ITIL v5 Bridge

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• By capturing feedback after each iteration
• By limiting communication to management only
• By reusing existing processes wherever possible
• By involving stakeholders and sharing information with them

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• They should be applied one at a time in a fixed sequence
• They replace the need for governance and management practices
• They should be applied independent of each other
• They should be used collectively and balanced based on the situation

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• Evaluate
• Monitor
• Direct
• Discover

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• Monitoring support systems
• Obtaining supplier resources
• Designing product prototypes
• Managing user onboarding

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• Support
• Operate
• Transition
• Deliver

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• Build
• Transition
• Deliver
• Operate

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• To discover new business opportunities
• To build solution components
• To assist users and maintain service performance
• To design service architectures

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• Continuous delivery requires manual code integration
• Continuous deployment automatically deploys changes to production
• Continuous deployment prevents frequent releases
• Continuous delivery eliminates testing activities

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• Product prototype
• Product specification
• Change request
• Service request

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• Understanding system behaviour through outputs such as logs, metrics, and traces
• Automatically preventing incidents from occurring
• Improving service reliability through engineering practices
• Ensuring changes are approved before being deployed

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• An unplanned service interruption
• Root cause of one or more incidents
• An incident that impacts critical services
• A service access request from users

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• Percentage of value streams mapped
• Average cost per service request
• Number of ideas generated for new services
• Success rate of releases deployed into the live environment

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• Percentage of service requests fulfilled on first contact
• Quality of the product solutions
• Customer satisfaction score after service delivery
• Number of incidents resolved within agreed targets

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• By standardizing operational procedures aligning them to the organization's purpose to improve consistency and efficiency
• By defining governance controls and decision-making authority across management levels
• By setting predefined service quality targets to direct what the operational workflows should achieve
• By turning strategic intent into coordinated workflows that enable outcomes for stakeholders

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• They replace value chain activities with standardized processes
• They define the organization’s purpose and strategy
• They enable value chain activities by providing the required capabilities
• They ensure activities are performed in a fixed order

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• To limit the flexibility of practice adoption
• To ensure all practices are implemented in the same sequence
• To enforce uniform tooling and technology choices
• To make it easier for organizations to understand and apply different practices

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• By prescribing mandatory tools and technologies for service management
• By separating product management guidance from service management guidance
• By defining a fixed maturity level that organizations must achieve
• By supporting organizations in developing product and service management capabilities

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• To ensure improvement efforts are aligned with the organization’s objectives
• To identify improvement actions and assign responsibilities
• To document current performance metrics before changes are made
• To confirm whether previous improvement initiatives were successful

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• By defining customer outcomes and service expectations
• By replacing the need for core value streams
• By supporting the effective operation of core value streams
• By acting as the primary interface with service consumers

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• Mapping focuses on cost control, while management focuses on risk avoidance
• Mapping is used only for reporting, while management is used only for auditing
• Mapping identifies how value flows, while management ensures the value stream performs effectively over time
• Mapping applies to services, while management applies to products