Continual Improvement Registers (CIRs) are used to constantly reprioritize improvement opportunities.

The use of CIRs provides additional value because they help to make things visible.

This is not limited to what is currently being done, but also to what is already complete and what has been set aside for further consideration at a later date. Ref 5.1.2 ITIL4 Foundation

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

This includes creating closer, more collaborative relationships with key suppliers to uncover and realize new value and reduce the risk of failure. Ref 5.1.13 ITIL4 Foundation

Change enablement must balance the need to make beneficial changes that will deliver additional value with the need to protect customers and users from the adverse effect of changes.

All changes should be assessed by people who are able to understand the risks and the expected benefits; the changes must then be authorized before they are deployed. Ref 5.2.4 ITIL4 Foundation

Value streams are designed to meet the specific needs of a customer or market.

This means that the activities that are included in a value stream, and the way that those activities are performed, will vary depending on the product or service being delivered. Ref 1.3.1 ITIL4 Foundation

Change enablement practice would be MOST involved in assessing the risk to services when a supplier modifies the contract they offer to the organization. Ref 5.2.4 ITIL4 Foundation

Some service requests require authorization according to financial, information security, or other policies, while others may not need any. To be handled successfully, service request management should follow these guidelines:

• Service requests and their fulfilment should be standardized and automated to the greatest degree possible.
• Policies should be established regarding what service requests will be fulfilled with limited or even no additional approvals so that fulfilment can be streamlined.
• The expectations of users regarding fulfilment times should be clearly set, based on what the organization can realistically deliver.

Ref 5.2.16 ITIL4 Foundation

By understanding the organizational context, organizations can ensure that they are optimizing their services in a way that is aligned with the organization's overall goals and objectives. Ref 4.3.7.1 ITIL4 Foundation

The change schedule: a calendar that shows planned and historic changes.

The change schedule is used to help plan changes, assist in communication, avoid conflicts, and assign resources.

It can also be used after changes have been deployed to provide information needed for incident management, problem management, and improvement planning. Ref 5.2.4 ITIL4 Foundation

Organizations vary in size and complexity, and in their relation to legal entities, from a single person or a team to a complex network of legal entities united by common objectives, relationships, and authorities. Ref 2.2 ITIL4 Foundation

Service level management requires focus and effort to engage and listen to the requirements, issues, concerns, and daily needs of customers.

• Engagement is needed to understand and confirm the actual ongoing needs and requirements of customers, not simply what is interpreted by the service provider or has been agreed several years before.
• Listening is important as a relationship-building and trust-building activity, to show customers that they are valued and understood. This helps to move the provider away from always being in ‘solution mode’ and to build new, more constructive partnerships.

Ref 5.2.15 ITIL4 Foundation