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2021 | Buch

Introduction to the New ITIL Kapitel lesen Erstes Kapitel lesen

Become ITIL® 4 Foundation Certified in 7 Days

Understand and Prepare for the ITIL Foundation Exam with Real-life Examples

verfasst von: Abhinav Krishna Kaiser

Verlag: Apress

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

Use this guide book in its fully updated second edition to study for the ITIL 4 Foundation certification exam. Know the latest ITIL framework and DevOps concepts.
The book will take you through the new ITIL framework and nuances of the DevOps methodology. The book follows the topics included in the foundation certification exam syllabus and includes new sections on ITIL's guiding principles, service value chain, and the four dimensions of service management. Also included are the concepts, processes, and philosophies used in DevOps programs and projects. ITIL and DevOps concepts are explained with relevant examples.
By the time you finish this book, you will have a complete understanding of ITIL 4 and will be ready to take the ITIL 4 Foundation certification exam. You will know the DevOps methodology and how ITIL reinforces the philosophy of shared responsibility and collaboration. Over the course of a week, even while working your day job, you will be prepared to take the exam.

What You Will LearnKnow the basics of ITIL as you prepare for the ITIL Foundation certification examUnderstand ITIL through examplesBe aware of ITIL's relevance to DevOps and DevOps concepts
Who This Book Is For

Professionals from the IT services industry

Inhaltsverzeichnis

Frontmatter

Day 1

Frontmatter
Chapter 1. Introduction to the New ITIL
Abstract
ITIL is in its fourth incarnation, and the new one has something exciting to offer. It not only offers a new variant of a framework to manage services but provides a fresh perspective into the world of services. This is especially interesting because the boundary between the development stage and operations stage is not razor thin but rather has vanished into thin air. With the absence of a barrier to distinguish the activities surrounding development stages and operational activities, the relevance of ITIL as a framework to manage operations has been scrutinized. The answer is a new version of ITIL that is tailored for the digital age.
Abhinav Krishna Kaiser
Chapter 2. Brief Overview of DevOps
Abstract
New ways of working, or new methodologies, begin to unearth because of a problem—yes, it all starts with a problem. DevOps too had its own reasons. Businesses craved fast turnarounds of their solutions. And often businesses found out in the midst of development that they did not have all the information they needed to make the right decisions. They wanted to recommend a few more changes to the requirements and still expected the delivery to happen on time. DevOps was born to solve this problem.
Abhinav Krishna Kaiser

Day 2

Frontmatter
Chapter 3. ITIL 101: Concepts and Core Foundation
Abstract
The ITIL 4 Foundation Certification exam study guide starts with this chapter. While Chapter 1 went into the nuances and history of ITIL, Chapter 2 provided an insight into the world of DevOps and its practices.
Abhinav Krishna Kaiser
Chapter 4. Holistic Approach to Service Management: Four Dimensions
Abstract
Service management is not linear. While there are multiple aspects and components that go into the making of a service, there are several others on the consumption side. Both these sets of components have to find true north and collaborate to create value. These various components that make and consume IT services are put together in a model called four dimensions of service management.
Abhinav Krishna Kaiser

Day 3

Frontmatter
Chapter 5. Value Creation with Service Value System
Abstract
ITIL has stood for creating value through services. In ITIL V3, all aspects of service management were seen through the lens of value. It is no different in ITIL 4. In fact, value takes center stage with an entire chapter and multiple concepts revolving around it. What is different is that value is getting the right level of emphasis through a system that is built to deliver it.
Abhinav Krishna Kaiser
Chapter 6. Influencing Through Guiding Principles
Abstract
Think about guiding principles as a set of boundaries that are drawn. You can play within these boundaries and, at no cost, cross them. Well, to rephrase it, these are more like recommendations and not rules or policies that you are bound by. The nonprescriptive nature of ITIL is perhaps one of its strongest suits, and it continues the legacy with the guiding principles.
Abhinav Krishna Kaiser
Chapter 7. ITIL’s Management of Practices
Abstract
ITIL 4’s masterstroke is to introduce practices in ITIL and do away with processes and functions. The problem was not so much that it was complex, but the underlying concepts and their overlay were often complicated; and to ITIL seekers, it was often a fairly lengthy learning curve.
Abhinav Krishna Kaiser

Day 4

Frontmatter
Chapter 8. Practices to Manage Stakeholders
Abstract
ITIL recognizes that services cannot be offered in isolation; they require plenty of continuous support to complete the delivery, and the support of external parties. These external parties could be customers, users, sponsors, suppliers, or other agencies that could hold a stake with legislation and other compliance parties.
Abhinav Krishna Kaiser
Chapter 9. Practices to Enable Service Support
Abstract
A service is essentially conceived, designed, built, and supported throughout its life cycle. Throughout the life cycle, two things happen: the services are supported, which necessarily means that services keep going as they should; and if anything breaks, then a break fix is applied. Then there are several changes that happen during its lifetime. Smaller modifications to a service are done on an ad hoc basis on the back of change management. Major changes undergo a continual improvement cycle. While all these activities are visible to stakeholders and highlight various achievements, there are silent players in the game that make it happen. These are the enablers that buttress the service support practices.
Abhinav Krishna Kaiser
Chapter 10. Continual Improvement
Abstract
Lou Holtz, the famous linebacker and coach, once said: “In this world, you are either growing or you are dying. So, get in motion and grow.” This rings true in every aspect of life, work, and entertainment—more so in products and services. Name one product or a service that has remained the same without improvements or new features, and yet has ruled the market for decades. None. Maintaining status quo in ownership of products and services will get us nowhere but out of the market and out of users’ minds. It is therefore an imposed necessity on product manufacturers and service providers to keep enhancing their offerings and to keep the boat moving toward newer shores. Think of products such as mobile phones, where a new phone is churned out every few months. This is not because the earlier ones have become obsolete, but to keep consumers interested and keep the ball rolling. In services, look at Internet service providers. Their services do not remain constant. They endeavor to increase speeds, make their networks more reliable, and offer several add-ons. Once again this is not because of a paucity of their services or products, but to ensure their survival, which hinges on improvements. In the ITIL world, continual improvement exists to keep the ball in motion, to ensure that all that is offered is being constantly bettered.
Abhinav Krishna Kaiser

Day 5

Frontmatter
Chapter 11. Practices to Manage Operations
Abstract
The heart of ITIL lies in operations. This is the phase of service management where value is essentially created or lost, customers are awed or move away, and organizations thrive or barely survive. There may be a phase when enhancements or new developments could pause (maybe due to economic slump) but operations continue as long as the product’s end of support exists or until the service that is offered to customers is active.
Abhinav Krishna Kaiser

Day 6

Frontmatter
Chapter 12. Practices to Manage Changes
Abstract
While operations keeps the services afloat and maintains status quo, for a service or a product to stay alive, barely surviving is far from enough. It needs to change, it needs to evolve, and it needs to transform. Without changes, a service or a product is as good as dead. Think of a service or a product that have stayed the same for a number of years. Hard, right? Impossible to name a couple? Yes, that’s true. Even a simple product like the day to day confectionaries changes because customers get bored and crave something new. Think about the avatars of Haribo or any of your favorite chocolates. Very few have stayed the same, and they keep the change constant. One other anomaly in this regard is “classic” coke. Although the old made way for the new, popular demand meant that the company had to bring the old formula back to revive the fortunes of the company.
Abhinav Krishna Kaiser
Chapter 13. Practices to Manage Releases
Abstract
The cycle generally starts with the design, followed by build, test, and transition. Transition activities involve the management of moving a built object into production. Before this can happen, there needs to be a streamlined process to manage the movement of packages from the lower to higher environments. There should be precise policies, principles, and processes that guide the releases to ensure that the activity does not become an ambiguous chaotic method. While these represent half the story, there is the technical aspect of moving the packages: the methods we use to deploy to minimize risks and maximize predictability.
Abhinav Krishna Kaiser

Day 7

Frontmatter
Chapter 14. The Service Desk
Abstract
The service desk is an integral component of the ITIL framework, and most ITIL implementations prioritize the design and implementation of the service desk and its associated practices over others. It is more of a people-led practice than a process-led one. So far, the practices that we have looked at are defined by their processes. The service desk practice is different from the rest.
Abhinav Krishna Kaiser
Chapter 15. Tips and Tricks for Taking the ITIL Exam
Abstract
The ITIL Foundation examination is one of the most sought-after examinations in the IT industry. It is one of the certifications that are considered mandatory during the time of employment.
Abhinav Krishna Kaiser
Backmatter
Metadaten
Titel
Become ITIL® 4 Foundation Certified in 7 Days
verfasst von
Abhinav Krishna Kaiser
Copyright-Jahr
2021
Verlag
Apress
Electronic ISBN
978-1-4842-6361-7
Print ISBN
978-1-4842-6360-0
DOI
https://doi.org/10.1007/978-1-4842-6361-7

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