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ITIL 4 > ITIL > Flashcards

ITIL Flashcards

1
Q

Organization

A

A person or a group of people that has its own functions with responsibilities, authorities, and relationships to achieve its objectives
A single person or a team
A complex network of legal entities united by common objectives, relationships and authorities.

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2
Q

Service management

A

is defined as a set of specialized organizational capabilities for enabling value to customer in for the form of services

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3
Q

Value

A

The perceived benefits, usefulness, and the importance of something.

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4
Q

Service Providers

A

organizations who deliver services

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5
Q

Customer

A

The role that defines requirements for services and takes responsibility for outcomes from service consumption

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6
Q

User

A

the role that uses services

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7
Q

Sponsor

A

The role that authorizes the budget for service consumption

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8
Q

Stakeholder

A

a person or organization that has an interest or involvement in an organization, product, service, practice, or other entity

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9
Q

Cost

A

the amount of money spent on a specific activity or resource.

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10
Q

Service

A

a means of enabling value cocreation by facilitating outcomes that customers want to achieve, without the customer having to manage specific costs and risks

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11
Q

Product

A

a configuration of resources, created by the organization, that will be potentially valuable for their customers.

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12
Q

Service Offering

A

a description of one or more services, designed to address the needs of a target consumer group, a service offering may include goods, access to resources, and service actions.

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13
Q

Output

A

is a tangible or intangible deliverable of an activity

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14
Q

Outcome

A

is a result for a stakeholder enabled by one or more outputs

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15
Q

Risks

A

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

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16
Q

Utility

A

The functionality offered by a product or service to meet a particular need
What the service does
Can be used to determine whether a service is fit for purpose
Requires that a service support the performance of the consumer or remove constraints from the consumer

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17
Q

Warranty

A

the assurance that a product or service will meet agreed requirements
How the service performs
Can be used to determine whether a service is fit for use
Typically addresses areas such as availability, capacity, service levels, and continuity
Requires that a service has defined and agreed conditions that are met
Marketing message

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18
Q

Four Dimensions

A

Organizations and people
Information and technology
Partners and suppliers
Value streams and processes

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19
Q

Organizations and people

A

Formal organizational structures
Culture
Required staffing and competencies
Roles and responsibilities

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20
Q

Information and technology

A

Information and knowledge
Technologies
Relationships between the components
“Data” “Products”

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21
Q

Partners and suppliers

A

Service provider/service consumer relationship
Organizations partner and supplier strategy
Factors that influence supplier strategies
Service partnership
Share common goals and risks
Collaborate to achieve desired outcome
Goods and service supply
Formal contracts
Clear separation of responsibility

Service integration and management involves the use of a specially established integrator to ensure that service relationships are properly coordinated.

Service integration and management may be kept within the organization but can also be delegated to a trusted partner.

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22
Q

Value streams

A

define the activities, workflows, controls and procedures needed to achieve agreed objectives.

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23
Q

Process

A

is a set of interrelated or interacting activities that transform inputs into outputs

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24
Q

SVS - Service Value System

A

is to ensure that the organization continually co-creates value with all stakeholders t through the use and management of products and services

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25
Q

What are the inputs of a Service Value System (SVS)

A

Opportunities and Demand

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26
Q

Opportunities

A

represent options or possibilities to add value for stakeholders or otherwise improve the organization

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27
Q

Demand

A

is the need or desire for products and service among internal and external customers.

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28
Q

What are the components of the SVS

A

Guiding principles
Governance
Service Value Chain
Practices
Continued improvement

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29
Q

Guiding principles

A

Are recommendations that can guide an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure

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30
Q

Governance

A

is the means by which an organization is directed and controlled

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31
Q

Service value chain (SVC)

A

is a set of interconnected activities that an organization performs in order to deliver a valuable product or service to its consumer and to facilitate value realization

SVC are specific combinations of activities and practices, and each one is designed for a particular scenario.

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32
Q

Practices

A

are sets of organizational resource designed for performing work or accomplishing an objective

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33
Q

Continued improvement

A

is a recurring organizational activity performed at all levels to ensure that organizations performance continually meets stakeholders expectations.

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34
Q

What are the Service Value Chain Activities?

A

Plan
Engage
Design and transition
Obtain/build
Deliver and support
Improve

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35
Q

Plan

A

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.

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36
Q

Engage

A

is to provide a good understanding of stakeholder needs, continual engagement with all stakeholders, transparency and good relationships with all stakeholders.

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37
Q

Design and transition

A

is to ensure that products and services continually meet stakeholder expectations for quality, costs, and time to market

38
Q

Obtain/build

A

ensure that service components are available when and where they are needed and meet agreed specification.

39
Q

Deliver and support

A

is to ensure that services are delivered and supported according to agreed specification and stakeholders’ expectations.

40
Q

What are the 7 Guiding Principles?

A

FCPS TKO

Focus on value
Start where you are
Progress iteratively with feedback
Collaborate and promote visibility
Think and work holistically
Keep it simple and practical
Optimize and automate

41
Q

Focus on Value

A

Everything the organization does should link back, directly or indirectly, to value for itself, its customers, and other stakeholders.
Focus on value - Focused on the creation of value for service consumers. However, a service also contributes value for the organization and other stakeholders (e.g., revenue, customer loyalty, lower costs or growth opportunities).

42
Q

Which Guiding Principle is based on direct observation?

This Guiding Principle says an organization should not starting over without first considering what is already available?

A

Start where you are

43
Q

Working in a “time-boxed”, iterative manner with “feedback loops” embedded into the process allows for greater flexibility, faster response to customer and business needs, the ability to discover and respond to “failure earlier”

A

Progress iteratively with feedback

44
Q

is a situation where part of the output of an activity is used for new input.

A

Feedback loop

45
Q

What does MVP stand for?

What is the definition of MVP?

Which Guiding Principle does MVP belong to?

A

MVP (Minimum viable Product)

A version of the final product which allows the maximum amount of validated learning with the least effort.

Progress iteratively with feedback

46
Q

When initiatives involve the right people in the correct roles, efforts benefit from better buy-in, more relevance and increased likelihood of long-term success.

Information sharing, Understanding, Trust, and Real accomplishment (quick wins) are part of which guiding principle?

• Identify bottlenecks and excess
capacity
• Uncover waste

A

Collaborate and promote visibility

47
Q

A holistic approach to service management requires an understanding of how all the parts of an organization work together in an integrated way

Recognize the complexity of the systems

A

Think and work Holistically

48
Q

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

A

Keep it simple and practical

49
Q

To make something as effective and useful as makes sense

is the use of technology to perform a step or series of steps correctly and consistently with limited or no human interven

A

Optimize and Automate

Automation

50
Q

Name the three management practices and the practices listed under each of them.

A

General Management Practices
Continual improvement
Information security management
supplier management
Relationship management

Service Management Practices
Service level management
monitoring and event management
Service Desk
Service Request management
incident management
problem management
Change enablement
IT asset management
service configuration management
Release management

Technical management practices
Deployment management

51
Q

The purpose of this practice is to align the organization’s practices and services with changing business needs through the ongoing improvement of Products, Services, Practices, and any element involved in the management of products and services.

A

Continual improvement Practice

52
Q

What is CIR and what does it mean?

A

Continual improvement register - is a database or structured document to track and manage improvement ideas from identification through to final action.

53
Q

Purpose is to ensure that the organization’s suppliers and their performance are managed appropriately to support the seamless provision of quality products and services.

A

Supplier management

54
Q

the purpose of this management practice is to protect the information needed by the organization to conduct its business.

A

Information security management

55
Q

Purpose is to establish and nurture the links between the organization and it’s stakeholders at strategic and tactical levels.

A

Relationship management

56
Q

What is the continual improvement model?

A

What is the vision? - Business vision, mission, goals, and objectives
Where are we now? - Perform baseline assessments
Where do we want to be? - Define measurable targets
how do we get there? - Define the improvement plan
Take action - Execute improvement actions
did we get there? - Evaluate metrics and KPIs

57
Q

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.

A

Service Level management

58
Q

A documented agreement between a service provider and a customer that identifies services required and the expect level of service

A

Service Level Agreement

59
Q

the purpose is to systematically observe services and service components, and record and report selected changes of state identified as events

A

Monitoring and event Management

60
Q

Any change of state that has significance for the management of a service or other configuration item (CI). events are typically recognized through notifications created by an IT service, CI or monitoring tool.

A

Event

61
Q

This practice’s purpose 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 its users.

Which practice is about removing technical debt - service desk

A

Service Desk

62
Q

What are the three types of service desk models

A

Walk-in service desks - One location
Centralized service desk - spread out but main group is located in one area
Virtual service desk - anywhere

63
Q

This 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

A

Service Request Management

64
Q

___ is a request from a user or a users authorized representative that initiates a service action that has been agreed as a normal part of service delivery.

A

Service Request

65
Q

The purpose of this practice is to minimize the negative impact of incidents by restoring normal service operation as quickly as possible

A

Incident Management

66
Q

an unplanned interruption to a service, or a reduction in the quality of service

A

Incidents

67
Q

Priority = what?

A

Priority = Urgency + Impact

68
Q

What is Swarming?

A

A technique organizations use to help manage incidents

69
Q

The purpose of this practice is to reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors

A

Problem management

70
Q

The purpose of this 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

A

Change enablement

71
Q

a cause or potential cause, of one or more incidents

A

Problem

72
Q

a problem that has been analyzed but not been resolved.

A

Known error

73
Q

What are the 3 Sub processes of Problem management?

A

ICE - Problem Identification, Problem Control, Error Control

74
Q

activities identify and log problems

Performing trend analysis of incident records
• Detecting duplicate and recurring issues by users, service desk and technical
support staff
• Major incident management of identifying a risk that an incident could recur
• Analyzing information received from suppliers and partners
• Analyzing information received from internal software developers, test teams,
and project teams.
• Other sources of information can also lead to problems being identified

A

Problem Identification

75
Q

activities include problem analysis and documenting workarounds and known errors
• Problem prioritization
◦ Based on risk posed, and managed based on potential impact and
probability
◦ Not essential to analyze every problem
 Can be more valuable to make progress on highest priority problems
than to investigate every minor problem
• Analyze problems from the perspective of all four dimensions of service
management
• When a problem cannot be resolved quickly, often useful to document a
workaround

A

Problem control

76
Q

____ regularly re-assesses the status of known errors that have not been resolved, including overall impact on customers, availability and cost of permanent resolutions, and effectiveness of workarounds

Identification of potential permanent solutions

A

Error Control

77
Q

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

A

Workaround.

78
Q
  • The addition, modification or removal of anything that could have a direct or indirect effect on services
A

Change

79
Q

What are the 3 types of change

A

Standard, Normal, and Emergency Change

80
Q

The purpose of this 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, reuse and retirement and disposal of assets
Meet regulatory and contractual requirements.

A

IT Asset Management

81
Q

The purpose of this 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.

A

Service Configuration Management

82
Q

Any component that needs to be managed in order to deliver an IT service

A

Configuration Item (CI)

83
Q

The purpose of this practice is to make new and changed services and features available for use

A

Release management

84
Q

A version of a service or other configuration item, or a collection of configuration items, that is made available for use

A

Release

85
Q

The purpose of this practice is to move new or changed hardware, software, documentation, processes, or any other component to live environments

A

Deployment management

86
Q

Name an approach for Deployment?

A

Push vs Pull Deployment

87
Q

are established between two or more organizations to co-create value

A

Service relationships

88
Q

consists of joint activities performed by a service provider and a service consumer to ensure continual value cocreation based on agreed and available service offerings

A

Service relationship management

89
Q

Management of provider resources configured to deliver the service
Provision of access to resources for users
Fulfillment of the agreed service actions
Service performance management and continual improvement

A

Service Provisioning

90
Q

Management of the consumer resources needed to consume the service
Utilization of the provider’s resources
Requesting of service actions to fulfill
Receipt of or acquiring of goods

A

Service Consumption

ITIL 4 (2 decks)

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