ITIL v4 Flashcards
1
Q
Which are the four motivation factors for people at work?
A
- Achievement
- Recognition
- Responsibility
- Interesting Work
2
Q
ITIL Service Value Chain
A
It is an operating model which covers the key activities required to effectively manage products and services.
3
Q
What is the purpose of the Workflow and Talent Management practice?
A
To enable organization, leaders, and managers to focus on creating an effective and actionable people strategy so that the organization can achieve its mission, goals,, and strategic objectives.
4
Q
MoSCoW Method
A
A simple prioritization technique for managing requirements.
It allows stakeholders to explicitly agree on the different priorities.
- Must
- Should
- Could
- Won’t
5
Q
What are the 7 guiding principles
A
- Focus on Value
- Start Where you Are
- Progress Interactively with Feedback
- Collaborate and promote Visibility
- Think and work Holistically
- Keep it Simple and Practical
- Optimize and Automate
6
Q
Define user
A
A person who uses services
7
Q
What are Service Providers
A
An organization who provision services. They can be Internal or External to the Consumers organization.
8
Q
What is an Organization
A
A person or group of people that has its own functions with responsibilities, authorities, and relationships to achieve its objectives.
9
Q
Define Sponsor
A
Person who authorizes budget for service consumption
10
Q
What is the definition of Service Management
A
A set of Specialized Organizational Capabilities for enabling value for customers in the form of services.
11
Q
Value Stream
A
A Value Stream describes how value is created, from demand to value realization, often through the delivery of Services and Products.
It is a series of steps.
12
Q
Define Product
A
A configuration of an organizations resources designed to offer value for a customer.
13
Q
Sourcing Modules
A
1) Insourcing
2) Outsourcing
14
Q
Outsourcing Modules
A
- Onshoring
- Nearshoring (minimum time zone difference)
- Offshoring (big timezone difference)
15
Q
What is Value?
A
The perceived Benefits, Usefulness and Importance of something.
16
Q
What are the main parts of the Service Value System (SVS)?
A
- Guiding Principles
- Governance
- Service Value Chain
- Practices
- Continual Improvement
17
Q
Define Service
A
Means for enabling value co-creation by facilitating outcomes that customers want to achieve without the customer having to manage specific costs and risks.
18
Q
Service Empathy
A
The ability to recognize, understand, predict, and project interests, needs, intentions and experience of another party, in order to establish, maintain and improve service relationship.
19
Q
How is Value created?
A
It is co-created through active collaboration between providers, consumers and other organizations.
It is not uni-directional.
20
Q
Little’s Law when talking about key metrics for Value Streams
A
Work in Progress = Throughput x Leadtime
OR
= Throughput x (Cycle Time + Wait Time)
21
Q
What are the key elements of a Continual Service Improvement culture?
A
- Transparency
- Management by example
- Building Trust
- Active encouragement of positive behaviors
- Clear Continual Improvement expectations
- Marketing and Celebration of success
22
Q
Service Mindset
A
An important component of organizational culture, which defines organization’s behavior in service relationships. It includes shared values and guiding principles adopted and followed by the organization.
23
Q
Define Service Consumers
A
An organization who receives services
24
Q
What is the first step of the guiding principle “Focus on Value”?
A
Determine who the service Consumer is in each situation.
25
Value Stream Mapping (VSM)
Used to gain insight into an organisations workflow. Can be used to identify both value adding and value non-adding activities in a Value Stream, while providing insight into opportunities for optimization and automation.
It can be seen as an assessment and also planning.
26
What are the 6 key activities of the Service Value Chain?
- Plan
- Improve
- Engage
- Design/Transition
- Obtain/Build
- Deliver/Support
27
How to develop and nurture good team culture?
- Incorporate the vision into the team culture
- Meeting regularly,
- Creating Leaders, more than Managers
- Encouraging informed teams
- Cross Training employees
- Integrating socially
- Providing Feedback
- Promoting a culture of learning
28
Key Metrics for Value Streams
- Cycle Time
- Wait Time
- Queue
- Lead Time
- Work in Progress
- Throughput
29
Why Measure?
- Justify
- Direct
- Validate
- Intervene
30
What are the Four dimensions of Service Management?
- Organizations and People
- Information and Technology
- Partners and Suppliers
- Value Streams and Processes
31
Example of Feedback types for Staff satisfaction
- Employee surveys
- Regular meetings
- Unstructured meetings
- Reviewing sickness and attrition data
- Staff driven metrics
32
Define Customer
A person who defines the requirements for a service and takes responsibility for the outcomes of service consumption
33
Key factors for Service Customer Experience
- Service quality aspects
- Risk and Compliance
- Price and Costs
- Design and Convenience
- Compatibility and Interface
- Information, transparency and fairness
- Ability to Control
- Social Responsibility
34
Value Drivers: two approaches on how outcomes may be linked to the service providers service offerings
- Value-based approach (top-down)
| - Solution-based approach (bottom-up)
35
Hacker and Couturier's Trustworthy dimensions:
- Capability: the ability to produce results;
- Commitment: the concern for common goals and other peoples success and welfare;
- Consistency: the ability to perform as expected in the same way;
To be trustworthy, both Service Provider and Customer should commit to embodying the three C's model.
36
Trust between Provider and Customer may emerge in various ways, including?
- Knowledge-Based: As time progress, knowledge of the other group can increase the level of trust;
- Calculus-based: In a service relationship, trust can build rapidly. In these situations, both groups can weigh potential opportunities against risks;
37
The Service Provider steps to engage with a customer
- Awareness
- Motivation
- Contacting
- Shaping Expectations
38
Relationship Management metaphors
- Connector: Facilitates productive connections, shapes demands/supply, and influences the stakeholders;
- Orchestrator: Orchestrates roles, resources and capabilities, and coordinates and aggregates demand and supply;
- Navigator: that facilitates convergence between the stakeholders, planning, and guides the involved roles;
39
The steps of the Service relationship ladder
1) Creating environments that allow relational patterns to emerge;
2) Understanding service provider capabilities (done simultaneously with step 4)
3) Understand customer needs
4) Assessing mutual readiness and maturity
40
Partnership
The Service Provider and Service Consumer may act as one organization coordinating activities across a great range of functions and progresses. As the level of interdependency and integration grows, both parties may align on a strategic level by setting goals and priorities together.
41
Cooperative Relationship
The Service Provider usually tailors the products and service to the service consumers needs. Customers expect that providers will think about service outcomes and experience, not only service levels. Service Providers are expected to look for new opportunities to create additional value for the service Consumer.
42
Basic Relationship
Good for standard products and services, when efficiency of operations is a cornerstone.
A service Provider in such relationship is interested in resilient and repetitive operation enabling the achievement of certain service levels with minimum effort and deviation.
43
What are the three types or relationships?
1) Basic: the customer may check past performance but normally not more;
2) Cooperative: Readiness to collaborate and communication mechanisms are highly important;
3) Partnership: Openness and trust are the key factors of mutual success. Readiness to collaborate becomes crucial.
44
Customer Journey: Engage
The purpose of the Engage step is to build Transparency, Continual Engagement, and Trust between the stakeholders in order to ensure a good mutual understanding of each stakeholders preference and experience.
45
Touchpoint
Any event where a Service Consumer or potential Service Consumer has an encounter with Service Provider and/or its resources
46
Service Interaction
A Value Co-Creating reciprocal action between a service provider and a service consumer.
E.g.
- Provision of access to resources
- Interaction with Operant service provider resources
- Joint service action
47
Which are the stages involved in designing end-to-end customer Journeys and experiences?
```
Stakeholder Aspirations
>
Personas
>
Scenarios
>
Journey map
>
Service Blueprint
```
48
Disney Institute Compass
- Needs
- Wants
- Stereotypes
- Emotions
49
How to understand stakeholders value
It requires exploring the Functional, Social, and Emotional Dimensions that explain why stakeholders make certain choices in order to understand why stakeholders need certain productions and services.
50
Customer Journey Steps
1) Explore
2) Engage
3) Offer
4) Agree
5) Onboard
6) Co-Create
7) Realize
51
Service Blueprints are useful in order to:
- Link the customer journey to products and services
- Highlight user touchpoints and service interactions
- Discover weakness and identify opportunities for optimization
- Bridge cross-department efforts and avoid double workload
52
5 Basic Principles of LEAN
1) Identify customer value
2) Map the value stream
3) Create flow
4) Establish pull
5) Strive for perfection
53
Four main modules for Service Integration
1) Retained organization as service integration and management
2) Single supplier
3) Service guardian
4) Separate service integrator
54
Attributes of an effective organizational change management practice
- Clear and relevant objectives
- Strong and committed leadership
- Willing and Prepared participants
- Sustained improvement
55
Communication Principles
1. Communication is a two-way process
2. We are all communicating, all the time
3. Timing and frequency matters
4. There is no single method of communication that works for everyone
5. The message is in the medium
56
Communication and Organizational Change Management (OCM)
OCM is concerned with the human side of change. It is a structured approach that ensures that improvements are implemented smoothly and successfully, facilitating lasting benefits.
57
Toyota Kata
A mental model and behavior pattern for scientific thinking and routines for practice and coaching:
1. What are we trying to achieve?
2. Where are we now?
3. What obstacle is now in our way?
4. What's our next step, and what do we expect?
5. When can we see what we've learned from taking that step?
58
Digital Product Lifecycle
- Exploration
- Onboarding
- Co-creating value
- Offboarding
- Retired
59
Valuable Investments
Identify and justify digital investments that contribute significantly to business strategy.
Determined by:
- UTILITY determines potential
- WARRANTY ensures that potential value is not adversely affected
60
Which are the 5 objectives associated with digital product?
| HVIT objectives
- Valuable investments
- Fast development
- Resilient operations
- Co-Created value
- Assured conformance
61
Digital Transformation is feasible when:
- There is a clear ROI
- Funding is available and secured
- Other required resources are available
- It fits the organization's culture or the risk appertite
62
Operational vs Information Technology
OT differs from IT in that is uses digitised data as an internal means to a physical goal, rather than for the goal of making information available to users
63
Operational Technology (OT)
The application of digital technology for detecting or causing changes in physical devices through monitoring and/or control
64
Digital Products
A Product is digital when digital technology plays a significant role in the resources that form the product, and the associated service interactions
65
Digital Transformation
The use of digital technology to enable SIGNIFICANT improvement in the realization of an organization's objectives that could not have been feasibly achieved by non-digital means.
66
High Velocity IT (HVIT)
The application of digital tech for significant business enablement, where time to market, time to customer, time to change, and speed in general is crucial. High Velocity is not restricted to faster development, and is required from innovation through development and operations to the actual realization of value.
67
Digital Organization
An organization which is enabled by digital technology to do business significantly differently, or do significantly different business.
68
HVIT Principles, models and concepts
- Ethics
- Safety Culture
- Lean Culture
- Toyota Kata
- Lean/Agile/Resilient/Continuous
- Service-dominant logic
- Design thinking
- Complexity thinking
69
Billing
- No billing
- Informal billing or Show-back
- Internal billing or Charge-back
- Billing and collection
70
Charging
- Cost recovery or break-even
- Recovery with an additional margin
- Cross-subsidization
- Profit
71
Ongoing Service Interactions common options
- Pull or Push
- Tailored or out-of-the-box
- Direct or indirect
72
HVIT environments are characterized by relatively high degree of?
- Volatility
- Uncertainty
- Complexity
- Ambiguity
(VUCA)
73
Difference between Governance and Management
- Governance are the means by which an organization is directed and controlled. This is done by evaluating, directing and monitoring (EDM);
- Management is responsible for the planning, building, organizing and improving the organization (PBOI)
74
Resilient Operations
It is about ensuring digital products and services are available for use whenever needed.
Measured in terms of:
- Availability
- Performance
- Security
Resilient operations is about Damage Control
75
Why may it be better to create a unique value stream for each digital product or service?
Less efficient than a standized and centralised single value stream that serves multiple products and services, but the benefits in terms of effectivneness many times will outweigh the costs.
76
At which stages of the Value Chain are UTILITY and WARRANTY obtained for the "Valuable Investments"?
Potential Utility: Engage and Plan
Actual Utility: In parallel with Delivery
Warranty: determined Demand and Design, realised during Operate and Support
77
ITIL Planning and Evaluation model
Purpose
Objectives
Indicators
Metrics
Top to bottom: Define
Bottom to top: Evaluate
78
Co-Create
Is for those involved in the service relationship to act together to ensure continual value co-creation based on agreed service offerings.
79
Realize
The purpose of this step is to track, assess, and evaluate whether the value that the stakeholders expected and planned for is realized throughout all steps of the journey and to continually identify improvements to the journey and services.
80
Organizational Resilience
The ability of an organization to anticipate, prepare for, respond to and adapt to both incremental changes and sudden disruptions from an EXTERNAL prospective.
-> Common understanding of priorities and objectives
81
Organizational Agility
The ability of an organization to move and adapt quickly, flexibly and decisively to support INTERNAL changes.
82
How to apply "Think Holistically"
- Recognize the complexity
- Collaboration is key
- Look for patterns
- Automation can support end-to-end visibility
83
Taking an holistic approach to service management includes?
- Establishing an understanding of how all the parts of an organization work in an integrated way;
- Requires end-to-end visibility of how demand is captured and translated into outcomes.
84
Purpose of IMPROVE
Is to ensure continual improvement of products, services, and practices across all value chain activities and the four dimensions of service management.
85
Service value Streams are specific...
combinations of activities and practices, and each one is designed for a particular scenario
86
Practices
Set of organizational resources designed for performing work or accomplishing an objective
87
Purpose of the SVS
IS to ensure that the organization continually co-creates value with all stakeholders through the use and management of products and services.
88
A value stream is a combination of...
The organizations value chain activities
89
Information Management is...
a means of enabling business value and Information is generally a Key output of the majority of IT service provided;
- Availability, reliability, accessibility, timeliness, accuracy, and relevance of the information provided, plus security, regularity and compliance requirements.
90
Service Relationship Management
Joint activities performed by a service provider and a service consumer to ensure continual value co-creation based on agreed and available service offerings
91
Service Relationship
A cooperation between a service provider and service consumer. It includes Service Provision, Service Consumption, and Service Relationship Management
92
Service Offering
A description of one or more services, designed to address the needs of a target consumer group. A service offering may include goods, access to resources and service actions.
93
Service Consumer
is a generic role that is used to simplify, in practice, more roles involved such as Customer, User and Sponsors. These can be combined.
94
Value is a function and balancing act between three main factors:
- Outcomes
- Costs
- Risks
95
Leadership and Servant Leadership
Leadership: focused on explicit support for people in their role;
Servant leadership: an approach that is based on the assumption that:
- Managers should meet the organization's needs, not only of their teams
- Managers are there to serve and support their people and ensure they have the right resources and support to get their jobs done
96
Examples of Organizational structures:
- Functional
- Divisional (e.g. per product/geographical group)
- Matrix
- Flat (e.g. against barriers that hinder decision making
97
How to adapt an Organizational structure?
Use the 7 Guiding Principles
98
A Collaborative Culture
Cooperation: Working with others to achieve your goals, which may be part of a common goal;
Collaboration: working together to achieve a common/shared goal (e.g. useful in creative/entrepreneurial environment;
It is impossible to force Collaboration, as it is based o shared goals and a high level of trust.
99
Algorithmic work
Involves people following a defined process, driven by a set of established instructions.
- Predictable process path
- Clear inputs, instructions, outputs
- Reassignments and handovers
- All roles should provide identified improvements
100
Heuristic Work
Dependent on human intervention. It involves enabling a person to discover or learn something for themselves.
- Depends on human understanding and intervention
- Learning and discovery
- Needs flexibility, information, knowledge and experience
- Insights can be recorded for future use
101
Culture can be characterized by characteristics as:
- Communication (low context or high context)
- Evaluation (direct negative feedback or indirect negative feedback)
- Persuasion (principles versus application)
- Leadership (egalitarian or hierarchical)
- Decisions (top-down or consensual)
- Trust (task based or relationship based)
- Disagreement (avoidance or escalation of confrontation)
- Scheduling (linear or flexible timing)
102
Cultural Fit
the ability for an employee or a team to comfortably work in an environment that is in line with their own beliefs, values, and needs.
103
Customer Oriented mindeset
- Places the customer satisfaction at the core of every business decision.
- Focusing on helping customers meet their LONG TERM business needs.
- Care about the customer experience and improve it, knowing that each customer is unique (create a clear link between your service and the customers needs).
104
Workforce planning and Talent Management
are a set of specific workforce strategies for recruiting, retaining, developing, and managing employees.
105
What is a Role?
A role is a set of responsibilities, activities and authorizations granted to a person or team, in a specific context.
106
Measuring Behaviour or Results
Behaviours:
- outcome is far in the future
- results not in their control
- no clear relationship between behaviour and results
Results:
- Clear link from behaviour to results
- Good when people have the skills to do the job
- Motivates people to improve
107
In the value stream of "Develop a new service" what is the objective in the Engage phase?
The objective is the collection of enough information to submit the business case.
108
What is a work unit in an Agile development?
- Feature, which is a piece of limited functionality
| - Enabler, which is a technical precondition for a functionality
109
The purpose of Onboarding and Offboarding
- Facilitate outcome and experience
- Optimize risk and compliance
- Optimize resources and minimize costs
