ITIL® 4 Create, Deliver and Support (CDS)
Your companion to the ITIL 4 Managing Professional CDS certification
Claire Agutter
- 201 pages
- English
- ePUB (mobile friendly)
- Available on iOS & Android
ITIL® 4 Create, Deliver and Support (CDS)
Your companion to the ITIL 4 Managing Professional CDS certification
Claire Agutter
About This Book
ITIL ® 4 Create, Deliver and Support
If you've achieved your ITIL ® 4 Foundation certificate, you're probably planning the next stage in your ITIL journey and which qualification to work towards. ITIL 4 Create, Deliver and Support (CDS) provides essential knowledge and capabilities for service management professionals, focusing on a value stream based approach to IT-enabled products and services – a must-have skillset practitioners should seek beyond Foundation level.
The majority of this book is based on the official AXELOS ITIL ® 4: Create, Deliver and Support publication and the associated Create, Deliver and Support Managing Professional syllabus. It provides students with the information they need to pass the Create, Deliver and Support exam, and help them become a successful practitioner.
Suitable for existing ITIL v3 experts, ITIL 4 Managing Professional (MP) students, ITSM (IT service management) practitioners who are adopting ITIL 4, approved training organisations, IT service managers, IT managers and those in IT support roles.
The guide focuses on:
- Service value system key concepts and challenges;
- Using a shift-left approach;
- Planning and managing resources in the service value system;
- The use and value of technology across the service value system;
- ITIL practices and value streams for new services and user support;
- How to create, deliver and support services; and
- Exam preparation.
A useful tool throughout your career
In addition to being an essential study aid, the author — a seasoned ITSM professional — also provides additional guidance throughout the book which you can lean on once your training and exam are over. The book includes her own practical experience from which she gives advice and points to think about along the way so that you can refer back to this book for years to come – long after you've passed your exam.
The essential link between your ITIL qualification and the real world – buy this book today!
Part of Claire Agutter's ITIL 4 Series. For more information about the other books in the series, visit: www.itgovernancepublishing.co.uk/author/claire-agutter
Frequently asked questions
Information
CHAPTER 1: SERVICE VALUE SYSTEM KEY CONCEPTS AND CHALLENGES
SVS concepts and challenges: Organisational structure
Table 1: Organisation Structures | |
Functional | Functional structures are typically hierarchical, with defined formal lines of authority, clear roles and responsibilities, and clear allocation of power and responsibility. Examples of functions could be sales, finance, IT, etc. |
Divisional | Divisional structures are based around organisational entities such as markets, products or geographical areas. In a divisional structure, each division may operate as an individual entity with its own profit and loss, support teams, etc. |
Matrix | A matrix structure occurs when staff have dual reporting lines; for example, to a line manager and a product manager for a piece of work. Matrix organisations are represented as a grid of relationships, and often describe ‘pools’ of people who can move between projects and products. They can support more agile ways of working and rapid reconfiguration of resources. |
Flat | Flat organisations have very little hierarchy and can support fast decision-making by enabling autonomy. This may, however, create challenges as an organisation grows. |
SVS concepts and challenges: Integrated/collaborative culture
Table 2: Collaboration and Cooperation | |
Collaboration | Cooperation |
Work together towards a shared goal/objective | Separate goals can lead to silo working |
Shared and integrated goals | Aligned goals |
Everyone succeeds or fails together | Individuals and teams succeed independently |
Goals and resources aligned in real time | Cooperative, friendly, willing to share information |
Technology is necessary but not sufficient | Technology is necessary but not sufficient |
Needs respect, trust and transparency | Less need for trust and transparency |
Needs respect, trust and transparency | Less need for trust and transparency |
Needs multi-channel communication (stand ups, face-to-face, active listening, tool-mediated, etc.) | Needs effective communication |
Everyone needs to understand how they contribute to the big picture | Everyone needs to understand their own role |
Need to understand PESTLE* factors for all stakeholders | Need to understand PESTLE factors for own role |
Table 3: Algorithmic or Heuristic | |
Algorithmic tasks | Heuristic tasks |
Follow a defined process, with established instructions | Depend on human understanding and intervention |
Follow the rules | Learn or discover what is needed |
Clear inputs, outputs, instructions, branches, etc. | Need flexibility, information, knowledge and experience |
Reassignment and handover between teams where needed | Collaboration, swarming and DevOps often appropriate |
People doing the work may recognise opportunities to improve how it is done – this should be part of their role | New insights can be recorded for future use, moving some work to algorithmic (removing ‘toil’ – manual, repetitive work that is devoid of enduring value. Toil scales in a linear way, for example more users equals more password resets.) |