The purpose of the availability management practice is to ensure that services are available as agreed.

• Availability Monitoring - AM.1

  The continuous observation of service and component availability.

• Availability Improvement Planning - AM.2

  The proactive identification and planning of improvements to enhance service availability.

• Resilience and Fault Tolerance - AM.3

  Designing services and components with the ability to withstand failures and recover quickly.

The purpose of the business analysis practice is to analyze business needs and identify viable solutions to meet those needs.

• Stakeholder Collaboration - BAM.1

  Working closely with business stakeholders to understand their needs and objectives.

• Requirements Definition and Documentation - BAM.2

  Clearly defining and documenting business and functional requirements in a structured manner.

• Solution Evaluation and Recommendation - BAM.3

  Assessing potential solutions against the defined requirements and recommending the most suitable option.

The purpose of the capacity and performance management practice is to ensure that services have sufficient capacity and performance to meet current and future business demands.

• Demand Management - CPM.1

  Understanding and influencing customer demand for services.

• Resource Capacity Planning - CPM.2

  Planning the capacity of all resources (e.g.; infrastructure; applications) required to deliver services.

• Performance Optimization - CPM.3

  Identifying and implementing improvements to enhance the performance and efficiency of services and resources.

The purpose of the change enablement practice is to maximize the number of successful IT changes by ensuring that risks have been properly assessed; authorizing changes to proceed; and managing the change schedule.

• Change Initiation and Logging - CEM.1

  The formal submission and recording of requests for change.

• Risk and Impact Assessment - CEM.2

  Evaluating the potential risks and impacts of proposed changes on services and the organization.

• Change Authorization - CEM.3

  The process of obtaining the necessary approvals before a change can be implemented.

The purpose of the continual improvement practice is to align the organization's practices and services with changing business needs through the ongoing identification and improvement of all elements involved in the management of products and services.

• Improvement Culture - CIM.1

  Fostering an environment where continuous improvement is valued and actively pursued by everyone.

• Measurement and Analysis for Improvement - CIM.2

  Using data and metrics to identify areas for improvement and track the effectiveness of improvement initiatives.

• Improvement Implementation and Review - CIM.3

  Putting improvement plans into action and reviewing their effectiveness to ensure desired outcomes are achieved.

The purpose of the deployment management practice is to move new or changed hardware; software; documentation; processes; or any other component to live environments.

• Deployment Planning and Scheduling - DAM.1

  Defining the scope; approach; resources; and timeline for deployments.

• Deployment Execution and Monitoring - DAM.2

  Carrying out the deployment activities according to the plan and monitoring the process for any issues.

• Deployment Validation and Review - DAM.3

  Verifying that the deployed components are working as expected and reviewing the overall deployment process.

The purpose of the IT asset management practice is to plan and manage the full lifecycle of all IT assets; to help the organization maximize value; control costs; manage risks; support decision-making about purchase and re-use; and meet regulatory and contractual requirements.

• Asset Identification and Inventory - IAM.1

  Establishing and maintaining a comprehensive inventory of all IT assets.

• Asset Lifecycle Management - IAM.2

  Managing all stages of an asset's life; from acquisition to disposal.

• License and Compliance Management - IAM.3

  Ensuring that the organization has the necessary licenses for all software assets and complies with relevant regulations.

The purpose of the incident management practice is to minimize the negative impact of incidents by restoring normal service operation as quickly as possible.

• Incident Identification and Categorization - IEM.1

  The process of recognizing and classifying events that disrupt or could disrupt normal service operation.

• Incident Prioritization and Resolution - IEM.2

  Assigning priority to incidents based on their impact and urgency; and taking steps to restore service.

• Incident Closure and Learning - IEM.3

  Formally closing incident records once the service is restored and identifying any lessons learned from the incident.

The purpose of the information security management practice is to protect the information needed by the organization to conduct its business.

• Confidentiality

  and Availability - ISM.1

• Risk Assessment and Treatment - ISM.2

  Identifying; assessing; and treating information security risks to an acceptable level.

• Security Incident Management - ISM.3

  The process of handling security incidents effectively to minimize their impact and ensure timely recovery.

The purpose of the knowledge management practice is to maintain and improve the effective; efficient; and convenient use of information and knowledge across the organization.

• Knowledge Capture and Creation - KM.1

  Identifying; capturing; and creating knowledge assets relevant to the organization's services and processes.

• Knowledge Sharing and Access - KM.2

  Facilitating the sharing of knowledge among stakeholders and ensuring easy access to relevant information.

• Knowledge Governance and Maintenance - KM.3

  Establishing policies and processes to ensure the quality; accuracy; and relevance of knowledge assets.

The purpose of the measurement and reporting practice is to support decision-making and continual improvement by collecting; analyzing; and reporting data relevant to the management of products and services.

• Definition of Metrics and KPIs - MAR.1

  Clearly defining the metrics and key performance indicators (KPIs) that will be used to measure service performance and progress.

• Data Collection and Validation - MAR.2

  Implementing processes and tools to collect accurate and reliable data for the defined metrics.

• Reporting and Communication of Results - MAR.3

  Generating reports based on the collected data and communicating the findings to relevant stakeholders.

The purpose of the monitoring and event management practice is to systematically observe services and service components; and record and report selected changes of state identified as events.

• Event Detection and Filtering - MEM.1

  Identifying and filtering events to distinguish between normal operations and potential issues.

• Event Analysis and Correlation - MEM.2

  Analyzing events to understand their significance and correlating related events to identify potential incidents or problems.

• Alerting and Notification - MEM.3

  Configuring alerts to notify the appropriate teams when significant events or threshold breaches occur.

The purpose of the organizational change management practice is to ensure that changes within the organization are smoothly and successfully implemented; and that lasting benefits are achieved.

• Stakeholder Engagement and Communication - OCM.1

  Actively involving stakeholders in the change process and communicating effectively about the changes.

• Change Impact Assessment - OCM.2

  Evaluating the potential impact of organizational changes on people; processes; and technology.

• Change Reinforcement and Sustainability - OCM.3

  Implementing mechanisms to reinforce the changes and ensure that they are sustained over time.

The purpose of the problem management practice is to reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents; and managing workarounds and known errors.

• Problem Identification and Analysis - PM.1

  Detecting and investigating problems to identify their root causes.

• Known Error Management - PM.2

  Documenting known errors and their associated workarounds to provide quick solutions for recurring issues.

• Problem Resolution and Closure - PM.3

  Implementing permanent solutions to resolve problems and formally closing problem records.

The purpose of the portfolio management practice is to ensure that the organization has the right mix of programs; projects; products; and services to execute its strategy within its funding and resource constraints.

• Portfolio Definition and Categorization - POM.1

  Identifying and classifying all of the organization's investments in programs; projects; products; and services.

• Portfolio Prioritization and Decision Making - POM.2

  Evaluating and prioritizing portfolio items based on their strategic contribution; risk; and resource requirements.

• Portfolio Monitoring and Reporting - POM.3

  Tracking the performance and value of the portfolio and reporting on its status to stakeholders.

The purpose of the project management practice is to ensure that all of the organization's projects are successfully delivered.

• Project Initiation and Planning - PRM.1

  Defining the objectives; scope; and approach for each project; and creating a detailed project plan.

• Project Execution and Control - PRM.2

  Managing the project team; executing tasks according to the plan; and monitoring progress.

• Project Closure and Lessons Learned - PRM.3

  Formalizing the completion of the project; documenting outcomes; and capturing lessons learned for future projects.

The purpose of the relationship management practice is to establish and nurture the links between the organization and its stakeholders at strategic and tactical levels.

• Stakeholder Identification and Engagement - RM.1

  Identifying all relevant stakeholders and establishing effective communication and engagement strategies.

• Relationship Building and Communication - RM.2

  Developing and maintaining positive and productive relationships through regular and effective communication.

• Relationship Review and Improvement - RM.3

  Periodically reviewing the health of relationships and identifying opportunities for improvement.

The purpose of the release management practice is to make new and changed services and features available for use.

• Release Planning and Design - RLM.1

  Defining the scope; content; schedule; and resources for service releases.

• Release Build

  and Deployment - RLM.2

• Release Review and Closure - RLM.3

  Reviewing the success of the release after deployment and formally closing the release record.

The purpose of the service financial management practice is to support the organization's strategies and plans for service management by ensuring that the organization's financial resources are being used effectively and efficiently.

• Budgeting and Accounting - SFM.1

  Planning and managing the budget for IT services and ensuring accurate accounting of IT expenditures.

• Charging and Cost Recovery (if applicable) - SFM.2

  Implementing mechanisms to charge for IT services and recover costs where appropriate.

• Financial Reporting and Analysis - SFM.3

  Generating financial reports related to IT services and analyzing financial performance to support decision-making.

The purpose of the service catalog management practice is to provide a single source of consistent information on all services and service offerings.

• Service Definition and Documentation - SCM.1

  Clearly defining and documenting all services offered by the IT organization; including their descriptions; features; and service levels.

• Service Catalog Publication and Accessibility - SCM.2

  Making the service catalog easily accessible to users and stakeholders through appropriate channels.

• Service Catalog Maintenance and Review - SCM.3

  Regularly reviewing and updating the service catalog to ensure its accuracy and relevance.

The purpose of the service configuration management practice is to ensure that accurate and reliable information about the configuration of services; and the components that support them; is available when and where it is needed.

• Configuration Item Identification and Documentation - SCCM.1

  Identifying and documenting all configuration items (CIs) and their attributes.

• Configuration Management Database (CMDB) Maintenance - SCCM.2

  Maintaining the accuracy and integrity of the CMDB; including relationships between CIs.

• Configuration Control and Audit - SCCM.3

  Controlling changes to CIs and conducting audits to verify the accuracy of configuration records.

The purpose of the service continuity management practice is to ensure that the organization can continue to provide and support its services at predefined and acceptable levels following a disruption.

• Business Impact Analysis (BIA) - SCMN.1

  Analyzing business processes to identify critical services and their recovery requirements.

• Service Continuity Planning and Development - SCMN.2

  Creating and documenting plans to ensure the continuity of critical services in the event of a disruption.

• Testing and Exercising Continuity Plans - SCMN.3

  Regularly testing and exercising service continuity plans to validate their effectiveness.

The purpose of the service design practice is to design products and services that are fit for purpose; fit for use; and can be delivered by the organization and its ecosystem.

• Service Requirements Gathering and Analysis - SD.1

  Understanding and documenting the requirements for new or changed services from a business and technical perspective.

• Service Solution Design - SD.2

  Developing the detailed design of the service; including its components; processes; and interfaces.

• Service Design Validation and Review - SD.3

  Reviewing and validating the service design to ensure it meets the defined requirements and is feasible to implement and operate.

The purpose of the service desk practice is to capture demand for incident resolution and service requests. It should also be the entry point and single point of contact for all users.

• Single Point of Contact - SDK.1

  Providing a centralized point for users to report issues and request services.

• Incident and Service Request Handling - SDK.2

  Managing the lifecycle of incidents and service requests from logging to resolution or fulfillment.

• User Communication and Support - SDK.3

  Keeping users informed about the status of their issues and providing effective communication throughout the support process.

The purpose of the service level management practice is to set clear business-based targets for service performance; so that the delivery of a service can be properly assessed; monitored; and managed against these targets.

• Service Level Agreement (SLA) Definition - SLM.1

  Establishing agreements with customers that define the expected level of service.

• Service Level Monitoring and Reporting - SLM.2

  Tracking service performance against the agreed SLAs and reporting on the achieved levels.

• Service Level Review and Improvement - SLM.3

  Regularly reviewing service performance with customers and identifying opportunities for improvement.

The purpose of the service request management practice is to support the agreed quality of a service by handling all pre-defined; user-initiated service requests in an effective and user-friendly manner.

• Service Request Catalog - SRM.1

  Maintaining a catalog of all available service requests with clear descriptions and fulfillment processes.

• Service Request Fulfillment Workflow - SRM.2

  Establishing clear workflows and procedures for fulfilling different types of service requests.

• User Communication and Satisfaction - SRM.3

  Keeping users informed about the status of their service requests and ensuring their satisfaction with the fulfillment process.

The purpose of the service validation and testing practice is to ensure that new and changed products and services meet defined requirements.

• Test Planning and Preparation - SVT.1

  Defining the scope; approach; resources; and schedule for testing; and preparing the necessary test environments and data.

• Test Execution and Defect Management - SVT.2

  Carrying out the planned tests; recording the results; and managing any defects that are identified.

• Test Reporting and Acceptance - SVT.3

  Generating reports on the testing activities and results; and obtaining formal acceptance of the tested service.

The purpose of the strategy management practice is to formulate the goals of the organization and adopt the courses of action and allocation of resources necessary for achieving these goals.

• Strategic Assessment and Planning - SM.1

  Analyzing the current state; defining strategic objectives; and developing plans to achieve them.

• Strategy Implementation and Execution - SM.2

  Putting the strategic plans into action and managing the resources required to achieve the strategic objectives.

• Strategy Review and Adaptation - SM.3

  Regularly reviewing the service management strategy to ensure its continued relevance and making necessary adjustments based on changes in the business environment.

The purpose of the supplier management practice is to ensure that the organization's suppliers and their performance are appropriately managed to support the seamless provision of quality products and services.

• Supplier Identification and Selection - SuM.1

  Identifying potential suppliers and selecting those who can best meet the organization's needs.

• Supplier Agreement and Contract Management - SuM.2

  Establishing and managing formal agreements and contracts with suppliers.

• Supplier Performance Monitoring and Evaluation - SuM.3

  Tracking the performance of suppliers against agreed-upon metrics and evaluating their overall performance.

The purpose of the workforce and talent management practice is to ensure that the organization has the right people with the necessary skills and competencies to support its strategic objectives.

• Workforce Planning and Forecasting - WTM.1

  Anticipating future workforce needs based on business strategy and service demands.

• Recruitment

  and Development - WTM.2

• Performance Management and Recognition - WTM.3

  Setting performance expectations; providing feedback; and recognizing employee contributions to motivate and retain talent.