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ITIL 4 has employed a new model for value creation, known as the Service Value System. This system is representative of how all the components and activities of an organization come together to facilitate value creation through IT-enabled services. Central to this system is the Service Value Chain. This is an operating model for delivery of services through six key activities, which can be combined in a variety of ways to provide a flexible set of value streams.
When discussing DevOps, you'll constantly hear "create," "amplify," "multiply," and many other “-ly” words about feedback loops. But what exactly is a feedback loop? Let’s start with a few definitions:
Most of us would like to spend less time firefighting and more time doing proactive work. Reactive firefighting gets in the way of the proactive things we really want to do, as it happens on its own schedule. In other words, while we get to plan when we want to evaluate that new cloud service or upgrade the SAN, we generally do not get to decide when we respond to a service outage or a mission critical hardware failure. While Incident Management is (by definition) a purely reactive endeavor, Problem Management is the key to this shift from proactive to reactive.
When organizations begin to embrace ITIL best practices and begin the long journey toward ITSM maturity, one of the biggest stumbling blocks we encounter is appropriately defining, and properly delineating between Incidents, Service Requests, and Problems. While it may seem obvious to some, many struggle to grasp the differences—and how important it is to understand each of these operational processes.
Now that some basic information has been released about the ITIL 4 update, you’re probably wondering, “Do my ITIL v3 credits transfer to ITIL 4?” and what path to take if you have some ITIL Intermediate certifications but are not yet an ITIL Expert. Should you even continue taking ITIL v3 classes? The short answer is yes!
I sat down with an Agile Coach recently and told him about how Beyond20 teaches classes outside of just Agile/Scrum, including ITIL. I waited for the expected response of “UGH. ITIL is the worst!” (or something equally dismissive). Instead, he said, “I love ITIL! It helped our IT organization so much, and it works great with Agile.” This is something I know and have seen myself (we use these concepts together all the time). However, up until that very moment, I had not encountered an Agile coach who had anything approaching this reaction. It prompted a really cool conversation.
As you've probably heard by now, Axelos is in the process of developing an update to the ITIL Framework: ITIL 4. Though full details have yet to be released for the rollout of the new version, we do know we'll see the first update - the ITIL 4 Foundation course - in Q1 of 2019, with subsequent updates released over the course of the year. Beyond that timeline, here's what we know about ITIL 4:
Of all the things organizations struggle with, a lack of great ideas for new initiatives, projects, programs, etc. doesn’t tend to be one of them. What they do tend to struggle with, however, is finding enough hours in the day to bring all those great ideas to fruition. It seems like our list of great ideas grows every day and, not unlike hoarders, we hesitate to get rid of anything (But what if we decide to do it some day!?). And thus, we’re crushed under the weight of our great ideas, a lot of initiatives get kicked off, but very few completed. You’re never going to believe this, but it doesn’t have to be that way.
The importance of Change Management within an IT Service Provider is generally well understood. The need to document, evaluate, approve, schedule, and ultimately govern changes to services or IT Infrastructure is well documented. Generic process flow templates are widely available, a wide variety of suitable tools exist to support the process. So, why do so many organizations still struggle with this?