management practices Flashcards
To provide an understanding of all the different
elements that make up an organization and how
those elements interrelate, enabling the
organization to effectively achieve its current and
future objectives. It provides the principles,
standards, and tools that enable an organization to
manage complex change in a structured and agile
way.
Architecture Management
To align the organization’s practices and services
with changing business needs through the ongoing
identification and improvement of services, service
components, practices, or any element involved in
the efficient and effective management of products
and services
Continual Improvement
To protect the information needed by the
organization to conduct its business. This includes
understanding and managing risks to the
confidentiality, integrity, and availability of
information, as well as other aspects of information
security such as authentication and non-repudiation
Information Security
Management
To maintain and improve the effective, efficient, and
convenient use of information and knowledge
across the organization.
Knowledge Management
To support good decision-making and continual
improvement by decreasing the levels of
uncertainty. This is achieved through the collection
of relevant data on various managed objects and
the valid assessment of this data in an appropriate
context.
Measurement & Reporting
To ensure that changes in an organization are
smoothly and successfully implemented, and that
lasting benefits are achieved by managing the
human aspects of the changes.
Organizational Change
Management
To ensure that the organization has the right mix of
programs, projects, products, and services to
execute the organization’s strategy within its
funding and resource constraints.
Portfolio Management
To ensure that all projects in the organization are
successfully delivered. This is achieved by planning,
delegating, monitoring, and maintaining control of
all aspects of a project, and keeping the motivation
of the people involved
Project Management
To establish and nurture the links between the
organization and its stakeholders at strategic and
tactical levels. It includes the identification, analysis,
monitoring, and continual improvement of
relationships with and between stakeholders.
Relationship Management
To ensure that the organization understands and
effectively handles risks. Managing risk is essential
to ensuring the ongoing sustainability of an
organization and creating value for its customers.
Risk management
To support the organization’s strategies and plans
for service management by ensuring that the
organization’s financial resources and investments
are being used effectively.
Service Financial
Management
To formulate the goals of the organization and
adopt the courses of action and allocation of
resources necessary for achieving those goals.
it establishes the organization’s
direction, focuses effort, defines or clarifies the
organization’s priorities, and provides consistency or
guidance in response to the environment.
Strategy Management
To ensure that the organization’s suppliers and their
performances are managed appropriately to
support the seamless provision of quality products
and services. This includes creating closer, more
collaborative relationships with key suppliers to
uncover and realize new value and reduce the risk
of failure.
Supplier Management
To ensure that the organization has the right people
with the appropriate skills and knowledge and in the
correct roles to support its business objectives
through planning, recruitment, onboarding, learning
and development, performance measurement, and
succession planning activities.
Workforce & Talent
management
To ensure that services deliver agreed levels of
availability to meet the needs of customers and
users.
Availability Management
To analyze a business or some element of it, define
its associated needs, and recommend solutions to
address these needs and/or solve a business
problem, which must facilitate value creation for
stakeholders.
Business Analysis
To ensure that services achieve agreed and
expected performance, satisfying current and future
demand in a cost effective way.
Capacity & Performance
Management
To maximize the number of successful IT changes
by ensuring that risks have been properly assessed,
authorizing changes to proceed, and managing the
change schedule.
Change control/Enablement
To minimize the negative impact of incidents by
restoring normal service operation as quickly as
possible
Incident Management
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, and retirement of assets; and
meet regulatory and contractual requirements
IT Asset Management
To systematically observe services and service
components, and record and report selected
changes of state identified as events, through
identifying and prioritizing infrastructure, services,
business processes, and information security
events, and establishing the appropriate response
to those events, including responding to conditions
that could lead to potential faults or incidents.
Monitoring & Event
Management
To reduce the likelihood and impact of incidents by
identifying actual and potential causes of incidents,
and managing workarounds and known errors.
Problem Management
To make new and changed services and features
available for use.
Release Management
To provide a single source of consistent information
on all services and service offerings, and to ensure
that it is available to the relevant audience.
Service Catalogue
Management
To ensure that accurate and reliable information
about the configuration of services, and the
configuration items (CIs) that support them, is
available when and where it is needed. This
includes information on how CIs are configured and
the relationships between them.
Service Configuration
Management
To ensure that the availability and performance of a
service is maintained at a sufficient level in the
event of a disaster. The practice provides a
framework for building organizational resilience,
with the capability of producing an effective
response that safeguards the interests of key
stakeholders and the organization’s reputation,
brand, and value-creating activities.
Service Continuity
Management
To design products and services that are fit for
purpose, fit for use, and that can be delivered by the
organization and its ecosystem. This includes
planning and organizing people, partners and
suppliers, information, communication, technology,
and practices for new or changed products and
services, and the interaction between the
organization and its customers.
Service Design
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.
Service Desk
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.
Service Level
Management
To support the agreed quality of a service by
handling all pre-defined, user-initiated service
requests in an effective and user-friendly manner.
Service Request
Management
To ensure that new or changed products and
services meet defined requirements. The definition
of service value is based on input from customers,
business objectives, and regulatory requirements,
and is documented as part of the value chain
activity of design and transition. These inputs are
used to establish measurable quality and
performance indicators that support the definition of
assurance criteria and testing requirements.
Service Validation &
Testing
To move new or changed hardware, software,
documentation, processes, or any other component
to live environments. It may also be involved in
deploying components to other environments for
testing or staging.
Deployment Management
To oversee the infrastructure and platforms used by
an organization. When carried out properly, this
practice enables the monitoring of technology
solutions available to the organization, including the
technology of external service providers.
Infrastructure & Platform
Management
To ensure that applications meet internal and
external stakeholder needs, in terms of functionality,
reliability, maintainability, compliance, and
auditability.
Software Development &
Management
the capacity to do work or to cause change
energy
energy objects have because they are moving
kinetic energy
energy that is stored by an object
potential energy
energy that is stored in stretched springs, rubber bands, and similar objects
elastic potential energy
energy that is stored in the chemical bonds in a substance
chemical potential energy
energy that an object has due to its height above the ground
gravitational potential energy
sometimes called light energy, this is energy that is carried by electromagnetic waves
electromagnetic energy
energy produced by the motions of atoms and molecules resulting in an increase in temperature
thermal energy
the law explaining that energy cannot be created or destroyed; it can only be transferred or converted from one form to another
law of conservation of energy:
waves that can travel only through matter and require a medium to transport their energy
mechanical waves
a position or state to which an oscillating object eventually returns after a disturbance is gone
equilibrium
a repetitive motion that usually occurs about a center point
oscillation
a wave where the oscillation is parallel to the direction the wave is traveling
longitudinal wave (straight wave)
a wave where the oscillation is perpendicular to the direction the wave is traveling
transverse wave (wiggle wave)
the lowest point of a transverse wave
trough
the number of oscillations the wave makes in a given amount of time, typically a second
frequency
an interval in time after which the motion of a particle on the medium starts to repeat
period
the horizontal distance after which the wave repeats itself in space
wavelength:
vertical distance from the equilibrium to the crest or the equilibrium to the trough of a transverse wave
amplitude
the highest point of a transverse wave
crest
the center point of a wave where no movement is occurring
equilibrium
a very small portion of the EM spectrum including all of the wavelengths of light that the average unaided human eye can detect
visible light
waves with the longest wavelength, the lowest frequencies, and lowest energies of all types of EM radiation
waves with higher frequencies and energies than radio waves but lower than those of infrared radiation
microwaves
waves with higher frequencies than those of microwaves but lower than those of visible light
infrared (IR)
emitted by any object hot enough to glow.
visible light
waves with wavelengths that are just shorter than those of visible violet light but longer than those of X-rays; UV wavelengths are comparable to the size of molecules
ultraviolet (UV)
waves with wavelengths that are shorter than UV rays but longer than gamma rays; have higher frequencies and higher energies than ultraviolet radiation
X-rays
waves with the shortest wavelengths and the highest frequencies and energies of all EM radiation
gamma rays
when particles of matter are pulled away from each other
expansion
when particles of matter are pushed closer together
compression
the energy of a sound wave; the greater the energy of the wave, the greater its amplitude and, therefore, the louder the sound
loudness
how high or low a sound is; the pitch of a sound depends on the frequency of the sound waves
pitch
