IT運(yùn)維管理：ITIL先鋒論壇-ITIL4核心思想一覽

ITIL4ITIL4探討ITIL4的方式建議：?范圍不限于ITIL，融入IT4IT，借鑒SAFe；?理論結(jié)合日常工作；ITSMInformationTechnologyInfrastructureLibrary服務(wù)級(jí)別管理可用性管理容量管理連續(xù)性管理財(cái)務(wù)管理突發(fā)事件管理安全管理問題管理變更管理發(fā)布管理配置管理ITILV2ITILITILV220年前，全生命周期ServiceServiceSupportServiceServiceDelivery個(gè)局部工作的流程ITILV310年前，體系ITILV3ServiceServiceStrategyServiceDesignTransitionTransitionDeploymentTestingServiceTransitionServiceServiceOperationContContServiceImprovement命周期的體系ITIL4ITIL4今天，價(jià)值流周\月小時(shí)\天\周小時(shí)\天\周概念或管理對(duì)象變化周期年年年廠家\供應(yīng)商年年項(xiàng)目數(shù)月投產(chǎn)發(fā)布天/數(shù)周整改天/數(shù)周服務(wù)請(qǐng)求小時(shí)/天分鐘/小時(shí)天/周天/周/月擴(kuò)展閱讀：價(jià)值鏈擴(kuò)展閱讀：價(jià)值鏈Aclassificationschemeforthecompletesetofprimaryandsupportingactivitiesthatcontributetothelifecycleofcreatingnetvalueofamarketoffering.OriginatesfromMichaelPorter’sbookCompetitiveAdvantage.有助于創(chuàng)造市場(chǎng)產(chǎn)品價(jià)值生命周期的一整套主要和輔助活動(dòng)的分類方案。源自邁克爾·波特的書《競(jìng)爭(zhēng)優(yōu)勢(shì)》。somethingvaluable,suchasaproductorservice.價(jià)值鏈?zhǔn)墙M織為了交付有價(jià)值的為什么是為什么是“價(jià)值鏈”《競(jìng)爭(zhēng)優(yōu)勢(shì)》1985ITILServiceValueChainTheITILservicevaluechainincludessixvaluechainactivitieswhichleadtothecreationofproductsandservicesand,inturn,value.ITIL服務(wù)價(jià)值鏈包括六個(gè)價(jià)值鏈活動(dòng)，這些活動(dòng)促成產(chǎn)品和服務(wù)的創(chuàng)建，進(jìn)而是“價(jià)值鏈“價(jià)值鏈”怎么落實(shí)在工作中注釋：注釋：“價(jià)值鏈”是六個(gè)互不相同，但又相互ValueStreamsValueStreamsDefinition:ValueDefinition:ValuestreamAseriesofstepsanorganizationundertakestocreateanddeliverproductsandservicestoconsumers.一個(gè)組織負(fù)責(zé)創(chuàng)建產(chǎn)品和服務(wù)并將其交付給消費(fèi)者的一系列步驟。Theoverallgoalsandexpectationsforaproductorserviceshouldbedescribedfromend-to-end,thatis,fromdemandtovalue,ratherthansimplydescribingtheuseofeachteaminadisparateorun-coordinatedsetofactivities.產(chǎn)品或服務(wù)的總體目標(biāo)和期望應(yīng)該是端到端的（即從需求到價(jià)值）進(jìn)行描述，而不是簡(jiǎn)單地描述每一個(gè)單獨(dú)團(tuán)隊(duì)在不同或不協(xié)調(diào)的一組活動(dòng)中的使用情況。SAFe"epAvaluestreamisalong-livedseriesofstepsusedtodelivervalue,fromconceptorcustomerordertodeliveryofatangibleresultforthecustomer.價(jià)值流是用于交付價(jià)值的一系列長(zhǎng)期步驟,從概念或客戶訂單到為客戶交付有形結(jié)果?！皟r(jià)值流“價(jià)值流”與“流程”holisticallymanagethefullservicel組件(功能模型)的星座上。這四個(gè)價(jià)值流共同在幫助信息技術(shù)全面管理整個(gè)服務(wù)生命周期方面發(fā)揮著至fortheservicealongwiththehigh-levelarchitecturalattributes.投資組合戰(zhàn)略(S2P)價(jià)值流從進(jìn)的服務(wù)的戰(zhàn)略需求，并開發(fā)概念服務(wù)藍(lán)圖來代表所請(qǐng)求的新的或增強(qiáng)的業(yè)務(wù)/信息技術(shù)服務(wù)。概念服務(wù)藍(lán)圖是業(yè)務(wù)和信息技術(shù)署需求(R2D)價(jià)值流接收概念服務(wù)藍(lán)圖，并設(shè)計(jì)和開發(fā)具有更詳細(xì)需求的邏輯服務(wù)模型，描述如何設(shè)計(jì)新請(qǐng)求的業(yè)務(wù)/信息技術(shù)andotheroperationalaspectsassociatedwithrealizedservicesan合監(jiān)控、管理、補(bǔ)救和與已實(shí)現(xiàn)服務(wù)和/或正在建設(shè)的服務(wù)相關(guān)的其他運(yùn)營(yíng)方面提供了一個(gè)框架。它還全面概述了信息技術(shù)新的系統(tǒng)或功能KeyKeymessage：OpportunityanddemandtriggeractivitieswithintheITILSVS,andtheseactivitiesleadtothecreationofvalue.“機(jī)會(huì)”和“需求”觸發(fā)了ITILSVS中的活動(dòng),這些活動(dòng)促成?一方面來自于業(yè)務(wù)需求;?一方面來自于持續(xù)改進(jìn)。Opportunityrepresentsoptionsorpossibilitiestoaddvalueforstakeholdersorotherwiseimprovetheorganization.Theremaynotbedemandfortheseopportunitiesyet,buttheycanstilltriggerworkwithinthesystem.機(jī)會(huì)表示為利益相關(guān)方增值或以其他方式改進(jìn)組織的選擇或可能性。對(duì)這些機(jī)會(huì)的需求可能還沒有,但它們?nèi)匀豢梢杂|發(fā)體系內(nèi)的工作。了對(duì)內(nèi)部和外部客戶的產(chǎn)品和服務(wù)的需求或期望。擴(kuò)展閱讀Servicevaluechainactivitiesrepresentthestepsanorganizationtakesinthecreationofvalue.Eachactivitycontributestothevaluechainbytransformingspecificinputsintooutputs.服務(wù)價(jià)值鏈活動(dòng)代表了一個(gè)組織在創(chuàng)造價(jià)值WhatIstheITILServiceValueChain?InputandOutputofthePlanActivityTheThepurposeoftheplanvaluechainactivityistoensureasharedunderstandingofthevision,currentstatus,andimprovementdirectionforallfourdimensionsandallproductsandservicesacrosstheorganization.“計(jì)劃（Plan）”價(jià)值鏈活動(dòng)的目的是確保對(duì)整個(gè)組織的所有四個(gè)維度和所有產(chǎn)品和服務(wù)的愿景、現(xiàn)狀和改進(jìn)方向有著共同的理解。注釋：響應(yīng)變化高于遵循計(jì)劃。但不代表可以沒有計(jì)劃。注釋：現(xiàn)狀與方向。?行業(yè)監(jiān)管的要求，例如社康的建設(shè)。?信息化改進(jìn)的方向，例如我院無紙化做的不夠。InputandOutputoftheImproveActivity為什么需要為什么需要Thepurposeoftheimprovevaluechainactivityistoensurecontinualimprovementofproducts,services,andpracticesacrossallvaluechainactivitiesandthefourdimensionsofservicemanagement.改進(jìn)價(jià)值鏈活動(dòng)的目的是確保在所有價(jià)值鏈活動(dòng)和服務(wù)管理的四個(gè)層面對(duì)產(chǎn)品、服務(wù)和實(shí)踐進(jìn)行持續(xù)改進(jìn)。throughoperatingtheserviceva進(jìn)活動(dòng)，服務(wù)提供商可以確保通過運(yùn)營(yíng)服務(wù)價(jià)值鏈獲得的經(jīng)驗(yàn)教訓(xùn)可以轉(zhuǎn)化journeyandtocontinuallyidentifyimprovementstothejourneyandtheservices.此步驟的目的是跟蹤，評(píng)估和評(píng)價(jià)利益相關(guān)者預(yù)期和計(jì)劃的價(jià)值是否在整個(gè)旅程的所有步InputandOutputoftheEngageActivity為什么需要為什么需要“持續(xù)互動(dòng)”。Thepurposeoftheengagevaluechainactivityistoprovideagoodunderstandingofstakeholderneeds,transparency,andcontinualengagementandgoodrelationshipswithallstakeholders.Inmostcases,itisnotenoughforaservicetomeetastThestakeholderalsoneeexpectations,notonlyintermsofoutcomesbutalsoinexperienceandpreferences.在大多數(shù)情況下，服務(wù)不足以滿足利益相關(guān)者對(duì)成果的實(shí)際需求。利益相關(guān)者還需要相信，服務(wù)提供eachstakeholder’sexpecandcommunicatingmutu關(guān)系促進(jìn)并揭示了對(duì)每個(gè)利益相關(guān)者對(duì)成果、體驗(yàn)和偏好的期望的偏見和錯(cuò)誤的假設(shè)是共同努力取得成功的主要威脅，因此盡早互動(dòng)InputandOutputoftheDesignandTransitionActivityTheThepurposeofthedesignandtransitionvaluechainactivityistoensurethatproductsandservicescontinuallymeetstakeholderexpectationsforquality,costs,andtimetomarket.“設(shè)計(jì)和轉(zhuǎn)換”價(jià)值鏈活動(dòng)的目的是確保產(chǎn)品和服務(wù)不斷滿足利益相關(guān)者對(duì)質(zhì)量、成本和速度的期望。customerdemandandserviceofferings.在獲得更緊InputandOutputoftheObtainorBuildActivityTheThepurposeoftheobtain/buildvaluechainactivityistoensurethatservicecomponentsareavailablewhenandwheretheyareneeded,andmeetagreedspecifications.“獲取或構(gòu)建”價(jià)值鏈活動(dòng)的目的是確保服務(wù)組件在需要時(shí)隨時(shí)隨地可用,并符合商定的規(guī)范。Allnewresourcesareobtainedthroughobtain/build所有新的資源都是通過“獲取或構(gòu)件（Obtain/Build）”獲得的?Architecturesandpoliciesprovidedby‘plan’"?Contractsandagreement部和內(nèi)部供應(yīng)商和合作伙伴提供的貨物和服務(wù)?ImprovementinitiativesaInputandOutputoftheDeliverandSupportActivityTheThepurposeofthedeliverandsupportvaluechainactivityistoensurethatservicesaredeliveredandsupportedaccordingtoagreedspecificationsandstakeholders’expectations.“交付和支持”價(jià)值鏈活動(dòng)的目的是確保按照商定的規(guī)格和利益相關(guān)方的期望，提供和支持服務(wù)。ServicedeskinteractionsServicedeskinteractionsCustomeranduserfeedbackWhenthingsgowrongServicerequestDifferencesbetweenvaluestreamsandprocessesDifferencesbetweenvaluestreamsandprocessesThekeyThekeydifferencesbetweenvaluestreamsandprocessesrelatetotheirfocusesandhowtheyareused.價(jià)值流和流程之間的關(guān)鍵區(qū)別在于它們的焦點(diǎn)和使deliverproductsand?Manysetsofinterrelatedactivitiesthattransforminputsintooutputscouldbeconsideredprocesses.可以將一組輸入轉(zhuǎn)化為輸出的相互關(guān)聯(lián)的?Valuestreamsarefocusedaroundtheflowofactivityfromdemandoropportunitytocustomervalue.價(jià)值流是集中于從需求或機(jī)會(huì)到客戶價(jià)值的活動(dòng)流。Theoverallgoalsandexpectationsforaproductorserviceshouldbedescribedfromend-to-end,thatis,fromdemandtovalue,ratherthansimplydescribingtheuseofeachteaminadisparateorun-coordinatedsetofactivities.產(chǎn)品或服務(wù)的總體目標(biāo)和期望應(yīng)該是端到端的（即從需求到價(jià)值）進(jìn)行描述，而不是簡(jiǎn)單地描述每一個(gè)單獨(dú)團(tuán)隊(duì)在不同或不協(xié)調(diào)的一組活動(dòng)中的使用情況。MODELVALUESTREAMSFORCREATION,DELIVERY,ANDSUPPORTMODELVALUESTREAMSFORCREATION,DELIVERY,ANDSUPPORT?DevelopmentofanewserviceOrganizationsoftenfindit?Operationalvaluestreams-TDevelopmentvaluestrnecessarytocreate,Operationalvaluestreams-TDevelopmentvaluestrserviceandsousuallyinvolvessignificanteffortandcoordinationacrosstheorganization.組織經(jīng)常發(fā)現(xiàn)有必要?jiǎng)?chuàng)建、修改或停用服務(wù)。此價(jià)值流反映了創(chuàng)建新服務(wù)所需的通用工作模式。因此，這通常會(huì)涉及到整個(gè)組織中付出的大量努力和協(xié)調(diào)。?Restorationofaliveservice恢復(fù)運(yùn)營(yíng)中的服務(wù)Inmodern,complexITorganizations,failureistobeexpectedandmustbemanagedquickly.Thisvaluestreamisconcernedwiththetypicalactivities?thatareexpectedwhendetectingandresolvingfailuresandhowtheseactivitiescanbeleveragedtoimprovetheservice.在現(xiàn)代化的，復(fù)雜的IT組織中，會(huì)有故障是意料之中的事，必須迅速處理。該價(jià)值流關(guān)注在檢測(cè)和解決故障時(shí)預(yù)期的典型活動(dòng)，以及如何利用這些活動(dòng)來改進(jìn)服務(wù)。概覽：兩類價(jià)值流概覽：兩類價(jià)值流ThejourneyfromdemandtovalueUpgradingorrestorationofaliveserviceThejourneyfromdemandtovalue1.Acknowledgeanddocumentservicetheservicerequirements(engage)確認(rèn)并記錄服務(wù)的需求（Engage）2.Decidewhethertoinvestinthenewservice(plan)決定是否投資新服務(wù)（計(jì)劃）3.Designandarchitectthenewservicetomeetcustomerrequirements(designandtransition)設(shè)計(jì)和架構(gòu)新服務(wù)，以滿足客戶需求（設(shè)計(jì)和轉(zhuǎn)換）4.Build,configure,orbuyservicecomponents(obtain/build)構(gòu)建、配置或購(gòu)買服務(wù)組件（獲取/構(gòu)建）5.Deployservicecomponentsinpreparationforlaunch(designandtransition)部署服務(wù)組件以準(zhǔn)備發(fā)布（設(shè)計(jì)和6.Releasenewservicetocustomersandusers(deliverandsupport).向客戶和用戶發(fā)布新服務(wù)（交付和支持）。對(duì)應(yīng)NI的“發(fā)布與投產(chǎn)”。ThejourneyfromdemandtovalueStep1:Acknowledgeanddocumenttheservicerequirements注釋：初始需求的管理重點(diǎn)是，根據(jù)需求的注釋：初始需求的管理重點(diǎn)是，根據(jù)需求的時(shí)長(zhǎng)，成本，性質(zhì)，界定該需求是走向“主題”的評(píng)估，還是走向Story的一般化軟件需求。關(guān)心的信息是：?是否跨業(yè)務(wù)；Anyrequestforanewproductorservicefeaturestartsbyacknowledginganddocumentingthedemand.Generally,businesscasemethodsareusedtocollectandassessrequirements.Itisimportanttorememberthattheobjectiveistocollectenoughinformationtosubmitabusinesscase.對(duì)一個(gè)新產(chǎn)品（或者叫新系統(tǒng)）或服務(wù)功能（或者叫子系統(tǒng)或功能）的任何請(qǐng)求都是從確認(rèn)和記錄需求開始的。通常，業(yè)務(wù)案例方法用于收集和評(píng)估需求重要的是要記住，目標(biāo)是收集足夠的信息來提交一個(gè)商業(yè)案例。Successfulcompletionofthissteprequirestheorganizationtoengagewiththerequesterandotherstakeholders(e.g.marketingandsampleusers),usingsurveysandpollstocompletethebusinesscasetemplatewithhigh-levelinformationabouttherequirement,benefits(bothquantitativeandqualitative),costs,andrisks.成功完成此步驟需要組織與請(qǐng)求者和其他利益相關(guān)者（如市場(chǎng)營(yíng)銷和樣本用戶）展開互動(dòng)，使用調(diào)查和投票來完成包含需求、收益（定量和定性）、成本和風(fēng)險(xiǎn)的高級(jí)信息的業(yè)務(wù)案例模板。擴(kuò)展閱讀：需求的優(yōu)先級(jí)擴(kuò)展閱讀：需求的優(yōu)先級(jí)TheMoSCoWmethodisasimpleprioritizationtechniqueformanagingrequirements.Itallowsstakeholderstoexplicitlyagreeonthedifferentpriorities.莫斯科方法是管理需求的一種簡(jiǎn)單的優(yōu)先級(jí)技術(shù)。它允許利益相關(guān)者明確商定不同的優(yōu)先事項(xiàng)。TheMoSCoWacronymstandsfor:·Must必須Themandatoryrequirementcoveringthemostimportantneeds.涵蓋最重要需求的強(qiáng)制性要求?！hould應(yīng)該Therequirementsthatshouldbeincludedifpossible.如果可能，則應(yīng)該具有的功能（需求）。·Could盡量（可能）Therequirementsthatcouldbeincludediftheydonotaffectthe‘should’or‘must’requirements.如果不影響“必須”和“應(yīng)該”的需求，是否可能實(shí)現(xiàn)這些需求?！on’t未來Requirementsthatwillnotbeincludedthistimebutmaybeincludedinafuturerelease.本次不包含但可能包含在未來版本中的需求。ThejourneyfromdemandtovalueStep2:DecidewhethertoinvestinthenewserviceWhentherequesthasbeenrefinedanddocumentedinthebusinesscase,itmightbenecessarytoclarifytheinitialcost,benefit,andriskassessmentssothattheorganizationcanplanthework.Thiswouldrequiremoredetaileddiscussionswithvariousinternalteams,andpossiblyongoingconversationswithcustomersandotherexternalstakeholders.Whencompleted,thebusinesscasecanbeconsideredbythemanagementteam,whowillthendecidewhethertograntapproval.當(dāng)請(qǐng)求已在業(yè)務(wù)案例中得到完善和記錄時(shí)，可能需要澄清初始成本、收益和風(fēng)險(xiǎn)評(píng)估，以便組織能夠規(guī)劃工作這將需要與不同的內(nèi)部團(tuán)隊(duì)進(jìn)行更詳細(xì)的討論，可能還需要與客戶和其他外部利益相關(guān)者進(jìn)行持續(xù)的對(duì)話完成后，管理團(tuán)隊(duì)可以考慮業(yè)務(wù)案例，然后由管理團(tuán)隊(duì)決定是否批準(zhǔn)。Definition:BusinesscaseAjustificationforexpenditureoforganizationalresources,providinginformationaboutcosts,benefits,options,risks,andThepurposeofThepurposeofabusinesscaseistoestablishafoundationforinformeddecision-making,butitisbasedonassumptions.“決定”是基于前期在“互動(dòng)（Engage）”收集的信息。?價(jià)值及Outcome；ThejourneyfromdemandtovalueStep3:Designandarchitectthenewservicetomeetcustomerrequirements?otherproductsandservices其他產(chǎn)品和服務(wù)?allrelevantparties,includingcustomersandsuppliers所有相關(guān)方,包括客戶和供應(yīng)商?theexistingarchitectures現(xiàn)有的體系結(jié)構(gòu)?therequiredtechnology所需的技術(shù)?theservicemanagementpractices服務(wù)管理實(shí)踐?thenecessarymeasurementsandmetrics.必要的測(cè)量和指標(biāo)。customershouldinvoconsumerneeds.需求規(guī)范應(yīng)該出現(xiàn)在可見性范圍內(nèi)。理想情況下，客戶應(yīng)該供者參與到一個(gè)公開透明的需求規(guī)范過程中。如果在此過程中過早地封閉了需求，Storymappingisdonedifferentlyindiverseenvironments.Acommonwaytomaptherequirementsforaproductorserviceistodescribetheproductorserviceasanepic,andthenbreaktheepicdownintofeaturesandfurtherdownintouserstories.在不同的環(huán)境中，故事映射是不同的映射產(chǎn)品或服務(wù)需求的一種常見方法是將產(chǎn)品或服務(wù)描述為EPIC，然后將EPIC分解為功能并進(jìn)一步分解為用戶故事。ThejourneyfromdemandtovalueStep4:Build,configure,orbuyservicecomponentsProjectmanagementProvidescross-teamcoordinationofactivities,issueandrisktracking,andregularstatusupdatestotheprojectboard.向項(xiàng)目委員會(huì)提供跨團(tuán)隊(duì)活動(dòng)協(xié)調(diào)、問題和風(fēng)險(xiǎn)跟蹤以及定期狀態(tài)更新。?theupdatingandcommunicationoftrainingdocumentsforcustomersupportagentsandprovisionofsimplescriptstohelpcustomers更新和交流客戶支持代理的培訓(xùn)文件，并提供簡(jiǎn)單的腳本來幫助客戶?theupdatingandcommunicationofreleasenotesthatcanbeusedtopromotethenewservice更新和交流可用于推廣新服務(wù)的發(fā)布說明ThejourneyfromdemandtovaluePlanthereleaseoftheserviceWhenmostofthedevelopmentandconfigurationworkiscomplete,itispossibletofinalizethereleaseplans.Dependingonthecontextandneed,itmaybemoreeffectivetoaddanothersteptothevaluestream(i.e.returningtotheplanvaluechainactivity),wheretheoutputsarethereleaseplans.當(dāng)大多數(shù)開發(fā)和配置工作完成時(shí)，就有可能最終確定發(fā)布計(jì)劃根據(jù)背景和需求，向價(jià)值流添加另一個(gè)步驟（即返回到計(jì)劃價(jià)值鏈活動(dòng)）可能更有效，其中輸出是發(fā)布計(jì)劃。?ProjectmanagementProvidescross-teamcoordinationofactivities,issueandrisktracking,andregularstatusupdatestotheprojectboard.向項(xiàng)目委員會(huì)提供跨團(tuán)隊(duì)活動(dòng)協(xié)調(diào)、問題和風(fēng)險(xiǎn)跟蹤以及定期狀態(tài)更新。?ReleasemanagementProvidestheskills,tools,andother?ServicedeskEnsuresthatallcustomer-facingsupportrolesareadequatelytrained?ServicedeskEnsuresthatallcustomer-facingsupportrolesareadequatelytrainedinthenewfeatures,knowndefects,andworkarounds.確保所有面向客戶的支持角色在新功能、已知缺陷和解決方案方面得到了充分的培訓(xùn)。workingwithothergroupsintheorganization(e.g.salesandmarketingdepartments)tocommunicatetheseplanstousersandcustomers.提供完成發(fā)布（發(fā)布）計(jì)劃所需的技能、工具和其他資源，與組織中的其他團(tuán)隊(duì)（如銷售和市場(chǎng)營(yíng)銷部門）合作，將這些計(jì)劃傳達(dá)給用戶和客戶。ThejourneyfromdemandtovalueStep6:ReleasenewservicetocustomersandusersWhentheservicecomponentshavebeenreleased,customersanduserscaninteractwiththemthroughtheservicerelationship,thusgeneratingtherequiredoutcomesandco-creatingvalue.當(dāng)服務(wù)組件發(fā)布后，客戶和用戶可以通過服務(wù)關(guān)系與它們交互，從而產(chǎn)生所需的結(jié)果并共同創(chuàng)造價(jià)值。?engagingwiththerequesteranyoutcomes,costs,a?identifyingopportunitiestoimprovetheservice,valuestream,and注釋：項(xiàng)目也許結(jié)束了，但是客戶和用戶使用你的產(chǎn)品，你和他的關(guān)系才剛剛開始。UpgradingorrestoraUpgradingorrestorationofaliveservice無法使用活動(dòng)產(chǎn)品或服務(wù)的用戶觸發(fā)。1.Acknowledgeandregistertheuserquery(engage)確認(rèn)并記錄用戶的詢問（Engage）2.Investigatethequery,reclassifyitasanincident,andattempttofixit(deliverandsupport)調(diào)查，將其重新分類為故障，并嘗試修復(fù)該故障（交付和支持）3.Obtainafixfromthespecialistteam(obtain/build)從專業(yè)團(tuán)隊(duì)獲得修復(fù)4.Deploythefix(designandtransition)部署修復(fù)5.Verifythattheincidenthasbeenresolved(deliverandsupport)確認(rèn)故障得到解決（交付和支持）6.Requestfeedbackfromtheuser(engage)請(qǐng)求用戶反饋7.Identifyopportunitiestoimprovetheoverallsystem(improve).確定持續(xù)改進(jìn)機(jī)會(huì)（改進(jìn)）UpgradingorrestorationofaliveserviceStep1:AcknowledgeandregistertheuserqueryPracticesthatcommonlycontributetothisstepinclude:?ServicecataloguemanagementProvidestheinformation,skills,tools,andotherresourcesneededtooptimizetheregistrationofthequery.提供優(yōu)化查詢注冊(cè)所需的信息，技能，工具和其他資源。?ServicedeskProvidestheskills,tools,andotherresourcesneededtoallowthecustomerorusertocontactservicesupport,enablecustomersupportagentstoempathizeandmanagecommunicationswiththecustomeroruser,andretrieveandcommunicateinformationaboutexpectedresolutiontime.提供所需的技能、工具和其他資源，以允許客戶或用戶聯(lián)系服務(wù)支持，使客戶支持代理能夠同情和管理與客戶或用戶的通信，并檢索和交流有關(guān)預(yù)期解決時(shí)間的信息。注釋：ITIL不等于流程。硬性的流程，可以對(duì)閉環(huán)機(jī)制，以及風(fēng)險(xiǎn)的管控起到固化的作用。但是，硬性的流程無法替代日常工作中大量的“互動(dòng)為什么需要服務(wù)臺(tái)為什么需要服務(wù)臺(tái)這個(gè)單一聯(lián)系點(diǎn)UpgradingorrestorationofaliveserviceStep2:Investigatethequery,reclassifyitasanincident,andattemptWhenauser-initiatedincidentisregistered,anattempttoquicklyidentifyitsnatureandapplyaknownsolutionisusuallymade.當(dāng)用戶發(fā)起的故障后，通常會(huì)嘗試快速識(shí)別其性質(zhì)并應(yīng)用已知的解決方案。?KnowledgemanagementProvidestheskills,tools,andotherresourcesneededtofindteinvestigation,diagnosis,andfixingoftheincideninvestigationanddiagnosisoftheincident.提供對(duì)UpgradingorrestoraUpgradingorrestorationofaliveserviceStep3:Obtainafixfromthespecialistteamwereunsuccessful.在此步驟中，由于最初嘗試恢復(fù)服務(wù)失敗，因此該故障將升級(jí)為專家團(tuán)隊(duì)，或轉(zhuǎn)介給專家團(tuán)隊(duì)。?Thesupportagent?Thesupportagentraisesanincidentwithavendor.Thisdoesdoesnotpasscontroloftheuser’sincident,butinsteadinsteadcreatesaparallelincidentticketmanagedbythevendor.支持服務(wù)臺(tái)人員與供應(yīng)商提交的故障。這不會(huì)把用戶vendor.故障的控制權(quán)傳遞給供應(yīng)商，而是創(chuàng)建由供應(yīng)商管理的并行?Thesupportagentescalatestheincidenttoaninternalengineeringteam.Thispassescontroloftheincidenttotheengineeringteam.支持人員將故障上報(bào)給內(nèi)部工程團(tuán)隊(duì)。是否應(yīng)將“是否應(yīng)將“故障單”?Thesupportagentasksanoutsourcedengineeringteamtoprovideafix.Thismayormaynotinvolvepassingcontroloftheincidenttotheengineeringteam.支持代理要求外包的工程團(tuán)隊(duì)提供修復(fù)程序。這可能會(huì)或可能不會(huì)涉及將故障的控制權(quán)交給工程團(tuán)隊(duì)。UpgradingorrestoraUpgradingorrestorationofaliveserviceStep4:DeploythefixWhenthefixhasbeenobtained,tested,andvalidated,itcanbedeployedtotheuserortoaproductionenvironment.獲得，測(cè)試和驗(yàn)證了修訂后，可以將其部署到用戶或生產(chǎn)環(huán)境。?deliveringahardwarecomponent(e.g.anewharddisk)toadatacentre,whereitissubsequentlyprovisioned將硬件組件（例如新硬盤）交付到數(shù)據(jù)中心，隨后在該中心進(jìn)行配置?remotelyloggingontotheuser’sPCtoinstallapatchfromanetworkdrive.遠(yuǎn)程登錄用戶的PC，以從網(wǎng)絡(luò)驅(qū)動(dòng)器安裝補(bǔ)丁。UpgradingorrestorationofaliveserviceStep5:Verifythattheincidenthasbeenresolvedthattheincidenthasbeenresolved.部署此修復(fù)程序后，下一步是驗(yàn)證故障是否已解決。UpgradingorrestoraUpgradingorrestorationofaliveserviceStep6:RequestfeedbackfromtheuserManyorganizationsaskforfeedbackfromusersafterincidentshavebeenresolvedinordertoidentifyopportunitiestoimprovetheservice,thewaytheycommunicatewiththeusers,theproceduresusedtofixtheincident,orthekeypractices.許多組織在故障解決后要求用戶提供反饋，以確定改進(jìn)服務(wù)的機(jī)會(huì)、他們與用戶的通信方式、用于修復(fù)故障的過程或關(guān)鍵實(shí)踐。CustomeranduserfeedbackWhenthingsgowrongUpgradingorrestorationofaliveserviceStep7:IdentifyopportunitiestoimprovetheoverallsystemAnyimprovementsidentifiedshouldbeloggedintheserviceprovider’scontinualimprovementregister,thuscreatingvalueforboththeserviceproviderorganizationandtheprovider’sSVS.Whenloggedintheregister,improvementopportunitiescanbeprioritizedagainstotherworkintheSVS.任何確定的改進(jìn)都應(yīng)記錄在服務(wù)提供商的持續(xù)改進(jìn)登記簿中，從而為服務(wù)提供商組織和提供商的SVS創(chuàng)造價(jià)值。當(dāng)記錄到注冊(cè)表中時(shí)，改進(jìn)機(jī)會(huì)可以優(yōu)先于SVS中的其他工作。為什么需要為什么需要“問題管理”Thekeydifferencesbetweenvaluestreamsandprocessesrelatetotheirfocusesandhowtheyareused.Manysetsofinterrelatedactivitiesthattransforminputsintooutputscouldbeconsideredprocesses.價(jià)值流和流程之間的關(guān)鍵區(qū)別在于它們的焦點(diǎn)和使用方式?？梢詫⒃S多輸入轉(zhuǎn)化為輸出的相互關(guān)聯(lián)的活動(dòng)視為過程。Cascadingvaluestreamstolower-levelvaluestreamsand/orprocessesallowsorganizationsto:將價(jià)值流級(jí)聯(lián)到較低級(jí)別的價(jià)值流和/或流程，使組織能夠：?focusonvalueforthehigher-levelvaluestream,combiningvaluestreamsandprocessesofparticipatingparties將價(jià)值流和參與方的流程結(jié)合起來，關(guān)注于更高層次的價(jià)值流的價(jià)值。?通過“價(jià)值流”使得崗位之間的協(xié)作更加面向交付成果，并推動(dòng)持續(xù)改進(jìn)。?collaborateandpromotevisibilityintohowworkflowsacrosstheorganizationsandteams協(xié)作并提高在組織和團(tuán)隊(duì)中，工作流程的可見性我的理解是：“價(jià)值流”形成了一處輸入，全程共享的“數(shù)據(jù)流”，并進(jìn)一步提高可視化能力，促進(jìn)端到端的全程協(xié)作，提高追溯和跟蹤的能力；?thinkandworkholisticallybyunderstandinghowthewiderorganizationorecosystemworksandbenefitsfromworkbeingdonebytheparticipatingparties通過了解更廣泛的組織或生態(tài)系統(tǒng)如何工作以及從參與方所做的工作中受益，而進(jìn)行整體思考和工作。我的理解是：“價(jià)值流”將緊密相關(guān)的流程進(jìn)行無縫銜接，使崗位之間形成跨流程的“端到端協(xié)作”面向價(jià)值交付，面向持續(xù)改進(jìn)為最終成果。以此，促進(jìn)整體的思考和協(xié)作；ITIL4GuidingprincipleServicevaluesystemoverviewForservicemanagementtofunctionproperly,itneedstoworkasasystem.服務(wù)管理要正常運(yùn)行,就需要作為一個(gè)TheITILSVSdescribestheinputstothissystem(opportunityanddemand),theelementsofthissystem(organizationalgovernance,servicemanagement,continualimprovement,andtheorganization’scapabilitiesandresources),andtheoutputs(achievementoforganizationalobjectivesandvaluefortheorganization,itscustomers,andotherstakeholders).ITILSVS描述了對(duì)該系統(tǒng)的投入(機(jī)會(huì)和需求)、該系統(tǒng)的要素(組織治理、服務(wù)管理、持續(xù)改進(jìn)以及組織的能力和資源)以及產(chǎn)出(實(shí)現(xiàn)組織的目標(biāo)和價(jià)值)。ServicevaluesystemoverviewThekeyinputstotheSVSareopportunityanddemand.Opportunitiesrepresentoptionsorpossibilitiestoaddvalueforstakeholdersorotherwiseimprovetheorganization.Demandistheneedordesireforproductsandservicesamonginternalandexternalconsumers.SVS的關(guān)鍵輸入是“機(jī)會(huì)”和“需求”?！皺C(jī)會(huì)”表現(xiàn)為利益相關(guān)方可能的增值或者以其他方式改進(jìn)組織的選擇?！靶枨蟆笔莾?nèi)部和外部消費(fèi)者對(duì)產(chǎn)品和服務(wù)TheoutcomeoftheSVSisvalue,thatis,theperceivedbenefits,usefulness,andimportanceofsomething.TheITILSVScanenablethecreationofmanydifferenttypesofvalueforawidegroupofstakeholders.SVS的“成果”是價(jià)值,即感知的好處、有用性和事物的重要性。ITILSVS可以為廣泛的利益干系人群體創(chuàng)建許多不同類ServicevaluesystemoverviewGuidingprincipleKeymessage：Aguidingprincipleisarecommendationthatguidesanorganizationinallcircumstances,regardlessofchangesinitsgoals,strategies,typeofwork,ormanagementstructure.Aguidingprincipleisuniversalandenduring.指導(dǎo)原則是在任何情況下指導(dǎo)組織的建議,而不論其目標(biāo)、戰(zhàn)略、工作類型或管理結(jié)構(gòu)的變化如何。指導(dǎo)原則是普遍和持久的。Focusonvalue?Whoistheserviceconsumer?Focusonvalue?Theconsumer’sperspectivesofvalue?ThecustomerexperienceStartwhereyouareProgressiterativelywithfeedbackCollaborateandpromotevisibility?AssessStartwhereyouareProgressiterativelywithfeedbackCollaborateandpromotevisibility?Theroleofmeasurement?Theroleoffeedback?Iterationandfeedbacktogether?Whomtocollaboratewith?Communicationforimprovement?IncreasingurgencythroughvisibilityThinkandworkholisticallyKeepitsimpleandpracticalOptimizeandautomate?Judgingwhattokeep?Conflictingobjectives?Theroadtooptimization?UsingautomationAllactivitiesconductedbytheorganizationshouldlinkback,directlyorindirectly,tovalueforitself,itscustomers,andotherstakeholders.組織開展的所有活動(dòng)都應(yīng)直接或間接地聯(lián)系起來,為自己、客戶和其他利益相關(guān)Thefocusonvalueprincipleencompassesmanyperspectives,includingtheexperienceofcustomersandusers.對(duì)價(jià)值原則的關(guān)注包括許多視角,包括客戶和用戶的體驗(yàn)。?Whoistheserviceconsumer??Theconsumer’sperspectivesofvalue?ThecustomerexperienceWhenfocusingonvalue,thefirststepistoknowwhoisbeingserved.在關(guān)注價(jià)值時(shí),第一步是知道誰(shuí)是服務(wù)的消費(fèi)者。The‘FocusonValue’PrincipleInIntheprocessofeliminatingold,unsuccessfulmethodsorservicesandcreatingsomethingbetter,therecanbegreattemptationtoremovewhathasbeendoneinthepastandbuildsomethingcompletelynew.Thisisrarelynecessary,orawisedecision.Thisapproachcanbeextremelywasteful,notonlyintermsoftime,butalsointermsofthelossofexistingservices,processes,people,andtoolsthatcouldhavesignificantvalueintheimprovementeffort.Donotstartoverwithoutfirstconsideringwhatisalreadyavailabletobeleveraged.在消除舊的、不成功的方法或服務(wù)并創(chuàng)造更好的東西的過程中,可能會(huì)有很大的誘惑,去刪除過去所做的事情,建立一些全新的東西。這很少是必要的,也很少是明智的決定。這種方法可能是極其浪費(fèi)的,這不僅在時(shí)間方面如此,在現(xiàn)有服務(wù)、流程、人員和工具的損失方面也是如此,而這些服務(wù)、流程、人員和工具可能對(duì)改進(jìn)工作具有重大價(jià)值。在沒有首先考慮已經(jīng)可以利用的東西的情況下,不要重新開始。Donotstartfromscratchandbuildsomethingnewwithoutconsideringwhatisalreadyavailabletobeleveraged.Thereislikelytobeagreatdealinthecurrentservices,processes,programmes,projects,andpeoplethatcanbeusedtocreatethedesiredoutcome.在不考慮已經(jīng)可以利用的東西的情況下,不要從零開始,構(gòu)建新的東西。在目前的服務(wù)、流程、方案、項(xiàng)目和人員中,很可能會(huì)有很多的東西可以用來創(chuàng)造預(yù)期的成果。Thecurrentstateshouldbeinvestigatedandobserveddirectlytomakesureitisfullyunderstood.應(yīng)直接調(diào)查和觀察目前的狀況,以確保其得到充分理解。?Assesswhereyouare?TheroleofmeasurementItisextremelyrareforasituationtoinvolvearealbeginning,onewithnothingbeforeit.Almosteveryactivityinanorganizationcan,therefore,beseenasanimprovementactivity.對(duì)于一種情況來說，很少有真正的開始，一個(gè)之前什么都沒有的開始。因此，幾乎組織中的每一項(xiàng)活動(dòng)都可以被看作是一項(xiàng)改進(jìn)活動(dòng)。StartwhereyouareServicesandmethodsalreadyServicesandmethodsalreadyinplaceshouldbemeasuredand/orobserveddirectlytoproperlyunderstandtheircurrentstateandwhatcanbere-usedfromthem.應(yīng)該對(duì)已經(jīng)到位的服務(wù)和方法進(jìn)行“測(cè)量”和“觀察”,或直接觀察這些服務(wù)和方法,以正確了解它們的現(xiàn)狀以及可以從它們中重用的內(nèi)容。Withinorganizationsthereisfrequentlyadiscrepancybetweenreportsandreality.Thisisduetothedifficultyofaccuratelymeasuringcertaindata,ortheunintentionalbiasordistortionofdatathatisproducedthroughreports.在組織內(nèi)部,報(bào)告與現(xiàn)實(shí)之間往往存在差異。這是由于難以準(zhǔn)確測(cè)量某些數(shù)據(jù),或者是通過報(bào)告生成的數(shù)據(jù)的無意偏差或失真造成的。Theuseofmeasurementisimportanttothisprinciple.Itshould,however,supportbutnotreplacewhatisobserved,asover-relianceondataanalyticsandreportingcanunintentionallyintroducebiasesandrisksindecision-making.測(cè)量的使用對(duì)這一原則很重要。但是,它應(yīng)該支持而不是取代所觀察到的情況,因?yàn)檫^度依賴數(shù)據(jù)分析和報(bào)告可能會(huì)無意中給決策帶來偏見和風(fēng)險(xiǎn)。Assesswhereyouare12當(dāng)一個(gè)政策變成目標(biāo)，它將不再是一個(gè)好的政策。AssesswhereyouareResistResistthetemptationtodoeverythingatonce.Evenhugeinitiativesmustbeaccomplishediteratively.Byorganizingworkintosmaller,manageablesectionsthatcanbeexecutedandcompletedinatimelymanner,thefocusoneacheffortwillbesharperandeasiertomaintain.抵制同時(shí)做任何事情的誘惑。即使是巨大的倡議也必須反復(fù)完成。通過將工作組織成更小、可管理的部分,可以及時(shí)執(zhí)行和完成,每項(xiàng)工作的重點(diǎn)將更加清晰,維護(hù)起來更加容易。Eachindividualiterationshouldbebothmanageableandmanaged,ensuringthattangibleresultsarereturnedinatimelymannerandbuiltupontocreatefurtherimprovement.每個(gè)單獨(dú)的迭代都應(yīng)該是能夠管理且被管理起來的,確保及時(shí)返回實(shí)際成果,并在此基礎(chǔ)上創(chuàng)建進(jìn)一步的改進(jìn)。?greaterflexibility更大的靈活性ProgressiterativelywithfeedbackWhenWheninitiativesinvolvetherightpeopleinthecorrectroles,effortsbenefitfrombetterbuy-in,morerelevance(becausebetterinformationisavailablefordecision-making)andincreasedlikelihoodoflong-termsuccess.在開展主動(dòng)性工作時(shí)涉及到正確的角色和干系人，那么應(yīng)當(dāng)去主動(dòng)的溝通，獲取更多的信息，才有可能獲得更大，更持久的成功。Workingtogetheracrossboundariesproducesresultsthathavegreaterbuy-in,morerelevancetoobjectives,andincreasedlikelihoodoflong-termsuccess.跨邊界合作產(chǎn)生的結(jié)果有更大的支持,與目標(biāo)有更大的相關(guān)性,并增加了長(zhǎng)期Achievingobjectivesrequiresinformation,understanding,andtrust.Workandconsequencesshouldbemadevisible,hiddenagendasavoided,andinformationsharedtothegreatestdegreepossible.實(shí)現(xiàn)目標(biāo)需要信息、理解和信任。應(yīng)使工作和后果顯現(xiàn)出來,避免隱藏的議程,并最大限度地分享信息。?Whomtocollaboratewith?Communicationforimprovement?IncreasingurgencythroughvisibilityCollaborateandpromotevisibilityEverypersonintheorganizationshouldhaveaclearunderstandingoftheircontributiontowardscreatingvaluefortheorganization,itscustomers,andotherstakeholders.Promotingafocusonvaluecreationisaneffectivemethodofbreakingdownorganizationalsilos.組織中的每個(gè)人都應(yīng)該清楚地了解他們對(duì)為組織、其客戶和其他利益相關(guān)者創(chuàng)造價(jià)值的貢獻(xiàn)。促進(jìn)對(duì)價(jià)值創(chuàng)造的關(guān)注是打破組織孤島的有效方法。TheITILguidingprinciples:CollaborateandpromotevisibilityCooperationandcollaborationarebetterthanisolatedwork,whichisfrequentlyreferredtoas‘siloactivity’.1.Whomtocollaboratewith2.Communicationforimprovement3.Inc