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ITIL 4 > Key Concepts in SM > Flashcards

Key Concepts in SM Flashcards

1
Q

Means of enabling value co creation by facilitating outcomes that customers want to achieve

A

Service

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2
Q

Configuration of resources created by organization that will be potentially valuable for their customer. Not always visible

A

Product

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3
Q

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

A

Service Management

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4
Q

Provisioning service

Helps service consumer achieve outcomes

A

Service provider

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5
Q

Receiving service

A

Service consumer

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6
Q

Defines Requirements and is Responsible for Outcome

A

Customer

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7
Q

Uses service

A

User

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8
Q

controls budget for service

A

Sponsor

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9
Q

Person or group of people that has its own function with responsibilities, authority, and relationships to achieve objectives with purpose to create value for stakeholders

A

Organization

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10
Q

Tangible or intangible Deliverable of an activity

A

Output

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11
Q

RESULT for a stakeholder enabled by 1 or more outputs

A

Outcome

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12
Q

PERCEIVED benefits, usefulness and importance of something

A

Value

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13
Q

Money spent on an activity or resources

A

Cost

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14
Q

Possible event that could cause harm or loss or make it more difficult to achieve objectives

A

Risk

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15
Q

What a service does
Purpose
Functionality

A

Utility

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16
Q

How service performs
Fit for Use
Requirements

A

Warranty

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17
Q

Description of one or more services designed to address needs of a target consumer group

A

Service Offering

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18
Q

4 Dimensions of Service Management (with desc)

A
  1. Organization & people - roles & resp; capacity, authority, culture
  2. Information & technology - info necessary for mgmt of services and tech required
  3. Partners & Suppliers - relationships
  4. Value streams & processes - parts of org work together to enable value
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19
Q

Factors affecting 4 dimensions of Service Mgmt

A 
Political
Economic
Social
Technological
Environmental
Legal
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20
Q

Properly integrate services and suppliers

A

Service integrator

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21
Q

Set of interrelated or interacting activities that transform inputs to outputs

A

Process

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22
Q

describes how all components and activities of the organization work together as a system to enable value creation
Business Model
remove silos
Components?

A

Service Value System

  • Guiding principles
  • Governance
  • Service Value Chain
  • practices
  • continual improvement
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23
Q

Recommendation that guides in all circumstances, regardless of changes in its goals, strategies, type of work or management structure

A

Guiding principles

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24
Q

Guiding Principle

Everything the organization does needs to map, directly or indirectly, to value for the stakeholders

A

Focus on Value

25
Q

Guiding Principle
The current state should be investigated and observed directly to make sure it is fully understood
Understand what is available to leverage

A

Start Where you are

26
Q

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
27
Q

Guiding Principles
Using feedback before, during and after each iteration will ensure that actions are focused and appropriate, even if circumstances change
Get off Duff

A

Progress iteratively with feedback

28
Q

Guiding Principle
Working together across boundaries produces results that have greater buy-in, more relevance to objectives and better likelihood of long term success
Identify Bottlenecks and Excess Capacity

A

Collaborate & Promote Visibility

29
Q

Guiding Principle
No service or element used to provide a service stands alone. the outcomes achieved by the SP and SC will suffer unless the org works on the service as a whole, not just its parts
E2E
Recognize complexity, collab, look for patterns, automate

A

Think & Work Holistically

30
Q

Guiding principle
If a service, process, action or metric no longer provides value, eliminate.
Use minimum number of steps necessary to accomplish objective
always use outcome-based thinking to produce practical results
Only add controls and metrics when needed
Simplicity is the best route to achieving quick wins

A

Keep it simple and practical

31
Q

Guiding principle
Resources of all types, specifically HR, should be used to their best effect. Eliminate anything that is truly wasteful and use tech to achieve whatever it is capable of. Human intervention should only happen when is really contributes value.

A

Optimize & Automate

32
Q

Subset of SVS and has demand as an input and value realization as output
Operating Model
Activities?

A

Service Value Chain

  1. Plan - understand vision
  2. Improve - initiated and managed
  3. Engage - provide transparency
  4. Design & transition - meet expectations; produce requirements
  5. Obtain / Build - new resources
  6. Deliver & Support - delivered services & change requests
33
Q

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

A

Practice

34
Q

Practice
To align the organization’s practices and services with changing business needs through the Ongoing Identification and Improvement of services, service components or any element involved in the efficient and effective mgmt of products and services
Development of improvement related methods

A

Continual Improvement

35
Q

Practice
To Protect The Info needed by the org to conduct its business
Understanding and managing risks to confidentiality, integrity and availability of info

A

Information Security Management

36
Q

Practice

to establish and Nurture Links between the organization and its stakeholders at strategic and tactical levels

A

Relationship Management

37
Q

Practice
To ensure that the org’s suppliers and their performances are managed appropriately to support the Seamless Provision of Quality Products and Services

A

Supplier Management

38
Q

Practice
to set clear Business-Based targets for service performance, so that the delivery of a service can be properly assessed, monitored and managed against these targets

A

Service Level Management

39
Q

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

A

Service Level Agreement

40
Q 
Practice
To capture demand for incident resolution and service requests
Entry point and SPOC
Perception
Broader org understanding
A

Service Desk

41
Q

Practice

to minimize negative impact of incidents by Restoring Normal Service Operation As Quickly As Possible

A

Incident Management

42
Q

Highest category of impact for an incident
Causes significant disruption
Swarming

A

Major incident

43
Q

Practice
to support the agreed quality of service by handling all predefined, user-initiated service requests in an effective and user-friendly manner

A

Service Request Management

44
Q

request from a user’s or a user’s authorized rep that initiates a service action which has been agreed as a normal part of service delivery

A

service request

45
Q

Practice

to systematically observe services and service components, and record and report Changes of State identified as events

A

Monitoring and Event Management

46
Q

Practice
to reduce the likelihood and impacts of incidents by identifying actual and potential causes of incidents and managing workarounds and known errors
Root cause analysis

A

Problem Management

47
Q

cause or potential cause of one or more prior, current or future incidents

A

problem

48
Q

a problem that has been analyzed but has not been resolved

A

known error

49
Q

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

A

workaround

50
Q

Practice
to maximize the number of successful IT changes by ensuring that the risks have been properly assessed authorizing changes to proceed, and managing the change schedule

A

Change enablement

51
Q

the addition, modification or removal or anything that could have a direct or indirect effect on services

A

change

52
Q

person or group responsible for authorizing change

A

change authority

53
Q

Practice
to plan and manage the full lifecycle of all IT assets, to help the org maximize value, control costs, manage risks, meet regulatory and contractual requirements and support decision making about purchase, reuse and retirement of assets

A

IT Asset Management

54
Q

any Valuable component that can contribute to the delivery of an IT product or service

A

IT asset

55
Q

Practice
to ensure that accurate and reliable info about the configuration of services, and the configuration items (CIs) that support them, is available when and where needed

A

Service Configuration Management

56
Q

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

A

configuration item

57
Q

Practice

to make new and changed services Available For Use

A

Release Management

58
Q

Practice

to move new or changed hardware, software, documentation, processes or any other components to live environments

A

Deployment Management

ITIL 4 (1 decks)

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