返回ITIL4理论与实践整体知识体系中文版发布文件汇总

需要下载最新翻译版本请关注微信公众号：ITILXF，并回复“ITIL4CDS”即可。

服务管理与共同创造价值有关。技术用于支持价值共创，但是在IT行业中定义价值可能具有挑战性。过去，很多精力都集中在成本效益性，基本功能或创新上。但是，当前，速度和灵活性是有价值的服务和价值较低的服务之间的区别。将来，这可能会转移到诸如安全，以人为本，自动化程度提高等领域。此外，由于价值的定义在不断变化，因此应不断对其进行修订和澄清。




ITIL4使用整体方法来构建和修改从需求到价值的技术使能服务。该出版物是关于利用服务管理，适应和采用最佳实践，以及使用ITIL服务价值系统（SVS）框架来促进组织中价值的共创。对于在技术使能服务的广泛范围中工作的人员，该出版物是实用指南。它提供了明确的指南，说明如何通过ITILFoundation构建和协作设计，构建的工作，以及支持集成有效的产品和服务。


ITIL4描述了服务价值链的六个活动。这些活动可以通过各种方式组合以创建价值流。本出版物涵盖了这些活动的集成，以便能够创建，交付技术使能产品和服务，运维和持续改进。重要的是要了解，没有统一的方法可以成功交付服务。背景，要求和资源因组织而异。服务管理的成功需要务实和创造力，而不是教义和教条。


该出版物不仅描述了如何全面构建和管理价值流，而且还描述了如何在价值流中包括持续改进迭代和反馈循环。它探索了诸如开发，测试，知识，客户和员工反馈，新技术，发包以及工作管理方式等领域。这样，它反映了处理服务管理的新方法。


不需要放弃有关IT和服务管理流程的先前知识。这些知识中的大部分仍然有用，可以将其重点放在更广泛的背景实践上。为了应对不断变化的世界，IT和服务管理需要以适当的方式灵活地以新方式使用。今天的服务管理需要开放的思维方式和更协作的工作方式。随着价值共创的实践和方法不断发展，IT，数字化和服务专业人员需要通过发展其技能，知识和卓越定义来保持最新。因此，本出版物着重于个人和团队的专业知识文化和服务意识，并将研究价值和确保可持续性的方法。


Servicemanagementisaboutco-creatingvalue.Technologyisusedtosupportvalueco-creation,butdefiningvaluecanbechallengingintheITindustry.Inthepast,muchofthefocushasbeenoncosteffectiveness,basicfunctionality,orinnovation.Currently,however,speedandflexibilityarethedifferentiatorsbetweenvaluableandlessvaluableservices.Thismayshiftinthefuturetoareassuchassecurity,humancentricity,increasedautomation,etc.Moreover,asthedefinitionofvalueiscontinuallychanging,itshouldbecontinuallyrevisedandclarified.
ITIL4takesaholisticapproachtobuildingandmodifyingtechnology-enabledservicesfromdemandtovalue.Thispublicationisaboututilizingservicemanagement,adaptingandadoptingbestpractices,andusingtheITILservicevaluesystem(SVS)frameworktofacilitatevalueco-creationinorganizations.Thepublicationisapracticalguideforthosewhoworkwithinthebroadscopeoftechnology-enabledservices.Itprovidesclearguidanceonhowtocollaborateandcoordinateeffortstodesign,build,andsupportintegratedandeffectiveproductsandservices,buildingfromITILFoundation.
ITIL4describesaservicevaluechainofsixactivities.Theseactivitiescanbecombinedinvariouswaystocreatevaluestreams.Thispublicationcoverstheintegrationoftheseactivitiesinordertoenablethecreation,delivery,operation,andcontinualimprovementoftechnology-enabledproductsandservices.Itisimportanttounderstandthatthereisnouniformapproachtosuccessfulservicedelivery.Context,requirements,andresourcesvaryacrossorganizations.Successinservicemanagementrequirespragmatismandcreativity,notdoctrineanddogma.
Thispublicationdescribesnotonlyhowvaluestreamscanbebuiltandmanagedholisticallybuthowcontinualimprovementiterationsandfeedbackloopscanbeincludedinvaluestreams.Itexploresareassuchasdevelopment,testing,knowledge,customerandemployeefeedback,newtechnologies,sourcing,andwaysofmanagingwork.Insodoing,itreflectsnewwaysofapproachingservicemanagement.
PreviousknowledgeregardingITandservicemanagementprocessesdoesnotneedtobediscarded.Muchofthisknowledgeisstillusefulandcanberefocusedonthewidercontextofpractices.Inresponsetoanevolvingworld,ITandservicemanagementneedtobeusedappropriately,flexibly,andinnewways.Servicemanagementtodayrequiresanopenmindsetandmorecollaborativewaysofworking.Asthepracticesandapproachesfortheco-creationofvalueareconstantlyevolving,IT,digital,andserviceprofessionalsneedtokeepuptodatebydevelopingtheirskills,knowledge,anddefinitionsofexcellence.Thispublicationthereforefocusesonindividualandteamprofessionalism,culture,andservicemindset,andwillexaminethevalueandmethodsforensuringsustainability.


Servicerelationshipsrequiremanyandvariedinteractionsbetweenindividualsandgroupsbothwithinandbetweenorganizations.Individualsandorganizationalstructures:

FunctionalThesearetypicallyhierarchicalarrangementsbasedonorganizationalcontrol,linesofauthority,ortechnicaldomain.Thesearrangementsdeterminehowpower,roles,andresponsibilitiesareassignedandhowworkismanagedacrossdifferentlevels.Theorganizationmaybedividedintointernalgroupsbasedonfunctionalareas,suchasHR,IT,finance,marketing,etc.

●DivisionalDivisionallybasedorganizationsarrangetheiractivitiesaroundmarket,product,orgeographicalgroups.Eachdivisionmayberesponsibleforitsownaccounting,salesandmarketing,engineering,production,etc.
●MatrixReportingrelationshipsareorganizedasagridormatrix,withpoolsofpeoplewhocanmoveacrossteamsasneeded.Employeesinthisstructureoftenhavedualreportingrelationships;forexample,bothtoalinemanagerandtoaproduct,project,orprogrammeofwork.
●FlatSomeorganizationsreducehierarchicalreportinglinesbecausetheyareseenasbarriersthathinderdecision-making.Astheorganizationgrows,thesestructuresbecomeachallengetomaintain.
Thekeydifferencesbetweenthevariousorganizationalstructurescanbedescribedusingthefollowingcharacteristics:
●grouping/teamingcriteria(function/product/territory/customer,etc.)
●location(co-located/distributed)
●relationshipswithvaluestreams(responsibleforspecificactivitiesorfullyresponsiblefortheend-to-endvaluestream)
●teammembers’responsibilityandauthority(command-and-controlorself-driventeams)
●sourcingofcompetencies(levelofintegrationwithteamsexternaltotheorganization).
Historically,organizationalstructureshavebeenfunctionalandhierarchicalinnature,withmilitary-stylelinesofcommandandcontrol.
Inthedigitalserviceeconomy,agilityandresiliencearevitalforanorganization’ssuccess.Organizationsmustadoptnewwaysofstructuringtheirresourcesandcompetencies.Commonapproachesinclude:
●thefasterandmoreflexibleallocationofresourcestonewormoreimportanttasks.Matrixorganizationalstructuresareadeptatallocatingorreallocatingresourcestodifferentvaluestreams,projects,products,orcustomers.Thisisoftencombinedwithoutsourcingarrangementstoensureanincreaseofresourcesandcompetencieswhennecessary.
●permanent,simplemulti-competentteamsthatareassignedtoworkexclusivelyonaproduct.Thismayresultinoccasionswhenteamsareunoccupied,butitensuresahighavailabilityofteamsforthedevelopmentandmanagementofproducts.
Inordertoadapttomoreflexibleandresponsivewaysofworking,suchasAgileandDevOps,manyorganizationshaveadjustedtheirorganizationalstructures.Thisincludesensuringthataleader’sroleisclosertothatofa‘servant’.Italsoinvolvescreatingcross-functionalteams,whichcanbeachievedbyapplyingmatrixandflatstructures.
Organizationalstructurechangesshouldbemanagedcarefully,astheycancausemajorculturalchallengeswithintheorganizationifhandledbadly.ItisusefultorefertotheITILguidingprinciplesandtheorganizationalchangemanagementpracticeforguidance.

返回ITIL4理论与实践整体知识体系中文版发布文件汇总

需要下载最新翻译版本请关注微信公众号：ITILXF，并回复“ITIL4CDS”即可。

服务管理与共同创造价值有关。技术用于支持价值共创，但是在IT行业中定义价值可能具有挑战性。过去，很多精力都集中在成本效益性，基本功能或创新上。但是，当前，速度和灵活性是有价值的服务和价值较低的服务之间的区别。将来，这可能会转移到诸如安全，以人为本，自动化程度提高等领域。此外，由于价值的定义在不断变化，因此应不断对其进行修订和澄清。




ITIL4使用整体方法来构建和修改从需求到价值的技术使能服务。该出版物是关于利用服务管理，适应和采用最佳实践，以及使用ITIL服务价值系统（SVS）框架来促进组织中价值的共创。对于在技术使能服务的广泛范围中工作的人员，该出版物是实用指南。它提供了明确的指南，说明如何通过ITILFoundation构建和协作设计，构建的工作，以及支持集成有效的产品和服务。


ITIL4描述了服务价值链的六个活动。这些活动可以通过各种方式组合以创建价值流。本出版物涵盖了这些活动的集成，以便能够创建，交付技术使能产品和服务，运维和持续改进。重要的是要了解，没有统一的方法可以成功交付服务。背景，要求和资源因组织而异。服务管理的成功需要务实和创造力，而不是教义和教条。


该出版物不仅描述了如何全面构建和管理价值流，而且还描述了如何在价值流中包括持续改进迭代和反馈循环。它探索了诸如开发，测试，知识，客户和员工反馈，新技术，发包以及工作管理方式等领域。这样，它反映了处理服务管理的新方法。


不需要放弃有关IT和服务管理流程的先前知识。这些知识中的大部分仍然有用，可以将其重点放在更广泛的背景实践上。为了应对不断变化的世界，IT和服务管理需要以适当的方式灵活地以新方式使用。今天的服务管理需要开放的思维方式和更协作的工作方式。随着价值共创的实践和方法不断发展，IT，数字化和服务专业人员需要通过发展其技能，知识和卓越定义来保持最新。因此，本出版物着重于个人和团队的专业知识文化和服务意识，并将研究价值和确保可持续性的方法。


Servicemanagementisaboutco-creatingvalue.Technologyisusedtosupportvalueco-creation,butdefiningvaluecanbechallengingintheITindustry.Inthepast,muchofthefocushasbeenoncosteffectiveness,basicfunctionality,orinnovation.Currently,however,speedandflexibilityarethedifferentiatorsbetweenvaluableandlessvaluableservices.Thismayshiftinthefuturetoareassuchassecurity,humancentricity,increasedautomation,etc.Moreover,asthedefinitionofvalueiscontinuallychanging,itshouldbecontinuallyrevisedandclarified.
ITIL4takesaholisticapproachtobuildingandmodifyingtechnology-enabledservicesfromdemandtovalue.Thispublicationisaboututilizingservicemanagement,adaptingandadoptingbestpractices,andusingtheITILservicevaluesystem(SVS)frameworktofacilitatevalueco-creationinorganizations.Thepublicationisapracticalguideforthosewhoworkwithinthebroadscopeoftechnology-enabledservices.Itprovidesclearguidanceonhowtocollaborateandcoordinateeffortstodesign,build,andsupportintegratedandeffectiveproductsandservices,buildingfromITILFoundation.
ITIL4describesaservicevaluechainofsixactivities.Theseactivitiescanbecombinedinvariouswaystocreatevaluestreams.Thispublicationcoverstheintegrationoftheseactivitiesinordertoenablethecreation,delivery,operation,andcontinualimprovementoftechnology-enabledproductsandservices.Itisimportanttounderstandthatthereisnouniformapproachtosuccessfulservicedelivery.Context,requirements,andresourcesvaryacrossorganizations.Successinservicemanagementrequirespragmatismandcreativity,notdoctrineanddogma.
Thispublicationdescribesnotonlyhowvaluestreamscanbebuiltandmanagedholisticallybuthowcontinualimprovementiterationsandfeedbackloopscanbeincludedinvaluestreams.Itexploresareassuchasdevelopment,testing,knowledge,customerandemployeefeedback,newtechnologies,sourcing,andwaysofmanagingwork.Insodoing,itreflectsnewwaysofapproachingservicemanagement.
PreviousknowledgeregardingITandservicemanagementprocessesdoesnotneedtobediscarded.Muchofthisknowledgeisstillusefulandcanberefocusedonthewidercontextofpractices.Inresponsetoanevolvingworld,ITandservicemanagementneedtobeusedappropriately,flexibly,andinnewways.Servicemanagementtodayrequiresanopenmindsetandmorecollaborativewaysofworking.Asthepracticesandapproachesfortheco-creationofvalueareconstantlyevolving,IT,digital,andserviceprofessionalsneedtokeepuptodatebydevelopingtheirskills,knowledge,anddefinitionsofexcellence.Thispublicationthereforefocusesonindividualandteamprofessionalism,culture,andservicemindset,andwillexaminethevalueandmethodsforensuringsustainability.


Servicerelationshipsrequiremanyandvariedinteractionsbetweenindividualsandgroupsbothwithinandbetweenorganizations.Individualsandorganizationalstructures:

FunctionalThesearetypicallyhierarchicalarrangementsbasedonorganizationalcontrol,linesofauthority,ortechnicaldomain.Thesearrangementsdeterminehowpower,roles,andresponsibilitiesareassignedandhowworkismanagedacrossdifferentlevels.Theorganizationmaybedividedintointernalgroupsbasedonfunctionalareas,suchasHR,IT,finance,marketing,etc.

●DivisionalDivisionallybasedorganizationsarrangetheiractivitiesaroundmarket,product,orgeographicalgroups.Eachdivisionmayberesponsibleforitsownaccounting,salesandmarketing,engineering,production,etc.
●MatrixReportingrelationshipsareorganizedasagridormatrix,withpoolsofpeoplewhocanmoveacrossteamsasneeded.Employeesinthisstructureoftenhavedualreportingrelationships;forexample,bothtoalinemanagerandtoaproduct,project,orprogrammeofwork.
●FlatSomeorganizationsreducehierarchicalreportinglinesbecausetheyareseenasbarriersthathinderdecision-making.Astheorganizationgrows,thesestructuresbecomeachallengetomaintain.
Thekeydifferencesbetweenthevariousorganizationalstructurescanbedescribedusingthefollowingcharacteristics:
●grouping/teamingcriteria(function/product/territory/customer,etc.)
●location(co-located/distributed)
●relationshipswithvaluestreams(responsibleforspecificactivitiesorfullyresponsiblefortheend-to-endvaluestream)
●teammembers’responsibilityandauthority(command-and-controlorself-driventeams)
●sourcingofcompetencies(levelofintegrationwithteamsexternaltotheorganization).
Historically,organizationalstructureshavebeenfunctionalandhierarchicalinnature,withmilitary-stylelinesofcommandandcontrol.
Inthedigitalserviceeconomy,agilityandresiliencearevitalforanorganization’ssuccess.Organizationsmustadoptnewwaysofstructuringtheirresourcesandcompetencies.Commonapproachesinclude:
●thefasterandmoreflexibleallocationofresourcestonewormoreimportanttasks.Matrixorganizationalstructuresareadeptatallocatingorreallocatingresourcestodifferentvaluestreams,projects,products,orcustomers.Thisisoftencombinedwithoutsourcingarrangementstoensureanincreaseofresourcesandcompetencieswhennecessary.
●permanent,simplemulti-competentteamsthatareassignedtoworkexclusivelyonaproduct.Thismayresultinoccasionswhenteamsareunoccupied,butitensuresahighavailabilityofteamsforthedevelopmentandmanagementofproducts.
Inordertoadapttomoreflexibleandresponsivewaysofworking,suchasAgileandDevOps,manyorganizationshaveadjustedtheirorganizationalstructures.Thisincludesensuringthataleader’sroleisclosertothatofa‘servant’.Italsoinvolvescreatingcross-functionalteams,whichcanbeachievedbyapplyingmatrixandflatstructures.
Organizationalstructurechangesshouldbemanagedcarefully,astheycancausemajorculturalchallengeswithintheorganizationifhandledbadly.ItisusefultorefertotheITILguidingprinciplesandtheorganizationalchangemanagementpracticeforguidance.