The ITIL 4 Certification Scheme comprises of the following modules:

• ITIL Foundation
• ITIL Specialist
• ITIL Strategist
• ITIL Leader
• ITIL Master

Above 5 levels have seven core modules within the ITIL 4 syllabus:

• ITIL 4 Foundation
• ITIL 4 Specialist: Create, Deliver and Support (CDS)
• ITIL 4 Specialist: Drive Stakeholder Value (DSV)
• ITIL 4 Specialist: High-velocity IT (HVIT)
• ITIL 4 Strategist: Direct, Plan and Improve (DPI)
• ITIL 4 Leader: Digital and IT Strategy
• ITIL 4 Master

• ITIL 4 Foundation

ITIL 4 Foundation is the entry level certification, offering end -learners a general awareness of the key elements, concepts and terminology used in ITIL 4

ITIL 4 Foundation is aimed at entry level IT professionals, those who need a basic understanding of ITIL, or would like to progress to higher levels within the ITIL 4 certification scheme

• ITIL Managing Professional

ITIL Managing Professional (ITIL MP) targets IT practitioners working within technology and digital teams across businesses. The Managing Professional (MP) stream provides practical and technical knowledge about how to run successful IT projects, teams and workflows.

ITIL Managing Professional integrates three specialist modules (Create, Deliver & Support, Drive Stakeholder Value, and High Velocity IT) and the ITIL Strategist Direct, Plan & Improve module. All modules are valuable independently but all 4 must be completed to obtain the ITIL Managing Professional designation. 

The ITIL Managing Professional modules mandates completion of ITIL 4 Foundation as a prerequisite.

• ITIL Strategic Leader

ITIL Strategic Leader recognizes the value of ITIL, not just for IT Operations, but for all digitally enabled services. Becoming an ITIL Strategic Leader (ITIL SL) demonstrates that the professional has a clear understanding of how IT influences and directs business strategy. 

ITIL Strategic Leader integrates the ITIL Strategist Direct, Plan & Improve and ITIL Leader Digital & IT Strategy module. Both modules are valuable independently but both must be completed to obtain the ITIL Strategic Leader designation. 

The ITIL Leader Digital & IT Strategy module mandates 3 years of managerial experience as a prerequisite along with completion of ITIL 4 Foundation.

• ITIL Managing Professional – Transition Module (ITIL V3 to ITIL4)

The ITIL Managing Professional Transition Module is designed for ITIL v3 candidates who are ITIL Experts or who have achieved 17 credits from across the v3 scheme. 

After achieving the ITIL Managing Professional (ITIL MP) designation, if you are interested in pursuing the ITIL Strategic Leader stream then you only need to complete the ITIL Leader Digital & Strategy module to become eligible for ITIL Master

The transition module will cover the core elements from the ITIL Managing Professional stream. It will have a mandatory training element and exam, enabling v3 candidates to transition their existing designations into the new ITIL 4 certification scheme.

• ITIL Master

The ITIL Master certification validates your ability to apply the principles, methods and techniques from ITIL in the workplace.

To achieve the ITIL Master certification, you must be able to explain and justify how you have personally selected and applied a range of knowledge, principles, methods and techniques from the ITIL Framework and supporting management techniques, to achieve desired business outcomes in one or more practical assignments.

Every ITIL Master candidate will select a different range of experiences that are personal to them, so there is no fixed syllabus for this qualification. There is also no prescribed training course since the theory being tested will vary depending on the nature of the situation each candidate will choose.

To be eligible for the ITIL Master certification, you must: have achieved the ITIL Expert certificate; and have worked in IT service management for at least five years in leadership, managerial, or higher management advisory levels.

In order to achieve your ITIL Master certificate, you must ensure you have extensive practical hands-on experience with ITIL and can demonstrate active involvement in implementation of the practices.

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In ITIL, management practices are defined as “a set of organizational resources designed for performing work or accomplishing an objective.”. These Management practices are the core or main component of Service Value System (SVS).

In the Earlier ITIL versions the focus was on processes but with ITIL 4 there is more focus on practices and flexibility.

The New ITIL® 4 practices are as follows:

General Management Practices (14) – They have been adopted and adapted for service management from general business management domains

Service Management Practices (17) They have been developed in service management and ITSM industries

Technical Management Practices (3) They have been adapted from technology management domains for service management purposes by expanding or shifting their focus from technology solutions to IT services.

Here we try to explore Service Management Practices developed in service management and ITSM industries

Availability management

—  The purpose of the availability management practice is to ensure that services deliver agreed levels of availability to meet the needs of customers and users.

Business analysis

—  The purpose of the business analysis practice is to analyze a business or some element of it, define its associated needs, and recommend solutions to address these needs and/or solve a business problem, which must facilitate value creation for stakeholders.

Capacity and performance management

—  The purpose of the capacity and performance management practice is to ensure that services achieve agreed and expected performance, satisfying current and future demand in a cost effective way.

Change control

—  The purpose of the change control practice is to maximize 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

—  The purpose of incident management is to minimize the negative impact of incidents by restoring normal service operation as quickly as possible.

IT asset management

—  The purpose of the IT asset management practice is to plan and manage the full lifecycle of all IT assets

Monitoring and event management

—  The purpose of the monitoring and event management practice is to systematically observe services and service components, and record and report selected changes of state identified as events.

Problem management

—  The purpose of problem management is to reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors.

Release management

—  The purpose of the release management practice is to make new and changed services and features available for use.

Service catalogue management

—  The purpose of service catalogue management is to provide a single source of consistent information on all services and service offerings, and to ensure that it is available to the relevant audience.

Service configuration management

—  The purpose of the service configuration management practice is to ensure that accurate and reliable information about the configuration of services, and the CIs that support them, is available when and where it is needed.

Service continuity management

—  The purpose of the service continuity management practice is to ensure that the availability and performance of a service is maintained at a sufficient level in the event of a disaster.

Service design

—  The purpose of the service design practice is to design products and services that are fit for purpose, fit for use, and that can be delivered by the organization and its ecosystem.

Service desk

—  The purpose of the service desk practice is to capture demand for incident resolution and service requests. It should also be the entry point and single point of contact for the service provider with all of its users.

Service level management

—  The purpose of the service level management practice is to set clear business-based targets for service performance, so that the delivery of a service can be properly assessed, monitored, and managed against these targets.

Service request management

—  The purpose of the service request management practice is to support the agreed quality of a service by handling all pre-defined, user-initiated service requests in an effective and user friendly manner.

Service validation and testing

—  The purpose of the service validation and testing practice is to ensure that new or changed products and services meet defined requirements.

Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved.

The post ITIL® 4 Service Management Practices appeared first on World Of Agile.

In ITIL, management practices are defined as “set of organizational resources designed for performing work or accomplishing an objective.”. These Management practices are the core or main component of Service Value System (SVS).

In the Earlier ITIL versions the focus was on processes but with ITIL 4 there is more focus on practices and flexibility.

The New ITIL® 4 practices are as follows:

• General Management Practices (14) – They have been adopted and adapted for service management from general business management domains
• Service Management Practices (17) They have been developed in service management and ITSM industries
• Technical Management Practices (3) They have been adapted from technology management domains for service management purposes by expanding or shifting their focus from technology solutions to IT services

Here we try to explore General Management Practices adopted and adapted from general business management domains

• Architecture Management – The practice of providing an understanding of all the different elements that make up an organization and how those elements relate to one another.
• Continual Improvement – The practice of aligning an organization’s practices and services with changing business needs through the ongoing identification and improvement of all elements involved in the effective management of products and services.
• Information Security Management – The practice of protecting an organization by understanding and managing risks to the confidentiality, integrity and availability of information.
• Knowledge Management – The practice of maintaining and improving the effective, efficient and convenient use of information and knowledge across an organization.
• Measurement and Reporting – The practice of supporting good decision making and continual improvement by decreasing levels of uncertainty.
• Organizational Change Management – The practice of ensuring that changes in an organization are smoothly and successfully implemented and that lasting benefits are achieved by managing the human aspects of the changes.
• Portfolio Management – The practice of ensuring that an organization has the right mix of programmes, projects, products and services to execute its strategy within its funding and resource constraints.
• Project Management – The practice of ensuring that all of an organization’s projects are successfully delivered.
• Relationship Management –The practice of establishing and nurturing links between an organization and its stakeholders at strategic and tactical levels.
• Risk Management – A possible event that could cause harm or loss, or make it more difficult to achieve objectives. Can also be defined as uncertainty of outcome and can be used in the context of measuring the probability of positive outcomes as well as negative outcomes.
• Service Financial Management – The practice of supporting an organization’s strategies and plans for service management by ensuring the organization’s financial resources and investments are being used effectively.
• Strategy Management – The practice of formulating the goals of an organization and adopting the courses of action and allocation of resources necessary for carrying out those goals.
• Supplier Management – The practice of ensuring that an organization’s suppliers and their performance are managed appropriately to support the provision of seamless, quality products and services.
• Workforce and Talent Management – The practice of ensuring an organization has the right people with the appropriate skills and knowledge and in the correct roles to support its business objectives.

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