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ITIL Training > ITIL Terms > Flashcards

ITIL Terms Flashcards

1
Q

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

A

Service Management

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2
Q

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.

A

Service

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3
Q

Organization

A

a person or a group of people that has its own functions with responsibilities, authorities, and relationships to achieve its objectives - can be:

 A single person
 A team
 A complex network of legal entities united by common objectives, relationships, and authorities

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4
Q

Value

A

perceived benefits, usefulness, and importance of something.

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5
Q

Describes how all the components and activities of an organization work together as a system to facilitate value creation. The purpose is to ensure that the organization continually co-creates value with all stakeholders through the use and management of products and services.

A

IT Service Value System (IT SVS)

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6
Q

5 Components of SVS

A
  1. Guiding principles – recommendations that can guide an organization in all circumstances, regardless of changes in its goals, strategies, types 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 organization performs to deliver a valuable product or service to its consumers and to facilitate value realization
  4. Practices – sets of organizational resources designed for performing work or accomplishing an objective
  5. Continual improvement – a recurring organizational activity performed at all levels to ensure that an organization’s performance continually meets stakeholders’ expectations; ITIL 4 supports continual improvement with the ITIL continual improvement model
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7
Q

4 Dimensions of the Service Management System

A
  1. Organizations and people
  2. Information and technology
  3. Partners and suppliers
  4. Value streams and processes
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8
Q

Factors that influence an organization’s supplier strategy

A

 Strategic focus – an organizational preference for outsourcing noncore-supporting functions or retaining control
 Resource scarcity – if a required resource is in short supply, it’s hard for an organization to acquire it without engaging a supplier
 Corporate culture – the historical preference between outsourcing or not
 Demand patterns – use external providers to cope with variable demand patterns
 Cost concerns – use external suppliers when the service provider believes it is more economical
 Subject matter expertise – the service provider believes it is less risky to use a supplier with the expertise than to develop and maintain the expertise in-house

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9
Q

Value Stream

A

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

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10
Q

a set of interrelated or interacting activities that transform inputs to outputs. They define the sequence of actions and their dependencies

A

Process

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11
Q

What is the role of the customer in the Service Consumption?

A

the role that defines the requirements for a service and takes responsibility for the outcomes of service consumption

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12
Q

What is the role of the USER in service consumption?

A

the role that uses services

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13
Q

What is the role of the SPONSOR in service consumption

A

the role that authorizes budget for service consumption

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14
Q

What is the SERVICE CONSUMER?

A

The service consumer (customer and/or user) uses the output provided by the service provider to achieve one or desired outcomes

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15
Q

Output

A

A tangible or intangible deliverable or activity.

A service provider produces outputs (for example, a billing application, desktop, or mobile phone) that help its consumers to achieve certain outcomes.

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16
Q

Outcome

A

An outcome is a result for a stakeholder enabled by one or more outputs.

The service consumer (customer and/or user) uses the output provided by the service provider to achieve one or desired outcomes (for example, more accurate and efficient billing, the ability to create and update work-related spreadsheets, and/or connect with customers via phone or text).

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17
Q

How do we show we are achieving value in our service relationships?

A

Service relationships are perceived as valuable only when they have more positive effects than negative.

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18
Q

What is a cost?

A

The amount of money spent on a specific activity or resource.

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19
Q

What is a risk?

A

A possible event that could cause harm or loss or make it more difficult to achieve objectives.

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20
Q

What are the two types of Risk?

A
  1. Risks removed (or reduced) from the consumer by the service: This may include failure of the consumer’s server hardware or lack of staff availability.
  2. Risks imposed on the consumer by the services: Examples can include the service provider going out of business or experiencing a security breach.
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21
Q

What are two types of Costs?

A

 Costs removed from the consumer by the service: This may include costs of staff, technology, and other resources that the consumer does not need to provide.
 Costs imposed on the consumer by the services: The total cost of consuming a service includes the price charged by the service provider plus other costs such as staff training.

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22
Q

What are FOUR items associated with UTILITY?

A
  1. Functionality offered by a product or service to meet a particular need
  2. What the service DOES
  3. Can be used to determine whether a service is FIT FOR PURPOSE
  4. Requires that a service support the performance of the consumer or remove constraints from the consumer.
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23
Q

What are FIVE items associated with WARRANTY?

A
  1. Assurance that a product or service will meet agreed requirements
  2. How the service performs.
  3. Can be used to determine whether a service is fit for USE
  4. Requires that a service has defined and agreed conditions that are met.
  5. Typically addresses service levels for availability, capacity, security and continuity.
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24
Q

Cooperation between a service provider and service consumer for the delivery and use of a service offering.

A

Service Relationship?

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25
Q

What are three elements of service relationship?

A
  • -> service relationship management
  • -> service provision
  • -> service consumption.
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26
Q

What is a service offering?

A

A formal description of one or more services designed to address the needs of a target consumer group.

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27
Q

What is Service Relationship Management

A

Service relationship management refers to joint activities performed by a service provider and a service consumer to ensure continual value co-creation based on agreed and available service offerings.

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28
Q

What is Service Provision?

A

Activities performed by an organization to provide services.

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29
Q

What activities are part of Service Provision?

A

 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

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30
Q

What is Service Consumption?

A

Activities performed by an organization to consume services.

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31
Q

What activities are part of Service Consumption?

A

Service consumption activities include:
 Management of the consumer’s resources needed to use the service
 Service actions performed by users, including utilizing the provider’s resources, and requesting service actions to be fulfilled
Service consumption may also include the receiving (acquiring) of goods.

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32
Q

What is the ITIL Service Value Chain?

A

A set of interconnected activities that an organization performs in order to deliver a valuable product or service to its customers to facilitate value.

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33
Q

Elements of the Service Value Chain

A

Input:
Opportunity or Demand

Plan
Engage
Design/Transition
Obtain or Build
Deliver/Support
Improve

Outputs and Outcomes = products and services

Output = Value

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34
Q

Four Dimensions of Service Management

A
  1. Organizations and People
  2. Partners and Suppliers
  3. Information and Technology
  4. Value Streams and Processes
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35
Q

What are the 34 Practices?

A

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

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36
Q

Governance

A

The means by which an organization is directed and controlled

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37
Q

Seven Guiding Principles

A 
Focus on Value
Start where you are
Collaborate and promote visibility
Keep it simple and practical
Progress iteratively with feedback
Tthink and work holistically
Optimize and automate
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38
Q

External Factors influencing SVS

A 
P     Political
E     Economic
S     Social
T     Technological
L     Legal
E     Environmental
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39
Q

Utility

A

Fit for Purpose

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40
Q

Warranty

A

Fit for Use

41
Q

Products

A

Configurations of an organization’s resources designed to offer value to a customer

42
Q

Service Relationship Management

A

Joint activities performed by a service provider and service consumer to ensure continual value co-creation based on agreed and available service offerings

43
Q

What is the purpose of the PLAN activity in the Value Chain

A

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

44
Q

What is the purpose of the IMPROVE activity in the Value Chain?

A

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

45
Q

What is the purpose of the ENGAGE activity in the Value Chain?

A

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

46
Q

What is the purpose of the DESIGN and TRANSITION activity in the Value Chain?

A

… to ensure that products and services continually meet stakeholder expectations for quality, costs and time to market (a.k.a. value)

47
Q

What is the purpose of the OBTAIN or BUILD activity in the Value Chain?

A

… to ensure that service components are available when and where they are needed and meet agreed-upon specifications (requirements)

48
Q

What is the purpose of the DELIVER AND SUPPORT activity in the Value Chain?

A

… to ensure that services are delivered and supported according to agreed-upon specifications (requirements) and stakeholders’ expectations.

49
Q

What is a Guiding Principle?

A

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

50
Q

Focus on Value

A

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

51
Q

What is Customer Experience?

A

The sum of functional and emotional interactions with a service and service provider as perceived by a customer or user.

52
Q

Guiding Principle: Start where you are

A

Do not start over without first considering what is already available to be leveraged.

53
Q

What is the role of measurement in the guiding principles?

A

Measurement should support, not replace what is OBSERVED.

54
Q

Guiding Principle: Progress iteratively, with feedback.

A

Resist the temptation to do everything at once.

55
Q

Guiding Principle: Collaborate and promote visibility

A

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

56
Q

Guiding Principle: Keep it simple and practical

A

Always use the minimum number of steps to accomplish an objective. Outcome-based thinking should be used to produce solutions that deliver valuable outcomes.

57
Q

Guiding Principle: Optimize and Automate

A

Organizations must maximize the value of the work carried out by their human and technical resources

58
Q

Optimization

A

… to make something as effective and useful as it needs to be within a set of constraints which may include financial limitations, compliance requirements, time constraints and resource availability.

59
Q

Automation

A

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

60
Q

Practices

A

sets of organizational resources designed for performing work or accomplishing an objective

61
Q

Relationship Management

A

…. to establish and nurture the links between an organization and its stakeholders at strategic and tactical levels. Includes identification, analysis, monitoring and continual improvements of relationships between stakeholders

62
Q

What Relationship Management ensures…

A

Constructive relationships with stakeholders
Understanding of stakeholder needs and priorities
Value creation aligned to strategies
High customer satisfaction

63
Q

Service Level Management

A

…to set clear business-based targets for service levels, and to ensure that delivery of services is properly assessed, monitored, and managed against these targets.

64
Q

Service Levels

A

One or more metrics that define expected or achieved service quality

65
Q

Service Level Agreement

A

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

66
Q

Supplier Management

A

… to ensure the organization’s suppliers and their performances are managed appropriately to support the seamless provision of quality products and services

67
Q

IT Asset Management

A

… to plan and manage the full lifecycle of all IT assets, to help the organization:

maximize value
control costs
manage risks
support decision making about purchase. re-use. retirement and disposal of assets
meet regulatory and contractual requirements

68
Q

IT Asset

A

any financially valuable component that can contribute to the deliver of an IT product or service

69
Q

Service Configuration Management

A

… to ensure that accurate and reliable information about the configuration of services and the CIs that support them, is available when and where it is needed.

70
Q

What is a Configuration Item (CI)?

A

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

71
Q

Monitoring and Event Management

A

… a practice to systematically observe services and service components, and record and report selected changes of state identified as “events.”

72
Q

Event

A

Any change of state that has significance for the management of a configuration item or IT service. Typically recognized through notifications created by an IT service, CI or monitoring tool.

73
Q

Informational Event

A

This type of event does not require any action at the time it is identified

74
Q

Warning Event

A

This type of event has actions that can be taken before the business experiences negative impacts

75
Q

Exceptions Event

A

This type of event indicates a breach to an established norm

76
Q

Information Security Management

A

This practice protects the information needed by the organization to conduct its business. This includes understanding and managing the risks to the confidentiality, integrity, and availability of information.

77
Q

Aspects of Information Security Management

A 
Confidentiality
Integrity / accuracy
Availability of information
Authentication
Non-repudiation
78
Q

Service Request Management

A

This practice supports the agreed quality of a service by handling all pre-defined, user-initiated service requests in an effective and user-friendly manner.

79
Q

Service Request

A

a request from a user or a user’s authorized representative that initiates a service action that has been agreed-upon as a normal part of service delivery.

80
Q

Types of Service Requests

A

Request for a service delivery action (a.k.a. a mouse)
Request for information
Request for the provision of a resource or service (like new hire)
Request for access to a resource or service
Feedback, compliments or complaints.

81
Q

Service Request Automation - elements

A

Some service requests can be completely fulfilled by automation from submission to closure
Depends upon well-defined processes and procedures, which are operationalized through tracking and automation tools to maximize the efficiency of the practice
Different types of service requests will have different fulfilment workflows, but should include a limited number of workflow models to maintain efficiency.

82
Q

Incident Management

A

A practice to minimize the negative impact of incidents by restoring normal service operation as quickly as possible

83
Q

Incident

A

an unplanned interruption to a service or reduction in the quality of a service

84
Q

What are three steps for dealing with incidents?

A
  1. They should be LOGGED and managed to meet realistic, agreed upon and documented resolution times
  2. They should be MANAGED to meet targets
  3. They should be PRIORITIZED based upon agreed-upon classifications, to ensure those with the highest business impact are resolved first.
85
Q

What is SWARMING?

A

Many different stakeholders working together initially on an incident, until it becomes clear which of them is best placed to continue and which can move on to other tasks.

86
Q

Service Desk

A

A practice to capture 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.

87
Q

What is the value of the service desk?

A
  1. Has a major impact on user experience and how the service provider is perceived by the users.
  2. Practical understanding of the wider organization - the empathetic link between the service provider and users
  3. Can focus on excellent customer experience when personal contact is needed.
  4. Support and development teams need to work in close collaboration with the service desk.
88
Q

Name some supporting technologies for the Service Desk

A 
intelligent telephony systems
workflow systems like Jira
workforce management or resource planning systems
call recording and quality control
knowledge base
remote access tools
dashboard and monitoring tools
configuration management systems.
89
Q

Problem Management

A

A practice to reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors

90
Q

Problem

A

A cause or potential cause of one or more incidents (prior, current, future)

91
Q

Known Error

A

A problem that has been analyzed but has not been resolved (root cause analysis)

92
Q

What is a workaround?

A

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

93
Q

Change Enablement

A

A practice to maximize the number of successful service and product changes by ensuring that risks have been properly assessed, authorizing changes to proceed, and managing the change schedule.

94
Q

What is a Change?

A

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

95
Q

Change Authority

A

The person or group who authorizes a change.

96
Q

Examples of Standard Changes

A

They are:
Low risk
pre-authorized
well understood
fully documented
can be implemented without needing additional authorization
often initiated as service requests, but may also be operational changes

97
Q

What are Normal Changes?

A

Need to be scheduled, assessed and authorized following a process
initiation is triggered by the creation of a change request
change models based on the change risk determine the roles for assessment and authorization
organization that have an automated pipeline for continuous integration and deployment often automate most steps of teh change enablement process.

98
Q

su

A

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