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High Velocity IT and Drive Stakeholder Value > DSV > Flashcards

DSV Flashcards

1
Q

A reciprocal relationship between a service provider and a service consumer, through which value is created

A

Service Interaction

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2
Q

Any event, in which a service consumer or potential service consumer has contact with the service provider and/or its products and resources

A

Point of Contact

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3
Q

The totality of experiences that service customers have with one or more service poviders and/or their products through touchpoints and service interactions

A

Customer Journey

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4
Q

Elicitation of information (goals, requirements, constraints) from stakeholders” and “Identifying business needs and translating these into well-articulated requirements and/or a solution proposal

A

business analysis’ practice

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5
Q

to provide a single source of consistent information on all services and service offerings, and to ensure that it is available to the relevant audience.

A

The purpose of Service Catalogue management (SCM) practice

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6
Q

ensure that the organization has the right mix of programmes, projects, products, and services to execute the organization’s strategy within its funding and resource constraints

A

The purpose of the portfolio management practice

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7
Q

understanding different user profiles and influencing their behaviour; capacity and performance management represents the other side of the equation

A

Managing demand

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8
Q

a method of tracking service consumer behaviour in order to understand consumers’ needs and to enable targeted marketing campaigns

A

Profiling

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9
Q

The objective is to enable the service provider to group customers based on their needs and behaviour, so that the service provider can address them accordingly.

A

Market segmentation

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10
Q

An explicit promise made by a service provider to its customers that it will deliver a particular bundle of benefits

A

value proposition

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11
Q

represents “the overall perception of the touchpoints and interactions between the service consumer and the service provider.”

A

customer journey

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12
Q

a strategic tool that provides input for the organization’s strategy and direction, as well as for internal policies and procedures.”

A

PESTLE analysis

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13
Q

involves four specific aspects of an organization: the internal strengths and weaknesses, and the external opportunities and threats

A

SWOT analysis

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14
Q

Many are related to the service interface performance; others may indicate user satisfaction with either interface, or the service in general

A

experience metrics

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15
Q

typically addresses such areas as the availability of the service, its capacity, levels of security, and continuity.

A

Warranty

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16
Q

are often binary (it works or it does not work) …if some functions of a system are unavailable or performed with a high number of errors, they can be assessed as a percentage of agreed…

A

Utility characteristics

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17
Q

takes place after the agreement is reached about starting service relationship or expanding the scope of existing relationship, and before service consumption starts

A

Onboarding

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18
Q

can become a powerful means of communication and cooperation between users and service providers

A

Communities

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19
Q

a charging option where “The price is comparable with similar service offerings on the market.”

A

Market rate

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20
Q

Setting different charges for different usage of the same or similar services at different times

A

Differential charging

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21
Q

to “analyse a business or some element of it, define its associated needs, and recommend solutions to address these needs and/or solve a business problem, which must facilitate value creation for stakeholders”

A

The purpose of the ‘business analysis’ practice

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22
Q

“set clear business-based targets for service levels, and to ensure that delivery of services is properly assessed, monitored, and managed against these targets

A

The purpose of the ‘service level’ management practice

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23
Q

to provide a single source of consistent information on all services and service offerings, and to ensure that it is available to the relevant audience

A

The purpose of the ‘service catalogue’ management practice

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24
Q

ensure that the organization has the right mix of programmes, projects, products, and services to execute the organization’s strategy within its funding and resource constraints

A

The purpose of the ‘portfolio management’ practice

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25
Q

The most popular ways to understand and evaluate service provider capabilities are through

A

audits and maturity assessments

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26
Q

can be valuable components of service interactions during normal operations, incidents, and other difficulties

A

User communities

27
Q

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

A

the service desk practice

28
Q

In the context of an organization’s culture, it may include such aspects as: No-blame cooperation and collaboration”. “it is applied in conjunction with others … to develop, communicate and maintain a set of values and principles

A

Relationship management practice

29
Q

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

A

The purpose of the supplier management practice

30
Q

It is used to “identify important stakeholders and their needs

A

stakeholder analysis

31
Q

A widely used technique to explore the external context of an organization

A

PESTLE analysis.

32
Q

A PESTLE analysis covers six areas

A

political, economic, sociological, technological, legal, and environmental, that are likely to affect the business.

33
Q

analyse a business or some element of it, define its associated needs, and recommend solutions to address these needs and/or solve a business problem, which must facilitate value creation for stakeholders

A

business analysis practice

34
Q

a key touchpoint or service interaction between the service provider and a user in which the user forms or changes his or her impression of any aspect of the service experience, service organization, products, or services

A

A moment of truth

35
Q

influencing the service consumers to regulate the rate at which work arrives

A

Smoothing demand

36
Q

It addresses how designers should think in order to create innovative solutions that fit user needs

A

Design thinking

37
Q

increasing the ability of the service provider to provide services in future, or increasing the ability of the service consumer to consume services in future

A

Elevating capabilities

38
Q

a product with just enough features to satisfy early customers and to provide feedback for future product development

A

A minimum viable product

39
Q

a simple prioritization technique for managing requirements

A

MoSCoW method

40
Q

the product and the service focus on what users need and on the user experience

A

User-centered design

41
Q

Lean technique for illustrating and analysing the logic of a value stream

A

Value stream mapping

42
Q

used to identify areas for improvement.

A

Value stream mapping

43
Q

often used in the decision process, combining the most important criteria and their worth

A

decision matrix

44
Q

The customers and users need to be put at the centre of the design process. This requires a genuine understanding of the customers and users beyond statistical descriptions and empirical analyses of their needs

A

‘user-centered’ principle

45
Q

including stakeholders in the design process.

A

co-creative principle

46
Q

deconstructs customer journeys into single touchpoints and service interactions. These, when combined, create service moments

A

‘sequencing’ principle

47
Q

using physical evidence or artefacts” to “trigger the memory of positive service moments.” Thus, “through emotional association, they can continue to enhance a customers’ experience

A

‘evidencing’ principle

48
Q

Readiness to change is crucial for a…

A

partnership

49
Q

openness and trust are the key factors of mutual success in a…

A

partnership

50
Q

Ad-hoc reviews are appropriate for a…

A

A basic relationship

51
Q

Continual tracking and analysis of the outcomes, costs and risks is appropriate for a

A

partnership relationship

52
Q

can be summarized as ‘what the service does’ and can be used to determine whether a service is ‘fit for purpose

A

Utility

53
Q

typically addresses such areas as the availability of the service, its capacity, levels of security, and continuity

A

Warranty

54
Q

a seamless user journey, in which is it possible to switch between channels without losing or corrupting information”. This approach also ensures information is available to all stakeholders

A

Omnichannel communications

55
Q

all the activities necessary for a service consumer to start using the service and a service provider to be ready to deliver the service

A

Onboarding

56
Q

Customer journey design is part of

A

service design

57
Q

Assessing mutual readiness and maturity is part of

A

the engage step of the customer journey

58
Q

enables service provision and consumption

A

Effective onboarding

59
Q

setting service level targets and ensuring those targets are met

A

service level management

60
Q

ensure that user requirements are captured, made available to relevant parties, met, and regularly reviewed

A

service level management

61
Q

ensures that the organization has the right mix of services by guiding investment decisions

A

portfolio management

62
Q

It not only identifies the investments with the highest payoff, but also analyses and tracks investments based on the value of services to the service provider and its customers

A

portfolio management

63
Q

a valuable tool for marketing services to internal customers

A

service catalogue

64
Q

a workload profile of one ore more business activities.

A

PBA (patterns of business activity)

High Velocity IT and Drive Stakeholder Value (4 decks)

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