When ITIL 4 was introduced, one of its biggest - and most misunderstood - shifts was moving away from processes to a broader, more flexible concept: practices.
See also What is the difference between Process Owner, Process Manager, and Process Practitioner?
In earlier versions of ITIL, each process had a clear sequence of activities, inputs, and outputs. That approach helped organizations standardize service management but often led to rigidity, especially as digital transformation accelerated and work became more cross-functional.
ITIL 4 recognized that service management isn’t just about what we do, but also who, how, and why. A practice is a holistic set of organizational resources - people, processes, information, and technology - working together to achieve outcomes. Processes still exist, but they now sit inside practices rather than defining them.
What This Means for the Service Management Office (SMO)
For many SMOs, this shift has been transformational:
- Roles are less linear and more integrated. Instead of “Process Owners,” we now see Practice Owners, Practice Managers, and Practice Practitioners who think beyond workflows and consider the full ecosystem - skills, data, culture, and automation.
- Collaboration replaces silos. Practices often overlap and interconnect (for example, Incident Management and Problem Management share data, tools, and people). SMOs are now challenged to foster capability rather than simply enforce compliance.
- Assessment and improvement look different. Maturity models once focused on process documentation and adherence. Practice-based assessments evaluate adaptability, governance, and outcomes - key measures in a value-driven enterprise.
The Bigger Picture
By adopting the language and mindset of practices, the SMO becomes a value enabler rather than a process auditor. It supports continual improvement, empowers practitioners to experiment, and aligns service management with modern digital operating models.
Processes may have given ITSM its foundation, but practices are what keep it evolving.
See also ITIL 4 and the Evolving Role of Roles.
Updated Definitions in ITIL 4:
Process Owner: In ITIL 4, the concept of 'processes' has expanded into broader 'practices.' Consequently, the Process Owner is now often referred to as the 'Practice Owner.' This individual is accountable for the overall design, performance, integration, and improvement of a specific practice within the organization. They ensure that the practice achieves its intended outcomes and aligns with the organization's objectives.
Process Manager: Now commonly known as the 'Practice Manager' in ITIL 4, this role is responsible for the day-to-day management of the practice. The Practice Manager ensures that activities are carried out as intended, manages resources assigned to the practice, and oversees the practitioners performing the work.
Process Practitioner: Referred to as 'Practitioners' in ITIL 4, these individuals are responsible for performing specific activities within a practice. They follow the established procedures and guidelines to carry out their tasks and contribute to the practice's objectives.
Key Updates in ITIL 4:
From Processes to Practices: ITIL 4 shifts focus from isolated processes to holistic practices that encompass governance, culture, and continual improvement. This change emphasizes a more integrated approach to service management.
Service Value System (SVS): ITIL 4 introduces the SVS, which provides an end-to-end view of how demand is converted to value within an organization. It integrates various components, including practices, to ensure cohesive and effective service management.
Guiding Principles: ITIL 4 outlines seven guiding principles to help organizations adopt and adapt service management practices effectively. These principles promote flexibility, collaboration, and a focus on value creation.
For a more comprehensive understanding of these roles and their alignment with ITIL 4, consider enrolling in updated training courses that reflect these changes.
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