ITIL Practitioner Guidance is the essential reference text which accompanies the ITIL Practitioner qualification. Fully integrated with the ITIL Practitioner syllabus, this publication is also a practical guide that helps IT service management (ITSM) professionals turn ITIL theory into practice through case studies, worksheets, templates and scenarios.
ITIL® Practitioner Guidance Contents List of figures List of tables Foreword About AXELOS Acknowledgements 1 Introduction 1.1 USING ITIL - ADOPT AND ADAPT 1.2 UNDERSTANDING SERVICE 1.2.1 Service and the service provider 1.2.2 Customer 1.2.3 Value 1.2.4 Outcomes 1.2.5 Costs 1.2.6 Risks 1.2.7 Putting it all together 1.2.8 Service management 1.3 DELIVERY MODELS 1.3.1 Technology delivery model 1.3.2 Service provider model 1.3.3 Contrasting the models 1.4 SERVICE MANAGEMENT VERSUS IT SERVICE MANAGEMENT 2 Guiding principles 2.1 FOCUS ON VALUE Table 2.1 Overview of guiding principles 2.1.1 The customer for services 2.1.2 The customer for processes 2.1.3 Value and improvement 2.2 DESIGN FOR EXPERIENCE 2.2.1 The two sides of the customer experience 2.2.2 Moments of truth and designing for experience 2.2.3 Customer experience and process design 2.2.4 Measuring the customer experience 2.3 START WHERE YOU ARE 2.3.1 Aligning with existing initiatives 2.4 WORK HOLISTICALLY 2.4.1 Specialization versus coordination 2.4.2 Other reflections on working holistically Figure 2.1 ITIL's four Ps 2.5 PROGRESS ITERATIVELY 2.5.1 Timing improvement iterations Figure 2.2 Related and independent improvement iterations 2.5.2 Scoping improvement iterations 2.5.3 Other reflections on progressing iteratively 2.6 OBSERVE DIRECTLY 2.6.1 The role of measurement 2.6.2 Asking questions during observation 2.7 BE TRANSPARENT 2.7.1 Increasing urgency through transparency 2.7.2 Methods for ensuring transparency 2.7.3 Keys to success 2.8 COLLABORATE 2.8.1 Who to collaborate with 2.8.2 Communication for collaboration 2.8.3 Scope of collaboration 2.8.4 Keys to success 2.9 KEEP IT SIMPLE 2.9.1 Judging what to keep. 2.9.2 Conflicting objectives 2.9.3 Keys to success 2.10 APPLYING THE GUIDING PRINCIPLES 2.10.1 Universal applicability 2.10.2 Multi-framework environments 3 The CSI approach 3.1 CHARACTERISTICS OF THE CSI APPROACH 3.1.1 Context for using the CSI approach Figure 3.1 The CSI approach 3.1.2 Leveraging the CSI registers 3.2 STEP-BY-STEP GUIDE TO THE CSI APPROACH 3.2.1 Step 1: What is the vision? 3.2.2 Step 2: Where are we now? 3.2.3 Step 3: Where do we want to be? Figure 3.2 Improvement categorization matrix 3.2.4 Step 4: How do we get there? Figure 3.3 An example of initiatives planned and executed Table 3.1 When to use experimentation Table 3.2 An approach to the scientific method 3.2.5 Step 5: Did we get there? 3.2.6 Step 6: How do we keep the momentum going? 4 Metrics and measurement 4.1 WHAT IS MEASUREMENT FOR? Figure 4.1 Why do we measure? 4.2 CRITICAL SUCCESS FACTORS AND KEY PERFORMANCE INDICATORS Table 4.1 The definition of SMART for KPIs Table 4.2 Examples of CSFs and associated KPIs 4.3 METRIC CASCADES AND HIERARCHIES 4.3.1 The ITIL vision-to-measurement trail Figure 4.2 Vision-to-measurement trail Figure 4.3 Balanced scorecard 4.3.2 Balanced scorecard Table 4.3 The four perspectives of the balanced scorecard Table 4.4 Examples of CSFs aligned with segments of a balanced scorecard Table 4.5 Examples of financial targets at different levels of an organization 4.3.3 IT component to scorecard hierarchy Table 4.6 An example of an IT component to scorecard hierarchy 4.3.4 COBIT 5 goals cascade 4.3.5 Organization cascade Figure 4.4 Organization cascade 4.4 METRIC CATEGORIES 4.4.1 Technology, process and service metrics 4.4.2 Progress, compliance, effectiveness and efficiency metrics Table 4.7 Types of process metrics. 4.4.3 Leading and trailing metrics 4.4.4 Inside-out and outside-in metrics 4.4.5 Using categories Table 4.8 Example categorization of KPIs 4.5 ASSESSMENTS 4.5.1 Assessment scope 4.5.2 Assessment criteria 4.5.3 Assessment outputs Table 4.9 Examples of assessment outputs 4.6 REPORTING 4.6.1 Improving the value of reports 4.7 CONTINUAL IMPROVEMENT OF METRICS AND MEASUREMENT 5 Communication 5.1 WHY GOOD COMMUNICATION IS IMPORTANT 5.1.1 Communication and ITSM 5.1.2 Examples of effective communication 5.1.3 Key benefits of good communication 5.1.4 Issues caused by poor communication 5.1.5 ITSM considerations 5.2 COMMUNICATION PRINCIPLES Figure 5.1 Communication is a two-way process 5.2.1 Communication is a two-way process 5.2.2 We are all communicating, all of the time Figure 5.2 We are all communicating, all of the time 5.2.3 Timing and frequency matter Image 5.1 Timing and frequency matter 5.2.4 There is no single method of communication Figure 5.3 There is no single method of communication 5.2.5 The message is in the medium 5.3 COMMUNICATION TECHNIQUES 5.3.1 Fundamental steps in communication 5.3.2 Communication planning 5.3.3 Types of communication 6 Organizational change management 6.1 ESSENTIALS FOR SUCCESSFUL IMPROVEMENT 6.2 CLEAR ROLES AND RESPONSIBILITIES Table 6.1 RACI matrix example Table 6.2 An example of a RACI model 6.3 OCM AND ITIL CHANGE MANAGEMENT 6.4 IMPACT OF ORGANIZATIONAL CHANGE MANAGEMENT 6.4.1 OCM and ITSM improvement initiatives 6.4.2 OCM and project management 6.5 UNDERSTANDING PEOPLE'S TRANSITION THROUGH CHANGE 6.5.1 Emotional responses to change 6.5.2 The change curve Figure 6.1 The change curve 6.5.3 William Bridges' three phases of transition. Figure 6.2 William Bridges' three phases of transition 6.5.4 Gartner hype cycle 6.6 KEY ACTIVITIES FOR EFFECTIVE ORGANIZATIONAL CHANGE MANAGEMENT Table 6.3 Key activities for effective OCM 6.6.1 Create a sense of urgency 6.6.2 Stakeholder management Figure 6.3 Stakeholder map (power/interest grid) 6.6.3 Sponsor management 6.6.4 Communication 6.6.5 Empowerment Table 6.4 Example of a training needs analysis matrix 6.6.6 Resistance management Table 6.5 Example training plan for self-service password reset tool 6.6.7 Reinforcement 6.7 CONTINUAL IMPROVEMENT OF ORGANIZATIONAL CHANGE MANAGEMENT 7 Toolkit 7.1 CSI APPROACH 7.1.1 CSI register 7.1.2 Orientation worksheet 7.1.3 Benefits realization review template 7.2 METRICS AND MEASUREMENT 7.2.1 CSF worksheet 7.2.2 Individual KPI worksheet 7.2.3 KPI balance checklist 7.2.4 Report worksheet 7.2.5 Assessment criteria 7.2.6 Assessment report content examples Figure 7.1 Process metrics graph Figure 7.2 An example of an SLA monitoring chart Figure 7.3 Process maturity scale 7.2.7 Tension metrics 7.2.8 COBIT goals cascade 7.3 COMMUNICATION 7.3.1 Regular communications campaign checklist 7.3.2 Workshop and meeting action plan 7.3.3 Meeting notes template 7.3.4 Business case 7.3.5 Communication success criteria worksheet 7.4 ORGANIZATIONAL CHANGE MANAGEMENT 7.4.1 Stakeholder analysis worksheet 7.4.2 Stakeholder map (power/interest grid) Figure 7.4 An example of a stakeholder map with stakeholders marked 7.4.3 Stakeholder communication plan template 7.4.4 Sponsor diagram Figure 7.5 Sponsor diagram 7.4.5 Sponsor roadmap 7.4.6 RACI model authority matrix 7.4.7 The ABC of ICT 7.4.8 Balanced diversity - a portfolio approach to organizational change. Figure 7.6 The eight-field model 7.4.9 The eight-field model - training, planning and management 7.4.10 Training plan template 7.4.11 Force field analysis Figure 7.7 Force field analysis example Figure 7.8 Force field analysis template 7.4.12 Resistance management plan 7.4.13 Determine the amount of organizational change management 7.4.14 Frequently adopted OCM frameworks Figure 7.9 OCM and ROI 7.4.15 Agile, Kanban, Lean and DevOps Bibliography Glossary Index.
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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2021. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.