It optimizes overall business risk

It optimizes financial exposure

It ensures that all changes are authorized by the change advisory board (CAB)

It ensures that service requests follow the normal change management process

By paying for the service

By managing server hardware

By communicating constraints

By managing staff availability

Conduct a review of existing service management practices and decide what to keep and what to discard

Review how an improvement initiative can be organized into smaller, manageable sections that can be completed in a timely manner

Review service management practices and remove any unnecessary complexity

Use the four dimensions of service management to ensure coordination of all aspects of an improvement initiative

Start where you are

Collaborate and promote visibility

Keep it simple and practical

Optimize and automate

As soon as a solution for the problem has been identified

As soon as a workaround for the problem has been identified

As soon as the analysis of the frequency and impact of incidents justifies the change

As soon as the analysis of cost, risks and benefits justifies the change

Relationship management

Continual improvement

Service configuration management

Service level management

Release management

Deployment management

Change enablement

Supplier management

Executing improvement actions

Performing baseline assessments

Defining the improvement plan

Understanding the business mission

The service value chain converts value into demand

Each value chain activity uses different combinations of practices to convert inputs into outputs

Each value chain activity identifies a requirement for resources from an external supplier

The service value chain uses value streams to describe a combination of consumers and providers

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