ITIL 4 acquiring and managing cloud services.

ITIL® 4: Acquiring and Managing Cloud Services
	Contents
	List of figures
	List of tables
	Foreword
	Preface
	ITIL Foundation recap
		The ITIL service value system
			Figure 0.1 The ITIL service value system
		The ITIL service value chain
			Figure 0.2 The ITIL service value chain
		The ITIL practices
			Table 0.1 The ITIL management practices
		The ITIL guiding principles
		Governance
		Continual improvement
			Figure 0.3 The continual improvement model
		The four dimensions model
			Figure 0.4 The four dimensions of service management
	CHAPTER 1 INTRODUCTION
		1 Introduction
			1.1 What is the cloud?
			1.2 The origins of cloud
				1.2.1 Cloud as a result of commoditization
				Figure 1.1 Cloud as the source of commoditized digital solutions
				1.2.2 Cloud as a result of innovation
				1.2.3 Major differences between cloud services and in-house solutions
			1.3 Types of cloud solution
				1.3.1 General approaches for consuming cloud service
				Table 1.1 General strategies for consuming cloud services
				1.3.2 Cloud service models
				Table 1.2 Architecture included in each cloud service model
				1.3.3 Standard and non-standard services
				1.3.4 Deployment models
				Table 1.3 Deployment models
				1.3.5 Types of cloud service provider
			1.4 Deciding to use cloud services
				1.4.1 Benefits and disbenefits of using cloud services
				Table 1.4 Cloud features, benefits, and disbenefits
				1.4.2 Risks of using cloud services
			1.5 Cloud as a key component of digital strategy
			1.6 The role of cloud services in a digital transformation
			1.7 Cloud services and sustainability objectives
			1.8 Governance
				1.8.1 Governance of cloud services
				Figure 1.2 The governance cascade
				1.8.2 The shared responsibility model
				Figure 1.3 The shared responsibility model
			1.9 How to use this publication
				1.9.1 Intended audience
				1.9.2 The cloud consumer journey
				Figure 1.4 The customer journey
				1.9.3 The value co-creation map for cloud
				Figure 1.5 Value co-creation map for cloud
				Figure 1.6 The cloud customer journey with feedback and feedforward activities
				1.9.4 Cloud adoption and utilization scenarios
				Table 1.5 Examples of feedback and feedforward activities within the cloud customer journey
				Figure 1.7 Cloud journey overview
				Figure 1.8 The cloud usage strategy spectrum
				Table 1.6 Examples of cloud usage strategy spectrum characteristics
				Figure 1.9 Hub-and-spoke model
				Figure 1.10 The cloud architecture and governance spectrum
				Figure 1.11 Cloud use depends on cloud strategy position and architecture and governance position
	CHAPTER 2 EXPLORE: CAN
THE ORGANIZATION
BENEFIT FROM CLOUD?
		2 Explore: Can the organization benefit from cloud?
			2.1 About the explore step
			2.2 Understanding the cloud’s role in strategy
				2.2.1 What is digital strategy?
				Figure 2.1 The tiered relationship between business, digital, and IT strategies
				Figure 2.2 A modern view of the relationship between business, digital, and IT strategies
				2.2.2 Cloud strategies
			2.3 Setting the strategic scope
				2.3.1 Greenfield (or ‘born in the cloud’)
				2.3.2 Approaches to migrating existing services
				2.3.3 New services
			2.4 Cloud strategic positioning
				2.4.1 Review of external factors
				2.4.2 Review of internal factors
				2.4.3 Practical guidance for strategic positioning
			2.5 Value: outcomes, costs, and risks
				2.5.1 Outcomes
				2.5.2 Costs
				2.5.3 Risks
				Table 2.1 Risks related to the shift in roles and responsibilities
				Table 2.2 Risks related to the unauthorized use of cloud services
				Table 2.3 Risks related to the security of cloud services
				Table 2.4 Risks related to API vulnerability
				Table 2.5 Risks related to maintaining separation between tenants
				Table 2.6 Preventing vendor lock-in
				Table 2.7 Risks related to third-party contracting
				Table 2.8 Risks related to migration
			2.6 Formulating the initial cloud strategy
				2.6.1 Defining the strategic cloud objectives and plans
				Table 2.9 Examples of strategic cloud objectives using the OKR framework
				2.6.2 Formulating the cloud strategy
				Figure 2.3 Development of cloud strategy elements
				Table 2.10 Key cloud strategy elements and descriptions
				2.6.3 Practical guidance for strategy formulation
				2.6.4 The differences between cloud services and in-house solutions
			2.7 Summary
	CHAPTER 3 ENGAGE: MEETING
A CLOUD SERVICE
PROVIDER
		3 Engage: Meeting a cloud service provider
			3.1 About the engage step
			3.2 Understanding the CSP landscape
				3.2.1 Types of CSPs and their services
				Table 3.1 Overview of CSP types and their services
				Table 3.2 Advantages of each CSP type
				3.2.2 CSP partners
				Table 3.3 Customer enablement services
				Figure 3.1 The four areas of CSP implementation partner support
				3.2.3 CSP industry and regulatory organizations
			3.3 Types of services to be considered
				3.3.1 Standard service offerings
				3.3.2 Non-standard services
			3.4 Defining requirements for cloud services
				3.4.1 Utility, warranty, and experience
				3.4.2 The impact of cloud services on existing customers
				3.4.3 Defining requirements based on outcomes, costs, and risks
				3.4.4 Typical requirements
				Table 3.4 Examples of general service requirements
				Table 3.5 Examples of data requirements
				Table 3.6 Examples of security requirements
				Table 3.7 Examples of people-related requirements
				Table 3.8 Examples of service provider requirements
				Table 3.9 Examples of cost reporting, billing, and payment requirements
			3.5 Request for information and proof of concept
			3.6 Conducting a cloud readiness assessment
				3.6.1 Steps in conducting a cloud readiness assessment
				3.6.2 Architecture readiness examples
				Table 3.10 Examples of application/workload-specific readiness checks
			3.7 Engaging with cloud service providers
				3.7.1 Evaluating shared responsibility models
				Table 3.11 Consumer organization responsibilities versus CSP responsibilities
				3.7.2 Engagement level options
				3.7.3 Acquisition channels
				Table 3.12 Methods of accessing cloud services
				3.7.4 How organizations engage with CSPs and their partners
				3.7.5 Researching what services are available
			3.8 Reviewing the cloud strategy and cloud service requirements
			3.9 Summary
	CHAPTER 4 OFFER: SELECTING
THE RIGHT SERVICES
AND SERVICE PROVIDER
		4 Offer: Selecting the right services and service provider
			4.1 About the offer step
				4.1.1 Elements of the offer step that are specific to cloud services
			4.2 Establishing a desired minimum return on investment
			4.3 Communicating requirements
			4.4 Request for proposal
				4.4.1 When to request proposals
				4.4.2 The request for proposal process
				4.4.3 Contents of a request for proposal
				Table 4.1 Cloud request for proposal format
				4.4.4 Using cloud framework agreements
				Figure 4.1 Cloud service procurement options
			4.5 Reviewing proposals
				4.5.1 Sample questions for assessing proposals
				Table 4.2 General service requirement assessment questions and actions
				Table 4.3 Data requirement assessment questions and actions
				Table 4.4 Security requirement assessment questions and actions
				Table 4.5 People-related requirement assessment questions and actions
				Table 4.6 Service provider requirement assessment questions and actions
				Table 4.7 Cost reporting, billing, and payment requirement assessment questions and actions
			4.6 Determining the return on investment of the proposed cloud services
				4.6.1 The return on investment process
				Table 4.8 Examples of ROI assessment data
				Table 4.9 Examples of benefits and costs used in ROI calculations
				4.6.2 Return on investment of moving to the cloud
				Table 4.10 Aspects considered when evaluating the benefits of moving to cloud
				4.6.3 Return on investment to compare cloud options
			4.7 Defining and communicating a business case for cloud services
				Table 4.11 Typical areas of conflict and uncertainty
				4.7.1 Building a business case
				4.7.2 Business case structure
				4.7.3 Communicating a business case
			4.8 Summary
	CHAPTER 5 AGREE: NEGOTIATING
AND PLANNING
		5 Agree: Negotiating and planning
			5.1 About the agree step
			5.2 Agreeing and planning value co-creation
				Table 5.1 Three fundamental service relationship types
			5.3 Negotiating and agreeing a cloud service
			5.4 Cloud service agreements
				5.4.1 Customer agreement
				5.4.2 Acceptable use policy
				5.4.3 Service level agreement
				5.4.4 Disputes
			5.5 Shared responsibility model
				5.5.1 Responsibilities owned by the CSP
				5.5.2 Responsibilities mainly owned by the consumer organization
				5.5.3 Shared responsibilities
			5.6 Roles and responsibilities map
				Table 5.2 The responsibilities of each entity
			5.7 Charging models
			5.8 Summary
	CHAPTER 6 ONBOARD
(AND OFFBOARD):
MOVING TO THE CLOUD
		6 Onboard (and offboard): Moving to the cloud
			6.1 About the onboard step: general considerations
				6.1.1 Planning for onboarding
				6.1.2 Involving users in the onboarding plan
				6.1.3 Establishing communication channels
				6.1.4 Preparing users for the new services
				6.1.5 Elevating mutual capabilities
				Table 6.1 Opportunities and ITIL guiding principles
				6.1.6 Offboarding customers and users
			6.2 Migrating to cloud as a part of an onboarding initiative
				6.2.1 Moving from in-house to cloud solutions
				Figure 6.1 Decentralized infrastructure
				Figure 6.2 Using migration and data pipeline integration tools
				6.2.2 Migrating from one cloud service provider to another
			6.3 Security and compliance considerations
				6.3.1 Visibility
				6.3.2 Compliance
				6.3.3 Automation
				6.3.4 Conflict between development and security priorities
				6.3.5 Hybrid IT
				6.3.6 The role of service level agreements with onboarded cloud services
			6.4 Summary
	CHAPTER 7 CO-CREATE:
ENABLING VALUE
		7 Co-create: Enabling value
			7.1 About the co-create step
			7.2 Operating model alignment
				7.2.1 What happens to an operating model when moving to the cloud?
				Figure 7.1 Operating model canvas
				7.2.2 Running multiple/parallel operating models
			7.3 The value co-creation map for cloud
				Table 7.1 Overview of characteristics of co-creation drivers
				7.3.1 Applying the value co-creation map
				Figure 7.2 Co-creation driver priorities based on strategic objectives
			7.4 Value co-creation drivers in practice
				7.4.1 Strategic adaptability
				Table 7.2 High-level responsibilities for strategy management
				Table 7.3 High-level responsibilities for portfolio management
				7.4.2 Consumer experience
				Table 7.4 High-level responsibilities for service level management
				Table 7.5 High-level responsibilities for organizational change management
				7.4.3 Operational excellence
				Table 7.6 High-level responsibilities for incident management
				Table 7.7 High-level responsibilities for problem management
				Table 7.8 High-level responsibilities for monitoring and event management
				Table 7.9 High-level responsibilities for change enablement
				7.4.4 Reliability, resilience, and continuity
				Table 7.10 High-level responsibilities for availability management
				Table 7.11 High-level responsibilities for capacity and performance management
				Table 7.12 High-level responsibilities for architecture management
				Table 7.13 High-level responsibilities for continuity management
				7.4.5 Governance and control
				Table 7.14 High-level responsibilities for service financial management
				Table 7.15 High-level responsibilities for supplier management
				Table 7.16 High-level responsibilities for information security management
				Table 7.17 High-level responsibilities for data privacy
				Table 7.18 High-level responsibilities for risk management
			7.5 Managing the optimization of cloud service consumption
				7.5.1 The dynamics of cloud service consumption
				Figure 7.3 Cloud consumption dynamics
				7.5.2 Optimizing cloud service consumption
			7.6 Managing cloud service quality
				Table 7.19 Dimensions of service quality
				7.6.1 Co-creating quality
			7.7 Using cloud tools for value co-creation
				Table 7.20 Cloud tools for value co-creation
			7.8 Summary
	CHAPTER 8 REALIZE: MEASURING
AND IMPROVING
		8 Realize: Measuring and improving
			8.1 About the realize step
			8.2 Maintaining operating model alignment
			8.3 VUCA and the value co-creation map
				Figure 8.1 The value co-creation map for cloud with a VUCA context
				Table 8.1 VUCA elements
				8.3.1 Strategic planning for a VUCA future
				8.3.2 VUCA and the five drivers of value co-creation
				Table 8.2 Addressing VUCA elements
				Table 8.3 Addressing VUCA challenges in the context of strategic adaptability
				Table 8.4 Addressing VUCA challenges in the context of consumer experience
				Table 8.5 Addressing VUCA challenges in the context of operational excellence
				Table 8.6 Addressing VUCA challenges in the context of reliability, resilience, and continuity
				Table 8.7 Addressing VUCA challenges in the context of governance and control
			8.4 Continual improvement and the value co-creation map for cloud
				8.4.1 What is the vision? Defining and refining the cloud vision
				8.4.2 Where are we now? Reviewing the current state
				8.4.3 Where do we want to be? Defining the future state
				8.4.4 How do we get there? Defining the roadmap to the future state
				8.4.5 Take action: Executing the adoption roadmap
				Figure 8.2 Delivery of cloud improvements
				8.4.6 Did we get there? Evaluating objectives and key results
				8.4.7 How do we keep the momentum going? Refine the approach and repeat
				Figure 8.3 The Plan-Do-Check-Act (PDCA) cycle with baselining
				Figure 8.4 Continual improvement with purpose
			8.5 Summary
	CHAPTER 9 CONCLUSION
		9 Conclusion
	APPENDIX A ITIL PRACTICES
AND THE CUSTOMER
JOURNEY
		Appendix A: ITIL practice sand the customer journey
			A.1 General management practices
				A.1.1 Architecture management
				A.1.2 Continual improvement
				Table A.1 Heat map of practices against steps of the customer journey
				A.1.3 Information security management
				A.1.4 Knowledge management
				A.1.5 Measurement and reporting
				A.1.6 Organizational change management
				A.1.7 Portfolio management
				A.1.8 Project management
				A.1.9 Relationship management
				A.1.10 Risk management
				A.1.11 Service financial management
				A.1.12 Strategy management
				A.1.13 Supplier management
				A.1.14 Workforce and talent management
			A.2 Service management practices
				A.2.1 Availability management
				A.2.2 Business analysis
				A.2.3 Capacity and performance management
				A.2.4 Change enablement
				A.2.5 Incident management
				A.2.6 IT asset management
				A.2.7 Monitoring and event management
				A.2.8 Problem management
				A.2.9 Release management
				A.2.10 Service catalogue management
				A.2.11 Service configuration management
				A.2.12 Service continuity management
				A.2.13 Service design
				A.2.14 Service desk
				A.2.15 Service level management
				A.2.16 Service request management
				A.2.17 Service validation and testing
			A.3 Technical management practices
				A.3.1 Deployment management
				A.3.2 Infrastructure and platform management
				A.3.3 Software development and management
	Further research
	Glossary
	Acknowledgements
	Index