ITIL 4: Create, Deliver and Support -- Contents -- List of figures -- List of tables -- Foreword -- Preface -- About the ITIL 4 publications -- About the ITIL story -- ITIL Foundation recap -- The ITIL service value system -- Figure 0.1 The ITIL service value system -- The ITIL service value chain -- Figure 0.2 The ITIL service value chain -- The ITIL practices -- Table 0.1 The ITIL management practices -- The ITIL guiding principles -- Governance -- Continual improvement -- Figure 0.3 The continual improvement model -- The four dimensions model -- Figure 0.4 The four dimensions of service management -- CHAPTER 1 INTRODUCTION -- 1 Introduction -- CHAPTER 2 THE EVOLUTION OF PROFESSIONALISM IN IT AND SERVICE MANAGEMENT -- 2 The evolution of professionalism in IT andservice management -- 2.1 Organizations, people, and culture -- 2.1.1 Organizational structures -- 2.1.2 Using the ITIL guiding principles to improve the organizational structure -- 2.2 Building effective teams -- 2.2.1 Roles and competenci -- 2.2.2 Professional IT and service management skills and competencies -- Table 2.1 Competency codes and profiles -- 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 -- Table 3.1 Delivery approaches -- 3.2 Reporting and advanced analytics -- 3.2.1 Data analytics -- Figure 3.1 Data analytics -- 3.2.2 Big data -- 3.3 Collaboration and workflow -- 3.3.1 Collabor -- Table 3.2 Tools and methods that support an Agile approach -- 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 -- Figure 3.2 Manual vs robotic process automation After Schatsky et al. (2016)3 -- 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 -- Figure 4.1 Value streams activity hierarchy -- 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 -- Table 4.1 Service value stream description template -- Table 4.2 Value stream step description template -- 4.1.6 Value stream mapping.

4.1.7 Key metrics when analysing a value stream -- Table 4.3 Workflow metrics -- Figure 4.2 Process timing -- Figure 4.3 Simple representation of a value stream -- Figure 4.4 Complex representation of a value stream -- 4.2 Model value streams for creation, delivery, and support -- 4.2.1 Development of a new service -- Figure 4.5 Development of a new service -- Step 1: Acknowledge and document the service requirements -- Step 2: Decide whether to invest in the new service -- Step 3: Design and architect the new service to meet customer requirements -- Step 4: Build, configure, or buy service components -- Step 5: Deploy service components in preparation for launch -- Step 6: Release new service to customers and users -- 4.2.2 Restoration of a live service -- Figure 4.6 Restoration of a live service -- Step 1: Acknowledge and register the user query -- Step 2: Investigate the query, reclassify it as an incident, and attempt to fix it -- Step 3: Obtain a fix from the specialist team -- Step 4: Deploy the fix -- Step 5: Verify that the incident has been resolved -- Step 6: Request feedback from the user -- Step 7: Identify opportunities to improve the overall system -- 4.3 Using value streams to define a minimum viable practice -- Table 4.4 Minimum viable practice contributions -- Table 4.5 Example of minimum viable practice contributions for service configuration management -- 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 -- Figure 5.1 Demand variations and their effect on capacity -- 5.1.3 How to prioritize work -- 5.1.4 Swarming -- 5.1.5 Shift-left approach -- Table 5.1 Building a 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 -- Figure 5.2 Service integration models -- 5.3 Summary -- CHAPTER 6 CONCLUSION -- 6 Conclusion -- APPENDIX A EXAMPLES OF VALUE STREAMS -- A Appendix A: Examples of value streams -- The ITIL story: Value stream for the development of a new service -- The ITIL story: Value stream for the restoration of a live service -- End note: The ITIL story -- Further research -- Glossary -- Acknowledgements -- Index.