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ITIL > ITIL Foundation Training > Flashcards

ITIL Foundation Training Flashcards

Pass ITIL Foundation Course.

1
Q

SACM

A

Service Asset & Configuration Management

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2
Q

CMDB

A

Configuration Management Database

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3
Q

ITSCM

A

IT Service Continuity Management

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4
Q

BCM

A

Business Continuity Management

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5
Q

CAB

A

Change Advisory Board - A group of people that support the assessment, prioritization, authorization and scheduling of changes. IT staff, MGMT and Suppliers

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6
Q

VBF

A

Vital Business Functions

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7
Q

SLA

A

Service Level Agreement

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8
Q

SLR

A

Service Level Requirements

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9
Q

SLM

A

Service Level Management

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10
Q

CSI

A

Continual Service Improvement

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11
Q

3 Main Principles of Governance

A

FAT
Fairness – Wherever the rules come from, they must be fair.
Accountability – Rules should be followed. Hold people accountable for their behavior.
Transparency – The rules cannot be a secret. Everyone must know these rules.

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12
Q

Governance

A

Overarching concept that Defines the directions, policies and rules for conducting business are common for both the business and IT

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13
Q

OLA

A

Operation Level Agreement

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14
Q

KPI

A

Key Performance Indicator

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15
Q

CSF

A

Critical Success Factors

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16
Q

Process Control 3 Requirements

A

Effective
Efficient
Repeatable

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17
Q

Amount of CSI’s per process?

A

2-5

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18
Q

Amount of KPI’s per CSI?

A

2-5

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19
Q

DML

A

Definitive Media Library - Store and protect all software media and prevent viruses or corruption.

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20
Q

CMS

A

The Configuration Management System - A group of databases such as: CMDBs + Incidents + Problem + KEDB + Chg + RFC + REL + TOOLS

It is part of the SKMS

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21
Q

SKMS

A

Service Knowledge Management System - AMIS + SMIS + SCMIS+ TOOLS

CMS is a part of this

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22
Q

Purpose of Change Management

A

To control the lifecycle of all changes, enabling beneficial changes to be made with minimum disruption to IT services

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23
Q

Standard Change

A

Pre-authorized, low risk, common and routine

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24
Q

Emergency Change

A

Immediate, asap

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25
Q

Normal Change

A

Any change that is non standard or emergency, but will have an approval process.

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26
Q

Change Model

A

pre-defined ways of handling a change of a particular type.

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27
Q

Change Proposal

A

A Change Proposal is often required for changes with a significant cost, risk or business impact and would typically be initiated via the Service Portfolio Management process.

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28
Q

Remediation

A

Actions taken to recover after a failed change or release

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29
Q

ECAB

A

Emergency Change Advisory Board - Subgroup of CAB to make Emergency Changes

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30
Q

7 R’s of Change Management

A 
Raised
Reason
Return
Risks
Resources
Responsible
Relationship
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31
Q

PIR

A

Post Implementation Review (after a change of some sort)

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32
Q

4 Authorization Phases of Release & Deployment

A

Release Planning
Build & Test
Check into DML
Post Implementation Review - PIR

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33
Q

DIKW

A

Data Information Knowledge Wisdom

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34
Q

Event

A

Any change of state that has significance for the management of a configuration item (CI) or IT service

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35
Q

Alert

A

Notification that:
A threshold has been reached
Something has changed
A failure has occurred

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36
Q

Incident

A

An unplanned interruption to an IT service or reduction in the quality of an IT service

Failure of a Configuration Item that has not yet impacted service

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37
Q

Types of Events

A

Informational - Signify Regular Operation
Warnings - Signify unusual but not exceptional
Exceptions - Signify exceptional operation

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38
Q

Service Management LifeCycle 5 Steps

A
  • Service Strategy
  • Service Design
  • Service Transition
  • Service Operation
  • Continual Service Improvement
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39
Q

4 things that make up Best Practice

A

Sources
Enablers
Drivers
Scenarios

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40
Q

Keys to ITIL’s Global Success?

A

Vendor-Neutral
Non Prescriptive
Best practice

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41
Q

Service

A

A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.
VOCR

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42
Q

VOCR

A

Value
Outcomes
Costs
Risks

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43
Q

Core services

A

Core Services anchor the value proposition for the customer and provide the basis for their
continued utilization and satisfaction

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44
Q

Enabling services

A

Enabling services are services that are needed in order for a core service to be delivered.

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45
Q

Enhancing services

A

Enhancing services are services that are added to a core service to make it more exciting or
enticing to the customer

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46
Q

What is Value?

A
  • Level to which a service meets the customer’s expectations

* From the customer’s perspective, value consists of achieving business objective

47
Q

The value of a service to customers is

based on two primary elements:

A

Utility and Warranty

48
Q

Utility

A

Fit Purpose - What the service does:

The functionality offer by a product or service to meet a particular need.

49
Q

Warranty

A

Fit for use - How the service is delivered to the customer:

Assurance that a product or service will meet its agreed requirements.

50
Q

Customer Asset

A

Any resource or capability used by a customer to achieve a business outcome.

51
Q

Service Asset

A

Any resource or capability used by a service provider to deliver services to a customer

52
Q

Capabilities

A

Represent an organization’s ability to control, coordinate, and deploy resources to produce value.

53
Q

Resources

A

Resources are the direct inputs required for production, and are generally more easily acquired versus capabilities

54
Q

ITSM 3 Key points

A
  • Is comprised of functions and processes for managing services over a lifecycle
  • Focuses on strategy, design, transition, operation, and continual improvement
  • Positions the organization as an agent of change to facilitate business transformation
55
Q

Stakeholders in Service Management

A

Customers who buy goods or services and agree to service level targets.
Users who use the service on a day to day basis
Suppliers responsible for supplying goods that are required to deliver IT Services.

56
Q

Process Owner

A

The person accountable for the process model’s success.

57
Q

Process Control

A

The “brain” of the overall process ensuring there areoverarching objectives, supporting policies, an
identified Process Owner, reference documentation and the ability to ask for and record feedback

58
Q

The Process

A

The process itself consists of a structured set of activities designed to accomplish the objectives
of the process, with clearly defined roles and metrics for measurements.

59
Q

Process Enablers

A

Ensure the process is underpinned by the appropriate resources and capabilities in order for it to work effectively.

60
Q

Characteristics of a Process

A

Measurability
Deliver specific results
Have Customers
Responds to a Specific Event

61
Q

Functions

A

A team or group of people and the tools or other resources they use to carry out one or more processes or activities.

62
Q

Roles

A

A set of responsibilities, activities and authorities granted to a person or team.
Defined in a process or function.
One person or team may have multiple roles.

63
Q

Group

A

A number of people who are similar in some way.

64
Q

Team

A

A team is a more formal type of group. People who work together to achieve a common objective, but may not be in the same organizational structure.

65
Q

Department

A

Formal organizational structures which exist to perform a specific set of definite activities on an ongoing basis.

66
Q

Roles

A

Roles, defined in a processor function, are used to assign activities and to grant responsibilities and
authorities to a person or team.

67
Q

Service Owner

A

The Service Owner is accountable for the delivery of a specific IT service and is a primary stakeholder in
all of the underlying IT processes which enable or support the service.

68
Q

Process Owner

A

The Process Owner is accountable for ensuring a process is fit for purpose. This should be a senior
position in an organization so that the process can be championed effectively.

69
Q

Process Manager

A

The Process Manager is accountable for operational management of a process. It is possible that multiple managers exists for a process, for example in the case of regional change managers.

70
Q

Process Practitioner

A

The Process Practitioner is responsible for carrying out one or more process activities. An example of a Process Practitioner would be a Change Analyst or a member of a technical team filling out a Request for Change.

71
Q

RACI Model

A

Responsible
Accountable
Consulted
Informed

72
Q

Service Strategy

A

Provides guidance for developing abilities that enable the organization to function in a more strategic manner

73
Q

Service Design

A

Guidance focuses on creating service integrity through the design and development of services and serviced management practices in a holistic, consistent, and effective
manner

74
Q

Service Transition

A

Aids in developing and improving capabilities for effectively and efficiently transitioning new or changed services into operation, while controlling risks associated
with a failure or disruption

75
Q

Service Operation

A

Guidance for the day-to-day processes required for the delivery and management of services

76
Q

Continual Service Improvement

A

Guidance aimed at the evaluation and improvement of the quality of services, processes and the Service Lifecycle

77
Q

Three Types of Metrics

A

Technology Metrics
Service Metrics
Process Metrics

78
Q

Two Kinds Of KPI

A

Qualitative & Quantitative

79
Q

Four Categories of KPI

A

Compliance
Quality
Performance
Value

80
Q

The Deming Cycle

A

Is intended to achieve a goal of steady, ongoing improvement.

81
Q

4 Key Stages of the Deming Cycle

A

PLAN
DO
CHECK
ACT

82
Q

Service Strategy Purpose

A

To define the perspective, position, plans and patterns that a service provider needs to be able to execute to meet an organization’s business outcomes.

83
Q

Governance

A

Defines the directions, policies and rules for conducting business are common for both the business and IT.

84
Q

Automation

A

Optimization and continual improvement.

85
Q

Internal Service Provider

A

An internal service provider that is embedded within a business unit.

86
Q

Shared Services Unit

A

An internal service provider that provides shared IT Services to more than one business unit

87
Q

External service provider

A

A service provider that provides IT Services to external customers

88
Q

3 Types of Service providers

A

Internal Service Provider
Shared Services Unit
External Service Provider

89
Q

The Service Portfolio

A

The Service Portfolio is a set of services managed by a service provider and represents the
provider’s commitments and investments across all customers and market spaces

90
Q

3 Areas of Service Portfolio

A
  1. Service Pipeline - services under development
  2. Service Catalog - Services currently live in production.
  3. Retired services - Phased out, retired, but available in special cases.
91
Q

PBA

A

Patterns of Business Activity

92
Q

3 Steps to Risk Management

A

Identify Risks
Analyze Risks
Manage Risks

93
Q

What is a RISK?

A

Risk: A possible event that could cause harm or loss, or affect the ability to achieve objectives.

94
Q

What is a Business Case?

A

Demonstrates the net benefit of the project to the organization.

95
Q

Service Portfolio Management

A

The Process responsible for defining which services will be entered into the Service Portfolio and how those services are tracked and progressed through their lifecycle.

96
Q

The Four Ps

A

People
Process
Products/Technology
Partners/Suppliers

97
Q

SDP

A

Service Design Package - The Service Design Package represents documents which define all aspects of an IT service and its requirements through each stage of its lifecycle

98
Q

STAMP

A

• Service solutions, including all of the functional requirements, resources and capabilities needed
and agreed
• Service Management systems and tools, especially the Service Portfolio for the management and
control of services through their lifecycle
• Technology and management architectures and tools required to provide the services
• Measurement systems, methods and metrics for the services, the architectures and their
constituent components and the processes
• Processes needed to design, transition, operate and improve the services

99
Q

Design Coordination Scope

A

Ensuring that all requirements are appropriately addressed in service designs, particularly utility
and warranty requirements

100
Q

Service Level Management Purpose

A

Ensure that all current and planned IT services are delivered to agreed achievable targets

101
Q

SIP

A

Service Improvement Plan

102
Q

SLAM Chart

A

SLA Monitoring, at a glance overview of achievements and how they measure up against targets.

103
Q

Incident Management Scope

A

Any event which disrupts, or could disrupt, a service

104
Q

Functional Escalation

A

SLA based escalation that goes from one Level to another.

105
Q

Hierarchic Escalation

A

Escalation that goes to higher levels of management.

106
Q

Major Incidents

A

Have the greatest impact and urgency

107
Q

Incident Model

A

Predefined steps for handling incidents

108
Q

4 Additional Incident Activities that are owned by the Service Desk

A

Ownership
Monitoring
Tracking
Communication

109
Q

Request Fulfillment Purpose

A

Manage the lifecycle of all service requests

110
Q

Problem Management

A

Focuses on diagnosing the root cause of Incidents and determining their resolution.

111
Q

Service Desk Objectives

A

Single Point of Contact & Restore normal service operation as quickly as possible.

112
Q

Operations Control

A

IT operations control oversees the execution and monitoring of the operational activities and events in the IT infrastructure. Involved in Event Management.

113
Q

Facilities Management

A

Manages the physical IT Environment.

114
Q

PIP

A

Process Improvement Plan

ITIL (1 decks)

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