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Any financially valuable component that can contribute to delivery of an IT product or service

Any component that needs to be managed in order to deliver an IT service

Any change of state that has significance for the management of a service

A problem that has been analyzed but has not been resolved

Understanding how service consumers use services

Comprehending the whole, but doing something

Recognizing the complexity of systems

Doing fewer things, but doing them better

A means of identifying events that could cause harm or loss

A means of determining whether a service is fit for purpose

A means of identifying a result for a stakeholder

A means of determining whether a service is fit for use

Governance

Service value chain

Guiding principles

Practices

Activities should be automated before they are optimized

Automation is best applied to non-standard tasks

Technology eliminates the need for human intervention

Automation frees human resources for more complex activities

To restore normal service operation as quickly as possible

To manage workarounds and known errors

To capture demand for incident resolution and service requests

To systematically observe services and service components

Information security management

Change enablement

Problem management

Service configuration management

1 and 2

2 and 3

3 and 4

1 and 4

Customer engagement

Operational metrics

Business metrics

Customer feedback

Changes included in the change schedule are pre-authorized and do not need additional authorization

formal changes should be assessed and authorized before they are deployed

Emergency changes should be authorized by as many people as possible to reduce risk

formal changes are typically implemented as service requests and authorized by the service desk