Incident management is typically closely aligned with the service desk, which is the single point of contact for all users communicating with IT. When a service is disrupted or fails to deliver the promised performance during normal service hours, it is essential to restore the service to normal operation as quickly as possible.
https://www.bmc.com/blogs/itil-v3-incident-management/

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

There are many ways in which practices and services can be optimized. Regardless of the specific techniques, the path to optimization follows these high-level steps:
Understand and agree the context in which the proposed optimization exists Assess the current state of the proposed optimization
Agree what the future state and priorities of the organization should be, focusing on simplification and value
Ensure the optimization has the appropriate level of stakeholder engagement and commitment Execute the improvements in an iterative way
Continually monitor the impact of optimization https://www.bmc.com/blogs/itil-guiding-principles/

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

Each activity contributes to the value chain by transforming specific inputs into outputs. The inputs could be demand from outside the value chain, or outputs of other activities, while the transformation is facilitated by ITIL practices, undertaken using internal or third-party resources, processes, skills, and competencies.
https://www.bmc.com/blogs/itil-service-value-chain/

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/

Nonrepudiation provides an assurance that the sender of data is provided with proof of delivery and the recipient is provided with proof of the sender’s identity, so neither can later deny having processed the data. Further, this concept can apply to any activity, not just the sending and receiving of data; in a more general sense, it is a mechanism to prove that an activity was performed and by whom. Nonrepudiation is typically comprised of authentication, auditing/logging, and cryptography services.
https://www.sciencedirect.com/topics/computer-science/nonrepudiation

This is one of the most important questions for continual improvement. This question helps to define measurable targets for the IT service provider that will help to reach the vision of the company in the long-term. At this stage, we look at the identified key performance indicators from the previous step and
determine what values we want to target for each of these indicators. This decision must be made with the business�s vision in mind, but also with a sense of what is practically possible.
https://blog.masterofproject.com/continual-improvement-model/

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/

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.
Taking a holistic approach to service management includes establishing an understanding of how all the parts of an organization work together in an integrated way (remember the four dimensions of service management?), including having an end-to-end visibility of how demand is captured and translated into outcomes. In a complex system, the alteration of one element can impact others and, where possible, these impacts need to be identified, analysed and planned for.
To apply this principle successfully, consider this advice: Recognize the complexity of the systems
Collaboration is key to thinking and working holistically
Where possible, look for patterns in the needs of and interactions between system elements Automation can facilitate working holistically
https://www.bmc.com/blogs/itil-guiding-principles/

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/

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

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/

A service request is defined as a request from a user or a user�s authorized representative that initiates a service action which has been agreed as a normal part of service delivery.
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 request management is dependent upon well-designed processes and procedures, which are operationalized through tracking and automation tools to maximize the efficiency of the practice. To be handled optimally, service request management should follow these guidelines:
Service requests and their fulfilment should be standardized and automated to the greatest degree
possible.
Policies should define which service requests will be fulfilled with limited or even no additional approvals so that fulfilment can be streamlined.
The expectations of users regarding fulfilment times and costs should be clearly set, based on what the organization can realistically deliver.
Opportunities for improvement should be identified and implemented to produce faster fulfilment times and take advantage of automation.
https://www.bmc.com/blogs/itil-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 request management is dependent upon well-designed processes and procedures, which are operationalized through tracking and automation tools to maximize the efficiency of the practice. To be handled optimally, service request management should follow these guidelines:
Service requests and their fulfilment should be standardized and automated to the greatest degree possible.
Policies should define which service requests will be fulfilled with limited or even no additional approvals so that fulfilment can be streamlined.
The expectations of users regarding fulfilment times and costs should be clearly set, based on what the organization can realistically deliver.
Opportunities for improvement should be identified and implemented to produce faster fulfilment times and take advantage of automation.
https://www.bmc.com/blogs/itil-service-request-management/

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/

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

An SLA is defined as a documented agreement between a service provider and a customer that identifies both services required and the expected level of service.
SLAs are used to measure the performance of services from the customer�s point of view, and it is important that they are agreed in the wider business context.
Some of the key requirements for successful SLAs include:
They must be related to a defined �service� in the service catalogue. 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.
They should reflect an �agreement�: an engagement and discussion between the service provider and the service consumer. It is important to involve all stakeholders, including partners, sponsors, users, and customers.
They must be simply written and easy to understand and use for all parties. https://www.bmc.com/blogs/itil-service-level-management/#:~:text=Service%20Level%20Agreements%20(SL

Customer: A person who defines the requirements for a service and takes responsibility for the outcomes of service consumption;
https://www.bmc.com/blogs/itil-key-concepts-service-management/

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

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.
https://www.bmc.com/blogs/itil-management-practices/

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

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

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