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ITIL 4 Foundations > ITIL 4 Foundations > Flashcards

ITIL 4 Foundations Flashcards

Preparation for Foundations Certification Exam

1
Q

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

A

product

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2
Q

An ____ is a person or group of people
that has its own functions with responsibilities,
authorities, and relationships to achieve its
objectives.

A

organization

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3
Q

A ____ is the role that defines the
requirements for a service and takes
responsibility for the outcomes of service
consumption.

A

customer

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4
Q

The ____ is the role that uses services.

A

user

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5
Q

The ____ is the role that authorizes the

budget for service consumption.

A

sponsor

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6
Q

____ describes an organization or
individual that provides financial or other
support for an initiative.

A

sponsor

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7
Q

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

A

Service relationship management

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8
Q

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

A

Service Offering

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9
Q

____ is the activities performed by an
organization to provide services, including 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. It may also include the supply of
goods.

A

Service Provision

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10
Q

_____ is the activities
performed by an organization to consume
services. It includes the management of the
consumer’s resources needed to use the
service, service actions perform by users, and
the receiving (acquiring) or goods (if required).

A

Service Consumption

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11
Q

____ is a set of specialized organizational
capabilities for enabling value for
customers in the form of services.

A

Service Management

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12
Q

____ have the ownership

transferred to a consumer.

A

Goods

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13
Q

____ does not have the ownership

transferred to a consumer

A

Access

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14
Q

____
are performed by the provider
to address a consumer need.

A

Actions

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15
Q

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

A

service

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16
Q

The perceived benefits, usefulness, and

importance of something.

A

Value

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17
Q

A ____ is a result for a stakeholder

enabled by one or more ____.

A

Outcome

outputs

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18
Q

A ____ is a tangible or intangible deliverable

of an activity.

A

output

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19
Q

The amount of money spent on a

specific activity or resource.

A

Cost

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20
Q

A possible event that could cause harm
or loss, or make it more difficult to achieve
objectives (uncertainty of outcome).

A

Risk

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21
Q

Value:

Affected outcomes vs.

A

Supported outcomes

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22
Q

Value:

Costs Introduced vs.

A

Costs removed

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23
Q

Value:

Risks introduced vs.

A

Risks removed

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24
Q

The functionality offered by a product

or service to meet a particular need.

A

Utility

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25
Q

What a service does (fit for purpose) is?

A

Utility

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26
Q

The assurance that a product or

service will meet agreed requirements.

A

Warranty

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27
Q

How a service performs (fit for use) is?

A

Warranty

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28
Q

A model
representing how all the components and activities of an
organization work together to facilitate value creation.

A

The Service Value System (SVS)

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29
Q

The innermost
cube containing 6 main activities in the Service
Value System.

A

Service Value Chain (SVC)

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30
Q

The 6 main activities in the Service Value System (SVC).

A 
Plan
Improve
Engage
Design & Transition
Obtain & Build
Deliver & Support
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31
Q

Activity to ensure a shared understanding of the
vision, current status, and improvement direction
for all four dimensions and all products and
services across an organization.

A

Plan

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32
Q

Activity to ensure continual improvement of
products, services, and practices across all value
chain activities and the four dimensions of
service management.

A

Imrpove

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33
Q

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

A

Engage

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34
Q

Activity to ensure products and
services continually meet stakeholder
expectations for quality, costs, & time to market.

A

Design & Transition

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35
Q

Activity to ensure service components are
available when and where they are needed,
and that they meet agreed specifications.

A

Obtain/Build

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36
Q

Activity ensure services are
delivered and supported according to agreed
specifications and stakeholder’ expectations.

A

Deliver & Support

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37
Q 
The four perspectives that are
critical to the effective and efficient
facilitation of value for customers
and other stakeholders in the form
of products and services.
A

Four Dimensions of Service Management

38
Q

What are the Four Dimensions of Service Management?

A

Organizations and People
Information and Technology
Partners and Suppliers
Value Streams and Processes

39
Q 
This Dimension (perspective) ensures 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.
A

Organizations and People

40
Q

This Dimension (perspective) includes the
information and knowledge used to deliver
services, and the information and technologies
used to manage all aspects of the service
value system.

A

Information and Technology

41
Q

This Dimension (perspective) encompasses the
relationships an organization has with other
organizations that are involved in the design,
development, deployment, delivery, support,
and/or continual improvement of services.

A

Partners and Suppliers

42
Q

This Dimension (perspective) defines the
activities, workflows, controls, and procedures
needed to achieve the agreed objectives.

A

Value Streams and Processes

43
Q

A series of steps an
organization undertakes to create and deliver
products and services to service consumers.

A

Value Stream

44
Q 
A recommendation that guides
an organization in all circumstances,
regardless of changes in its goals,
strategies, type of work, or
management structure
A

Guiding Principle

45
Q

What are the 7 Guiding Principles within ITIL?

A 
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
46
Q

Which Guiding Principle is described here?

All activities conducted by the
organization should link back, directly or
indirectly, to value for itself, its customers,
and other stakeholders.

A

Focus on Value

47
Q

Which Guiding Principle is described here?

Do not start from scratch and build
something new without considering what
is already available to be leveraged; the
current state should be investigated and
observed directly to ensure it is
understood.
A

Start Where You Are

48
Q

Which Guiding Principle is described here?

Do not attempt to do everything at once.
Organize the work into smaller,
manageable sections that can be
executed and completed in a timely
manner. The focus on each effort will be
sharper and easier to maintain.
A

Progress Iteratively with Feedback

49
Q

Which Guiding Principle is described here?

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

A

Collaborate and Promote Visibility

50
Q

Which Guiding Principle is described here?

No service, practice, process, department,
or supplier stands alone. The outputs that
the organization delivers to itself, its
customers, and other stakeholders will
suffer unless it works in an integrated way
to handle its activities as a whole, rather
than as separate parts. All the organization’s
activities should be focused on delivery of
value.

A

Think and Work

Holistically

51
Q

Which Guiding Principle is described here?

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
objective(s). Always use outcome-based
thinking to produce practical solutions that
deliver results.
A

Keep it Simple and Practical

52
Q

Which Guiding Principle is described here?

Before an activity can be effectively
automated, it should be optimized to
whatever degree is possible and
reasonable. Consider the four dimensions
when designing, managing, or operating
an organization and its processes. Human
intervention should only happen where it
contributes value to the process.
A

Optimize and Automate

53
Q

A set of organizational
resources designed for performing work
or accomplishing an objective

A

A Practice

54
Q

An addition, modification, or removal of anything that could have a
direct or indirect effect on services.

A

Change

55
Q

The practice of ensuring that risks are properly assessed, authorizing
changes to proceed and managing a change schedule in order to maximize the number of
successful service and products changes.

A

Change enablement

56
Q

The practice of moving new or changed hardware, software,

documentation, processes, or any other service component to live environments.

A

Deployment management

57
Q

The practice of minimizing the negative impacts of incidents by
restoring normal service operation as quickly as possible.

A

Incident management

58
Q

The practice of protecting an organization by

understanding and managing risks to the confidentiality, integrity, and availability of information.

A

Information security management

59
Q 
The practice of planning and managing the full lifecycle of all
information technology (IT) assets.
A

IT asset management

60
Q

Any change of state that has significance for the management of a service
or other configuration item.

A

Event

61
Q

The practice of systematically observing services and

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

A

Monitoring and event management

62
Q

A cause, or potential cause, of one or more incidents.

A

Problem

63
Q

An unplanned

interruption to a service or reduction in the quality of a service.

A

Incident

64
Q

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

A

Workaround

65
Q

A problem that has been

analyzed but has not been resolved.

A

Known Error

66
Q

The practice of reducing the likelihood and impact of incidents by
identifying actual and potential causes of incidents, and managing workarounds and known
errors.

A

Problem management

67
Q 
The practice of
aligning an organization’s practices and
services with changing business needs
through the ongoing identification and
improvement of all elements involved in the
effective management of products and
services.
A

Continual Improvement

68
Q

A high-level guide to support improvement

initiatives using a cyclical seven steps framework.

A

Continual Improvement Model

69
Q

What are the 5 Service Value System (SVS) Components?

A
  1. Guiding principles
    – Recommendations that can guide an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure.
  2. Governance
    – The means by which an organization is directed and controlled.
  3. Service value chain
    – A set of interconnected activities that an organisation performs to deliver a valuable product or service to its consumers and to facilitate value realization.
  4. Practices
    – Sets of organisational resources designed for performing work or accomplishing an objective.
  5. Continual improvement
    – A recurring organisational activity performed at all levels to ensure that an organisation’s performance continually meets stakeholders’ expectations. ITIL 4 supports continual improvement with the ITIL continual improvement model.
70
Q

A recurring organisational activity performed at all levels to ensure that an organisation’s performance continually meets stakeholders’ expectations.

A

Continual Improvement Model

71
Q 
What are the 7 components of the Continual Improvement Model which is applicable to all components of the service
value system (SVS)?
A 
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?
How to keep the momentum going?
72
Q

Continual Improvement Model:

The ____ of the organization has to be understood i.e. high-level direction, organization context, role of stakeholders, expected value etc.

A

Vision

What is the Vision?

For example, an organization has the vision to achieve 95% minimum customer satisfaction.

73
Q

Continual Improvement Model:

This step focuses on conducting the assessment to understand the current performance and achievement of services.

A

Where are we now?

For example, for assessing and understanding the customer satisfaction score, let us assume the current satisfaction level is 80%.

74
Q

Continual Improvement Model:

This step focuses on analyzing and sets the target for improvement.

A

Where do we want to be?

For example, the immediate next target for improving the customer satisfaction level is 85%.

75
Q

Continual Improvement Model:

This step focuses on defining the required action to be taken to improve the target set.

A

How do we get there?

For example: defining the approach / plan for achieving the 85% for customer satisfaction by considering all the factors which are required to achieve 85%.

76
Q

Continual Improvement Model:

This step focuses on executing the proposed plan implementing all those actions planned.

A

Take Action

For example, implementing the plan defined to achieve 85% customer satisfaction

77
Q

Continual Improvement Model:

This step focuses on checking if the action taken resulted in achievement of the target set?

A

Did we get there?

For example: check if the customer satisfaction is increased to 85%?

78
Q

Continual Improvement Model:

This activity stresses on continuing the actions required for continual improvement irrespective of the achievement found. I.e. If it achieved the target, continue doing to improve further, if it did not improve, keep putting efforts to improve.

A

How to keep the momentum going?

For example, if 85% target is achieved move forward and set the next target, if not check on required action to reach 85%.

79
Q

Any financially valuable component
that can contribute to the delivery of
an IT product of service.

A

IT Asset

80
Q

The practice of establishing and nurturing links between

an organization and its stakeholders at strategic and tactical levels.

A

Relationship management

81
Q

The practice of making new and changed services and

features available for use.

A

Release management

82
Q

The practice of ensuring that accurate and
reliable information about the configuration of services, and the configuration items that
support them, is available when and where needed.

A

Service configuration management

83
Q

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

A

Service level management

84
Q

the practice of supporting 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

85
Q

The practice of ensuring that an organization’s suppliers and
their performance levels are managed appropriately to support the provision of
seamless quality products and services.

A

Supplier management

86
Q 
A documented agreement
between a service provider and
a customer that identifies
services required and the
expected level of service
A

Service Level Agreement (SLA)

87
Q

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

A

Configuration Item (CI)

88
Q

The practice designed to
capture demand for incident resolution
and service requests.

A

Service Desk

89
Q

The entry point/single point of contact for

the service provider with all of its users.

A

Service Desk

90
Q

Which is included in the purpose of the “˜design and transition’ value chain activity?

A. Ensuring that service components are available when needed

B. Providing transparency and good stakeholder relationships

C. Supporting services according to specifications

D. Continually meeting stakeholder expectations for costs

A

D

ITIL 4 Foundations (2 decks)

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