What are the parallels and differences between VeriSM and ITIL?

VeriSM targets to promote service management at the corporate level. Similar to ITIL 4, it recommends powering Agile, Lean, DevOps, ITSM, and so on. As needed to achieve business goals. It also stresses understanding arising technologies and their impact on business and service management. VeriSM establishes management to bring those concepts together, identify and gauge what is required to accomplish business goals.

Prologue to VeriSM:

Despite the fact that ITIL has been around for a long time and is widely regarded as the de facto best practice model for IT Service Management, VeriSM emerged in 2018. Digitalization is concerned with the entire organization, all departments are viewed as service providers, and innovative technologies enable IT services to be delivered from any business. Non-IT organizations in the industrial, civil, engineering, and transportation sectors, can benefit. This is the reason why VeriSM – a new technique to service management, not just ITSM-captivating.

VeriSM sees the entire organization as requiring a range of capabilities that collaborate and function together to meet customer needs and demands using best practices and approaches which emerged today as (customer needs, DevOps, Agile Scrum, and so on) as well as taking into consideration the past approaches like (ITIL, COBIT, ISO2000, etc.).

VeriSM ideology & Model:

VeriSM is a service management method that, instead of focusing on a single department, takes a holistic approach to service management. VeriSM is not intended to be used in place of any existing ITSM frameworks, methodologies, or technologies. From a set of management capabilities and technologies, VeriSM aids organizations in selecting the optimal techniques for delivering the desired service or product to customers.

The VeriSM concept and model promotes itself as:

• Cost-efficient
• Progression
• Responding
• Amalgamated Service Management

Not just the IT department but the whole of the organization is regarded as a service provider. The lines of business should function determined by an integrated selection of accessible management methods appropriate for the organization’s culture, size, and strategies. These practices could (and should) alter in reaction to the organization’s changing demands, allowing it to be more adaptable and responsive to the current market.

The IFDC owns the VeriSM model, and governance controls its actions (International Foundation for Digital Competences). It maintains a laser-like focus on value, results, and the organization’s objectives. The organization’s strategic vision and requirements are communicated to all personnel via the governance capabilities.

ITIL 4 briefly explained:

ITIL 4 provides a versatile and adaptable foundation for businesses and organizations that need to include various structures and processes into their service management operations.

Supporting Concepts of ITIL 4 & VeriSM Comparison & Differences:

Within ITIL 4, SVS assists organizations in accomplishing value through the service provided. The SVS includes the following components:

• Organizations and Individuals
• IT
• Service suppliers and partners
• Vendors and supply chain partners

These parameters are applicable to both the overall service value system and specific services.

In VeriSM, the Management network includes:

• Resources
• Ambience
• Arising technologies
• Management practices and techniques.

These aspects are considered for each product or service, and the management mesh is twisted as required wherever necessary.

Key concepts of ITIL 4 and Verism:

In ITIL 4, the Service Value System (SVS) represents the essential concepts that illustrate how an organisation's various components and activities work together to facilitate the creation of value. The service Value System includes the below-mentioned elements. They are:

• Directive principles
• Management
• Service Value System (SVC)
• Constant improvement
• Procedures

The VeriSM paradigm is organizational service management operating model that includes:

• Administration
• Service Management principles
• The management network

And the phases Specify, Generate, Deliver and Respond the aspects of management mesh.

Consequently, we observe that due to its legacy, ITIL 4 goes a little deeper from a technical perspective. In contrast, VeriSM has a comprehensive context of conceptions at a sprawling level, leaving the organization to decide on the deep vertical technical processes.

Conclusion to the similarities and differences of ITIL 4 and VeriSM:

To clinch, there are many affinities and dissimilarities among VeriSM and ITIL 4. The significant subject to memorize is that, in addition to the traditional IT concepts of processes, activities, technologies, and tools, both approaches focus on people, business, and the value of services.

Using the ITIL4 guiding principles, create a standard service model:

If the business or organization offers a variety of IT services to the clients, equalizing return on investment (ROI) and value on investment (VOI) is possible to be a difficulty. Having a standard service model in place offers a standard array of outcomes for the customers across all of your services could be the resolutions you need.

There are 7 ITIL guiding principles which are mentioned below:

1. Focus on Value
2. Begin where your knowledge or from scratch
3. Progress repeatedly with response
4. Work together and encourage visibility
5. Think and function in a holistic approach
6. Keep it simple and clear
7. Enhance and computerize

Create standard service model using ITIL 4 Guiding Principles:

Guiding Principle	Standard Service Model Uses
1. Concentrate on Value	Foster focuses on value during regular functioning as well as during engineering initiatives.
2. Start where you are now or from scratch	Typically, a service provider will have various procedures, processes, and documentation in place, so apply risk management skills and recognize the best and employ it.
3. Progress repeatedly with response	The service model probably will be complex, so tackle it in a flexible method, take bite-sized portions and solicit ceaseless feedback from stakeholders constantly to ascertain it’s suitable for its objective.
4. Work together and encourage visibility	Work together does not mean accord but communication so that the crowd can hear and decisions can only be made on visible data.
5. Think and function in a holistic  approach	Determine the intricacy of the systems and work together cohesively, where possible seek for examples wherever required in interactions and system fundamentals.
6. Keep it simple and clear	Ascertain worth as the utmost sophistication is simplicity, and it is the best route in accomplishing quick wins.
7. Enhance and computerize	Simplify and enhance before computerizing. To save time, automate manual, tactical tasks, have no long-term value, and/or are directly measured.

 

Employing the 7 guiding directive principles of ITIL will assist in providing what ITIL 4 portrays as “Value co-creation.” The standard service model can be converted into a joint, well-developed, designed, and beneficial service asset if carried out correctly. Delivering the business outcomes that stakeholders, including end-users and customers, require across the organization if the standard service model is set right.