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After passing the Foundation exam, ITIL practitioners can choose between two ITIL 4 certification "streams", each consisting of several modules: ITIL 4 Managing Professional and ITIL 4 Strategic Leader. Strategy management - It’s a management practice that defines the goals for the organization and devises the plan of action, allocation of resources required for achieving those goals. It also helps focus the organization’s efforts, defines what to prioritize in line with its objectives and acts as guidance. Service Design , which outlines practices for the production of IT policies, architectures and documentation; Products: Before designing a new or managed product, consider how it meets or exceeds customers' current needs. IT professionals should consider this question during the service design phase: "How does this product enhance our ability to deliver value to users?” After agreeing on the scope of the assessment, the assessor and client leaders determine a general approach. An assessor has latitude in determining which techniques to use and which pieces of evidence best support an informed opinion. Typically, a certified assessor uses some combination of document review, key stakeholder interviews, and systems and records review. Other techniques, such as surveys and direct observation (for example, of the Service Desk team) are additional alternatives.

Service catalogue management: A service catalogue is the subset of IT services directly available to customers. Typically, these are the offerings within the larger service portfolio visible to users. In 1989, ITIL's goal was to standardize IT service management ( ITSM). This initial iteration gave organizations an overview of how to streamline services and helped admins start thinking about best practices. ITIL v2 Prior to the release of ITIL 4, most organizations documented common ITIL processes like Incident Management, Change Management (now called Change Enablement), and Request Fulfillment. They made sure employees were following the documented processes and often automated them in an ITSM platform. However, what we’ve seen over the years is that this approach to service management is too narrow to bring about transformative change across an organization and in the eyes of our customers. Why Only Looking at Individual Processes is Too Narrow a Focus Strategic alignment. Similar to DevOps methodology, the ITIL framework seeks to unite business operations and IT departments. Enhanced communication helps organisations better translate business goals into technical requirements. ITIL 4 is not about introducing new fundamental ideas of service management and should be seen as an expansion of the time-tested ITIL framework, not a replacement. Essentially, ITIL 4 and ITIL V3 provide guidance based on the same underlying principles, but ITIL 4 takes a new approach to presenting this guidance.A high-level Maturity Assessment offers a broader level of assessment. In this case, a team can choose to assess its larger ecosystem at a high level with or without evaluating any specific practices. For many teams, this is a good option since it provides the opportunity to gain an understanding of areas like Guiding Principles (our shared values), Governance (the guardrails in place), and the Service Value Chain (the key steps involved in getting work done), which are not reviewed in a conventional assessment; but also accommodates deeper analysis of one or more relevant practices. Comprehensive Assessment ITIL 4 introduces the concept of a service value system. This fits in with a key requirement in the latest edition of ISO 20000 ( ISO 20000:2018) for organizations to "establish, implement, maintain and continually improve" a service management system.

Service level management: Service level management refers to the service level agreements (SLAs) and operational level agreements (OLAs) made between the customer and the IT provider. These agreements represent the agreed-upon performance of a system or service. The value of ITIL can be difficult to quantify. The goal of ITIL -- or any ITSM framework -- isn't just to improve IT capabilities, but also to find ways of creating business value and solving business issues with IT. ITIL offers a comprehensive framework designed to help businesses organize their resources and processes to create new capabilities that provide business value. But ITIL isn't prescriptive -- it doesn't say, "Use X to do Y to realize Z benefit."

The ITIL 4 service value system has five core components:

What is more, these service management processes are designed to be used with a variety of frameworks and methods, such as

To put this comprehensive approach into context, consider one of my first consulting engagements with a major IT managed service provider (MSP). The MSP hired us to assess several ITIL practices and associated processes, including how well their teams were handling incidents, requests, and changes. Our analysis revealed that these practices were reasonably good – largely documented, repeatable, and staffed with skilled professionals. Moreover, the organization had good governance in place and routinely improved their products and services. Then why was the organization stagnating in terms of attracting new customers and, in fact, beginning to lose several strategic clients? One of the more effective strategies for ITIL adoption is to start small. Begin by implementing one or just a few of the 34 ITIL practices as proof-of-principle projects. Document the current process, then reevaluate post-adoption to see how it affects business performance. By gradually rolling out practices that demonstrate value, organizations can carefully expand framework adoption over time. ITIL also provides a good foundation for organizations that don't have any sort of services framework or best practices and enables admins to pursue job specializations. Capacity management: ITIL defines capacity as the “maximum throughput a service, system, or device can handle.” Three primary areas of focus are involved with capacity management— Business Capacity Management (BCM), Service Capacity Management (SCM), and Component Capacity Management (CCM).

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Comprehensive assessment both service management capabilities and the maturity of an organization’s governance structure and management system. This model contrasts with previous versions, shifting the focus from mere IT service management to a comprehensive value-driven approach.

Axelos and accredited ACPs worldwide are currently collecting this data for a variety of public and private sector organizations; and Axelos will make specific benchmarking reports available in the future. How Does the ITIL Maturity Model Compare with Other Maturity Models? Master. At the Master level, admins need to explain how they chose their areas of study, principles and methods, as well as the techniques they used within their organization to achieve wanted business outcomes. To achieve Master status, there is no certification exam; instead, admins complete a series of written assignments and oral interviews. The ITIL 4 service value chain is somewhat reminiscent of the VeriSM™ model, with key areas such as define, produce, provide and respond. IT operations management: IT operations management is the function that oversees all functions. It includes monitoring and controlling the entire IT service infrastructure, from routine tasks and maintenance to job scheduling.How, then, does the evidence contribute to a score? There are two types of scoring, depending on the type of assessment performed. A Maturity assessment evaluates the entire service value system on a scale from 1 to 5. A Capability assessment only focuses on specific practices and also uses a scale from 1 to 5; and a Comprehensive assessment looks at both. Let’s take a closer look at how the assessments are scored. Maturity Assessment Scoring Organizations often rely on established best practices and project management guidance to handle the complexity and ongoing challenges of ITSM. Here are some of the most popular frameworks for implementing ITSM. Plan: The creation of plans, policies, standards and setting the direction for a certain value stream.