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SYS-601 > ITIL4 Training Cram > Flashcards

ITIL4 Training Cram Flashcards

1
Q

Definition: “Service”

A

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.

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2
Q

Definition: “Utility”

A

The functionality offered by a product or service to meet a paticular need.

What a service does - “FIT FOR PURPOSE”

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3
Q

Definition: “Warranty”

A

The assurance that a product or service will meet agreed requirements.

How a service performs - “FIT FOR USE”

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4
Q

Definition: “Customer”

A

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

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5
Q

Definition: “User”

A

The role that uses services.

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6
Q

Definition: “Service Management”

A

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

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7
Q

Definition: “Sponsor”

A

The role that authorizes the budget for service consumption.

The term is also used to describe an organization or individual that provides financial or other support for an initiative.

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8
Q

Concept: “Cost”

A

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

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9
Q

Concept: “Value”

A

the perceived benefits, usefulness, and importance of something.

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10
Q

Concept: “Risk”

A

a possible event that could cause harm or loss, or make it more difficult to achieve objectives (uncertainty of outcome).

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11
Q

Concept: “Organization”

A

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

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12
Q

Concept: “Outcome”

A

a result for a stakeholder enabled by one or more outputs.

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13
Q

Concept: “Output”

A

a tangible or intangible deliverable of an activity.

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14
Q

Concept: “Service Relationship Management”

A

these are the 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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15
Q

Concept: “Service Offering”

A

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

It may include goods, access to resources, and service actions.

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16
Q

Concept: “Service Provision”

A

the activities performed by an organization to provide services, including management and configuration of provider’s resources to deliver the service.

Features:
-ensures access to resources for users.
-fulfillment of the agreed service actions.
-service level management.
-continual improvement.
-the supply of goods.

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17
Q

Concept: “Service Consumption”

A

the activities performed by an organization to consume services.

Features:
-management of the consumer’s resources needed to use the service.
-service actions performed by users.
-the receiving (acquiring) of goods (if required).

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18
Q

“Goods” vs. “Access” vs. “Actions”

A

Goods: have the ownership transferred to a consumer.

Access: does not have the ownership transferred to a consumer.

Actions: are performed by the provider to address a consumer need.

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19
Q

Definition: “Product”

A

configuration of resources, created by the organization, that will be potentially valuable for their customers.

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20
Q

What IS the “Service Value System”?

Broad description!

A

a model representing how all the components and activities of an organization work together to facilitate value creation.

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21
Q

What are the components of the “Service Value SYSTEM”?

A

Start: Opportunity/Demand

1) Guiding Principles (top)
2) Governance (top)
3) Service Value Chain (middle)
4) Practices (bottom)
5) Continual Improvement (bottom)

End: Value (loops back to Opportunity/Demand)

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22
Q

What is the “Service Value Chain”?

A

the innermost cube of the “Service Value System” containing 6 main activites.

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23
Q

What are the components of the “Service Value Chain”?

A

1) Plan (Top)
2) Improve (Bottom)
3) Engage (Left)
4) Design & Transition (Middle)
5) Obtain/Build (Middle)
6) Deliver & Support (Middle)

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24
Q

Purpose: “Plan”

A

Ensure we all know our current status, vision for the future, and improvement direction for all products/services across the organization.

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25
Q

Purpose: “Improve”

A

Continuously improve all products, services, and practices across the the ENTIRE value chain.

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26
Q

Purpose: “Engage”

A

We continuously engage with stakeholders to understand their needs, be transparent, and maintain the relationship.

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27
Q

Purpose: “Design & Transition”

A

ensuring products and services continuously meet stakeholder expectations for:
-quality
-costs
-time to market

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28
Q

Purpose: “Obtain/Build”

A

Ensuring service components meet agreed specifications and are available when/where needed.

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29
Q

Purpose: “Deliver & Support”

A

ensure services are delivered and supported according to agreed specifications and stakeholder expectations.

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30
Q

What are the “Four Dimensions” (Definition)?

A

these are the four perspectives that are critical to the effective and efficient facilitation of value for customers and other stakeholders.

31
Q

What are the components of the “Four Dimensions”?

A

1) Organizations & People
2) Information & Technology
3) Partners & Suppliers
4) Value Streams & Processes

32
Q

Concept: “Organizations & People”

Four Dimension

A

ensures that an organizations structure, management, roles, responsibilities, and systems of authority and communication are well-defined and support it’s overall strategy and operating model.

33
Q

Concept: “Information & Technology”

Four Dimension

A

All the information and technology used to deliver services and manage all aspects of the Service Value System.

34
Q

Concept: “Partners & Suppliers”

Four Dimension

A

Relationships with other organizations that are involved in design, development, deployment, delivery, support, and/or continual improvement of services.

35
Q

Concept: “Value Streams & Processes”

Four Dimension

A

defines the activities, workflows, controls, and procedures needed to achieve objectives.

35
Q

What is a “Value Stream”?

A

Steps taken to create and deliver products/services to customers.

Includes:
-Value-adding activities
-Non-Value-adding activities (waste)

36
Q

What is a “Guiding Principle”?

A

A recommendation used to guide an organization in ALL circumstances.

37
Q

List the “Guiding Principles”

A

1) Focus on value
2) Start where you are
3) Progress iteratively with feedback
4) Collaborate and promote visibility
5) Think and work holistically
6) Keep it simple and practical
7) Optimize and automate

EACH GUIDING PRINCPLE INTERACTS WITH THE OTHER

38
Q

Concept: “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.

39
Q

Concept: “Start Where You Are”

A

Do not start from scratch and build something new without considering what is already available to be leveraged; the current state should be investigated and observed directly to ensure it is understood.

40
Q

Concept: “Progress Iteratively with Feedback”

A

Do not attempt to do everything at once. Organize the work into smaller, manageable sections that can be executed and completed in a timely manner. The focus on each effort will be sharper and easier to maintain.

41
Q

Concept: “Collaborate and Promote Visibility”

A

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

42
Q

Concept: “Think and Work Holistically”

A

No service, practice, process, department or supplier stands alone.

The outputs that the organization delivers to itself, its customers, and other stakeholders will suffer unless it works in an integrated way to handle its activities as a whole, rather than as separate parts.

All the organization’s activities should be focused on delivery of value.

43
Q

Concept: “Keep it Simple and Practical”

A

If a process, service, action, or metric fails to provide value or produce a useful outcome - eliminate it. In a process or procedure, use the minimum number of steps necessary to accomplish the objective(s). Always use outcome-based thinking to produce practical solutions that deliver results.

44
Q

Concept: “Optimize and Automate”

A

Before an activity can be effectively automated, it should be optimized to whatever degree is possible and reasonable. Consider the four dimensions when designing, managing, or operating an organization and its processes. Human intervention should only happen where it contributes value to the process.

45
Q

Definition: “Practice”

A

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

46
Q

Purpose: “Information Security Management”

A

the practice of protecting an organization by understanding and managing risks to the confidentiality, integrity, and availability of information.

47
Q

Purpose: “Relationship Management”

A

the practice of establishing and nurturing links between an organization and its stakeholders at strategic and tactical levels.

48
Q

Purpose: “Supplier Management”

A

the practice of ensuring that an organization’s suppliers and their performance levels are managed appropriately to support the provision of seamless quality products and services.

49
Q

Purpose: “IT Asset Management”

A

the practice of planning and managing the full lifecyle of all IT assets.

50
Q

What is an “IT Asset”

A

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

51
Q

Purpose: “Monitoring and Event Management”

A

the practice of systematically observing services and service components, and recording and reporting selected changes of state identified as events.

52
Q

What is an “Event”?

A

any change of state that has significance for the management of a service or other configuration item.

53
Q

Purpose: “Release Management”

A

the practice of making new and changed services and features available for use.

54
Q

Purpose: “Service Configuration Management”

A

the practice of ensuring that accurate and reliable information about the configuration of services, and the configuration of items that support them, is available when and where needed.

55
Q

Purpose: “Deployment Management”

A

the practice of moving new or changed hardware, software, documentation, processes, or any other service component to live environments.

56
Q

Purpose: “Continual Improvement”

A

the practice of aligning an organization’s practices and services with changing business needs through the ongoing identification and improvement of all elements involved in the effective management of products and services.

57
Q

What is a “Change”?

A

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

58
Q

Purpose: “Change Enablement”

A

the practice of ensuring that risks are properly assessed, authorizing changes to proceed and managing a change schedule in order to maximize the number of successful service and product changes.

59
Q

Purpose: “Incident Management”

A

the practice of minimizing the negative impacts of incidents by restoring service operation as quickly as possible.

60
Q

Purpose: “Problem Management”

A

the practice of reducing the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors.

61
Q

What are the components of “Problem Management”?

A

(No specific order)
-Problem
-Incident
-Workaround
-Known Error

62
Q

Definition: “Problem”

A

an actual or potential cause of one or more incidents.

63
Q

Definition: “Incident”

A

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

64
Q

Definition: “Workaround”

A

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

65
Q

Definition: “Known Error”

A

a problem that has been analyzed but has not been resolved.

66
Q

Purpose: “Service Request Management”

A

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

67
Q

Purpose: “Service Desk”

A

the practice designed to capture demand for incident resolution.

It is the entry-point / single point-of-contact for the service provider with all of its users.

68
Q

Purpose: “Service Level Mangement”

A

the practice of setting clearly-defined targets for service performance so that the delivery of a service can be properly assessed, monitored, and managed against these targets.

69
Q

Definition: “CI”

A

a Configuration Item (CI) is any component that needs to be managed in order to deliver an IT service.

70
Q

What is the “Continual Improvement Model”?

A

a high-level guide to support improvement initiatives using a cyclical seven step framework.

71
Q

What are the components of the “Continual Improvement Model”?

A

1) What is the vision?
-Business vision, mission, goals and objectives.
2) Where are we now?
-Perform baseline assessments.
3) Where do we want to be?
-Define measurable targets.
4) How do we get there?
-Define the improvement plan.
5) Take action
-Execute improvement actions.
6) Did we get there?
-Evaluate metrics and KPIs
7) How do we keep the momentum going - LINKS BACK TO #1

72
Q

Definition: “SLA”

A

Service Level Agreement (SLA) is a documented agreement between a service provider and a customer that identifies services required and the expected level of service.

SYS-601 (5 decks)

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