ITIL Guiding Principles Flashcards
The reason for the guiding principles
Intended to help an organization adopt and adapt ITIL guidance
ITIL guiding principles is
A recommendation that guides an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure.
Focus on value
Everything the organization does should link back directly or indirectly to value itself, it’s customers, and other stakeholders.
Customer (CX) vs user (UX) experience
Object vs subjective.
The sum of functional and emotional interactions with a service provider as perceived by a service consumer
Applying Focus on value
Know how service consumers use each service.
Use during normal operational activity as well as during improvement initiatives.
Include on every step of any improvement initiative.
Start where you are
Do not start from scratch without considering what is already available to be leveraged.
Check current services, processes, programs, projects and people that can be used to create the desired outcomes.
Ways a organization can implement “start where you are”
Assessing where you are and the role of measurement
Applying start where you are
Look at what exists as objectively as possible, using the customer, or the desired outcome, as the starting punt.
Apply risk management skills.
Recognize sometime nothing can be reused.
Progress iteratively with feedback
Don’t do everything at once. Break things up into multiple management tasks
The role of feedback
Using feedback before, during, and after each interaction to ensure actions are focused and appropriate.
Can be analyzed to identify improvement opportunities, risks and issues
Feedback loop
Where part of the output of an activity is used for new input. Feedback usually is collected and processed along the value chain.
Applying progress interatively with feedback
Comprehend the whole but do something.
Time boxing (setting a limit of time aside for a task).
Minimum viable product
Collaborate and prompt viability (collaborate)
Working together across boundaries produces results that have greater buy-in, more relevance to objective, and a better likelihood of long term success.
Collaborate and prompt viability (viability)
Work and chimneys should be shared to the greatest degree possible.
Communication for improvement!
Applying Collaborate and prompt viability
Collaboration does not mean consensus.
Communication is a way the audience can hear.
Decisions can only be made on visible data
What does insufficient visability lead to
Poor decision-making, which in turn impacts the organization’s ability to improve internal capabilities.
Ways to avoid insufficient visibility
Understand the flow of work in progress
Identify bottlenecks, as well as excess capacity.
Uncover waste.
Use value stream maps and Kaban boards.
Think and work holistically
No service, or element used to provide service, stands alone. (Integration of the four dimensions)
Applying Think and work holistically
Recognize the complexity.
Collaboration is key.
Automation can facilitate working holistically.
Use the theory of constraints here and in continual improvement.
Keep it simple and practical
If a process, service, action, or metric provides no value or produces no useful outcome, eliminate it.
Minimum number of steps necessary
Things to keep in mind when implementing keep it simple and practical
Judging what time keep.
Conflicting objectives
Think about exceptions, handle generally, don’t try to cover all
Applying keep it simple and practical
Ensure value in every activity.
Simplicity is the ultimate sophistication.
Do fewer things but do them better
Respect the time of the people involved.
Simplicity is the best route to achieving quick wins.
Easier to understand; more likely to adopt.
Optimize and Automate
Eliminate anything that is truly wasteful and use technology to achieve whatever it is capable of.
(Optimize before automating. Define your metrics. Use the other guiding principles when applying)
Road to optimization
- Agreeing on the overall vision and objectives of the organization.
- Assessing the current state.
- Agreeing on what the future state and priorities of the organization should be, focus on simplification and value
- Stakeholder engagement
- Executing the improvements in a iterative way, using metrics and other feedback to check progress.
- Continually monitoring
