The launch of ITIL4 revived Axelos presence in the Service Management scene. Although it is only the foundation material, it gives a good indication of the direction the latest framework version wants to guide you on your service management journey. In this session, we will review how ITIL positioned itself in the new Service Management world. Both the new and renewed concepts will be analysed. What is that SVS all about? Will the SVC be supportive enough in your daily practice? And what about the openness towards other models? Does agile really fit in? Can ITIL and DevOps connect

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ITIL4®
What is in it for you?
Diegem
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AGENDA
WHY DID ITIL NEED AN UPDATE?
THE ITIL UPDATE PROGRAMME
KEY CONCEPTS & DEFINITIONS IN ITIL 4
DIGGING DEEP
ITIL 4 CERTIFICATIONS & TRANSITION
WRAP-UP

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Why Did ITIL Need
an Update?
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ITIL History
ITIL emerged in the 1980’s
• ITIL in 1980’s Focus on practical guidance, 36 books
• ITIL v2 in 2001 Focus on processes, maturity. Support and delivery book
• ITIL v3 in 2007 Focus on service lifecycle, 5 lifecycle books
• ITIL 2011 edition in 2011 Update of ITIL v3
• ITIL 2016 practitioner course ITIL guiding principles created
• ITIL 4 in 2019 Focus on Value Co-creation and Flexibility

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What did you miss ITIL?
What are your challenges?
Where did you found guidance was lacking?
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(Some) challenges faced by ITSM Today
• Emergence of other frameworks and methods
• Uni-modal (Bimodal? Trimodal?) thinking
• Product Centric Approaches

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Impact of Lean, Agile and DevOps on the organization
Classical IT hierarchy
• Consists of silo’s
• Needs formal processes to manage services
• ITIL Processes can have process manager, process owner, KPI’s
• Resulting in a complex matrix arganization
Modern IT service teams
• Close to or integrated with the customers
• Customer specifies demand directly to team (informal)
• Support and development in one team (DevOps)
• Even a server is a software (virtual/cloud)
• Challenge is to maintain common strategy and governance
The ITIL4 answer:
• Most organizations have a mix: centralized service desk, legacy systems
• Processes no longer required, now called practices
• Apply ITIL4 according to what the organization/team/service needs
• DevOps teams can use ITIL practices to standardize and/or formalize ITSM
• ITIL helps automate and/or collaborate with other teams, manage an end-to-end service
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(Some) challenges faced by ITIL
• The guidance is vast, and the learning journey is complicated
• “Adapt & Adopt” and “Continual Improvement” need reinforcement
• Guidance needs to be quickly understood and easily applicable

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The ITIL Update
Programme
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Research &
Development
Community
End-Users & Practitioners
Consultants
Trainers
Evangelists
Thought Leaders
Heads of IT
Tool Vendors
Analysts
Subject
Matter
Experts
(NDA)
“For the community, by the community”
Lead Architect
Team
AXELOS
160+
3,000+

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The six design principles for the Update
Modular
Allows independent
granularupdates
Lean
Be ruthlessabout what is
“core” guidance
Practical
Core guidanceshouldbe
easy to understandand
adopt
Evolutionary
Ensure backward
compatibility,but show a
way forward
Collaborative
Crowdsource
development to eliminate
biases
Flexible
Show how ITILcan
integratewith emerging
practicesand
frameworks
1 2 3 4 5 6
USABILITY
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ITIL 4 material
Release
Februari 2019
Core volumes
Before the end of 2019

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Key Concepts &
Definitions
in ITIL 4
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ITIL 4 Key Components
Four Dimensions Model:
ITIL Service Value System (SVS):
The Service Value Chain (SVC)
ITIL 4 Management Practices
General Management
practices
Service Management
practices
Technical Management
practices
Architecture management Availability Management Deployment management
Continual improvement Business analysis
Knowledge Management Change control
Measurement and reporting Incident management
IT asset management
Portfolio Management
Project Management Problem management
Relationship Management Release management
Risk Management Service catalog
management
Software Development and
management
Infrastructure and platform
management
Information Security
management
Organizational Change
Management
Capacity and Performance
management
Monitoring and event
management

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Language of ITSM: “Co-Creating” Value
SERVICE
RELATIONSHIP
Consumers
Suppliers
Regulatory
Authorities
Service Provider
Value is the perceived benefit, usefulness, and importance of something
VALUE
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Service Value Definition
The Service ConsumerThe Service Provider

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Digging Deep:
Management
Practices
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The Management Practices
ITIL 2011 : 26 processes & 4 functions
Management PRACTICE: a set of organizational resources designed for
performing work or accomplishing an objective
There are a total of 34 ITIL management practices, classified into:
• General management practices (14)
• Service management practices (17)
• Technical management practices (3)
A PROCESS is a structured set of activities designed to
accomplish a specific objective. A process takes one or
more defined inputs and turns them into defined outputs

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Practices At A Glance
General (Business) Management Practices
• Originated in business domains, and adopted by Service Management
• Focused on overarching capabilities across multiple Value Chains
• 14 Practices
Service Management Practices
• Originated in Service Management domains
• Common goal but possibly different approaches across multiple Value Chains
• 17 Practices
Technology Management Practices
• Originated in technology domains, and adopted by Service Management
• Focused on use of technology, as a service component
• 3 Practices
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General Management Practices
• Continual Improvement
• Enterprise Architecture
• Information Security Management
• Knowledge Management
• Measurement & Reporting
• Organisational Change Management
• Portfolio Management
• Project Management
• Relationship Management
• Risk Management
• Service Financial Management
• Strategy Management
• Supplier Management
• Workforce & Talent Management Significantly modified from ITIL v3
New to ITIL 4
F
F
F
F

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Service Management Practices
• Availability Management
• Business Analysis
• Capacity and Performance Management
• Change Control
• Incident Management
• IT Asset Management
• Monitoring & Event Management
• Problem Management
• Release Management
• Service Catalogue Management
• Service Configuration Management
• Service Continuity Management
• Service Design
• Service Desk
• Service Level Management
• Service Request Management
• Service Validation & Testing
Significantly modified from ITIL v3
New to ITIL 4
F
F
F
F
F
F
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The Management Practices : Service Change Control
NOT OCM
“The assessment should not introduce unnecessary delay”
DEVOPS
Change Authority
A change is the
addition,
modification,
or removal of
anything that
could have a
direct or
indirect effect
on services.
Standard
- Pre-authorized
- Implement without additional authorization
Normal
- Authorization based on change type
- Low-risk, someone who can make rapid decisions
- Very major, could be as high as management board
Emergency
- Expedited assesment and authorization
- May be seperate change authority
Change
Purpose:
To maximize number of succesful IT changes by ensuring that risks have been properly
assessed, authorizing changes to proceed, and managing the change schedule

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The Management Practices : Service Service Request
Service Requests are a normal part of service delivery, not a failure or
degradation of service, which are handled as incidents.
Is password reset a service request or an incident?
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Technology Management Practices
• Deployment Management
• Infrastructure & Platform Management
• Software Development & Management
Significantly modified from ITIL v3
New to ITIL 4
F

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The Management Practices : Technical Deployment Management
Guidance
• Works with release management, change control, availability management
• Approaches for deployment:
• Phased deployment: New or Changed components deployed to part of the production
environment at a time,
• Continuous delivery: Components integrated, tested, and deployed when needed,
frequent opportunities for customer feedback loops (DevOps)
• Big Bang deployment: new or changed components deployed to all targets at the same
time. Approach is sometimes needed when dependencies prevent simultaneous use of
both old and new components
• Pull deployment: new or changed software made available to users who download the
software when they choose. Approach can be integrated with request management.
Purpose:
To move new or changed hardware, software, documentation, processes,
or any other component to live environments.
May also be involved in deploying components to other environments for testing or staging.
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Digging Deep:
Service
Value
Chain

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The Service Value Chain
Scalable Operating Model
Individual
Team
Enterprise
A series of steps an organization undertakes to create
and deliver products and services to consumers.
VALUE STREAM
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Incident Management Practice
Medium Interactions
Design & transition – Manage incidents in test
environments, or during release windows
Obtain/build – Manage incidents in
development environments
Improve – Provides incident data
High Interactions
Engage – Manage customer experience during
Incident resolution
Deliver & support – Provide tools and
techniques to diagnose and resolve incidents
Management practices will support the value stream handling.

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Scaling Practices Across Multiple Value Streams
INC
1
INC
5
INC
2 INC
3
INC
4
INC
6
INC
7
INC
1
INC
5
INC
2
INC
3
INC
4
INC
6
INC
7
Incident Management Practice must
have at least the following aspects:
Minimum
Viable Incident
Management
(For You)
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Value Streams – Journeys Through The Value Chain
Customer Support
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44
55
66
77
88

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Digging Deep:
Service
Value
System
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The Service Value System

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Governance
High-level activities:
• Checks progress against objectives
• Checks continual improvement
• Checks if/how value is created
• Helps adopt/adapt the guiding principles COBIT 5 Reference:
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Continual Improvement
High-level guide for improvements:
• Increases success of ITSM initiatives
• Focus on customer value
• Improvement efforts linked to vision
• Iterative approach
• Manageable pieces with seperate goals
• Achieved incrementally
Key message
• The plan for improvement is acted upon
• This could involve:
• Waterfall-style approach, expert detailed design
followed by build
• Agile approach, experimenting, iterating, changing
directions, or even going back to previous steps

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Guiding Principles
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Digging Deep:
The 4 Dimensions

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The Four Dimensions of Service Management
Defines how organization/SVS work together to enable value creation
The 4 P’s
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© 2018 CTG, Inc.
Processes
• Set of activities that transform inputs to outputs to accomplish an objective
• Well-defined processes can improve productivity within and across organizations
• Details in procedures who is involved and work instructions how they are carried out
4 dimensions : Value streams & processes
Value streams for Service management:
• A series of steps to create and deliver products and services to a service consumer
• A combination of the organization’s value chain activities
• Derived from LEAN and it aims to improve the way a process adds value

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ITIL 4 Certifications
& Transition
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Looking Ahead – ITIL 4 Content & Qualifications

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Wrapping Up
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What is in it for you?
This is foundation material
It has the potential to connect
Frameworks
Methods
Models
People…
It has the right focus
Value
Business

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Further resources
To find out more…
www.axelos.com/itil-update
OR
www.axelos.com/welcome-to-itil-4
OR
https://www.axelos.com/content-hub
PRIZE DRAWING
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