ITIL 4: Drive Stakeholder Value Reference and Study Guide

ITIL® 4: Drive Stakeholder Value Reference and Study Guide
	Contents
	Foreword
	Acknowledgements
	About this guide
	1 Introduction
	2 Customer journeys
		2.1 Co-creating service value through customer journeys
			Figure 2.1 The band of visibility
			Figure 2.2 Relationships between value streams and customer journeys
			Figure 2.3 Three aspects of the customer and user experience
			2.1.1 Stakeholder aspirations
			Table 2.1 The purposes of identifying, understanding, and mastering the customer journey
		2.2 Designing and improving customer journeys
			Figure 2.4 The stages involved in designing end-to-end customer journeys and experiences
			2.2.1 Personas
			2.2.2 Scenarios
			2.2.3 Customer journey maps
			Figure 2.5 Example of a customer journey map
			Figure 2.6 The Johari window
			2.2.4 Designing the customer journey (service blueprint)
			Figure 2.7 The eight dimensions of culture
			2.2.5 Measuring and improving the customer journey
			2.2.6 Customer journey steps
			Table 2.2 The stepping stones of the customer journey
	3 Step 1: Explore – understand markets and stakeholders
		3.1 Customer needs and impacting factors
			3.1.1 Purpose
			3.1.2 External factors
			3.1.3 Internal factors
			3.1.4 SWOT analysis
			3.1.5 Objectives and opportunities
			3.1.6 Risks and mitigation
		3.2 Identifying service providers and value propositions
		3.3 Market characteristics
		3.4 Marketing activities and techniques
			Figure 3.1 The AIDA model
	4 Step 2: Engage – foster relationships
		Figure 4.1 Aspects of service value
		4.1 Communication and collaboration
			Table 4.1 Three modes of listening and their application in different service management situations
		4.2 Service relationship types
			4.2.1 Basic relationship
			4.2.2 Cooperative relationship
			Table 4.2 Engaging and fostering relationships in different environments
			Table 4.3 Pros and cons for a basic service relationship
			4.2.3 Partnership
			4.2.4 Managing suppliers and partners
			Table 4.4 Relationship management service integrator activities
		4.3 Customer relationships and engagement
			Figure 4.2 The service relationship ladder
			4.3.1 Creating an environment that allows relational patterns
			Table 4.5 The steps of the service relationship ladder
			4.3.2 Building and sustaining trust and relationships
			Table 4.6 The three Cs model applied to a service relationship
			4.3.3 Understanding service provider capabilities
			4.3.4 Understanding customer needs
			Figure 4.3 Example of a value driver framework
			4.3.5 Assessing mutual readiness and maturity
			Table 4.7 Types of assessment in the engage step
		4.4 Relationship management practice
			4.4.1 Purpose
			4.4.2 Practice success factors
		4.5 Supplier management practice
			4.5.1 Purpose
			4.5.2 Practice success factors
	5 Step 3: Offer – shape demand and service offerings
		5.1 Managing demand and opportunities
			5.1.1 Patterns of business activity
			5.1.2 Optimizing capacity
			5.1.3 Building the customer’s business case
			5.1.4 Building the service provider’s business case
		5.2 Specifying and managing customer requirements
			5.2.1 Roles and responsibilities
			Figure 5.1 The service delivery triangle: the roles involved intransforming needs into requirements
			5.2.2 Managing requirements
			5.2.3 Separating the problem from the solution
			5.2.4 Minimum viable product
			5.2.5 User stories and story mapping
			Figure 5.2 An example of story mapping
			5.2.6 The MoSCoW method
			5.2.7 Weighted shortest job first
			Figure 5.3 Cost of delay divided by duration adapted to service management terms
		5.3 Designing digital services
			5.3.1 Lean thinking
			5.3.2 Agile product and service development
			5.3.3 User-centred design and service design thinking
			5.3.4 Service blueprinting
			Figure 5.4 Example of a service blueprint
			5.3.5 Designing for onboarding
		5.4 Selling and obtaining services
			5.4.1 Pricing
			Table 5.1 Pricing options
			5.4.2 Internal sales
			5.4.3 External sales
		5.5 Business analysis practice
			5.5.1 Purpose
			5.5.2 Practice success factors
	6 Step 4: Agree – align expectations and agree service
		6.1 Plan for value co-creation
			6.1.1 Types of service value drivers
			6.1.2 Service interaction method
			6.1.3 Inherent and assigned characteristics of services
		6.2 Negotiate and agree service levels
			6.2.1 From needs to agreement
			Figure 6.1 Limitation of agreements: from service consumer needs to agreement
			6.2.2 Negotiating and agreeing service utility, warranty, and experience
		6.3 Service level management practice
			Figure 6.2 Key activities of the service level management practice
			6.3.1 Purpose
			6.3.2 Practice success factors
	7 Step 5: Onboard – get on board or leave the journey
		Table 7.1 The purposes of onboarding and offboarding
		7.1 Planning onboarding
			7.1.1 Onboarding goals
			7.1.2 Onboarding scope
			Table 7.2 Examples of consumer resources to onboard
			7.1.3 Onboarding actions
			7.1.4 Onboarding control
			Table 7.3 Examples of onboarding actions
		7.2 Fostering user relationships
			7.2.1 Fostering relationships with corporate users
			7.2.2 Fostering relationships with individual consumers
			Table 7.4 Relationship management with individual service consumers
		7.3 User engagement and delivery channels
			Figure 7.1 Seamless user journey with omnichannel management
			Table 7.5 Examples of omnichannel challenges
		7.4 Enabling users for service
		7.5 Elevating mutual capabilities
		7.6 Offboarding
			7.6.1 Customer offboarding
			7.6.2 User offboarding
		7.7 Service catalogue management practice
			7.7.1 Purpose
			7.7.2 Practice success factors
		7.8 Service desk practice
			7.8.1 Purpose
			7.8.2 Terms and concepts
			7.8.3 Practice success factors
	8 Step 6: Co-create – provide and consume
		8.1 A service mindset
			8.1.1‘ Invisible’ users
		8.2 Provisioning user services
		8.3 Requesting services
		8.4 Triaging requests
			8.4.1 When things go wrong
			8.4.2 Moments of truth
			8.4.3 Intelligent disobedience
		8.5 Customer and user feedback
			Table 8.1 Examples of challenges for customer and user feedback
		8.6 User communities
		8.7 Service request management practice
			8.7.1 Purpose
			8.7.2 Practice success factors
	9 Step 7: Realize – capture value and improve
		9.1 Realizing service value
			Table 9.1 Tracking, assessing, and evaluating value realization in different types of service relationships
		9.2 Tracking service value
			Figure 9.1 ITIL planning and evaluation model
			9.2.1 Tracking performance, output, and outcome
			Figure 9.2 The service profit chain
			9.2.2 Tracking experience and satisfaction
			9.2.3 Tracking service usage
		9.3 Assessing and reporting service value
		9.4 Evaluating service value
			9.4.1 Evaluation and verification
			9.4.2 Continual improvement
		9.5 Realizing value for the service provider
		9.6 Portfolio management practice
			Figure 9.3 An organization’s portfolios enable return on investments
			9.6.1 Purpose
			9.6.2 Practice success factors
	10 Taking the DSV examination
		10.1 Purpose of the ITIL 4 DSV qualification
		10.2 Examination overview
			Table 10.1 Examination weighting by learning outcome
		10.3 Question type examples
			10.3.1 Standard
			10.3.2 Negative
			10.3.3 List
		10.4 Examination modalities
			10.4.1 Sample papers
			10.4.2 Tips for taking the examination
	11 The ITIL 4 certification scheme
		11.1 ITIL Foundation
			Figure 11.1 The ITIL certification scheme
		11.2 ITIL Managing Professional stream
			11.2.1 ITIL Specialist – Create, Deliver and Support
			11.2.2 ITIL Specialist – Drive Stakeholder Value
			11.2.3 ITIL Specialist – High-velocity IT
			11.2.4 ITIL Strategist – Direct, Plan and Improve
		11.3 ITIL Strategic Leader stream
			11.3.1 ITIL Strategist – Direct, Plan and Improve
			11.3.2 ITIL Leader – Digital and IT Strategy
		11.4 ITIL Master
		11.5 ITIL and the T-shaped individual
			Figure 11.2 A T-shaped skillset
			Figure 11.3 A T-shaped service manager
	12 ITIL 4: Drive Stakeholder Value syllabus
		Table 12.1 Concepts that are tested in the ITIL 4 Drive Stakeholder Value examination
	References
	Further information
	Index