ITIL 4 Foundations Flashcards
Preparation for Foundations Certification Exam
A ____ is configuration of resources, created
by the organization, that will be potentially
valuable for their customers.
product
An ____ is a person or group of people
that has its own functions with responsibilities,
authorities, and relationships to achieve its
objectives.
organization
A ____ is the role that defines the
requirements for a service and takes
responsibility for the outcomes of service
consumption.
customer
The ____ is the role that uses services.
user
The ____ is the role that authorizes the
budget for service consumption.
sponsor
____ describes an organization or
individual that provides financial or other
support for an initiative.
sponsor
______ 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.
Service relationship management
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.
Service Offering
____ 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.
Service Provision
_____ 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).
Service Consumption
____ is a set of specialized organizational
capabilities for enabling value for
customers in the form of services.
Service Management
____ have the ownership
transferred to a consumer.
Goods
____ does not have the ownership
transferred to a consumer
Access
____
are performed by the provider
to address a consumer need.
Actions
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.
service
The perceived benefits, usefulness, and
importance of something.
Value
A ____ is a result for a stakeholder
enabled by one or more ____.
Outcome
outputs
A ____ is a tangible or intangible deliverable
of an activity.
output
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 (uncertainty of outcome).
Risk
Value:
Affected outcomes vs.
Supported outcomes
Value:
Costs Introduced vs.
Costs removed
Value:
Risks introduced vs.
Risks removed
The functionality offered by a product
or service to meet a particular need.
Utility
What a service does (fit for purpose) is?
Utility
The assurance that a product or
service will meet agreed requirements.
Warranty
How a service performs (fit for use) is?
Warranty
A model
representing how all the components and activities of an
organization work together to facilitate value creation.
The Service Value System (SVS)
The innermost
cube containing 6 main activities in the Service
Value System.
Service Value Chain (SVC)
The 6 main activities in the Service Value System (SVC).
Plan Improve Engage Design & Transition Obtain & Build Deliver & Support
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.
Plan
Activity to ensure continual improvement of
products, services, and practices across all value
chain activities and the four dimensions of
service management.
Imrpove
Activity to provide a good understanding of
stakeholder needs, transparency, continual
engagement, and good relationships with all
stakeholders.
Engage
Activity to ensure products and
services continually meet stakeholder
expectations for quality, costs, & time to market.
Design & Transition
Activity to ensure service components are
available when and where they are needed,
and that they meet agreed specifications.
Obtain/Build
Activity ensure services are
delivered and supported according to agreed
specifications and stakeholder’ expectations.
Deliver & Support
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.
Four Dimensions of Service Management
What are the Four Dimensions of Service Management?
Organizations and People
Information and Technology
Partners and Suppliers
Value Streams and Processes
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.
Organizations and People
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.
Information and Technology
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.
Partners and Suppliers
This Dimension (perspective) defines the
activities, workflows, controls, and procedures
needed to achieve the agreed objectives.
Value Streams and Processes
A series of steps an
organization undertakes to create and deliver
products and services to service consumers.
Value Stream
A recommendation that guides an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure
Guiding Principle
What are the 7 Guiding Principles within ITIL?
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
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.
Focus on Value
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.
Start Where You Are
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.
Progress Iteratively with Feedback
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.
Collaborate and Promote Visibility
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.
Think and Work
Holistically
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.
Keep it Simple and Practical
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.
Optimize and Automate
A set of organizational
resources designed for performing work
or accomplishing an objective
A Practice
An addition, modification, or removal of anything that could have a
direct or indirect effect on services.
Change
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.
Change enablement
The practice of moving new or changed hardware, software,
documentation, processes, or any other service component to live environments.
Deployment management
The practice of minimizing the negative impacts of incidents by
restoring normal service operation as quickly as possible.
Incident management
The practice of protecting an organization by
understanding and managing risks to the confidentiality, integrity, and availability of information.
Information security management
The practice of planning and managing the full lifecycle of all information technology (IT) assets.
IT asset management
Any change of state that has significance for the management of a service
or other configuration item.
Event
The practice of systematically observing services and
service components, and recording and reporting selected changes of state identified as events.
Monitoring and event management
A cause, or potential cause, of one or more incidents.
Problem
An unplanned
interruption to a service or reduction in the quality of a service.
Incident
A solution that reduces or
eliminates the impact of an incident or
problem for which a full resolution is not
yet available
Workaround
A problem that has been
analyzed but has not been resolved.
Known Error
The practice of reducing the likelihood and impact of incidents by
identifying actual and potential causes of incidents, and managing workarounds and known
errors.
Problem management
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.
Continual Improvement
A high-level guide to support improvement
initiatives using a cyclical seven steps framework.
Continual Improvement Model
What are the 5 Service Value System (SVS) Components?
- Guiding principles
– Recommendations that can guide an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure. - Governance
– The means by which an organization is directed and controlled. - 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. - Practices
– Sets of organisational resources designed for performing work or accomplishing an objective. - 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.
A recurring organisational activity performed at all levels to ensure that an organisation’s performance continually meets stakeholders’ expectations.
Continual Improvement Model
What are the 7 components of the Continual Improvement Model which is applicable to all components of the service value system (SVS)?
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?
Continual Improvement Model:
The ____ of the organization has to be understood i.e. high-level direction, organization context, role of stakeholders, expected value etc.
Vision
What is the Vision?
For example, an organization has the vision to achieve 95% minimum customer satisfaction.
Continual Improvement Model:
This step focuses on conducting the assessment to understand the current performance and achievement of services.
Where are we now?
For example, for assessing and understanding the customer satisfaction score, let us assume the current satisfaction level is 80%.
Continual Improvement Model:
This step focuses on analyzing and sets the target for improvement.
Where do we want to be?
For example, the immediate next target for improving the customer satisfaction level is 85%.
Continual Improvement Model:
This step focuses on defining the required action to be taken to improve the target set.
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%.
Continual Improvement Model:
This step focuses on executing the proposed plan implementing all those actions planned.
Take Action
For example, implementing the plan defined to achieve 85% customer satisfaction
Continual Improvement Model:
This step focuses on checking if the action taken resulted in achievement of the target set?
Did we get there?
For example: check if the customer satisfaction is increased to 85%?
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.
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%.
Any financially valuable component
that can contribute to the delivery of
an IT product of service.
IT Asset
The practice of establishing and nurturing links between
an organization and its stakeholders at strategic and tactical levels.
Relationship management
The practice of making new and changed services and
features available for use.
Release management
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.
Service configuration management
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.
Service level management
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.
Service request management
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.
Supplier management
A documented agreement between a service provider and a customer that identifies services required and the expected level of service
Service Level Agreement (SLA)
Any component that needs
to be managed in order to
deliver an IT service
Configuration Item (CI)
The practice designed to
capture demand for incident resolution
and service requests.
Service Desk
The entry point/single point of contact for
the service provider with all of its users.
Service Desk
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
D
