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ITIL > ITIL part 1 > Flashcards

ITIL part 1 Flashcards

1
Q

What is a management practice

A

Set of organizational resources designed for performing work/accomplishing an objective. To manage work across technical and non-technical areas

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2
Q

ITIL focuses on 3 things

A

Expectations, Value, Relationships

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3
Q

3 Categories of ITIL management practices

A

General, Service, Technical

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4
Q

What are the 14 General Management Practices

A

Architecture man
Workforce and talent man
Continual Improvement
Info security man
Knowledge man
Measurement and reporting man
Organizational change man
Portfolio man
Project Man
Relationship man
Risk man
Service financial man
Strategy man
Supplier man

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5
Q

Architecture Man

A

Gen Man Practice - address the different, interrelated business, service, information systems, technology, and environmental architectures that enable the organization to achieve its objectives

provides the principles, standards, and tools that enable an organisation to manage complex change in a structured and agile way

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6
Q

Continual Improvement

A

Gen Man - improving products, services, practices, and management of these to respond to changing business needs

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7
Q

Info Security Man

A

Gen Man - protecting information that the company needs to conduct business

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8
Q

Knowledge Man

A

Gen Man-maintaining and improving people’s ability to effectively and conveniently use information and knowledge

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9
Q

Measurement and reporting man

A

Gen Man-Collecting and assessing relevant data to support good decision making

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10
Q

Org change man

A

Gen Man-ensuring smooth and successful implementations of organizational changes across people, technologies, processes, structures, and services

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11
Q

Portfolio man

A

Gen Man-Ensuring the right mix of programs, projects, products, and services based on strategic decision-making to remain within budgetary and resource constraints

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12
Q

Pm

A

Gen Man-Ensuring the successful and timely delivery of all projects

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13
Q

Relationship man

A

Gen Man-Establishing and nurturing relationships to create value and partnerships across all stakeholders, including customers and providers

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14
Q

Risk man

A

Gen man-Understanding and effectively handling risks by identifying, evaluating, and prioritizing them

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15
Q

Service Financial Man

A

Gen Man-Effectively using financial resources and investments to support service management plans and strategies

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16
Q

Strategy man

A

Gen man-Formulating goal, adopting courses of action, and allocating resources to achieve goals

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17
Q

Suppliers man

A

Gen man- Managing suppliers and their performance to support seamless provisioning of products and services

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18
Q

Workforce and talent man

A

Gen man-Placing the right people in the right role to support business objectives by ensuring they have the appropriate skills and knowledge

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19
Q

What are the 17 Service management practices

A

Availability management: Maintaining service availability for customers and users according to agreed levels

Business analysis: Analyzing a business or business element, defining associated needs, and recommending solutions that solve the problem

Capacity and performance management: Cost-effectively providing services to achieve agreed and expected performance meeting current and future demand

Change enablement: Assessing, authorizing, and managing risks to maximize the number of successful service and product changes

Incident management: Restoring normal service operation as fast as possible to minimize an incident’s negative impact

IT asset management: Planning and managing the IT asset life cycle to maximize value, control costs, support IT asset decision-making, and meet regulatory and contractual requirements

Monitoring and event management: Systematically observing, recording, and reporting all service service components and selected events that lead to change of state

Problem management: Reducing incident likelihood and impact by identifying actual and potential causes

Release management: Making new and changed services and features available for use

Service catalog management: Providing the relevant audience with a single source of consistent service and service offering information

Service configuration management: Implementing and maintaining accurate, reliable, available source of service configuration information and the configuration items (CI) supporting them, including CI configurations and relationships between them

Service continuity management: Maintaining service availability and performance at sufficient levels when a disaster occurs

Service design: Designing products and services fit for purpose and use that can be delivered by the organization and its ecosystem

Service desk: Establishing and maintaining an entry point and single point of contact to capture user demand for incident resolution and service requests

Service level management: Setting clear business-based service level targets against which the organization can asses, monitor, and manage service delivery

Service request management: Handling all pre-defined, user-initiated service requests to support the agreed service quality while providing an effective, user-friendly experience

Service validation: Ensuring new or changed products and service meet defined requirements

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20
Q

What is availability management

A

SM-Maintaining service availability for customers and users according to agreed levels

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21
Q

What is Business Analysis

A

SM-Analyzing a business or business element, defining associated needs, and recommending solutions that solve the problem

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22
Q

What is Capacity and Performance Management

A

SM-Cost-effectively providing services to achieve agreed and expected performance meeting current and future demand

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23
Q

What is change enablement

A

SM-Assessing, authorizing, and managing risks to maximize the number of successful service and product changes

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24
Q

Incident management

A

SM-Restoring normal service operation as fast as possible to minimize an incident’s negative impact

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25
Q

It Assest management

A

SM-Planning and managing the IT asset life cycle to maximize value, control costs, support IT asset decision-making, and meet regulatory and contractual requirements

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26
Q

Monitoring and Event Management

A

SM-Systematically observing, recording, and reporting all service service components and selected events that lead to change of state

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27
Q

Problem management

A

SM-Reducing incident likelihood and impact by identifying actual and potential causes

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28
Q

Release management

A

SM-Making new and changed services and features available for use

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29
Q

Service catalogue management

A

SM-Providing the relevant audience with a single source of consistent service and service offering information

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30
Q

Service configuration management

A

SM-Implementing and maintaining accurate, reliable, available source of service configuration information and the configuration items (CI) supporting them, including CI configurations and relationships between them

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31
Q

Service continuity management

A

SM-Maintaining service availability and performance at sufficient levels when a disaster occurs

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32
Q

Service Design

A

SM-Designing products and services fit for purpose and use that can be delivered by the organization and its ecosystem

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33
Q

Service desk

A

SM-Establishing and maintaining an entry point and single point of contact to capture user demand for incident resolution and service requests

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34
Q

Service level management

A

SM-Setting clear business-based service level targets against which the organization can asses, monitor, and manage service delivery

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35
Q

Service request management

A

SM-Handling all pre-defined, user-initiated service requests to support the agreed service quality while providing an effective, user-friendly experience

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36
Q

Service validation and testing management

A

SM-Ensuring new or changed products and service meet defined requirements

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37
Q

What are the 3 Technical management practices

A

Deployment management: Moving new or changed hardware, software, documentation, processes, or components to live environments

Infrastructure and platform management: Overseeing the physical and virtual technology resources that the organization uses

Software development and management: Ensuring that applications meet internal and external stakeholder functionality, reliability, maintainability, compliance, and auditability needs

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38
Q

Deployment management

A

TM-Moving new or changed hardware, software, documentation, processes, or components to live environments

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39
Q

Infrastructure and platform management

A

TM-Overseeing the physical and virtual technology resources that the organization uses

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40
Q

Software development and management

A

TM-Ensuring that applications meet internal and external stakeholder functionality, reliability, maintainability, compliance, and auditability needs

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41
Q

ITSM

A

IT service management

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42
Q

ITIL

A

Information Technology Infrastructure Library

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43
Q

4 Dimensions/perspectives or Factors Critical to Successful Value Delivery - These are the 4 resources

A

1) Organization and People
2) Information and Technology
3)Partners and Suppliers
4) Value Stream and Processes

4 Ps - People , Products, Partners, Processes

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44
Q

IT organization assess cost and impact and risks associated with what for each part of the SVS

A

4 D

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45
Q

ITIL framework built around a model called

A

Service Value System (SVS)

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46
Q

7 Principles

A

Start where you are
Think of work holistically
Optimize and automate
Progress Iteratively with feedback
Keep it simple and practice
Focus on Value
Collaborate and promote visibility

STOP KFC

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47
Q

Service

A

A way for the organization to create value for themselves and customers. Almost all services are IT enabled

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48
Q

Service Value Chain has 6 Step model - AKA IT lifecycle

A

This creates value

1) Plan
2) Engage
3) Design and Transition
4) Procurement/Building
5) Deliver and support
6) Improve

PED PID

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49
Q

5 parts of the SVS

A

Principles
Governance
Service Value Chain
Practices
Continuous Improvement

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50
Q

Governance

A

Means by which an organization is directed and controlled. Effective corp gov drives IT org to max value creation while minimizing cost and mitigating risks

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51
Q

Practices

A

Organization resources that can help accomplish an objective

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52
Q

3 Categories of Management practices

A

General (14)
Service(17)
Technical (3)

34

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53
Q

Service Management

A

Set of specialized organizational capability for enabling value for customers in the form of services

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54
Q

Value

A
  • perceived benefits, usefulness and important of somethings
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55
Q

Organization

A

Person/group that has its own functions with responsibilities - to achieve its obj - can vary in size and complexity and be 1+ people

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56
Q

Service consumer

A

when receiving services

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57
Q

Sponsor

A

Authorizes budget for service consumption

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58
Q

Customer

A

Defines req for a service

59
Q

User

A

The role that uses a service

60
Q

Product

A

a configuration of an org resources designed to offer value for a consumer

61
Q

Service offering

A

1 or more services to meet needs of target consumer grp

62
Q

Service relationship

A

coop between provider and consumer

63
Q

Service relationships are valuable when

A

have more possitive effects than negative

64
Q

Costs

A

Amount $ spent on activity/resource

65
Q

Two tyes of costs

A

Cost removed - from consumer by a service - eg managed office
Cost impacted - on consumer (eg staff training)

66
Q

Risk

A

Possible event that could cause harm/make it diff to reach obj

67
Q

2 types of risk

A

Risk removed - from consumer - eg cloud - so no need for hardware
Risk imposed - to consumer - eg security breach

68
Q

Utility

A

Functionality offered by product or service to meet a particular need - what a service does

69
Q

Warranty

A

assurance that service will meet agreed req

70
Q

Each of the 4 D affected by multiple factors

A

6 PESTLE
Political
Economical
Social
Technology
Legal
Environment

71
Q

Value Stream

A

Series of steps org use to create and deliver product/services to consumers

72
Q

Process

A

Set of act that transforms input to output

73
Q

Org agility

A

adapt to internal changes

74
Q

Org resilience

A

anticipate for ext changes

75
Q

Governance is realized through 3 activities

A

Evaluate
Direct
Monitor

76
Q

To do service management need to understand 3 things

A

Nature of value
Nature and scope of stakeholder
How value creation is enabled through services

77
Q

3 types of service offerings

A

Goods to be supplied -consumer attains ownership and respons (phone)
Access to resources -consumer received controlled access - access to mobile network
Service actions performed -provider fufil needs of consumer - eg user support

78
Q

3 parts of info security management

A

Prevention - ensure security events don’t occur
Detection - detect incidents that can’t be prevented
Correction - recover from incidents after detected

79
Q

3 points that we should evaluate and select suppliers based on

A

Importance and impact - value of service to business provided by supplier
Risk - risks assoc with using service
Cost - cost of service and its provision

80
Q

5 purposes of IT asset management

A

Max value
Control costs
Manage risks
Support decisionmaking about purchase/retirement of assets
Meet regulatory and contractual req

81
Q

IT asset

A

Any valuable component that can contribute to the delivery of an IT prod or service

82
Q

scope of IT asset management can include

A

software, hardware, networking, cloud services and client services

83
Q

ITAM

A

ITAM - sub practice - looking at management of IT lifecylces

84
Q

Software asset management (SAM)

A

infrastructure and process necess for effective management of software assets

85
Q

Event

A

Change in state with significance for management of service/configurable item (CI)

86
Q

types of events

A

Informational - successful tasks
Warning - when device reaching limit
Exception - error given off when system acts abnormally

87
Q

Incident

A

Unplanned interruption to a service or reduction in quality

88
Q

3 phases of problem management

A

Prob Identification- identify and log problem
Prob control -prob analysi and workarounds
Error control -manage known errors

89
Q

3 types of change

A

Standard change - low risk pre authorized changes (eg service requests)
Normal change - changes that need to be scheduled and authorized - need to go through entire change management process - eg website change - change board
Emergency change - need to be implemented as soon as possible

90
Q

Change authority

A

Person or group that authorizes the change

91
Q

Configurable item

A

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

vs IT asset - same but has financial value

92
Q

Config management system

A

Set of tools and info used to support config management

93
Q

Release

A

Version of a service/CI or collection of CI that is made available for use. Can be small or large

94
Q

Request

A

Req from user that initiates a service action

95
Q

Service level

A

One/more metrics that define expected/achieved service quality

96
Q

Service level agreement

A

Documented agreement between a service provider and customer that identifies services req and expected level of service

97
Q

Resources to identify service level management

A

customer engagement and feedback
operational metrics
business metrics

98
Q

4 types of deployment

A

Phased - parts deployed to parts of an office at a time
Continuous - components are integrated and test and deployed just when they are needed - opportunity for customer feedback loops
Big bang - components deployed to all targets at one time
Pull - new /changed software available in a repository and customers choose

99
Q

Relationship between
events, changes, problem management, incidents

A

Problem management - identify known issues - > reults in known events (identify, analyze and control)

Events- changes in CI - 3 types - info, warning, exceptions - which are incidents

Events and incidents can result in changes that can be
Std, normal, emergency

100
Q

Key activities part of contin imp practice are (6)

A

Encourage across org
secure time and budget for this
identifying and logging imp opport
assess and prioritizing imp opportunities
making a business case for improvement action
measure and eval imp results
coordinate imp act across org

101
Q

ITIL continual imp model supports

A

iterative approach to divide work into manageable pieces with sep goals that can be achieved incrementally

102
Q

IT assest management includes (4)

A

Define and populate asset register to know where they are
Control asset lifecycle
provide currnte and historical data about assets
audit assets

103
Q

Monitoring and event management key activities (4)

A

1)identify what should be monitor
2)Establish criteria for changes of state
3)establish policies for how each type of detected event should be managed
4)implement processes and automations to operationalize defined threshold criteria

104
Q

How are problems related to incidents?

A

Problems are the causes of incidents. They require investigation and analysis to identify causes

105
Q

Problem identification include(5

A

performing trend analysis on incident records

Detect duplicate and recurr issues by users

during major incident identify risk that an incident could recur

analyze info received from suppliers and partners

analyze info received from internal software developers

106
Q

3 activities of problem control

A

prob analysis
document workarounds
document known errors

prob prioritiezed for analysis based on risks

107
Q

error control includes (3)

A

identification of perm solutions - result in change req

regular re assessment of status of known errors

evaluate effectiveness of workaround

108
Q

change schedule is to help

A

plan changes, assist in comm, avoid conflicts and assign resources

109
Q

Service req vs incident req

A

service - part of normal std changes - vs incident - degradation of service

110
Q

service request option (6)

A

req for service delivery action (eg deliver a report)

req for info (how to create a doc)

req for prov of resource (eg phone)

req for access

feedback/compliments/complaints

111
Q

Iaas

A

Infrastructure as a servicee

112
Q

what does SVS do

A

The Service Value System (SVS) contains everything you need in order to deliver value to the customer (often the management or another department of the company) by way of services. For example, the SVS includes basic IT principles or best practices to build the necessary capabilities of your team.

various components and activities of an org work together to facilitate value creation through IT enabled services - can be combined in flexible way

113
Q

key inputs into SVS

A

Opp and demand

114
Q

Key output of SVS

A

Value

115
Q

automation

A

typically refers to the use of technology to perform a step or series of steps correctly and consistently with limited or no human intervention.

116
Q

Principles

A

can be used to aid org decisions and actions - shared understanding and common approach to service management

117
Q

Value chain mapping

A

process that identifies the main act assoc with company’s service/roduce line - to identify performance improvement opportunities

118
Q

known error

A

status assigned to problem after analyzed

119
Q

Plan

A

purpose is to ensure shared understanding of vision/current status/improvement direction of all 4 dimensions and all products and services across an org

120
Q

Change

A

Addition/modification/change in anything that could have direct/indirect effect on services

121
Q

Improve

A

Purpose is to ensure contin imp of products, services and practices across all value chain activities and 4 D

122
Q

Engage

A

Purpose is to provide good understanding of stakeholder needs

123
Q

Design and transition

A

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

124
Q

Obtain/build

A

Purpose is to ensure service components are available when and where they are needed and that they meet agreed specifications

125
Q

Deliver and support

A

Deliver and supp value chain activity to make sure sesrvices and delivered and supported according to agreed specifications

126
Q

product vs service

A

product -combo of org resources designed to create value
service - means to create value

127
Q

value stream vs process

A

value stream-series of steps to deliver products/services to consumer
process - transform inputs into outputs

128
Q

service owner

A

accountable for delivery of service

129
Q

outcome vs ouput

A

outcome - result for stakeholder
output-deliverble of an activity

130
Q

MTBF

A

mean time between failures-how freq a config fails

131
Q

MTRS

A

Mean time restore services

132
Q

maintanability

A

how easily a service can be repaired

133
Q

internal customer

A

customer who works for same company as service provider

134
Q

Optimize and automate steps

A

Understand and agree the context in which the proposed optimization exists This includes agreeing the overall vision and objectives of the organization.

*Assess the current state of the proposed optimization This will help to understand where it can be improved and which improvement opportunities are likely to produce the biggest positive impact.

*Agree what the future state and priorities of the organization should be, focusing on simplification and value This typically also includes standardization of practices and services, which will make it easier to automate or optimize further at a later point.

*Ensure the optimization has the appropriate level of stakeholder engagement and commitment

*Execute the improvements in an iterative way Use metrics and other feedback to check progress, stay on track, and adjust the approach to the optimization as needed.

*Continually monitor the impact of optimization

vision
current and future state analysis
feedback
iteration

135
Q

Focus on value steps

A

Know how service consumers use each service Understand their expected outcomes, how each service contributes to these, and how the service consumers perceive the service provider. Collect feedback on value on an ongoing basis, not just at the beginning of the service relationship.

*Encourage a focus on value among all staff Teach staff to be aware of who their customers are and to understand CX.

*Focus on value during normal operational activity as well as during improvement initiatives The organization as a whole contributes to the value that the customer perceives, and so everybody within the organization must maximize the value they create. The creation of value should not be left only to the people working on exciting projects and new things.

*Include focus on value in every step of any improvement initiative Everybody involved in an improvement initiative needs to understand what outcomes the initiative is trying to facilitate, how its value will be measured, and how they should be contributing to the co-creation of that value.

feedback
know who cutsomers are

136
Q

Start where you are steps

A

*Look at what exists as objectively as possible, using the customer or the desired outcome as the starting point. Are the elements of the current state fit for purpose and fit for use? There are likely to be many elements of the current services, practices, projects, and skills that can be used to create the desired future state, provided the people making this judgement are objective.

*When examples of successful practices or services are found in the current state, determine if and how these can be replicated or expanded upon to achieve the desired state. In many, if not most, cases, leveraging what already exists will reduce the amount of work needed to transition from the current state to the desired state. There should be a focus on learning and improvement, not just replication and expansion.

*Apply your risk management skills. There are risks associated with re-using existing practices and processes, such as the continuation of old behaviours that are damaging to the service. There are also risks associated with putting something new in place, such as new procedures not being performed correctly. These should be considered as part of the decision-making process, and the risks of making or not making a change evaluated to decide on the best course of action.

*Recognize that sometimes nothing from the current state can be re-used. Regardless of how desirable it may be to re-use, repurpose and recycle, or even upcycle, there will be times when the only way to achieve the desired result is to start over entirely. It should be noted, however, that these situations are very rare.

objective
risk management

137
Q

Progress iteratively steps

A

To apply this principle successfully, consider this advice:

*Comprehend the whole, but do something Sometimes the greatest enemy to progressing iteratively is the desire to understand and account for everything. This can lead to what is sometimes called ‘analysis paralysis’, in which so much time is spent analysing the situation that nothing ever gets done about it. Understanding the big picture is important, but so is making progress.

*The ecosystem is constantly changing, so feedback is essential Change is happening constantly, so it is very important to seek and use feedback at all times and at all levels.

*Fast does not mean incomplete Just because an iteration is small enough to be done quickly does not mean that it should not include all the elements necessary for success. Any iteration should be produced in line with the concept of the minimum viable product. A minimum viable product is a version of the final product which allows the maximum amount of validated learning with the least effort

systems thinking - whole picture
Feedback
iteration

138
Q

Collaborate and promote visibility steps

A

To apply this principle successfully, consider this advice:

*Comprehend the whole, but do something Sometimes the greatest enemy to progressing iteratively is the desire to understand and account for everything. This can lead to what is sometimes called ‘analysis paralysis’, in which so much time is spent analysing the situation that nothing ever gets done about it. Understanding the big picture is important, but so is making progress.

*The ecosystem is constantly changing, so feedback is essential Change is happening constantly, so it is very important to seek and use feedback at all times and at all levels.

*Fast does not mean incomplete Just because an iteration is small enough to be done quickly does not mean that it should not include all the elements necessary for success. Any iteration should be produced in line with the concept of the minimum viable product. A minimum viable product is a version of the final product which allows the maximum amount of validated learning with the least effort

Identify bottlenecks
systems thinking - work holisticially
Use feedback
iterative

139
Q

Think and work holistically

A

To apply this principle successfully, consider this advice:

*Recognize the complexity of the systems Different levels of complexity require different heuristics for decision-making. Applying methods and rules designed for a simple system can be ineffective or even harmful in a complex system, where relationships between components are complicated and change more frequently.

*Collaboration is key to thinking and working holistically If the right mechanisms are put in place for all relevant stakeholders to collaborate in a timely manner, it will be possible to address any issue holistically without being unduly delayed.

*Where possible, look for patterns in the needs of and interactions between system elements Draw on knowledge in each area to identify what is essential for success, and which relationships between elements influence the outcomes. With this information, needs can be anticipated, standards can be set, and a holistic view point can be achieved.

*Automation can facilitate working holistically Where the opportunity and sufficient resources are available, automation can support end-to-end visibility for the organization and provide an efficient means of integrated management.

Systems thinking
Collaboration
Automation

140
Q

Keep it simple

A

Ensure value Every activity should contribute to the creation of value.

*Simplicity is the ultimate sophistication It may seem harder to simplify, but it is often more effective.

*Do fewer things, but do them better Minimizing activities to include only those with value for one or more stakeholders will allow more focus on the quality of those actions.

*Respect the time of the people involved A process that is too complicated and bureaucratic is a poor use of the time of the people involved.

*Easier to understand, more likely to adopt To embed a practice, make sure it is easy to follow.

*Simplicity is the best route to achieving quick wins Whether in a project, or when improving daily operations activities, quick wins allow organizations to demonstrate progress and manage stakeholder expectations. Working in an iterative way with feedback will quickly deliver incremental value at regular intervals.

Value
Fewer things

141
Q

Factors affect corporate sourcing strategy

A

Strategic focus Some organizations may prefer to focus on their core competency and to outsource non-core supporting functions to third parties; others may prefer to stay as self-sufficient as possible, retaining full control over all important functions.

*Corporate culture Some organizations have a historical preference for one approach over another. Longstanding cultural bias is difficult to change without compelling reasons.

*Resource scarcity If a required resource or skillset is in short supply, it may be difficult for the service provider to acquire what is needed without engaging a supplier.

*Cost concerns A decision may be influenced by whether the service provider believes that it is more economical to source a particular requirement from a supplier.

*Subject matter expertise The service provider may believe that it is less risky to use a supplier that already has expertise in a required area, rather than trying to develop and maintain the subject matter expertise in house.

*External constraints Government regulation or policy, industry codes of conduct, and social, political or legal constraints may impact an organization’s supplier strategy.

*Demand patterns Customer activity or demand for services may be seasonal or demonstrate high degrees of variability. These patterns may impact the extent to which organizations use external service providers to cope with variable demand.

142
Q

Acceptance criteria

A

A list of m in req that a service component must meet for its stakeholders

143
Q

Agile

A

Umbrella term for collection for fraemwork and techniques to enable teams and collaborate

144
Q

asset regoster

A

a database or list of assets

ITIL (2 decks)

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