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| − | ● Welcome to ITIL 4 Foundation
| + | The [[ITIL 4 Foundation]] (hereinafter, the ''Credential'') is the [[credential]] that [[AXELOS Limited]] designs, markets, delivers, and owns as the lowest level of its certification in the [[information technology service management]]. |
| − | o The purpose of the ITIL 4 Foundation publication is to introduce readers to the
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| − | management of the modern IT-enabled services, provide them with an
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| − | understanding of the common language and key concepts and show them how they
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| − | can improve their work and the work of their organization with ITIL 4 guidance
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| − | ● The Need for Service Management
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| − | o Technology is advancing faster today than ever before. Developments such as cloud
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| − | computing, infrastructure as a service, machine learning, and blockchain, have
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| − | opened fresh opportunities for value creation, and led to IT becoming an important
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| − | business driver and source of competitive advantage.
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| − | ▪ Every organization is a service organization
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| − | ▪ Almost all services today are IT enabled
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| − | ▪ Service management is defined as a set of specialized organizational
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| − | capabilities for enabling value to customers in the form of services.
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| − | ● About the Exam
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| − | o 60 minutes
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| − | ▪ Candidates taking the exam in a language that is not in their native or
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| − | working language may be awarded 25% extra time, i.e. 75 minutes in total
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| − | o 40 questions, each question is worth 1 mark
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| − | ▪ ‘standard’
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| − | ▪ ‘missing word’
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| − | ▪ ‘list’ (2 correct items)
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| − | ▪ Very rarely, ‘negative’ (“what is NOT…”)
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| − | o Pass mark: 65% or higher (26 marks or above)
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| − | o Bloom’s levels 1 and 2
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| − | ▪ 9 questions at Bloom’s Level 1 (Recall) = 22.5%
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| − | ▪ 31 questions at Bloom’s Level 2 (Understand, Describe, Explain) = 77.5%
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| − | o Get your discount voucher at Dion Training’s website to save $50 off the price of
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| − | the exam
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| | | | |
| − | Service Management
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| − | ● Understanding Value
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| − | o Service management is defined as a set of specialized organizational capabilities for
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| − | enabling value to customers in the form of services.
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| − | o Developing the specialized organizational capabilities mentioned in the above
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| − | definition requires an understanding of:
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| − | ▪ the nature of value
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| − | ▪ the nature and scope of the stakeholders involved
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| − | ▪ how value creation is enabled through services
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| − | o Value is the perceived benefits, usefulness and importance of something.
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| − | ● How is Value Created?
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| − | o There was a time when organizations saw their role as delivering value to their
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| − | customers in much the way that a package is delivered to a building by a delivery
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| − | company
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| − | o This view treated the relationship between the service provider and the service
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| − | consumer as mono-directional and distant
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| − | ● Providers and Consumers Co-Create Value
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| − | o More and more, organizations recognize that value is co-created through an active
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| − | collaboration between providers and consumers, as well as other organizations that
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| − | are part of the relevant service relationships.
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| − | o Organizations who deliver services are referred to as service providers.
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| − | o Those to whom services are delivered are referred to as service consumers.
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| − | ● Organizations Facilitate Value Creation
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| − | o An organization is a person or a group of people that has its own functions with
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| − | responsibilities, authorities and relationships to achieve its objectives
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| − | o Organizations vary in size and complexity, and in their relation to legal entities –
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| − | from a single person or a team, to a complex network of legal entities united by
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| − | common objectives, relationships and authorities.
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| − | o Example:
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| − | ▪ IT department acting as a service provider within a wide business
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| − | organization
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| − | ● Service Consumer Roles
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| − | o Customer
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| − | ▪ A person who defines requirements for services and takes responsibility for
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| − | outcomes from service consumption
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| − | o User
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| − | ▪ A person who uses services
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| − | o Sponsor
| + | ==Certification exam== |
| − | ▪ A person who authorizes the budget for service consumption
| + | ===Knowledge scope=== |
| − | ● Other Stakeholders in Value
| + | :''Main wikipage: [[ITIL Foundation 4e by Axelos]]'' |
| − | o Beyond the consumer and provider roles, there are usually many other stakeholders
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| − | that are important to value creation
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| − | ▪ Examples:
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| − | ● Shareholders
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| − | ● Employees
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| − | ● Community
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| − | ● Services and Products
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| − | o A service is a means of enabling value co-creation by facilitating outcomes that
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| − | customers want to achieve, without the customer having to manage specific costs
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| − | and risks.
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| − | ▪ The services an organization provides are based on one or more of its
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| − | products.
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| − | o A product is a configuration of resources, created by the organization, that will be
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| − | potentially valuable for their customers.
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| − | ▪ Products are typically complex and not fully visible to the consumer. The
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| − | portion of a product that the consumer actually sees does not always
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| − | represent all of the components that comprise the product and support its
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| − | delivery.
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| − | ▪ Organizations define which product components their consumer see, and
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| − | tailor them to suit their target consumer groups.
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| − | ● What is a Service Offering?
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| − | o A service offering is a description of one or more services, designed to address the
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| − | needs of a target consumer group. A service offering may include goods, access to
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| − | resources, and service actions.
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| − | ▪ Goods
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| − | ● Ownership is transferred to the consumer
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| − | ● Consumer takes responsibility for future use
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| − | ▪ Access to Resources
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| − | ● Ownership is not transferred to the consumer
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| − | ● Access is granted/licensed under agreed terms or conditions
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| − | ▪ Service Actions
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| − | ● Performed by the provider to address a consumer need
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| − | ● Performed according to agreement with the consumer
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| | | | |
| − | ● What are Service Relationships?
| + | :The [[ITIL Foundation 4e by Axelos]] publication provides the knowledge scope for the ''Credential''. Its key concepts include [[service management]], [[four dimensions of service management]], [[service value system]], [[ITIL guiding principles]], [[ITIL service value chain]], and [[ITIL practices]]. |
| − | o Service provisioning consists of activities performed by a service provider to provide
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| − | services.
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| − | o Service consumption consists of activities performed by a service consumer to
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| − | consume services/
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| − | o Service relationship management consists of joint activities performed by a service
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| − | provider and a service consumer to ensure continual value co-creation based on
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| − | agreed and available service offerings.
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| − | ● Service Provisioning
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| − | o Management of provider resources configured to deliver the service
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| − | o Provision of access to resources for users
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| − | o Fulfillment of the agreed service actions
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| − | o Service performance management and continual improvement
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| − | ● Service Consumption
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| − | o Management of the consumer resources needed to consume the service
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| − | o Utilization of the provider’s resources
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| − | o Requesting of service actions to fulfill
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| − | o Receipt of or acquiring of goods
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| − | ● The Service Relationship Model
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| − | ● Outcomes, Costs and Risks
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| − | o A service is a means of enabling value co-creation by facilitating outcomes that
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| − | customers want to achieve without the customer having to manage specific costs and
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| − | risks.
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| | | | |
| − | ● Service Facilitate Outcomes
| + | ===Exam mechanics=== |
| − | o An output is a tangible or intangible deliverable of an activity.
| + | :;Timeframe |
| − | ▪ Examples:
| + | ::60 minutes; those candidates who take the exam in a language that is not in their native or working language may be awarded 25% extra time, i.e. 75 minutes in total. |
| − | ● Report
| + | :;Questions |
| − | ● Bill (of a consumed service)
| + | ::40 multiple-choice questions, each question is worth one mark. The possible types are: (a) standard, (b) missing word, (c) list of combinations of two correct items, and, rarely, (d) negative (like "what is NOT that"). The questions include: |
| − | ● Emails sent (using an email service)
| + | ::*9 questions at the "Recognize" level of [[Bloom's taxonomy]] (22.5%) |
| − | o An outcome is a result for a stakeholder enabled by one or more outputs.
| + | ::*31 questions at the "Understand" level of [[Bloom's taxonomy]] (77.5%) |
| − | ▪ Examples:
| + | :;Passing scope: 65% and higher (26 marks and above) |
| − | ● Being able to get to a destination in time for a meeting (outcome of
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| − | using a smartphone-enabled travel service)
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| − | ● Being able to collaborate with remote coworkers (outcome of using
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| − | an email service)
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| − | ● Understanding Costs
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| − | o Costs refer to the amount of money spent on a specific activity or resource.
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| − | ▪ There are costs removed from the consumer by the service.
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| − | ● Example: Uber/Lyft
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| − | o No need for a car
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| − | o No need to pay insurance, maintenance, gas
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| − | ▪ There are costs imposed on the consumer by the service, including charges
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| − | by the service provider.
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| − | ● Example: Uber/Lyft
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| − | o Need for a modern smartphone that’s capable of running app
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| − | o Need for a data plan to access the service
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| − | ▪ Costs expressed in non-financial terms can be translated into financial costs
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| − | ● Examples:
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| − | o Number of man-hours (or person-hours)
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| − | o Number of FTEs
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| − | ● Understanding Risks
| + | ==Tips== |
| − | o Risks refer to possible events that could cause harm or loss, or make it more difficult
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| − | to achieve objectives.
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| − | ▪ There are risks removed or reduced for the consumer by the service.
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| − | ● Example: Uber/Lyft
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| − | o No risk of not finding parking for own car
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| − | ▪ There are risks potentially imposed on the consumer by the service.
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| − | ● Example: Uber/Lyft
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| − | o Risk of failing smartphone, smartphone battery, or app itself
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| − | o The consumer contributes to the reduction of risk through:
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| − | ▪ Actively participating in the definition of the requirements of the service and
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| − | the clarification of its required outcomes
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| − | ▪ Clearly communicating the critical success factors and constraints that apply
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| − | to the service
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| − | ▪ Ensuring the provider has access to the necessary resources of the consumer
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| − | throughout the service relationship
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| − | ● Example: Uber/Lyft
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| − | o Service provider should be able to get customer’s location
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| − | data in order to know where to dispatch a car
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| − | ● Utility and Warranty
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| − | o Utility is the functionality offered by a product or service to meet a particular need.
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| − | ▪ What the service does
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| − | ▪ Can be used to determine whether a service is ‘fit for purpose’
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| − | ▪ Requires that a service support the performance of the consumer or remove
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| − | constraints from the consumer
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| − | o Warranty is the assurance that a product or service will meet agreed requirements.
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| − | ▪ How the service performs
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| − | ▪ Can be used to determine whether a service is ‘fit for use’
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| − | ▪ Typically addresses areas such as availability, capacity, security levels and
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| − | continuity
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| − | ▪ Requires that a service has defined and agreed conditions that are met
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| | | | |
| − | Four Dimensions of Service Management
| + | ===Preparation=== |
| − | ● Dimension 1: Organizations & People | + | ● Take practice exams |
| − | o Formal organizational structures | + | o You should aim to score a 75% or higher on your practice exams |
| − | o Culture
| + | ▪ The real certification only requires a 65% or higher to pass |
| − | o Required staffing and competencies
| + | ▪ Aim higher to ensure a pass on exam day! |
| − | o Roles and responsibilities | + | o If you need additional practice exams, check Udemy, or other reputable sources. |
| | | | |
| − | ● Dimension 2: Information & Technology | + | ===Exam scheduling=== |
| − | o Information and knowledge | + | ● Order your exam voucher |
| − | o Technologies | + | o When you feel confident, order your exam voucher. |
| − | o Relationships between the components | + | o These vouchers will let you take the exam from any location worldwide |
| − | o For many services, information management is the primary means of enabling | + | o You will take the exam at PeopleCert.org using the "Web Proctoring Service" |
| − | customer value.
| + | ▪ You will need a webcam and microphone to take the exam |
| | + | ● Schedule your exam |
| | + | o Once you have your voucher, use the directions included with your voucher to create your free PeopleCert and schedule your exam |
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| − | o The challenges of information management, such as those presented by security and
| + | ===Exam taking=== |
| − | regulatory compliance requirements, as also a focus of this dimension.
| + | ● Take the exam |
| − | o Organizational culture and the nature of the organization’s business will also have an
| + | o On exam day, your desk must be clean of all materials |
| − | impact on which technologies it chooses to use.
| + | o You may have a single piece of clean white paper to use on the exam and a pen/pencil to take notes during the exam |
| − | ● Dimension 3: Partners & Suppliers
| + | o You will need a Photo ID to prove to the proctor who you are before starting the exam |
| − | o Service provider/service consumer relationships
| + | ▪ Add "ITIL 4 Foundation certified" to your resume or CV |
| − | o Organization’s partner and supplier strategy
| + | |
| − | o Factors that influence supplier strategies
| + | ===Post-exam=== |
| − | o Service integration and management
| + | ● ITIL 4 Foundation is just the first certification in the ITIL path to becoming an ITIL Master |
| − | o Service partnerships
| + | ● When you are ready to move up the certification path, choose either the Managing Professional or Strategic Leader path to begin. |
| − | ▪ Share common goals and risks
| + | ● Come back and join us in our courses dedicated to passing each of the ITIL Specialist, ITIL Strategist, or ITIL Leade certification exams! |
| − | ▪ Collaborate to achieve desired outcomes
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| − | o Goods and service supply
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| − | ▪ Formal contracts
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| − | ▪ Clear separation of responsibilities
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| − | o Every organization and every service depend on some extent on services provided by
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| − | other organizations.
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| − | o Service integration and management
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| − | ▪ Involves the use of a specially established integrator to ensure that service
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| − | relationships are properly coordinated
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| − | ▪ May be kept within the organization or can be delegated to a trusted partner
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| − | o An organization’s strategy when it comes to using partners and suppliers should be
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| − | based on its goal, culture and business environment.
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| − | | |
| − | ● Dimension 4: Value Streams & Processes
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| − | o Value streams and processes define the activities, workflows, controls and
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| − | procedures needed to achieve agreed objectives.
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| − | ▪ Activities the organization undertakes
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| − | ▪ How activities are organized
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| − | ▪ How value creation is ensured for all stakeholders efficiently and effectively
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| − | o A value stream is a series of steps an organization undertakes to create and deliver
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| − | products and services to service consumers. It combines the organization’s value
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| − | chain activities.
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| − | o Value stream optimization may include process automation or adoption of emerging
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| − | technologies and ways of work to gain efficiencies or enhance user experience
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| − | o A process is a set of interrelated or interacting activities that transforms inputs into
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| − | outputs. Processes are designed to accomplish a specific objective.
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| − | o A well-defined process can improve productivity within and across organizations.
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| − | o Value streams and processes for products and services:
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| − | ▪ What is the generic delivery model for the service, and how does the service
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| − | work?
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| − | ▪ What are the value streams involved in delivering the agreed outputs of the
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| − | service?
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| − | ▪ Who, or what, performs the required service actions?
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| − | ● External Factors Influencing the Dimensions
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| − | o The PESTLE model describes factors that constrain or influence how a service
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| − | provider operates.
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| − | ▪ Political, Economic, Social, Technological, Legal, Environmental
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| − | | |
| − | Service Value System
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| − | ● What is the Service Value System?
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| − | o The ITIL service value system *SVS) describes how all the components and activities
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| − | of the organization work together as a system to enable value creation.
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| − | ▪ These components and activities, together with the organization’s resources,
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| − | can be configured and reconfigured in multiple combinations in a flexible
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| − | way as circumstances change, but this requires the integration and
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| − | coordination of activities, practices, teams, authorities and responsibilities to
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| − | be truly effective.
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| − | o The purpose of the SVS is to ensure that the organization continually co-creates
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| − | value with all stakeholders through the use and management of products and
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| − | services.
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| − | ● Inputs of the SVS
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| − | o Opportunities represent options or possibilities to add vale for stakeholders or
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| − | otherwise improve the organization.
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| − | o Demand is the need or desire for products and services among internal and external
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| − | consumers.
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| − | ● Outcome of the SVS
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| − | o The outcome of the SVS is value. The SVS can enable the creation of many different
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| − | types of value for a wide group of stakeholders.
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| − | ● Components of the SVS
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| − | o The guiding principles are recommendations that can guide an organization in all
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| − | circumstances, regardless of changes in its goals, strategies, type of work, or
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| − | management structure.
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| − | o Governance is the means by which an organization is directed and controlled.
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| − | | |
| − | o The service value chain is a set of interconnected activities that an organization
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| − | performs in order to deliver a valuable product or service to its consumers and to
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| − | facilitate value realization.
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| − | o The ITIL practices are sets of organizational resources designed for performing
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| − | work or accomplishing an objective.
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| − | ▪ Resources are people, processes, documentation, information assets,
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| − | technologies, supplier contracts, etc.
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| − | o Continual improvement is a recurring organizational activity performed at all levels
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| − | to ensure that organization’s performance continually meets stakeholders’
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| − | expectations.
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| − | ● Addressing the Challenge of Silos
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| − | o The ITIL SVS has been specifically architected to enable flexibility and discourage
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| − | siloed working.
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| − | | |
| − | Guiding Principles
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| − | ● What is a Guiding Principle?
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| − | o A guiding principle is a recommendation that guides an organization in all
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| − | circumstances.
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| − | ▪ The guiding principles can be used to guide organizations in their work as
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| − | they adopt a service management approach and adapt ITIL guidance to their
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| − | own specific needs and circumstances.
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| − | ▪ They allow organizations to integrate the use of multiple methods into an
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| − | overall approach to service management. They are universally applicable to
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| − | nearly any initiative.
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| − | ● Applying the Guiding Principles
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| − | o The guiding principles encourage and support organizations in continual
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| − | improvement at all levels. They are universally applicable to nearly any initiative and
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| − | to relationships with all stakeholder groups.
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| − | o For example, the first principle, focus on value, can (and should) be applied to all relevant
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| − | stakeholders and respective definitions of value, not only to service consumers.
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| − | o Organizations should not use just one or two of the principles, but should consider
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| − | the relevance of each of them and how they apply together. Not all principles will be
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| − | critical in every situation, but they should all be reviewed on each occasion to
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| − | determine how appropriate they are.
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| − | ● The Seven Guiding Principles
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| − | o Focus on value
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| − | o Start where you are
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| − | o Progress iteratively with feedback
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| − | o Collaborate and promote visibility
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| − | o Think and work holistically
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| − | o Keep it simple and practical
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| − | o Optimize and automate
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| − | ● Focus on Value
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| − | o Everything the organization does should link back, directly or indirectly, to value for
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| − | itself, its customers and other stakeholders.
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| − | | |
| − | o Application
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| − | ▪ Know how consumers use each service.
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| − | ▪ Encourage a focus on value among all staff.
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| − | ▪ Focus on value during operational activity as well during improvement
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| − | initiatives.
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| − | ▪ Include a focus on value in every step of any improvement initiative.
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| − | ● Start Where You Are
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| − | o When engaged in any improvement initiative, do NOT start over without first
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| − | considering what is already available to be leveraged.
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| − | ▪ Decisions on how to proceed should be based on accurate information
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| − | obtained through direct observation supported by appropriate and effective
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| − | measurement.
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| − | ▪ Measurement should be used to support the analysis of what has been
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| − | observed rather than to replace it. Over-reliance on data analytics and
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| − | reporting can introduce biases and risks in decision-making.
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| − | ▪ The act of measuring can affect the results.
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| − | ▪ “When a measure becomes a target, it ceases to be a good measure”
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| − | o Application
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| − | ▪ Look at what exists as objectively as possible.
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| − | ▪ Determine if successful practices or services can be replicated or expanded.
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| − | ▪ Apply your risk management skills in the decision-making process.
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| − | ▪ Recognize that sometimes nothing from the current state can be reused.
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| − | ● Progress Iteratively with Feedback
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| − | o Working in a time-boxed, iterative manner with feedback loops embedded into the
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| − | process allows for greater flexibility, faster responses to customer and business
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| − | needs, the ability to discover and respond to failure earlier, and an overall
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| − | improvement in quality.
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| − | o Organize work into smaller, manageable sections.
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| − | ▪ Sequential or simultaneous
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| − | ▪ Manageable and managed
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| − | ▪ Tangible results
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| − | ▪ Timely manner
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| − | ▪ Can be built on to create future improvements
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| − | o A feedback loop is a situation where part of the output of an activity is used for new
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| − | input.
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| − | ▪ Example:
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| − | ● Feedback survey in customer support provider
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| − | ▪ The initiative and its component iterations, must be continually reevaluated
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| − | to reflect changes in circumstances. Seek and use feedback before,
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| − | throughout, and after each iteration.
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| − | | |
| − | ▪ Feedback loops between participants helps them understand where work
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| − | comes from, outputs go and how their actions affect the outcomes.
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| − | o Application
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| − | ▪ Comprehend the whole but do something.
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| − | ▪ The ecosystem is constantly changing, so feedback is essential.
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| − | ▪ Fast does not mean incomplete.
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| − | ● Collaborate and Promote Visibility
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| − | o When initiatives involve the right people in the correct roles, efforts benefit from
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| − | better buy-in, more relevance and increased likelihood of long-term success.
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| − | o People and perspectives for successful collaboration can be found in all stakeholder
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| − | groups
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| − | o Without transparency:
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| − | ▪ There may be an impression that the work is not a priority
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| − | ▪ Improvement work may take a lower priority over other tasks with daily
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| − | urgency.
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| − | o Insufficient visibility of work leads to poor decision-making. It is important to:
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| − | ▪ Understand the flow of work
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| − | ▪ Identify bottlenecks and excess capacity
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| − | ▪ Uncover waste.
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| − | o Application
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| − | ▪ Collaboration does not mean consensus.
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| − | ▪ Communicate in a way the audience can hear.
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| − | ▪ Decisions can only be made on visible data.
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| − | ● Think and Work Holistically
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| − | o A holistic approach to service management requires an understanding of how all the
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| − | parts of an organization work together in an integrated way.
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| − | ▪ Address all four dimensions
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| − | ▪ Understand the full-service value chain
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| − | o Application
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| − | ▪ Recognize the complexity of the systems.
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| − | ▪ Collaboration is key to thinking and working holistically.
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| − | ▪ Where possible, look for patterns of interactions between system elements.
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| − | ▪ To make something simple, you have to understand its complexity, and then
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| − | proceed to some simple representation
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| − | ▪ Automation can facilitate working holistically.
| |
| − | ● Keep it Simple and Practical
| |
| − | o Outcome-based thinking should be used to produce practical solutions which deliver
| |
| − | valuable outcomes while using the minimum number of steps needed.
| |
| − | ▪ Establish a holistic view of the organization’s work.
| |
| − | | |
| − | ▪ Start with an uncomplicated approach, add later.
| |
| − | ▪ Do not try to produce a solution for every exception.
| |
| − | ▪ Be mindful of competing objectives.
| |
| − | o Application
| |
| − | ▪ Ensure value.
| |
| − | ▪ 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.
| |
| − | ● Optimize and Automate
| |
| − | o Optimization means to make something as effective and useful as makes sense.
| |
| − | Before an activity can be effectively automated, it should be optimized to whatever
| |
| − | degree is possible and reasonable.
| |
| − | o Automation is the use of technology to perform a step or series of steps correctly
| |
| − | and consistently with limited or no human intervention. Automating frequent and
| |
| − | repetitive tasks helps organizations scale up and allows human resources to be used
| |
| − | for more complex decision-making.
| |
| − | ▪ The simplest form of automation involves standardizing and streamlining
| |
| − | manual tasks to allow decisions to be made ‘automatically’.
| |
| − | | |
| − | o Application
| |
| − | ▪ Simplify and/or optimize before automating.
| |
| − | ▪ Define your metrics.
| |
| − | ▪ Use the other guiding principles when applying this one.
| |
| − | ● Progress iteratively with feedback
| |
| − | ● Keep it simple and practical
| |
| − | ● Focus on value
| |
| − | ● Start where you are
| |
| − | | |
| − | Service Value Chain
| |
| − | ● What is the Service Value Chain?
| |
| − | o The central element of the SVS is the service value chain, an operating model which
| |
| − | outlines the key activities required to respond to demand and facilitate value creation
| |
| − | through the creation and management of products and services.
| |
| − | o Doesn’t introduce a linear sequence of actions
| |
| − | o Usually starts with Engage but not always
| |
| − | o Central activities depicted in the cube can interact in any order between each other
| |
| − | and with other activities
| |
| − | o Overlaps between Improve and Engage, Improve and central cube, Improve and
| |
| − | Products & services illustrate the feedback loops that should be present between
| |
| − | each part of the service value chain via the improvement cycle
| |
| − | o Perceived value drives the demand for the next order, service, product, and iteration
| |
| − | of service relationships
| |
| − | o Perceived value should also be managed and understood
| |
| − | ● Value Chain Interactions with Practices
| |
| − | o Service value chain activities represent the steps an organization takes in the creation
| |
| − | of value. Each activity contributes to the value chain by transforming specific inputs
| |
| − | into outputs.
| |
| − | | |
| − | o To convert inputs into outputs, the value chain activities use different combinations
| |
| − | of ITIL practices. Each activity may draw upon internal or third-party resources,
| |
| − | processes, skills and competencies from one of more practices.
| |
| − | ● Service Value Chain Activities
| |
| − | o All incoming and outcoming interactions with parties external to the service provider
| |
| − | are performed via engage value chain activity
| |
| − | o All new resources are obtained through the obtain/build activity
| |
| − | o Planning at all levels is performed via plan activity
| |
| − | o Improvements at all levels are initiated and managed via improve activity
| |
| − | o Creation, modification, delivery, maintenance and support of component, products
| |
| − | and services are performed in integrated and coordinated way between design and
| |
| − | transition, obtain/build and delivery and support activities
| |
| − | o Products and services, Demand and Value are NOT value chain activities; they are
| |
| − | SVS components
| |
| − | ● Value Chain Activity: Plan
| |
| − | o The purpose of the plan value chain activity is to ensure a shared understanding of
| |
| − | the vision, current status and improvement direction for all four dimensions and all
| |
| − | products and services across the organization.
| |
| − | o Inputs:
| |
| − | ▪ Policies, requirements and constraints provided by the organization’s
| |
| − | governing body
| |
| − | ▪ Consolidated demands and opportunities provided by engage
| |
| − | ▪ Value chain performance information, improvement initiatives and plans
| |
| − | provided by improve
| |
| − | ▪ Improvement status reports from improve
| |
| − | ▪ 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
| |
| − | | |
| − | o Outputs:
| |
| − | ▪ Strategic, tactical and operational plans
| |
| − | ▪ Portfolio decisions for design and transition
| |
| − | ▪ Architectures and policies for design and transition
| |
| − | ▪ Improvement opportunities for improve
| |
| − | ▪ Product and service portfolio for engage
| |
| − | ▪ Contract and agreement requirements for engage
| |
| − | ● Value Chain Activity: Improve
| |
| − | o The purpose of the improve value chain activity is to ensure continual improvement
| |
| − | of products, services and practices across all value chain activities and the four
| |
| − | dimensions of service management.
| |
| − | o Inputs:
| |
| − | ▪ 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 form
| |
| − | engage
| |
| − | o Outputs:
| |
| − | ▪ Improvement initiatives and plans for all value chain activities
| |
| − | ▪ Value chain performance information for plan and the governing body
| |
| − | ▪ Improvement status reports for all value chain activities
| |
| − | ▪ Contract and agreement requirements for engage
| |
| − | ▪ Service performance information for design and transition
| |
| − | ● Value Chain Activity: Engage
| |
| − | o The purpose of the engage value chain activity is to provide a good understanding of
| |
| − | stakeholder needs, continual engagement with all stakeholders, transparency and
| |
| − | good relationships with all stakeholders.
| |
| − | o Inputs:
| |
| − | ▪ Product and service portfolio provided by plan
| |
| − | ▪ High level demand for services and products provided by customers
| |
| − | ▪ Requests and feedback from customers
| |
| − | ▪ Incidents, service requests and feedback from users
| |
| − | ▪ Information on the completion of user support tasks from deliver and
| |
| − | support
| |
| − | ▪ Market opportunities from current and potential customers and users
| |
| − | | |
| − | ▪ 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 transition and obtain/build
| |
| − | ▪ Knowledge and information about third party service components from
| |
| − | suppliers and partners
| |
| − | ▪ Product and service performance information from deliver and support
| |
| − | ▪ Improvements initiatives and plans from improve
| |
| − | ▪ Improvement status reports from improve
| |
| − | o Outputs:
| |
| − | ▪ 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
| |
| − | ▪ Service performance reports for customers
| |
| − | ● Value Chain Activity: Design & Transition
| |
| − | o The purpose of the design and transition value chain activity is to ensure that
| |
| − | products and services continually meet stakeholder expectations for quality, costs
| |
| − | and time to market.
| |
| − | o Inputs:
| |
| − | ▪ Portfolio decisions provided by plan
| |
| − | ▪ Architectures and policies provided by plan
| |
| − | ▪ Product and service requirements provided by engage
| |
| − | ▪ Improvement initiatives and plans provided by improve
| |
| − | ▪ Improvement status reports from improve
| |
| − | ▪ Service performance information provided by deliver and support and
| |
| − | improve
| |
| − | ● Are certain targets met?
| |
| − | ● Was transition successful?
| |
| − | ▪ Service components form 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
| |
| − | ● Product specifications, known errors information
| |
| − | o Outputs:
| |
| − | | |
| − | ▪ Requirements and specifications for obtain/build
| |
| − | ▪ Contract and agreement requirements for engage
| |
| − | ▪ New and changed products and services to deliver and support
| |
| − | ▪ Knowledge and information about new and changed products and services
| |
| − | to all value chain activities
| |
| − | ▪ Performance information and improvement opportunities for improve
| |
| − | ● Value Chain Activity: Obtain/Build
| |
| − | o The purpose of the obtain/build value chain activity is to ensure that service
| |
| − | components are available when and where they are needed, and meet agreed
| |
| − | specifications.
| |
| − | o Inputs:
| |
| − | ▪ Architectures and policies provided by plan
| |
| − | ▪ Contracts and agreements with external and internal suppliers and partners
| |
| − | provided by engage
| |
| − | ▪ Goods and services provided by external and internal suppliers and partners
| |
| − | ● Engage – Information, interaction, and engagement
| |
| − | ● Obtain/Build – components, goods, and services
| |
| − | ▪ Requirements and specifications provided by design and transition
| |
| − | ▪ Improvement initiatives and plans provided by improve
| |
| − | ▪ Improvement status reports from improve
| |
| − | ▪ Change or project initiation requests provided by engage
| |
| − | ▪ Change requests provided by deliver and support
| |
| − | ▪ Knowledge and information about new and changed products and services
| |
| − | from design and transition
| |
| − | ▪ Knowledge and information about third party service components from
| |
| − | engage
| |
| − | o Outputs:
| |
| − | ▪ Service components for deliver and support
| |
| − | ● Examples:
| |
| − | o Spare parts, consumables (no need for design and transition)
| |
| − | ▪ Service components for design and transition
| |
| − | ▪ Knowledge and information about new and changed service components to
| |
| − | all value chain activities
| |
| − | ▪ Contract and agreement requirements for engage
| |
| − | ▪ Performance information and improvement opportunities for improve
| |
| − | ● Value Chain Activity: Deliver & Support
| |
| − | o The purpose of the deliver and support value chain activity is to ensure that services
| |
| − | are delivered and supported according to agreed specifications and stakeholders’
| |
| − | expectations.
| |
| − | | |
| − | o Inputs:
| |
| − | ▪ 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
| |
| − | ▪ 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
| |
| − | o Outputs:
| |
| − | ▪ Services delivered to customers and users
| |
| − | ▪ Information on the completion of user support tasks for engage
| |
| − | ▪ Product and service performance information for engage and improve
| |
| − | ▪ Improvement opportunities for improve
| |
| − | ▪ Contract and agreement requirements for engage
| |
| − | ▪ Change requests for obtain/build
| |
| − | ▪ Service performance information for design and transition
| |
| − | ● Value Streams and the Service Value Chain
| |
| − | o In order to carry out a certain task, or respond to a particular situation, organizations
| |
| − | create service value streams. Service value streams are specific combinations of
| |
| − | activities and practices, and each one is designed for a particular scenario.
| |
| − | o As each value stream is made up of a different combination of value chain activities
| |
| − | and practices, inputs and outputs must be understood as specific to particular value
| |
| − | streams.
| |
| − | | |
| − | Continual Improvement
| |
| − | ● The purpose of the continual improvement practice is to align the organization’s
| |
| − | practices ang services with changing business needs through the ongoing identification
| |
| − | and improvement of services, service components, practices or any element involved in
| |
| − | the efficient and effective management of products and services.
| |
| − | | |
| − | Categories of Practices
| |
| − | ● What is Practice?
| |
| − | o A practice is a set of organizational resources designed for performing work or
| |
| − | accomplishing an objective.
| |
| − | o Each practice:
| |
| − | ▪ Supports multiple service value chain activities
| |
| − | ▪ Includes resources based on the 4 dimensions of service management
| |
| − | ● Introduction to the ITIL Practices
| |
| − | o General management practices
| |
| − | o Service management practices
| |
| − | o Technical management practices
| |
| − | | |
| − | General Management Practices
| |
| − | ● General Management Practices
| |
| − | o General management practices have been adopted/adapted for service management
| |
| − | from general business management domains.
| |
| − | o There are 15 General Management Practices:
| |
| − | ▪ ** Continual Improvement
| |
| − | ▪ * Information Security Management
| |
| − | ▪ * Relationship Management
| |
| − | ▪ * Supplier Management
| |
| − | ▪ Architecture Management
| |
| − | ▪ Knowledge Management
| |
| − | ▪ Measure and Reporting
| |
| − | ▪ Portfolio Management
| |
| − | ▪ Organizational Change Management
| |
| − | ▪ Project Management
| |
| − | ▪ Risk Management
| |
| − | ▪ Service Financial Management
| |
| − | ▪ Strategy Management
| |
| − | ▪ Workforce and Talent Management
| |
| − | o Practices with (**) must be known in-depth for the exam
| |
| − | o Practices with (*) are recall only
| |
| − | o Practices without a (**) or (*) are not covered by the exam
| |
| − | ● ** Continual Improvement
| |
| − | o The purpose of the continual improvement practice is to align the organization’s
| |
| − | practices ang services with changing business needs through the ongoing
| |
| − | identification and improvement of services, service components, practices or any
| |
| − | element involved in the efficient and effective management of products and services.
| |
| − | o Key activities:
| |
| − | ▪ Encouraging continual improvement across the organization
| |
| − | ▪ Securing time and budget for continual improvement
| |
| − | ▪ Identifying and logging improvement opportunities
| |
| − | ▪ Assessing and prioritizing improvement opportunities
| |
| − | ▪ Making business cases for improvement action
| |
| − | ▪ Planning and implementing improvements
| |
| − | ▪ Measuring and evaluating improvement results
| |
| − | ▪ Coordinating improvement activities across the organization
| |
| − | | |
| − | o A continual improvement register (CIR) is a database or structured document to
| |
| − | track and manage improvement ideas from identification through to final action.
| |
| − | | |
| − | ● * Information Security Management
| |
| − | o The purpose of the information security management practice is to protect the
| |
| − | information needed by the organization to conduct its business.
| |
| − | o Includes understanding and managing risks to:
| |
| − | ▪ Confidentiality
| |
| − | ▪ Integrity
| |
| − | ▪ Availability
| |
| − | ▪ Authentication
| |
| − | ▪ Non-repudiation
| |
| − | ● * Relationship Management
| |
| − | o The purpose of the relationship management practice is to establish and nurture the
| |
| − | links between the organization and its stakeholders at strategic and tactical levels.
| |
| − | | |
| − | ● * Supplier Management
| |
| − | o The purpose of the supplier management practice is to ensure the organization’s
| |
| − | suppliers and their performance are managed appropriately to support the provision
| |
| − | of seamless, quality products, services and components.
| |
| − | o This can include creating closes, more collaborative relationships with key suppliers
| |
| − | to uncover and realize new value and reduce risk of failure.
| |
| − | | |
| − | Service Management Practices
| |
| − | ● Service Management Practices
| |
| − | o Service management practices have been developed in service management and IT
| |
| − | service management (ITSM) industries.
| |
| − | o There are 17 General Management Practices:
| |
| − | ▪ ** Change Control
| |
| − | ▪ ** Incident Management
| |
| − | ▪ ** Problem Management
| |
| − | ▪ ** Service Desk
| |
| − | ▪ ** Service Level Management
| |
| − | ▪ ** Service Request Management
| |
| − | ▪ * IT Asset Management
| |
| − | ▪ * Monitoring and Event Management
| |
| − | ▪ * Release Management
| |
| − | ▪ * Service Configuration Management
| |
| − | ▪ * Service Continuity Management
| |
| − | ▪ Availability Management
| |
| − | ▪ Business Analysis
| |
| − | ▪ Capacity and Performance Management
| |
| − | ▪ Service Catalogue Management
| |
| − | ▪ Service Design
| |
| − | ▪ Service Validation and Testing
| |
| − | o Practices with (**) must be known in-depth for the exam
| |
| − | o Practices with (*) are recall only
| |
| − | o Practices without a (**) or (*) are not covered by the exam
| |
| − | ● Change Control
| |
| − | o The purpose of the change control practice is to maximize the number of successful
| |
| − | IT changes by ensuring that risks have been properly assessed, authorizing changes
| |
| − | to proceed, and managing the change schedule.
| |
| − | | |
| − | o The scope of change control is defined by each organization. It will typically include
| |
| − | all IT infrastructure, applications, documentation, processes, supplier relationships
| |
| − | and anything else that might directly or indirectly impact a product or service.
| |
| − | o A change is the addition, modification, or removal of anything that could have a
| |
| − | direct or indirect effect on IT services.
| |
| − | ▪ Standard
| |
| − | ● Pre-authorized
| |
| − | ● Implement without additional authorization
| |
| − | ▪ Normal
| |
| − | ● Authorization based on change type
| |
| − | ● Low-risk, someone who can make rapid decisions
| |
| − | ● Very major
| |
| − | ▪ Emergency
| |
| − | ● Expedited assessment and authority
| |
| − | ● May be separate change authority
| |
| − | o The person or group who authorizes a change is known as a change authority.
| |
| − | ▪ In high velocity organizations, it is a common practice to decentralize change
| |
| − | approval, making the peer review a top predictor of high performance
| |
| − | o The change schedule is used to help plan changes, assist in communication, avoid
| |
| − | conflicts and assign resources.
| |
| − | ● Incident Management
| |
| − | o The purpose of the incident management practice is to minimize the negative impact
| |
| − | of incidents by restoring normal service operation as quickly as possible.
| |
| − | ▪ An incident is an unplanned interruption to a service, or reduction in the
| |
| − | quality of service.
| |
| − | | |
| − | ● Incidents should be logged.
| |
| − | ● Incidents should be managed to meet agreed target resolution times.
| |
| − | ● Incidents should be prioritized.
| |
| − | o Design the incident management practice appropriately for different types of
| |
| − | incidents
| |
| − | ▪ Incidents based on different impact
| |
| − | ▪ Major incidents
| |
| − | ▪ Information security incidents
| |
| − | o Prioritize incidents
| |
| − | ▪ Based on agreed classification
| |
| − | ▪ Ensure incidents with highest business impact are resolved first
| |
| − | o Use a robust tool to log and manage incidents
| |
| − | ▪ Link to configuration items, changes, problems, known errors and other
| |
| − | knowledge
| |
| − | ▪ Provide incident matching to other incidents, problems or known errors
| |
| − | o Incidents may be escalated to a support team for resolution. The routing is typically
| |
| − | based on the incident category. Anyone working on an incident should provide
| |
| − | quality, timely updates. Incident management requires a high level of collaboration
| |
| − | within and between teams.
| |
| − | o Some organizations use a technique called swarming to help manage incidents. This
| |
| − | involves many different stakeholders working together initially, until it becomes very
| |
| − | clear which of them is best placed to continue and which can move on to other
| |
| − | tasks.
| |
| − | ▪ Collaboration can facilitate information sharing and learning as well as
| |
| − | helping to solve the incident more efficiently and effectively.
| |
| − | | |
| − | ● Problem Management
| |
| − | o The purpose of the problem management practice is to reduce the likelihood and
| |
| − | impact of incidents by identifying actual and potential causes of incidents, and
| |
| − | managing workarounds and known errors.
| |
| − | ▪ A problem is a cause, or potential cause, of one or more incidents
| |
| − | ▪ A known error is a problem that has been analyzed and has not been
| |
| − | resolved.
| |
| − | o A workaround is 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.
| |
| − | ▪ Workarounds are documented in problem records
| |
| − | ▪ Workarounds can be done at any stage, it doesn’t need to wait for analysis to
| |
| − | be complete
| |
| − | ▪ If a workaround has been documented early in problem control, then this
| |
| − | should be reviewed and improved after problem analysis is complete
| |
| − | o Problem Management interacts with:
| |
| − | ▪ Incident management
| |
| − | ▪ Risk management
| |
| − | ▪ Change control
| |
| − | ▪ Knowledge management
| |
| − | ▪ Continual improvement
| |
| − | | |
| − | ● Service Desk
| |
| − | o The purpose of the service desk practice is to capture demand for incident resolution
| |
| − | and service requests. It should also be the entry point/single point of contact for the
| |
| − | service provider with all of its users.
| |
| − | o With increased automation and the gradual removal of technical debt, the focus of
| |
| − | the service desk is to provide support for ‘people and business’ rather than simple
| |
| − | technical issues.
| |
| − | ▪ Major influence on user experience and how the service provider is perceived
| |
| − | by users
| |
| − | ▪ Practical understanding of the wider organization – the empathetic link
| |
| − | between the service provider and users
| |
| − | ▪ The service desk can focus on excellent customer experience when personal
| |
| − | contact is needed
| |
| − | ▪ Support and development teams need to work in close collaboration with the
| |
| − | service desk
| |
| − | | |
| − | o Supporting technologies for a centralized service desk
| |
| − | ▪ Intelligent telephony systems
| |
| − | ▪ Workflow systems
| |
| − | ▪ Workforce management/resource planning systems
| |
| − | ▪ Knowledge base
| |
| − | ▪ Call recording and quality control
| |
| − | ▪ Remote access tools
| |
| − | ▪ Dashboard and monitoring tools
| |
| − | ▪ Configuration management systems
| |
| − | o A virtual service desk allows agents to work from multiple, geographically-dispersed
| |
| − | locations. It requires more sophisticated technology, allowing access from multiple
| |
| − | locations and complex routing and escalation.
| |
| − | o The service desk may not need to be highly technical, although some are.
| |
| − | | |
| − | ● Service Level Management
| |
| − | o The purpose of the service level management practice is to set clear business-based
| |
| − | targets for service performance, so that the delivery of a service can be properly
| |
| − | assessed, monitored and managed against these targets.
| |
| − | o Provides the end to end visibility of the organization’s services:
| |
| − | ▪ Establishes a shared view of the services and target service levels with
| |
| − | customers
| |
| − | ▪ Collects, analyzes, stores and reports relevant metrics to ensure service levels
| |
| − | are met
| |
| − | ▪ Performs service reviews to ensure the current services continue to meet the
| |
| − | organization and its customers’ needs
| |
| − | ▪ Captures and reports on service issues including performance against defined
| |
| − | service levels
| |
| − | o A service level agreement (SLA) is a documented agreement between a service
| |
| − | provider and a customer that identifies services required and the expected level of
| |
| − | service.
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| − | ▪ SLA is a tool to measure the performance of services from the customer’s
| |
| − | point of view.
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| − | ▪ Key requirements for successful SLAs:
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| − | ● Related to a defined service
| |
| − | ● Should relate to defined outcomes, not just operational metrics
| |
| − | ● Should reflect an agreement between the service provider and the
| |
| − | service consumer
| |
| − | ● Must be simply written and easy to understand for all parties
| |
| − | o Interacts with:
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| − | ▪ Relationship management
| |
| − | ▪ Business liaison
| |
| − | ▪ Supplier management
| |
| − | | |
| − | ▪ Business analysis
| |
| − | ▪ Skills and competencies
| |
| − | o Information Sources:
| |
| − | ▪ Customer engagement
| |
| − | ● Initial listening
| |
| − | ● Discovery and information capture
| |
| − | ● Measurement and ongoing process discussions
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| − | ● Asking simple open-ended questions
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| − | ▪ Customer feedback
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| − | ● Surveys
| |
| − | ● Key business-related measures
| |
| − | ▪ Operational metrics
| |
| − | ▪ Business metrics
| |
| − | • Service Request Management
| |
| − | o The purpose of the service request management practice is to support the agreed
| |
| − | quality of a service by handling all agreed user-initiated service requests in an
| |
| − | effective and user-friendly manner.
| |
| − | o Service requests are pre-defined and pre-agreed and can usually be formalized with
| |
| − | clear, standard procedures.
| |
| − | | |
| − | o Service requests are a normal part of service delivery, not a failure or degradation of
| |
| − | service, which are handled as incidents.
| |
| − | o A service request is a request from a user or a user’s authorized representative that
| |
| − | initiates a service action that has been agreed as a normal part of service delivery.
| |
| − | § Fulfilment of service requests may include changes to services or their
| |
| − | components; usually these are standard changes.
| |
| − | o Some examples of a service request:
| |
| − | § Request for a service delivery action
| |
| − | § Request for information
| |
| − | § Request for provision of a resource or service
| |
| − | § Request access to a resource or service
| |
| − | § Feedback, compliments and complaints
| |
| − | o Service requests and their fulfilment should be standardized and automated to the
| |
| − | greatest degree possible,
| |
| − | o Opportunities for improvement should be identified and implemented to produce
| |
| − | faster fulfilment times and take additional advantage of automation.
| |
| − | o Policies should be established regarding what service requests will be fulfilled with
| |
| − | limited or even no additional approvals so that fulfilment can be streamlined.
| |
| − | o The expectations of users regarding fulfilment times should be clearly set, based on
| |
| − | what the organization can realistically deliver.
| |
| − | o Policies and workflows are needed to redirect service requests that should actually be
| |
| − | managed as incidents or changes.
| |
| − | o Some service requests require authorization according to financial, information
| |
| − | security or other policies.
| |
| − | o Service request management depends on well-designed processes and procedures,
| |
| − | which are operationalized through tracking and automation tools.
| |
| − | o Service requests may have simple workflows or quite complex workflows
| |
| − | o Steps to fulfill requests should be well-known and proven
| |
| − | o The service provider can agree to fulfillment times and provide clear status
| |
| − | communication to users
| |
| − | o Some service requests can provide a self-service experience – completely fulfilled
| |
| − | with automation
| |
| − | o Leverage existing workflow models whenever possible to improve efficiency and
| |
| − | maintainability.
| |
| − | | |
| − | ● IT Asset Management
| |
| − | o The purpose of the IT asset management practice is to plan and manage the full
| |
| − | lifecycle of all IT assets, to help the organization
| |
| − | ▪ Maximize value
| |
| − | ▪ Control costs
| |
| − | ▪ Manage risks
| |
| − | ▪ Support decision-making about purchase, reuse and retirement of assets
| |
| − | ▪ Meet regulatory and contractual requirements
| |
| − | o An IT asset is any valuable component that can contribute to delivery of an IT
| |
| − | product or service
| |
| − | ● Monitoring and Event Management
| |
| − | o The purpose of the monitoring and event management practice is to systematically
| |
| − | observe a service or service component, and record and report selected changes of
| |
| − | state identified as events.
| |
| − | o This practice identifies and prioritizes infrastructure, services, business processes and
| |
| − | information security events, and establishes the appropriate response to those events,
| |
| − | including responding to conditions that could lead to potential faults or incidents.
| |
| − | o An event is any change of state that has significance for the management of a
| |
| − | configuration item (CI) or IT service.
| |
| − | ● Release Management
| |
| − | o The purpose of the release management practice is to make new and changed
| |
| − | services and features available for use.
| |
| − | | |
| − | ● Service Configuration Management
| |
| − | o The purpose of service configuration management practice is to ensure that accurate
| |
| − | and reliable information about the configuration of services, and the Cis that support
| |
| − | them, is available when and where it is needed.
| |
| − | o A configuration item (CI) is any component that needs to be managed in order to
| |
| − | deliver an IT service.
| |
| − | | |
| − | Technical Practices
| |
| − | ● Technical Management Practices
| |
| − | o Technical management practices have been adapted from technology management
| |
| − | domains for service management purposes by expanding or shifting their focus from
| |
| − | technology solutions to IT services.
| |
| − | o There are 3 Technical Management Practices:
| |
| − | ▪ * Deployment Management
| |
| − | ▪ Infrastructure and Platform Management
| |
| − | ▪ Software Development and Management
| |
| − | o Practices with (*) is recall only
| |
| − | o Practices without a (*) is not covered by the exam
| |
| − | ● Deployment Management
| |
| − | o The purpose of the deployment management practice is to move new or changed
| |
| − | hardware, software, documentation, processes, or any other component to live
| |
| − | environments. It may also be involved in deploying components to other
| |
| − | environments for testing or staging.
| |
| − | | |
| − | What Should I Do Now?
| |
| − | ● Take practice exams
| |
| − | o There are 2 full-length practice exams included in this course for free
| |
| − | o You should aim to score a 75% or higher on your practice exams
| |
| − | ▪ The real certification only requires a 65% or higher to pass
| |
| − | ▪ Aim higher to ensure a pass on exam day!
| |
| − | o If you need additional practice exams, check Udemy, DionTraining.com, or other
| |
| − | reputable sources.
| |
| − | ● Order your exam voucher
| |
| − | o When you feel confident, order your exam voucher at DionTraining.com to save $50
| |
| − | off the retail price.
| |
| − | o These vouchers will let you take the exam from any location worldwide
| |
| − | o You will take the exam at PeopleCert.org using the “Web Proctoring Service”
| |
| − | ▪ You will need a webcam and microphone to take the exam
| |
| − | ● Schedule your exam
| |
| − | o Once you have your voucher, use the directions included with your voucher to create
| |
| − | your free PeopleCert and schedule your exam
| |
| − | ● Take the exam | |
| − | o On exam day, your desk must be clean of all materials | |
| − | o You may have a single piece of clean white paper to use on the exam and a | |
| − | pen/pencil to take notes during the exam | |
| − | o You will need a Photo ID to prove to the proctor who you are before starting the | |
| − | exam
| |
| − | o Good luck!
| |
| − | ● Come back and celebrate!
| |
| − | o Once you pass the exam, let us know in our Facebook Group (Dion Training) or the
| |
| − | course’s Q&A section.
| |
| − | o You did it!
| |
| − | ▪ Add “ITIL 4 Foundation certified” to your resume or CV | |
| − | | |
| − | Where Do I Go From Here?
| |
| − | ● ITIL 4 Foundation is just the first certification in the ITIL path to becoming an ITIL Master | |
| − | ● When you are ready to move up the certification path, choose either the Managing | |
| − | Professional or Strategic Leader path to begin. | |
| − | ● Come back and join us in our courses dedicated to passing each of the ITIL Specialist, ITIL | |
| − | Strategist, or ITIL Leade certification exams! | |
