Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

ITIL v4 Bridge (work in progress) > ITIL v4 > Flashcards

ITIL v4 Flashcards

1
Q

Which are the four motivation factors for people at work?

A
  • Achievement
  • Recognition
  • Responsibility
  • Interesting Work
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

ITIL Service Value Chain

A

It is an operating model which covers the key activities required to effectively manage products and services.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What are the 7 guiding principles

A
  1. Focus on Value
  2. Start Where you Are
  3. Progress Interactively with Feedback
  4. Collaborate and promote Visibility
  5. Think and work Holistically
  6. Keep it Simple and Practical
  7. Optimize and Automate
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Define user

A

A person who uses services

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

What are Service Providers

A

An organization who provision services. They can be Internal or External to the Consumers organization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Define Sponsor

A

Person who authorizes budget for service consumption

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Define Product

A

A configuration of an organizations resources designed to offer value for a customer.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Sourcing Modules

A

1) Insourcing

2) Outsourcing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Outsourcing Modules

A
  • Onshoring
  • Nearshoring (minimum time zone difference)
  • Offshoring (big timezone difference)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What is Value?

A

The perceived Benefits, Usefulness and Importance of something.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

What are the main parts of the Service Value System (SVS)?

A
  • Guiding Principles
  • Governance
  • Service Value Chain
  • Practices
  • Continual Improvement
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Define Service Consumers

A

An organization who receives services

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

What is the first step of the guiding principle “Focus on Value”?

A

Determine who the service Consumer is in each situation.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Value Stream Mapping (VSM)

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

What are the 6 key activities of the Service Value Chain?

A
  • Plan
  • Improve
  • Engage
  • Design/Transition
  • Obtain/Build
  • Deliver/Support
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

How to develop and nurture good team culture?

A
  • 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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Key Metrics for Value Streams

A
  • Cycle Time
  • Wait Time
  • Queue
  • Lead Time
  • Work in Progress
  • Throughput
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Why Measure?

A
  • Justify
  • Direct
  • Validate
  • Intervene
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

What are the Four dimensions of Service Management?

A
  • Organizations and People
  • Information and Technology
  • Partners and Suppliers
  • Value Streams and Processes
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Example of Feedback types for Staff satisfaction

A
  • Employee surveys
  • Regular meetings
  • Unstructured meetings
  • Reviewing sickness and attrition data
  • Staff driven metrics
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Define Customer

A

A person who defines the requirements for a service and takes responsibility for the outcomes of service consumption

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Key factors for Service Customer Experience

A
  • Service quality aspects
  • Risk and Compliance
  • Price and Costs
  • Design and Convenience
  • Compatibility and Interface
  • Information, transparency and fairness
  • Ability to Control
  • Social Responsibility
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Value Drivers: two approaches on how outcomes may be linked to the service providers service offerings

A
  • Value-based approach (top-down)

- Solution-based approach (bottom-up)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Hacker and Couturier’s Trustworthy dimensions:

A
  • 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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Trust between Provider and Customer may emerge in various ways, including?

A
  • 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;
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

The Service Provider steps to engage with a customer

A
  • Awareness
  • Motivation
  • Contacting
  • Shaping Expectations
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Relationship Management metaphors

A
  • 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;
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

The steps of the Service relationship ladder

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Partnership

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

Cooperative Relationship

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

Basic Relationship

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

What are the three types or relationships?

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

Customer Journey: Engage

A

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
Q

Touchpoint

A

Any event where a Service Consumer or potential Service Consumer has an encounter with Service Provider and/or its resources

46
Q

Service Interaction

A

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
Q

Which are the stages involved in designing end-to-end customer Journeys and experiences?

A 
Stakeholder Aspirations 
>
Personas
> 
Scenarios
> 
Journey map
> 
Service Blueprint
48
Q

Disney Institute Compass

A
  • Needs
  • Wants
  • Stereotypes
  • Emotions
49
Q

How to understand stakeholders value

A

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
Q

Customer Journey Steps

A

1) Explore
2) Engage
3) Offer
4) Agree
5) Onboard
6) Co-Create
7) Realize

51
Q

Service Blueprints are useful in order to:

A
  • 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
Q

5 Basic Principles of LEAN

A

1) Identify customer value
2) Map the value stream
3) Create flow
4) Establish pull
5) Strive for perfection

53
Q

Four main modules for Service Integration

A

1) Retained organization as service integration and management
2) Single supplier
3) Service guardian
4) Separate service integrator

54
Q

Attributes of an effective organizational change management practice

A
  • Clear and relevant objectives
  • Strong and committed leadership
  • Willing and Prepared participants
  • Sustained improvement
55
Q

Communication Principles

A
  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
Q

Communication and Organizational Change Management (OCM)

A

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
Q

Toyota Kata

A

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
Q

Digital Product Lifecycle

A
  • Exploration
  • Onboarding
  • Co-creating value
  • Offboarding
  • Retired
59
Q

Valuable Investments

A

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
Q

Which are the 5 objectives associated with digital product?

HVIT objectives

A
  • Valuable investments
  • Fast development
  • Resilient operations
  • Co-Created value
  • Assured conformance
61
Q

Digital Transformation is feasible when:

A
  • 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
Q

Operational vs Information Technology

A

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
Q

Operational Technology (OT)

A

The application of digital technology for detecting or causing changes in physical devices through monitoring and/or control

64
Q

Digital Products

A

A Product is digital when digital technology plays a significant role in the resources that form the product, and the associated service interactions

65
Q

Digital Transformation

A

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
Q

High Velocity IT (HVIT)

A

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
Q

Digital Organization

A

An organization which is enabled by digital technology to do business significantly differently, or do significantly different business.

68
Q

HVIT Principles, models and concepts

A
  • Ethics
  • Safety Culture
  • Lean Culture
  • Toyota Kata
  • Lean/Agile/Resilient/Continuous
  • Service-dominant logic
  • Design thinking
  • Complexity thinking
69
Q

Billing

A
  • No billing
  • Informal billing or Show-back
  • Internal billing or Charge-back
  • Billing and collection
70
Q

Charging

A
  • Cost recovery or break-even
  • Recovery with an additional margin
  • Cross-subsidization
  • Profit
71
Q

Ongoing Service Interactions common options

A
  • Pull or Push
  • Tailored or out-of-the-box
  • Direct or indirect
72
Q

HVIT environments are characterized by relatively high degree of?

A
  • Volatility
  • Uncertainty
  • Complexity
  • Ambiguity

(VUCA)

73
Q

Difference between Governance and Management

A
  • 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
Q

Resilient Operations

A

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
Q

Why may it be better to create a unique value stream for each digital product or service?

A

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
Q

At which stages of the Value Chain are UTILITY and WARRANTY obtained for the “Valuable Investments”?

A

Potential Utility: Engage and Plan
Actual Utility: In parallel with Delivery

Warranty: determined Demand and Design, realised during Operate and Support

77
Q

ITIL Planning and Evaluation model

A

Purpose
Objectives
Indicators
Metrics

Top to bottom: Define
Bottom to top: Evaluate

78
Q

Co-Create

A

Is for those involved in the service relationship to act together to ensure continual value co-creation based on agreed service offerings.

79
Q

Realize

A

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
Q

Organizational Resilience

A

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
Q

Organizational Agility

A

The ability of an organization to move and adapt quickly, flexibly and decisively to support INTERNAL changes.

82
Q

How to apply “Think Holistically”

A
  • Recognize the complexity
  • Collaboration is key
  • Look for patterns
  • Automation can support end-to-end visibility
83
Q

Taking an holistic approach to service management includes?

A
  • 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
Q

Purpose of IMPROVE

A

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

85
Q

Service value Streams are specific…

A

combinations of activities and practices, and each one is designed for a particular scenario

86
Q

Practices

A

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

87
Q

Purpose of the SVS

A

IS to ensure that the organization continually co-creates value with all stakeholders through the use and management of products and services.

88
Q

A value stream is a combination of…

A

The organizations value chain activities

89
Q

Information Management is…

A

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
Q

Service Relationship Management

A

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
Q

Service Relationship

A

A cooperation between a service provider and service consumer. It includes Service Provision, Service Consumption, and Service Relationship Management

92
Q

Service Offering

A

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
Q

Service Consumer

A

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
Q

Value is a function and balancing act between three main factors:

A
  • Outcomes
  • Costs
  • Risks
95
Q

Leadership and Servant Leadership

A

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
Q

Examples of Organizational structures:

A
  • Functional
  • Divisional (e.g. per product/geographical group)
  • Matrix
  • Flat (e.g. against barriers that hinder decision making
97
Q

How to adapt an Organizational structure?

A

Use the 7 Guiding Principles

98
Q

A Collaborative Culture

A

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
Q

Algorithmic work

A

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
Q

Heuristic Work

A

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
Q

Culture can be characterized by characteristics as:

A
  • 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
Q

Cultural Fit

A

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
Q

Customer Oriented mindeset

A
  • 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
Q

Workforce planning and Talent Management

A

are a set of specific workforce strategies for recruiting, retaining, developing, and managing employees.

105
Q

What is a Role?

A

A role is a set of responsibilities, activities and authorizations granted to a person or team, in a specific context.

106
Q

Measuring Behaviour or Results

A

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
Q

In the value stream of “Develop a new service” what is the objective in the Engage phase?

A

The objective is the collection of enough information to submit the business case.

108
Q

What is a work unit in an Agile development?

A
  • Feature, which is a piece of limited functionality

- Enabler, which is a technical precondition for a functionality

109
Q

The purpose of Onboarding and Offboarding

A
  • Facilitate outcome and experience
  • Optimize risk and compliance
  • Optimize resources and minimize costs

ITIL v4 Bridge (work in progress) (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions