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Instructor Package - Supplement

ITIL 4 Premium Quick

Reference Guide
English (en-US)
Quick Reference guide

I T I L ® F o u n d ati o n

ITIL®4

ITIL®
Training content licensed to Ferran is aissued
Martí, registered trade markedition
on 01-04-2019, of AXELOS
2019Limited,
by ARTICused under permission
CONSULTORS
of AXELOS Limited. All rights reserved.
Copyright and Disclaimer

ITIL® Foundation Quick Reference Guide | r1.1.0

Copyright
Copyright © AXELOS Limited 2019. All rights reserved.
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in part, be copied, reproduced, translated, photocopied, or reduced to any medium without prior and
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rights reserved.
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The information in this course is written using a blend of British and American English. Although every
effort has been made regarding the usage of correct spelling, punctuation, vocabulary, and grammar
with regard to the Standard English, publisher accepts no responsibility for any loss or inconvenience
caused due to the regional differences in the usage of the English language.

Training content licensed to Ferran Martí, issued on 01-04-2019, edition 2019 by ARTIC CONSULTORS
Contents
Preface vi

Section 1: Key Concepts of Service Management 1

Learning Outcome 1 1
Service 2
Service Management 2
Organization 2
Value 2
Customer, User, and Sponsor 4
Service Offering 4
Services Facilitate Outcomes 5
Utility and Warranty 6
Service Relationships 6
Section 2: The Four Dimensions of Service Management 8
Learning Outcome 3 8
Introduction 8
Four Dimensions and the Service Value System 9
Organizations and People 9
Key Characteristics of the Organizations and People Dimension 10
Information and Technology 10
Partners and Suppliers 12
Value Streams and Processes 13
Section 3: The ITIL Service Value System 15
Learning Outcome 4 15
Introduction 15
Section 4: The ITIL Guiding Principles 17
Learning Outcome 2 17
Introduction 17
The Seven ITIL Guiding Principles 19
Section 5: The ITIL Service Value Chain 27
Learning Outcome 5 27
Service Value 27
Section 6: The ITIL Continual Improvement 29
The Continual Improvement Model 30
Section 7: The ITIL® Practices 34
Learning Outcome 6 34
Learning Outcome 7 34
Seven Core ITIL Practices 36
Incident Management 39
Problem Management 40
Service Request Management 40
Service Desk 41
Service Level Management 41
Key Terms and Definitions 42

Copyright © 2019 │ iii

Training content licensed to Ferran Martí, issued on 01-04-2019, edition 2019 by ARTIC CONSULTORS
Preface
The Quick Reference Guide provides the learning content for the ITIL 4 Foundation certification in a
concise and summarized form – in alignment with learning outcomes of the syllabus. The purpose
of this document is to revise the concepts to prepare for the ITIL 4 Foundation exam. This document
should not be considered a replacement of Course Book, but should be considered a supplementary
learning material.

Training content licensed to Ferran Martí, issued on 01-04-2019, edition 2019 by ARTIC CONSULTORS
Section 1
Key Concepts of Service
Management

Learning Outcome 1:

Understand the key concepts of service management

Assessment Criteria 1.1: Recall the definition of:
a) Service
b) Utility
c) Warranty
d) Customer
e) User
f) Service management
g) Sponsor

Assessment Criteria 1.2: Describe the key concepts of creating value with services:
a) Cost
b) Value
c) Organization
d) Outcome
e) Output
f) Risk
g) Utility
h) Warranty

Assessment Criteria 1.3: Describe the key concepts of service relationships:

a) Service offering
b) Service relationship management
c) Service provision
d) Service consumption

Based on AXELOS ITIL® Foundation (ITIL® 4 edition), 2019 material. Reproduced under
licence from AXELOS Limited. All rights reserved.
Quoted text Source is ITIL® Foundation (ITIL® 4 edition), 2019. Copyright © AXELOS Limited 2019.
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Quick Reference Guide | ITIL® Foundation

Service

“A means of enabling value co-creation by facilitating outcomes

that customers want to achieve, without the customer having to
manage specific costs and risks.”

Service Management

“Service management is defined as a set of specialized

organizational capabilities for enabling value to customers in the
form of services.”

Developing the specialized organizational capabilities mentioned in

the definition of service management requires an understanding of:
the nature of value
the nature and scope of the stakeholders involved
how value creation is enabled through services

Organization

“A person or a group of people that has its own functions with

responsibilities, authorities and relationships to achieve its
objectives.”

An organization can be a legal entity, a part of a legal entity, or a

number of legal entities. Each organization depends on others in its
operation and development.
Organizations may hold different roles, depending on the different
perceptions. In the context of service management, an organization
can act as a service provider or as a service consumer; in reality, an
organization can play both roles at any given moment.

Value

“Value is the perceived benefits, usefulness and importance of

something.”

Training content licensed to Ferran Martí, issued on 01-04-2019, edition 2019 by ARTIC CONSULTORS
Section 1 | Key Concepts of Service Management

The purpose of an organization is to create value for stakeholders.

Different person, groups, or entities in an organization always operate
in an integrated and coordinated way to facilitate value creation and
fulfil a common set of objectives.
Value is not a fixed term; it is subjected to the perception of the
stakeholders, whether they are the service consumer or part of the
service provider organization(s).
Value is co-created through an active collaboration between providers
and consumers, as well as other organizations that are part of the
relevant service relationships.

Service Provider
(Employees,
Managers, and
Service Owners)
Consumer

Other Stakeholders
(investors and
shareholders,
regulators,
partners,
communities, and
societies)

Different stakeholders participate in

creation of value

Key Information
The central component of service management is service. The
service provider delivers value through service. The services
that an organization provide are based on products. Products
are configuration of an organization’s resources designed to offer
value for a consumer.

Based on AXELOS ITIL® Foundation (ITIL® 4 edition), 2019 material. Reproduced under
licence from AXELOS Limited. All rights reserved.
Quoted text Source is ITIL® Foundation (ITIL® 4 edition), 2019. Copyright © AXELOS Limited 2019.
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Quick Reference Guide | ITIL® Foundation

Customer, User, and Sponsor

Service consumer is a generic role that is used to simplify the
relationship between service provider and service consumer in a
service relationship. In practice, the service consumption involves
more specific roles such as customer, users and sponsors. These
roles can be separate or combined.

Customer

“A person who defines the requirements for a service and takes

responsibility for the outcomes of service consumption.”

User

“A person who uses services.”

Sponsor

“A person who authorizes budget for service consumption.”

Service Offering

“Service offering is a description of one or more services,

designed to address the needs of a target consumer group.
A service offering may include goods, access to resources, and
service actions.”

Service providers present their services to consumers in the form of

service offerings, which describe one or more services based on one
or more products.
Different service offerings can be created based on the same product,
which allows the product to be used in multiple ways to address the
needs of different consumer groups.

Product

“A configuration of an organization’s resources designed to offer

value for a consumer.”

Training content licensed to Ferran Martí, issued on 01-04-2019, edition 2019 by ARTIC CONSULTORS
Section 1 | Key Concepts of Service Management

Services Facilitate Outcomes

Key Information
A service is a means of enabling value co-creation by facilitating
outcomes that customers want to achieve without the customer
having to manage specific costs and risks.

Output

“An output is a tangible or intangible deliverable of an activity.”

Outcome

“An outcome is a result for a stakeholder enabled by one or more

outputs.”

Service relationships are perceived as valuable only when they have

more positive effects than negative, as depicted.

Cost

“The amount of money spent on a specific activity or resource.”

From the service consumer’s perspective, there are two types of costs
involved in service relationships:
Costs removed from the consumer by the service (part of the
value proposition)
Costs imposed on the consumer by the service is basically the
costs of service consumption (costs of service consumption)

Risk

“A possible event that could cause harm or loss, or make it more

difficult to achieve objectives.”

From the service consumer’s perspective, there are two types of risks:
Risks removed from the consumer by the service
Risks imposed on the consumer by the service

Based on AXELOS ITIL® Foundation (ITIL® 4 edition), 2019 material. Reproduced under
licence from AXELOS Limited. All rights reserved.
Quoted text Source is ITIL® Foundation (ITIL® 4 edition), 2019. Copyright © AXELOS Limited 2019.
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Quick Reference Guide | ITIL® Foundation

Utility and Warranty

Utility Warranty
Utility is the functionality offered by a product Warranty is the assurance that a product or
or service to meet a particular need. service will meet agreed requirements.
• Represents what the service does • Represents how the service performs
• Determines whether a service is ‘fit for • Determines whether a service is ‘fit
purpose’ for use’
• Requires that a service must either • Requires that a service has defined and
support the performance of the consumer agreed conditions that are met
or remove constraints from the consumer • Ensures the appropriate level of
availability, capacity, continuity, and
security

Service Relationships
To create value, an organization must do more than simply provide
a service. It must also cooperate with the consumers in service
relationships.

Key Information
Service relationships are established between two or more
organizations to co-create value. In a service relationship,
organizations will take on the roles of service providers or service
consumers. The two roles are not mutually exclusive, and
organizations typically both provide and consume a number of
services at any given time.

Training content licensed to Ferran Martí, issued on 01-04-2019, edition 2019 by ARTIC CONSULTORS
Section 1 | Key Concepts of Service Management

Service relationships include service relationship management,

service provision, and service consumption.

Based on AXELOS ITIL® Foundation (ITIL® 4 edition), 2019 material. Reproduced under
licence from AXELOS Limited. All rights reserved.
Quoted text Source is ITIL® Foundation (ITIL® 4 edition), 2019. Copyright © AXELOS Limited 2019.
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Section 2
The Four Dimensions of
Service Management

Learning Outcome 3:

Understand the four dimensions of service management

3.1 Describe the four dimensions of service management (3):
a) Organizations and people (3.1)
b) Information and technology (3.2)
c) Partners and suppliers (3.3)
d) Value streams and processes (3.4-3.4.2)

Introduction
To support a holistic approach to service management, ITIL defines four dimensions that collectively
are critical to the effective and efficient facilitation of value for customers and other stakeholders in the
form of products and services. These are:
Organizations and people
Information and technology
Partners and suppliers
Value streams and processes

Training content licensed to Ferran Martí, issued on 01-04-2019, edition 2019 by ARTIC CONSULTORS
Section 2 | The Four Dimensions of Service Management

Failing to address all four dimensions properly may result in services becoming undeliverable, or not
meeting expectations of quality or efficiency.

Four Dimensions and the Service Value System

The four dimensions represent perspectives which are relevant to the whole service value system,
including the entirety of the service value chain and ITIL practices.

Relationships
Skills and Exchange between different Information,
competencies of of information components of the knowledge, and
teams or individual Formal between different SVS, such as the technologies
members, organizational services and inputs and outputs necessary for
management and structures service of activities and service
leadership styles. and culture. components. practices. management.
Information
created, managed,
Roles, and used in the course
responsibilities, of service provision and
and systems of consumption, and the
authority and technologies that
communication. support and enable
a particular
service.

Working of
various parts of the
Relationships organization in an
with other integrated and coordinated
organizations that are way to enable value
involved in the design, creation through
development, deployment, products and
delivery, support, and/or Identification services.
continual improvement Contacts and Activities,
and removal of Identification
of services. workflows, controls,
other agreements any barriers to and understanding
and procedures
between the workflow and of the various value
needed to achieve
organization and its non-value-add streams and structuring
agreed
partners or activities, the organization’s service
objectives.
suppliers. that is waste. and product portfolios
around value
streams
allows.

Organizations and People

Key Information
The organizations and people dimension relates to the way an organization is structured and
managed and that the roles, responsibilities, systems of authority, and communication are well
defined and support the overall strategy and operating model of the organization.

Based on AXELOS ITIL® Foundation (ITIL® 4 edition), 2019 material. Reproduced under
licence from AXELOS Limited. All rights reserved.
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Quick Reference Guide | ITIL® Foundation

Key Characteristics of the Organizations and

People Dimension
Well-Defined Organizational Structure
Organizations need a well-defined structure to align their people
with the overall organizational strategy and operating model.
People need to have a clear understanding of reporting
lines, roles and responsibilities, systems of authority, and
communication model.

Healthy Organizational Culture

The organization should supports its objectives, and the right
level of capacity and competency among its workforce.
The leaders of the organization should support values which
motivate people to work in desirable ways.
Adopting the ITIL guiding principles can be a good starting point
for establishing a healthy organizational culture.

People and Organizational Skills and Competencies

People being a key element of the organization should be
updated on the skills and competencies, management and
leadership styles and communication and collaboration skills.
It is essential for people to understand not only their role and
specialization but those of others as well.

Common Organizational Objective

Every person in the organization should have a clear understanding
of the common organizational objective and their contribution
towards creating value for the organization, its customers, and other
stakeholders. Promoting a focus on value creation is an effective
method of breaking down organizational silos.

Information and Technology

Key Information
The information and technology dimension relates to the
information and knowledge necessary for the management of
services, as well as the technologies required. It also includes the
relationships between different components of the SVS, such as
the inputs and outputs of activities and practices.

The information and technology dimension includes the information

created, managed, and used in the course of service provision and
consumption, and the technologies that support and enable that service.
Based on AXELOS ITIL® Foundation (ITIL® 4 edition), 2019 material. Reproduced under
licence from AXELOS Limited. All rights reserved.
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Training content licensed to Ferran Martí, issued on 01-04-2019, edition 2019 by ARTIC CONSULTORS
Section 2 | The Four Dimensions of Service Management

Information
When dealing with the information part of the information and technology
dimension, an organization should answer the following questions:

What information What supporting How will you protect,

will the services information and manage, archive,
manage? knowledge do you and dispose of the
require to deliver information and
and manage the knowledge assets?
services?

? ? ?
Challenges
Information Information of Information
Management Exchange Management

Information Management
Information management is the primary means of enabling customer
value. Information is usually the key output of the IT services which
are consumed by business customers.

Information Exchange
It is important to consider how information is exchanged between
different services and service components.
The information architecture of the various services needs to be
understood and continually optimized, based on different criteria
as the availability, reliability, accessibility, timeliness, accuracy,
and relevance of the information provided to users and exchanged
between services.

Challenges of Information Management

The information and technology dimension also focuses on the
challenges of managing information. For example, an organization
may be subjected to the European Union’s General Data Protection
Regulation (GDPR), which influences its information management
policies and practices.

Based on AXELOS ITIL® Foundation (ITIL® 4 edition), 2019 material. Reproduced under
licence from AXELOS Limited. All rights reserved.
Quoted text Source is ITIL® Foundation (ITIL® 4 edition), 2019. Copyright © AXELOS Limited 2019.
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Technology
Service management increasingly benefits from developments in
technology.
Technologies that support service management include, but are not
limited to:
Workflow management systems
Knowledge bases
Inventory systems
Communication systems
Analytical tools

Technology is used at all levels, from strategic planning and portfolio

optimization to system monitoring and user support: artificial
intelligence, machine learning, blockchain and other cognitive
computing solutions.
Culture of an organization and nature of business may have a
significant impact on the technologies it chooses to use.

Partners and Suppliers

Key Information
The partners and suppliers dimension includes an organization’s
relationships with other organizations that are involved in the
design, development, deployment, delivery, support and/or continual
improvement of services. It also incorporates contracts and other
agreements between the organization and its partners or
suppliers.

Relationships between organizations may involve various levels of

integration and formality.
This ranges from formal contracts with clear separation of
responsibilities, to flexible partnerships where parties share common
goals and risks, and collaborate to achieve desired outcomes.
When dealing with suppliers, different factors can impact the overall
strategy of the organization: strategic focus, corporate culture,
resource scarcity, cost concerns, subject matter expertise, external
constraints, and demand patterns.

Training content licensed to Ferran Martí, issued on 01-04-2019, edition 2019 by ARTIC CONSULTORS
Section 2 | The Four Dimensions of Service Management

Value Streams and Processes

Key Information
The value streams and processes dimension relates to how the
various parts of the organization work in an integrated and
coordinated way to enable value creation through products
and services. The dimension focuses on what activities the
organization undertakes and how they are organized, as well as
how the organization ensures that it is enabling value creation for all
stakeholders efficiently.

Value Streams

“A value stream is a series of steps that an organization uses to

create and deliver products and services to a service consumers.
A value stream is a combination of the organization’s value chain
activities.”

Value streams should be defined by organizations for each of their

products and services.
Increased Productivity
• Analyze the current
workflow to find waste,
obstacles and non-value
adding activities.
• Identify the opportunities to
Improved Performance increase value-adding
• Identify and understand activities across the service
various value streams. value chain.

Better Understanding Continual Improvement

• Structure the organization’s • Value streams should be
service and product continually improved or
portfolios around value refined to meet the
streams to have a clear organizational strategy
understanding of what value and the objective in an
does an organization deliver optimal way.
and how and to enable
continual improvements to
its services.

Based on AXELOS ITIL® Foundation (ITIL® 4 edition), 2019 material. Reproduced under
licence from AXELOS Limited. All rights reserved.
Quoted text Source is ITIL® Foundation (ITIL® 4 edition), 2019. Copyright © AXELOS Limited 2019.
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Quick Reference Guide | ITIL® Foundation

Processes

“A set of interrelated or interacting activities that transform

inputs into outputs. A process takes one or more defined inputs
and turns them into defined outputs. Processes define the
sequence of actions and their dependencies.”

Processes are usually detailed in procedures, which outline who is

involved in the process, and work instructions, which explain how they
are carried out.

Training content licensed to Ferran Martí, issued on 01-04-2019, edition 2019 by ARTIC CONSULTORS
Section 3
The ITIL Service Value
System

Learning Outcome 4:

Describe the ITIL service value system

Introduction
For service management to function properly, it needs to work as a
system.
The ITIL service value system (SVS) describes the inputs to this
system (opportunity and demand).
The elements of this system (organizational governance,
service management, continual improvement, and the
organization’s capabilities and resources).
The outputs (achievement of organizational objectives
and value for the organization, its customers, and other
stakeholders).

Key Information
The ITIL SVS describes how all the components and activities
of the organization work together as a system to enable value
creation. The purpose of the SVS is to ensure that the organization
constantly co-creates value with all stakeholders through the use
and management of products and services.

The purpose of the SVS is to ensure that the organization co-creates

value with all stakeholders through the use and management of
products and services.
The key inputs to the SVS are opportunity and demand. Opportunity
and demand trigger activities within the ITIL SVS, and these activities
lead to the creation of value.

Based on AXELOS ITIL® Foundation (ITIL® 4 edition), 2019 material. Reproduced under
licence from AXELOS Limited. All rights reserved.
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Quick Reference Guide | ITIL® Foundation

Opportunity: Options or
possibilities that add value
for stakeholders.
Demand: The need or
desire for products and
services among internal and
Output
external consumers.

Value in terms
of perceived
benefits,
Inputs usefulness and
importance of
something.

The ITIL SVS includes the following elements:

Guiding principles: Refer to recommendations that guide organizations in all circumstances,
regardless of changes in its goals, strategies, type of work, or management structure.
Governance: Refers to the means by which an organization is directed and controlled.
Service value chain: Refers to a set of activities performed by an organization to deliver a valuable
product or services its consumers.
Practices: Refer to a set of organizational resources designed to perform work or accomplish
an objective.
Continual improvement: Refer to a recurring activity performed at all levels to ensure that an
organization’s performance continually meets stakeholders’ expectations.

Key Information
The ITIL SVS has been specifically designed to discourage siloed working and enable flexibility.
The service value chain and practices in the SVS do not have a fixed rigid structure and can be
combined in multiple value streams to address the needs of the organization in a variety of scenarios.
Organizations can define and redefine their value streams in a flexible, yet safe and efficient manner.
This requires continual improvement activity to be carried out at all levels of the organization.
The continual improvement and overall operation of an organization are shaped by the ITIL
guiding principles. The guiding principles create a foundation for a shared culture across the
organization, and support collaboration and cooperation within and between the teams.

The ITIL SVS and its elements support many work approaches, such as Agile, DevOps and Lean, as
well as traditional process and project management, with a flexible value-oriented operating model.

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Section 4
The ITIL Guiding
Principles

Learning Outcome 2:

Understand how the ITIL guiding principles can help an organization adopt and adapt
service management
2.1 Describe the nature, use and interaction of the guiding principles
2.2 Explain the use of the guiding principles:
a) Focus on value
b) Start where you are
c) Progress iteratively with feedback
d) Collaborate and promote visibility
e) Think and work holistically
f) Keep it simple and practical
g) Optimize and automate

Introduction

Key Information
“A guiding principle is a recommendation that guides an organization
in all circumstances, regardless of changes in its goals, strategies,
type of work, or management structure. A guiding principle is
universal and enduring.”

Based on AXELOS ITIL® Foundation (ITIL® 4 edition), 2019 material. Reproduced under
licence from AXELOS Limited. All rights reserved.
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Quick Reference Guide | ITIL® Foundation

These principles are reflected in many other frameworks, methods,

standards, philosophies, and/or bodies of knowledge, such as Lean,
Agile, DevOps, and COBIT. This allows organizations to effectively
integrate the use of multiple methods into an overall approach to
service management.

Are recommendations to Support successful actions

guide an organization in and good decisions of all
all situations. types and at all levels.

The seven
ITIL guiding
principles

Ensure a common Are universally applicable

understanding and to almost any initiative and
approach to service to relationships with all
management across stakeholder groups.
the organization.

Organizations should consider the relevance of each principle and how

they can be applied together. Not all principles will be critical in every
situation; the principles should be reviewed and applied based on their
relevance in different situations.

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Section 4 | The ITIL Guiding Principles

The Seven ITIL Guiding Principles

Focus on Value
Map every action, directly
or indirectly, to value for the
Think and work
stakeholders. Encompasses all holistically
perspectives, including the No service, or element used to
experience of customers provide a service, stands alone.
and users. The outcomes will suffer unless
the organization works on the
service as a whole, not just on
its parts.

Start Where You Are

Always consider what is Keep it simple and
already available to be practical
leveraged. Current state Eliminate that which provides
should be investigated no value or produces no useful
and observed directly to outcome. In a process or
ensure it is understood. procedure, use the minimum
number of steps necessary to
accomplish the objective(s).
Use outcome-based thinking
Progress iteratively for practical solutions and
results.
with feedback
Do not attempt to do everything
at once. Use smaller, manageable
iterations to execute and complete
in a timely manner and maintain
Optimize and
focus on each effort. Use feedback automate
before, throughout and after to Resources, including human
ensure actions are focused.
resources (HR) and technology,
should be used to their best
effect. Human intervention
Collaborate and should only happen where
it really contributes value.
promote visibility
Work together across boundaries
to have greater buy-in and better
likelihood of long-term success.
Work should be visible, hidden
agendas avoided and information
shared to the greatest
degree possible.

Based on AXELOS ITIL® Foundation (ITIL® 4 edition), 2019 material. Reproduced under
licence from AXELOS Limited. All rights reserved.
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Quick Reference Guide | ITIL® Foundation

Focus on Value

Key Information
“Everything the organization does should link back, directly or
indirectly, to value for itself, its customers, and other stakeholders.”

The “focus on value” principle relates to focusing on creation of value

for service consumers, organization and other stakeholders. The
value may come in various forms, such as revenue, customer loyalty,
lower cost, or growth opportunities.
Aspects to Consider
Understanding who is a service consumer: Service provider
must determine who the service consumer is and who the key
stakeholders are (for example, customers, users, or sponsors).
Knowing the consumer’s perspectives about value: Service
provider must understand what is truly of value to the
service consumer: increased productivity, reduced negative
impact, reduced costs, the ability to pursue new markets, or a
better competitive position.
Improving the customer experience: Customer experience
can be defined as the entirety of the interactions a customer
has with an organization and its products and how the customer
feels about the organization. Customer experience is both
objective and subjective.

Applying the Principle

Know how service consumers use each service
Encourage a focus on value among all staff
Focus on value during normal operational activity as well as
during improvement initiatives
Include focus on value in every step of any improvement initiative

Start Where You Are

Key Information
In the process of eliminating old, unsuccessful methods or services and creating something better,
there can be great temptation to remove what has been done in the past and build something
completely new. This approach can be extremely wasteful, in terms of time and in terms of
processes, people, and tools that could have significant value in the improvement effort.
The principle “Start Where You Are” focuses on considering what is already available instead
of starting from scratch (or reusability). To achieve this, analyzing the existing state is essential
to identify what can be helpful in creating the new value.

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Section 4 | The ITIL Guiding Principles

Aspects to Consider
Assess where you are: Services and methods already in
place should be measured and/or observed directly to properly
understand their current state and what can be re-used from
them.
Measuring the importance of each element: Measurement
helps to analyze the data that you get from the source and
understand the required impact that each one is playing in the
current state. It should, however, be used to support the analysis
of what has been observed rather than to replace it. People
are very creative in finding ways to meet the metrics they are
measured against. Therefore, metrics need to be meaningful
and directly relate to the desired outcome.

Applying the Principle

Look at what exists as objectively as possible, using the
customer, or the desired outcome, as the starting point
When examples of successful practices or services are found in
the current state, determine if and how these can be replicated
or expanded upon to achieve the desired state
Apply your risk management skills
Recognize that sometimes nothing from the current state can
be reused

Progress Iteratively With Feedback

Key Information
“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.”
The principle “Progress Iteratively With Feedback” focuses on
avoiding everything in a go and gathering the timely feedback. To
achieve this, breaking down the work into smaller, manageable
components is essential to iteratively accomplish the initiative.

Aspects to Consider
Knowing the role of feedback: When working to improve a
service or other service management element, seeking and
using feedback before, throughout, and after each iteration
will ensure that actions are focused and appropriate, even in
changing circumstances.

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Iteration and feedback together: Working in a timeboxed,

iterative manner with feedback loops embedded into the process
allows for greater flexibility, faster responses to customer and
business needs, the ability to discover and respond to failure
earlier, an overall improvement in quality.

Applying the Principle

Comprehend the whole, but do something: Sometimes
the greatest enemy to progressing iteratively is the desire to
understand and account for everything. Understanding the big
picture is important, but so is making progress.
The ecosystem is constantly changing, so feedback is
essential: It is important to seek and use feedback at all times
and at all levels.
Fast does not mean incomplete: Even if iteration is small and
should be done fast, it should include all the elements necessary
for success. Any iteration should be produced in line with the
concept of the minimum viable product.

Collaborate and Promote Visibility

Key Information
“When initiatives involve the right people in the correct roles,
efforts benefit from better buy-in, more relevance (because
better information is available for decision-making) and increased
likelihood of long-term success.”
The principle “Collaborate and Promote Visibility” focuses on
removing silos and building trust. To achieve this, the people of an
organization need to work together and share information to the
greatest degree possible.

Aspects to Consider
Removing silos: Silos occur when people work in isolation,
and information sharing is limited to only a few people. No work
is done in isolation; organizations encourage cooperation and
collaboration and discourage “silo activity.”
Building trust: Working together on initiatives in a collaborative
way provides more relevance and better understanding that
makes everything visible. Collaborative working requires
building trust.
Identifying whom to collaborate with: Understanding for
whom you are working and what are their perspectives and
expectations is essential for successful collaboration.

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Section 4 | The ITIL Guiding Principles

Communicating and improving: Service providers should

know the extent to which each stakeholder contribute to
improving the service at each level.
Increasing urgency through visibility: Creating the urgency
of work is essential to let everyone know about its priority.

Applying the Principle

Collaboration does not mean consensus: Collaborating to
get the consensus from everyone involved in the improvement
initiative even before starting the work is not at all essential.
Communicate in a way the audience can hear: Choose the
right mode to communicate with the stakeholders is essential to
hear them.
Decisions can only be made on visible data: When making
decisions, always collect the required data to have clear visibility
on the work to be done.

Think and Work Holistically

Key Information
“No service, practice, process, department, or supplier stands
alone. The outputs that the organization delivers to itself, its
customers, and other stakeholders will suffer unless it works in an
integrated way to handle its activities as a whole, rather than as
separate parts. All the organization’s activities should be focused
on the delivery of value.”

This principle recommends taking a holistic approach to service

management by establishing an understanding of how all the parts of
an organization work together in an integrated way.
Applying the Principle
Recognize the complexity of the systems
Collaboration is key to thinking and working holistically
Where possible, look for patterns in the needs of and interactions
between system elements
Automation can facilitate working holistically

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Quick Reference Guide | ITIL® Foundation

Keep it Simple and Practical

Key Information
“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. Although this principle may
seem obvious, it is frequently ignored, resulting in overly complex
methods of work that rarely maximize outcomes or minimize cost.”

Aspects to Consider
Judging what to keep: Asking what contributes to value
creation is the key to analyzing any improvement initiative.
It helps to understand how a practice, service, procedure, or
process contributes to creating value.
Avoiding conflicting objectives: When designing, managing,
or operating practices, avoid conflicting objectives.

Applying the Principle

Ensure value: Doing a proper analysis to ensure every activity
contribute to the creation of value is essential to have an
uncomplicated and outcome-based product or service.
Simplicity is the ultimate sophistication: Simplifying the
process to the possible is essential to achieve simplicity. It is
quite hard to simplify everything but is the most effective way to
develop the desired outcome.
Do fewer things, but do them better: Minimizing activities to
include only the necessary steps or actions that create value for
stakeholders is essential to enhance quality.
Respect the time of the people involved: Avoid going with
having a too complicated process that is bureaucratic. Such
a process always lead to poor time management of everyone
involved in the process.
Easier to understand, more likely to adopt: Whenever you
want people to adopt a practice, ensure it is easy to understand
so that they can follow it without any difficulty.
Simplicity is the best route to achieving quick wins:
Quick wins are essential whether working on a project, any
improvement initiative, or daily operational activities to deliver
value at regular intervals. The best way to achieve quick wins is
through simplicity.

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Section 4 | The ITIL Guiding Principles

Optimize and Automate

Key Information
“Organizations must maximize the value of the work carried out
by their human and technical resources. The four dimensions
model provides a holistic view of the various constraints, resource
types, and other areas that should be considered when designing,
managing, or operating an organization. Technology can help
organizations to scale up and take on frequent and repetitive tasks,
allowing human resources to be used for more complex decision-
making. However, technology should not always be relied upon
without the capability of human intervention, as automation for
automation’s sake can increase costs and reduce organizational
robustness and resilience.”

The principle “Optimize and Automate” focuses on optimizing the

work carried out by its human and technical resources. To achieve
this, organizations should automate work to the possible extent that
requires minimal human intervention.
Aspects to Consider
Finding the right path to optimization: No matter whatever
practices an organization follow. The path to optimization is same.
Using automation: Automation helps organizations to save
costs, reduce human errors, and enhance employee experience.

Finding the Right Path to Optimization

Assess the current state of Ensure the level of Continually monitor the
the proposed optimization. optimization. impact of optimization.

STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6

Understand and Agree to the Execute the

agree to the context. future state. improvements
iteratively.
Automation
Automation is the process of using technology to maximize the value
of work with minimal human intervention.

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Quick Reference Guide | ITIL® Foundation

Applying the Principle

Simplify and/or optimize before automating: Attempting to
automate something that is complex or sub-optimal will not
be likely to achieve the desired outcome. By analyzing the
standards and repeating processes, you can streamline and
identify the starting point of automation.
Define your metrics: Defining a set of outcome-based metrics
that focuses on value is essential to evaluate the results of
optimization, define the baseline, and measure achievement.
Use the other guiding principles when applying this one:
The guiding principles are linked to each other. Therefore,
always consider the other guiding principles during optimization
and automation:
{{ Progress iteratively with feedback: Iterative optimization
and automation will make progress visible and increase
stakeholder buy-in for future iterations.
{{ Keep it simple and practical: It is possible for something
to be simple, but not optimized, so use these two principles
together when selecting improvements.
{{ Focus on value: Selecting what to optimize and automate
and how to do so should be based on what will create the
best value for the organization.
{{ Start where you are: The technology already available in
the organization may have features and functionalities that
are currently untapped or underutilized. Make use of what
is already there to implement opportunities for optimization
and automation quickly and economically.

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Section 5
the itiL ServiCe vaLUe
Chain

Learning oUtCoMe 5:

Understand the activities of the service value chain, and how they interconnect

Service value

Value created for the

organization, its customers
and other stakeholders.

Opportunity and demand

feeding into the SVS from both
internal and external sources.

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Quick Reference Guide | ITIL® Foundation

The service value chain is a set of interconnected activities that an

organization performs to deliver a product or service to its customers
and to facilitate value realization.
The ITIL service value chain is a flexible operating model that:
Defines six activities that can be combined in various ways.
Can be adapted to multiple approaches, such as DevOps and
Centralized IT.
Is enhanced by the ITIL practices; each ITIL practice supports
multiple service value chain activities.

Activities of the Service Value Chain

Deliver and support

Ensuring the delivery and support
for services according to agreed Acquire/Build
specifications.
Ensuring that the service components
are available when and where they
are needed and meet the agreed
specifications.
Design and transition
Ensuring that the services
continually meet expectations Engage
for quality, costs, and
Providing engagement and
time-to-market.
understanding of stakeholder needs,
transparency, and good relationships.

Improve
Ensuring continual improvement
across all value chain activity and Plan
the four dimensions of service Enabling the shared understanding of
management. the vision, status, and direction for all
services.

Six Activities of
Service Value Chain

In order to convert inputs into outputs, the value chain activities

use different combinations of ITIL practices.
In order to carry out a certain task or respond to particular scenario,
service value streams are created. Service value streams are
specific combinations of activities and practices, designed for a
particular scenario.
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Section 6
The ITIL Continual
Improvement

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.
The continual improvement model applies to the SVS in its entirety,
as well as to all of the organization’s products, services, service
components, and relationships.
To support continual improvement at all levels, the ITIL SVS includes
continual improvement as a model, as an element of SVS, and as a
practice.

Continual
Improvement

The ITIL continual Continual improvement The continual

improvement model as an element of SVS improvement practice
Provides a structured approach Provides a structured approach Supports organizations
to organizations for implementing to organizations for implementing in their day-to-day
improvements improvements improvement efforts

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Quick Reference Guide | ITIL® Foundation

The Continual Improvement Model

The ITIL continual improvement model can be used as a high-level
guide to support improvement initiatives. The model supports an
iterative approach to improvement, dividing work into manageable
pieces with separate goals that can be achieved incrementally.

Steps of the Continual Improvement Model

The continual improvement model includes six steps and these steps
can be adjusted on the basis of an organization’s goals.
Step 1: What is the vision?

Tips Key Information

If this step is skipped, improvements Each improvement initiative should support the organization’s
might not be optimized for the goals and objectives.
whole organization.
The organization’s vision and objectives need to be translated for
the specific business unit, department, team, and/or individual.
A high-level vision for the planned improvement needs to be
created.

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Section 6 | The ITIL Continual Improvement

Step 2: Where are we know?

Key Information Tips

If this step is skipped, the current
The success of an improvement initiative depends on a clear and
state will not be understood and
accurate understanding of the starting point and the impact of the
there will not be an objective baseline
initiative.
measurement.
An improvement can be thought of as a journey from Point A to
Point B, and this step defines what Point A looks like.

Point B
Point A

NOW

A key element of this step is a current state assessment of existing

services and understanding of organizational culture.
Step 3: Where do we want to be?

Key Information Tips

If this step is skipped, the target state
Just as the previous step (Step 2) describes Point A on the
will remain unclear.
improvement journey, Step 3 outlines what Point B, the target
state for the next step of the journey, should look like. A journey
cannot be mapped out if the destination is not clear.

Point B

Point A WHERE

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This step should define one or more prioritized actions to complete

the vision for the improvement, based on what is known at the starting
point. Improvement opportunities can be identified and prioritized
based on the gap analysis, and improvement objectives can be set,
along with Critical Success Factors (CSFs) and Key Performance
Indicators (KPIs).

Tips Step 4: How do we get there?

If this step is skipped, the execution Key Information

of the improvement is likely to
flounder, and fail to achieve what is In this step, a plan for addressing the challenges is created as the
required of it. start and end points of the improvement journey are identified in
the previous two steps.

Point B

Point A

The plan for Step 4 can be a straightforward and direct route to

completing a single simple improvement, or it may be more involved.
The most effective approach to executing the improvement may not
be clear, and it will sometimes be necessary to design experiments
that will test which options have the most potential.

Tips Step 5: Take Action

Once this step is completed, the Key Information

work will be at the end point of the
journey, resulting in a new current In Step 5 the plan for the improvement is acted upon. This could
state. involve a traditional waterfall-style approach, but it could be
more appropriate to follow an Agile approach by experimenting,
iterating, changing directions, or even going back to previous
steps.

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Section 6 | The ITIL Continual Improvement

The following ITIL practices are important factors to achieving success

in this step.

Step 6: Did we get there?

Key Information Tips

This step involves checking the destination of the improvement If this step is skipped, it is difficult
journey to ensure that the desired point has been reached. to ensure whether the desired or
promised outcomes were actually
achieved.
For each iteration of the improvement initiative, both the progress and
the value need to be checked and confirmed. If the desired result
has not been achieved, additional actions to complete the work are
selected and undertaken, commonly resulting in a new iteration.
Step 7: How do we keep the momentum going?

Key Information Tips

“If the improvement has delivered the expected value, the focus If this step is skipped, then it is likely
of the initiative should shift to marketing these successes and that improvements will remain
reinforcing any new methods introduced.” isolated and independent initiatives,
and any progress made may be lost
over time.
This ensures that the progress made will not be lost and to build
support and momentum for the next improvements.

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Section 7
The ITIL® Practices

Learning Outcome 6:

Know the purpose and key terms of 15 ITIL practices

Learning Outcome 7:

Understand 7 ITIL practices

An ITIL practice is a set of organizational resources designed for

performing a work or fulfilling an objective. The practices enhance
the flexibility of the service value chain. Each ITIL practice supports
multiple service value chain activities, providing a comprehensive and
adaptable toolset for ITSM practitioners.

General Management Practices 1

Continual Improvement
Aligning the organization’s practices and services with changing business
needs through the ongoing identification and improvement of services, service
components, practices, or any other element involved in management of products
and services.

Information Security Management

Protecting information needed by the organization; ensuring confidentiality,
integrity, availability, authentication, and non-repudiation.

Relationship Management
Establishing and fostering the links between the organization and its stakeholders
at strategic and tactical levels. Includes identification, analysis, monitoring, and
continual improvement of relationships with and between stakeholders.

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Section 7 | The ITIL® Practices

Supplier Management
Managing suppliers and their performance to support the seamless provision of
quality products and services. Includes creating collaborative relationships with
key suppliers to uncover and realize new value and reduce the risk of failure.

2 Service Management Practices

IT Asset Management
Planning and management of IT assets to maximize value, control costs, manage
risks, support decision making about purchase, re-use, retirement of assets, and
meet regulatory and contractual requirements.

Monitoring and Event Management

Observing services and service components and recording and reporting changes
of state identified as events. Includes identifying and prioritizing infrastructure,
services, business processes, and information security events and establishing the
appropriate response to those events.

Release Management
Making new and changed services and features available for use.

Service Configuration Management

Ensuring accurate and reliable information about the configuration of services, and
the configuration items that support them.

Change Control
Maximizing the number of successful IT changes by ensuring that risks have been
properly assessed, authorizing changes to proceed, and managing the change
schedule.

Incident Management
Minimizing the negative impact of incidents by restoring normal service operation
as quickly as possible.

Problem Management
Reducing the likelihood and impact of incidents by identifying actual and potential
causes of incidents and managing workarounds and known errors.

Service Desk
Capturing the demand for incident resolution and service requests. Service Desk is a
point of communication for the service provider with all its users.

Service Level Management

Setting clear business-based targets for service performance, so that delivery can be
assessed, monitored and managed against these targets.

Service Request Management

Handling all predefined, user-initiated service requests in an effective and user-friendly
manner.

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Quick Reference Guide | ITIL® Foundation

Technical Management Practices 3

Deployment Management
Moving new or changed hardware, software, documentation, processes, or any
other component to live environments. Deployment management may also be
involved in deploying components to other environments for testing or staging.

Seven Core ITIL Practices

Continual Improvement

Key Information
“The purpose of the continual improvement practice is to align
the organization’s practices and services with changing business
needs through the ongoing identification and improvement of
services, service components, practices, or any element involved
in the efficient and effective management of products and services.”

Scope of Continual Improvement

The scope of the continual improvement practice includes the
development of improvement-related methods and techniques
and the propagation of a continual improvement culture across the
organization alignment with the organization’s overall strategy.
Activities of Continual Improvement Practice
Key activities of the continual practice include:
Encourage continual improvement across the organization
Secure time and budget for continual improvement
Identify and log improvement opportunities
Assess and prioritize improvement opportunities
Develop business cases for improvement action
Plan and implement improvements
Measure and evaluate improvement results
Coordinate improvement activities across the organization.

Continual Improvement: Everyone’s Responsibility

Continual improvement is the responsibility of everyone in the
organization and the partners and suppliers related to organization.

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Section 7 | The ITIL® Practices

The leaders in the organization should exhibit commitment to

continual improvement and supporting attitudes, behavior, and
culture to a point where improvements are considered in
everything that is done, at all levels.
Leaders
A dedicated team is required to lead continual improvement
efforts, advocate practice across organization and guide
others to develop the skills they need and navigating any
Continual
difficulties that may be encountered.
improvement
team
Active participation in continual improvement is a core
part of everyone’s job. The employees should be
Everyone in the provided training and assistance to help them feel
organization prepared to contribute to continual improvement.

Partners and suppliers should be included in

Partners and suppliers improvement efforts. Contract for a suppliers’
services should include details of how they will
measure, report on, and improve their services.

Methods and Techniques for Continual Improvement

There are many methods, models, and techniques that can be
employed for making improvements.

Balanced
scorecard

Lean methods Incremental agile

to reduce waste improvements

Multi-phase Methods, Continual

project models improvement model
& techniques

Maturity SWOT
assessments

DevOps

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Quick Reference Guide | ITIL® Foundation

Change Control

Key Information
“The purpose of the change control practice is to maximize the
number of successful IT changes by:
Ensuring that risks have been properly measured
Authorizing changes to proceed
Managing the change schedule”

Distinguish Change Control from Organizational Management

Organizational Change Change Control

Management
Manages the people aspects Focusses on changes in
of changes products and services
Ensures that improvements Balances the need to make
and organizational beneficial changes that
transformation initiatives are deliver additional value
implemented successfully with the need to protect
customers and users
from the adverse effect of
changes
Manages the people aspects Focusses on changes in
of changes products and services
Ensures that improvements Balances the need to make
and organizational beneficial changes that
transformation initiatives are deliver additional value
implemented successfully with the need to protect
customers and users
from the adverse effect of
changes

Scope of Change Control

The scope of change control typically includes all IT infrastructure,
applications, documentation, processes, supplier relationships, and
all that might directly or indirectly impact a product or service.
Change control must balance the need to make beneficial changes
that deliver additional value with the need to protect customers and
users from adverse effect of change.

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Section 7 | The ITIL® Practices

Type of Changes

Standard Changes Normal Changes Emergency Changes

Low-risk, pre-authorized Should be scheduled and Must be implemented as soon
changes that are assessed following a standard as possible usually to resolve
well-understood and process that usually includes an Incident. The process for
fully-documented. authorization. assessment and authorization
is expedited to ensure they
Can be implemented without Can be low-risk changes or
can be implemented quickly.
the need of additional major changes.
authorization. May be a separate change
authority is required which
Standard changes can be
includes senior managers who
service requests or operational
understand business risk.
changes.

Change Authority
The person or group who authorizes a change is known as a change
authority.
For change control to be effective and efficient, it is essential that the
correct change authority is assigned to each type of change.
Change Schedule
The change schedule helps to plan changes, assist in communication,
avoid conflicts, and assign resources.

Incident Management
The key activities of incident management include:
Logging and managing the incidents
Agreeing, documenting and communicating the target resolution
times
Prioritizing the incidents based on agreed classification
Diagnosing, escalating, and resolving the incident

Organizations should design the incident management practice by:

Appropriately managing and allocating resources to different
types of incidents
Storing information about incidents in incident records
Providing good-quality updates on incidents

Incidents may be diagnosed and resolved by people in many different

groups, depending on the complexity of the issue or the incident type.

Based on AXELOS ITIL® Foundation (ITIL® 4 edition), 2019 material. Reproduced under
licence from AXELOS Limited. All rights reserved.
Quoted text Source is ITIL® Foundation (ITIL® 4 edition), 2019. Copyright © AXELOS Limited 2019.
Material is reproduced under licence from AXELOS Limited. All rights reserved.
Copyright © 2019 │ 39
Training content licensed to Ferran Martí, issued on 01-04-2019, edition 2019 by ARTIC CONSULTORS
Quick Reference Guide | ITIL® Foundation

Problem Management
Problem management involves three distinct phases: problem
identification, problem control, and error control.
Problem Identification
Identifying and logging problems.
Perform trend analysis of incident records.
Detect duplicate and recurring issues.
Identify a risk that an incident could recur.
Analyze information received from suppliers, partners and
internal software developers.

Problem Control
Analyzing problems and documenting workarounds and known errors.
Problems are prioritized based on the risk that they pose, and
are managed as risks based on their potential impact and
probability.
When a problem cannot be resolved, a workaround needs to
be found and documented. Workarounds are documented in
problem records.

Error Control
Managing known errors.
Error control involves identifying potential permanent solutions.
These permanent solutions may involve a change request.

Service Request Management

Handling all pre-defined, user-initiated service requests in an effective
and comprehensible manner.
Service requests are pre-defined and pre-agreed, they should
be formalized with a clear, standard procedure for initiation,
approval, fulfilment, and management.
The fulfilment of service requests may include changes to
services or their components. These changes usually fall under
category of standard changes.
Service requests form a normal part of service delivery, and not
a failure/degradation of service.

Training content licensed to Ferran Martí, issued on 01-04-2019, edition 2019 by ARTIC CONSULTORS
Section 7 | The ITIL® Practices

Service Desk
Service desk acts as the entry point/single point of contact for the IT
or service organization.
Service desk should have practical understanding of the wider
organization, its business processes, and users.
Service desk works in close collaboration with the support and
development teams to present and deliver a ‘joined up’ approach to
users and customers.
A service desk may work at a single or centralized location or it
may act as a virtual desk that enables agents to work from different
geographical locations.

Service Level Management

The service level management practice involves the definition,
documentation, and active management of service levels and provide
end to end visibility of the organization’s services.
Service Level Agreements (SLAs) is a tool used to agree on the
service between the provider and customer. SLAs must relate to a
defined service in the service catalogue and should relate to defined
outcomes.

Based on AXELOS ITIL® Foundation (ITIL® 4 edition), 2019 material. Reproduced under
licence from AXELOS Limited. All rights reserved.
Quoted text Source is ITIL® Foundation (ITIL® 4 edition), 2019. Copyright © AXELOS Limited 2019.
Material is reproduced under licence from AXELOS Limited. All rights reserved.
Copyright © 2019 │ 41
Training content licensed to Ferran Martí, issued on 01-04-2019, edition 2019 by ARTIC CONSULTORS
Key Terms and
Definitions

Key Concepts of Service Management

Organization: “A person or a group of people that has its own
functions with responsibilities, authorities, and relationships to achieve
its objectives.”
Service Management: “A set of specialized organizational capabilities
for enabling value for customers in the form of services.”
Service: “A means of enabling value co-creation by facilitating
outcomes that customers want to achieve, without the customer
having to manage specific costs and risks.”
Service Provider: ” When provisioning services, an organization
takes on the role of the service provider. The provider can be external
to the consumer’s organization, or they can both be part of the same
organization.”
Service Consumer: “When receiving services, an organization takes
on the role of the service consumer.”
Product: “A configuration of an organization’s resources designed to
offer value for a consumer.”
Value: “Value is the perceived benefits, usefulness and importance of
something.”
Customer: “A person who defines the requirements for a service and
takes responsibility for the outcomes of service consumption.”
User: “A person who uses services.”
Sponsor: “A person who authorizes budget for service consumption.”
Service Offering: “A description of one or more services, designed to
address the needs of a target consumer group. A service offering may
include goods, access to resources, and service actions.”
Service Relationship: “A co-operation between a service provider
and service consumer. Service relationships include service provision,
service consumption and service relationship management.”

Training content licensed to Ferran Martí, issued on 01-04-2019, edition 2019 by ARTIC CONSULTORS
Key Terms and Definitions

Service Relationship Management: “Joint activities performed by

a service provider and a service consumer to ensure continual value
co-creation based on agreed and available service offerings.”
Output: “A tangible or intangible deliverable of an activity.”
Outcome: “A result for a stakeholder enabled by one or more outputs.”
Cost: “The amount of money spent on a specific activity or resource.”
Risk: “A description of one or more services, designed to address
the needs of a target consumer group. A service offering may include
goods, access to resources, and service actions.”
Utility: “The functionality offered by a product or service to meet a
particular need.”
Warranty: “The assurance that a product or service will meet agreed
requirements.”

The Four Dimensions of Service Management

Value stream: A series of steps an organization undertakes to create
and deliver products and services to consumers.
Processes: A set of interrelated or interacting activities that transform
inputs into outputs. A process takes one or more defined inputs and
turns them into defined outputs. Processes define the sequence of
actions and their dependencies.

The ITIL Service Value System

Service value system: The ITIL Service Value System explains how
the components and activities of the organization work together as a
system to enable value creation.
Service value chain: The service value chain is an operating model
that defines the key activities required to respond to demand and
enable value creation through the formation and management of
products and services.

The ITIL Guiding Principles

Iteration: Iteration is the process of repeating the process and
generating the sequence of outcomes to accomplish the desired goal.
The outcome that an iteration produces becomes the input of the next
iteration of the improvement initiative.
Feedback Loop: A feedback loop occurs when the outcome (or a part
of it) of an iteration becomes the input of the same iteration based on
the collected feedback.

Based on AXELOS ITIL® Foundation (ITIL® 4 edition), 2019 material. Reproduced under
licence from AXELOS Limited. All rights reserved.
Quoted text Source is ITIL® Foundation (ITIL® 4 edition), 2019. Copyright © AXELOS Limited 2019.
Material is reproduced under licence from AXELOS Limited. All rights reserved.
Copyright © 2019 │ 43
Training content licensed to Ferran Martí, issued on 01-04-2019, edition 2019 by ARTIC CONSULTORS
Quick Reference Guide | ITIL® Foundation

The ITIL Practices

Change: “The addition, modification, or removal of anything that could
have a direct or indirect effect on services.”
Incident: “An unplanned interruption to a service, or reduction in the
quality of a service.”
Problem: “A cause, or potential cause, of one or more incidents.”
Known error: “A problem that has been analyzed and has not been
resolved.”
Workaround: “A solution that reduces or eliminates the impact of
an incident or problem for which a full resolution is not yet available.
Some workarounds reduce the likelihood of incidents.”
Event: “An event can be defined as any change of state that has
significance for the management of a configuration item (CI) or IT
service. Events are typically recognized through notifications created
by an IT service, CI or monitoring tool”.
IT asset: “Any valuable component that can contribute to delivery of
an IT product or service.”
Configuration item: Any component that needs to be managed in
order to deliver an IT service.
Service level agreement: A documented agreement between a
service provider and a customer that identifies both services required
and the expected level of service.
Service request: A request from a user or a user’s authorized
representative that initiates a service action which has been agreed
as a normal part of service delivery.

Training content licensed to Ferran Martí, issued on 01-04-2019, edition 2019 by ARTIC CONSULTORS
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Section 1: Key Concepts of Service Management 1

Copyright © 2019 │ iii

Understand the key concepts of service management

Assessment Criteria 1.3: Describe the key concepts of service relationships:

“A means of enabling value co-creation by facilitating outcomes

“Service management is defined as a set of specialized

Developing the specialized organizational capabilities mentioned in

“A person or a group of people that has its own functions with

An organization can be a legal entity, a part of a legal entity, or a

“Value is the perceived benefits, usefulness and importance of

The purpose of an organization is to create value for stakeholders.

Different stakeholders participate in

Customer, User, and Sponsor

“A person who defines the requirements for a service and takes

“A person who uses services.”

“A person who authorizes budget for service consumption.”

“Service offering is a description of one or more services,

Service providers present their services to consumers in the form of

“A configuration of an organization’s resources designed to offer

Services Facilitate Outcomes

“An output is a tangible or intangible deliverable of an activity.”

“An outcome is a result for a stakeholder enabled by one or more

Service relationships are perceived as valuable only when they have

“The amount of money spent on a specific activity or resource.”

“A possible event that could cause harm or loss, or make it more

Utility and Warranty

Service relationships include service relationship management,

Understand the four dimensions of service management

Four Dimensions and the Service Value System

Organizations and People

Key Characteristics of the Organizations and

Healthy Organizational Culture

People and Organizational Skills and Competencies

Common Organizational Objective

Information and Technology

The information and technology dimension includes the information

What information What supporting How will you protect,

Challenges of Information Management

Technology is used at all levels, from strategic planning and portfolio

Partners and Suppliers

Relationships between organizations may involve various levels of

Value Streams and Processes

“A value stream is a series of steps that an organization uses to

Value streams should be defined by organizations for each of their

Better Understanding Continual Improvement

“A set of interrelated or interacting activities that transform

Processes are usually detailed in procedures, which outline who is

Describe the ITIL service value system

The purpose of the SVS is to ensure that the organization co-creates

The ITIL SVS includes the following elements:

These principles are reflected in many other frameworks, methods,

Are recommendations to Support successful actions

Ensure a common Are universally applicable

Organizations should consider the relevance of each principle and how

The Seven ITIL Guiding Principles

Start Where You Are

The “focus on value” principle relates to focusing on creation of value

Applying the Principle

Start Where You Are

Applying the Principle

Progress Iteratively With Feedback

 Iteration and feedback together: Working in a timeboxed,

Applying the Principle

Collaborate and Promote Visibility

 Communicating and improving: Service providers should

Applying the Principle

Think and Work Holistically

This principle recommends taking a holistic approach to service

Keep it Simple and Practical

Applying the Principle

Optimize and Automate

The principle “Optimize and Automate” focuses on optimizing the

Iteration and feedback together: Working in a timeboxed,

Communicating and improving: Service providers should

In order to convert inputs into outputs, the value chain activities