Analyzing The Plan Value Chain Activity in ITIL 4

Introducing the Plan Value Chain Activity



The main purpose of the Business Plan Value Chain Activity is to ensure a shared understanding of the vision, current status and improvement direction for all dimensions and all products and services across the organisation.

Revealed: The Plan Value Chain Activity in ITIL 4

This aspect of Value Change management allows the IT Team to plan the processes of implementing some of the activities of value co-creation. They are able to identify some of the challenges of implementing the plan and come up with concrete solutions as far as proceeding with the plan is concerned.

The inputs of Plan Value Chain Activity

#1 Policy requirements

One of the inputs for this activity is the policies, requirements and constraints provided by the organisation’s governing body. 


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This policies and guidelines show the direction at which the organisation and how they plan to arrive at the desired destination. It is with these policies and guidelines that the IT Manager will know what should be considered when it comes to service management and value creation. 


#2 Consolidated Demands

One other aspect that one needs to consider under value chain activity is the consolidated demands opportunity that has been gathered through Engage aspect of the whole Service Value Chain.


The Engage aspect is always being used to liaise with 2 ways of Analysing Customer Requirements for Projects all stakeholders and gather their requirements. When these requirements through interview and other methods stipulated by the organisation, they have to be consolidated so that the organisation can work on how those requirements can be delivered.

#3 Value Chain Performance

The next aspect of plan value chain activity is the utilization of chain performance information. This information is always provided by Improve Value Chain Activity.


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They are the one to analyse how the project has performed so far based on the focus of the organisation. They have to make use of Key Performance Metrics in deciding whether the project has performed up to expectation or not. 




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