ITIL management principles

1. ITIL
MANAGEMENT PRACTICES
BY
MITRA PRANOY PANDI- IMB2023027
ASHISH YADAV- IMB2023029

2. CONTENTS
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 Project management
 Relationship management
 Risk management
 Service financial management
 Strategymanagement
 Supplier management
 Workforce and talent management

3. PROJECT MANAGEMENT

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 Projects are organizations temporary structures that created for delivering outputs
 The main role of Project management is to ensure that all the projects are successfully delivered
 Water Fall management where the requirements & changes are static, The work is more important than
delivery of service
 Agile management where the requirements & changes are dynamic, The speed of delivery is more
important than precise requirements of service
 There are different approaches to the way in which projects are delivered, The waterfall and Agile methods
being the most common

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 For a successful project management, the organization capacity & capability should be considered, depends on
the behavior of people both within the project team and the wider organization
 The balance should be maintained between business and project management that can potentially impact on a
lot of areas including resources, service levels, customer relationships & productivity.
 Every organization needs to give importance to project management in equal to its business operations like
managing business effectively and efficiently, continually improve its products and services

6. RELATIONSHIP MANAGEMENT

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 Relationship management aims to build & enhance strategic connection with stakeholders through involving
identification, analysis, monitoring & ongoing improvement, This will help the companies to develop links
between the organization and its stakeholders at strategic and tactical levels.
 Stakeholder's needs can be understood & the products and services are prioritized by this their Satisfaction will
be at high & a constructive relationship between the organization and stakeholders is maintained.
 Effective implementation of customer latest priorities & requirements for products and services can be done
efficiently by this practice
 Any complaints & issues, escalations are handled well through a sympathetic process & conflicting
requirements are mediated immediately.
 Organizations make sure that they maintain & understand the relations with stakeholder’s group both internal
and external so that it can contribute all service value chain activities.

8. RISK MANAGEMENT

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 Unlike traditional definition of risk in management it’s defined alternatively as Opportunity so, failure tot
take opportunities can be a risk.
 The purpose of this practice is to ensure that the organization understand & effectively handles risks, this is
essential for sustainability and creating value for both organization and customers.
 Decisions about risk need to be balanced so that the potential benefits are worth more than the cost to address
risk.
 For effective risk management the risk should be Identified, Assessed, Treated.
 Principles of risk management practice are
1) Risk is a part of business
2) Risk management must be consistent across the organization
3) Risk management culture & behavior are important.
 ISO 31000: 2018 Risk management guidelines.

10. SERVICE FINANCIAL MANAGEMENT

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 This practice supports the organization strategies & plans for service management by ensuring that the
financial resources & investments are being used efficiently.
 It provides support to the management in decision making and allocating financial resources efficient.
 Service financial management (SFS) should be aligned with organization policies & practices for portfolio
management, project management & relationship management.
 It also responsible for managing the budgeting, costing, accounting and charging the services for activities of
organization acting as both service provider and consumer
 In this digital era of technology financial management had undergone a lot of changes and innovation, the
outcomes are Digital technologies(cloud, big data, analytics, and artificial intelligence), Blockchain(crypto
currencies, decentralized transactions & ledgers) & IT budgets and payment models.

12. STRATEGY MANAGEMENT

13. The process of formulating, implementing and overseeing an organization’s strategic
plans and initiatives to achieve it’s long-term objectives and mission.
Purpose of strategy management:
 Formulate organizational goals.
 Allocate resources and actions to achieve those goals.
Starting point:
 Understand the organization’s context.
 Translate strategy into action plans.
Strategy management:

14. Objectives of strategy management:
 Analyse the environment for opportunities.
 Identify and address constaints.
 Define vision, mission and principles.
 Implement and manage strategy changes.

15.  Responsibility
 Evolution of strategy
 Value creation
 High performance strategy
 Contribution to service value chain

16. SUPPLIER MANAGEMENT

17. SUPPLIER MANAGEMENT:
A structured program to manage suppliers and improve their impact on the
buyer’s business.
Purpose:
 Suppliers and their performances are managed effectively.
 Create collaborative relationships to unlock new value and reduce risks.
Central activities:
 Maintain a supplier strategy, policy and contract management information.

18. Sourcing strategies and relationships:
 Different types of suppliers relationship, including insourcing, outsourcing,
single source or partnership and multi-sourcing
Evaluation and selection of suppliers:
 Suppliers should be evaluated based on importance impact, risk
and cost.
Activities:
 Supplier and contract negotiation.
 Supplier and contract management
 Performance management

19. WORKFORCE AND TALENT
MANAGEMENT

20. WORKFORCE AND TALENT MANAGEMENT
 Workforce management concentrates on human resources delivering
services.
 Talent management ensures you have the right people with right skills.
Impact on organizational velocity:
 Reduces backlogs, improves quality and closes knowledge and skills gaps
contributing to organizational speed and efficiency.

21. People strategy:
 Addressing emerging technologies and leadership capabilities required for
future growth.
Responsibility:
 Workforce and talent management is the responsibility of leaders and managers at
all levels within the organization.

22. VALUE CHAIN ACTIVITIES

23. Thank You