A Quick Tutorial on ITIL

5 stages of ITIL v3
The Information Technology Infrastructure Library (ITIL) is a globally recognised framework for managing IT
service delivery. The ITIL framework organises the service lifecycle into five core stages, each focusing on a
specific aspect of service management. Here’s an overview of the 5 Stages of ITIL (based on ITIL v3, which is
widely used; ITIL 4 shifts to a more flexible value system but still respects these stages conceptually):
1. Service Strategy
Objective: Define the organisational objectives and customer needs that the IT services must support.
Key Activities:
• Identifying market opportunities and customer demands
• Creating a service portfolio
• Defining service value and business outcomes
• Financial management and risk management
Outcome: A clear understanding of what services to offer, whom to offer them to, and how to deliver value
cost-effectively.

2. Service Design
Objective: Design new or changed services that align with business needs and are ready for implementation.
Key Activities:
• Designing service solutions (availability, capacity, security, continuity)
• Producing design packages and service level agreements (SLAs)
• Creating service catalogues
• Designing processes, architectures, and measurement systems
Outcome: A blueprint for services that are efficient, cost-effective, and aligned with strategic goals.

3. Service Transition
Objective: Build and deploy services into the live environment without disrupting existing services.
Key Activities:
• Change management
• Configuration and asset management
• Release and deployment management
• Knowledge management
Outcome: Services are tested, validated, and deployed with minimal risk and disruption, with support
readiness in place.

4. Service Operation
Objective: Manage the day-to-day delivery and support of IT services effectively and efficiently.
Key Activities:
• Incident management
 • Problem management
• Event management
• Access management
• Request fulfilment
Outcome: Stable and reliable IT services that meet agreed performance levels and ensure business continuity.

5. Continual Service Improvement (CSI)

Objective: Continuously evaluate and improve the quality and efficiency of IT services.
Key Activities:
• Analyzing service performance data
• Identifying improvement opportunities
• Using frameworks like the Deming Cycle (Plan-Do-Check-Act)
• Aligning improvements with business goals
Outcome: Ongoing improvements that enhance service quality, customer satisfaction, and business value.

Each stage in the ITIL lifecycle is interconnected, ensuring a holistic approach to IT Service Management (ITSM)
that is customer-focused, efficient, and aligned with business objectives.

Transition from v3 to v4

ITIL 4 replaces the lifecycle model with the Service Value System (SVS), which integrates various components
to create, deliver, and continually improve services. The SVS is centered around the Service Value Chain, a
flexible operating model that maps how value is delivered through IT services.

1. Service Strategy → Guiding Principles & Governance (ITIL 4)

In ITIL 4, strategic alignment is captured through:
• Guiding principles (e.g., focus on value, collaborate and promote visibility)
• Governance mechanisms
• Continual improvement models to ensure alignment with business direction
Strategy is now integrated throughout the value system, rather than being a discrete phase.

2. Service Design → Design & Transition (Value Chain Activity)

ITIL 4 retains the emphasis on designing fit-for-purpose and fit-for-use services. However:
• Service design is now embedded within the "Design and Transition" activity of the Service Value Chain
• Supported by practices like Service Design, Availability Management, Capacity and Performance
Management

3. Service Transition → Build & Deliver (Value Chain Activity)

All aspects of transitioning services from concept to live deployment are handled by:
• "Build and Transition" in the Service Value Chain
 • Practices such as Change Enablement, Release Management, and Deployment Management
This aligns closely with Agile and DevOps practices in continuous delivery.

4. Service Operation → Deliver & Support

ITIL 4 encapsulates operations through the "Deliver and Support" activity:
• Includes practices like Incident Management, Problem Management, Monitoring & Event
Management, Service Desk, etc.
• Strong alignment with real-time monitoring, support automation, and reliability engineering

5. Continual Service Improvement → Continual Improvement (as a core SVS component)

Continual Improvement is central in ITIL 4 and not a separate stage:
• It's a core component of the SVS and is embedded throughout all practices
• Uses models like Plan-Do-Check-Act (PDCA) for iteration and feedback

Key Shifts from ITIL v3 to ITIL 4:

Aspect ITIL v3 ITIL 4

Structure 5 Lifecycle Stages Service Value System (SVS)
Focus Process-driven Practice & Value-driven
Approach Sequential Iterative, Agile, Flexible
Integration Limited DevOps/Agile Strong DevOps/Agile alignment
Improvement CSI as a stage Continual Improvement across all

While ITIL v3’s 5 stages provided a structured, process-oriented view, ITIL 4 provides a dynamic, integrated
model that better reflects modern IT operations. The essence of the 5 stages still exists, but it’s now
distributed across the Service Value Chain and supporting practices, promoting adaptability and continuous
value co-creation.

ITIL PROCESSES (V3) AND PRACTICES (V4)

In ITIL 4, the term “processes” has been largely replaced by “practices”, reflecting a broader and more flexible
approach. While ITIL v3 was structured around 26 processes grouped under 5 lifecycle stages, ITIL 4 defines 34
management practices, each of which may contain one or more processes or activities.

These 34 practices are grouped into three categories:

1. General Management Practices

(Adopted from business management and applied to IT service management)
1. Architecture Management
2. Continual Improvement
3. Information Security Management
4. Knowledge Management
5. Measurement and Reporting
 6. Organizational Change Management
7. Portfolio Management
8. Project Management
9. Relationship Management
10. Risk Management
11. Service Financial Management
12. Strategy Management
13. Supplier Management
14. Workforce and Talent Management

2. Service Management Practices

(Core practices for delivering and managing services)
15. Availability Management
16. Business Analysis
17. Capacity and Performance Management
18. Change Enablement (previously Change Management)
19. Incident Management
20. IT Asset Management
21. Monitoring and Event Management
22. Problem Management
23. Release Management
24. Service Catalogue Management
25. Service Configuration Management
26. Service Continuity Management
27. Service Design
28. Service Desk
29. Service Level Management
30. Service Request Management
31. Service Validation and Testing

3. Technical Management Practices

(Supporting technology-focused capabilities)
32. Deployment Management
33. Infrastructure and Platform Management
34. Software Development and Management
Notes on Key Differences from ITIL v3:
• Many ITIL v3 processes are still present, but the emphasis has shifted from strict process flows to
value-adding activities and flexible practices.
• Practices are not just “processes” — they may include people, tools, policies, and cultural elements.
• For example:
o “Change Management” in ITIL v3 is now “Change Enablement” in ITIL 4, reflecting a more
agile and collaborative approach.
o “Continual Service Improvement” is now “Continual Improvement” and applies across all
practices.

SOME CONCEPTS OF ITIL 4

Below we discuss some fundamental ITIL 4 concepts, essential for understanding how ITIL 4 supports modern,
adaptive, and value-driven IT service management. These concepts reflect the shift from rigid, process-driven
models in ITIL v3 to a flexible, holistic framework that aligns with Agile, DevOps, and Lean principles.

1. Service Value System (SVS)

The Service Value System is the core framework of ITIL 4. It describes how all components and activities of an
organisation work together as a system to create value through IT-enabled services.
Key Elements of the SVS:
• Opportunity and Demand (Inputs)
• Guiding Principles
• Governance
• Service Value Chain
• Practices
• Continual Improvement
• Value (Output)
The SVS encourages co-creation of value, where both the provider and consumer actively contribute.

2. Service Value Chain (SVC)

At the heart of the SVS, the Service Value Chain is a flexible operating model that outlines six core activities
needed to respond to demand and deliver value:
1. Plan – Ensures shared understanding of vision, current status, and improvement direction.
2. Improve – Ongoing improvements across all value chain components.
3. Engage – Interaction with stakeholders for understanding needs and relationships.
4. Design and Transition – Ensures products/services meet expectations and are ready for delivery.
5. Obtain/Build – Acquiring or developing service components.
6. Deliver and Support – Providing service outcomes and user support.
The activities are not linear and can be combined in different configurations depending on the situation.

3. Guiding Principles
These are universal recommendations that guide decision-making and behaviour at all levels. They are inspired
by Agile, Lean, and DevOps philosophies and encourage continuous learning and adaptability.

The 7 Guiding Principles:

1. Focus on value
2. Start where you are
3. Progress iteratively with feedback
4. Collaborate and promote visibility
5. Think and work holistically
6. Keep it simple and practical
7. Optimize and automate

They are intended to be culturally embedded and universally applicable.

4. Practices (Replaces “Processes”)

ITIL 4 defines 34 management practices, grouped into:
• General Management (e.g., Risk, Strategy, Architecture)
• Service Management (e.g., Change Enablement, Incident Management)
• Technical Management (e.g., Software Development, Deployment)

Each practice includes roles, responsibilities, processes, and tools—making them broader than ITIL v3
processes. For example:
• Change Enablement focuses on managing changes safely and effectively.
• Service Desk manages user interactions and support.
• Problem Management focuses on identifying root causes and preventing incidents.

5. Continual Improvement
ITIL 4 treats Continual Improvement as a core activity that applies to every element of the Service Value
System. It uses structured methods like:
• The Continual Improvement Model (7-step approach)
• PDCA (Plan-Do-Check-Act) cycle
This ensures that services remain relevant, efficient, and aligned with business needs.
6. Value Co-Creation
Unlike earlier models that viewed the organisation as the sole provider of value, ITIL 4 adopts a co-creation
perspective. Value is generated through active collaboration between:
• Service providers
• Service consumers
 • Stakeholders
This highlights the importance of transparent communication, shared goals, and collaborative design.

7. Four Dimensions Model

This model ensures a balanced approach to service management, considering:
1. Organisations and People
2. Information and Technology
3. Partners and Suppliers
4. Value Streams and Processes
Neglecting any one of these dimensions can lead to ineffective or unsustainable services.

Summary Table

Concept Description
SVS Integrates all activities and components to co-create value.
Service Value Chain Core operational model transforming demand into value.
Guiding Principles 7 universal values guiding decisions and behaviours.
Practices 34 flexible management areas, replacing fixed processes.
Continual Improvement Embedded improvement model using feedback and iteration.
Value Co-Creation Emphasises collaborative value delivery with consumers.
Four Dimensions Ensures holistic and balanced approach to service management.

ITIL4: Four Dimensions Model

The ITIL 4 Four Dimensions Model is a foundational concept that ensures a balanced and holistic approach to
service management. It recognises that to effectively and sustainably deliver services and co-create value,
organisations must consider more than just processes or technologies.

The Four Dimensions Model ensures that all components of the Service Value System (SVS) are aligned and
integrated. It prevents siloed thinking and promotes cross-functional awareness.
The Four Dimensions:

1. Organisations and People

This dimension focuses on the human and cultural elements of service management.
Key considerations:
• Organisational structure, roles, and responsibilities
• Culture, communication, leadership, and collaboration
• Skills and competencies of personnel
• Training, change management, and workforce planning
Example: If a new incident management tool is introduced without proper staff training or role alignment, it’s
likely to fail — even if the technology is sound.

2. Information and Technology

This dimension ensures that data and technology effectively support service delivery and innovation.
Key considerations:
• Applications, databases, and infrastructure
• Emerging technologies (AI, IoT, Cloud, etc.)
• Integration and interoperability
• Security and compliance of information assets
 • Automation and toolchain support
Example: A reliable monitoring tool must collect accurate data and integrate with the service desk platform to
be useful in incident response.

3. Partners and Suppliers

Focuses on the organisation’s external ecosystem — entities that contribute to service delivery.
Key considerations:
• Supplier and vendor management
• Strategic vs tactical partnerships
• Contract management and SLAs
• Dependency and risk assessments
Example: If cloud services are outsourced, the provider’s reliability, security, and SLA adherence become
critical for the business.

4. Value Streams and Processes

This is about how value is actually delivered — the workflows, processes, and practices that transform inputs
into outputs.
Key considerations:
• Process design and optimisation
• Value stream mapping
• Workflow integration and automation
• Bottleneck identification and elimination
Example: An end-to-end value stream for handling customer complaints might span request logging, triage,
resolution, and follow-up — each step must be well-designed and integrated.

Key Points About the Four Dimensions:

All dimensions interact and influence each other.
Neglecting any one dimension can lead to suboptimal services or even failure.
They apply to every practice, product, or service within the ITIL 4 framework.

They are often visualised surrounding the Service Value System, indicating that they support and influence
every aspect of value creation.