ITIL 4: Direct, Plan and Improve (ITIL 4 Managing Professional)

ITIL 4: Direct, Plan and Improve
	ITIL 4: Direct, Plan and Improve
		Contents
		List of figures
			Figure 0.1 The 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 1.1 The ITIL service value chain
			Figure 1.2 Considering outcomes, costs, and risks to achieve value
			Figure 2.1 An example of an objectives cascade
			Figure 2.2 Four-dimension requirements for fulfilling a strategy
			Figure 2.3 Interactions between long-, medium-, and short-term objectives
			Figure 2.4 Relationship between the portfolio management practice and the business-as-usual state
			Figure 3.1 SWOT analysis
			Figure 3.2 Value stream mapping symbols
			Figure 4.1 Four key reasons to measure
			Figure 4.2 Planning and evaluation model
			Figure 4.3 Organizational improvement cascade
			Figure 5.1 The ITIL continual improvement model
			Figure 6.1 Sample stakeholder map
			Figure 7.1 The service relationship model
			Figure 7.2 Service integration model
			Figure 7.3 The relationship between a value stream and practices
			Figure 7.4 Process timing
			Figure 7.5 An example of a Kanban board
		List of tables
			Table 0.1 The ITIL management practices
			Table 2.1 Key governance structures and their roles
			Table 2.2 Simple business case structure
			Table 2.3 Effective policy definition recommendations
			Table 3.1 Assessment types
			Table 3.2 Evidence collection methods
			Table 3.3 Pros and cons of metrics/data mining
			Table 3.4 Pros and cons of surveys
			Table 3.5 Pros and cons of interviews
			Table 3.6 Pros and cons of roundtables
			Table 3.7 Pros and cons of observation
			Table 3.8 Assessment methods and their outputs
			Table 3.9 Pros and cons of gap analysis
			Table 3.10 Pros and cons of SWOT analysis
			Table 3.11 Pros and cons of change readiness assessments
			Table 3.12 Pros and cons of customer/user satisfaction analyses
			Table 3.13 Pros and cons of SLA achievement analyses
			Table 3.14 Pros and cons of benchmarking
			Table 3.15 Pros and cons of maturity assessments
			Table 3.16 Considerations for waterfall, Agile, and hybrid work methods
			Table 3.17 Types of waste
			Table 3.18 Muda subcategories
			Table 3.19 Typical mistakes in value stream mapping
			Table 4.1 Four key reasons to measure
			Table 4.2 Types of measurements
			Table 4.3 The planning and evaluation model levels
			Table 4.4 The four perspectives of the balanced scorecard
			Table 4.5 Examples of metrics for the change enablement PSFs
			Table 4.6 The SMART model
			Table 5.1 Measurement and reporting contributions across the continual improvement model
			Table 6.1 Examples of communication methods
			Table 6.2 Sample stakeholder analysis worksheet
			Table 6.3 Five elements for a successful improvement initiative
			Table 7.1 RACI chart roles
			Table 7.2  Competency codes and profiles
			Table 7.3 Three archetypal service relationship types
			Table 7.4 Workflow metrics
			Table 7.5 Technologies available
		Foreword
		Preface
		About the ITIL 4 publications
		About the ITIL story
		Meet the Axle employees
		ITIL Foundation recap
	CHAPTER 1: INTRODUCTION
		1 Introduction
			1.1 Why direction, planning, and improvement matter
				1.1.1 Scope of control
			1.2 Direction
				1.2.1 Mechanisms for direction
				1.2.2 Successful direction
			1.3 Planning
				1.3.1 Planning at multiple levels
			1.4 Improvement
				1.4.1 Universal applicability of improvement
				1.4.2 Universal involvement in improvement
				1.4.3 Successful improvement
			1.5 The role of measurement and reporting
			1.6 Direction, planning, and improvement of the ITIL SVS
				1.6.1 Direction in the SVS
				1.6.2 Planning in the SVS
				1.6.3 Improvement in the SVS
			1.7 Applying the guiding principles
			1.8 Value, outcomes, costs, and risks in direct, plan, and improve
			1.9 Direction, planning, and improvement for everyone
	CHAPTER 2: STRATEGY AND DIRECTION
		2 Strategy and direction
			2.1 Strategy management
				2.1.1 Strategic alignment
				2.1.2 Identifying the relevant scope of control
				2.1.3 Cascading objectives
				2.1.4 Cascading requirements
			2.2 Defining the structures and methods used to direct behaviours and make decisions
				2.2.1 Governance structures used for decision-making
				2.2.2 Placing decision-making at the right level
				2.2.3 The impacts of governance on direction, planning, and improvement
			2.3 The role of risk management in direction, planning,and improvement
				2.3.1 Role of risk and risk management in direction
				2.3.2 The role of risk and risk management in planningand improvement
		2.4 Portfolio management: a key decision-making practice
			2.4.1 Service portfolios
			2.4.2 Prioritizing and optimizing portfolio decisions and communications
			2.4.3 Building, communicating, and advocating for a business case
		2.5 Direction via governance, risk, and compliance
			2.5.1 Understanding the role of GRC in decision-making anddirecting strategies and actions
			2.5.2 Defining effective policies, controls, and guidelines
			2.5.3 Defining and ensuring compliance
		2.6 Summary
	CHAPTER 3: ASSESSMENT AND PLANNING
		3 Assessment and planning
			3.1 Basics of assessment
				3.1.1 Effective assessments
				3.1.2 Collection of current state data or other evidence
				3.1.3 Choosing an assessment method
				3.1.4 Defining assessment objectives and criteria
				3.1.5 Conducting assessments and producing outputs
			3.2 Basics of planning
				3.2.1 Leveraging different ways of working in action plans
				3.2.2 Monitoring progress
			3.3 Introduction to value stream mapping
				3.3.1 Lean
				3.3.2 Avoiding local optimization
				3.3.3 The value of value stream mapping
				3.3.4 Developing a value stream map
				3.3.5 Typical mistakes in value stream mapping
			3.4 Summary
	CHAPTER 4: MEASUREMENT AND REPORTING
		4 Measurement and reporting
			4.1 Basics of measurement and reporting
				4.1.1 Key concepts of measurement and reporting
				4.1.2 Defining and using measurements and reporting
				4.1.3 Reasons for measuring
			4.2 Types of measurements
				4.2.1 Understanding the relationship between measurement and behaviour
				4.2.2 Measurement cascades and hierarchies
				4.2.3 Success factors and KPIs
			4.3 Measurement and the four dimensions
				4.3.1 Measurement of organizations and people
				4.3.2 Measurement of information and technology
				4.3.3 Measurement of partners and suppliers
				4.3.4 Measurement of value streams and processes
			4.4 Measurement of products and services
				4.4.1 Net promoter score
				4.4.2 Customer effort score
				4.4.3 Social media monitoring
			4.5 Summary
	CHAPTER 5: CONTINUAL IMPROVEMENT
		5 Continual improvement
			5.1 Creating a continual improvement culture
			5.2 Continual improvement of the service value chain and practices
			5.3 Continual improvement in organizations
			5.4 The continual improvement model
				5.4.1 Step 1: What is the vision?
				5.4.2 Step 2: Where are we now?
				5.4.3 Step 3: Where do we want to be?
				5.4.4 Step 4: How do we get there?
				5.4.5 Step 5: Take action
				5.4.6 Step 6: Did we get there?
				5.4.7 Step 7: How do we keep the momentum going?
			5.5 Using measurement and reporting in continual improvement
			5.6 Summary
	CHAPTER 6: Communication and Organizational Change Management
		6 Communication and organizational change management
			6.1 Basics of effective communication
				6.1.1 The value of good communication
				6.1.2 Communication principles
				6.1.3 Communication is key for direction, planning, and improvement
				6.1.4 Planning communication
				6.1.5 Communication methods and media
				6.1.6 Defining and establishing feedback channels
			6.2 Identifying and communicating with stakeholders
				6.2.1 Stakeholder mapping
				6.2.2 Defining a stakeholder communication plan
			6.3 Basics of OCM
				6.3.1 Essentials for successful improvement
				6.3.2 OCM throughout direction, planning, and improvement
				6.3.3 OCM throughout the service value chain
				6.3.4 Resistance to change
				6.3.5 Reinforcement: retaining the new state after change
			6.4 Summary
	CHAPTER 7: DEVELOPING A SERVICE VALUE SYSTEM
		7 Developing a service value system
			7.1 Adopting the guiding principles
			7.2 Centre of excellence for service management
				7.2.1 Service management strategy to tactics
				7.2.2 The ITIL service value chain as an operating model
			7.3 The four dimensions of service management in the SVS
				7.3.1 Organizations and people in the SVS
				7.3.2 Partners and suppliers in the SVS
				7.3.3 Value streams and processes in the SVS
				7.3.4 Information and technology in the SVS
			7.4 Summary
	CHAPTER 8: BRINGING IT TOGETHER
		8.1 Modern leadership
			8.1.1 Servant leadership
			8.1.2 Leading from behind
		8.2 Using the guiding principles for direction, planning,and improvement
			8.2.1 Focus on value
			8.2.2 Start where you are
			8.2.3 Progress iteratively with feedback
			8.2.4 Collaborate and promote visibility
			8.2.5 Think and work holistically
			8.2.6 Keep it simple and practical
			8.2.7 Optimize and automate
		8.3 Summary
	CHAPTER 9: CONCLUSION
		9 Conclusion
	END NOTE: THE ITIL STORY
		End note: The ITIL story
	FURTHER RESEARCH
		Further research
	GLOSSARY
		Glossary
	ACKNOWLEDGEMENTS
		Acknowledgements
	INDEX
		Index