actions and their dependencies.

Defines the activities, workflows, controls and procedures needed to achieve agreed objectives.

Value
co-create value for stakeholders (key stakeholders : customers and cosumers)
Produce outcomes including cost and risks (agreed outcomes needs to be agreed between service provider and customer)

Input
trigger is both opportunity and demand
Opportunity : possibilities SVS can take advantage of to deliver value
Demand : need or desire for products/services triggered by external forces

Silos
bad communication within an organization, the organization generate Silos which present obstacles to information fluidity
regular communication across the team and meetings and any activities which allow information to be shared will participate to limitate the creation of silos

System : set of 5 elements

• Guiding Principles (GPs)
• Governance : Mandate, rules, policies (how you use this, do that, …)
• Service Value Chain (SVC)
• Practices (15) : General (4), Service management (10), Technical (1)
  • General Practices : Continual improvement, Information security management, Relationship management, Supplier management
  • Service Management Practices : Change enablement, Incident management, IT asset management, Monitoring and event management, Problem management, Release management, Service configuration management, Service desk, Service level management (SLA), Service request management
  • Technical Management Practices : Deployment management
• Continual improvement :
  • Follow a model of recurring activities to ensure performance to match stakeholder’s expectations
  • Definition : Aligning changing business needs (think of evolution of Google, Microsoft, Amazon over the years)

acronym :

SVS : Service Value System

A model representing how all the components and activities of an organization work together to facilitate value creation.

Life cycle model of activities | set of 6 activities / steps interconnected to create value – trigger is only demand

keyword : #transform Input to output

An operating model for service providers that covers all the key activities required to effectively manage products and services.

a) Plan

Help with goals : identifying a good/shared vision across the company, strategy, policies, opportunities, product/service portfolio, Demands, Vision, Current status

The value chain activity that ensures a shared understanding of the vision, current status, and improvement direction for all four dimensions and all products and services across an organization.

b) Improve

generating feedback, overlap all steps, it is everywhere, generate recommendations

The value chain activity that ensures continual improvement of products, services, and practices across all value chain activities and the four dimensions of service management.

c) Engage

understanding the real needs of stakeholders, relationships with stakeholders, it gather information from all participants to make sure the needs are matched.

The value-chain activity that provides a good understanding of stakeholder needs, transparency, and continual engagement and good relationships with all stakeholders.

d) Design & transition

Identify the blueprint & approve specifications > From the expectations gather from previous steps to turn it into quality and standardize requirements to match todays and future needs, cost & time & final requirements & final expectations are defined there and needs to be validated as it will trigger budgets and vision for future

The value chain activity that ensures products and services continually meet stakeholder expectations for quality, costs, and time to market.

e) Obtain/build

make sure component meets requirements solutions available when they are needed, planning is here

The value chain activity that ensures service components are available when and where they are needed, and that they meet agreed specifications.

f) Deliver & support

Make sure IT solution deliver specifications agreed to and we support it

The value chain activity that ensures services are delivered and supported according to agreed specifications and stakeholders ‘s expectations.

acronym :

SVC : Service Value Chain

Color Code : General Practices, Service Management Practices, Technical Management Practices

1) Architecture management

• Business architecture
• Service architecture
• Information systems architecture, including data and applications architectures
• Technology architecture
• Environmental architecture

The practice of providing an understanding of all the different elements that make up an organization and how those elements relate to one another.

2) Continual improvement (5.1.2)

make sure products meets business needs, it is recommended a small team lead the continual improvement register (excel file) – see model

• Follow a model of recurring activities to ensure performance to match stakeholder’s expectations
• Definition : Aligning changing business needs (think of evolution of Google, Microsoft, Amazon over the years)

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.

3) Information security management (5.1.3)

protecting data, assign a dedicated team to overview that data is confidential, integrity and available as per the defined permissions, controls prevention, detection and correction of security related incidents

The practice of protecting an organization by understanding and managing risks to the confidentiality, integrity and availability of information.

4) Knowledge management

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

5) Measurement and reporting

The practice of supporting good decision-making and continual improvement by decreasing levels of uncertainty.

6) Organizational change management

The practice of ensuring that changes in an organization are smoothly and successfully implemented and that lasting benefits are achieved by managing the human aspects of the changes.

7) Portfolio management

8) Project management

The practice of ensuring that an organization has the right mix of programmes, projects, products, and services to execute its strategy within its funding and resource constraints.

9) Relationship management (5.1.9)

nurture relationship between stakeholders, who makes decision, are they satisfy ? what are they main focus consideration to mitigate the differences between stakeholders needs

The practice of establishing and nurturing links between an organization and its stakeholders at strategic and tactical levels.

10) Risk management

Code ISO 31000:2018

The practice of ensuring that an organization understands and effectively handles risks.

11) Service financial management

The practice of supporting an organization’s strategies and plans for service management by ensuring that the organization’s financial resources and investments are being used effectively.

12) Strategy management

The practice of formulating the goals of an organization and adopting the courses of action and allocation of resources necessary for achieving those goals.

13) Supplier management (5.1.13)

oversight about the 3rd parties, identify our weak areas to contract export/consultants, outsourced tasks needs to be transparent to the organization, contract management information, managing relationships between third parties, managing suppliers performance

The practice of ensuring that an organization’s suppliers and their performance are managed appropriately to support the provision of seamless, quality products and services.

14) Workforce and talent management

The practice of ensuring that an organization has the right people with the appropriate skills and knowledge and in the correct roles to support its business objectives.

15) Availability management

The practice of ensuring that services deliver agreed levels of availability to meet the needs of customers and users.

16) Business analysis

The practice of analysing 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.

17) Capacity and performance management

The practice of ensuring that services achieve agreed and expected performance levels, satisfying current and future demand in a cost-effective way.

18) Change enablement (5.2.4)

• manage risks
• changes categories : normal (requires approval), standard (pre-approved), emergency

The primary use of a change schedule in the context of ITIL 4 is to provide a calendar-based view of all changes that are planned, in progress, or have been completed. It helps in coordinating and communicating the timing of changes to all relevant stakeholders.

Keyword : #planning, #maximize, #plan, #avoid conflict

The practice of ensuring risks are properly assessed, authorizing changes to proceed, and managing a change schedule in order to maximize the number of successful IT changes.

19) Incident management (5.2.5)

• unplanned interruption of a service, users interact with IT supportIT Mentor IT Mentor goes beyond the traditional scope of IT Support by not only resolving your immediate technical issues but also empowering you to become more knowledgeable and self-sufficient in the IT domain. Through our hotline, we offer expertise on a wide range of IT-related topics tailored to your specific needs. Our goal is to foster long-term growth in your IT capabilities, enhancing the quality of support we can provide you over time., minimizing impact of an incident
• Service Desk needs to know incidents and how to answers depending on who calls, they owns incident tickets and service requests
• swarming : technique can be used by stakeholders to collaborate to share best knowledge during incident management

Categorization is a key aspect of incident management as it helps in efficiently directing each incident to the appropriate team or individual who is best equipped to handle it

keyword: #triage, #automation

The practice of minimizing the negative impact of incidents by restoring normal service operation as quickly as possible.

20) IT asset management (5.2.6)

• assets have lifecycle
• financially valuable component which contribute to delivery of products and services
• assets cost money
• management risks
• meets regulatory and contractual requirements
• support decision making

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

21) Monitoring and event management (5.2.7)

• any event that change the state with significance for the management of a service and other configuration item
• identify via monitoring notifications
• events classification : informational, warning, exception

The practice of systematically observing services and service components, and recording and reporting selected changes of state identified as events.

22) Problem management (5.2.8)

• Problem Identification > Problem Control > Error Control
• problem : find root cause to fix the problem
• known error : problem without solution yet, workaround can be applied temporary to overcome the problem

The practice of reducing the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors.

23) Release management (5.2.9)

• Infography
• Release (UAT)
• Deployment (pre-production)

The practice of making new and changed services and features available for use.

24) Service catalogue management

The practice of providing a single source of consistent information on all services and service offerings, and ensuring that it is available to the relevant audience.

25) Service configuration management (5.2.11)

• Infography
• Configuration Item (CI) is a component that needs to be managed to deliver an IT service (hardware, networks, buildings, documentation)
• Dedicated team to managed those CI

The practice of ensuring that accurate and reliable information about the configuration of services, and the configuration items that support them, is available when and where needed.

26) Service continuity management

The practice of ensuring that service availability and performance are maintained at a sufficient level in case of a disaster.

27) 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 and its ecosystem.

28) Service desk (5.2.14)

• single point of contact for servicing users, it is a critical service, it is staff, they need to understand the organization impact
• they use tools as dashboard and monitoring tools, call recording and knowledge base
• 3 types : centralized, local and virtual

keyword: #capture

The point of communication between the service provider and all of its users.

29) Service level management (5.2.15)

having a liaison to manage the customers expectations, it is the document that hold the expectations between the customer and the IT service regarding the uptime of the provided services

This practice focuses on defining, documenting, agreeing, monitoring, measuring, reporting, and reviewing the level of IT services provided

Keyword : #metrics

SLA : Service Level Agreement

The practice of setting clear business-based targets for service performance, so that the delivery of a service can be properly assessed, monitored and managed against these targets.

30) Service request management (5.2.16)

request made to service desk pre-approved which do not to escalate the request to other services

designed to handle a variety of requests from users that are typically routine and low-risk.

keyword : #low-risk

The practice of supporting the agreed quality of a service by handling all pre-defined, user-initiated service requests in an effective and user-friendly manner.

31) Service validation and testing

The practice of ensuring that new or changed products and services meet defined requirements.

32) Deployment management (5.3.1)

Deployment moving from pre-production to production

The practice of moving new or changed hardware, software, documentation, processes, or any other service component to another (live?) environment.

33) Infrastructure and platform management

The practice of overseeing the infrastructure and platforms used by an organization. This enables the monitoring of technology solutions available, including solutions from third parties.

34) Software development and management

The practice of ensuring that applications meet stakeholder needs in terms of functionality, reliability, maintainability, compliance, and auditability.

a) IT asset

Any valuable component that can contribute to the delivery of an IT product or service.

b) Event

Any change of state that has significance for the management of a service or other configuration item.

c) Configuration item (CI)

Any component that needs to be managed in order to deliver an IT service.

d) Change

The addition, modification, or removal of anything that could have a direct or indirect effect on services.

e) Incident

An unplanned interruption to a service, or reduction in the quality of a service.

f) Problem

A cause, or potential cause, of one or more incidents.

g) Known error

A problem that has been analysed but has not been resolved.

Extra terms :

h) Practice

A set of organizational resources designed for performing work or accomplishing an objective.

i) Process :

Processes are more details than practices

A set of interrelated or interacting activities that transform inputs into outputs. A process takes one or more defined inputs and turns them into defined outputs. Processes define the sequence of actions and their dependencies.

j) Workaround

A solution that reduces or eliminates the impact of an incident or problem for which a full resolution is not yet available. Some workarounds reduce the likelihood of incidents.

k) Swarming

Technique can be used by stakeholders to collaborate to share best knowledge during incident management

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l) Continual Improvement (CI) Model

see model

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.

m) Service Request (standard change)

A request from a user, or a user’s authorized representative, that initiates a service action agreed as a normal part of service delivery.
A low-risk, pre-authorized change that is well-understood and fully documented and which can be implemented without needing additional authorization.

n) Service Level Agreement (SLA)

A documented agreement between a service provider and a customer that identifies both services required and the expected level of service.

o) Request For Change or Change Request

acronym :

RFC : Request For Change

A description of a proposed change used to initiate change control.

a) Continual improvement (5.1.2) including (The continual improvement model) (4.6, fig 4.3)

see model

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.

b) Change enablement (5.2.4)

manage risks, changes categories : normal (requires approval), standard (pre-approved), emergency

The practice of ensuring risks are properly assessed, authorizing changes to proceed, and managing a change schedule in order to maximize the number of successful IT changes.

c) Incident management (5.2.5)

The practice of minimizing the negative impact of incidents by restoring normal service operation as quickly as possible.

d) Problem management (5.2.8)

The practice of reducing the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors.

e) Service request management (5.2.16)

The practice of supporting the agreed quality of a service by handling all pre-defined, user-initiated service requests in an effective and userfriendly manner

f) Service desk (5.2.14)

The practice of capturing demand for incident resolution and service requests.

g) Service level management (5.2.15 – 5.2.15.1)

The practice of setting clear business-based targets for service performance, so that the delivery of a service can be properly assessed, monitored and managed against these targets.