{"id":149939,"date":"2026-01-29T05:21:33","date_gmt":"2026-01-29T08:21:33","guid":{"rendered":"https:\/\/sandbox2.institutopmg.com\/?p=149939"},"modified":"2026-02-12T15:43:24","modified_gmt":"2026-02-12T18:43:24","slug":"the-definitive-guide-to-itil-version-5-foundation","status":"publish","type":"post","link":"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/","title":{"rendered":"The Definitive Guide to ITIL\u00ae Version 5 Foundation"},"content":{"rendered":"<div id=\"ez-toc-container\" class=\"ez-toc-v2_0_82_1 counter-hierarchy ez-toc-counter ez-toc-grey ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Navegue por t\u00f3picos de interesse:<\/p>\n<span class=\"ez-toc-title-toggle\"><a href=\"#\" class=\"ez-toc-pull-right ez-toc-btn ez-toc-btn-xs ez-toc-btn-default ez-toc-toggle\" aria-label=\"Toggle Table of Content\"><span class=\"ez-toc-js-icon-con\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #999;color:#999\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewBox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #999;color:#999\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewBox=\"0 0 24 24\" version=\"1.2\" baseProfile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1 ' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#Table_of_Contents\" >Table of Contents<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#1_Introduction_to_ITIL%C2%AE_Version_5_and_Digital_Product_Service_Management\" >1. Introduction to ITIL\u00ae Version 5 and Digital Product &amp; Service Management<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#11_What_is_ITIL_Version_5_and_how_it_differs_from_ITIL_4\" >1.1 What is ITIL Version 5 and how it differs from ITIL 4<\/a><ul class='ez-toc-list-level-4' ><li class='ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#111_Is_ITIL_Version_5_a_continuation_or_a_new_framework\" >1.1.1 Is ITIL Version 5 a continuation or a new framework?<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#12_Key_benefits_of_ITIL_Version_5_for_digital_and_agile_environments\" >1.2 Key benefits of ITIL Version 5 for digital and agile environments<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-6\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#13_Direct_comparison_ITIL_V3_vs_ITIL_4_vs_ITIL_Version_5\" >1.3 Direct comparison: ITIL V3 vs ITIL 4 vs ITIL Version 5<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-7\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#14_Which_ITIL_version_makes_the_most_sense_for_each_type_of_organization\" >1.4 Which ITIL version makes the most sense for each type of organization<\/a><ul class='ez-toc-list-level-4' ><li class='ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-8\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#141_What_are_the_types_of_changes_in_ITIL\" >1.4.1 What are the types of changes in ITIL?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-9\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#142_What_is_a_standard_change_in_ITIL_4\" >1.4.2 What is a standard change in ITIL 4?<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-10\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#15_What_is_ITIL_v5_The_evolution_toward_Industry_50\" >1.5 What is ITIL v5? The evolution toward Industry 5.0<\/a><ul class='ez-toc-list-level-4' ><li class='ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-11\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#151_The_integrated_and_holistic_approach\" >1.5.1 The integrated and holistic approach<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-12\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#152_The_official_ITIL%C2%AE_Version_5_qualification_scheme\" >1.5.2 The official ITIL\u00ae Version 5 qualification scheme<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-13\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#2_Key_Concepts_in_Product_and_Service_Management\" >2. Key Concepts in Product and Service Management<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-14\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#21_Core_Definitions_Product_vs_Service\" >2.1. Core Definitions: Product vs. Service<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-15\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#22_The_Digital_World_Digital_Product_and_Digital_Service\" >2.2. The Digital World: Digital Product and Digital Service<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-16\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#23_The_ITIL%C2%AE_Version_5_Product_and_Service_Lifecycle\" >2.3. The ITIL\u00ae Version 5 Product and Service Lifecycle<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-17\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#24_The_Value_Equation_Outcomes_Costs_and_Risks\" >2.4. The Value Equation: Outcomes, Costs, and Risks<\/a><ul class='ez-toc-list-level-4' ><li class='ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-18\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#241_Output_vs_Outcome\" >2.4.1. Output vs. Outcome<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-19\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#242_Value_Cost_and_Risk\" >2.4.2. Value, Cost, and Risk<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-20\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#25_Service_Offerings\" >2.5. Service Offerings<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-21\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#3_Service_Relationships\" >3. Service Relationships<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-22\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#31_Roles_and_Responsibilities_in_the_Service_Ecosystem\" >3.1. Roles and Responsibilities in the Service Ecosystem<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-23\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#32_The_Service_Consumer_Triad\" >3.2. The Service Consumer Triad<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-24\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#33_The_Service_Relationship_Model\" >3.3. The Service Relationship Model<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-25\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#34_Types_of_Service_Relationships\" >3.4. Types of Service Relationships<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-26\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#35_The_Service_Journey\" >3.5. The Service Journey<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-27\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#36_Quality_Service_Levels_and_SLAs\" >3.6. Quality, Service Levels, and SLAs<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-28\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#4_The_ITIL%C2%AE_Version_5_Service_Value_System\" >4. The ITIL\u00ae Version 5 Service Value System<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-29\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#41_Definition_and_Purpose_of_the_Value_System\" >4.1. Definition and Purpose of the Value System<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-30\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#42_The_Five_Components_of_the_Value_System\" >4.2. The Five Components of the Value System<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-31\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#5_Governance\" >5. Governance<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-32\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#51_The_Role_of_the_Governing_Body\" >5.1. The Role of the Governing Body<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-33\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#52_The_EDM_Governance_Cycle_Evaluate_Direct_and_Monitor\" >5.2. The EDM Governance Cycle: Evaluate, Direct, and Monitor<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-34\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#6_ITIL%C2%AE_Version_5_Guiding_Principles\" >6. ITIL\u00ae Version 5 Guiding Principles<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-35\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#61_Focus_on_Value\" >6.1. Focus on Value<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-36\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#62_Start_Where_You_Are\" >6.2. Start Where You Are<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-37\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#63_Progress_Iteratively_with_Feedback\" >6.3. Progress Iteratively with Feedback<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-38\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#64_Collaborate_and_Promote_Visibility\" >6.4. Collaborate and Promote Visibility<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-39\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#65_Think_and_Work_Holistically\" >6.5. Think and Work Holistically<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-40\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#66_Keep_It_Simple_and_Practical\" >6.6. Keep It Simple and Practical<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-41\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#67_Optimize_and_Automate\" >6.7. Optimize and Automate<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-42\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#68_How_the_Principles_Work_Together\" >6.8. How the Principles Work Together<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-43\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#7_The_Value_Chain_and_the_Product_Lifecycle\" >7. The Value Chain and the Product Lifecycle<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-44\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#71_The_Value_Chain\" >7.1. The Value Chain<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-45\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#72_The_ITIL%C2%AE_Version_5_Product_and_Service_Lifecycle\" >7.2. The ITIL\u00ae Version 5 Product and Service Lifecycle<\/a><ul class='ez-toc-list-level-4' ><li class='ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-46\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#721_Discover\" >7.2.1. Discover<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-47\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#722_Design\" >7.2.2. Design<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-48\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#723_Acquire\" >7.2.3. Acquire<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-49\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#724_Build\" >7.2.4. Build<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-50\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#725_Transition\" >7.2.5. Transition<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-51\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#726_Operate\" >7.2.6. Operate<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-52\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#727_Deliver\" >7.2.7. Deliver<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-53\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#728_Support\" >7.2.8. Support<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-54\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#73_ITIL%C2%AE_Version_5_Management_Practices\" >7.3. ITIL\u00ae Version 5 Management Practices<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-55\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#8_Value_Stream_Mapping_and_Management\" >8. Value Stream Mapping and Management<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-56\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#81_Types_of_Value_Streams\" >8.1. Types of Value Streams<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-57\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#82_Value_Stream_Mapping\" >8.2. Value Stream Mapping<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-58\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#83_Mapping_vs_Management\" >8.3. Mapping vs. Management<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-59\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#9_Continual_Improvement\" >9. Continual Improvement<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-60\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#91_The_ITIL%C2%AE_Version_5_Continual_Improvement_Model\" >9.1. The ITIL\u00ae Version 5 Continual Improvement Model<\/a><ul class='ez-toc-list-level-4' ><li class='ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-61\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#911_Step_1_What_is_the_vision\" >9.1.1. Step 1: What is the vision?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-62\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#912_Step_2_Where_are_we_now\" >9.1.2. Step 2: Where are we now?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-63\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#913_Step_3_Where_do_we_want_to_be\" >9.1.3. Step 3: Where do we want to be?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-64\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#914_Step_4_How_do_we_get_there\" >9.1.4. Step 4: How do we get there?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-65\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#915_Step_5_Take_action\" >9.1.5. Step 5: Take action<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-66\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#916_Step_6_Are_we_getting_there\" >9.1.6. Step 6: Are we getting there?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-67\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#917_Step_7_How_do_we_keep_the_improvements_relevant\" >9.1.7. Step 7: How do we keep the improvements relevant?<\/a><\/li><\/ul><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-68\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#10_The_Four_Dimensions_of_Service_Management\" >10. The Four Dimensions of Service Management<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-69\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#101_Overview_of_the_Four_Dimensions_and_PESTLE_Factors\" >10.1. Overview of the Four Dimensions and PESTLE Factors<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-70\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#102_Dimension_1_Organizations_and_People\" >10.2. Dimension 1: Organizations and People<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-71\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#103_Dimension_2_Information_and_Technology\" >10.3. Dimension 2: Information and Technology<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-72\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#104_Dimension_3_Partners_and_Suppliers\" >10.4. Dimension 3: Partners and Suppliers<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-73\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#105_Dimension_4_Value_Streams_and_Processes\" >10.5. Dimension 4: Value Streams and Processes<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-74\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#11_Integrating_ITIL%C2%AE_Version_5_with_Other_Frameworks\" >11. Integrating ITIL\u00ae Version 5 with Other Frameworks<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-75\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#111_ITIL%C2%AE_Version_5_and_DevOps_Bringing_Governance_and_Speed_Together\" >11.1. ITIL\u00ae Version 5 and DevOps: Bringing Governance and Speed Together<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-76\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#112_ITIL%C2%AE_Version_5_and_PRINCE2_Managing_Projects_and_Services\" >11.2. ITIL\u00ae Version 5 and PRINCE2: Managing Projects and Services<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-77\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#113_Shared_Principles\" >11.3. Shared Principles<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-78\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/the-definitive-guide-to-itil-version-5-foundation\/#12_Glossary_of_Terms\" >12. Glossary of Terms<\/a><\/li><\/ul><\/nav><\/div>\n<h2><span class=\"ez-toc-section\" id=\"Table_of_Contents\"><\/span><b>Table of Contents<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<ol>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Introduction to ITIL\u00ae Version 5 and Digital Product &amp; Service Management<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Key Concepts in Product and Service Management<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Service Relationships<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>The ITIL\u00ae Version 5 Value System<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Governance<\/b><b><br \/>\n<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>ITIL\u00ae Version 5 Guiding Principles<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>The Value Chain and the Product Lifecycle<\/b><b><br \/>\n<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Value Stream Mapping and Management<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Continual Improvement<\/b><b><br \/>\n<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>The Four Dimensions of Service Management<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Integrating ITIL\u00ae Version 5 with Other Frameworks<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Glossary of Terms<\/b><\/li>\n<\/ol>\n<h2><span class=\"ez-toc-section\" id=\"1_Introduction_to_ITIL%C2%AE_Version_5_and_Digital_Product_Service_Management\"><\/span><b>1. Introduction to ITIL\u00ae Version 5 and Digital Product &amp; Service Management<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\"><a href=\"https:\/\/sandbox2.institutopmg.com\/en\/itil-version-5-launch-official-information-pmg-academy\/\">ITIL\u00ae Version 5 <\/a><\/span>emerged to bridge the gap between digital product development and effective service management. Unlike approaches that focus exclusively on technology, this framework reflects the transition to Industry 5.0, prioritizing collaboration between humans and technology, resilience, and sustainability.<\/p>\n<p data-start=\"398\" data-end=\"793\">By adopting an integrated approach through the Four Dimensions of Service Management \u2014 Organizations and People, Information and Technology, Partners and Suppliers, and Value Streams and Processes \u2014 ITIL 5 eliminates operational silos. Its central objective is to orchestrate all components of the organization to ensure the continuous co-creation of value with customers and other stakeholders.<\/p>\n<p data-start=\"795\" data-end=\"834\"><strong data-start=\"795\" data-end=\"834\">What is the latest version of ITIL?<\/strong><\/p>\n<p data-start=\"836\" data-end=\"971\">Currently, the most up-to-date version of the ITIL framework is Version 5. However, it is important to understand how ITIL has evolved.<\/p>\n<hr data-start=\"973\" data-end=\"976\" \/>\n<h3 data-start=\"978\" data-end=\"1039\"><span class=\"ez-toc-section\" id=\"11_What_is_ITIL_Version_5_and_how_it_differs_from_ITIL_4\"><\/span>1.1 What is ITIL Version 5 and how it differs from ITIL 4<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p data-start=\"1041\" data-end=\"1338\">ITIL Version 5 is the natural evolution for an AI-Native environment. While ITIL 4 focused on services, Version 5 focuses on the full integration of digital products and services. It provides practical guidance on how to manage complexity and use intelligent automation to make informed decisions.<\/p>\n<p data-start=\"1340\" data-end=\"1435\"><a href=\"https:\/\/sandbox2.institutopmg.com\/en\/articles\/itil\/itil-v3-itil-4-and-itil-version-5-understanding-the-differences-between-the-frameworks\/\">Learn all the differences between ITIL V3, ITIL 4, and the new ITIL Version 5 by clicking here.<\/a><\/p>\n<h4 data-start=\"1437\" data-end=\"1500\"><span class=\"ez-toc-section\" id=\"111_Is_ITIL_Version_5_a_continuation_or_a_new_framework\"><\/span>1.1.1 Is ITIL Version 5 a continuation or a new framework?<span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p data-start=\"1502\" data-end=\"1852\">It is a continuation. It incorporates proven concepts from ITIL 4, such as the Service Value System and guiding principles, but expands the perspective to include the digital product lifecycle. Candidates who already hold the ITIL 4 Foundation certification do not need to retake it; it is recognized as a prerequisite for Version 5 advanced modules.<\/p>\n<hr data-start=\"1854\" data-end=\"1857\" \/>\n<h3 data-start=\"1859\" data-end=\"1932\"><span class=\"ez-toc-section\" id=\"12_Key_benefits_of_ITIL_Version_5_for_digital_and_agile_environments\"><\/span>1.2 Key benefits of ITIL Version 5 for digital and agile environments<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<ul data-start=\"1934\" data-end=\"2220\">\n<li data-start=\"1934\" data-end=\"2025\">\n<p data-start=\"1936\" data-end=\"2025\"><strong data-start=\"1936\" data-end=\"1953\">Practicality:<\/strong> More relevant for professionals working with modern digital products.<\/p>\n<\/li>\n<li data-start=\"2026\" data-end=\"2111\">\n<p data-start=\"2028\" data-end=\"2111\"><strong data-start=\"2028\" data-end=\"2041\">AI-Ready:<\/strong> Helps professionals operate effectively in AI-enabled environments.<\/p>\n<\/li>\n<li data-start=\"2112\" data-end=\"2220\">\n<p data-start=\"2114\" data-end=\"2220\"><strong data-start=\"2114\" data-end=\"2146\">Focus on Digital Experience:<\/strong> Places user and customer experience at the center of design and delivery.<\/p>\n<\/li>\n<\/ul>\n<hr data-start=\"2222\" data-end=\"2225\" \/>\n<h3 data-start=\"2227\" data-end=\"2289\"><span class=\"ez-toc-section\" id=\"13_Direct_comparison_ITIL_V3_vs_ITIL_4_vs_ITIL_Version_5\"><\/span>1.3 Direct comparison: ITIL V3 vs ITIL 4 vs ITIL Version 5<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<div class=\"TyagGW_tableContainer\">\n<div class=\"group TyagGW_tableWrapper flex flex-col-reverse w-fit\" tabindex=\"-1\">\n<table class=\"w-fit min-w-(--thread-content-width)\" data-start=\"2291\" data-end=\"2712\">\n<thead data-start=\"2291\" data-end=\"2345\">\n<tr data-start=\"2291\" data-end=\"2345\">\n<th data-start=\"2291\" data-end=\"2308\" data-col-size=\"sm\">Characteristic<\/th>\n<th data-start=\"2308\" data-end=\"2318\" data-col-size=\"sm\">ITIL V3<\/th>\n<th data-start=\"2318\" data-end=\"2327\" data-col-size=\"sm\">ITIL 4<\/th>\n<th data-start=\"2327\" data-end=\"2345\" data-col-size=\"sm\">ITIL Version 5<\/th>\n<\/tr>\n<\/thead>\n<tbody data-start=\"2364\" data-end=\"2712\">\n<tr data-start=\"2364\" data-end=\"2452\">\n<td data-start=\"2364\" data-end=\"2377\" data-col-size=\"sm\">Main Focus<\/td>\n<td data-start=\"2377\" data-end=\"2403\" data-col-size=\"sm\">Processes and Lifecycle<\/td>\n<td data-start=\"2403\" data-end=\"2425\" data-col-size=\"sm\">Value and Practices<\/td>\n<td data-start=\"2425\" data-end=\"2452\" data-col-size=\"sm\">Digital Products and AI<\/td>\n<\/tr>\n<tr data-start=\"2453\" data-end=\"2531\">\n<td data-start=\"2453\" data-end=\"2464\" data-col-size=\"sm\">Approach<\/td>\n<td data-start=\"2464\" data-end=\"2483\" data-col-size=\"sm\">Linear and Rigid<\/td>\n<td data-start=\"2483\" data-end=\"2507\" data-col-size=\"sm\">Holistic and Flexible<\/td>\n<td data-start=\"2507\" data-end=\"2531\" data-col-size=\"sm\">Adaptive and Complex<\/td>\n<\/tr>\n<tr data-start=\"2532\" data-end=\"2626\">\n<td data-start=\"2532\" data-end=\"2556\" data-col-size=\"sm\">Customer Relationship<\/td>\n<td data-start=\"2556\" data-end=\"2575\" data-col-size=\"sm\">Service Delivery<\/td>\n<td data-start=\"2575\" data-end=\"2598\" data-col-size=\"sm\">Co-creation of Value<\/td>\n<td data-start=\"2598\" data-end=\"2626\" data-col-size=\"sm\">Total Digital Experience<\/td>\n<\/tr>\n<tr data-start=\"2627\" data-end=\"2712\">\n<td data-start=\"2627\" data-end=\"2640\" data-col-size=\"sm\">Technology<\/td>\n<td data-start=\"2640\" data-end=\"2665\" data-col-size=\"sm\">Infrastructure Support<\/td>\n<td data-start=\"2665\" data-end=\"2684\" data-col-size=\"sm\">Business Enabler<\/td>\n<td data-start=\"2684\" data-end=\"2712\" data-col-size=\"sm\">AI-Native and Automation<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<\/div>\n<p data-start=\"2714\" data-end=\"3042\">In V3, the focus was on <strong data-start=\"2738\" data-end=\"2756\">Change Control<\/strong>, often bureaucratic. In ITIL 4, this evolved into <strong data-start=\"2807\" data-end=\"2828\">Change Enablement<\/strong>, focusing on removing barriers so changes could occur safely and quickly. In Version 5, this becomes even more automated, integrating directly with CI\/CD (Continuous Integration and Continuous Delivery) pipelines.<\/p>\n<hr data-start=\"3044\" data-end=\"3047\" \/>\n<h3 data-start=\"3049\" data-end=\"3126\"><span class=\"ez-toc-section\" id=\"14_Which_ITIL_version_makes_the_most_sense_for_each_type_of_organization\"><\/span>1.4 Which ITIL version makes the most sense for each type of organization<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<ul data-start=\"3128\" data-end=\"3528\">\n<li data-start=\"3128\" data-end=\"3265\">\n<p data-start=\"3130\" data-end=\"3265\"><strong data-start=\"3130\" data-end=\"3156\">Traditional companies:<\/strong> May still use ITIL V3 concepts to organize legacy infrastructure but should migrate to ITIL 4 for agility.<\/p>\n<\/li>\n<li data-start=\"3266\" data-end=\"3382\">\n<p data-start=\"3268\" data-end=\"3382\"><strong data-start=\"3268\" data-end=\"3303\">Startups and digital companies:<\/strong> ITIL 4 and ITIL Version 5 are essential due to market speed and uncertainty.<\/p>\n<\/li>\n<li data-start=\"3383\" data-end=\"3528\">\n<p data-start=\"3385\" data-end=\"3528\"><strong data-start=\"3385\" data-end=\"3422\">Innovation-focused organizations:<\/strong> ITIL Version 5 is ideal for those already using AI and requiring governance for complex digital products.<\/p>\n<\/li>\n<\/ul>\n<h4 data-start=\"3530\" data-end=\"3579\"><span class=\"ez-toc-section\" id=\"141_What_are_the_types_of_changes_in_ITIL\"><\/span>1.4.1 What are the types of changes in ITIL?<span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p data-start=\"3581\" data-end=\"3659\">Regardless of the version, ITIL generally classifies changes into three types:<\/p>\n<ul data-start=\"3661\" data-end=\"3867\">\n<li data-start=\"3661\" data-end=\"3718\">\n<p data-start=\"3663\" data-end=\"3718\"><strong data-start=\"3663\" data-end=\"3676\">Standard:<\/strong> Low risk, pre-authorized, and frequent.<\/p>\n<\/li>\n<li data-start=\"3719\" data-end=\"3786\">\n<p data-start=\"3721\" data-end=\"3786\"><strong data-start=\"3721\" data-end=\"3732\">Normal:<\/strong> Requires scheduling, assessment, and authorization.<\/p>\n<\/li>\n<li data-start=\"3787\" data-end=\"3867\">\n<p data-start=\"3789\" data-end=\"3867\"><strong data-start=\"3789\" data-end=\"3803\">Emergency:<\/strong> Implemented as quickly as possible to resolve a major incident.<\/p>\n<\/li>\n<\/ul>\n<h4 data-start=\"3869\" data-end=\"3916\"><span class=\"ez-toc-section\" id=\"142_What_is_a_standard_change_in_ITIL_4\"><\/span>1.4.2 What is a standard change in ITIL 4?<span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p data-start=\"3918\" data-end=\"4075\">It is a change that follows an established procedure, with well-known and accepted risks. A practical example is updating approved software on a workstation.<\/p>\n<hr data-start=\"4077\" data-end=\"4080\" \/>\n<h3 data-start=\"4082\" data-end=\"4140\"><span class=\"ez-toc-section\" id=\"15_What_is_ITIL_v5_The_evolution_toward_Industry_50\"><\/span>1.5 What is ITIL v5? The evolution toward Industry 5.0<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p data-start=\"4142\" data-end=\"4377\">ITIL v5 is the most widely adopted best-practice framework for managing technology-enabled services worldwide. It is the common language that allows Development, Operations, and Business to collaborate effectively in value co-creation.<\/p>\n<p data-start=\"4379\" data-end=\"4623\">Version 5 reflects the shift from Industry 4.0 (focused on automation) to Industry 5.0, which values collaboration between humans and technology, sustainability, and resilience. This evolution is expressed through a fundamental change in focus:<\/p>\n<ul data-start=\"4625\" data-end=\"5192\">\n<li data-start=\"4625\" data-end=\"4782\">\n<p data-start=\"4627\" data-end=\"4782\"><strong data-start=\"4627\" data-end=\"4695\">From Traditional ITSM to Digital Product and Service Management:<\/strong> ITIL is no longer a support manual but the operating system of modern organizations.<\/p>\n<\/li>\n<li data-start=\"4783\" data-end=\"4967\">\n<p data-start=\"4785\" data-end=\"4967\"><strong data-start=\"4785\" data-end=\"4827\">From Systems to Products and Services:<\/strong> The focus is no longer on managing \u201cIT systems,\u201d but on the full lifecycle of digital products and services that solve business problems.<\/p>\n<\/li>\n<li data-start=\"4968\" data-end=\"5192\">\n<p data-start=\"4970\" data-end=\"5192\"><strong data-start=\"4970\" data-end=\"5014\">From Outputs to Outcomes and Experience:<\/strong> Success is no longer measured by delivering outputs (like reports), but by enabling business outcomes (such as reducing hiring time) and ensuring a positive customer experience.<\/p>\n<\/li>\n<\/ul>\n<h4 data-start=\"5194\" data-end=\"5241\"><span class=\"ez-toc-section\" id=\"151_The_integrated_and_holistic_approach\"><\/span>1.5.1 The integrated and holistic approach<span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p data-start=\"5243\" data-end=\"5301\">The strength of ITIL v5 lies in three key characteristics:<\/p>\n<ul data-start=\"5303\" data-end=\"5668\">\n<li data-start=\"5303\" data-end=\"5468\">\n<p data-start=\"5305\" data-end=\"5468\"><strong data-start=\"5305\" data-end=\"5318\">Holistic:<\/strong> Forces a whole-system view through the Four Dimensions of Service Management. Excellence in one area cannot compensate for deficiencies in another.<\/p>\n<\/li>\n<li data-start=\"5469\" data-end=\"5558\">\n<p data-start=\"5471\" data-end=\"5558\"><strong data-start=\"5471\" data-end=\"5485\">Practical:<\/strong> Moves beyond theory into applicable principles, practices, and models.<\/p>\n<\/li>\n<li data-start=\"5559\" data-end=\"5668\">\n<p data-start=\"5561\" data-end=\"5668\"><strong data-start=\"5561\" data-end=\"5574\">Coherent:<\/strong> Connects executive strategy to operational execution so everyone moves in the same direction.<\/p>\n<\/li>\n<\/ul>\n<p data-start=\"5670\" data-end=\"5991\">One of the biggest advances of ITIL Version 5 is its native integration with Lean, Agile, and DevOps. Stop the \u201cITIL vs Agile\u201d debate. That is amateur thinking. ITIL 5 is not a competitor but the governance structure that provides the stability and control required for DevOps agility to scale without turning into chaos.<\/p>\n<hr data-start=\"5993\" data-end=\"5996\" \/>\n<h3 data-start=\"5998\" data-end=\"6057\"><span class=\"ez-toc-section\" id=\"152_The_official_ITIL%C2%AE_Version_5_qualification_scheme\"><\/span>1.5.2 The official ITIL\u00ae Version 5 qualification scheme<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p data-start=\"6059\" data-end=\"6224\">Where can your career go from here? Let\u2019s look at the map. The ITIL v5 certification journey is structured to build knowledge from foundational to strategic mastery.<\/p>\n<ul data-start=\"6226\" data-end=\"6886\">\n<li data-start=\"6226\" data-end=\"6406\">\n<p data-start=\"6228\" data-end=\"6406\"><strong data-start=\"6228\" data-end=\"6259\">ITIL\u00ae Version 5 Foundation:<\/strong> The foundation. Validates that you speak the ITIL language and understand the Service Value System. Mandatory prerequisite for all other levels.<\/p>\n<\/li>\n<li data-start=\"6407\" data-end=\"6509\">\n<p data-start=\"6409\" data-end=\"6509\"><strong data-start=\"6409\" data-end=\"6451\">ITIL\u00ae Version 5 Practice Manager (PM):<\/strong> A specialization path focused on day-to-day operations.<\/p>\n<\/li>\n<li data-start=\"6510\" data-end=\"6632\">\n<p data-start=\"6512\" data-end=\"6632\"><strong data-start=\"6512\" data-end=\"6559\">ITIL\u00ae Version 5 Managing Professional (MP):<\/strong> For professionals managing digital products, teams, and value streams.<\/p>\n<\/li>\n<li data-start=\"6633\" data-end=\"6741\">\n<p data-start=\"6635\" data-end=\"6741\"><strong data-start=\"6635\" data-end=\"6677\">ITIL\u00ae Version 5 Strategic Leader (SL):<\/strong> For leaders defining digital direction and business strategy.<\/p>\n<\/li>\n<li data-start=\"6742\" data-end=\"6886\">\n<p data-start=\"6744\" data-end=\"6886\"><strong data-start=\"6744\" data-end=\"6771\">ITIL\u00ae Version 5 Master:<\/strong> The pinnacle qualification for professionals who can apply ITIL principles to achieve strategic business outcomes.<\/p>\n<\/li>\n<\/ul>\n<p data-start=\"6888\" data-end=\"7025\" data-is-last-node=\"\" data-is-only-node=\"\">Understanding this structure is the first step. Now, it is time to dive into the fundamental concepts that underpin the entire framework.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"2_Key_Concepts_in_Product_and_Service_Management\"><\/span><b>2. Key Concepts in Product and Service Management<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">In modern management, it\u2019s essential not to confuse <\/span><b>shipping software<\/b><span style=\"font-weight: 400;\"> with <\/span><b>delivering a service<\/b><span style=\"font-weight: 400;\">. In ITIL 5, a <\/span><b>product<\/b><span style=\"font-weight: 400;\"> is a configuration of an organization\u2019s resources (people, technology, and more) designed to offer value. A <\/span><b>service<\/b><span style=\"font-weight: 400;\">, in turn, is the means of enabling the <\/span><b>co-creation of value<\/b><span style=\"font-weight: 400;\"> by facilitating the <\/span><b>outcomes<\/b><span style=\"font-weight: 400;\"> customers want to achieve\u2014without requiring them to manage specific costs and risks.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">If you focus only on the product (the technical <\/span><b>output<\/b><span style=\"font-weight: 400;\">) and fail at the service (the ability to enable the business outcome), you destroy perceived value. Success depends on ensuring that a digital product doesn\u2019t just work\u2014it must reliably enable the outcomes stakeholders actually care about.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"21_Core_Definitions_Product_vs_Service\"><\/span><b>2.1. Core Definitions: Product vs. Service<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">In ITIL\u00ae Version 5, these words have <\/span><b>precise, distinct meanings<\/b><span style=\"font-weight: 400;\">. Pay close attention here.<\/span><\/p>\n<table>\n<tbody>\n<tr>\n<td><b>Concept<\/b><\/td>\n<td><b>ITIL\u00ae Version 5 Definition<\/b><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Product<\/span><\/td>\n<td><span style=\"font-weight: 400;\">A configuration of an organization\u2019s resources (people, technology, etc.) designed to offer value to a consumer.<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Service<\/span><\/td>\n<td><span style=\"font-weight: 400;\">A means of enabling the co-creation of value by facilitating the outcomes customers want to achieve, without the customer having to manage specific costs and risks.<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p><span style=\"font-weight: 400;\">The modern economy increasingly prioritizes <\/span><b>access over ownership<\/b><span style=\"font-weight: 400;\">. Consumers want capability (e.g., \u201csend email\u201d) and transfer the responsibility for infrastructure costs and risks\u2014maintenance, hardware, and uptime\u2014to the provider.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"22_The_Digital_World_Digital_Product_and_Digital_Service\"><\/span><b>2.2. The Digital World: Digital Product and Digital Service<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Applied to the digital context, the definitions become:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Digital product:<\/b><span style=\"font-weight: 400;\"> A combination of an organization\u2019s resources, based on digital technology, designed to offer value to consumers.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Digital service:<\/b><span style=\"font-weight: 400;\"> A service that depends entirely\u2014or largely\u2014on digital products.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">The relationship is symbiotic: a high-quality digital service depends on a robust digital product. The digital product provides the capabilities (the engine), while the digital service delivers the value (the trip).<\/span><\/p>\n<p><span style=\"font-weight: 400;\">For example: a bank\u2019s mobile app, along with its APIs and core systems, is the <\/span><b>digital product<\/b><span style=\"font-weight: 400;\">. Being able to pay a bill securely and instantly at 11 p.m. on a Sunday is the <\/span><b>digital service<\/b><span style=\"font-weight: 400;\">. If the product fails (the app crashes), the service is disrupted\u2014and value evaporates.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"23_The_ITIL%C2%AE_Version_5_Product_and_Service_Lifecycle\"><\/span><b>2.3. The ITIL\u00ae Version 5 Product and Service Lifecycle<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">To manage that relationship, ITIL\u00ae Version 5 proposes a <\/span><b>Lifecycle Model<\/b><span style=\"font-weight: 400;\"> that integrates product and service management activities. This is not a rigid, linear sequence\u2014it\u2019s a set of activities that can be combined into <\/span><b>value streams<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The eight management activities are:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Discover:<\/b><span style=\"font-weight: 400;\"> Understand what the market needs and align it with the organization\u2019s strategy.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Design:<\/b><span style=\"font-weight: 400;\"> Plan the solution by creating prototypes and detailed specifications.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Acquire:<\/b><span style=\"font-weight: 400;\"> Obtain the required resources\u2014by buying, hiring, or building.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Build:<\/b><span style=\"font-weight: 400;\"> Code, configure, assemble, and test the components of the digital product.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Transition:<\/b><span style=\"font-weight: 400;\"> Move the product safely from development into production.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Operate:<\/b><span style=\"font-weight: 400;\"> Keep infrastructure and systems running and monitor performance.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Deliver:<\/b><span style=\"font-weight: 400;\"> Make the service available for user consumption, managing access and requests.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Support:<\/b><span style=\"font-weight: 400;\"> Resolve incidents and problems, restoring normal service operation.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">This model has an important duality: the early stages (Discover, Design, Acquire, Build) lean more toward <\/span><b>Product<\/b><span style=\"font-weight: 400;\">, while the later stages (Deliver, Support) lean more toward <\/span><b>Service<\/b><span style=\"font-weight: 400;\">. The middle stages (Transition, Operate) act as the bridge between the two worlds.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"24_The_Value_Equation_Outcomes_Costs_and_Risks\"><\/span><b>2.4. The Value Equation: Outcomes, Costs, and Risks<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Value isn\u2019t something a provider simply \u201cdelivers\u201d as a finished package. It <\/span><b>emerges from the interaction<\/b><span style=\"font-weight: 400;\"> between provider and consumer.<\/span><\/p>\n<h4><span class=\"ez-toc-section\" id=\"241_Output_vs_Outcome\"><\/span><b>2.4.1. Output vs. Outcome<\/b><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p><span style=\"font-weight: 400;\">This is the single most critical distinction in modern management. If you don\u2019t understand it, you won\u2019t pass the exam.<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Output:<\/b><span style=\"font-weight: 400;\"> A tangible or intangible deliverable produced by an activity.<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span> <i><span style=\"font-weight: 400;\">Example:<\/span><\/i><span style=\"font-weight: 400;\"> a new HR system installed and running.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Outcome:<\/b><span style=\"font-weight: 400;\"> A result for a stakeholder enabled by one or more outputs.<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span> <i><span style=\"font-weight: 400;\">Example:<\/span><\/i><span style=\"font-weight: 400;\"> reducing time-to-hire from 30 days to 10 days, enabled by the new HR system.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">It\u2019s entirely possible to deliver the output (the system is live) without achieving the outcome (no one uses it because it\u2019s too complex). ITIL\u00ae Version 5 requires a relentless focus on outcomes\u2014because that\u2019s what customers actually \u201cbuy\u201d: efficiency, profit, speed, and confidence\u2014not just software.<\/span><\/p>\n<h4><span class=\"ez-toc-section\" id=\"242_Value_Cost_and_Risk\"><\/span><b>2.4.2. Value, Cost, and Risk<\/b><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p><span style=\"font-weight: 400;\">These three elements form the equation behind a customer\u2019s perception of value.<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Value:<\/b><span style=\"font-weight: 400;\"> The perceived benefits, usefulness, and importance of something.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Cost:<\/b><span style=\"font-weight: 400;\"> The amount of money spent on an activity, resource, product, or service.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Risk:<\/b><span style=\"font-weight: 400;\"> A possible event that can cause harm or loss\u2014or make it harder to achieve objectives.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">A service only has value when its positive effects outweigh its negative ones. The equation is:<\/span><\/p>\n<p><b>Value = (Outcomes Achieved + Costs Removed + Risks Removed) \u2212 (Costs Imposed + Risks Imposed)<\/b><\/p>\n<p><span style=\"font-weight: 400;\">From the consumer\u2019s perspective, costs and risks can be <\/span><b>removed<\/b><span style=\"font-weight: 400;\"> (e.g., not having to buy a server) or <\/span><b>imposed<\/b><span style=\"font-weight: 400;\"> (e.g., paying a monthly subscription). For a service to be valuable, the benefits and removals must significantly outweigh the costs and risks the service introduces.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"25_Service_Offerings\"><\/span><b>2.5. Service Offerings<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">A <\/span><b>service offering<\/b><span style=\"font-weight: 400;\"> is how a service is presented to the consumer. Think of it as a restaurant menu: it describes what\u2019s available, what it includes, and how it\u2019s priced. A service offering may include <\/span><b>goods<\/b><span style=\"font-weight: 400;\">, <\/span><b>access to resources<\/b><span style=\"font-weight: 400;\">, and <\/span><b>service actions<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">A service offering is made up of a combination of three elements:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Transfer of goods:<\/b><span style=\"font-weight: 400;\"> Ownership of a resource (physical or digital) is transferred to the consumer.<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span> <i><span style=\"font-weight: 400;\">Example:<\/span><\/i><span style=\"font-weight: 400;\"> a new phone provided as part of a mobile plan.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Service actions:<\/b><span style=\"font-weight: 400;\"> Activities performed by the provider for the consumer.<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span> <i><span style=\"font-weight: 400;\">Example:<\/span><\/i><span style=\"font-weight: 400;\"> technical support resetting a password.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Access to resources:<\/b><span style=\"font-weight: 400;\"> The consumer gains the right to use resources owned by the provider.<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span> <i><span style=\"font-weight: 400;\">Example:<\/span><\/i><span style=\"font-weight: 400;\"> access to a 4G network or a cloud computing platform.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">In modern digital services\u2014especially SaaS and cloud\u2014the dominant component is typically <\/span><b>access to resources<\/b><span style=\"font-weight: 400;\">, reflecting the broader shift toward consuming capabilities instead of acquiring assets.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">With the concepts of value and service established, the next step is to understand how provider\u2013consumer relationships are managed so value co-creation can actually happen.<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"3_Service_Relationships\"><\/span><b>3. Service Relationships<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">Let go of the idea that a service relationship is one-way\u2014\u201cI pay, you deliver, and if something goes wrong, it\u2019s your fault.\u201d That logic works when you\u2019re buying pens. It does <\/span><i><span style=\"font-weight: 400;\">not<\/span><\/i><span style=\"font-weight: 400;\"> work for IT services. <\/span><b>Value co-creation<\/b><span style=\"font-weight: 400;\"> depends on active cooperation.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"31_Roles_and_Responsibilities_in_the_Service_Ecosystem\"><\/span><b>3.1. Roles and Responsibilities in the Service Ecosystem<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">For collaboration to work, roles and responsibilities must be clear.<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Organization:<\/b><span style=\"font-weight: 400;\"> A person or group of people with their own functions, authorities, and relationships to achieve objectives.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Service provider:<\/b><span style=\"font-weight: 400;\"> The organization responsible for delivering and supporting services. Its focus is ensuring the service operates effectively.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Service consumer:<\/b><span style=\"font-weight: 400;\"> The organization responsible for acquiring and using services to achieve its own objectives.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Digital product vendor:<\/b><span style=\"font-weight: 400;\"> The organization responsible for creating and improving the digital products (e.g., software) that underpin services. Often, the vendor and provider are the same company (e.g., Salesforce). In other cases, a provider may implement and support a vendor\u2019s product (e.g., SAP).<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"32_The_Service_Consumer_Triad\"><\/span><b>3.2. The Service Consumer Triad<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Inside the consuming organization, the \u201ccustomer\u201d role splits into three distinct personas\u2014and their priorities don\u2019t always align.<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Sponsor:<\/b><span style=\"font-weight: 400;\"> Approves the budget for the service. Their primary interest is cost-benefit and return on investment (ROI).<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Customer:<\/b><span style=\"font-weight: 400;\"> Defines service requirements and takes accountability for the outcomes of consumption. They want the service to solve a business problem.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>User:<\/b><span style=\"font-weight: 400;\"> Uses the service day to day. Their primary interest is ease of use and user experience (UX).<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">A classic conflict shows up when a company buys mobile services: the Sponsor (CFO) wants the cheapest plan. The Customer (CIO) defines technical requirements like 5GB of data and roaming. Users (employees) want a phone that\u2019s easy to use and actually gets a signal. An effective provider has to navigate these competing interests and find a balance that delivers value to all three.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"33_The_Service_Relationship_Model\"><\/span><b>3.3. The Service Relationship Model<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">ITIL\u00ae Version 5 describes the service relationship through an interactive model:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Service provision:<\/b><span style=\"font-weight: 400;\"> All activities performed by the provider to make the service available.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Service consumption:<\/b><span style=\"font-weight: 400;\"> Activities performed by the consumer to use the service. This includes managing the consumer\u2019s required resources (e.g., having a computer) and performing actions (e.g., opening a ticket).<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Service relationship management:<\/b><span style=\"font-weight: 400;\"> Joint activities performed by both parties to ensure continuous value co-creation. A crucial element here is the provider educating the consumer on how to consume the service effectively.<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"34_Types_of_Service_Relationships\"><\/span><b>3.4. Types of Service Relationships<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Not all relationships are created equal. The nature of the service determines the level of engagement required.<\/span><\/p>\n<table>\n<tbody>\n<tr>\n<td><b>Relationship Type<\/b><\/td>\n<td><b>Primary Focus<\/b><\/td>\n<td><b>Characteristics<\/b><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Basic<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Efficiency and Support<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Typical for off-the-shelf (commodity) services. Standardized, transactional, with little customization.<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Cooperative<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Improvement and Effectiveness<\/span><\/td>\n<td><span style=\"font-weight: 400;\">The provider acts as a \u201ctrusted advisor,\u201d understanding the customer\u2019s needs and configuring the service.<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Collaborative (Partnership)<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Innovation and Growth<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Objectives and risks are shared. Teams blend together to co-create solutions. Highly customized.<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p><span style=\"font-weight: 400;\">Trying to force a collaborative partnership with a commodity provider creates waste. Treating an innovation partner as purely transactional destroys value. Choosing the right relationship type is a strategic decision.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"35_The_Service_Journey\"><\/span><b>3.5. The Service Journey<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">The service relationship evolves through a lifecycle known as the <\/span><b>Service Journey<\/b><span style=\"font-weight: 400;\">. The seven stages are:<\/span><\/p>\n<ol>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Explore:<\/b><span style=\"font-weight: 400;\"> Both parties investigate the market, needs, and available capabilities.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Engage:<\/b><span style=\"font-weight: 400;\"> The relationship is established, building early communication and trust.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Offer:<\/b><span style=\"font-weight: 400;\"> The provider presents service offerings, and the consumer articulates demand.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Agree:<\/b><span style=\"font-weight: 400;\"> Expectations are aligned and formalized\u2014typically through a contract or SLA.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Onboard:<\/b><span style=\"font-weight: 400;\"> The transition stage, where the consumer begins using the service and users are trained.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Co-create:<\/b><span style=\"font-weight: 400;\"> The day-to-day of service provision and consumption, where value is actually generated.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Reflect:<\/b><span style=\"font-weight: 400;\"> A continual improvement stage, where both parties evaluate performance and the value created.<\/span><\/li>\n<\/ol>\n<h3><span class=\"ez-toc-section\" id=\"36_Quality_Service_Levels_and_SLAs\"><\/span><b>3.6. Quality, Service Levels, and SLAs<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Measuring the success of a service relationship requires separating <\/span><b>quality<\/b><span style=\"font-weight: 400;\"> from <\/span><b>service level<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Service quality:<\/b><span style=\"font-weight: 400;\"> The totality of service characteristics relevant to its ability to satisfy needs. It\u2019s the overall perception that \u201cthis is a good service.\u201d<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Service level:<\/b><span style=\"font-weight: 400;\"> A set of objective, measurable metrics that define expected service quality (e.g., \u201c99.9% availability\u201d).<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">To translate quality perception into manageable metrics, ITIL\u00ae Version 5 proposes four categories:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Utility:<\/b><span style=\"font-weight: 400;\"> What the service does\u2014its functionality to meet a specific need (fit for purpose).<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Warranty:<\/b><span style=\"font-weight: 400;\"> How the service performs\u2014the assurance it will meet requirements for availability, capacity, continuity, and security (fit for use).<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Experience:<\/b><span style=\"font-weight: 400;\"> How the user feels\u2014the sum of functional and emotional interactions a user has with the service.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Sustainability:<\/b><span style=\"font-weight: 400;\"> The service\u2019s impact\u2014ensuring it meets environmental, social, and economic requirements.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">These metrics are formalized in a <\/span><b>Service Level Agreement (SLA)<\/b><span style=\"font-weight: 400;\">, a document that establishes service targets and aligns expectations between provider and customer.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">All of these concepts need to sit inside a cohesive structure. ITIL\u00ae Version 5 proposes the <\/span><b>Service Value System<\/b><span style=\"font-weight: 400;\"> as the model that integrates everything.<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"4_The_ITIL%C2%AE_Version_5_Service_Value_System\"><\/span><b>4. The ITIL\u00ae Version 5 Service Value System<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">The <\/span><b>Value System (VS)<\/b><span style=\"font-weight: 400;\"> is the model that integrates all organizational components and activities to facilitate value co-creation. Its architecture is designed to eliminate operational silos by ensuring different departments work in a coordinated way toward a common goal.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The VS\u2019s core purpose is to process <\/span><b>opportunities<\/b><span style=\"font-weight: 400;\"> and <\/span><b>demand<\/b><span style=\"font-weight: 400;\"> and transform them into real value for customers and other stakeholders.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"41_Definition_and_Purpose_of_the_Value_System\"><\/span><b>4.1. Definition and Purpose of the Value System<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">The ITIL\u00ae Version 5 Service Value System is a model that represents how all components and activities of an organization work together to enable value creation. Its primary purpose is to ensure the organization continuously co-creates value with all stakeholders.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The model describes a logical left-to-right flow:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Inputs:<\/b><span style=\"font-weight: 400;\"> The system is triggered by <\/span><b>Opportunity<\/b><span style=\"font-weight: 400;\"> (a possibility to add value) and <\/span><b>Demand<\/b><span style=\"font-weight: 400;\"> (the need for products and services).<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Processing:<\/b><span style=\"font-weight: 400;\"> At the center, a set of interconnected components processes these inputs.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Output:<\/b><span style=\"font-weight: 400;\"> The result is the creation of <\/span><b>Value<\/b><span style=\"font-weight: 400;\"> for the organization and its customers.<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"42_The_Five_Components_of_the_Value_System\"><\/span><b>4.2. The Five Components of the Value System<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">At the heart of the Service Value System are five interrelated components:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Guiding Principles:<\/b><span style=\"font-weight: 400;\"> Universal recommendations that guide the organization in all circumstances\u2014like a compass for decision-making.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Governance:<\/b><span style=\"font-weight: 400;\"> The system by which the organization is directed and controlled. The governing body sets strategic direction and monitors performance.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Service Value Chain:<\/b><span style=\"font-weight: 400;\"> The core operating model of the VS\u2014an interconnected set of activities an organization performs to create and deliver products and services.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Management Practices:<\/b><span style=\"font-weight: 400;\"> Sets of organizational resources designed to perform work. ITIL\u00ae Version 5 defines 34 practices (e.g., Incident Management, Change Enablement, etc.) that function as the \u201ctools\u201d used to execute value chain activities.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Continual Improvement:<\/b><span style=\"font-weight: 400;\"> A recurring activity at all levels to ensure performance continually meets stakeholder expectations.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">To understand how the Service Value System operates, we\u2019ll dive deeper into each component\u2014starting with the layer that establishes direction and control: <\/span><b>Governance<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"5_Governance\"><\/span><b>5. Governance<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">Don\u2019t confuse <\/span><b>governance<\/b><span style=\"font-weight: 400;\"> with <\/span><b>management<\/b><span style=\"font-weight: 400;\">. Governance is the ship\u2019s captain: it sets the route and makes sure we\u2019re <\/span><b>doing the right thing<\/b><span style=\"font-weight: 400;\">. Management is the crew: it runs the sails and the helm to follow that route, making sure we\u2019re <\/span><b>doing things the right way<\/b><span style=\"font-weight: 400;\">. If the captain goes downstairs to scrub the deck, that\u2019s management\u2014and the ship hits the rocks.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"51_The_Role_of_the_Governing_Body\"><\/span><b>5.1. The Role of the Governing Body<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Governance is the system by which an organization is directed and controlled. In a digital context, <\/span><b>digital technology governance<\/b><span style=\"font-weight: 400;\"> is the system by which the use of technology is governed\u2014including <\/span><b>direction<\/b><span style=\"font-weight: 400;\">, <\/span><b>monitoring<\/b><span style=\"font-weight: 400;\">, and <\/span><b>accountability<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Every organization has a <\/span><b>governing body<\/b><span style=\"font-weight: 400;\">\u2014for example, a board of directors. This group holds ultimate accountability for the organization\u2019s performance and compliance. It does not run day-to-day operations; instead, it ensures the management system is operating effectively and aligned with strategic objectives.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"52_The_EDM_Governance_Cycle_Evaluate_Direct_and_Monitor\"><\/span><b>5.2. The EDM Governance Cycle: Evaluate, Direct, and Monitor<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Governance is exercised through a continuous cycle of three core activities, known as the <\/span><b>EDM model<\/b><span style=\"font-weight: 400;\">:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Evaluate:<\/b><span style=\"font-weight: 400;\"> The governing body evaluates the organization, its strategy, portfolio, and relationships. In this phase, changes in the internal and external context are analyzed to determine direction.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Direct:<\/b><span style=\"font-weight: 400;\"> Based on evaluation, the governing body defines and assigns responsibilities, and sets the strategic direction and policies management must follow.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Monitor:<\/b><span style=\"font-weight: 400;\"> The governing body monitors organizational performance and practices to ensure they comply with policy and remain on the intended course.<\/span><\/li>\n<\/ul>\n<p><b>Note:<\/b><span style=\"font-weight: 400;\"> For the EDM cycle to work, a critical enabling activity is <\/span><b>engaging stakeholders<\/b><span style=\"font-weight: 400;\">. Governance must listen to shareholders, customers, and regulators to make informed decisions.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">While governance defines the rules of the game, the guiding principles provide the compass for day-to-day decision-making.<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"6_ITIL%C2%AE_Version_5_Guiding_Principles\"><\/span><b>6. ITIL\u00ae Version 5 Guiding Principles<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">If governance is the road map that shows the rules of the highway, the <\/span><b>Guiding Principles<\/b><span style=\"font-weight: 400;\"> are the compass that helps you navigate when the route isn\u2019t clear\u2014or when the map catches fire. They are universal, enduring recommendations that guide decision-making in all circumstances, fostering a unified, effective service management culture.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"61_Focus_on_Value\"><\/span><b>6.1. Focus on Value<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><b>Definition:<\/b><span style=\"font-weight: 400;\"> All activities conducted by the organization should link, directly or indirectly, to value for the organization, its customers, and other stakeholders.<\/span><\/p>\n<p><b>Analysis:<\/b><span style=\"font-weight: 400;\"> This is the foundational principle. Every task, project, or process should answer: <\/span><b>\u201cHow does this contribute to value creation?\u201d<\/b><span style=\"font-weight: 400;\"> Applying it means understanding who the consumer is and what they consider valuable\u2014and ensuring everyone on the team understands how their work impacts the customer\u2019s end result.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"62_Start_Where_You_Are\"><\/span><b>6.2. Start Where You Are<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><b>Definition:<\/b><span style=\"font-weight: 400;\"> Don\u2019t start from scratch without first considering what\u2019s already available to leverage.<\/span><\/p>\n<p><b>Analysis:<\/b><span style=\"font-weight: 400;\"> The temptation to throw away \u201clegacy\u201d systems is strong\u2014but often wasteful. This principle encourages an objective assessment of the current state, identifying what works and can be reused. Direct observation of the work (Lean\u2019s <\/span><b>gemba walk<\/b><span style=\"font-weight: 400;\">) is often more valuable than reports that can hide reality. Starting from zero should be the exception, not the rule.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"63_Progress_Iteratively_with_Feedback\"><\/span><b>6.3. Progress Iteratively with Feedback<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><b>Definition:<\/b><span style=\"font-weight: 400;\"> Don\u2019t try to do everything at once. Organize work into smaller, manageable chunks that can be executed and completed in a timely way.<\/span><\/p>\n<p><b>Analysis:<\/b><span style=\"font-weight: 400;\"> Instead of \u201cbig bang\u201d projects that take years to deliver value, this principle advocates short improvement cycles (iterations). Each iteration should produce a tangible result, followed by feedback from customers and users. This reduces risk and keeps the final outcome aligned with real needs.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"64_Collaborate_and_Promote_Visibility\"><\/span><b>6.4. Collaborate and Promote Visibility<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><b>Definition:<\/b><span style=\"font-weight: 400;\"> Work across organizational boundaries to achieve bigger outcomes and build stakeholder engagement, understanding, and trust.<\/span><\/p>\n<p><b>Analysis:<\/b><span style=\"font-weight: 400;\"> Silos are one of the greatest enemies of value delivery. Effective collaboration requires information, shared understanding, and trust. To enable that, the work should be visible to everyone involved\u2014using tools like <\/span><b>Kanban boards<\/b><span style=\"font-weight: 400;\">. Collaboration doesn\u2019t mean universal consensus; it means relevant parties are heard before decisions are made.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"65_Think_and_Work_Holistically\"><\/span><b>6.5. Think and Work Holistically<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><b>Definition:<\/b><span style=\"font-weight: 400;\"> No service, practice, process, department, or supplier works in isolation. Outcomes are achieved through the integrated work of all parts of the system.<\/span><\/p>\n<p><b>Analysis:<\/b><span style=\"font-weight: 400;\"> Optimizing one part of the system at the expense of the whole is counterproductive. This principle recognizes services as complex systems. A change in one of the Four Dimensions (e.g., technology) will inevitably affect the others (e.g., people and processes). Success depends on ensuring the end-to-end value flow works.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"66_Keep_It_Simple_and_Practical\"><\/span><b>6.6. Keep It Simple and Practical<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><b>Definition:<\/b><span style=\"font-weight: 400;\"> If a process, service, action, or metric doesn\u2019t produce value or a useful outcome, eliminate it. Use the minimum number of steps needed to achieve the objective.<\/span><\/p>\n<p><b>Analysis:<\/b><span style=\"font-weight: 400;\"> This is the anti-bureaucracy principle. Unnecessary complexity creates waste. One key warning: trying to design a solution for every exception leads to overcomplication. Processes should be designed for the <\/span><b>happy path<\/b><span style=\"font-weight: 400;\"> (what happens 90% of the time), rather than being locked down by rules meant to cover rare edge cases.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"67_Optimize_and_Automate\"><\/span><b>6.7. Optimize and Automate<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><b>Definition:<\/b><span style=\"font-weight: 400;\"> Maximize the value of work performed by human and technical resources. Human intervention should happen only where it\u2019s genuinely needed.<\/span><\/p>\n<p><b>Analysis:<\/b><span style=\"font-weight: 400;\"> The word order matters. Here\u2019s the rule of thumb: <\/span><b>\u201cAutomating an efficient process amplifies efficiency. Automating an inefficient process amplifies inefficiency.\u201d<\/b><span style=\"font-weight: 400;\"> Optimize first\u2014simplify, remove waste, standardize. Only after the process is lean and effective should you apply technology to execute it faster and more reliably.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"68_How_the_Principles_Work_Together\"><\/span><b>6.8. How the Principles Work Together<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">The seven principles aren\u2019t isolated\u2014they\u2019re interdependent and reinforce one another. Their full strength shows up when applied together. For example, to <\/span><b>optimize and automate<\/b><span style=\"font-weight: 400;\">, you first need to <\/span><b>start where you are<\/b><span style=\"font-weight: 400;\"> (understand the current process), <\/span><b>keep it simple and practical<\/b><span style=\"font-weight: 400;\"> (remove waste), and <\/span><b>think and work holistically<\/b><span style=\"font-weight: 400;\"> (avoid breaking other parts of the system). Together, they form the philosophy that guides practical execution.<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"7_The_Value_Chain_and_the_Product_Lifecycle\"><\/span><b>7. The Value Chain and the Product Lifecycle<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">If the Guiding Principles are the philosophy, now we\u2019re getting into the engineering. At the heart of the VS is the engine that turns demand into value: the <\/span><b>Service Value Chain<\/b><span style=\"font-weight: 400;\">. And to understand how products and services evolve over time, we use the <\/span><b>Lifecycle Model<\/b><span style=\"font-weight: 400;\">. Don\u2019t mix them up.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"71_The_Value_Chain\"><\/span><b>7.1. The Value Chain<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">The Value Chain is the core operating model of the Service Value System. It represents a set of six interconnected activities that an organization combines in flexible ways to form <\/span><b>value streams<\/b><span style=\"font-weight: 400;\"> tailored to different scenarios.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Think of these activities like LEGO bricks\u2014you assemble them differently depending on the specific demand you\u2019re trying to satisfy.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The six Value Chain activities are:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Plan:<\/b><span style=\"font-weight: 400;\"> Ensure a shared understanding of the vision, current status, and improvement direction for all products and services.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Improve:<\/b><span style=\"font-weight: 400;\"> Ensure continual improvement of products, services, and practices across all value chain activities and the Four Dimensions.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Engage:<\/b><span style=\"font-weight: 400;\"> Provide a clear understanding of stakeholder needs, transparency, and strong relationships.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Design &amp; Transition:<\/b><span style=\"font-weight: 400;\"> Ensure products and services continually meet stakeholder expectations for quality, cost, and time to market.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Obtain\/Build:<\/b><span style=\"font-weight: 400;\"> Ensure service components are available when and where needed, and meet agreed specifications.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Deliver &amp; Support:<\/b><span style=\"font-weight: 400;\"> Ensure services are delivered and supported according to agreed specifications and expectations.<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"72_The_ITIL%C2%AE_Version_5_Product_and_Service_Lifecycle\"><\/span><b>7.2. The ITIL\u00ae Version 5 Product and Service Lifecycle<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">While the Value Chain describes the operating engine, the Product and Service Lifecycle Model describes the full journey of a product or service\u2014from the first idea to retirement. The lifecycle activities (often shown in the \u201cdiamond\u201d model) are enabled by combinations of the six Value Chain activities and the 34 management practices.<\/span><\/p>\n<p><a href=\"https:\/\/sandbox2.institutopmg.com\/wp-content\/uploads\/2026\/01\/Gemini_Generated_Image_ogj8mgogj8mgogj8.png\"><img fetchpriority=\"high\" decoding=\"async\" class=\"wp-image-149957 aligncenter\" src=\"https:\/\/sandbox2.institutopmg.com\/wp-content\/uploads\/2026\/01\/Gemini_Generated_Image_ogj8mgogj8mgogj8.png\" alt=\"\" width=\"447\" height=\"414\" srcset=\"https:\/\/sandbox2.institutopmg.com\/wp-content\/uploads\/2026\/01\/Gemini_Generated_Image_ogj8mgogj8mgogj8.png 2144w, https:\/\/sandbox2.institutopmg.com\/wp-content\/uploads\/2026\/01\/Gemini_Generated_Image_ogj8mgogj8mgogj8-300x278.png 300w, https:\/\/sandbox2.institutopmg.com\/wp-content\/uploads\/2026\/01\/Gemini_Generated_Image_ogj8mgogj8mgogj8-1024x948.png 1024w, https:\/\/sandbox2.institutopmg.com\/wp-content\/uploads\/2026\/01\/Gemini_Generated_Image_ogj8mgogj8mgogj8-768x711.png 768w, https:\/\/sandbox2.institutopmg.com\/wp-content\/uploads\/2026\/01\/Gemini_Generated_Image_ogj8mgogj8mgogj8-125x116.png 125w, https:\/\/sandbox2.institutopmg.com\/wp-content\/uploads\/2026\/01\/Gemini_Generated_Image_ogj8mgogj8mgogj8-75x69.png 75w, https:\/\/sandbox2.institutopmg.com\/wp-content\/uploads\/2026\/01\/Gemini_Generated_Image_ogj8mgogj8mgogj8-1536x1421.png 1536w, https:\/\/sandbox2.institutopmg.com\/wp-content\/uploads\/2026\/01\/Gemini_Generated_Image_ogj8mgogj8mgogj8-2048x1895.png 2048w\" sizes=\"(max-width: 447px) 100vw, 447px\" \/><\/a><\/p>\n<h4><span class=\"ez-toc-section\" id=\"721_Discover\"><\/span><b>7.2.1. Discover<\/b><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Purpose:<\/b><span style=\"font-weight: 400;\"> Ensure product roadmaps and service offerings remain continuously aligned with consumer needs and organizational strategy.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Outputs:<\/b><span style=\"font-weight: 400;\"> Updated product and service roadmaps.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Enabling practices:<\/b><span style=\"font-weight: 400;\"> Business Analysis, Portfolio Management, Relationship Management.<\/span><\/li>\n<\/ul>\n<h4><span class=\"ez-toc-section\" id=\"722_Design\"><\/span><b>7.2.2. Design<\/b><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Purpose:<\/b><span style=\"font-weight: 400;\"> Create prototypes and specifications for products and services, detailing functionality, user experience, and the operating model.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Outputs:<\/b><span style=\"font-weight: 400;\"> Product\/service specifications; prototypes.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Enabling practices:<\/b><span style=\"font-weight: 400;\"> Architecture Management, Service Level Management, Service Design.<\/span><\/li>\n<\/ul>\n<h4><span class=\"ez-toc-section\" id=\"723_Acquire\"><\/span><b>7.2.3. Acquire<\/b><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Purpose:<\/b><span style=\"font-weight: 400;\"> Secure and allocate required resources (hardware, software, people, etc.) efficiently.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Outputs:<\/b><span style=\"font-weight: 400;\"> Acquired resources and services.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Enabling practices:<\/b><span style=\"font-weight: 400;\"> Supplier Management, IT Asset Management, Service Financial Management.<\/span><\/li>\n<\/ul>\n<h4><span class=\"ez-toc-section\" id=\"724_Build\"><\/span><b>7.2.4. Build<\/b><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Purpose:<\/b><span style=\"font-weight: 400;\"> Develop, integrate, and test digital products\u2014turning designs into working solutions.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Outputs:<\/b><span style=\"font-weight: 400;\"> Built and tested product solutions.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Enabling practices:<\/b><span style=\"font-weight: 400;\"> Software Development and Management, Infrastructure and Platform Management, Service Validation and Testing.<\/span><\/li>\n<\/ul>\n<h4><span class=\"ez-toc-section\" id=\"725_Transition\"><\/span><b>7.2.5. Transition<\/b><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Purpose:<\/b><span style=\"font-weight: 400;\"> Introduce new or updated products into operational environments safely and effectively.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Outputs:<\/b><span style=\"font-weight: 400;\"> Products deployed into the target environment and ready for operation.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Enabling practices:<\/b><span style=\"font-weight: 400;\"> Change Enablement, Release Management, Deployment Management.<\/span><\/li>\n<\/ul>\n<h4><span class=\"ez-toc-section\" id=\"726_Operate\"><\/span><b>7.2.6. Operate<\/b><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Purpose:<\/b><span style=\"font-weight: 400;\"> Maintain and monitor digital products and supporting systems to ensure optimal performance and reliability.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Outputs:<\/b><span style=\"font-weight: 400;\"> Products and services operating; performance records.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Enabling practices:<\/b><span style=\"font-weight: 400;\"> Monitoring and Event Management, Infrastructure and Platform Management.<\/span><\/li>\n<\/ul>\n<h4><span class=\"ez-toc-section\" id=\"727_Deliver\"><\/span><b>7.2.7. Deliver<\/b><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Purpose:<\/b><span style=\"font-weight: 400;\"> Provide services to users by managing access and requests, and collecting feedback.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Outputs:<\/b><span style=\"font-weight: 400;\"> Services delivered to consumers; SLA performance reports.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Enabling practices:<\/b><span style=\"font-weight: 400;\"> Service Request Management, Service Level Management, Service Desk.<\/span><\/li>\n<\/ul>\n<h4><span class=\"ez-toc-section\" id=\"728_Support\"><\/span><b>7.2.8. Support<\/b><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Purpose:<\/b><span style=\"font-weight: 400;\"> Identify and resolve incidents and problems, restoring normal service operation as quickly as possible.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Outputs:<\/b><span style=\"font-weight: 400;\"> Normal operation restored; workarounds; root cause analysis.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Enabling practices:<\/b><span style=\"font-weight: 400;\"> Incident Management, Problem Management, Service Desk, Service Continuity Management.<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"73_ITIL%C2%AE_Version_5_Management_Practices\"><\/span><b>7.3. ITIL\u00ae Version 5 Management Practices<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">A <\/span><b>management practice<\/b><span style=\"font-weight: 400;\"> is a set of organizational resources (people, processes, technology, partners) designed to perform work. It\u2019s broader than a \u201cprocess.\u201d<\/span><\/p>\n<p><span style=\"font-weight: 400;\">ITIL\u00ae Version 5 defines 34 management practices that function like the \u201cingredients\u201d enabling value chain activities. No practice belongs to only one activity\u2014practices are combined as needed to build real workflows.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The strategic combination of value chain activities to meet a specific customer demand is what ITIL\u00ae Version 5 calls a <\/span><b>value stream<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"8_Value_Stream_Mapping_and_Management\"><\/span><b>8. Value Stream Mapping and Management<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">Think of a cake recipe. The written recipe is the <\/span><b>process<\/b><span style=\"font-weight: 400;\">. The real-life chaos in a packed restaurant kitchen\u2014where that cake actually has to get to the table\u2014is the <\/span><b>value stream<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Processes are idealized models. Value streams are how those processes get adapted to the messy reality of the real world to deliver value. Managing the real flow\u2014not the perfect theoretical process\u2014is essential for finding and eliminating waste, like the time work sits waiting between departments.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"81_Types_of_Value_Streams\"><\/span><b>8.1. Types of Value Streams<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">There are two main types of value streams:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Core value stream:<\/b><span style=\"font-weight: 400;\"> Delivers products and services directly to an external consumer. This is what generates revenue.<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span> <i><span style=\"font-weight: 400;\">Example:<\/span><\/i><span style=\"font-weight: 400;\"> the full flow from a customer order to product delivery.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Enabling value stream:<\/b><span style=\"font-weight: 400;\"> Delivers value to an internal customer so they can support the core stream. These are \u201cbehind-the-scenes\u201d activities.<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span> <i><span style=\"font-weight: 400;\">Example:<\/span><\/i><span style=\"font-weight: 400;\"> the end-to-end flow for hiring a new employee.<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"82_Value_Stream_Mapping\"><\/span><b>8.2. Value Stream Mapping<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><b>Value Stream Mapping (VSM)<\/b><span style=\"font-weight: 400;\"> is a Lean technique used to visualize, analyze, and improve workflow. The goal is to map the current state (<\/span><b>as-is<\/b><span style=\"font-weight: 400;\">) to make the invisible (waste) visible. The process typically follows these steps:<\/span><\/p>\n<ol>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Identify:<\/b><span style=\"font-weight: 400;\"> Select the value stream to be mapped.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Map the as-is:<\/b><span style=\"font-weight: 400;\"> Document the real sequence of steps, including processing time and wait time.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Analyze:<\/b><span style=\"font-weight: 400;\"> Identify bottlenecks and non-value-adding activities (waste).<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Map the to-be:<\/b><span style=\"font-weight: 400;\"> Design an ideal future state by removing waste.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Plan and implement:<\/b><span style=\"font-weight: 400;\"> Create an action plan to transition from as-is to to-be.<\/span><\/li>\n<\/ol>\n<h3><span class=\"ez-toc-section\" id=\"83_Mapping_vs_Management\"><\/span><b>8.3. Mapping vs. Management<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Mapping and managing a value stream are different activities:<\/span><\/p>\n<table>\n<tbody>\n<tr>\n<td><b>Value Stream Mapping (Mapping)<\/b><\/td>\n<td><b>Value Stream Management (Management)<\/b><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">It\u2019s a one-time or periodic technique.<\/span><\/td>\n<td><span style=\"font-weight: 400;\">It\u2019s an ongoing practice and a mindset.<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">It\u2019s a \u201csnapshot\u201d of the current and future state of the flow.<\/span><\/td>\n<td><span style=\"font-weight: 400;\">It\u2019s the day-to-day \u201cmovie,\u201d ensuring work keeps flowing.<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Focuses on diagnosing problems and designing improvements.<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Focuses on continuous optimization and removing impediments.<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">The outcome is a visual map and an action plan.<\/span><\/td>\n<td><span style=\"font-weight: 400;\">The outcome is faster value delivery with higher quality.<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p><span style=\"font-weight: 400;\">To ensure these value streams keep evolving, the organization needs a dedicated VS component: <\/span><b>Continual Improvement<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"9_Continual_Improvement\"><\/span><b>9. Continual Improvement<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">Improvement should never be treated as a one-off event\u2014or a project with a finish line. It\u2019s a recurring organizational activity, performed at every level, to ensure performance continuously keeps pace with stakeholder expectations.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">For results to be sustainable, improvement has to be embedded in the organization\u2019s culture. Otherwise, teams slide back to the old baseline and lose momentum. When improvement stops, organizations drift into obsolescence and inefficiency. That\u2019s why <\/span><b>continual improvement<\/b><span style=\"font-weight: 400;\"> must become a constant, iterative habit\u2014one that protects resilience and long-term value.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"91_The_ITIL%C2%AE_Version_5_Continual_Improvement_Model\"><\/span><b>9.1. The ITIL\u00ae Version 5 Continual Improvement Model<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">ITIL v5 provides a structured approach to improvement through its <\/span><b>seven-step Continual Improvement Model<\/b><span style=\"font-weight: 400;\">. It\u2019s iterative and works for problems of any size.<\/span><\/p>\n<h4><span class=\"ez-toc-section\" id=\"911_Step_1_What_is_the_vision\"><\/span><b>9.1.1. Step 1: What is the vision?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Purpose:<\/b><span style=\"font-weight: 400;\"> Ensure the improvement initiative aligns with the organization\u2019s vision and strategic objectives.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Key question:<\/b><span style=\"font-weight: 400;\"> How does this improvement support business goals?<\/span><\/li>\n<\/ul>\n<h4><span class=\"ez-toc-section\" id=\"912_Step_2_Where_are_we_now\"><\/span><b>9.1.2. Step 2: Where are we now?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Purpose:<\/b><span style=\"font-weight: 400;\"> Perform an objective assessment of the current state, collecting data to establish a baseline.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Key question:<\/b><span style=\"font-weight: 400;\"> What is our current performance, based on trustworthy metrics?<\/span><\/li>\n<\/ul>\n<h4><span class=\"ez-toc-section\" id=\"913_Step_3_Where_do_we_want_to_be\"><\/span><b>9.1.3. Step 3: Where do we want to be?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Purpose:<\/b><span style=\"font-weight: 400;\"> Define measurable, time-bound improvement targets (SMART: Specific, Measurable, Achievable, Relevant, Time-bound).<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Key question:<\/b><span style=\"font-weight: 400;\"> What\u2019s our target for the next improvement cycle?<\/span><\/li>\n<\/ul>\n<h4><span class=\"ez-toc-section\" id=\"914_Step_4_How_do_we_get_there\"><\/span><b>9.1.4. Step 4: How do we get there?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Purpose:<\/b><span style=\"font-weight: 400;\"> Develop a detailed action plan to move from the current state to the desired future state.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Key question:<\/b><span style=\"font-weight: 400;\"> What are the practical steps, owners, and required resources?<\/span><\/li>\n<\/ul>\n<h4><span class=\"ez-toc-section\" id=\"915_Step_5_Take_action\"><\/span><b>9.1.5. Step 5: Take action<\/b><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Purpose:<\/b><span style=\"font-weight: 400;\"> Execute the plan iteratively while monitoring progress.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Key question:<\/b><span style=\"font-weight: 400;\"> Are we executing as planned?<\/span><\/li>\n<\/ul>\n<h4><span class=\"ez-toc-section\" id=\"916_Step_6_Are_we_getting_there\"><\/span><b>9.1.6. Step 6: Are we getting there?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Purpose:<\/b><span style=\"font-weight: 400;\"> Measure results and compare them against the baseline and defined targets.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Key question:<\/b><span style=\"font-weight: 400;\"> Did we achieve what we set out to achieve?<\/span><\/li>\n<\/ul>\n<h4><span class=\"ez-toc-section\" id=\"917_Step_7_How_do_we_keep_the_improvements_relevant\"><\/span><b>9.1.7. Step 7: How do we keep the improvements relevant?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Purpose:<\/b><span style=\"font-weight: 400;\"> Anchor improvements in the organization\u2019s culture to prevent regression\u2014and use success as the foundation for the next cycle.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Key question:<\/b><span style=\"font-weight: 400;\"> How do we ensure the gains are sustainable?<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">To improve any part of the system, you need a holistic view\u2014understanding how the different components interact. That\u2019s where the Four Dimensions come in.<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"10_The_Four_Dimensions_of_Service_Management\"><\/span><b>10. The Four Dimensions of Service Management<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">I once saw a hospital invest millions in the most advanced triage software on the market\u2014and yet ER wait times <\/span><i><span style=\"font-weight: 400;\">increased<\/span><\/i><span style=\"font-weight: 400;\">. Why? They focused only on the technology and ignored the other three dimensions: nurses weren\u2019t trained (<\/span><b>People<\/b><span style=\"font-weight: 400;\">), the internet connection was unreliable (<\/span><b>Partners\/Suppliers<\/b><span style=\"font-weight: 400;\">), and the hospital\u2019s physical flow never changed (<\/span><b>Value Streams\/Processes<\/b><span style=\"font-weight: 400;\">).<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Think of it like a car: a powerful engine (technology) won\u2019t help if the tires are bald (people), the steering is locked (processes), and there\u2019s no fuel (partners). The four dimensions must be managed in balance.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"101_Overview_of_the_Four_Dimensions_and_PESTLE_Factors\"><\/span><b>10.1. Overview of the Four Dimensions and PESTLE Factors<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">The four dimensions that are collectively critical to value delivery are:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Organizations and People<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Information and Technology<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Partners and Suppliers<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Value Streams and Processes<\/b><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">They\u2019re constantly influenced by external factors\u2014often analyzed through the <\/span><b>PESTLE<\/b><span style=\"font-weight: 400;\"> lens: <\/span><b>Political, Economic, Social, Technological, Legal, and Environmental<\/b><span style=\"font-weight: 400;\">. A new data protection law (Legal) or an economic downturn (Economic) can impact all four dimensions.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"102_Dimension_1_Organizations_and_People\"><\/span><b>10.2. Dimension 1: Organizations and People<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">This dimension covers culture, organizational structure, leadership, and people\u2019s competencies. Key elements include:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Culture:<\/b><span style=\"font-weight: 400;\"> A culture of psychological safety\u2014where people can report mistakes without fear of punishment\u2014is essential for continual improvement.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Leadership:<\/b><span style=\"font-weight: 400;\"> Effective leaders engage, inspire, and model organizational values.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Organizational structure:<\/b><span style=\"font-weight: 400;\"> Structure should serve strategy. <\/span><b>Conway\u2019s Law<\/b><span style=\"font-weight: 400;\"> suggests that systems designed by an organization reflect its communication structure. If you want integrated products, you must build integrated teams first.<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"103_Dimension_2_Information_and_Technology\"><\/span><b>10.3. Dimension 2: Information and Technology<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">This dimension covers the information, knowledge, and technologies required for service management. It\u2019s crucial to distinguish:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Data:<\/b><span style=\"font-weight: 400;\"> Raw facts, without context.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Information:<\/b><span style=\"font-weight: 400;\"> Data with context and meaning.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Knowledge:<\/b><span style=\"font-weight: 400;\"> Information applied with experience to support decision-making.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Artificial Intelligence (AI) is increasingly relevant. ITIL 5 proposes the <\/span><b>6C AI Capability Model<\/b><span style=\"font-weight: 400;\">: <\/span><b>Creation, Curation, Clarification, Cognition, Communication, and Coordination<\/b><span style=\"font-weight: 400;\">. However, AI also introduces major data governance and ethics challenges\u2014requiring clear policies to mitigate risk.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"104_Dimension_3_Partners_and_Suppliers\"><\/span><b>10.4. Dimension 3: Partners and Suppliers<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">No organization is self-sufficient. This dimension covers relationships with other organizations involved in the design, development, delivery, and support of services.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Sourcing strategy (buy vs. build) is shaped by factors like strategic focus, cost, and expertise. Effective supplier management is essential to keep the value chain operating without interruptions.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"105_Dimension_4_Value_Streams_and_Processes\"><\/span><b>10.5. Dimension 4: Value Streams and Processes<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">This dimension addresses organizational and interorganizational workflows\u2014focusing on what activities the organization performs and how they\u2019re organized to create value effectively and efficiently. <\/span><span style=\"font-weight: 400;\">An effective manager adapts workflows to the level of complexity, rather than applying a single rigid model to every scenario.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">ITIL v5 doesn\u2019t operate in a vacuum. To be effective, it must integrate with other frameworks.<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"11_Integrating_ITIL%C2%AE_Version_5_with_Other_Frameworks\"><\/span><b>11. Integrating ITIL\u00ae Version 5 with Other Frameworks<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">You know that fan-club brawl mentality? \u201cWe\u2019re Agile\u2014so we don\u2019t need process!\u201d or \u201cWe\u2019re ITIL 5\u2014so we don\u2019t do that DevOps chaos!\u201d That\u2019s the <\/span><b>Post-it Civil War<\/b><span style=\"font-weight: 400;\">: a beginner argument that destroys value.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">ITIL\u00ae Version 5 wasn\u2019t designed to compete. It was designed to <\/span><b>integrate<\/b><span style=\"font-weight: 400;\"> frameworks like DevOps and PRINCE2. They\u2019re not enemies\u2014they\u2019re the Avengers: each one has a superpower, and they work best together.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"111_ITIL%C2%AE_Version_5_and_DevOps_Bringing_Governance_and_Speed_Together\"><\/span><b>11.1. ITIL\u00ae Version 5 and DevOps: Bringing Governance and Speed Together<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">The relationship between ITIL\u00ae Version 5 and DevOps is complementary. They solve different parts of the same problem.<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>ITIL\u00ae Version 5 provides the \u201cwhat\u201d:<\/b><span style=\"font-weight: 400;\"> the governance structure, the value system, and the control requirements. For example, ITIL 5\u2019s <\/span><b>Change Enablement<\/b><span style=\"font-weight: 400;\"> practice establishes the requirement that changes must be controlled to minimize risk.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>DevOps provides the \u201chow\u201d:<\/b><span style=\"font-weight: 400;\"> the technical and cultural practices that meet those requirements quickly. Instead of a slow change committee, DevOps can satisfy ITIL\u00ae Version 5 requirements through a CI\/CD pipeline with automated testing\u2014delivering both safety and speed.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">In other words: ITIL v5 provides the stability that allows DevOps speed to scale safely.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"112_ITIL%C2%AE_Version_5_and_PRINCE2_Managing_Projects_and_Services\"><\/span><b>11.2. ITIL\u00ae Version 5 and PRINCE2: Managing Projects and Services<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">ITIL 5 and PRINCE2 (PRojects IN Controlled Environments) are two sides of the same coin\u2014focused on different phases of the lifecycle.<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>PRINCE2<\/b><span style=\"font-weight: 400;\"> is a project management framework. It focuses on temporary initiatives created to build or change a product. A project has a clear start, middle, and end.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>ITIL\u00ae Version 5<\/b><span style=\"font-weight: 400;\"> is a service management framework. Its focus is ongoing\u2014managing the service lifecycle to operate, maintain, and improve value continuously.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Integration happens at the handoff: PRINCE2 delivers the product or change (e.g., implementing a new CRM system). ITIL v5 then takes over the resulting service (e.g., operating and supporting the CRM service day to day).<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"113_Shared_Principles\"><\/span><b>11.3. Shared Principles<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Integration works because modern frameworks (ITIL\u00ae Version 5, PRINCE2, Agile, DevOps) share a set of foundational principles:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Focus on customer value<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Collaboration across teams<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Iterative progress with feedback<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Continual improvement across everything<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Understanding ITIL\u00ae Version 5 isn\u2019t just learning a set of processes\u2014it\u2019s building a foundation for operational and strategic excellence in the digital era, orchestrating people, processes, and technology to turn potential into real value.<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"12_Glossary_of_Terms\"><\/span><b>12. Glossary of Terms<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Service Level Agreement (SLA):<\/b><span style=\"font-weight: 400;\"> A documented agreement between a service provider and a customer that identifies required services and the expected service level.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Value Chain:<\/b><span style=\"font-weight: 400;\"> An operating model for service providers that covers the key activities needed to manage products and services effectively.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Customer:<\/b><span style=\"font-weight: 400;\"> The role that defines requirements for a service and takes responsibility for the outcomes of service consumption.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Service Consumer:<\/b><span style=\"font-weight: 400;\"> The generic role that an organization assumes when it receives services.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Cost:<\/b><span style=\"font-weight: 400;\"> The amount of money spent on a specific activity or resource.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Value Stream:<\/b><span style=\"font-weight: 400;\"> A series of steps an organization takes to create and deliver products and services to a consumer.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Digital Product Vendor:<\/b><span style=\"font-weight: 400;\"> The organization responsible for creating and continually improving digital products and related service offerings.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Governance:<\/b><span style=\"font-weight: 400;\"> The system by which an organization is directed and controlled.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Incident:<\/b><span style=\"font-weight: 400;\"> An unplanned interruption to a service or a reduction in the quality of a service.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Continual Improvement:<\/b><span style=\"font-weight: 400;\"> A recurring organizational activity performed at all levels to ensure an organization\u2019s performance continually meets stakeholder expectations.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Service Level:<\/b><span style=\"font-weight: 400;\"> A set of metrics that defines expected or achieved service quality.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Service Offering:<\/b><span style=\"font-weight: 400;\"> A formal description of one or more services, designed to meet the needs of a target consumer group.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Organization:<\/b><span style=\"font-weight: 400;\"> A person or group of people with their own functions, responsibilities, authorities, and relationships to achieve objectives.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Sponsor:<\/b><span style=\"font-weight: 400;\"> The role that authorizes the budget for service consumption.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Management Practice:<\/b><span style=\"font-weight: 400;\"> A set of organizational resources designed to perform work or accomplish an objective.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Guiding Principles:<\/b><span style=\"font-weight: 400;\"> Recommendations that can guide an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Problem:<\/b><span style=\"font-weight: 400;\"> The cause, or potential cause, of one or more incidents.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Product:<\/b><span style=\"font-weight: 400;\"> A configuration of an organization\u2019s resources designed to offer value to a consumer.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Digital Product:<\/b><span style=\"font-weight: 400;\"> A combination of an organization\u2019s resources, based on digital technology, designed to offer value to consumers.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Service Provider:<\/b><span style=\"font-weight: 400;\"> The role an organization assumes when delivering services.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Service Quality:<\/b><span style=\"font-weight: 400;\"> The totality of characteristics of a service relevant to its ability to satisfy stated and implied needs.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Outcome:<\/b><span style=\"font-weight: 400;\"> A result for a stakeholder enabled by one or more outputs.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Risk:<\/b><span style=\"font-weight: 400;\"> A possible event that could cause harm or loss, or make it more difficult to achieve objectives.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Output:<\/b><span style=\"font-weight: 400;\"> A tangible or intangible deliverable of an activity.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Service:<\/b><span style=\"font-weight: 400;\"> A means of enabling value co-creation by facilitating outcomes customers want to achieve, without the customer having to manage specific costs and risks.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Digital Service:<\/b><span style=\"font-weight: 400;\"> A service that depends entirely or largely on digital products.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Value System (VS):<\/b><span style=\"font-weight: 400;\"> A model that represents how all components and activities of an organization work together to enable value creation.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>User:<\/b><span style=\"font-weight: 400;\"> The role that uses services.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Value:<\/b><span style=\"font-weight: 400;\"> The perceived benefits, usefulness, and importance of something.<\/span><\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>Table of Contents Introduction to ITIL\u00ae Version 5 and Digital Product &amp; Service Management Key Concepts in Product and Service Management Service Relationships The ITIL\u00ae Version 5 Value System Governance ITIL\u00ae Version 5 Guiding Principles The Value Chain and the Product Lifecycle Value Stream Mapping and Management Continual Improvement The Four Dimensions of Service Management [&hellip;]<\/p>\n","protected":false},"author":85233,"featured_media":150040,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[8074],"tags":[],"class_list":["post-149939","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-itil"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.0 (Yoast SEO v27.2) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>The Definitive Guide to ITIL\u00ae Version 5 Foundation - PMG Academy<\/title>\n<meta name=\"description\" content=\"Understand what has changed in the new ITIL, key concepts, impacts on service management, and how to prepare for the certification.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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