book

ITIL4 Drive Stakeholder Value: Reference and Study Guide

by Christian Nissen

February 2023

Intermediate to advanced

154 pages

3h 37m

English

TSO (The Stationery Office)

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2.1 Co-creating service value through customer journeysFigure 2.1 The band of visibilityFigure 2.2 Relationships between value streams and customer journeysFigure 2.3 Three aspects of the customer and user experience2.1.1 Stakeholder aspirationsTable 2.1 The purposes of identifying, understanding, and mastering the customer journey
Figure 2.4 The stages involved in designing end-to-end customer journeys and experiences2.2.1 Personas2.2.2 Scenarios2.2.3 Customer journey mapsFigure 2.5 Example of a customer journey mapFigure 2.6 The Johari window2.2.4 Designing the customer journey (service blueprint)
Figure 2.7 The eight dimensions of culture2.2.5 Measuring and improving the customer journey2.2.6 Customer journey stepsTable 2.2 The stepping stones of the customer journey
3.1 Customer needs and impacting factors3.1.1 Purpose3.1.2 External factors3.1.3 Internal factors3.1.4 SWOT analysis

3.1.6 Risks and mitigation3.2 Identifying service providers and value propositions
Figure 3.1 The AIDA model
Figure 4.1 Aspects of service value
Table 4.1 Three modes of listening and their application in different service management situations
4.2.1 Basic relationship4.2.2 Cooperative relationshipTable 4.2 Engaging and fostering relationships in different environmentsTable 4.3 Pros and cons for a basic service relationship4.2.3 Partnership4.2.4 Managing suppliers and partnersTable 4.4 Relationship management service integrator activities
Figure 4.2 The service relationship ladder4.3.1 Creating an environment that allows relational patternsTable 4.5 The steps of the service relationship ladder4.3.2 Building and sustaining trust and relationshipsTable 4.6 The three Cs model applied to a service relationship4.3.3 Understanding service provider capabilities4.3.4 Understanding customer needs
Figure 4.3 Example of a value driver framework4.3.5 Assessing mutual readiness and maturityTable 4.7 Types of assessment in the engage step
4.4.1 Purpose4.4.2 Practice success factors
4.5.1 Purpose4.5.2 Practice success factors
5.1 Managing demand and opportunities5.1.1 Patterns of business activity5.1.2 Optimizing capacity5.1.3 Building the customer’s business case
5.2 Specifying and managing customer requirements (1/2)5.2.1 Roles and responsibilitiesFigure 5.1 The service delivery triangle: the roles involved in transforming needs into requirements5.2.2 Managing requirements5.2.3 Separating the problem from the solution5.2.4 Minimum viable product5.2.5 User stories and story mappingFigure 5.2 An example of story mapping
5.2.6 The MoSCoW method
5.3 Designing digital services5.3.1 Lean thinking5.3.2 Agile product and service development5.3.3 User-centred design and service design thinking5.3.4 Service blueprintingFigure 5.4 Example of a service blueprint5.3.5 Designing for onboarding
5.4.1 PricingTable 5.1 Pricing options5.4.2 Internal sales5.4.3 External sales
5.5.1 Purpose5.5.2 Practice success factors
6.1 Plan for value co-creation6.1.1 Types of service value drivers6.1.2 Service interaction method6.1.3 Inherent and assigned characteristics of services
6.2.1 From needs to agreementFigure 6.1 Limitation of agreements: from service consumer needs to agreement6.2.2 Negotiating and agreeing service utility, warranty, and experience
Figure 6.2 Key activities of the service level management practice6.3.1 Purpose6.3.2 Practice success factors
Table 7.1 The purposes of onboarding and offboarding
7.1.1 Onboarding goals7.1.2 Onboarding scopeTable 7.2 Examples of consumer resources to onboard7.1.3 Onboarding actions7.1.4 Onboarding controlTable 7.3 Examples of onboarding actions
7.2.1 Fostering relationships with corporate users7.2.2 Fostering relationships with individual consumersTable 7.4 Relationship management with individual service consumers
Figure 7.1 Seamless user journey with omnichannel managementTable 7.5 Examples of omnichannel challenges
7.6.1 Customer offboarding7.6.2 User offboarding
7.7.1 Purpose7.7.2 Practice success factors
7.8.1 Purpose7.8.2 Terms and concepts7.8.3 Practice success factors
8.1 A service mindset8.1.1 ‘Invisible’ users
8.4.1 When things go wrong8.4.2 Moments of truth8.4.3 Intelligent disobedience
Table 8.1 Examples of challenges for customer and user feedback
8.7 Service request management practice8.7.1 Purpose8.7.2 Practice success factors
9.1 Realizing service valueTable 9.1 Tracking, assessing, and evaluating value realization in different types of service relationships
Figure 9.1 ITIL planning and evaluation model9.2.1 Tracking performance, output, and outcomeFigure 9.2 The service profit chain9.2.2 Tracking experience and satisfaction
9.3 Assessing and reporting service value
9.4.1 Evaluation and verification
9.5 Realizing value for the service provider
Figure 9.3 An organization’s portfolios enable return on investments9.6.1 Purpose9.6.2 Practice success factors
10.1 Purpose of the ITIL 4 DSV qualification10.2 Examination overview
10.3 Question type examples10.3.1 Standard10.3.2 Negative10.3.3 List
10.4.1 Sample papers10.4.2 Tips for taking the examination
11.1 ITIL FoundationFigure 11.1 The ITIL certification scheme
11.2.1 ITIL Specialist – Create, Deliver and Support11.2.2 ITIL Specialist – Drive Stakeholder Value11.2.3 ITIL Specialist – High-velocity IT
11.3 ITIL Strategic Leader stream11.3.1 ITIL Strategist – Direct, Plan and Improve11.3.2 ITIL Leader – Digital and IT Strategy
11.5 ITIL and the T-shaped individualFigure 11.2 A T-shaped skillsetFigure 11.3 A T-shaped service manager
Table 12.1 Concepts that are tested in the ITIL 4 Drive Stakeholder Value examination