ITIL 4: High Velocity IT

ITIL® 4: High-velocity IT
	ITIL® 4: High-velocity IT
		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 2.1 Digital technology
			Figure 2.2 Information system technology stack
			Figure 2.3 The IT value stack
			Figure 2.4 Digital transformation and IT transformation
			Figure 2.5 Examples of sourcing options for an IT function
			Figure 2.6 Objectives from an economic perspective
			Figure 2.7 Key characteristics of HVIT
			Figure 2.8 A value stream with three workstations
			Figure 2.9 The ITIL service value system
			Figure 2.10 Service interaction and the band of visibility
			Figure 2.11 Digital product lifecycle from two perspectives: consumer and provider
			Figure 2.12 Customer journey model
			Figure 2.13 Digital product lifecycles from a consumer’s perspective
			Figure 2.14 The ITIL service value chain
			Figure 2.15 DevOps activities in a continuous loop
			Figure 2.16 DevOps and the service value chain
			Figure 2.17 The service consumer’s perspective
			Figure 2.18 Interacting service value chains
			Figure 2.19 Example value stream referring to service value chain activities
			Figure 2.20 The value stream in context
			Figure 2.21 Value stream positioned with respect to governance, execution, and improvement
			Figure 2.22 Multiple management practices involved in a value stream, depicted in a variation of a Porter value chain
			Figure 2.23 The four dimensions of service management including the six PESTLE factors
			Figure 3.1 Key behaviour patterns
			Figure 3.2 Heat map of the importance of the key behaviour patterns to ethics
			Figure 3.3 Heat map of the importance of the key behaviour patterns to design thinking
			Figure 3.4 Heat map of the importance of the key behaviour patterns to reconstructing for service agility
			Figure 3.5 Heat map of the importance of the key behaviour patterns to safety culture
			Figure 3.6 Heat map of the importance of the key behaviour patterns to stress prevention
			Figure 3.7 The Cynefin framework
			Figure 3.8 Heat map of the importance of the key behaviour patterns to working in complex environments
			Figure 3.9 Heat map of the importance of the key behaviour patterns to Lean culture
			Figure 3.10 The ITIL continual improvement model
			Figure 3.11 Improvement domains
			Figure 3.12 Toyota Kata10
			Figure 3.13 Heat map of the importance of the key behaviour patterns to continual improvement
			Figure 4.1 Heat map of the contribution of prioritization to the service value chain
			Figure 4.2 Heat map of the contribution of a minimum viable approach to the service value chain
			Figure 4.3 Heat map of the contribution of product or service ownership to the service value chain
			Figure 4.4 Time-limited experimentation with A/B testing
			Figure 4.5 Heat map of the contribution of A/B testing to the service value chain
			Figure 4.6 Effect of size of change
			Figure 4.7 Heat map of the contribution of infrastructure as code to the service value chain
			Figure 4.8 Heat map of the contribution of loosely coupled information system architecture to the service value chain
			Figure 4.9 Heat map of the contribution of retrospectives to the service value chain
			Figure 4.10 Heat map of the contribution of blameless post-mortems to the service value chain
			Figure 4.11 Faster value realization with an iterative approach
			Figure 4.12 Heat map of the contribution of continual business analysis to the service value chain
			Figure 4.13 Heat map of the contribution of CI/CD to the service value chain
			Figure 4.14 Heat map of the contribution of continuous testing to the service value chain
			Figure 4.15 An example of a Kanban board
			Figure 4.16 Heat map of the contribution of Kanban to the service value chain
			Figure 4.17 Heat map of the contribution of technical debt to the service value chain
			Figure 4.18 Heat map of the contribution of chaos engineering to the service value chain
			Figure 4.19 Heat map of the contribution of definition of done to the service value chain
			Figure 4.20 Heat map of the contribution of version control to the service value chain
			Figure 4.21 Heat map of the contribution of AIOps to the service value chain
			Figure 4.22 Heat map of the contribution of ChatOps to the service value chain
			Figure 4.23 Heat map of the contribution of SRE to the service value chain
			Figure 4.24 Heat map of the contribution of service experience to the service value chain
			Figure 4.25 Heat map of the contribution of DevOps Audit Defense Toolkit to the service value chain
			Figure 4.26 Heat map of the contribution of DevSecOps to the service value chain
			Figure 4.27 Peer review formality spectrum
			Figure 4.28 Heat map of the contribution of peer review to the service value chain
		List of tables
			Table 0.1 The ITIL management practices
			Table 2.1 HVIT objectives
			Table 2.2 Key characteristics of high-velocity IT
			Table 2.3 Summary of the influence of HVIT characteristics on ITIL service value chain activities
			Table 2.4 Stages of the digital product lifecycle
			Table 2.5 Practices and their relevance to the five objectives
			Table 3.1 Models and concepts and related key behaviour patterns
			Table 3.2 Elements of Lean culture
			Table 4.1 Practices for which prioritization is relevant
			Table 4.2 Practices for which a minimum viable approach is relevant
			Table 4.3 Practices for which product or service ownership is relevant
			Table 4.4 Practices for which A/B testing is relevant
			Table 4.5 Practices for which infrastructure as code is relevant
			Table 4.6 Practices for which loosely coupled information system architecture is relevant
			Table 4.7 Practices for which retrospectives are relevant
			Table 4.8 Practices for which blameless post-mortems are relevant
			Table 4.9 Practices for which continual business analysis is relevant
			Table 4.11 Types of software testing
			Table 4.12 Practices for which continuous testing is most relevant
			Table 4.13 Practices for which Kanban is relevant
			Table 4.14 Practices for which technical debt is relevant
			Table 4.15 Practices for which chaos engineering is relevant
			Table 4.16 Practices for which the definition of done is relevant
			Table 4.17 Practices for which version control is relevant
			Table 4.18 Practices for which AIOps is relevant
			Table 4.19 Practices for which ChatOps is relevant
			Table 4.20 Practices for which SRE is relevant
			Table 4.21 Practices for which service experience is relevant
			Table 4.22 Practices for which the DevOps Audit Defense Toolkit is relevant
			Table 4.23 Practices for which DevSecOps is relevant
			Table 4.24 Activities in different peer review approaches
			Table 4.25 Practices for which peer review is relevant
		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 Audience and scope
			1.2 Background and context
	CHAPTER 2: KEY CONCEPTS OF HIGH-VELOCITY IT
		2 Key concepts of high‑velocity IT
			2.1 High-velocity IT
			2.2 Digital technology
				2.2.1 Information technology
				2.2.2 Operational technology
			2.3 Digital organizations
			2.4 Digital transformation
				2.4.1 IT transformation
		2.5 High-velocity IT objectives and key characteristics
			2.5.1 High-velocity IT objectives
			2.5.2 Key characteristics of high-velocity IT
		2.6 Adopting the ITIL service value system to enable high-velocity IT
			2.6.1 Digital products and services
			2.6.2 Digital product lifecycles
			2.6.3 The ITIL service value chain
			2.6.4 Value streams
			2.6.5 ITIL management practices
			2.6.6 The four dimensions of service management
			2.6.7 External factors
			2.6.8 Governance and management
		2.7 Summary
	CHAPTER 3: HIGH-VELOCITY IT CULTURE
		3 High-velocity IT culture
			3.1 Key behaviour patterns
				3.1.1 Accept ambiguity and uncertainty
				3.1.2 Trust and be trusted
				3.1.3 Continually raise the bar
				3.1.4 Help get customers’ jobs done
				3.1.5 Commit to continual learning
			3.2 Models and concepts of HVIT culture
				3.2.1 Purpose
				3.2.2 People
				3.2.3 Progress
			3.3 ITIL guiding principles
				3.3.1 Focus on value
				3.3.2 Start where you are
				3.3.3 Progress iteratively with feedback
				3.3.4 Collaborate and promote visibility
				3.3.5 Think and work holistically
				3.3.6 Keep it simple and practical
				3.3.7 Optimize and automate
			3.4 Summary
	CHAPTER 4: HIGH-VELOCITY TECHNIQUES
		4 High-velocity IT techniques
			4.1 Techniques for valuable investments
				4.1.1 Prioritization techniques
				4.1.2 Minimum viable products and services
				4.1.3 Product or service ownership
				4.1.4 A/B testing
			4.2 Techniques for fast development
				4.2.1 Infrastructure as code
				4.2.2 Loosely coupled information system architecture
			4.2.3 Reviews
			4.2.4 Continual business analysis
			4.2.5 Continuous integration, continuous delivery, and continuous deployment
			4.2.6 Continuous testing
			4.2.7 Kanban
			4.3 Techniques for resilient operations
				4.3.1 Technical debt
				4.3.2 Chaos engineering
				4.3.3 Definition of done
				4.3.4 Version control
				4.3.5 AIOps
				4.3.6 ChatOps
				4.3.7 Site reliability engineering
			4.4 Techniques for co-created value
				4.4.1 Service experience
			4.5 Techniques for assured conformance
				4.5.1 DevOps Audit Defense Toolkit
				4.5.2 DevSecOps
				4.5.3 Peer review
			4.6 Summary
	CHAPTER 5: CONCLUSION
		5 Conclusion
END NOTE: THE ITIL STORY
	End note: The ITIL story
FURTHER RESEARCH
	Further research
GLOSSARY
	Glossary
ACKNOWLEDGEMENTS
	Acknowledgements
INDEX
	Index