---

Costs are the amount of money spent on a service or service component.

Risks are possible events that could cause harm or loss or make it more difficult to achieve objectives.

Services are designed to help customers achieve outcomes by reducing the need to manage specific costs and risks.

Not all costs and risks are removed by a service.

Some costs and risks remain with the service consumer, while others are managed by the service provider.

The allocation of costs and risks should be clearly understood by all parties involved.

---

2. How This Applies to TakeCars (Car Rental Marketplace)

This video completes the value–cost–risk triangle, which is fundamental to both ITIL theory and marketplace design.

a) Costs in TakeCars terms

Costs managed by TakeCars and hosts:

• Vehicle purchase and depreciation
• Maintenance and servicing
• Insurance arrangements
• Platform development and hosting

Costs still borne by the customer:

• Rental fee
• Fuel
• Fines and tolls
• Optional extras

Customers pay for outcomes, but not for ownership.

---

b) Risks in TakeCars terms

Risks reduced by the service:

• Vehicle reliability risk (screened hosts)
• Insurance complexity
• Fraud and payment risk
• Availability uncertainty

Risks retained by the customer:

• Misuse of the vehicle
• Late return
• Damage caused during use
• Rule violations

Risks retained by hosts:

• Wear and tear
• Downtime between rentals
• Behaviour of renters

This shared allocation is exactly what ITIL describes.

---

c) Why clarity of cost and risk allocation matters

Most disputes arise when:

• Customers assume all risk is removed
• Hosts assume TakeCars absorbs all loss
• Platform policies are vague

Clear allocation:

• Reduces disputes
• Simplifies support decisions
• Protects trust

---

d) Exam-critical insight

If the exam asks:

“What do services do regarding costs and risks?”

Correct logic:

• Services reduce the need to manage specific costs and risks
• They do not eliminate all costs and risks

Answers implying “complete removal” are incorrect.

---

3. Key Things to Read / Remember Right Before the Exam

Costs and risks (very high probability)

• Costs = money spent
• Risks = potential negative events
• Services reduce, but do not remove, costs and risks
• Responsibility is shared

---

Common exam traps

• All risks are transferred to the provider → False
• Customers have no remaining costs → False
• Risk management is one-sided → False

---

One-line memory hook

Services shift and reduce costs and risks, but never eliminate them entirely.

Outcomes are the results that a service consumer wants to achieve.

Outputs are tangible or intangible deliverables produced by a service.

An output may contribute to an outcome, but it does not guarantee that the outcome will be achieved.

Services are designed to enable outcomes, not just to produce outputs.

Focusing only on outputs can result in services that do not deliver real value.

Service providers should understand the outcomes that service consumers are trying to achieve.

---

2. How This Applies to TakeCars (Car Rental Marketplace)

This video addresses a classic ITIL distinction that is extremely relevant for product and operations decisions.

a) Outputs vs outcomes in TakeCars terms

Outputs (what TakeCars produces):

• Booking confirmation
• Vehicle handover
• Payment receipt
• Support response

Outcomes (what the customer wants):

• Complete a trip successfully
• Arrive on time
• Avoid stress and disputes
• Feel confident and safe

A booking confirmation does not guarantee a successful trip.

---

b) Why marketplaces often fail here

Many marketplace platforms optimise for outputs:

• Faster confirmations
• More listings
• More messages sent

But customers judge value by outcomes:

• Did the car show up?
• Did anything go wrong?
• Was the problem resolved quickly?

ITIL explicitly warns against output-only thinking.

---

c) Practical TakeCars examples

• A confirmed booking where the host cancels last minute
  • Output delivered
  • Outcome failed
• A delayed pickup but proactive support fixes the issue
  • Output imperfect
  • Outcome achieved

This is why support quality matters as much as platform features.

---

d) Exam-critical insight

If the exam asks:

“What should services focus on?”

Correct answer:

• Enabling outcomes

Incorrect but tempting answer:

• Producing outputs efficiently

---

3. Key Things to Read / Remember Right Before the Exam

Outcomes vs outputs (high probability)

• Outputs are deliverables
• Outcomes are results and benefits
• Outputs do not guarantee outcomes

Always choose answers that:

• Mention outcomes
• Mention value
• Mention customer objectives

---

Common exam traps

• Outputs equal value → False
• Services exist to produce deliverables → False

---

One-line memory hook

Outputs are what the service does; outcomes are why the service exists.

---

---

Service value is created through the interaction of service providers and service consumers.

Value is realised when services help consumers achieve their desired outcomes.

The perception of value may differ between different stakeholders.

Costs are the amount of money spent on a service, while risks are potential events that could cause harm or loss.

Services help customers achieve outcomes by reducing the need to manage specific costs and risks.

Service providers and service consumers share responsibility for managing risks.

Value is co-created throughout the service relationship, not at a single point in time.

---

2. How This Applies to TakeCars (Car Rental Marketplace)

This video deepens the value, cost, and risk concept, which is central to both ITIL theory and TakeCars’ business reality.

a) Value is realised only when the trip succeeds

For TakeCars:

• Value is not created at booking
• Value is realised when the customer completes the trip successfully

A booking that ends in:

• Cancellation
• Breakdown
• Dispute

Has destroyed or reduced value, even if revenue was collected.

---

b) Different stakeholders perceive value differently

In TakeCars:

• Guest values convenience, safety, predictability
• Host values utilisation, income, low hassle
• TakeCars values successful transactions and trust

These perceptions often conflict.
ITIL explicitly recognises this, which is why “value is subjective” appears repeatedly in the exam.

---

c) Costs and risks shifted away from the customer

Examples of costs and risks removed by TakeCars:

• Vehicle ownership costs
• Maintenance planning
• Insurance negotiation
• Depreciation risk

What remains with the customer:

• Usage-related risk
• Compliance with rules
• Care of the vehicle

This shared responsibility is exam-relevant.

---

d) Shared risk responsibility in a marketplace

ITIL is clear:

• Providers do not absorb all risk
• Consumers do not absorb all risk

For TakeCars:

• Platform manages platform risk
• Hosts manage vehicle condition risk
• Guests manage usage risk

When this balance is unclear, disputes arise.

---

3. Key Things to Read / Remember Right Before the Exam

Value, cost, and risk (very high probability)

• Value is realised through outcomes
• Value is subjective
• Services reduce the need to manage costs and risks
• Risk responsibility is shared

---

Exam trap to avoid

• “The service provider removes all risk” → Incorrect
• “Value is delivered at the point of sale” → Incorrect

Look for wording that includes:

• Outcomes
• Shared responsibility
• Co-creation

---

One-line memory hook

Value emerges over time through outcomes, with costs and risks shared between provider and consumer.

---

You have now completed video 8.5, which closes the core service relationship and value block.

Next good options:

Service relationships describe the cooperation between a service provider and a service consumer.

A service relationship includes service provision, service consumption, and service relationship management.

Service provision refers to the activities performed by the service provider to deliver services.

Service consumption refers to the activities performed by the service consumer to use services.

Service relationship management ensures that service relationships are managed effectively and that both parties understand their responsibilities.

Service relationships are based on agreed expectations, responsibilities, and trust.

Effective service relationships help ensure value is co-created and sustained over time.

---

2. How This Applies to TakeCars (Car Rental Marketplace)

This video explains how TakeCars actually functions as a relationship-based system, not just a transactional platform.

a) TakeCars runs on service relationships, not bookings

Every booking creates multiple service relationships:

• TakeCars ↔ Guest
• TakeCars ↔ Host
• Host ↔ Guest (mediated)

If these relationships are poorly defined, friction and disputes increase.

---

b) Mapping the three parts of a service relationship to TakeCars

1. Service provision (provider activities)

For TakeCars:

• Platform availability
• Booking confirmation
• Payment handling
• Rules and policies
• Support and dispute resolution

For hosts:

• Providing a roadworthy car
• Honouring availability
• Clear pickup and return process

---

2. Service consumption (consumer activities)

For guests:

• Searching and booking
• Making payments
• Collecting and returning the vehicle
• Following usage rules

For hosts (as consumers of TakeCars services):

• Listing vehicles
• Responding to bookings
• Using payout and messaging tools

---

3. Service relationship management

This is where marketplaces win or fail.

Includes:

• Clear terms and conditions
• Role clarity
• Communication standards
• Enforcement of rules
• Handling breaches fairly

TakeCars’ trust and reputation live here.

---

c) Why this matters operationally

Most TakeCars problems are not technical; they are relationship failures:

• Misaligned expectations
• Poor communication
• Unclear responsibilities

ITIL frames these as service relationship issues, not isolated incidents.

---

d) Exam insight

If the exam asks:

“What does a service relationship include?”

Correct answer must mention:

• Service provision
• Service consumption
• Relationship management

Leaving one out is incorrect.

---

3. Key Things to Read / Remember Right Before the Exam

Service relationship definition (high probability)

• Cooperation between provider and consumer
• Includes:
  • Service provision
  • Service consumption
  • Service relationship management

All three must be present.

---

Common exam traps

• Service relationships are one-way → False
• Only providers manage relationships → False
• Relationships are optional → False

---

One-line memory hook

Service relationships combine delivery, use, and management of expectations.

---

Service offerings describe what a service provider offers to service consumers.

A service offering may include goods, access to resources, and service actions.

Goods are physical items provided to the service consumer and may be consumed, transferred, or owned.

Access to resources allows the service consumer to use the provider’s resources without owning them.

Service actions are activities performed by the service provider to address a consumer’s needs.

Most services include a combination of goods, access to resources, and service actions.

Service offerings are designed to meet the needs of specific service consumers.

---

2. How This Applies to TakeCars (Car Rental Marketplace)

This video explains what exactly is being offered, which is especially important in a marketplace where value is often misunderstood.

a) TakeCars service offering is not “a car”

In ITIL terms, TakeCars offers a composite service offering, not a single thing.

Customers are not just renting a physical object; they are consuming a structured combination of elements.

---

b) Mapping the three components to TakeCars

1. Goods

Physical items provided as part of the service.

Examples:

• The vehicle itself
• Child seats
• Snow chains
• GPS units

Ownership does not transfer, but physical use does.

---

2. Access to resources

Temporary rights to use resources owned by others.

Examples:

• Access to a host’s vehicle for a defined period
• Access to insurance coverage during the rental
• Access to booking and payment infrastructure

This is the core rental concept.

---

3. Service actions

Activities performed to support the customer.

Examples:

• Booking confirmation
• Customer support
• Dispute handling
• Refund processing
• Host verification

Without service actions, access alone is insufficient.

---

c) Why this matters for TakeCars operations

Understanding the service offering helps:

• Design clearer pricing
• Explain value beyond “cheap cars”
• Resolve disputes (what was actually included)
• Avoid overpromising

Many conflicts arise when customers assume:

• Goods include unlimited support
• Access includes guarantees that were never offered

Clear service offering definition reduces this risk.

---

d) Exam insight

The exam often tests:

• Whether a service offering is one thing or multiple components

Correct logic:

• Most services combine goods, access, and actions

If an answer says:

• “A service offering consists of only one element”
  It is incorrect.

---

3. Key Things to Read / Remember Right Before the Exam

Service offering definition (high probability)

• Describes what the provider offers
• Designed to meet specific consumer needs
• May include:
  • Goods
  • Access to resources
  • Service actions

---

Goods vs access (common confusion)

• Goods: physical items
• Access: permission to use resources
• Services are usually access-based, not ownership-based

---

Common exam traps

• All services provide goods → False
• Service offerings are only intangible → False
• Service offerings exclude physical components → False

---

One-line memory hook

A service offering is a designed mix of goods, access, and actions that enable value.

---

Service providers and service consumers play different roles in service relationships.

A service provider is an organisation that provides services to one or more service consumers.

A service consumer is an organisation or person that consumes services.

There are three types of service consumer roles: customer, user, and sponsor.

The customer defines the requirements for the service and takes responsibility for the outcomes of service consumption.

The user is the person who uses the service on a day-to-day basis.

The sponsor is the person or organisation that authorises budget for the service.

A single individual or organisation may perform more than one service consumer role.

Understanding service consumer roles helps ensure that services are designed and delivered to meet the needs of all stakeholders.

---

2. How This Applies to TakeCars (Car Rental Marketplace)

This video is very important for marketplaces, because TakeCars routinely deals with multiple roles at once, often within the same booking.

a) Service provider vs service consumer in TakeCars

• Service provider
  • TakeCars as the platform operator
  • Hosts as contributing service providers
• Service consumers
  • Guests (renters)
  • Businesses booking vehicles for staff
  • Sometimes the host themselves (using platform services)

The exam expects clarity here.

---

b) The three service consumer roles mapped to TakeCars

1. Customer

Who defines requirements and is accountable for outcomes.

Examples:

• A traveller booking a car for their trip
• A company arranging rentals for employees

Customer responsibilities:

• Choosing dates and location
• Accepting terms
• Paying for the booking

---

2. User

Who actually uses the service.

Examples:

• The person driving the car
• A family member listed as an additional driver

Important nuance:

• The user may not be the person who booked or paid

---

3. Sponsor

Who authorises budget.

Examples:

• A company paying for an employee’s rental
• A parent paying for a child’s rental
• A business owner approving fleet bookings

In consumer rentals, sponsor and customer are often the same person.

---

c) One person can play multiple roles

Very common in TakeCars:

• The renter books, pays, and drives
  • Customer
  • Sponsor
  • User

The exam will explicitly test that:

• Roles are not mutually exclusive

---

d) Why this matters operationally for TakeCars

If roles are confused:

• Support talks to the wrong person
• Refunds are delayed
• Authorisations fail
• Disputes escalate unnecessarily

Correct role recognition improves:

• Communication
• Payment handling
• Accountability

---

3. Key Things to Read / Remember Right Before the Exam

Service provider vs service consumer

• Provider: offers the service
• Consumer: receives and uses the service

If an answer blurs this line, it is incorrect.

---

Three service consumer roles (must be memorised)

1. Customer – defines requirements, accountable for outcomes
2. User – uses the service
3. Sponsor – authorises budget

Exact wording matters.

---

High-probability exam traps

• Customer and user are always the same → False
• Sponsor always uses the service → False
• One person can only have one role → False

---

One-line memory hook

Customers define and own outcomes, users use the service, sponsors pay for it.

---

Service management is a set of specialised organisational capabilities for enabling value for customers in the form of services.

A service is a means of enabling value co-creation by facilitating outcomes that customers want to achieve, without the customer having to manage specific costs and risks.

Service management focuses on how organisations design, deliver, operate, and improve services to meet customer needs.

Value is the perceived benefits, usefulness, and importance of something.

Value is subjective and depends on the customer’s perspective.

Service providers and service consumers both contribute to value creation.

Value is co-created through active collaboration between the service provider and the service consumer.

---

2. How This Applies to TakeCars (Car Rental Marketplace)

This video is foundational. It defines why TakeCars exists in ITIL terms.

a) TakeCars does not “rent cars”; it enables outcomes

Customers do not want:

• A booking confirmation
• A vehicle listing
• A payment receipt

They want:

• To move freely
• To complete a trip
• To avoid stress and surprises

TakeCars enables that outcome without the customer managing fleet ownership, insurance complexity, or risk.

That is exactly what ITIL means by a service.

---

b) Value is subjective (critical marketplace insight)

For TakeCars:

• A tourist values simplicity and trust
• A local renter may value price and flexibility
• A host values utilisation and predictable income

There is no single “value metric”. This explains why:

• Some users complain while others are satisfied
• Optimisation always involves trade-offs

The exam tests this nuance.

---

c) Value co-creation in a marketplace

Value is not created by TakeCars alone.

It requires:

• TakeCars providing a reliable platform and rules
• Hosts providing available, clean, compliant cars
• Customers following rules and communicating clearly

If one party fails, value collapses.

This is why ITIL stresses co-creation, not delivery.

---

d) Costs and risks shifted away from the customer

ITIL definition point:

• Services remove the need for customers to manage specific costs and risks

In TakeCars terms:

• Customers do not manage vehicle depreciation
• Customers do not manage insurance negotiations
• Customers do not manage maintenance planning

They pay for access to outcomes, not ownership.

---

3. Key Things to Read / Remember Right Before the Exam

Service management definition (high probability)

• A set of specialised organisational capabilities
• Enables value for customers
• Delivered through services

If an option uses this language, it is likely correct.

---

Service definition (must be precise)

A service:

• Enables value co-creation
• Facilitates outcomes customers want
• Removes the need to manage specific costs and risks

This wording appears almost verbatim in exam questions.

---

Value and co-creation (classic exam trap)

• Value is subjective
• Value is co-created
• Providers do not unilaterally deliver value

If an answer says “value is delivered by the provider”, it is wrong.

---

One-line memory hook

A service enables outcomes and shifts risk, while value is co-created and subjective.

Practices are sets of organisational resources designed for performing work or accomplishing an objective.

Practices replace the processes and functions used in earlier versions of ITIL.

Each practice includes people, information, technology, partners, and processes required to achieve its purpose.

Practices support the service value chain activities and help ensure consistent and effective outcomes.

There are three categories of practices in ITIL.

The first category is general management practices.
These support the overall management of the organisation.

The second category is service management practices.
These are directly related to the design, delivery, and improvement of services.

The third category is technical management practices.
These focus on the technical resources and activities required to manage services.

Practices can be adapted to suit the needs of the organisation.
Not all practices need to be applied in the same way or to the same extent.

---

2. How This Applies to TakeCars (Car Rental Marketplace)

This video explains what practices really are and how they function in ITIL 4. For TakeCars, this maps directly to how work is actually organised.

a) Practices = “how we reliably get things done”

In TakeCars terms, a practice is not:

• A tool
• A single process
• A job title

A practice is the combination of:

• People
• Rules
• Data
• Tools
• Partners

All aligned to achieve a specific objective.

---

b) Practices vs old “process thinking” (important shift)

Old mindset:

• One process diagram solves the problem

ITIL 4 mindset:

• Process alone is insufficient
• You need people, tech, data, and partners aligned

For TakeCars:

• A refund flow is useless without:
  • Clear policy
  • Payment tooling
  • Trained support
  • Host cooperation

---

c) The three practice categories applied to TakeCars

1. General Management Practices

Examples for TakeCars:

• Risk management (insurance, deposits)
• Supplier management (hosts as partners)
• Measurement and reporting
• Continual improvement
• Information security and privacy

These keep the business stable and compliant.

---

2. Service Management Practices

Examples:

• Incident management (breakdowns, no-shows)
• Service request management (booking changes)
• Problem management (recurring pickup failures)
• Service level management (host response times)

These are frontline operational practices.

---

3. Technical Management Practices

Examples:

• Platform development
• Infrastructure and hosting
• Monitoring and alerting
• Data integrity and backups

These enable the marketplace to function at all.

---

d) Exam-critical nuance: practices are adaptable

The exam will often imply:

• “All practices must be fully implemented”

Correct logic:

• Practices should be adapted
• Depth and form depend on organisational context

For TakeCars:

• Incident management may be lightweight
• Governance may be informal
• Still valid under ITIL

---

3. Key Things to Read / Remember Right Before the Exam

What a practice is (definition-level importance)

• A set of organisational resources
• Designed to perform work or achieve objectives
• Supports service value chain activities

If an option mentions:

• People
• Information
• Technology
• Processes

It is likely describing a practice correctly.

---

Three practice categories (must be memorised)

1. General management practices
2. Service management practices
3. Technical management practices

Category recognition questions are common.

---

Common exam traps

• Practices are the same as processes → False
• Practices are only technical → False
• All practices must be implemented equally → False

---

One-line memory hook

Practices are reusable capability bundles that support value creation.

---

Governance ensures that an organisation is directed and controlled in an appropriate way.

The purpose of governance is to ensure that organisational policies and strategy are followed and that required controls are in place.

Governance operates at the highest level of the organisation and is the responsibility of senior management.

In the service value system, governance provides oversight, direction, and accountability.

Governance evaluates, directs, and monitors organisational performance.

It ensures that the organisation remains aligned with stakeholder needs and complies with legal and regulatory requirements.

Governance does not manage day-to-day activities.
Instead, it sets direction and constraints within which management operates.

---

2. How This Applies to TakeCars (Car Rental Marketplace)

This video clarifies a very common ITIL confusion: governance versus management. This distinction is both exam-critical and practically important.

a) Governance at TakeCars = setting rules, not running operations

Governance answers questions like:

• What level of risk is acceptable?
• What markets do we operate in?
• What legal and compliance boundaries must be respected?
• What behaviours are unacceptable from hosts or guests?

Governance does not answer:

• Who replies to a support ticket today
• How a refund is processed step by step

---

b) Governance vs management in TakeCars terms

Governance (direction and control):

• Minimum insurance requirements
• Deposit and damage policies
• Host eligibility rules
• Cancellation and refund principles
• Regulatory compliance (consumer law, payments, data)

Management (execution):

• Support workflows
• Dispute handling
• Platform feature implementation
• Host onboarding execution

The exam will test this separation explicitly.

---

c) Governance in the Service Value System

Within the Service Value System:

• Governance evaluates performance
• Governance directs strategy
• Governance monitors outcomes

It does not:

• Design features
• Handle incidents
• Run value streams

For TakeCars, this means:

• You may personally do everything
• But conceptually, governance and management are still separate roles

---

d) Why governance matters in a marketplace

Without clear governance:

• Hosts push boundaries
• Risk increases silently
• Support teams make inconsistent decisions
• Legal exposure grows

Strong governance:

• Simplifies management decisions
• Reduces ambiguity
• Creates consistency across cities and hosts

---

3. Key Things to Read / Remember Right Before the Exam

Core governance definition (high probability)

• Governance ensures direction and control
• It operates at the highest organisational level
• It evaluates, directs, and monitors

If an answer mentions all three verbs, it is likely correct.

---

Governance vs management (classic exam question)

• Governance: sets direction and constraints
• Management: plans, builds, runs, and improves

If unsure, ask:

“Is this about deciding what should be done or doing it?”

---

Common exam traps

• Governance manages daily operations → False
• Governance replaces management → False
• Governance applies only to IT → False

---

One-line memory hook

Governance sets the rules and direction; management operates within them.

---

You have now completed a major Service Value System block:

• Guiding principles
• Governance
• Service value chain
• Practices
• Continual improvement

---

The guiding principles are recommendations that can guide an organisation in all circumstances, regardless of changes in goals, strategies, type of work, or management structure.

The guiding principles are universal and enduring.
They support decision-making and help organisations adopt and adapt service management practices.

There are seven guiding principles in ITIL.

The first guiding principle is focus on value.
Everything the organisation does should link back to value for customers and other stakeholders.

The second guiding principle is start where you are.
This means understanding the current state and not discarding what already works.

The third guiding principle is progress iteratively with feedback.
Improvements should be made in small steps, with regular feedback.

The fourth guiding principle is collaborate and promote visibility.
Working together and sharing information helps improve outcomes.

The fifth guiding principle is think and work holistically.
This means considering the whole system rather than individual parts.

The sixth guiding principle is keep it simple and practical.
Unnecessary complexity should be avoided.

The seventh guiding principle is optimise and automate.
Organisations should optimise processes before automating them.

The guiding principles apply to all aspects of the service value system and all practices.

---

2. How This Applies to TakeCars (Car Rental Marketplace)

This video is extremely exam-heavy and also very founder-relevant. The guiding principles are effectively a decision filter.

a) Guiding principles = daily decision rules at TakeCars

Almost every mistake in a marketplace can be traced to violating one of these principles.

---

b) Principle-by-principle mapping to TakeCars

1. Focus on value

• Value is not features
• Value is successful trips with low stress

Bad signal:

• Building something because competitors have it

Good signal:

• Reducing cancellations
• Reducing pickup confusion
• Increasing repeat bookings

---

2. Start where you are

• Do not rewrite the platform because it is “messy”
• Do not discard manual processes that still work

For TakeCars:

• Automate only after you understand current pain points
• Improve before replacing

---

3. Progress iteratively with feedback

• Small changes
• Fast feedback
• Adjust quickly

Examples:

• Test a new host rule with 10 hosts
• Pilot a new message template for one city

Large “big bang” releases are high risk.

---

4. Collaborate and promote visibility

For TakeCars:

• Hosts need visibility into expectations
• Support needs visibility into bookings
• You need visibility into where things break

Hidden work creates hidden failures.

---

5. Think and work holistically

• Fixing search alone will not fix cancellations
• Fixing support alone will not fix trust

Always think end-to-end:
Search → Book → Pickup → Trip → Return → Review

---

6. Keep it simple and practical

Exam loves this principle.

For TakeCars:

• Fewer rules beat complex policies
• One clear pickup instruction beats five optional notes
• Simple dashboards beat complex analytics

---

7. Optimise and automate

Critical exam nuance:

• Optimise first
• Automate second

Bad example:

• Automating a broken host onboarding flow

Good example:

• Fix onboarding
• Then automate reminders and checks

---

c) Exam insight

If a question asks:

“Which guiding principle applies?”

Look for keywords:

• Value
• Current state
• Feedback
• Collaboration
• Holistic
• Simple
• Automation

One of the seven is almost always the answer.

---

3. Key Things to Read / Remember Right Before the Exam

The seven guiding principles (must be memorised)

1. Focus on value
2. Start where you are
3. Progress iteratively with feedback
4. Collaborate and promote visibility
5. Think and work holistically
6. Keep it simple and practical
7. Optimise and automate

Wording matters. Do not paraphrase in the exam.

---

High-probability exam traps

• Automate before optimisation → Wrong
• Replace everything immediately → Wrong
• Guiding principles apply only to IT → Wrong

They apply everywhere.

---

One-line memory hook

The guiding principles are universal rules that help make good decisions in any situation.

---