ITIL 4: Direct, Plan and Improve Reference and Study Guide

ITIL® 4: Direct, Plan and Improve Reference and Study Guide
	Contents
	Foreword
	Acknowledgements
	About this guide
	1 Introduction
	2 Key terms and concepts
		2.1 Key terms
			2.1.1 Direction
			2.1.2 Planning
			2.1.3 Improvement
			2.1.4 Operating model
			2.1.5 Methods
			2.1.6 Risks
			2.1.7 Scope of control
		2.2 Key concepts
			2.2.1 Vision and mission
			2.2.2 Strategy, tactics, and operations
			2.2.3 Governance, compliance, and management
			2.2.4 Policies, controls, and guidelines
			2.2.5 Value, outcomes, costs, and risks
			Figure 2.1 Considering outcomes, costs, and risks to achieve value
	3 Direction and control
		3.1 Cascading objectives and requirements
			Figure 3.1 An example of an objectives cascade
			Figure 3.2 Four-dimension requirements for fulfilling a strategy
		3.2 Defining effective policies, controls, and guidelines
			3.2.1 Effective policies
			3.2.2 Effective controls
			3.2.3 Effective guidelines
		3.3 Decision-making at the right level
	4 Governance, risk, and compliance
		4.1 Role of risk management in direction, planning, and improvement
			Figure 4.1 Interactions between long-, medium-, and short-term objectives
		4.2 Governance
			4.2.1 Governance of the service provider
	5 Continual improvement
		5.1 Improving the SVS
			5.1.1 Creating a continual improvement culture
			5.1.2 Continual improvement of the service value chain and practices
			5.1.3 Continual improvement in organizations
		5.2 The continual improvement model
			Figure 5.1 The ITIL continual improvement model
			5.2.1 Step 1: What is the vision?
			5.2.2 Step 2: Where are we now?
			5.2.3 Step 3: Where do we want to be?
			5.2.4 Step 4: How do we get there?
			5.2.5 Step 5: Take action
			5.2.6 Step 6: Did we get there?
			5.2.7 Step 7: How do we keep the momentum going?
		5.3 Assessing for improvement
			5.3.1 Assessment objectives
			5.3.2 Collection of data or other evidence
			Table 5.1 Evidence collection methods
			5.3.3 Defining assessment objectives and criteria
			5.3.4 Choosing an assessment method
			Figure 5.2 SWOT analysis
		5.4 Prioritizing outcomes
		5.5 Developing a business case
		5.6 Learning from past experience
	6 OCM and communication
		6.1 Organizational change management
			6.1.1 Essentials for successful improvement
			Table 6.1 Five elements for a successful improvement initiative
			6.1.2 OCM throughout direction, planning, and improvement
			6.1.3 The ITIL practice of organizational change management
		6.2 Communication and OCM
			6.2.1 Identifying and communicating with stakeholders
			Table 6.2 Sample stakeholder analysis worksheet
			6.2.2 Stakeholder mapping
			Figure 6.1 Sample stakeholder map
			6.2.3 Defining a stakeholder communication plan
			6.2.4 Communication principles
			6.2.5 Communication methods and media
			6.2.6 Defining and establishing feedback channels
		6.3 Interfaces across the value chain
	7 Measurement and reporting
		7.1 Basics of measurement and reporting
			7.1.1 Key concepts
			7.1.2 Defining and using measurements and reporting
			7.1.3 Reasons for measuring
			Figure 7.1 Four key reasons to measure
		7.2 Types of measurements
			7.2.1 Understanding the relationship between measurement and behaviour
			7.2.2 Measurement cascades and hierarchies
			Figure 7.2 Planning and evaluation model
			Table 7.1 The planning and evaluation model levels
		7.3 Success factors and KPIs
			7.3.1 Success factors
			7.3.2 KPIs
			7.3.3 Leveraging SMART
			7.3.4 KPI influence on behaviour
	8 Value streams and practices
		8.1 Value stream mapping
		8.2 Value streams, practices, and processes in the SVS
			8.2.1 Focus on value streams
			8.2.2 Relationship between value streams and practices
			Figure 8.1 The relationship between a value stream and practices
			8.2.3 Relationship between value streams and processes
		8.3 Methods and techniques to direct, plan, and improve value streams and practices
			8.3.1 Addressing the four dimensions
			8.3.2 Applying the guiding principles
			8.3.3 Value stream mapping methods and techniques
			Table 8.1 Typical mistakes in value stream mapping
			8.3.4 Optimization of workflow
			8.3.5 Elimination of waste
			8.3.6 Ensuring and utilizing feedback
	9 Taking the DPI examination
		9.1 Purpose of the ITIL 4 DPI qualification
		9.2 Examination overview
			Table 9.1 Examination weighting by learning outcome
		9.3 Question type examples
			9.3.1 Standard
			9.3.2 Negative
			9.3.3 List
		9.4 Examination modalities
			9.4.1 Sample papers
			9.4.2 Tips for taking the examination
	10 The ITIL 4 certification scheme
		10.1 ITIL Foundation
			Figure 10.1 The ITIL certification scheme
		10.2 ITIL Managing Professional stream
			10.2.1 ITIL Specialist – Create, Deliver and Support
			10.2.2 ITIL Specialist – Drive Stakeholder Value
			10.2.3 ITIL Specialist – High-velocity IT
			10.2.4 ITIL Strategist – Direct, Plan and Improve
		10.3 ITIL Strategic Leader stream
			10.3.1 ITIL Strategist – Direct, Plan and Improve
			10.3.2 ITIL Leader – Digital and IT Strategy
		10.4 ITIL Master
		10.5 ITIL and the T-shaped individual
			Figure 10.2 A T-shaped skillset
			Figure 10.3 A T-shaped service manager
	11 ITIL 4 Direct, Plan and Support syllabus
		Table 11.1 Concepts that are tested in the ITIL 4 Direct, Plan and Improve examination
	Further information
	Index