ITIL 4 book
ITIL 4 Foundation PDF Book Download

ITIL v4 PDF (formerly Information Technology Infrastructure Library) is a set of detailed practices for IT operations such as IT Service Management (ITSM) and IT Asset Management (ITAM) that focus on aligning IT services with business needs.

ITIL 4 Foundation focuses on the world of business and technology, how it works today and how it will work in the future through Agile, DevOps and digital transformation.

ITIL 4 Contents
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ITIL 4 Foundation PDF free download
ITIL 4 Foundation PDF free download

ITIL v4 PDF is a widely used collection of IT service management practices that business and IT professionals can use to optimize the performance of their IT systems. ITIL 4 Foundation PDF has been re-formed to emphasize customer experience and create greater alignment with overall business strategy.

ITIL 4 provides a flexible framework for overseeing the effective governance and management of IT-enabled services. ITIL v4 4 ensures an integrated approach to the effective management of entire service lifecycles and end-to-end service delivery.

The ITIL 4 Foundation PDF is the first ITIL 4 book and the latest version in the most widely adopted guidance for ITSM. It is ideal for newcomers to the field, students new to IT, or those who want an introduction to the ITIL

ITIL 4 books and how-to guides

The first book of ITIL 4 was published in February 2019, the last (at the time of this writing) in October 2020. A total of six "main publications" and 34 practice guides have been published during this time.

The main publications are the foillowing:

  • ITIL 4 Foundation;
  • ITIL 4 Create Deliver and Support (CDS);
  • ITIL 4 Drive Stakeholder Value (DSV);
  • ITIL 4 Direct Plan and Improve (DPI);
  • ITIL 4 High-velocity IT (HVIT);
  • ITIL 4 Digital and IT Strategy (DITS).

Practice Guides are detailed descriptions of ITIL practices and are published online and available by subscription. The total volume of material in practice slightly exceeds the total volume of the main publications.

ITIL 4 Foundation PDF

Despite the fact that the first ITIL 4 book was published just over a year ago - in February 2019, by November of the same year, its fairly updated version was ready. The official release of the new edition of ITIL® 4 Fundamentals was scheduled for November 14, 2019, however, accompanying materials, including a complete table with a list of all changes (change log), became available only at the beginning of 2020.

ITIL 4 Exam Topics

  • Basic concepts of service management (understand and be able to explain)
  • How ITIL foundational principles can help an organization adopt and adapt a service management approach (understand and be able to explain)
  • 4 aspects of service management (understand and be able to explain)
  • Purpose and Components of an ITIL Service Value Creation System (understand and be able to explain)
  • Service value chain steps and their relationship (understand and be able to explain)
  • Purpose and key definitions of 15 ITIL practices (know and be able to reproduce)
  • 7 ITIL practices (understand and be able to explain)

ITIL 4 Create Deliver and Support

This course, like the main book on which it was created, is quite complex, interesting and useful. As the architects of ITIL 4 say, it is this book that practically covers the entire old ITIL. It covers the design, development, testing, implementation, operation and support of services and products, as well as knowledge management, service level management and continuous improvement - almost a complete life cycle!

As for Create, Deliver and Support, the product turned out to be such a contradictory one! A lot of useful and important, but little specifics and insufficient depth of study. Cool books, but so far raw. A difficult exam, the passing of which does not guarantee anything. Many complex and topical questions have been raised, the answers to which often have to be sought on their own.

ITIL 4 Direct Plan and Improve

The only ITIL Strategist module belongs to the middle level of certification and simultaneously to both streams: ITIL Managing Professional and ITIL Strategic Leader. This certification is required for both the ITIL 4 Managing Professional certification and the ITIL 4 Strategic Leader certification. This is the only module that is included in both certification streams.

Although the module belongs to the intermediate level of certification, its main target audience is managers and higher-level managers than for ITIL Specialist modules.

Direct, Plan and Improve is designed to provide managers with strategic and practical methods for planning and implementing continuous improvement with the necessary level of flexibility and speed. A significant part of the module is devoted to measurement and reporting, communication and organizational change management, as well as the topic of governance, risk management and compliance (GRC).

Mandatory conditions for obtaining a certificate:

  • ITIL 4 Foundation certification.
  • Passing an appropriate certification course at an accredited training center.

ITIL 4 Managing Professional (ITIL MP)

One of two high-level certifications awarded to a candidate upon full completion of the relevant ITIL Managing Professional stream. To obtain this certificate, you must successfully pass the following 5 exams:

  • ITIL 4 Foundation
  • ITIL 4 Specialist: Create, Deliver and Support
  • ITIL 4 Specialist: Drive Stakeholder Value
  • ITIL 4 Specialist: High-velocity IT
  • ITIL 4 Strategist: Direct, Plan and Improve

There is no separate course, book or exam called ITIL 4 Managing Professional. This "title" is assigned automatically after successfully passing the above 5 exams.

If the candidate already has an ITIL 4 Strategic Leader certificate, then only 3 ITIL Specialist exams must be passed to obtain an ITIL 4 Managing Professional certificate, since the ITIL 4 Strategist: Direct, Plan and Improve module is universal and is included in both streams, and ITIL Foundation is basic, and without it it is generally impossible to obtain a single certificate of medium and high levels.

This stream is more suitable for those who need practical skills and knowledge to manage IT services, teams and various processes. ITIL Managing Professional has been designed for IT practitioners working in digital and technology teams in organizations, i.e. subject matter experts (support, service catalog and service level management, contractor management, monitoring, testing, changes and releases, configurations, networks, server, DBMS, etc.) and managers who need to understand the subject of management.

ITIL 4 Strategic Leader (ITIL SL)

One of two high-level certifications awarded to a candidate upon full completion of the relevant ITIL Strategic Leader stream. To obtain this certificate, you must successfully pass the following 3 exams:

  • ITIL v4 Foundation (PDF available)
  • ITIL 4 Strategist: Direct, Plan and Improve
  • ITIL 4 Leader: Digital and IT Strategy

There is no single course, book, or exam called ITIL 4 Strategic Leader. This "title" is assigned automatically after successfully passing the above 3 exams.

If the candidate already has an ITIL 4 Managing Professional certification (by any means, including transitioning from an ITIL v3 certification through a special course and an ITIL 4 Managing Professional Transition exam), then only 1 exam is required to receive an ITIL 4 Strategic Leader certification " ITIL 4 Leader: Digital and IT Strategy, since the ITIL 4 Strategist: Direct, Plan and Improve module is universal and is included in both streams, and ITIL Foundation is basic, and without it it is generally impossible to obtain a single certificate of medium and high levels.

This stream helps managers understand and create value through any digital service - all with the aim of implementing a business strategy. The main target audience is management, middle and top management, business consultants - i.e. those people who need to see and understand the big picture, guide, lead others without plunging into details and not sinking to micromanagement. ITIL Strategic Leader aims to show the value of ITIL not only and not so much for IT and / or for the operation and operational level, but in general for any organization working in the field or in any way connected with digital services. The person receiving this certification demonstrates that they understand how IT can influence the strategy of any business.

ITIL Master

This is the highest level of ITIL certification. A candidate applying for this title must have both high-level certifications: ITIL 4 Managing Professional and ITIL 4 Strategic Leader.

There is no separate course, book or exam called "ITIL Master". At the moment, there is no detailed information about this level of certification.

ITIL v4 practices

During the development of ITIL 4, several architectural solutions and many subject matters. Some of these solutions were received better, some - cooler, and some did not receive any noticeable attention from readers and practitioners. 

Idea/solution: we published practices separate from the main books and only in electronic format. This was done for two reasons.

1. Service and technology management practices are evolving rapidly, and this development should be reflected in ITIL in a timely and adequate manner. In addition, we receive feedback from readers and should be able to promptly update library materials. In the old ITIL architecture, where process descriptions took up to 80% of the volume of books, online updating was impossible. This is partly why the library was not updated from 2011 until 2019: it was difficult and expensive for all market participants, including Axelos, training
companies and end users. In the new architecture, we can update practice materials quickly and at minimal cost, without causing a domino effect - updating exams, courses.

2. Practices published within the main publications, were inevitably grouped according to their functional characteristics. For example, in the second version of the library, authors and readers talked about "service support processes" and "service delivery processes"; in the third version - about "processes
service design”, “service transformation processes”, etc.

However, this group has many disadvantages:

  • firstly, it provokes a limited understanding of the processes described - it seems that, say, service level management is applied only at the stage of service design, because it is not described in any way in books about transformation and operation, but this, to put it mildly, is not quite so;
  • secondly, sometimes this limited understanding of the scope of the processes was reflected in the organizational structure, and companies developed service transformation departments, with a change management department, a release management department, and so on.

This isolation of management practices led to loss of communication and integration between processes and other common command isolation effects.

Changes in ITIL 4 book

Axelos does not create the standard alone - the company is helped by more than a hundred IT experts from around the world. At the same time, the project also has an online community of more than two thousand people who express their wishes to the developers. And in ITIL 4 the following changes will be made:

Added: integration with other methodologies.

One of the main tasks of the update is to combine ITIL principles with modern approaches to software development: Agile, DevOps and Lean.

The requirements of the third version of the library are largely at odds with the principles of the listed approaches to software development. For example, according to ITIL, you need to determine all the requirements for a product before starting work on it, and in Agile methodologies, features change with each iteration cycle, which is often only two to three weeks. The developers hope that the new approach will simplify the implementation of ITIL in IT companies and make this process more understandable.

Implemented: a new certification system.

Axelos not only develops the principles of the ITIL system, but also the training of those who want to become a consultant.

Now the highest rank in the ITIL system is ITIL Expert. In the fourth version of ITIL, this level will be divided into two areas: ITIL Management Professional for managers of IT departments and ITIL Strategic Leader for managers of non-IT departments. Plus, there will be a single highest category - ITIL Master. It can be obtained by completing both courses.

Reworked: the terminology.

The third version of ITIL is based on processes - recommendations on how to perform certain tasks at each stage of developing a software or service. For example, the library describes the processes for managing incidents, finances, or service availability.

In the ITIL update, they plan to rework this system and replace “processes” with a more expanded concept - “practices”. Practices will include skills, roles and specific positions. This approach should accelerate the implementation of ITIL in companies.

ITIL 4 book: guidelines

In 2019 Axelos introduced the fourth version of ITIL, a library of best practices for IT service management. One of its key sections is devoted to the ITIL 4 guiding principles (The ITIL guiding principles).

Together with the value streams and practices that have replaced "processes", the seven guiding principles form the basis of ITIL 4. These principles can be used by IT companies regardless of strategy, management approach and type of services provided. As the authors of the library emphasize, each of the principles is universal and fundamental. Together they embody the core ideas of ITIL and ITSM.

We have already written about some of the changes in ITIL 4 compared to the third version. ITIL 4 meets the realities of modern business, offering more flexible approaches than previous versions. The processes in ITIL 4 are non-linear, and the end result of each of them can initiate new processes for continuous improvement of the service.

In this case, the client is considered not as a consumer of the service, who simply receives the result, but as a partner. This helps the client to influence the quality and functionality of services.

Just in the "Basics", the first of the seven books of the new library, the ITIL 4 guidelines are detailed. They are based on well-known methods: Agile, Lean, DevOps, etc. That is, guiding principles help to integrate best practices into a unified approach to management IT services.

Focus on value

Value is a key concept in ITIL 4 book. This is what the client receives as a result of using the service.

The value of a car sharing service or an application for ordering a taxi is that the client can get to their destination on time and with convenience. At the same time, he is relieved of the risks of using his own car, such as breakdowns or inopportunely running out of fuel.

The principle is primarily about creating value for customers (consumers of services). But any service also affects the company's values, which manifest themselves in different forms: in profit, user loyalty, business growth, cost reduction. Everything that an organization does, directly or indirectly, should be associated with value that affects all stakeholders.

Therefore, the service provider, firstly, needs to decide who are the direct consumers for him, who are the other stakeholders: partners, investors, contractors, etc.

The second point is understanding what exactly is customer value. To do this, among other things, the company must know why the consumer is interested in its service, how this service or service helps the consumer achieve its goals, what are its risks.

Another component of value is the experience that consumers get when interacting with the product and supplier: User Experience (UX) or Customer Experience (CX). The experience can be objective (the client got what they wanted for the promised price) or subjective (the client doesn't like the app's interface design). The consumer experience needs to be managed.
London-headquartered car rental service enters the Asia-Pacific market. Preliminary research shows that Western customers traveling to Asia are primarily concerned about the safety of driving in unfamiliar conditions and ignorance of local traffic rules.

The company is developing special software - an intelligent driver assistant that monitors the situation on the road, assesses the condition of the car and knows the specifics of the rules in a particular country. After the introduction of the assistant, the number of accidents, accidents and serious injuries is reduced significantly.

In this case, the main value for the consumer is safety. The main values ​​for the company are increasing customer loyalty, reducing repair costs and insurance premiums.

Start where you are

Sometimes, in an effort to optimize a product, the owner suggests abandoning all previous developments and creating a completely new product. For example, do not modify the mobile application code (refactoring), but completely rewrite it. But this approach often leads to unplanned time, financial and labor costs. This can disrupt working processes, lose tools and employees who could improve the product. If the current developments can still be used - use it.

Assess the situation. Gather accurate analytics to avoid uninformed decisions, missed deadlines, over budgets, and reduced quality. Based on this data, it is already possible to make a decision about which of the existing functionality of the service has value and will be reused.

Leaders and project managers should not be afraid to ask "stupid" questions to performers - for example, developers or designers. Sometimes the opinion of a person who is not immersed in the context is useful.

Progress iteratively with feedback

Projects should be divided into a number of iterations. So it is easier to focus efforts on each of them and manage. The main task of the project and the tasks of its iterations, for example, to improve the service, is the constant assessment of compliance with current requirements. This allows you to adapt to changing circumstances and not lose focus on the main value.

At the same time, in order to correctly understand the progress and status of the project, the re-evaluation should be based on feedback from users of the service. The more channels and methods for getting feedback, the better.

Sometimes a developer or provider has an outdated or specific vision of a service that does not meet the actual needs of the user. The results of the next iteration help to clarify new requirements, redefine priorities and initiate those works that will improve the service.

This is where well-established feedback is needed, which helps to better understand:

  • perception of a given value by the end user and consumer;
  • efficiency and effectiveness of the value chain;
  • quality of service and project management;
  • the quality of interaction within the company, as well as with partners and suppliers;
  • dynamics of demand for services and products.

Analyze the feedback received to identify potential risks and issues.

Through a combination of iterative approach and feedback, the team becomes more agile, responds faster to customer and business needs, detects and responds to problems earlier, and improves service quality.
Working with user reviews is an opportunity to quickly respond to their requests. Let's say you're making a travel app that's constantly getting better. Gradually, user requests are accumulating in the App Store for the application to automatically count the distance traveled. The efforts of the development team are focused on adding this functionality.

However, this works if the application has no problems with the rapid addition of new features.
It is worth mentioning that revision and reassessment are best applied without fanaticism. Excessive analytics, thinking, endless meetings can lead to "analysis paralysis", when all the forces will be spent not on the project, but on the analysis of the current situation.

Also, do not try to do everything at once: any new “feature” can be released in the form of an MVP (minimum viable product) and gradually increase the functionality.

ITIL v4 book: Collaborate and promote visibility

Cooperation between divisions is better than isolation. Here it is appropriate to recall an important condition for digital transformation - the need to get rid of the "silo" or "bunker" approach, when a department works as if in a vacuum: it is focused only on its tasks and is unaware of the company's values. Often this is not the fault of the department, as its processes and interaction with other departments are limited.

Another component of the principle is transparency. The processes and results of the work should be visible and understandable to all participants. The more people know about what's happening on the project and why, the easier it will be to jump in and help. When, for example, a planned change is known only to a small group of employees, rumors and speculation appear. The silence leads to the rest of the team fighting back, also behind the scenes.

Decide on the range of stakeholders within the company. It can be developers, external and internal suppliers, analysts, CRM managers - all those who are somehow involved in creating the value of the organization.

Some contributors may need to be more deeply involved in the project. Others act as reviewers, consultants, or approvers. So, in software development, advanced companies involve several teams in cooperation at once: developers, testers, product owners, customers, users.

ITIL 4 book: Think and work holistically

A holistic approach to management is the understanding that the various activities of an organization are aimed at creating value.

No service or element used to provide a service is stand-alone. To follow this approach and ensure consistently high results, try to consider any process as part of the value chain and consider the processes, resources and practices associated with it in an integrated manner.

Three Tips for a Holistic Approach

  1. Be able to distinguish between complex and simple projects. Methods and rules that work in a simple system do not always work in a complex system whose components change frequently. Stakeholder collaboration will help resolve issues holistically and without undue delay
  2. Build on knowledge in each area. This will help to determine what is really important, what relationships between project elements affect the results. In this way, you can anticipate customer needs, set new standards, and achieve a holistic approach.
  3. If possible, automate processes. Automation not only helps to facilitate work, but also makes the company's processes transparent. It is a tool for integrated, holistic management.

ITIL 4 book: Keep it simple and practical

The principle of using the minimum number of steps to achieve the goal is considered obvious, but it is often forgotten. If an activity, process, service, or metric doesn't deliver a useful result or add value, discard it.

The car rental app collects a lot of data, including information about the time it takes the user to complete each form in the app to book a car. The study showed that this data is of little use, and the real value is data on how long the entire booking process took.

As a result, developers, having removed the function of collecting optional data, simplify the application interface and increase its speed.
In the process of creating or optimizing an IT service, it is better to start with the simplest possible model, and then gradually add new elements, actions or indicators - if they are really needed.

It happens in another way: the new process is perceived by employees as a waste of time. However, this new stage is important on a corporate scale and indirectly affects the value of the service. Therefore, employees must have a holistic view of the work of the organization. Let individual teams or groups know how others influence their work and how they themselves influence others.

Keep a balance between competing goals - the goals of management and the goals of performers. Let's say management wants to collect an array of data in order to make a strategic decision. Analysts believe that this process can be simplified, and the decision itself requires less information. And here you need to find a golden mean: get rid of everything that does not affect the final value.

ITIL 4 book PDF reviews

ITIL v4 PDF review by J_C (Amazon buyer)

I found this book very useful. It is written in an engaging style and explains many concepts clearly. It is not overwhelming and you don't need to spend a lot of time reading it. There are lots of examples and exercises throughout the book. You can easily follow along with the text and get a feel for what is going on.

ITIL 4 PDF review by Elmir Mammadov (Goodreads member)

Great book to pass the ITIL v4 Foundation exam. Onlu's value chain activities are not clearly explained.

ITIL 4 book review by Rebalene (Amazon buyer)

The book includes a free trial version of the ITIL Foundations app. This app helps you study and review the material. It is available for iOS and Android devices. I used the app during my studies and found it very helpful.

ITIL 4 4 Foundation book review by J_C (Amazon buyer)

As an ITIL Expert and certified trainer, I attended TTT and learned about the ITIL 4 update. This book is a comprehensive but straight to the point mandatory reference for ITIL 4. The authors also include many examples and links to other IT Best Practices.

ITIL 4 book review by J_C (Amazon buyer)

I like what ITIL v4 is trying to convey (good content and refreshing relevance for ITSM 2021), but I am disappointed by the poorly organized way in which parts of the material are presented (especially Chapter 4, which is new content). Lack of clear definitions (to provide a basis) for important concepts such as service value system in terms of service value chain as well as service value streams. It's like someone rushed and didn't plan the material, but put a bunch of inputs and outputs.

ITIL 4 PDF review by Denis Vasilev (Goodreads member)

Good thing it's not as long as it could be. They introduced new practices, expanding towards HR, finance, and management. Unfortunately they suffer from one constant problem pointed out by Feynman - if all you have learned is a new term - you have not learned anything. Here we also have a community of people producing and sorting terms

ITIL v4 PDF review by GEEB (Amazon buyer)

This is a great little book if you need a quick overview and are trying to bridge the gap between ITIL V3 and V4. It contains all the important details and terms to get you started. In addition, pass the ITIL V4 test.

ITIL 4 Foundation PDF review by Ruwan Gooneratne (Amazon buyer)

Great review of ITIL 4. A must if you want to modernize your organization's operations or pass the Foundation exam.

ITIL v4 PDF review by Dolf van der Haven (Goodreads member)

You'd almost forget it amid all the marketing hype, certification schemes and ITIL 4 Foundation training offerings, but ITIL 4 also offers up-to-the-minute new content. Last week I received my copy of ITIL Foundation: ITIL 4 Edition eager to see what all the hype was about. Of course, the basis is only an overview of what has been published in more detail at a high level, but it gives an idea of ​​where ITIL is heading. 

In ITIL 4 everything revolves around value: it is the core of what they now call the Service Value System (SVS). If this reminds you of skepticism about the ISO/IEC 20000 service management system (SMS), then you're right: ITIL's definition of SVS and SMS 20k are the same. Importantly, services are defined as offerings that together create value. In this sense, value is not just what the service provider thinks or what the customer thinks. Value is created by both the service provider and the consumer (a combination of customer and end user), offering benefits to both the service provider and the consumer.

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