ITIL Key Concepts Flashcards
What is the Service Value System?
The Service Value System describes how all the components and activities of the organisation work together as a system to enable value creation. The purpose is to ensure the organisation continually co-creates value with all stakeholders through the use and management of products and services.
What is the Service Value System comprised of?
The Service Value System is comprised of:
* 7 Guiding principles
* Governance
* Service value chain
* 34 Practices
* Continual improvement
What is the Service Value Chain?
The Service Value Chain is the steps an organisation takes in the creation of value.
A set of interconnected activities that an organisation performs to deliver a valuable product or service to its customers
Each activity contributes to the value chain by transforming specific inputs into outputs.
What are the 6 activities in the Service Value Chain?
- Plan: ensure a shared understanding of the vision, current status, and improvement direction for all 4 dimensions and all products and services across the organisation.
- Engage: provide a good understanding of stakeholder needs, transparency, and continual engagement and good relationships with all stakeholders.
- Design and Transition: ensure that products and services continually meet stakeholder expectations for quality, costs, and time to market.
- Obtain or Build: ensure that service components are available when and where they are needed, and meet agreed-upon specifications.
- Deliver and Support: ensure that services are delivered and supported according to agreed-upon specifications and stakeholders’ expectations.
- Improve: ensure continual improvement of products, services, and practices across all value chain activities and the four dimensions of service management.
What is a guiding principle in the SVS?
A guiding principle is a recommendation that guides an organisation in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure.
What are the 7 Guiding Principles?
- Focus on value
- Start where you are
- Progress iteratively with feedback
- Collaborate and promote visibility
- Think and work holistically
- Keep it simple and practical
- Optimise and automate
List the 4 Dimensions of Service Management
Organisations and people
Partners and suppliers
Information and technology
Value streams and processes
Describe the Organisations and People Dimension of the 4 Dimensions of Service Management
Formal organisational structures
Roles and responsibilities
Required staffing and competencies
Culture
Create a culture of trust and transparency
Improve communication and collaboration skills
Promote an understanding of interfaces between roles
Continually update skills and competencies
Ensure appropriate management and leadership styles
Combine broad knowledge with deep specialisation
Describe the Information and Technology Dimension of the 4 Dimensions of Service Management
Information and knowledge necessary for the management of services
Technologies required to support services
Inputs and outputs of activities and practices
Describe the Partners and Suppliers Dimension
Every organisation and service depends to some extent on services provided by other organisations.
Relationships with other organisations involved in the design, development, deployment, delivery, support, and/or continual improvement of services
Incorporates contracts and other agreements between them
Describe the Value Streams and Processes Dimension
Value streams and processes define the activities, workflows, controls, and procedures needed to achieve agreed objectives.
How the parts of the organisation work in an integrated and coordinated way to enable value creation.
What activities the organisation undertakes and how they are organised
Explain 7GP - Focus on value
Everything should link back to value
Know who the customer is and what they value
Understand the customer and user experience
Explain 7GP - Start where you are
Assess the current state to determine what is already available to be leveraged
Apply risk management skills in the decision-making process
Explain 7GP - Progress iteratively with feedback
Resist the temptation to do everything at once
Utilise iteration and feedback together
Avoid over-analysing
Explain 7GP - Collaborate and promote visibility
Involve the right people in the correct roles to ensure better buy-in, more relevance, and an increased likelihood of long-term success
Understand the flow of work in progress to identify bottlenecks and waste
Explain 7GP - Think and work holistically
Work in an integrated way to handle activities as a whole, rather than as separate parts
Work towards end-to-end visibility of how demand is captured and translated into outcomes
Explain 7GP - Keep it simple and practical
Always use the minimum number of steps to accomplish an objective
Consider the contribution to value
Do fewer things but do them better
Easier to understand and adopt
Explain 7GP - Optimise and automate
Maximise the value of the work carried out by human and technical resources
Standardise/Streamline manual tasks
Assess the current state, define the future state, and simplify before automating
What is the Continual Improvement practice?
Aligns the organisation’s practices and services with changing business needs through the ongoing identification and improvement of services, service components, practices, or any element involved in the efficient and effective management of products and services.
What is the Change Enablement practice?
Maximises the number of successful IT changes by ensuring that risks have been properly assessed, authorising changes to proceed, and managing the change schedule.
What is the Incident Management practice?
Minimises the negative impact of incidents by restoring normal service operation as quickly as possible.
What is the Service Request Management practice?
Supports the agreed-upon quality of a service by handling all predefined, user-initiated service requests in an effective and user friendly manner.
What is the Problem Management practice?
Reduces the likelihood and impact of incidents by identifying actual and potential causes of incidents and managing workarounds and known errors.
What is the Service Desk practice?
Captures the 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.
What is the Service Level Management practice?
Sets clear business-based targets for service performance, so that the delivery of a service can be properly assessed, monitored, and managed against these targets.
What is the Information Security Management practice?
Protects the information needed by the organisation 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.
What is the Relationship Management practice?
Establishes and nurtures the links between the organisation and its stakeholders at strategic and tactical levels including the identification, analysis, monitoring, and continual improvement of relationships with and between stakeholders.
What is the Supplier Management practice?
Ensures that the organisation’s suppliers and their performances are managed appropriately to support the seamless provision of quality products and services.
What is the IT Asset Management practice?
Plans and manages the full lifecycle of all IT assets to help the organisation maximise value; control cost; manage risk; support decision-making about the purchase, reuse, and retirement of assets; and meet regulatory and contractual requirements.
What is the Monitoring & Event Management practice?
Systematically observes services and service components, and records and reports selected changes of state identified as events.
What is the Release Management practice?
Makes new and changed services and features available for use.
What is the Service Configuration Management practice?
Ensures that accurate and reliable information about the configuration of services, and the CIs that support them, is available when and where it is needed.
What is the Deployment Management practice?
Moves new or changed hardware, software, documentation, processes, or any other component to live environments.
Define a Service
A means of enabling value co-creation by facilitating outcomes that customers want to achieve, without the customer having to manage specific costs and risks.
Define Value
Perceived benefits, usefulness, and the importance of something.
Define Cost
The amount of money spent on a specific activity or resource.
Define Risk
Possible events that could cause harm, cause loss, or make it more difficult to achieve objectives.
Define Outcome
A result for a stakeholder enabled by one or more outputs.
Define Output
A tangible or intangible deliverable of an activity.
Define Utility
Functionality; what the service does; fit for purpose; supports performance or removes constraints.
Define Warranty
The assurance that a product or service will meet agreed requirements; how the service performs; fit for use.
Define Sponsor
Authorises the budget for service consumption.
Define Customer
A person who defines the requirements for a service and takes responsibility for the outcomes of service consumption.
Define User
A person who uses services.
Define Service Management
A set of specialised organisational capabilities for enabling value to customers in the form of services.
Define Service Offering
A description of one or more services designed to address the needs of a target consumer group; may include goods, and access to resources and service actions.
Define Service Provision
The activities performed by an organisation to provide services; includes the management of resources, service performance management, and continual improvement.
Define Service Consumption
The activities performed by an organisation to consume services; includes the management of the customer’s resources needed to use the service.
Define Service Relationship
A cooperation between a service provider and service consumer
Define Service Relationship Management
The joint activities performed by a service provider and service consumer to ensure continual value co-creation based on agreed and available service offerings.
Define Organisation
A person or group of people that has its own functions with responsibilities, authorities, and relationships to achieve its objectives.
Define IT Asset
Any financially valuable component that can contribute to the delivery of an IT product or service.
Define Event
Any change of state that has significance for the management of a configuration item (CI) or IT service.
Define Configuration Item
Any component that needs to be managed in order to deliver an IT service.
Define Continual Improvement Register (CIR)
Used to track and manage improvement ideas from identification through final action; multiple CIRs can be maintained on individual, team, departmental, business unit, and organisational levels.
Define Change
The edition, modification, or removal of anything that could have a direct or indirect effect on services.
Define Incident
An unplanned interruption to a service or reduction in the quality of a service.
Define Problem
A cause, or potential cause, of one or more incidents.
Define Known Error
A problem that has been analysed and has not been resolved
Define Workaround
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.
