Service Value System

Question 1

describes how all the components and activities

of the organization work together as a system to enable value creation.

Answer 1

Service Value System

Question 2

The purpose of the SVS

Answer 2

to ensure that the organization continually co-creates value with all stakeholders through the use and management of products and services.

Question 3

Inputs of the SVS

Answer 3

o Opportunities represent options or possibilities to add vale for stakeholders or
otherwise improve the organization.
o Demand is the need or desire for products and services among internal and external
consumers.

Question 4

Outcome of the SVS

Answer 4

o The outcome of the SVS is value. The SVS can enable the creation of many different
types of value for a wide group of stakeholders.

Question 5

Components of the SVS

Answer 5

o The guiding principles
o Governance
o The service value chain
o The ITIL practices
o Continual improvement

Question 6

Continual improvement

Answer 6

a recurring organizational activity performed at all levels to ensure that organization’s performance continually meets stakeholders’ expectations.

Question 7

The ITIL practices

Answer 7

sets of organizational resources designed for performing work or accomplishing an objective.
▪ Resources are people, processes, documentation, information assets, technologies, supplier contracts, etc.

Question 8

a set of interconnected activities that an organization performs in order to deliver a valuable product or service to its consumers and to facilitate value realization.

Answer 8

Service Value Chain

Question 9

the means by which an organization is directed and controlled.

Answer 9

Governance

Question 10

are recommendations that can guide an organization in all
circumstances, regardless of changes in its goals, strategies, type of work, or
management structure.

Answer 10

Guiding Principles

Question 11

Addressing the Challenge of Silos

Answer 11

The ITIL SVS has been specifically architected to enable flexibility and discourage
siloed working.

Question 12

Guiding Principles

Answer 12

A guiding principle is a recommendation that guides an organization in all
circumstances.
▪ can be used to guide organizations in their work as
they adopt a service management approach and adapt ITIL guidance to their
own specific needs and circumstances.
▪ They allow organizations to integrate the use of multiple methods into an
overall approach to service management.

Question 13

Applying the Guiding Principles

Answer 13

o The guiding principles encourage and support organizations in continual
improvement at all levels.
o For example, the first principle, focus on value
o Organizations should not use just one or two of the principles, but should consider the relevance of each of them and how they apply together.

Question 14

o Focus on value
o Start where you are
o Progress iteratively with feedback 
o Collaborate and promote visibility 
o Think and work holistically
o Keep it simple and practical
o Optimize and automate

Answer 14

Seven Guiding Principles

Question 15

1st GP. Focus on Value

Answer 15

Everything the organization does should link back, directly or indirectly, to value for
itself, its customers and other stakeholders.

Question 16

Application Focus on Value

Answer 16

▪ Know how consumers use each service.
▪ Encourage a focus on value among all staff.
▪ Focus on value during operational activity as well during improvement
initiatives.
▪ Include a focus on value in every step of any improvement initiative.

Question 17

2nd GP Start Where You Are

Answer 17

When engaged in any improvement initiative, do NOT start over without first
considering what is already available to be leveraged.
▪ Decisions on how to proceed should be based on accurate information
obtained through direct observation supported by appropriate and effective
measurement.
▪ Measurement should be used to support the analysis of what has been
observed rather than to replace it. Over-reliance on data analytics and
reporting can introduce biases and risks in decision-making.
▪ The act of measuring can affect the results.
▪ “When a measure becomes a target, it ceases to be a good measure”

Question 18

Application Start Where You are

Answer 18

▪ Look at what exists as objectively as possible.
▪ Determine if successful practices or services can be replicated or expanded.
▪ Apply your risk management skills in the decision-making process.
▪ Recognize that sometimes nothing from the current state can be reused.

Question 19

3rd GP. Progress Iteratively with Feedback

Answer 19

1. Working in a time-boxed, iterative manner with feedback loops embedded into the
   process allows for greater flexibility, faster responses to customer and business needs, the ability to discover and respond to failure earlier, and an overall improvement in quality.
2. Organize work into smaller, manageable sections.
3. A feedback loop is a situation where part of the output of an activity is used for new input.

Question 20

Application Progress Iteratively with Feedback

Answer 20

▪ Comprehend the whole but do something.
▪ The ecosystem is constantly changing, so feedback is essential.
▪ Fast does not mean incomplete.

Question 21

4th GP. Collaborate and Promote Visibility

Answer 21

o When initiatives involve the right people in the correct roles, efforts benefit from
better buy-in, more relevance and increased likelihood of long-term success.
o Without transparency:
▪ There may be an impression that the work is not a priority
▪ Improvement work may take a lower priority over other tasks with daily
urgency.
o Insufficient visibility of work leads to poor decision-making.
o Application
▪ Collaboration does not mean consensus.
▪ Communicate in a way the audience can hear.
▪ Decisions can only be made on visible data.

Question 22

5th GP. Think and Work Holistically

Answer 22

o A holistic approach to service management requires an understanding of how all the
parts of an organization work together in an integrated way.
o Application
▪ Recognize the complexity of the systems.
▪ Collaboration is key to thinking and working holistically.
▪ Where possible, look for patterns of interactions between system elements.
▪ To make something simple, you have to understand its complexity, and then
proceed to some simple representation
▪ Automation can facilitate working holistically.

Question 23

6th GP. Keep it Simple and Practical

Answer 23

o Outcome-based thinking should be used to produce practical solutions which deliver
valuable outcomes while using the minimum number of steps needed.
▪ Start with an uncomplicated approach, add later.
▪ Do not try to produce a solution for every exception.
▪ Be mindful of competing objectives.
▪ Establish a holistic view of the organization’s work.

o Application
▪ Ensure value.
▪ Simplicity is the ultimate sophistication.
▪ Do fewer things but do them better.
▪ Respect the time of the people involved.
▪ Easier to understand, more likely to adopt.
▪ Simplicity is the best route to achieving quick wins.

Question 24

7th GP. Optimize and Automate

Answer 24

Optimization means to make something as effective and useful as makes sense.
Before an activity can be effectively automated, it should be optimized to whatever degree is possible and reasonable.

Question 25

Is the use of technology to perform a step or series of steps correctly and consistently with limited or no human intervention.

Answer 25

Automation

Question 26

Simplest form of Automation

Answer 26

The simplest form of automation involves standardizing and streamlining manual tasks to allow decisions to be made ‘automatically’.

Question 27

Application of Optimize and Automate

Answer 27

o Application
▪ Simplify and/or optimize before automating.
▪ Define your metrics.
▪ Use the other guiding principles when applying this one.
● Progress iteratively with feedback
● Keep it simple and practical
● Focus on value
● Start where you are