Service management is a set of specialized organizational capabilities for enabling value for customers in the form of services. These capabilities include tangible things like capital, people, and equipment, and can also include intangible things like knowledge, management and skills. These capabilities can also include intangible things, like knowledge, management, and skills.
https://www.bmc.com/blogs/itil-key-concepts-service-management/#:~:text=Service%20management%20is%20

The purpose of the release management practice is to make new and changed services and features available for use.
Release: A version of a service or other configuration item, or a collection of configuration items, that is made available for use.
https://wiki.process-symphony.com.au/framework/lifecycle/process/release-management-itil-4/

IT asset is any financially valuable component that can contribute to the delivery of an IT product or service. The scope of IT asset management typically includes all software, hardware, networking, cloud services, and client devices
https://wiki.process-symphony.com.au/framework/lifecycle/process/it-asset-management-itil-4/#:~:text=IT%20a

Organizations maximize co-creation of value with their customers by facilitating the outcomes they want to achieve. The four dimensions of service management have shown that a holistic approach is the best way for an organization to:
Achieve its goals in delivering quality and cost effective services Meet the needs of its customers
Satisfy the requirements of its stakeholders https://www.bmc.com/blogs/itil-service-value-system/

The organizations and people dimension sets out the people aspects of service management to be considered when designing, operating and changing service offerings. People include employees, managers, executives, customers, supplier employees, or anybody else who is involved in the creation or consumption of services.
https://assyst.ifs.com/blog/what-are-the-four-dimensions-of-itil-4

It is important to understand the difference in these terms not just for clarity, but because outputs are much easier to measure than outcomes.
Outputs are nearly always quantitative, with data available to show whether these have been delivered. Outputs are easy to report on and to validate. There is no grey area.
Outcomes are more challenging to verify because they are both qualitative and quantitative. Whether your outcomes have been achieved will rely, to a great extent, on the perception of the people who receive the service. Perceptions are not easy to measure or report on, but it is essential you find a way to do so.
https://www.bmc.com/blogs/outcomes-vs-outputs/

A change that must be implemented as soon as possible without strictly following the standard process
e.g. to resolve an incident or implement a security patch.
The process for assessment and authorization is expedited to ensure quick implementation, so scheduling and documentation is not a priority.
The change authority may be separate from what is standard or normal practice, typically smaller in number but with greater capacity to expedite approval.
https://www.bmc.com/blogs/itil-change-enablement/

Don�t start from scratch and build something new without considering what you already have. It�s almost always better to improve what you currently have than to throw it all away and start again, although you must also be able to recognise when a complete replacement is, in fact, needed.
Not only is this approach less wasteful than starting from scratch � because it preserves value that you already have � but it also helps you to keep your people on board. They�re much more likely to support the changes you need if their previous contributions have been appropriately valued.
Don�t rely on metrics and reports to tell you what the current situation is. When you carry out an assessment you should observe what is happening for yourself, and just use the metrics to support your observations.
https://www.sysaid.com/blog/itil/the-7-guiding-principles-of-itil-4-practical-advice-to-help-you-make-decisions Question #:50 – (Exam Topic 4)
Identity the missing word in the following sentence
The purpose of the service configuration management practice is to ensure that accurate and reliable information about the configuration of [?], and the CIs that support them, is available when and where it is needed
A. organizations
B. outcomes
C. relationships
D. services
Answer: D
Explanation
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. This includes information on how CIs are configured and the relationships between them.
https://wiki.process-symphony.com.au/framework/lifecycle/process/service-configuration-management-itil-4/

Service desks provide a variety of channels for access including:
Phone calls, which can include specialized technology, such as interactive voice response (IVR), conference calls, voice recognition, and others.
Service portals and mobile applications, supported by service and request catalogues, and knowledge bases.
Chat, through live chat and chatbots.
Email for logging and updating, and for follow-up surveys and confirmations.
Walk-in service desk (which are becoming more prevalent in some sectors, such as higher education, where there are high peaks of activity that demand physical presence).,
Text and social media messaging, which are useful for notifications in case of major incidents and for contacting specific stakeholder groups, but can also be used to allow users to request support.
Public and corporate social media and discussion forums for contacting the service provider and for peer-to-peer support.
https://www.bmc.com/blogs/itil-service-desk/

The ITIL SVS describes how all the components and activities of the organization work together as a system to enable value creation.
The SVS is made up of specific inputs, elements, and outputs relevant to service management. The key inputs to the SVS are opportunity and demand. The output of the SVS is value delivered by products and services.
Opportunity refers to options or possibilities to add value for stakeholders or otherwise improve the organization.
Demand refers to need or desire for products and services among internal and external consumers. https://www.bmc.com/blogs/itil-service-value-system/

The ITIL continual improvement model, which provides organizations with a structured approach to implementing improvements
https://www.bmc.com/blogs/itil-continual-improvement/

In ITIL, there are six activities in the service value chain which represent the steps an organization takes in the creation of value:
Plan Engage
Design and Transition Obtain/Build
Deliver and Support Improve
https://www.bmc.com/blogs/itil-service-value-chain/

The second step is to conduct an objective current-state assessment of existing services and service management practices. This should include consideration of the users� perception of the value being received, along with a review of people�s competencies and skills, the processes and procedures involved, the capabilities of the available technological solutions and the prevailing organizational culture. The success of an improvement initiative depends on a clear and accurate understanding of the starting point and the required impact of the initiative.
For example, an organization can measure the current net promoter score (NPS) from a customer satisfaction survey, conduct a benchmark survey against its competitors or review findings of operational statistics or audit reports to understand its current state. If this step is skipped, the current state will not be understood and there will not be an objective baseline measurement against which improvement can be measured.
https://www.bmc.com/blogs/itil-continual-improvement/

ITIL� defines a problem as a cause, or potential cause, of one or more incidents. A known error is a problem that has been analyzed but not resolved.
https://www.bmc.com/blogs/itil-problem-management/

In order to be aligned to customer outcomes and expectations, SLM requires focus and effort to engage and listen to the requirements, issues, concerns, and daily needs of customers:
Engagement is needed to understand and confirm the actual ongoing needs and requirements of customers, not simply what is interpreted by the service provider or has been agreed several years before. ITIL4 refers to value as being co-created, since it needs the input and validation of customers.
Listening is important as a relationship-building and trust-building activity, to show customers that they are valued and understood. This helps to move the provider away from always being in �solution mode� and to build new, more constructive partnerships. Each customer is unique, and the service provider
must not have a one-size-fits-all approach.
The activities of engaging and listening provide a great opportunity to build improved relationships and to focus on what really needs to be delivered. They also give service delivery staff an experience-based understanding of the day-to-day work that is done with their technology, enabling them to deliver a more business-focused service. When the customer is engaged and listened to, they feel valued and their perception of the service and service management activities improves.
https://www.bmc.com/blogs/itil-service-level-management/

An asset is defined as anything that is useful or valuable within a product or service. This value is generally determined financially: how much an asset costs versus how much it saves.
https://www.bmc.com/blogs/it-asset-management/

Individual metrics without a specified service context are unhelpful. They should relate to defined outcomes and not simply operational metrics. This can be achieved with balanced bundles of metrics, such as customer satisfaction and key business outcomes.
https://www.bmc.com/blogs/itil-service-level-management/#:~:text=Service%20Level%20Agreements%20(SL

A help desk is considered to be focused on break-fix (what ITIL calls incident management), whereas a service desk is there to assist with not only break-fix but also with service requests (requests for new services) and requests for information (such as �how do I do X?�).
https://www.atlassian.com/itsm/service-request-management/help-desk-vs-service-desk-vs-itsm#:~:text=A%20h

The organizations and people dimension sets out the people aspects of service management to be considered when designing, operating and changing service offerings. People include employees, managers, executives, customers, supplier employees, or anybody else who is involved in the creation or consumption of services.
https://assyst.ifs.com/blog/itil4-organizations-and-people#:~:text=The%20organizations%20and%20people%20

To protect the information needed by the organization to conduct its business. This includes understanding and managing risks to the confidentiality, integrity, and availability of information, as well as other aspects of information security such as authentication and non-repudiation.
https://www.bmc.com/blogs/itil-management-practices/

The Obtain/Build activity is responsible for ensuring that all service components are available when and where needed, and that they meet the agreed specifications.
https://www.beyond20.com/blog/what-is-the-itil-4-service-value-chain/#:~:text=The%20Obtain%2FBuild%20a

Think and work holistically
No service, practice, process, department, or supplier stands alone. The outputs that the organization delivers to itself, its customers, and other stakeholders will suffer unless it works in an integrated way to handle its
activities as a whole, rather than as separate parts.
https://www.bmc.com/blogs/itil-guiding-principles/#:~:text=5.,rather%20than%20as%20separate%20parts.

Costs are the amount of money spent on a specific activity or resource. From the service consumer�s perspective, there are two types of cost involved in service relationships:
Costs removed from the consumer by the service (a part of the value proposition). For example, for a car sharing service, the customer does not pay for the actual cost of purchasing the car.
https://www.bmc.com/blogs/itil-key-concepts-service-management/

The purpose of the improve value chain activity is to ensure continual improvement of products, services, and practices across all value chain activities and the four dimensions of service management.
https://wiki.process-symphony.com.au/framework/lifecycle/service-value-systemitil-4/#:~:text=The%20purpose

The key inputs to the SVS are opportunity and demand. The output of the SVS is value delivered by products and services. Opportunity refers to options or possibilities to add value for stakeholders or otherwise improve the organization
https://www.bmc.com/blogs/itil-service-value-system/#:~:text=The%20key%20inputs%20to%20the,or%20othe

A guiding principle is a recommendation that provides universal and enduring guidance to an organization, which applies in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure.
https://www.bmc.com/blogs/itil-guiding-principles/#:~:text=A%20guiding%20principle%20is%20a,of%20work

Value Streams & Processes
The value streams and processes dimension is concerned with how the various parts of the organization work in an integrated and coordinated way to enable value creation through products and services. This dimension defines the activities, workflows, controls and procedures needed to achieve agreed objectives. What matters in service management is that an organization establishes an operating model that that effectively organizes the key activities needed to manage products and services.
Value streams
A value stream is defined as a series of steps an organization undertakes to create and deliver products and services to consumers.
Structuring the organization�s service and product portfolios around value streams allows it to have a clear picture of what it delivers and how, and to make continual improvements to its services. By mapping its value streams, an organization can identify what is critical, what introduces waste and what can be improved upon.
Processes
A process is defined as a set of interrelated or interacting activities that transform inputs into outputs.
Processes define the sequence of actions and their dependencies, as well as describe what is done to accomplish an objective. Processes are underpinned by policies and can be broken down further through procedures which outline what is done, when, and by whom.
https://www.bmc.com/blogs/itil-four-dimensions-service-management/

The purpose of the SLM 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. SLM involves service level activities, including:
Defining service levels Documenting
Actively managing them https://www.bmc.com/blogs/itil-service-level-management/

Error control also regularly re-assesses the status of known errors that have not been resolved, taking account of the overall impact on customers and/or service availability, and the cost of permanent resolutions, and effectiveness of workarounds
https://www.bmc.com/blogs/itil-problem-management/#:~:text=Error%20control%20also%20regularly%20re,re

When an organization acts as a service provider, it produces outputs that help its consumers to achieve certain outcomes. An output is defined as a tangible or intangible deliverable of an activity; for example, transportation from one location to another.
https://www.bmc.com/blogs/itil-key-concepts-service-management/

A service relationship is defined as the cooperation between a service provider and service consumer. Service relationships are established between two or more organizations to co-create value. An organization can play the role of provider or consumer interchangeably, depending on the situation.
https://www.bmc.com/blogs/itil-key-concepts-service-management/#:~:text=and%20stakeholder%20manageme

Continual improvement encompasses all elements of the ITIL SVS. It involves aligning an organization�s practices and services with changing business needs, through the ongoing assessment and improvement of each element involved in the management of products and services. Continual improvement applies to the SVS in its entirety, as well as to all of the organization�s products, services, service components, and relationships, and is the responsibility of every individual involved in service management.
https://www.bmc.com/blogs/itil-continual-improvement/

When focusing on value, the first step is to know who are the customers and key stakeholders being served. Next, it is important to have an understanding of what consitutes value from the consumer�s perspective.
https://www.bmc.com/blogs/itil-guiding-principles/#:~:text=When%20focusing%20on%20value%2C%20the,va