As ITIL continues to evolve and expand to provide a holistic and integrated view of IT Service Management it is easy to lose sight of the fundamental practices that make day-to-day IT management life sustainable. In this practical webinar, Troy DuMoulin and Ed Perez will look at 5 Key Takeaways any organization can use from ITIL 4 best practices that enable improved service delivery without complex requirements and high levels of process maturity.

1. Unlock the Value of ITIL 4
with 5 Key Takeaways that
can be Used Today!
Troy DuMoulin
VP Research & Development
Ed Perez
Senior Business Solutions
Consultant of Axios Systems
1

2. Agenda
• Why these ITIL 4 techniques will help you
succeed:
• How to establish a mission-based prioritization
model
• How the service desk can quick start proactive
Problem Management
• How to use the classic availability report to
support Problem Management
• How to use lean value stream mapping to enable
request management
• How to begin capturing service metrics in process
records through service-based classification
structures
• Top Takeaways to Implement
2

3. How to establish a mission-based
prioritization model
• Grooming backlogs of planned and unplanned work
• Why shared prioritization is critical to achieving service levels
3

4. Priority Model Example
4
Impact
Urgency
Core Business
Services
(High)
Support Services
(Medium)
Non-Urgent Services
(Low)
Department/LOB/
Branch/Group of VIPs
(High)
Critical High High
Small Group of Users
or VIP
(Medium)
Critical High Medium
Single User
(Low)
High Medium Low

5. Example Case Study – Impact Urgency
Scenarios
5
Urgency – Examples Based On Revenue
Critical
Directly impacts revenue generation, product development and product
shipment
High Indirectly supports critical business services
Medium Intercompany transfer, collaboration, and operational efficiencies
Low Personal productivity tools which are not directly related to business risks.
Impact – Examples Based On Revenue
Critical
A disruption in service or system affecting critical business processes for multiple
users, locations, or companies.
High
A disruption in service significantly impacting a VIP or direct revenue producing
role’s ability to perform assigned job duties or impacts a customer
Medium
Non-critical component down or degraded. Job or procedure is unusable or
difficult to use or a workaround is available. Single user impacted. Not critical to
schedules or process requirements.
Low
Minimal impact, component or procedure is usable but performance is
degraded.

6. Escalation Models & Incident Response
6
100% SLA0% 50% 75%
1
2
3
4
Alert SR Business Stakeholders
Escalate to Assignment Mgr.
Alert SR IT Mgmt.
Notify Assignment Grp.
 System Alerts
 ITSM Dashboards
 Texting & Email
Tools:
Priority

7. Mission-based Prioritization Journey
7
Priority Model SLAs with
Escalation Models
Construct
Interconnection
Apply, Act, Report and Trend

8. Step One: Priority Model
8

9. Step Two: SLAs with Escalation Models
9

10. Step Three: Construct Interconnection
10

11. Step Four: Apply, Act, Report and Trend
11

12. How the service desk can quick start
proactive Problem Management
• The power of the top 10 Incident type reports
• Using closure codes to initially identify casual factors
12

13. Proactive Problem Management Journey
13
Closure Code
Definitions
Identify Incident
Trends
Generate
Problems
Identify Root Cause / Known Error

14. Step One: Closure Code Definitions
14

15. Step Two: Identify Incident Trends
15

16. Step Three
16

17. Step Four: Identify Root Cause / Known Error
17

18. How to use the classic availability report to
support Problem Management
• Key inputs to feed Problem Analysis & Error Control
• Applying risk management and prioritization models
• Using monitoring tools to identify repeat events
18

19. How to use lean value stream mapping to
enable request management
• Estimating provisioning service levels with lead time analysis
• Identifying bottlenecks and waste for continual improvement
19

20. Value Stream Mapping
20
PROCESS
INPUT OUTPUTACTIVITIES
PROCESS STEPS
STEP 1 STEP 2 STEP 3 STEP 4 STEP 5
Total Cycle Time is the total time from the beginning to the end of your process

21. Value Stream Mapping
21
PROCESS
INPUT OUTPUTACTIVITIES
PROCESS STEPS
STEP 1 STEP 2 STEP 3 STEP 4 STEP 5
Process Time is the total time spent actually creating products or services.
Process Time Process Time Process Time Process Time Process Time

22. Value Stream Mapping
22
PROCESS
INPUT OUTPUTACTIVITIES
PROCESS STEPS
STEP 1 STEP 2 STEP 3 STEP 4 STEP 5
Wait Time is the time waiting for the next steps to begin.
Process Time Process Time Process Time Process Time Process Time
Wait Time Wait Time Wait Time Wait Time
TOTAL WAIT TIME
Wait Time

23. Value Stream Mapping
23
PROCESS
INPUT OUTPUTACTIVITIES
PROCESS STEPS
STEP 1 STEP 2 STEP 3 STEP 4 STEP 5
Lead Time is the time between input and output,
from the trigger to the receipt of value
Process Time Process Time Process Time Process Time Process Time
TOTAL LEAD TIME
INPUT OUTPUT
WT WT WT WT WT

24. Example: Value Stream Mapping
24
1. Receive
order and
distribute
10
2. Understand
requirements for
design
15
3. Plan order
45
4. Deliver
order
 Design
 Build
 Test
160
5. Handover
to Customer
30
Unit of work: Request for Service
Average lead time: 20 days
Customers:
20% from Service Delivery Manager
80% from External clients
Input Output
Request ready for
Use
352 (PROCESS)
5284 (LEAD TIME)
= 6.6%
Request
Process
260
12
120
15
480 1440
75 205 45
288012
Request

25. How to begin capturing service metrics in process
records through service-based classification
structures
• CMDB Service Configuration Model
• Configuration Item (CI) record association
25

26. Modeling & Managing Service Outcomes
26
Order
Fulfillment
Pizza
Delivered
Service
Ordering
Ordering
System /
Product
Service
IT Support
Service
Partner
Facing
Service
OLA
System
Franchise
Business Units
SLA
Point of Sale
User
SLA
Contract
Database
$
$
Service
Output
Outcome

27. Service Records / CI Relationships
27
PHYSICALCIsLOGICALCIs
Server A
Server B
Wkstn 1
Router
Circuit
Switch
NAS
Tape
SAN
Image
App A
App B
Incident Records
Problem Records
Change Records
Known Errors
Incident Records
Change Records
Platform
Platform
Device
Network
Device
Network SW DBASE
Service A
System BSystem A
Copyright © AXELOS Limited 2011. Material is reproduced under license from AXELOS Limited. All rights reserved.
Incident Records
Change Records

28. Service-Based Classification Journey
28
CMDB
Model
CI Association Visualize
Association
Identify Affected Users and Critical Events

29. Step 1: CMDB Model Primary Structure
29

30. Step 2: CI Association
30

31. Step 3: Visualize Association
31

32. Step 4: Identify Affected Users and Critical Events
32

33. Top Takeaways to Implement
1) Look for patterns and trends in your incident data
2) Leverage your current system availability reports
3) Do an analysis of your configuration management system
4) Closure codes to enable initial problem analysis
5) Look at priority model and is it mission-based?
33

34. 34
Q&A
To submit a question, please use the Q&A
feature in the portal or email us directly at:
im@axiossystems.com

35. 35
Thank you!
Troy DuMoulin
VP Research & Development
t.dumoulin@pinkelephant.com
Ed Perez
Senior Business Solutions
Consultant of Axios Systems
ed.perez@axiossystems.com
www.axiossystems.com
twitter.com/Axios_Systemshttps://www.linkedin.com/
company/15055/admin/