The ITIL SVS describes how all the components and activities of the organization work together as a system to enable value creation.
Each organization’s SVS has interfaces with other organizations, forming an ecosystem that can in turn facilitate value for those organizations, their customers, and other stakeholders.
Guiding Principles
These are universal recommendations that provide guidance to an organization under various conditions. They remain applicable despite changes in the organization's goals, strategies, type of work, or management structures. Examples include focusing on value, starting where you are, and progressing iteratively with feedback. Examples of Guiding Principles The ITIL Guiding Principles
These guiding principles are foundational to ITIL's approach and provide a flexible and adaptable framework for managing and delivering IT services.
Focus on Value
Definition: Everything the organization does should link back directly to value for the stakeholders. Application: Prioritize initiatives, projects, and actions based on their potential to deliver the highest value. Start Where You Are
Definition: Do not start from scratch if existing processes, services, and capabilities can be utilized. Application: Assess and leverage current assets before deciding to make radical changes. Progress Iteratively with Feedback
Definition: Work in a step-by-step manner and use feedback to guide future steps. Application: Break down tasks into manageable sections and use feedback for continuous improvement. Resist the temptation to do everything at once. Even huge initiatives must be accomplished iteratively. By organizing work into smaller, manageable sections that can be executed and completed in a timely manner, the focus on each effort will be sharper and easier to maintain In a well-functioning organization, Feedback is actively collected and processed along the value chain Seeking and using feedback before, throughout, and after each iteration will ensure that actions are focused and appropriate, even in changing circumstances. Collaborate and Promote Visibility
Definition: Work together across boundaries and ensure that information is shared and visible. Application: Encourage teamwork and open communication, making sure information is accessible to all relevant stakeholders. Working together in a way that leads to real accomplishment requires information, understanding, and trust. Work and its results should be made visible, hidden agendas should be avoided, and information should be shared to the greatest degree possible A Stakeholder is anyone who has a stake in the activities of the organization, including the organization itself, its customers and/or users, and many others. The scope of stakeholders can be extensive. Think and Work Holistically
Definition: No service, component, or activity is an island; they are interdependent. Application: Ensure that all aspects of a service are considered and addressed in every action. Keep It Simple and Practical
Definition: Only do what is necessary and avoid unnecessary complexity. Application: Simplify processes, focus on outcomes, and remove any non-value-adding elements. Always use the minimum number of steps to accomplish an objective. Outcome-based thinking should be used to produce practical solutions that deliver valuable outcomes. If a process, service, action, or metric fails to provide value or produce a useful outcome, then eliminate it Optimize and Automate
Definition: Make things as efficient as possible before considering automation. Application: Streamline processes first, then use technology to automate them, ensuring efficiency and consistency. Before an activity can be effectively automated, it should be optimized to whatever degree is possible and reasonable Governance
Refers to the means by which an organization is directed and controlled. It ensures that the organization's practices align with its vision, strategy, and goals. Governance includes the establishment of policies, continuous monitoring, and evaluation to ensure compliance and effectiveness. Service Value Chain
This is a set of interconnected activities that an organization performs to deliver a valuable product or service. It's central to the creation of value through service management. The service value chain includes steps like plan, improve, engage, design & transition, obtain/build, and deliver & support. The 6 value chain activities are: The purpose of the plan value chain activity is to ensure a shared understanding of the vision, current status, and improvement direction for all four dimensions and all products and services across the organization. The purpose of the improve value chain activity is to ensure continual improvement of products, services, and practices across all value chain activities and the four dimensions of service management. The purpose of the engage value chain activity is to provide a good understanding of stakeholder needs, transparency, and continual engagement and good relationships with all stakeholders. The purpose of the design and transition value chain activity is to ensure that products and services continually meet stakeholder expectations for quality, costs, and time to market. The purpose of the obtain/build value chain activity is to ensure that service components are available when and where they are needed, and meet agreed specifications The purpose of the deliver and support value chain activity is to ensure that services are delivered and supported according to agreed specifications and stakeholders’ expectations. Practices
These are sets of organizational resources designed for performing work or accomplishing an objective. Practices include processes, procedures, roles, and technology. Examples of ITIL practices are incident management, problem management, change control, and continual improvement. ITIL Continual Improvement Model: ITIL 4 enhances continual improvement efforts with a structured model. It provides a systematic approach for organizations to improve their services and service management practices. The model guides organizations through a series of steps or stages to manage and implement improvements effectively. Continual improvement takes place in all areas of the organization and at all levels, from strategic to operational. To maximize the effectiveness of services, each person who contributes to the provision of a service should keep continual improvement in mind, and should always be looking for opportunities to improve. 7 Steps of the Continual Improvement Model
What is the vision?
Defining the future state or goals that the organization aims to achieve. Where are we now?
Assessing the current state to establish a baseline for improvement. Where do we want to be?
Setting specific, measurable objectives for the improvements to be achieved. How do we get there?
Planning and detailing the steps or actions required to reach the desired state. Take action
Implementing the planned activities. Did we get there?
Evaluating the outcomes against the set objectives to measure the success of the actions taken. How do we keep the momentum going?
Ensuring that improvements are maintained and identifying opportunities for further enhancements. Challenges
Organizational Silos
Formation of Organizational Silos Definition: Silos in an organization refer to divisions or departments that operate in isolation from others. Causes: They can form due to various reasons such as departmental specialization, differences in management styles, geographical dispersion, or lack of a unified company vision. Nature of Silos: Silos often develop their own sub-cultures and ways of working, making them resistant to change. Impact: This resistance can hinder the implementation of organization-wide changes, innovations, or improvements. Barriers to Information and Expertise Sharing Limited Access: Silos can restrict the flow of information and specialized knowledge across the organization. Consequence: This limitation can lead to inefficiencies, as other departments may not benefit from valuable insights or expertise. Efficiency Loss: Silos often duplicate efforts or resources, leading to increased operational costs. Risk Factors: The lack of shared knowledge and collaboration can result in missed opportunities and higher business risks. Communication and Collaboration Challenges Obstacles in Interaction: Silos create barriers to effective communication and collaboration across different groups. Result: This can lead to misunderstandings, misaligned objectives, and a lack of synergy between departments. Solutions to Overcome Silos Promoting Cross-Departmental Interaction: Encourage communication and collaboration across different departments. Unified Vision and Goals: Develop and communicate a clear, organization-wide vision and objectives. Leadership and Culture: Leaders should foster a culture of openness, shared learning, and collective responsibility. Technology and Processes: Implement systems and processes that facilitate information sharing and joint problem-solving.
Section 4: Guiding Principles and Practices of ITIL
