An international team of architects (lead architect team) with a diverse background and extensive practical experience took part in the creation of ITIL 4. Including a team of experts (160+) and enthusiasts (2000+) was involved, and of course the AXELOS team accompanied and helped all the way. ITIL 4 is the work of several thousand people!
ITIL 4 is a holistic approach to managing products and services. It identifies four dimensions that are critical to creating value for stakeholders, including customers.
The corporate culture should support the goals of the organization, as well as an appropriate level of human resources and competence.
In the Service Value Stream, it refers to the information, knowledge, and technology that is needed to manage services.
Suppliers and partners who are involved in the development, deployment, delivery, support, and continual improvement of services and their relationship with the organization.
How the processes work and how coordinated the parts of the organization are.
For example: The practice of incident management includes its description, structured around these 4 dimensions.
In order to effectively manage incidents, you need to:
The Value Creation System is a key part of ITIL 4. It shows how all the components and activities of an organization work together to create value. SVS forms an ecosystem through which it can create value for these organizations, their stakeholders and customers.
The service value chain of services is a central element of SVS. It is a flexible operating model for creating, delivering and continually improving services.
A value creation system is a process of transforming an opportunity or need (opportunity/demand) into value for a customer, supplier/partner or the organization itself (value), expressed in the consistent application of guilding principles and continuous improvement over a set of governance (governance) and practices applied to the value chain (service value chain).
For example, if we have a need for a new service, we start by negotiating with the source of the requirement, planning something, designing, purchasing or developing, collecting, transferring, providing, supporting. This is the traditional Design - Build - Transition - Operation cycle. There is no single correct cycle. There is a set of activities to fit a specific case.
Another example is the Value Stream of user support that starts when the user asks for something, we provide support, support requires development, purchase and installation, these incidents are resolved, and then there is a continuous improvement process. The order of actions is not imposed, the organization itself generates value streams.