ITIL 4: Create, Deliver and Support

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