Foundations Flashcards
A set of organizational capabilities for enabling value to customers in the form of services
Service Management
A means of enabling value co-creation by facilitating outcomes that customers want to achieve, without customers having to manage specific costs and risk
Service
The perceived benefits, usefulness and importance of something
Value
A configuration of an organization’s resources designed to offer value to a customer
Product
A person or a group of people that has its own functions with responsibilities, authorities and relationships to achieve its objectives
Organization
A person who defines requirements for services and takes responsibility for outcomes from service consumption
Customer
A person who uses services
User
A person who authorizes the budget for service consumption
Sponsor
A person with a (vested) interest in the service provision, this can include shareholders, executive, customers and users etc
Stakeholder
The tangible or intangible delivery of an activity
Output
A result for a stakeholder enabled by one or more activities
Outcome
The functionality offered by a product or service to meet a particular need
This is more easily understood as considering “what the service does”
Utility
The assurance that a product or service will meet agreed requirements
This is more easily understood as considering “how the service performs”
Warranty
A formal description of one or more services, designed to meet the needs of a target consumer group. This may include goods, access to resources and service actions
Service Offering
A cooperation between a service provider and a service consumer. These include service provision, service consumption and service relationship management
Service Relationship
A role performed by an organization in a service relationship to consume services
Service Consumer
A role performed by an organization in a service relationship to provide services to consumers
Service Provider
Joint activities performed by a service provider and a service consumer to ensure continual value co-creation based on agreed available service offerings
Service Relationship Management
A tangible or intangible delivery of an activity
Output
A result for a stakeholder enabled by one or more outputs
Outcome
The amount of money spent on a specific activity or resource
Cost
A possible event that could cause harm or loss or make it more difficult to achieve objectives. This can also be defined as uncertainty of outcome, and can be used in the context of measuring the probability of positive outcomes as well as negative outcomes
Risk
Activities performed by an organization to provide services.
Includes: Management of the provider’s resources, configured to deliver the service.
ensuring access to these resources for users.
fulfillment of the agreed service actions.
service level management and continual improvement.
the supplying of goods.
Service Provision
Activities performed by an organization to consume services.
Includes: Management of the consumer’s resources needed to use the service.
performed by users, including the provider’s resources, and requesting service actions to be fulfilled.
the receiving (acquiring) of goods.
Service Consumption
A recommendation that guides an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure. It is universal and enduring.
Guiding Principle
Organizations should not use just one or two principles but should consider the relevance of each of them and how they apply together. Not all principles will be critical in every situation but they should be reviewed on occasion.
Guiding Principle Interaction
Everything that the organizations does needs to map, directly or indirectly, to value for the stakeholders.
Encompasses many perspectives, including the experience of customers and users.
Focus on Value
Do not start from scratch and build something new without considering what is already available to be leveraged. There is likely to be a great deal in the current services, processes, programmes, projects, and people that can be used to create the desired outcome.
The current state should be investigated and observed directly to make sure it is fully understood.
Start Where You Are
Do not attempt to do everything at once. Even huge initiatives must be accomplished iteratively.
By organizing work into smaller, manageable sections that can be executed and completed in a timely manner, it is easier to maintain a sharper focus on each effort.
Using feedback before, throughout, and after each iteration will ensure that actions are focused and appropriate, even if circumstances change.
Progress Iteratively with Feedback
Working together across boundaries produces results that have greater buy-in, more relevance to objectives, and increased likelihood of long-term success.
Achieving objectives requires information, understanding, and trust. Work and consequences should be made visible, hidden agendas avoided, and information shared to the greatest degree possible.
Collaborate and Promote Visibility
No service, or element used to provide a service, stands alone. The outcomes achieved by the service provider and service consumer will suffer unless the organization works on the service as a whole, not just on its parts.
Results are delivered to internal and external customers through the effective and efficient management and dynamic integration of information, technology, organization, people, practices, partners, and agreements, which should all be coordinated to provide a defined value.
Think and Work Holistically
If a process, service, action, or metric fails to provide value or produce a useful outcome, eliminate it. In a process or procedure, use the minimum number of steps necessary to accomplish the objectives. Always use outcome-based thinking to produce practical solutions that deliver results.
Keep it Simple and Practical
Resources of all types, particularly HR, should be used to their best effect. Eliminate anything that is truly wasteful and use technology to achieve whatever it is capable of. Human intervention should only happen where it really contributes value.
Optimize and Automate
The complexity of organizations is growing, and it is important to ensure that the way an organization is structured and managed, as well as its roles, responsibilities, and systems of authority and communication, is well defined and supports its overall strategy and operating model.
Organizations and people
Four dimensions of service management
Organizations and people
information and technology
partners and suppliers
value streams and processes
When applied to the SVS, this dimension includes the information and knowledge necessary for the management of services, as well as the technologies required. It also incorporates the relationships between different components of the SVS, such as the inputs and outputs of activities and practices.
Information and Technology
A model for enabling on-demand network access to a shared pool of configurable computing resources that can be rapidly provided with minimal management effort or provider interaction.
Cloud Computing
On demand availability network access resource pooling rapid elasticity measured service
Key characteristics of cloud computing
This dimension encompasses an organization’s relationships with other organizations that are involved in the design, development, deployment, delivery, support, and/or continual improvement of services. It also incorporates contracts and other agreements between the organization and these.
Partners and Suppliers
Applied to the organization and its SVS, this dimension is concerned with how the various parts of the organization work in an integrated and coordinated way to enable value creation through products and services. The dimension focuses on what activities the organization undertakes and how they are organized, as well as how the organization ensures that it is enabling value creation for all stakeholders efficiently and effectively.
Value Streams and Processes
Describes how all the components and activities of the organization work together as a system to enable value creation. Each organization’s SVS has interfaces with other organizations, forming an ecosystem that can in turn facilitate value for those organizations, their customers, and other stakeholders.
ITIL Service Value Stream (SVS)
ITIL SVS Components
Guiding principles Governance Service value chain Practices Continual improvement
The six value chain activites
Plan improve engage design and transition obtain/build deliver and support
Represent the steps an organization takes in the creation of value. Each activity transforms inputs into outputs. These inputs can be demand from outside the value chain or outputs of other activities. All the activities are interconnected, with each activity receiving and providing triggers for further action.
Service Value Chain activities interconnect
The purpose of this value chain activity is to ensure a shared understanding of the vision, current status, and improvement direction for all four dimensions and all products and services across the organization.
Plan
The purpose of this value chain activity is to ensure continual improvement of products, services, and practices across all value chain activities and the four dimensions of service management.
Improve
The purpose of this value chain activity is to provide a good understanding of stakeholder needs, transparency, and continual engagement and good relationships with all stakeholders.
Engage
The purpose of this value chain activity is to ensure that products and services continually meet stakeholder expectations for quality, costs, and time to market
Design and Transition
The purpose of this value chain activity is to ensure that service components are available when and where they are needed, and meet agreed specifications.
Obtain/build
The purpose of this value chain activity is to ensure that services are delivered and supported according to agreed specifications and stakeholders’ expectations.
Deliver and support
The purpose of this ITIL practice is to protect the information needed by the organization to conduct its business. This includes understanding and managing risks to the confidentiality, integrity, and availability of information, as well as other aspects of information security, such as authentication (ensuring someone is who they claim to be) and non-repudiation (ensuring that someone can’t deny that they took an action).
Information security management
The purpose of this ITIL practice is to establish and nurture the links between the organization and its stakeholders at strategic and tactical levels. It includes the identification, analysis, monitoring, and continual improvement of relationships with and between stakeholders.
Relationship management
The purpose of this ITIL practice is to ensure that the organization’s suppliers and their performances are managed appropriately to support the seamless provision of quality products and services. This includes creating closer, more collaborative relationships with key suppliers to uncover and realize new value and reduce the risk of failure.
Supplier management
The purpose of this ITIL practice is to plan and manage the full lifecycle of all IT assets, to help the organization:
maximize value
control costs
manage risks
support decision-making about purchase, re-use, retirement, and disposal of assets
meet regulatory and contractual requirements
IT asset management
The purpose of this ITIL practice is to systematically observe services and service components, and record and report selected changes of state identified as events. This practice 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.
Monitoring and event management
The purpose of this ITIL practice is to make new changed services and features available for use
Release management
The purpose of this ITIL practice is to ensure that accurate and reliable information about the configuration of services, and the CIs that support them, is available when and where it is needed. This includes information on how CIs are configured and the relationships between them.
Service configuration management
The purpose of this ITIL practice is to move new or changed hardware, software, documentation, processes, or any other component to live environments. It may also be involved in deploying components to other environments for testing or staging.
Deployment management
The purpose of this ITIL practice is to align the organization’s practices and services with changing business needs through the ongoing improvement of products, services, and practices, or any element involved in the management of products and services.
Continual improvement
The purpose of this ITIL practice is to maximize the number of successful service and product changes by ensuring that risks have been properly assessed, authorizing changes to proceed, and managing the change schedule.
Change control (enablement)
The purpose of this ITIL practice is to minimize the negative impact of incidents by restoring normal service operation as quickly as possible.
Incident management
The purpose of this ITIL practice is to reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors.
Problem management
The purpose of this ITIL practice is to support the agreed quality of a service by handling all pre-defined, user-initiated service requests in an effective and user-friendly manner.
Service request management
The purpose of this ITIL practice 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 with all of its users.
Service desk
The purpose of this ITIL practice is to set clear business-based targets for service levels, and to ensure that delivery of services is properly assessed, monitored, and managed against these targets.
Service level management
The addition, modification, or removal of anything that could have a direct or indirect effect on services.
Change
An unplanned interruption to a service or reduction in the quality of service.
Incident
Any financially valuable component that can contribute to the delivery of an IT product or service.
IT asset
Any change of state that has significance for the management of a service or other configuration item (CI). Typically recognized through notifications created by an IT service, CI, or monitoring tool.
Event
A cause, or potential cause, of one or more incidents.
Problem
A problem that has been analyzed but has not been resolved.
Known error
A solution that reduces or eliminates the impact of an incident or problem for which a full resolution is not yet available. Some of these reduce the likelihood of incidents.
Workaround
A version of a service or other configuration item, or a collection of configuration items, that is made available for use.
Release
A view of the service catalogue, providing details on service requests for existing and new services, which is made available for the user.
Request catalogue
Any component that needs to be managed in order to deliver an IT service.
Configuration item (CI)
A set of tools, data, and information that is used to support service configuration management.
Configuration management system
The maximum acceptable period of time following a service disruption that can elapse before the lack of business functionality severely impacts the organization. This represents the maximum agreed time within which a product or an activity must be resumed, or resources must be recovered.
Recovery time objective (RTO)
The point to which information used by an activity must be restored to enable the activity to operate on resumption.
Recovery point objective (RPO)
A set of clearly defined plans related to how an organization will recover from a disaster as well as return to a pre-disaster condition, considering the four dimensions of service management.
Disaster recovery plans
A key activity in the practice of service continuity management that identifies vital business functions (VBFs) and their dependencies. These dependencies may include suppliers, people, other business processes, and IT services. This defines the recovery requirements for IT services. These requirements include RPOs, and minimum target service levels for each IT service.
Business impact analysis (BIA)
One or more metrics that define expected or achieved service quality.
Service level
A documented agreement between a service provider and a customer that identifies both services and the expected level of service.
Service level agreement
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 deliver.
Service request
What is the vision? where are we now? where do we want to be ? how do we get there? take action did we get there?
Continual improvement model
VOCR
Value Outcomes Costs Risks
Components of a service offering
Goods, Access to Resources, Service Actions
Formula for value
utility + warranty
