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ITIL4 > Foundation Essentials > Flashcards

Foundation Essentials Flashcards

1
Q

Value (BUI)

A

Is the perceived:

  1. benefits
  2. usefulness
  3. importance of something.
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2
Q

Service Management (CVS)

A

Is a:

  1. Set of specialized organizational capabilities
  2. Enabling value for customers
  3. In the form of services.
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3
Q

An organization can only develop specialized services when it understands:

A
  1. The nature of the value
  2. The nature and scope of it’s stakeholders
  3. How value created is enabled thru it’s services.
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4
Q

Service Provider

A

Is the organization or individual providing the service.

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5
Q

A Service Provider can be internal or external.

A

True

i.e. Help Desk, Licensing/Selling software

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6
Q

Stakeholder

A

can be a person or organization that has an interest or involvement in:

  1. A organization
  2. Product
  3. Service
  4. Practice
  5. Entity
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7
Q

Service Relationship is a cooperation between a service provider and service customer.

A

True

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8
Q

Service Relationships include:

A
  1. Service Provision
  2. Service Consumption
  3. Service Relationship Mgmt
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9
Q

A Service Consumer is the person or organizations receiving the service.

A

True

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10
Q

Most organizations will act as both the service provider and service consumer during a normal service delivery process.

A

True

i.e. buying parts to build a service they provide to consumers.

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11
Q

Consumers include:

A
  1. Customers
  2. Users
  3. Sponsors
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12
Q

Customers defines the requirements for the service and take responsibility for the outcomes of consumption for the service.

A

True

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13
Q

Users use the service

A

True

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14
Q

Sponsors authorizes the budget for service consumption or financial support for organizational initiative.

A

True

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15
Q

An individual might act as the customer, user and sponsor. Example: A person entering a contract with a mobile provider.

A

True

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16
Q

Defining roles supports better communication, relationships and stakeholder mgmt

A

True

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17
Q

Types of stakeholder value can include:

A
  1. Service Consumer: receives benefits, optimises costs and risk.
  2. Service Provider: Funding or customer loyalty, reputation enhancement and business dev.
  3. Service Provider Employee: Job satisfaction, financial rewards, professional dev.
  4. Society and community: Employment, taxes, corporate social responsibility initiatives.
  5. Charity Orgs: Financial and Non-Financial contributions.
  6. Shareholders: Dividends payed out.
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18
Q

The services an organization provides is based on one or more products.

A

True

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19
Q

Products are created from the configuration of resources available to the organization or individual that are designed to offer value to the customer/consumer.

A

True

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20
Q

Resources include: (PPPIVTS)

A
  1. People
  2. Information
  3. Technology
  4. Value Streams
  5. Processes
  6. Suppliers
  7. Partners
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21
Q

A Service is a means of enabling VALUE CO-CREATION, by facilitating outcomes that customers what to achieve, w/o the burden of cost and risk mgmt.

A

True

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22
Q

Service providers must consider (WOORCU) Costs, risk, outputs, outcomes, utility and warranty when delivering something to support value co-creation.

A

True

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23
Q

A Service Provider produces outputs, which helps it’s consumer to achieve their desired outcomes.

A

True

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24
Q

An Output is an:

A

Tangible or intangible deliverable of an activity.

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25
Q

An Outcome is a:

A

Result for a stakeholder enabled by one or more outputs.

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26
Q

Value is created when a service has more positive than negative effects.

A

True

Example: Supported outcomes, Costs Removed, Risk Removed.

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27
Q

A Service Provider needs to understand the costs of service provisions to ensure compliance with budgetary constraints and supporting profitability.

A

True

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28
Q

Cost is:

A

The amt of money spent of a specific activity or resource.

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29
Q

Risk is:

A

A possible event that could cause harm, loss, difficult to achieve objectives, uncertainty of outcome.

It can also be used to measure the probability of positive and negative outcomes.

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30
Q

Service Providers manage the detail of risk on behalf of the consumer.

A

True

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31
Q

Consumers participates in risk reduction by helping define the service and what it needs to do.

A

True

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32
Q

Service Providers assess the utility and warranty of a service to confirm if it will create/provide value.

A

True

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33
Q

Utility describes what the service does. (FIT FOR PURPOSE). Fit for what is was designed to do?

A

True

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34
Q

Utility describes:

A

What the service does and is it FIT FOR PURPOSE.
OR
The functionality offered by a product or service to meet a particular need.

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35
Q

Warranty describes:

A

How the service performs and is it FIT FOR USE.
OR
Is the assurance that a product or service or need will meet the agreed requirements.

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36
Q

Warranty covers availability, capacity, security, and continuity. The service must meet the levels required by the consumer.

A

True

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37
Q

A Service can provide utility by removing constraints from the consumer or supporting their performance or both.

A

True

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38
Q

Cost, risk, utility, and warranty all validate a service’s viability.

A

True

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39
Q

A Service Offering is:

A

A description of one or more services, designed to address the needs of a target consumer group.

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40
Q

Service Offerings may include goods, access to resources or service actions.

A

True

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41
Q

Goods: Ownership is transferred to the consumer. Example: Buying a car.

A

True

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42
Q

Access To Resources: Access is granted or licensed under agreed terms and conditions. Example: Mileage on leased car.

A

True

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43
Q

Service Actions: Are performed by the provider, according to the agreement, to address a consumer need. Example: Roadside Assistance under an 1hr

A

True

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44
Q

Service providers can offer the same product in to different consumers different ways. Example: Car lease w/option to buy, short/long term leases.

A

True

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45
Q

Service providers can offer services to consumers both within and external to their organization.

A

True

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46
Q

Service Relationships are a cooperation between a service provider and service consumer.

A

True

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47
Q

Service Provisions are activities performed by an organization to provide services.

A

True

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48
Q

Service Relationship Mgmt includes

A

Joint activities performed by a service provider and a service consumer to ensure continual value co-creation based on agreed and available service offerings.

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49
Q

Service Provisions includes:

A
  1. Mgmt of resources configured to deliver services
  2. Access to the resources for users/Supply of goods
  3. Fulfilment of agreed service actions
  4. Service performance mgmt
  5. Continual improvement
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50
Q

Service Consumption are activities performed by an organization to consume services.

A

True

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51
Q

Service Consumption includes:

A
  1. Mgmt of consumer resources needed to use the services
  2. Service use actions performed by users
  3. Receiving/Acquiring goods
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52
Q

Resources > Configure Products and Services > To Create Service Offerings ( Goods/Access To Resources/Services) > Leading To A Service Relationship

A

True

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53
Q

For most organization, The Service Relationship Model (Supply and Consumption) are usually a complex network of relationships.

A

True

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54
Q

A Guiding Principle is a recommendation that guides an organization in ALL circumstances, and remains constant.

A

True

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55
Q

Using Guiding Principles allows organizations to integrate multiple ways of working and management methods within Service Management.

A

True

Example: Some organizations follow Waterfall vs others follow Agile and Devops.

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56
Q

Guiding Principles allows different ways of working to be used, while making sure appropriate outcomes are delivered.

A

True

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57
Q

Waterfall is:

A

A development approach that is linear and sequential with distinct objectives for each phase of development.

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58
Q

Agile is:

A division of tasks into short phases of work and frequent reassessment and adaptation of plans.

A

An umbrella term for a collection of frameworks and techniques that together enable teams and individuals to work in a way that is typified by collaboration, prioritization, iterative and incremental, delivery and timeboxing such as Scrum, Lean and Kanban.

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59
Q

DevOPs is an organizational culture that aims to improve the flow of value to customers.

A

True

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60
Q

DeveOps focuses on culture, automation, Lean, measurements and sharing (CALMS)

A

True

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61
Q

Guiding Principles should support and encourage continuous improvement.

A

True

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62
Q

Guiding Principles apply across the entire organization, not all principles are relevant in every situation, but need to be reviewed for appropriateness.

A

True

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63
Q

The 7 ITIL Guiding Principles are:

VS,I/WF,C/V,S/P,O/A

A
  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
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64
Q

GP1: Focus On Value - “Everything an organization does should be linked directly or indirectly to to value – for itself, the customers or stakeholders.”

A

True

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65
Q

Focus on Value can include:

A
  1. Understanding and identifying the service consumer.
  2. Understanding the consumer’s perspective of value.
  3. Mapping value to intended outcomes w/the expectation of possible changes.
  4. Understanding the customer experience (CX) and/or user experience (UX).
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66
Q

CX or Customer Experience

A

The sum of the functional and emotional interactions with a service and service provider as perceived by a service consumer.

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67
Q

UX or User Experience or Digital

A

The experience of interacting with a product or service focusing on usability and aesthetics.

Example: User Interface ease of use, graphics, content, features, etc.

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68
Q

Service Providers need to know:

A
  1. Why are their services being used.
  2. What does their services help the cus. to do. (outcomes).
  3. How does it help cus. to achieve their goals.
  4. The cost and risk to the consumer.
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69
Q

Service Providers need to consider:

A
  1. How the consumer uses the service.
  2. How to motivate org. resources to focus on value delivery.
  3. How to ensure quality of service in daily operations,
  4. How to embed value on every process improvement initiative.
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70
Q

GP2: Start Where You Are:

Before for making a change or improvement, assess the current position and see if anything can be reused or built upon.

A

True

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71
Q

GP2: Start where you are includes:

A
  1. Assess where you are
  2. Observe current services, processes and methods
  3. Use measurements to analyze the current services, processes and methods.
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72
Q

To ensure GP2, service providers must consider:

A
  1. Be objective
  2. Assess whether current or services can be replicated and expanded.
  3. Use risk mgmt skills during decision making
  4. Determining that sometimes nothing from the current process can be used.
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73
Q

GP3: Progress Iteratively w/Feedback:

A

When the effort is broken up into smaller and manageable sections, work can be executed and completed in a timely manner.

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74
Q

Feedback can help service providers understand:

A
  1. End users and customer
  2. The efficiency and effectiveness of the services being offered and it’s value chain.
  3. The effectiveness of governance and and management controls.
  4. Interfaces/Relationships between the org, suppliers and partners.
  5. Consumer demand for products and services.
  6. Improvement opportunities, risks and other issues.
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75
Q

Working Iteratively and using feedback helps service providers to be:

A
  1. More flexible
  2. More responsive to changing requirements
  3. More able to identify and respond to failures
  4. More focused on quality
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76
Q

To successfully apply the “Work iteratively w/feedback”, service providers must:

A
  1. Comprehend the whole and start small.
  2. Seek feedback, b/c the ecosystem is always changing.
  3. Go fast/efficiently and steady with iterations.
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77
Q

GP4: Collaborate can be viewed as working together towards a shared goal, removing silos, and working together more effectively both inside and outside an organiztion.

A

True

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78
Q

GP4: Promoting Visibility makes work more transparent and helps everyone:

A
  1. Understand the priorities.
  2. Balance work and process improvements.
  3. Understand workflows.
  4. Understand impediments and bottlenecks.
  5. Identify areas of waste: time, resources and money
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79
Q

GP4: Applying principle to promote visibility and collaborating means:

A
  1. Collaborate doesn’t mean consensus: everyone doesn’t have to agree, but must know why the decision was made.
  2. Communicating to match audience: Different messaging to different stakeholders.
  3. Looking for visible data to support good decisions:
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80
Q

GP5: Thinking and Work Holistically means:

A

Working in an integrated way to handle its activities as a whole, rather than separate parts, focusing on the delivery of value. Complexity of system affects how the principle is applied. Higher complexity system more challenges.

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81
Q

Applying the principle to “Thinking and Work Holistically” means:

A
  1. Collaboration supports holistic thinking and working
  2. Supporting holistic work with automation
  3. Identifying patterns and interactions between system elements to help identify holistic view points.
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82
Q

GP5: Applying the principle to “Thinking and Work Holistically” means:

A
  1. Collaboration supports holistic thinking and working
  2. Supporting holistic work with automation
  3. Identifying patterns and interactions between system elements to help identify holistic view points.
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83
Q

GP6: Keep it Simple and Practical means always use the minimum amt of steps to accomplish a goal.

A

True

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84
Q

GP6: Outcome-based thinking should be used to produce practical thinking should be used to produce practical solutions that deliver valuable outcomes.

A

True

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85
Q

GP6: Processes and services are designed to meet the majority of business needs, and each exception can’t be designed for, unless a business rule is created as necessary.

A

True

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86
Q

GP6: Applying this principle service providers needs to ensure:

A
  1. Ensuring value in every activity
  2. Simplicity can be more valuable to create than complexity.
  3. Doing fewer things and doing them better.
  4. Avoiding unnecessary work
  5. Simplicity supporting quick wins
  6. Processes that are easy to understand
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87
Q

GP7: Optimize and Automate means:

A

Optimize means to make something as effective and useful as it needs to be.

Automation refers to the use of technology to perform a series of steps correctly and consistently with limited or no human interaction.

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88
Q

GP7: Before an activity can be effectively automated, it should be optimized to whatever degree possible and reasonable.

A

True

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89
Q

GP7: Optimization includes:

A
  1. Assessing the current state
  2. Agreeing to future state and prioritizing, focusing on simplification and and value.
  3. Agreeing to the context of the prioritization
  4. Ensuring stakeholder engagement and commitment
  5. Executing improvements iteratively
  6. Continually monitoring the impact of optimization
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90
Q

GP7: Automation includes:

A
  1. Focusing on simplification and optimization before and automation.
  2. Defining metrics to measure impact and value.
  3. Using complimentary guiding principles:
    a. Start where you are
    b. Focus on value
    c. keep it simple and practical
    d. progress iteratively w/feedback
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91
Q

The Four Dimensions of Service Mgmt are:

A
  1. Organizations and People
  2. Information and Technology
  3. Partners and Suppliers
  4. Value Streams and Processes
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92
Q

The Four Dimensions of Service Mgmt are relevant to all elements of the Service Value System.

A

True

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93
Q

Not considering the Four Dimensions of Service Mgmt can lead to services w/poor quality, efficiency or non-delivery of agreed products or services.

A

True

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94
Q

The Four Dimensions of Service Mgmt can overlap and interact in unpredictable ways and can lead to reduced value or no value at all.

A

True

Example: Focusing too much on tech instead of the people who will use it.

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95
Q

Economic, Social, Technological, Legal, Environmental, or Political factors can all affect the Four Dimensions of Service.

A

True

Example: Legal factors may restrict what info can be stored.

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96
Q

Dimension #1: Organization and People

A

It’s important to ensure the structure and management of an organization, it’s roles, responsibilities, systems of authorities and communication is well defined and supports it’s overall strategy and operating model.

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97
Q

Dimension #1: Organizations and People

A

It’s important to ensure the structure and management of an organization, it’s roles, responsibilities, systems of authorities and communication is well defined and supports it’s overall strategy and operating model.

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98
Q

D1: The Scope of Organizations and People includes:

A
  1. Formal Organizational Structures
  2. Culture
  3. Required Staffing and Competencies
  4. Roles and Responsibilities
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99
Q

D1: Culture is an essential part of an organization’s success or failure and includes:

A
  1. Trust
  2. Transparency
  3. Collaboration and shared values
  4. Leadership focusing/championing values
  5. Coordination
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100
Q

D1: An organization should also consider:

A
  1. Common objectives
  2. Breaking down silos
  3. Building T-shaped people with broad knowledge and deep specialization.
  4. Updating skills and competencies
  5. Leadership, mgmt, communication and collaboration styles.
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101
Q

Dimension #2: Organizations need to consider:

A
  1. What information is being managed by the services.
  2. What supporting info and knowledge are needed to deliver and manage services.
  3. How is the information and knowledge assets are protected, managed, archived and disposed of.
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102
Q

D2: Technology that supports IT Services includes:

A
  1. IT Architecture
  2. Databases
  3. Blockchain
  4. Cognitive Computing
  5. Applications (mobile as well)
  6. Communications Systems
  7. Artificial intelligence
  8. Cloud computing
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103
Q

D2: Technology that supports IT Service Mgmt include:

A
  1. Workflow Management
  2. Communication Systems
  3. Inventory Systems
  4. Mobile Platforms.
  5. Cloud Solutions
  6. Knowledgebases
  7. Analytical Tools
  8. Remote Collaboration
  9. Artificial Intelligence
  10. Machine Learning
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104
Q

D2: Most IT enabled services rely on effective information mgmt to deliver value. Info. mgmt. includes:

A
  1. Availability
  2. Reliability
  3. Accessibility
  4. Timeliness
  5. Accuracy
  6. Relevance
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105
Q

D2: Availability is the ability for an IT Service or other configuration item to perform its agreed function when required.

A

True

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106
Q

D2: Reliability is the ability of a product, service or other configuration item to perform its intended function for a specified period of time or number of cycles.

A

True

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107
Q

D2: Accessibility includes making sure info is inclusive and available to authorized parties.

A

True

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108
Q

D2: Timeliness includes making sure the info is available when required and appropriate.

A

True

109
Q

D2: Accuracy is ensuring that the info valid and correct according to requirements.

A

True

110
Q

D2: Relevance is information that’s applicable to how it needs to utilized or needed.

A

True

111
Q

Dimension #3: Partners and Suppliers encompasses an organizations relationships with other organization that are involved in the design, development, deployment, delivery, support and/or continual improvement of services, contracts and other agreements between the org, it’s partners, suppliers.

A

True

112
Q

D3: The scope of Partners and suppliers includes:

A
  1. Service providers/service consumer relationships
  2. An organization’s partner and supplier strategy
  3. Factors that influence supplier strategies
  4. Service integration and mgmt (SIAM)
113
Q

D3: Supplier and partner relationships range from simple, commodity services to complex partnerships with shared goals and risks.

A

True.

Few organizations operate completely independently and use no services from other organizations.

114
Q

D3: Service Integration and Mgmt is:

A

A mgmt methodology that uses a service integrator role to coordinate service relationships across all suppliers. Maybe executed internally or externally.

115
Q

D3: Factors that can affect the organizations supplier strategy are:

A
  1. Strategic Focus: Inhouse vs Outsourced
    2 Corporate Culture: Sourcing decisions based on cultural bias.
  2. Resource Scarcity: Outsourced due to demand
  3. Costs Concerns: Outsourced due to cheaper cost to deliver service.
  4. Subject Matter Expertise: External expertise not found in organization.
  5. External Constraints: Legislation or regulation can affect sourcing decisions.
  6. Demand Patterns: Spikes for demand, i.e. Seasonal/Holiday Shopping.
116
Q

Dimension #4: Value Streams and Processes is:

A

Concerned with how the various parts of the organization work in an integrated, coordinated way to enable value creation through products and services.

117
Q

D4: The dimension also focuses on what activities the organ. undertakes and how they are organized, as well as how the org ensures that it is enabling value creation for all stakeholders efficiently and effectively.

A

True

118
Q

D4: Value Streams and Processes Focuses define the activities , workflows, controls and procedures needed to achieve agreed objectives

A

True

119
Q

D4: The scope of this dimension is:

A
  1. Activities the organization undertakes
  2. How activities are organized
  3. How value creation is ensured for all stakeholders efficiently and effectively.
120
Q

D4: An organization needs to understand its value streams to improve its overall performance.

A

True

121
Q

D4: A value stream is a series of steps an organization undertakes to create and deliver products and services to consumers.

A

True

122
Q

D4: Organizations will:

A
  1. Examine work and map value streams
  2. Analyze streams and steps to identify waste
  3. Eliminate waste
  4. Identify improvements
  5. Continually optimize value streams
123
Q

D4: A Process is a set of interrelated or interacting activities that transforms inputs into outputs and are designed to accomplish a specific objective.

A

True

Example: Input > activities > Output

124
Q

D4: Value Streams and Processes for products and services help to define:

A
  1. The generic delivery model for the service, and how the service works.
  2. The value streams involved in delivering the agreed outputs of the service.
  3. Who, or what, performs the required service actions.
125
Q

The ITIL Service Value Chain is a model representing how all the components and activities of an organization work together to facilitate “Value Creation”.

A

True

126
Q

The ITIL Service Value Chain includes:

A
  1. Guiding Principles
  2. Governance
  3. Service Value Chain
  4. Practices
  5. Continual Improvement
  6. Inputs and outcomes
127
Q

Each organization’s SVC interfaces with other organizations, forming an ecosystem that can facilitate “Value” for those organizations, their customers and stakeholders.

Guiding Principles > Governance > Service Value Chain > Practices > Continual Improvement

A

True

128
Q

SVC: Oppty/Demand:

Oppty’s represent options to add value for stakeholders or improve the organization.

A

True

129
Q

SVC: Demand:

Demand is the need or desire for products and services that originates from internal and external consumers.

A

True

130
Q

SVC: Value: The outcome of the SVC is value. The SVC can enable the creation of different types of value for different stakeholders

A

True

131
Q

SVC: Guiding Principles: Are recommendations that can guide an organization in all circumstances, regardless of changes in goals, strategies, types of work or mgmt structure.

A

True

132
Q

SVC: Governance: Is the means by which an organization is directed and controlled thru the processes of evaluating, directing and controlling.

A

True

133
Q

SVC: Service Value Chain: is a set of interconnected activities that an organization performs in order to deliver a valuable product or service to

A

True

134
Q

SVC: Practices: The ITIL Practices are sets of organizational resources designed for performing work or accomplishing an objective.

A

True

135
Q

SVC: Continual Improvement: Is a recurring organizational activity performed at all levels to ensure performance is always aligned to changing stakeholders expectations.

A

True

136
Q

The Service Value Chain is the central element of the Service Value System.

A

True

137
Q

The SVC is an operating Model that outlines the key activities required to respond to demand and facilitate value thru products and services.

Plan > Design & Transition > (Demand) Obtain/Build (Engage) > Deliver/Support (Products /Services/Value)> Improve

A

True

138
Q

SVC activities include:

A
  1. Plan
  2. Improve
  3. Engage
  4. Design and Transition
  5. Obtain/Build
  6. Deliver and Support
139
Q

In SVC all interactions w/parties external to the service provider are performed via ENGAGE.

A

True

140
Q

In SVC all new resources are obtained thru OBTAIN/BUILD.

A

True

141
Q

In SVC all planning activities take place in the PLAN activity.

A

True

142
Q

In SVC component, product and service creation is performed in an integrated way throughout the

  1. DESIGN/TRANSITION
  2. OBTAIN/BUILD
  3. DELIVERY/SUPPORT

activities.

A

True

143
Q

Products and services, demand and value are SERVICE VALUE SYSTEM components and not VALUE CHAIN activities.

A

True

144
Q

SVC: PLAN - The PLAN value chain activity is to ensure a shared understanding of vision, current status, and improvement direction for all four dimensions and all products and services across the organization.

A

True

145
Q

SVC: Information inputs into the PLAN activity are used to create key outputs, including improvement opportunities.

A

True

146
Q

SVC: IMPROVE - The IMPROVE value chain activity ensures continual improvement of products, services and practices across all value chain activities and the four dimensions.

A

True

147
Q

SVC: IMPROVE

  1. DELIVER and SUPPORT provides service performance information >
  2. ENGAGE provides information about service elements provided externally >
  3. Outputs include IMPROVEMENT initiatives, status reports, and service performance information DESIGN and TRANSITION.
A

True

148
Q

SVC: ENGAGE - The ENGAGE value chain activity provides a good understanding of stakeholder needs, transparency, and continual engagement and good relationships with all stakeholders.

A

True

149
Q

SVC: ENGAGE - Provides oversight of requests and feedback from customers, as well as incidents to help identify IMPROVE opportunities.

A

True

150
Q

SVC: DESIGN and TRANSITION - The DESIGN and TRANSITION value chain activity ensures that products and services continually meet stakeholder expectations for quality, costs and time to market

A

True

151
Q

SVC: OBTAIN/BUILD - The OBTAIN/BUILD value chain activity ensures that service components are available when and where they are needed and meet agreed specifications.

A

True

152
Q

SVC: Organizations need to decide whether to create products and services themselves, or to use external resources, or a combination.

A

True

153
Q

SVC: DELIVER and SUPPORT - The DELIVER and SUPPORT value chain activity ensures that services are delivered and supported according to agreed specifications and stakeholder expectations.

A

True

154
Q

SVC: The DELIVER and SUPPORT activity will

  1. Receive new or updated services, including service components from OBTAIN/BUILD and
  2. User support tasks from IMPROVE.
  3. The outputs will include the new or updated service being offered to users.
A

True

155
Q

ITIL Practices are a set of organizational resources designed for performing work or accomplishing an objective.

A

True

156
Q

Each ITIL practice supports multiple service value chain activities.

A

True

157
Q

ITIL practices are made up of resources from the four dimensions of service mgmt:

  1. Organizations and people
  2. Information and technology
  3. Partners and suppliers
  4. Value streams and processes
A

True

158
Q

The ITIL Service Value System includes 34 practices:

  1. 14 General Mgmt Practices
  2. 17 Service Mgmt Practices
  3. 3 Technical Mgmt Practices
A

True

159
Q

GENERAL MANAGEMENT PRACTICES (14) - are adopted and adapted for service mgmt from business mgmt.

A

True

160
Q

SERVICE MANAGEMENT PRACTICES (17) - have been developed in service mgmt and IT service mgmt.

A

True

161
Q

TECHNICAL MANAGEMENT PRACTICES (3) - originated in technology mgmt and have been adapted for service mgmt.

A

True

162
Q

GENERAL MGMT PRACTICES:

  1. Information Security Mgmt - protects the information needed by the organization to conduct it’s business.

This includes understanding and managing risks to the confidentiality, integrity, and availability of information, authentification and non-repuditation.

A

True

163
Q

GENERAL MGMT PRACTICES:

  1. RELATIONSHIP MGMT - establishes and nurtures the links between the organization and its stakeholders at strategic and tactical levels.

This includes the identification, analysis, monitoring and continual improvement of relationships with and between stakeholders.

A

True

164
Q

GENERAL MGMT PRACTICES:

  1. SUPPLIER MGMT- ensures that the organization’s suppliers and their performances are managed appropriately to support the seamless provision of quality products and services >
  2. Including creating closer, collaborative relationships with key suppliers to uncover and realize new value and reduce the risk of failure.
A

True

165
Q

SERVICE MGMT PRACTICES:

  1. IT ASSET MGMT - Plans and manages the full lifecycle of al IT assets, to help the organization:

a. maximize value
b. control assets
c. manage risks
d. support decision making about purchase, re-use, retirement and disposal of assets.
e. meet regulatory and contractual requirements.

A

True

166
Q

An IT asset is any financially valuable component that can contribute to the delivery of an IT product or service.

A

True

167
Q

SERVICE MGMT PRACTICES:

  1. MONITORING AND EVENT MGMT: To systematically observe services and service components, and record and report selected changes of state identified as events.

This identifies and prioritizes infrastructure, services, business processes, and information security events, and establishes the appropriate response to those events, including responding to conditions that could lead to potential faults or incidents.

A

True

168
Q

An event is any change of state that has significance for the mgmt of a service or other configuration items, that is made available for use.

A

True

169
Q

SERVICE MGMT PRACTICES:

  1. RELEASE MGMT - makes new and changes services and features available for use.

A release is a version of service or another configuration item, or collection of configuration items, that is make available for use.

A

True

170
Q

SERVICE MGMT PRACTICES:

  1. SERVICE CONFIGURATION MGMT - ensures that accurate and reliable information about the configuration of services, and the configuration items that support them,
    b. is available when and where it is needed, including information on how configuration items are configured and the relationships between them.
A

True

171
Q

A configuration item (CI) is any component that needs to be managed in order to deliver an IT service.

A

True

172
Q

TECHNICAL MGMT PRACTICES:

  1. DEPLOYMENT MGMT - moves new or changed hardware, software, documentation, processes, or any other component to live environments, and deploying components to other environments for testing and staging.
A

True

173
Q

ITIL Practices In Dept:

A GENERAL MGMT PRACTICE:

CONTINUAL IMPROVEMENT

A

To align the organizations practices and services with changing business needs through the ongoing improvement of products, services and practices or any element of involved in the mgmt of products and services.

174
Q

ITIL Practices In Dept:

A GENERAL MGMT PRACTICE:

CONTINUAL IMPROVEMENT REGISGTER (CIR)

A

Continual improvement records improvement opportunities in the CONTINUAL IMPROVEMENT REGISTER.

Can be a written document, spreadsheet, or database.

It allows improvement ideas to be logged, prioritized, tracked and managed or:

  1. Documented
  2. Assessed
  3. Prioritized
  4. Implemented
  5. Reviewed
175
Q

ITIL Practices In Dept:

A GENERAL MGMT PRACTICE:

CONTINUAL IMPROVEMENT: ORGANIZATION

A

Improvement needs to happen at all levels:

  1. Leaders must embed continual improvement and build a culture that allows it to thrive.
  2. Has ownership of continual improvement activities and advocates across the organization.
  3. It must be seen as part of everyone’s role, All staff will/should participate in continual improvement activities.
  4. Suppliers and partners should also contribute to improvement initiatives, including contractual requirements for reporting and measuring improvements.
176
Q

ITIL Practices In Dept:

A GENERAL MGMT PRACTICE:

CONTINUAL IMPROVEMENT: ACTIVITIES

A
  1. Encouraging continual improvement activities across the organization.
  2. Securing time and budget for continual improvement activities.
  3. Assessing and prioritizing improvement opportunities.
  4. Making business cases for improvement action.
  5. Planning and implementing improvements.
  6. Measuring and evaluating improvement results.
  7. Coordinating improvement activities across the organization.
177
Q

ITIL Practices In Dept:

A GENERAL MGMT PRACTICE:

CONTINUAL IMPROVEMENT: TECHNIQUES & METHORDS

A
  1. LEAN
  2. MULTI-PHASE PROJECT
  3. MATURITY ASSETS
  4. DEVOPS
  5. BALANCED SCORECARD
  6. INCREMENTAL AND AGILE IMPROVEMENTS
  7. QUICK WINS
  8. SWOT ANALYSIS
178
Q

ITIL Practices In Dept:

A GENERAL MGMT PRACTICE:

CONTINUAL IMPROVEMENT MODEL

A

HOW DO WE KEEP THE MOMEMENTUM GOING

  1. WHAT’S THE VISION
    > business vision, goals and objectives
  2. WHERE ARE WE NOW
    > Perform a baseline assessments
  3. WHERE DO WE WANT TO BE
    > Define measurable targets
  4. HOW DO WE GET THERE
    > Define the improvement plan
  5. TAKE ACTION
    > Execute improvement actions
  6. DID WE GET THERE
    > Evaluate metrics and KPI’s
179
Q

ITIL Practices In Dept:

A GENERAL MGMT PRACTICE:

CONTINUAL IMPROVEMENT MODEL

A
  1. Provides a high-level guide for improvement initiatives.
  2. It allows organizations to focus on customer value and link back to their vision.
  3. Following the model allows work to be divided into manageable sections, so small goals are achieved and momentum is maintained.
  4. Improvement is not a one-off activity; as one improvement initiative completes, another begins.
180
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

CHANGE ENABLEMENT

A

To minimize the number of successful service and product changes by ensuring that risks have been properly assessed, authorizing changes to proceed, and managing the change scheduled.

181
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

CHANGE ENABLEMENT

A

A change is the addition, modification, or removal of anything that could have a direct or indirect effect on services.

182
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

CHANGE ENABLEMENT: CHANGE AUTHORITY

A

A CHANGE AUTHORITY is a person or group who authorizes a change is referred to in ITIL.

183
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

CHANGE ENABLEMENT: CHANGE AUTHORITY

A

Change Authority may be decentralized in organizations working at high speed and in AGILE environments, meaning peer review is more and becomes an indicator of high performance.

184
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

CHANGE ENABLEMENT: CHANGE AUTHORITY

A

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

185
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

CHANGE ENABLEMENT: CHANGE AUTHORITY

A

CHANGE ENABLEMENT must balance delivering benefits through successful changes and protecting live service from harmful changes.

CHANGE TYPES:

  1. Standard Change
  2. Normal Change
  3. Emergency Change
186
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

CHANGE ENABLEMENT: CHANGE TYPES

A

STANDARD CHANGE:

  1. Are low-risk, preauthorized changes.
  2. They are well documented and can be implemented without additional authorization.

Example: Giving a new employee access to approved software on a company server.

187
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

CHANGE ENABLEMENT: CHANGE TYPES

A

NORMAL CHANGE:

  1. Needs to be scheduled, assessed and authorized via the organizations defined process.
  2. Lower risks changes will need less scrutiny that high-risk changes.
  3. Many organizations have tools in place that manage change request workflows, automating the process where it makes sense to do so.
188
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

CHANGE ENABLEMENT: CHANGE TYPES

A

EMERGENCY CHANGE

  1. Needs to be implemented as soon as possible in response to an issue or a security.
  2. They are assessed and authorized when possible, but some steps may be excluded due to urgency.
  3. There may be a separate change authority for emergency changes.
189
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

CHANGE ENABLEMENT

A

Each organization will define it’s own scope for change enablement, including:

  1. IT Infrastructure
  2. Applications
  3. Documentation
  4. Processes
  5. Supplier relationships
  6. Any other relevant areas
190
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

INCIDENT MANAGEMENT

A

To minimize the negative impact of incidents by restoring normal service operation as quickly as possible.

191
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

INCIDENT MANAGEMENT

A

An incident is an unplanned interruption to or reduction in the quality of a service.

192
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

INCIDENT MANAGEMENT

A
  1. Incidents need to be logged, prioritized and resolved within agreed timescales.
  2. The might be escalated to a support team for resolution, depending on the product or service affected and how quickly the resolution is resolved.
  3. Needs to include quality, timely updates to the affected users which requires a high level of collaboration between teams.
193
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

INCIDENT MANAGEMENT

A

The INCIDENT MGMT practice activities include:

  1. DISIGN the incident mgmt practice. The practice has to react differently incidents to types, depending on their impact. Major incidents and security incidents might require special handling.
  2. PRIORITIZE the incidents. Incidents with the highest impact need to be resolved first. Classifications and timescales are agreed with consumers.
  3. USE AN INCIDENT MGMT TOOL: Have a tool for logging and managing incidents. The tool may provide links to changes, known errors and knowledge articles. It may also provide incident matching and links to problems.
194
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

INCIDENT MANAGEMENT: SWARMING

A

Some organizations use an incident mgmt technique called SWARMING.

A group of stakeholders work together until it becomes clear who is best placed to continue with the incident.

Collaboration like this supports information sharing and provides learning opportunities with the teams.

195
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

SERVICE REQUEST MANAGEMENT

A

Supports the agreed quality of a service by handling all pre-defined, user-initiated service requests in an effective and user friendly manner.

196
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE: SERVICE REQUESTS

A

A SERVICE REQUEST is a request from a user or a user’s authorized representative that initiates a service action which has been agreed as a normal part of service delivery.

197
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE: SERVICE REQUESTS

A

SERVICE REQUESTS are different from incidents because they are part of normal service delivery. Nothing has failed. They are handled using pre-defined and pre-agreed procedures, liasing with change enablement where necessary.

198
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE: SERVICE REQUEST TYPES

A

SERVICE REQUEST TYPES:

  1. Request for service delivery action
  2. Request for information
  3. Request for provision of a resource or service
  4. Request for access to a resource or service
  5. Feedback, compliments and complaints
199
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

SERVICE REQUEST MGMT

A
  1. Service Request Mgmt should be automated and standardized as much as possible.
  2. Continual improvement should be applied to service request mgmt.
  3. Policies should be used to allow requests to be fulfilled with appropriate authorization.
  4. User expectations should be clearly set.
  5. Requests that are actually incidents or changes need to be redirected to the appropriate practice.
200
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

SERVICE REQUEST MGMT

A
  1. Services requests can be simple or complex workflows.
  2. The steps in the workflows should be well-known and proven.
  3. The service provider will agree fulfillment times and provide clear status communication to users.
  4. Some requests can be fulfilled via self-service. Example: requesting access to a printer.
201
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE: THE SERVICE DESK

A

A SERVICE DESK is to capture demand for incident resolution and service requests.

Its should also be the entry point and single point of contact for the service provider with all of its users.

202
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE: THE SERVICE DESK

A

A SERVICE DESK will capture and funnel demand:

  1. ACKNOWLEDGE: the user needs to know that their contact has been received. EXAMPLE: Issues reported via email receiving an auto-acknowledgement.
  2. CLASSIFY: classification helps the service desk to understand what they are dealing with and how important it is.
  3. OWN: ownership ensures no issue or request gets ‘lost’ between teams or systems.
  4. ACT: resolving things to the user’s satisfaction.
203
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

THE SERVICE DESK CHANNELS

A

SERVICE DESK CHANNELS include:

  1. Telephones
  2. Service Portals
  3. Mobile Applications
  4. Live chat and chatbots
  5. Email
  6. Walk-in
  7. Text messages and social media messages
  8. Public and private discussion forms
204
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE: THE SERVICE DESK

A

THE SERVICE DESK may be centralized or virtual.

  1. Virtual - Agents can work from multiple locations, using technology to allow them to collaborate.
  2. Centralized - The service desk is a team working in a single location.
205
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE: THE SERVICE DESK

A

Service Desk staff are very technical, others are less technical and work more closely with technical teams within the organization.

Service Desk staff includes:

  1. Empathy
  2. Emotional Intelligence
  3. Effective Communication
  4. Customer Service Skills
  5. Understanding of business priority, incident analysis and prioritization.
206
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

SERVICE DESK TECHNOLOGIES

A

Technologies that support service desks include:

  1. Intelligent telephony systems.
  2. Workforce management/resource planning systems
  3. Call recording and quality control
  4. Dashboard and monitoring tools
  5. Workflow systems
  6. Knowledge base
  7. Remote access tools
  8. Configuration mgmt systems
207
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

PROBLEM MANAGEMENT

A

PROBLEM MANAGEMENT reduces the likelihood and impact of incidents by identifying actual and potential causes of incidents and managing workarounds and known errors.

208
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

PROBLEM MANAGEMENT

A

A PROBLEM is a cause or potential cause of one or more incidents.

Requires investigation and analysis to identify the causes, develop workarounds, and recommend longer-term resolution to reduce the number and impact of future incidents.

209
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

PROBLEM MANAGEMENT

A

A WORKAROUND is a solution that reduces or eliminates the impact of an incident or problem for which a full resolution is not yet available.

Some workarounds reduce the likelihood of incidents.

Workaround are documented in problem records, and then reviewed and improved as problem analysis progresses. Simple or complex.

Example: Asking a user to reboot a computer.

210
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

PROBLEM MANAGEMENT

A

A KNOWN ERROR is a problem that has been analyzed but not yet resolved.

Known errors are documented and made available to other practices.

211
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

The phases of PROBLEM MANAGEMENT

A

The phases of PROBLEM MANAGEMENT:

  1. Problem Identification
  2. Problem Control
  3. Error Control
212
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

The phases of PROBLEM MANAGEMENT

A

PROBLEM IDENTIFICATION activities identify and log problems.

They include:

  1. Trend analysis of data including incident need.
  2. Detection of recurring issues.
  3. Identifying whether major incidents might occur.
  4. Working with suppliers and partners.
  5. Analyzing information from developers, testing and project teams.
213
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

The phases of PROBLEM MANAGEMENT

A

PROBLEM CONTROL activities include:

  1. Problem analysis, prioritization and management based on risk.
  2. Documenting workarounds.
  3. Documenting known errors.
214
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

The phases of PROBLEM MANAGEMENT

A

ERROR CONTROL activities include:

  1. Identifying potential permanent solutions.
  2. Ongoing management and reassessment of known errors.
  3. Ongoing management and improvement of workarounds.
215
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

PROBLEM MANAGEMENT

Interfaces with other practices including change enablement and incident management as part of its role.

A

True

216
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

SERVICE LEVEL MANAGMENT

A

SERVICE LEVEL MANAGEMENT sets clear business based targets for service levels, and to ensure that delivery of services is properly assessed, monitored, and managed against those targets.

217
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

SERVICE LEVEL MANAGMENT

A

A SERVICE LEVEL is one or more metric that define expected or archived service quality.

218
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

SERVICE LEVEL AGREEMENTS

A

A SERVICE LEVEL AGREEMENTS (SLA’s) is a documented agreement between a service provider and a customer that identifies both services required and the expected level of service.

SLA agreements are used to measure the service performance from the customer point of view.

219
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

SERVICE LEVEL AGREEMENTS

A

SLA’S need to:

  1. Relate to a defined service so the scope is clear.
  2. Relate to outcomes, not just operational metrics like 99% availability.
  3. Reflect agreement between customer and service provider.
  4. Be simple to read and understand.
220
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

SERVICE LEVEL MANAGEMENT

A

SERVICE LEVEL MANAGEMENT provides end-to-end visibility of an organization’s services:

  1. It establishes a shared view of services and target service levels.
  2. It collects, analyses, stores and reports on relevant metrics.
  3. It performs service reviews and identifies.
  4. It captures and reports on service issues.
221
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

SERVICE LEVEL MANAGEMENT

A

SERVICE LEVEL MANAGEMENT key skills includes:

  1. Relationship management
  2. Business Liaison
  3. Business Analysis
  4. Supplier Mgmt
222
Q

ITIL Practices In Dept:

A SERVICE MGMT PRACTICE:

SERVICE LEVEL MANAGEMENT

A

SERVICE LEVEL MANAGEMENT will collect information from:

  1. Business Metrics, which measure business activities such as making a sale or processing an invoice.
  2. Operational Metrics, which help to build a picture of overall performance and whether outcomes are being met.
  3. Customer feedback, including surveys and defined business-related measures.
  4. Customer engagement including initial conversations and listening, discovery and information capture, measurement and ongoing process discussions, and asking simple open-ended questions.
223
Q

The 4 Dimensions of SERVICE MGMT:

Delivers value to customers in the form of products and services.

4 P’s: People, Product, Partners, Processes

A
  1. ORGANIZATIONS & PEOPLE
  2. INFORMATION & TECHNOLOGY
  3. PARTNERS & SUPPLIERS
  4. VALUE STREAMS & PROCESSES
224
Q

4DIMSMGMT: ORGANIZATION & PEOPLE

A
  1. Roles, Systems of Authority, Communication are well defined,
  2. Org Structured and managed,
  3. right culture to support goals and objectives,
  4. Capacity and competency is aligned to support overall strategy and operational mode.
225
Q

4DIMSMGMT:INFORMATION & TECHNOLOGY

A
  1. Info & Tech both apart of svcs and used to manage the services during provision and consumption and the technologies used to support and enable the svcs.
  2. SVC Technologies: Workflow Mgmt Systems, Knowledgebases, Inventory and communication systems, analytical tools.
226
Q

4DIMSMGMT:PARTNERS & SUPPLIERS

A
  1. Involves the design, development, deployment, delivery, support and continual improvement of services.
  2. Incorporates contracts and agreement between the org and it’s partners/suppliers.
227
Q

4DIMSMGMT: VALUE STREAMS & PROCESSES

A
  1. Includes defining activities, workflows, controls and procedures needed to achieve agreed objectives, what activities undertaken
  2. How are they organized and prioritized to enable value creation efficiently and effectively.
228
Q

Guiding Principles A recommendation that can guide an organization regardless of the circumstances.

Governance is a means by which an organization is controlled

SV

A
  1. Focus on Value
  2. Collaborate and Promote Visibility
  3. Start where you are
  4. Think and work holistically
  5. Progress iteratively w/ feedback
  6. Keep it simple and practical
  7. Optimize and automate
229
Q

Guiding Principles A recommendation that can guide an organization regardless of the circumstances.

A
  1. Focus on Value
  2. Collaborate and Promote Visibility
  3. Start where you are
  4. Think and work holistically
  5. Progress iteratively w/ feedback
  6. Keep it simple and practical
  7. Optimize and automate
230
Q

Guiding Principles A recommendation that can guide an organization regardless of the circumstances.

A
  1. Focus on Value
  2. Collaborate and Promote Visibility
  3. Start where you are
  4. Think and work holistically
  5. Progress iteratively w/ feedback
  6. Keep it simple and practical
  7. Optimize and automate
231
Q

18 ITIL Processes - Info Security Mgmt:

A

Protecting an organization by understanding and managing risks to the confidentiality, integrity and availability of information.

232
Q

18 ITIL Processes - Relationship Mgmt

A

Establishing and nurturing links between an organization and it’s stakeholders at strategic and tactical levels.

233
Q

18 ITIL Processes - Supplier Mgmt

A

Ensuring an organization’s suppliers and their performance are managed appropriately to support provision of seamless, quality products and services.

234
Q

18 ITIL Processes - Availability Mgmt

A

Ensuring services deliver agreed levels of availability to meet of customers and users needs.

235
Q

18 ITIL Processes - Info Security Mgmt

A

Protecting an organization by understanding and managing risks to the confidentiality, integrity and availability of information.

236
Q

18 ITIL Processes - Capacity & Performance Mgmt

A

Ensuring services achieve agreed and expected performance, satisfying current and future demand in a cost effective way.

237
Q

18 ITIL Processes - IT Asset Mgmt

A

Planning and managing the full lifecycle of all IT assets.

238
Q

18 ITIL Processes - IT Asset Mgmt

A

Planning and managing the full lifecycle of all IT assets.

Configurations Svcs and Mgmt

239
Q

18 ITIL Processes - Service Continuity Mgmt

A

Ensuring service availability and performance is maintained at a sufficient level in the event of a disaster.

240
Q

18 ITIL Processes - Service Continuity Mgmt

A

Ensuring service availability and performance is maintained at a sufficient level in the event of a disaster.

241
Q

18 ITIL Processes - Monitoring and Event Mgmt

A

Systematically observing services and service components, and recording and reporting selected changes of state identified as events.

242
Q

18 ITIL Processes - Release Mgmt

A

Release and Deployment Mgmt - Making new and changed services and features available for use.

243
Q

18 ITIL Processes - Release Mgmt

A

Release and Deployment Mgmt - Making new and changed services and features available for use.

Deployment: Making a stoodup service available for consumers.

244
Q

18 ITIL Processes - Service Configuration Mgmt

A

Ensuring accurate and reliable information about the configuration of services and the configuration items that support them is available when and where needed.

245
Q

18 ITIL Processes - Deployment Mgmt

A

DeveOps practice of continuous deployment and improvement - Moving new and changed hardware, software, documentation, processes, or any other service component to live environments.

246
Q

18 ITIL Processes - Deployment Mgmt

A

DeveOps practice of continuous deployment and improvement - Moving new and changed hardware, software, documentation, processes, or any other service component to live environments.

Faster releases before deploying

247
Q

18 ITIL Processes - Continual Improvement

A

Aligning an organization’s practices and services with changing business needs through ongoing identification and improvement of all elements of effective management of products and services.

248
Q

18 ITIL Processes - Change Control

A

Ensuring risks are properly assessed, authorizing changes to proceed, and managing a change schedule to maximize the number of successful IT changes.

249
Q

18 ITIL Processes - Incident Mgmt

A

Minimizing the negative impact of incidents by restoring normal service operation as quickly as possible.

250
Q

18 ITIL Processes - Problem Mgmt

A

Reducing the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and know errors.

251
Q

18 ITIL Processes - Service Request Mgmt

A

Supporting the agreed quality of a service by handling all predefined, user-initiated service requests in an effective and user friendly way.

252
Q

18 ITIL Processes - Service Desk

A

Capturing demand for incident resolution and service requests.

253
Q

18 ITIL Processes - Service Desk

A

Capturing demand for incident resolution and service requests.

Single Point of Contact between provider and users

254
Q

18 ITIL Processes - Service Level Mgmt (SLA’s)

A

Setting clear busines-based targets for service performance so that the delivery of a service can be properly assessed, monitored, and managed against these targets.

255
Q

Provider/Supplier > IT Service > Value > Outcome >

  1. User
    2 Sponsor
  2. Customer
  3. Other
A

True

256
Q

Outcomes are the stakeholder results enabled by one or more outputs.

A

True

257
Q

Value is the perceived and reality benefits, usefulness, or importance of something to a stakeholder.

Value has a subjective quality and changes over times depending on customer needs and context, tech, available alternatives.

Value is cocreated by all stakeholders and is multidirectional.

A

True

258
Q

Outputs are both tangible and intangible deliverables.

A

True

259
Q

Value is the perceived and reality benefits, usefulness, or importance of something to a stakeholder.

A

True

260
Q

ITISM specialized capabilities include:

A
  1. Organizations and People
  2. Information and Technology
  3. Partners and suppliers
  4. Value Streams and processes
  5. Configuration Mgmt and Knowledges.
261
Q

Value is a function of both IT Service Mgmt and its Practices

A

True

262
Q

ITIL is a set of IT service mgmt best-practice publications.

A

True

263
Q

ITIL is the most widely used in IT service mgmt approach written into IT Tools, RFP’s, etc.

A

True

264
Q

ITIL is vendor neutral, non prescription and descriptive. On getting the outcomes, right and clear, thru best practices.

A

True

265
Q

ITIL compliments other frameworks:

A 
Agile
DevOPS
Lean-IT
ISO/IEO 2000, 9000
PMBOK/Prince2
Six Sigma
COBIT
ISPL
Verism
FITSM
ITS-CMM
TOGAF
ITUP
MOF/MSF
AS-8015
BISL
266
Q

ITIL compliments other frameworks:

A 
Agile
DevOPS
Lean-IT
ISO/IEO 2000 (IT Service Mgmt), 9000
PMBOK/Prince2
Six Sigma
COBIT
ISPL
Verism
FITSM
ITS-CMM
TOGAF
ITUP
MOF/MSF
AS-8015
BISL
M_O_R
267
Q

ITIL 3 - 2007/11: Traditional IT (Physical, some virtual, on-premises. 26 Processes, 4 Functions arranged in a life cycle.

A

True

268
Q 
ITIL 4 - 2019: Hybrid of traditional IT and cloud, mobile.
34 Practices (Lean, DevOps, Agile) in a service value chain.
A

True

ITIL4 (1 decks)

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