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ITIL CDS > Module #2 > Flashcards

Module #2 Flashcards

1
Q

A series of steps an organization undertakes to create and deliver products and services to consumers

A

Value Stream

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2
Q

A simple representation of work

A

Value stream

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3
Q

Many different types, and the types do not follow the same route

A

Value stream

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4
Q

The same resources (people, tools, suppliers, processes) can appear in different parts of this.

A

Value stream

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5
Q

Every value stream starts with _____ and ends with _____

A

Demand & Value

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6
Q

Every value stream starts with _____

A

Demand

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7
Q

Every value stream ends with _____

A

Value

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8
Q

A value stream can touch what?

A

one, some or all value chain activities

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9
Q

Can a value stream repeat value chain activities?

A

Yes!

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10
Q

This generates outputs that can be used to create intended outcomes

A

Value Stream

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11
Q

These are focused around the flow of activity from demand or opportunity to customer value

A

Value stream

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12
Q

How many steps does a value stream have?

A

one or more

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13
Q

What is a value stream step made up of?

A

One or more actions that accomplish a specific objective

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14
Q

How do actions in a value stream take place?

A

Sequentially, or in parallel

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15
Q

True or false?

Each step of the value stream can be described as a process, or as a value stream for a lower-level organization

A

true

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16
Q

What does cascading value streams to lower level value streams or process allow organizations to do?

A
  • Focus on value for the high level value stream by combining value streams and processes
  • Progress iteratively with feedback
  • Collaborate and promote visibility into how work flows across the orgs and teams
  • Think and work holistically, by understanding how the wider org or ecosystem works and benefits from work being done by the participating parties
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17
Q

a value stream can be documented from which two perspectives?

A
  • Designed = aspirational

- Explored = reality

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18
Q

A value stream always starts with what?

A

Demand

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19
Q

A value stream always ends with what?>

A

Value being created or restored for a stakeholder

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20
Q

Can a value stream loop around and repeat?

A

yes, this will reflect the context and environment in which work is being done

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21
Q

Things to take into account when deciding what constitutes a separate step in a value stream

A

What level of detail do we need to represent?
Are there handoffs between people and teams?
Are there multiple value chain activities included in the work? (If so, you may want to present as separate steps)
Are the steps executed by the same group of people or resource? (If so, you might want to combine into a single step)

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22
Q

What does this describe?

  • Define the use case, or scenario for the value stream by describing the: Demand, trigger, outcomes, value creation or restoration
  • Document the steps from demand to value
  • Map the steps to the service value chain
  • Break down the steps into actions and tasks
  • Identify practices and associated resources that contribute to the completion of each step.
A

Designing a value stream

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23
Q

What are the four dimensions of ITIL?

A

Orgs & People
Value streams & Processes
Information & Technology
Partners & suppliers

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24
Q

Describing a step in a value stream includes identifying

A 
Name
Triggers
Needed info
Practice contributions
Actions & tasks
Constraints
Outputs
Estimated or target lead time
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25
Q

A method of visualizing the flow from demand/opportunity to value and planning how that flow can be improved

A

Value Stream Mapping

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26
Q

True or False?
Local optimizations can create a bottleneck further down the value stream and can potentially make the overall performance of the value stream worse, not better.

A

True

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27
Q

Value stream mapping does what?

A

Outlines the series of steps for the high level flow of work, helping to remove waste

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28
Q

What can value stream mapping do?

A

Identify activities that are adding value, or not adding value
Make waste visible
Provide insight into opportunities for optimizations and automation
Documenting the current state of the workflow
Planning what changes will be made to improve the workflow

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29
Q

True or false?

Eliminating waste along the entire value stream, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make the process more efficient (Including making products and services at far less cost and with fewer defects)

A

True

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30
Q

What are the 6 items to measure Value stream metrics?

A 
Cycle time
Wait time
Queue
Lead time
Work in Progress (WIP)
Throughput
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31
Q

What is littles law?

A

Work in progress = throughput x lead time

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32
Q

What is cycle time?

A

The amount of time required to complete a discrete unit of work

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33
Q

What is wait time?

A

The amount of time a discrete unit of work waits in a queue before it is worked on

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34
Q

What is a Queue?

A

The number of discrete units of work waiting to be operated on by the step, action, or task

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35
Q

What is lead time?

A

The sum of cycle time(s) and wait time(s) from start to finish

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36
Q

What is WIP?

A

Work in Progress - the number of discrete units of work currently being operated on, but which are not yet completed

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37
Q

What is throughput?

A

The rate at which work enters or exits the system

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38
Q

What methodology does this describe?

LT= WIP/Throughput

A

Littles law

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39
Q

What are two common examples of value streams?

A
  • Development of a new service

- Restoration of a live service

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40
Q

The following is a list of considerations for designing a value stream for ____
________?

  • How will the work be managed?
  • Establishing the right level of Oversight, or Bureaucracy
  • Creating an end-to-end holistic vision for the work
  • Ensuring there is a clear understanding of the customers goals and expectations
  • understanding the customer’s journey
A

A new service

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41
Q

What is waterfall?

A

Large increments with sequential stage-gated phases

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42
Q

What is agile?

A

Small increments that provide fast feedback and change loops

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43
Q

Where can demand for a new service come from?

A
  • Consumer
  • External stakeholder
  • Member of the service provider’s business function
  • member of the organization’s governance body
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44
Q

What is a user story?

A

As a
I want
So that

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45
Q

A value stream typically includes six key steps

A
  1. Acknowledge and document service requirements
  2. Decide whether to invest in the new service
  3. Design and architect the new service to meet customer requirements
  4. Build, Configure, or buy service components
  5. Deploy service components in preparation for launch
  6. Release new service to customers and users
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46
Q

Practices that support development of a new service

A
  • service design
  • software development
  • service validation and testing
  • Change enablement
  • Deployment management
  • Release management
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47
Q

What step in the value stream creation does this describe?

  • Engage with requester and stakeholder to collect information about requirements, benefits, costs and risks
  • Collect information to submit a business case that can be used to perform a viability assessment
  • Related practices: Business analysis, portfolio management, relationship management, service configuration management, service level management
A

Engage: Acknowledge and document service requirements

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48
Q

What step in the value stream creation does this describe?

Plan the work - clarify costs, benefits and risks. Perform viability assessment
Management decides whether to improve investment

A

Plan: Decide whether to invest in the new service

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49
Q

What step in the value stream creation does this describe?

Design the service, service components, customer and user experience
Create a service design package
Translate the design into specifications

A

Design & Transition: Design & Architect a new service

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50
Q

What step in the value stream creation does this describe?

Obtain or build service components
Acknowledge and configure both the technical and non-technical aspects of products and services

related practices: release management, service validation and testing, software development management

A

Obtain/build: Build, configure, or buy service components

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51
Q

What step in the value stream creation does this describe?

Begin work to modify live products and services, plan the release, create materials to build customer awareness

Related practices: Change enablement, deployment management, release management

A

Design & transition: deploy service components

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52
Q

What step in the value stream creation does this describe?

Execute the release plan and make the service components available. Provide early life support

Related practices: release management, software development management

A

Deliver & Support: release new service to customers and users

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53
Q

Release management is responsible for what?

A

Education, training, creating knowledge

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54
Q

What is the purpose of service design?

A

To design products and services that are fit for purpose, fit for use, and that can be delivered by the organization and its ecosystem.

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55
Q

Service design considerations include:

A 
Other products and services
All relevant parties, users, customers and suppliers
Existing architectures
Required technology
Service management practices
Measurements and metrics
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56
Q

For these reasons _______ __________ is important?

  • Iterative and incremental approach to service design ensures products and services can continually adapt to the needs to the org and customers
  • In the absence of design, products and services can be expensive to run and prone to failure
A

Service Design

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57
Q

This list describes the purpose of _______ __________?

  • Business and customer oriented focused and driven
  • Cost-effective
  • Meet information and physical security requirements
  • Flexible and adaptable, and also fit for purpose
  • Can absorb an increasing demand in volume
  • Meet demands for continuous operation
  • Managed and operated to an acceptable level of risk
A

The purpose of service design

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58
Q

This type of thinking is a practical, human-centered approach that accelerates innovation

A

Design thinking

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59
Q

Design thinking is always focused on what?

A

The customer, or user experience

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60
Q

This way of thinking is used to solve complex problems and find practical, creative solutions that meet the needs of both the organization and its customers. It is complementary to lean & agile methodologies

A

Design thinking

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61
Q

Activities include:

  • Inspiration and empathy
  • Ideation
  • Prototyping
  • Implementation
  • Evaluation
A

Design thinking

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62
Q

The following list are success factors for __________ __________?

  • Establishing and maintaining an effective organization-wide approach to service design
  • Ensuring that services are fit for purpose and fit for use throughout their lifecycle
A

Service design practices success factors

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63
Q

The purpose of _____________ is to ensure that applications meet internal and external stakeholder needs, in terms of functionality, reliability, maintainability, compliance, and auditability.

A

Software development and management

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64
Q

This describes what?

  • Focuses on applications
  • Covers the whole lifecycle of applications: development, artifact management, operating the application
A

Software development and management

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65
Q

The following is a list of success factors for what practice?

  • Agree on and improve an organizations approach to the development and management of software
  • Ensure that software continually meets the orgs requirements and quality criteria throughout it’s lifecycle
A

Software development and management

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66
Q

This describes what?

  • Focuses on the tactical decision to select the best approach for each software product, based on the organizations requirement for the product.
  • Considers both the work to be completed and the resources needed to execute the work
A

SD&M: agree on and improve an approach

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67
Q

This software development and management practice is effective when:

Requirements and priorities, how to develop the software, and which resources are needed are known

What is the approach?

A

Waterfall

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68
Q

This type of approach to Service Design & management is effective when:

Requirements and priorities are known, but it is not yet known how to develop the software and which resources are needed. The most important work items are developed first

What is the approach?

A

Timeboxing

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69
Q

This type of approach to Service Design & management is effective when:

Requirements and priorities are known at a high level but are difficult to finalize. Allows product owners to experience and refine the product across several iterations

What is the approach?

A

Linear iterative approach

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70
Q

This type of approach to Service Design & management is effective when:

Requirements are ambiguous or even unarticulated. Product owners can use prototypes to help formulate the requirements

what is the approach?

A

Parallel experimentation

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71
Q

What is Warranty?

A

Availability, continuity, security

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72
Q

_____ quality includes characteristics and requirements such as utility (functional suitability, and usability) and warranty (performance, efficiency, maintainability) requirements.

A

Software quality

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73
Q

What limits technical debt?

A

Investing in maintainability

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74
Q

important components of this success factor include:

  • Understanding the source code, how the various modules are interrelated, and the application architecture
  • Understanding the requirements and the context in which the application is used
  • Ensuring that non-functional (warranty) requirements are included in the definition of done
  • Creating tests before coding
  • Effective version control
  • Approaching the task coding with an appreciation of its difficulty and limitations of the human mind
  • Adhering to coding conventions
  • Peer review
  • Fast feedback from testing
A

Ensure software meets requirements and quality criteria

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75
Q

The purpose of _____________________ practice is to ensure that new or changed products and services meet defined requirements

A

Service validation and testing

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76
Q

What does this describe?

  • Based on input from customers, business objectives and regulatory requirements
  • Is documented as part of the design and transition value chain activity
A

Service value

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77
Q

The following list describes the scope of Service ________ and __________ practices

  • Translating the requirements for a product or service into a deployment and release management acceptance criteria
  • Establishing test approaches and defining test plans for new or changed product or services
  • Eliminating risk and uncertainty of new or changed products and services by testing
  • Discovering new information about ew or changed products and services by testing
  • Continual review of test approaches and methods to improve efficiency of the tests
A

service validation and testing

78
Q

These are success factors for what?

  • Defining and agreeing on approaches to the validation and testing of the organizations products, services, and components in line with the organizations requirements for speed, and quality of service changes
  • Ensuring that new and changed components, products and services meet agreed criteria
A

Service validation and testing practices

79
Q

_____________ establishes an approach to capture all of the utility and warranty requirements for products, services, and components

A

Service Validation

80
Q

_____________ defines how testing should be implemented, considering the project’s objectives.

  • Forms the basis of test planning
  • Defies the test management approach, including how testing will be organized and controlled
  • Defines the test phases, and types of tests that are in scope
A

Test strategy

81
Q

What are these?

  • Unit
  • System
  • Integration
  • Acceptance
A

Testing phases

82
Q

In Testing phases, what is this:

Undertaken by the developers to verify that what they have developed meets the requirements

A

Unit testing

83
Q

In Testing phases, what is this:

Testing of the functionality of the system from an end-to-end point of view

A

System testing

84
Q

In Testing phases, what is this:

Testing of the integration between systems

A

Integration testing

85
Q

In Testing phases, what is this:

The formal test phase where the end users of the system verify and validate that what is to be delivered meets requirements. (Also known as UAT)

A

Acceptance testing

86
Q

In Testing phases, what is this:

Testing the ‘what’ the system being delivered will do

A

Functional testing

87
Q

In Testing phases, what is this:

Testing aspects of the system that are not directly related to the functional requirements, such as:

  • performance - behavior under normal conditions
  • load - behavior with increasing load
  • stress - behavior of the system when approaching the upper operational limits
  • security - authorization and authentication system controls
  • usability - how well the users of the system can engage with it
A

Non-Functional testing

88
Q

In Testing phases, what is this:

Testing whether new developments and bug fixes have introduced unexpected system behaviors. Aims to verify that the system still functions as required following change.

A

Regression testing

89
Q

This describes __________

  • Test organization
  • Test planning and control
  • Test analysis and design
  • Test preparation and implementation
  • Test progress and reporting
  • Incident management
  • Test closure and exit criteria
A

Test strategy

90
Q

The purpose of this practices is 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

A

Deployment management

91
Q

What does this describe?

  • Enables the deployment or removal of service components from or to different environments, including development, integration, live, production, test, or staging environments
  • It usually applies to digital and physical IT components, including software, hardware, documentation, licenses, and data within the agreed scope of environments controlled by the org.
A

Deployment management

92
Q

The scope of deployment management practices include

A
  • The effective transition of products, services, and service components between controlled environments
  • The effective removal of products, services, or service components from designated environments
93
Q

The following is a list of success factor for ______________ management:

  • Establishing and maintaining effective approaches to the deployment of services and service components across the organization.
  • Ensuring the effective deployment of services and service components in the context of the organizations value streams
A

Deployment management

94
Q

True or false?

Technology and automation can improve the consistency, agility and efficiency of deployments.

A

True

95
Q

The following list ensures effective ___________ of ___________ components:

  • Coordinating resources in all four dimensions of service management
  • Depends on and can be impacted by the availability of the right resources, skills, technology, tools, and infrastructure
  • Effective and efficient management of change and release depends on timely deployments that align with requirements and objectives
  • Alignment of deployments to change and release requirements, as well as key aspects such as schedule and cost, must be managed effectively
A

effective deployment of service components

96
Q

The purpose of this function is to make new and changed services and features available for use

A

Release Management

97
Q

Purposes of release management

A
  • From the customer and user journey perspective, release management supports onboarding and offboarding
  • After initial onboarding is complete, this practice supports the delivery of service updates, which is important for the success of the practice
98
Q

The following is a list of __________ ___________ Success factors:

  • Establishing and maintaining effective approaches to the release of services and service components across the organization.
  • Ensuring an effective release of services and service components in the context of the orgs value streams and service relationships
A

Release management

99
Q

The purpose of this practice is to maximize the number of successful IT changes by ensuring that risks have been properly assessed (for risk), authorizing changes to process, and managing a change schedule

A

Change enablement

100
Q

Purpose of Change enablement

A
  • Change enablement aims to ensure that changes to services and their components are controlled and that they meet the organizations change related needs
  • Authorized changes should (1) enable the desired outcomes and (2) meet the organizations requirements regarding change throughput and risk management
101
Q

This practice incorporates these three premises

  • Changes are planned and realized in the context of value streams
  • The practice does not aim to unify all the changes planned and carried out in an organization into one big picture
  • The practice should focus on balancing effectiveness, throughput, compliance, and risk control for all changes in the defined scope
A

Change Enablement

102
Q

What is a change model?

A

A predefined, set of procedures based on ‘type’ of change

103
Q

What is the purpose of a change model?

A
  • Provide guidance for handling normal changes

- Determine procedures and roles for the assessment, authorization, and ongoing control of changes based on their type

104
Q

Changes models can be defined based on

A
  • Systems/technologies to change
  • Scale of change
  • Locations/territories
  • Customers
  • Regulatory requirements affecting the changes
105
Q

true or false?
A changes risk level must be considered. Many organizations limit the size of individual changes in order to limit potential risk

A

True

106
Q

These are the responsibilities of whom?

  • Initial processing and verification of change requests
  • Allocating changes to appropriate teams for assessment and authorization, according to the change model
  • Formally communicating decisions of change authorities to affected parties
  • Monitoring and reviewing the activities of the teams that build and test changes
  • Publishing the change schedule and ensuring that it is available as needed
  • Conducting regular and ad hoc service review analyses; and initiating improvements to the practice, the change models, and the standard change procedures.
  • Developing the organizations expertise in the processes and methods of the change enablement practice
A

Change manager

107
Q

The person or group responsible for authorizing a change

A

Change authority

108
Q

What does this describe?

  • Changes should be authorized based on resources, cost, and priority considerations
  • Change models should; define the requirements and procedures for authorization, delegate the role of change authority to the appropriate level
  • The change authority is responsible for the assessment and authorization of a change during its lifecycle (initiation to completion)
  • Depending on the change model, assessment and authorization may be done manually, automatically, or skipped for specific types of change
A

Change authority

109
Q

These are success factors of what?

  • Ensuring that changes are realized in a timely and effective manner
  • Minimizing the negative impacts of change
  • Ensuring stakeholder satisfaction with changes and change enablement
  • meeting change-related governance and compliance requirements
A

Change enablement Practice success factors

110
Q

This is a measure of the outputs (often defined and assessed at the level of individual change) and outcomes (usually enabled by multiple changes) of the change. May include quality of security, performance, conformance to regulations, or usability

A

Change Effectiveness

111
Q

This is a measure of meeting the expectations and requirements of the change initiator for the time of change completion. Failure to meet these requirements can make change ineffective, useless, or harmful.

A

Change Timeliness

112
Q

How can the effectiveness and timeliness of changes be improved?

A
  • Decrease the size of individual changes
  • Standardizing and automating changes
  • Including a feedback loop in every iteration of change planning and realization
  • Capturing expectations and communicating the process of changes
  • Effectively integrating multiple ITIL practices for change sin the context of value streams
113
Q

How do you minimize the impact of changes?

A

Reduce the impact of every individual change, enabling quick automated return to the previous stable state in case of change failure, and automated configuration management.

114
Q

True or false

Change enablement mostly focuses on the continual monitoring of stakeholder engagement and satisfaction during change realization and after the change is complete

A

True

115
Q

These design considerations are for what?

  • Identifying stakeholders
  • Determining what the creation or restoration of value means to them
  • Taking an outside-in approach to understanding the impact of incidents, and connecting these assessments to descriptions of value for various stakeholders
  • Defining the scope of the value stream, and defining one value stream encompassing all activities within that scope to create an end-to end, holistic vision of how support creates or restores value
    Highlighting activities performed by partners and suppliers that might introduce risks or dependencies to the successful creation or restoration of value
  • Understanding what (or how) systems should be integration, and data shared across multiple centers of activities
A

Designing a value stream for restoring a live service

116
Q

How is the value stream for restoration for a live service triggered?

A
  • A user is unable to use a live product or service

- an alert from a monitoring tool regarding failures that may or may not have impacted users

117
Q

This describes the value stream for what?

  1. Acknowledge and register the user query
  2. Investigate the query, reclassify it as an incident, and attempt to fix it
  3. Get a fix from the specialist team
  4. Deploy the fix
  5. Verify that the incident has been resolved
  6. Request feedback from the user
  7. Identify opportunities to improve the overall system ( service, value stream, or practices)
A

Restoration of a live service

118
Q

Within the Value stream of restoration of a live service, what step is this?

Engage with the customer or user to recognize and acknowledge the demand, and record details about the query

Related practices: Service desk

A
  1. Engage: Acknowledge and register the user query
119
Q

Within the value stream of restoration of a live service, what step is this?

  • A trained support agent or automation recognizes and recategorizes the query as an incident
  • Attempt is made to quickly identify the nature of the incident and apply a known solution
  • If a fix recovers the service to its normal state, value has been restored and the value stream can end
  • Otherwise, the issue can be escalated to a specialist role for further investigation

Related practices: Incident management, monitoring and event management, service desk, service level management

A
  1. Deliver & Support: Investigate the query, reclassify/attempt a fix
120
Q

Within the value stream of restoration of a live service, what step is this?

  • Incident is escalated to a specialist team
  • May involve passing control to the specialist team
  • The fix may be publicly available, physical, or something that has to be custom built

Related practices: Incident management, service desk

A
  1. Obtain/Build: Get a fix from the specialist team
121
Q

Within the value stream of restoration of a live service, what step is this?

  • When the fix has been obtained, tested, and validated, it can be deployed to the user or to a production environment
  • Deployment can take many forms

Related practices: Incident management, service desk

A
  1. Design and transition: Deploy the fix
122
Q

Within the value stream of restoration of a live service, what step is this?

  • Verify with the user that the incident has been resolved
  • Provide additional assistance as needed

Related practices: Incident management, knowledge management, service desk, service level management

A
  1. Deliver & support: Verify that the incident has been resolved
123
Q

Within the value stream of restoration of a live service, what step is this?

  • Use feedback to identify improvement opportunities
  • Focus on how to do better
  • Filter out environmental, personal, or professional factors that might bias the feedback

Related Practices: Service desk

A
  1. Engage: Request feedback from the user
124
Q

Within the value stream of restoration of a live service, what step is this?

  • Analyze collected feedback
  • Consider the entire system
  • Log improvement opportunities in the continual improvement register
  • Prioritize against other work

Related practices: All practices that have been involved thus far

A
  1. Improve: identify improvement opportunities
125
Q

The purpose of this activity is to systematically observe services and service components, and record and report selected changes of state identified as events

A

Monitoring and event management

126
Q

Focuses on services and configuration items to detect conditions of potential significance, track and record their state and provide this information to relevant parties

A

Monitoring

127
Q

Focuses on those monitored changes of state defined as an event, determining their significance, and identifying and initiating the correct response

A

Event management

128
Q

What is an event

A

Any change of state that has significance for the management of service or other configuration item

129
Q

Success factors for ______________

  • Establish and maintain approaches/models that describe the various types of events and monitoring capabilities needed to detect them
  • Ensure that timely, relevant, and sufficient monitoring data is available to relevant stakeholders
  • Ensure that events are detected, interpreted and if needed acted upon as quickly as possible
A

Monitoring & event management

130
Q

The purpose of this practice is 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 for all users

A

Service desk

131
Q

The term ‘service desk’ can refer to various types and groups of resources, such as:

A
  • A function or a team of people
  • A dedicated information system
  • Workflows and procedures for communications with users
  • A supplier or partner
132
Q

The ability to recognize, understand, predict, and project the interests, needs, intentions, and experiences of others in order to establish, maintain, and improve the service relationship

A

Service empathy

133
Q

Where does service empathy apply?

A

All interactions

134
Q

Service desk practice success factors

A
  • Enabling and continually improving effective, efficient, and convenient communications between the service provider and its users
  • Enabling the effective integration of user communications into value streams
135
Q

True or false:

Effective integration between the channels enables omnichannel support

A

True

136
Q

What type of support is this:

  • Involves a seamless user journey, in which it is possible to switch between channels without losing or corrupting information
  • Facilitates a positive user experience
  • Helps to prevent information gaps
A

Omnichannel support

137
Q

The purpose of this practice is to minimize the negative impact of incidents by restoring normal service operation as quickly as possible

A

Incident management

138
Q

Which fundamental element of service management is this?

  • a key factor in user and customer satisfaction, the credibility of the service provider, and the value an organization creates in service relationships
  • Includes the restoration of the normal operation of services and resources, even when their failure or deviation is not visible to service consumers
A

Incident management

139
Q

What is an incident model?

A

A repeatable approach to the management of a particular type of incident.

140
Q

What type of model does this describe?

  • Can be used to optimize the handling and resolution of repeating or similar incidents
  • Help to resolve incidents quickly and efficiently, often with better results due to the application of proven and tested solutions
A

Incident models

141
Q

What is a major incident?

A

An incident with significant business impact, requiring an immediate coordinated resolution. Major incidents are often associated with higher level of complexity

142
Q

A model for a major incident may include:

A
  • Clear criteria to distinguish major incidents from disasters and other incidents
  • Special accountable coordinator (Major incident manager)
  • A dedicated temporary team to investigate and resolve the incident
  • Other dedicated resources including budget
  • Special methods of investigation
  • An agreed model of communications with users, customers, regulators, media, and other stakeholders
  • An agreed procedure for review and follow-up activities
143
Q

What is technical debt?

A

the total rework backlog accumulated by choosing workarounds instead of system solutions that would take longer

144
Q

What are the steps for incident handling and resolution?

A
  1. Incident detection
  2. Incident registration
  3. Incident classification
  4. incident diagnosis
  5. Incident resolution
  6. Incident closure
145
Q

What are inputs to incident handling and resolution?

A
  • Monitoring and event data
  • User queries
  • Configuration information
  • IT asset information
  • Service catalogue
  • SLAs with consumers and suppliers/partners
  • Capacity and performance information
  • Continuity policies and plans
  • Information security policies and plans
  • Problem records
  • Knowledge base
146
Q

What are outputs of incident handling and resolution?

A
  • Incident records
  • Incident status communications
  • Problem investigation requests
  • Change requests
  • Incident reports
  • Updates to the knowledge base
  • Restored CI’s and services
147
Q

What are some key takeaways for incident handling and resolution?

A
  • There must be an incident owner throughout the process
  • Ownership may be transferred, but should have someone assigned at all times
  • stakeholder communications should be updated whenever there are changes in the status of the incident
  • The process may vary significantly, depending on the incident model
148
Q

What are the practice success factors for incident management?

A
  • Detecting incidents early
  • Resolving incidents quickly and efficiently
  • Continually improving the incident management approaches
149
Q

What does this describe?

Simple situations(recurring, well known incidents): pre-defined resolution procedures are likely to be effective

Complex situations (Where the exact nature of the incident is unknown but the systems and components are familiar to the support teams and the organization has access to expert knowledge): usually routed to a specialist group or groups for diagnosis and resolution. Expert analysis may be combined with series of safe-to-fail experiments

Very complex (where it is difficult or impossible to define an expert area and group, or where defined groups of experts fail to find a solution): a collective approach such as swarming may be useful.

A

How to define and resolve incidents quickly and efficiently

150
Q

This is a technique for solving various complex tasks. In this method, multiple people with different areas of expertise work together on a task until it becomes clear which competencies are the most relevant and needed

A

Swarming

151
Q

What are some requirements for the data of an effective incident review?

A

Concurrent, complete, and comprehensive

152
Q

The purpose of this practice is to reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors

A

Problem management

153
Q

What are the two approaches to problem identification?

A

Reactive and proactive

154
Q

This approach to problem management investigates the causes of incidents that have already happened.

A

Reactive

155
Q

This approach to problem management identifies problems before they cause incidents

A

Proactive

156
Q

Problem identification leads to the registration of what?

A

Problem record

157
Q

What are the steps for proactive problem identification?

A
  • Review of submitted information
  • Problem registration
  • Initial problem categorization and assignment
158
Q

These are the key inputs to what practice?

  • Error information from vendors and suppliers
  • Information about potential errors submitted by specialist teams
  • information about potential errors submitted by external user and professional communities
  • Information about potential errors submitted by users
  • Monitoring data
  • Service configuration data
A

Proactive problem management

159
Q

These are the key outputs for what practice?

  • Problem records
  • Feedback to the problem initiator
A

Proactive problem management

160
Q

What are the steps for reactive problem management?

A
  • Problem registration

- Initial problem categorization and assignment

161
Q

These are the key inputs to what practice?

  • Information about ongoing incidents
  • Incident records and reports
  • Monitoring data
  • Service configuration data
  • SLAs
A

Reactive problem management

162
Q

This is the output of what practice?

Problem records

A

Reactive problem management

163
Q

True or false:

Reactive problem identification uses information about past and ongoing incidents to investigate their causes

A

True

164
Q

True or false:
Proactive problem identification is used to identify potential errors in the organization’s products based on sources other than incident records

A

True

165
Q

What are the problem management success factors?

A
  • Identifying and understanding the problems and their impact on services
  • Optimizing problem resolution and mitigation
166
Q

The purpose of this practice is to maintain and improve the effective, efficient, and convenient use of information and knowledge across the organization

A

Knowledge management

167
Q

What is absorptive capacity?

A

An organizations ability to recognize the value of new information, embed it into an existing knowledge system, and apply it to the achievement of business outcomes

168
Q

What is the purpose of Knowledge management?

A

Knowledge management aims to provide the right information to the right people at the right moment to build an evolutionary environment

  • Absorptive capacity is continually improved
  • People are eager to learn new knowledge, unlearn old knowledge, gain and share experiences and insights
  • Decision-making capabilities are improved
  • An adaptive change culture exists
  • Performance improves, supporting the organizational strategy
  • Data-driven and insight-driven approaches are used throughout the organization
169
Q

What does SECI stand for?

A

Socialization, Externalization, Combination, and internalization

170
Q

What is SECI

A

The socialization, externalization, combination, internalization model of knowledge dimension is used to describe knowledge sharing and the transformation process at any level of an organization

171
Q

The SECI model is based on two types of knowledge:

A

Explicit knowledge

Tacit knowledge

172
Q

What is explicit knowledge

A

Can be transferred to others, codified, assessed, verbalized, and stored. Includes information from books, databases, descriptions, etc

173
Q

What is tacit knowledge?

A

It is difficult to transfer to others, difficult to express, codify, and assess. Based one experiences, values, capabilities, and skills.

174
Q

What is this type of SECI?

Sharing knowledge face-to-face or through experiences, such as coaching, meetings, and so on

A

Socialization (Tacit to tacit)

175
Q

What is this type of SECI?

Describing the experience or formulating the process/guidelines

A

Externalization (tacit to explicit)

176
Q

What is this type of SECI?

Combining, analyzing, and presenting data from inside and outside an organization to form new knowledge

A

Combination (explicit to explicit)

177
Q

What is this type of SECI?

  • An individual develops their knowledge independently or through formal training
  • The development of knowledge is transformed into organization knowledge assets
A

Internalization (explicit to tacit)

178
Q

What are the knowledge management practice success factors?

A
  • the creation and maintenance of valuable knowledge and its transfer and usage across an org
  • The effective use of information for enabling decision-making across and org
179
Q

What are these characteristics of?

  • Ask questions
  • Challenge existing knowledge and consider alternative perspectives
  • hear others and be heard
  • Learn and unlearn
  • Increase intelligence
  • Help people overcome their fear of punishment due to their mistakes
  • help people overcome their fear of judgement when asking or documenting data
  • Help people overcome their worry about being replaced if they share knowledge
  • Set a priority for sharing knowledge
A

Creating and maintaining a culture of knowledge sharing

180
Q

The purpose of this practice is to set clear business based targets for service levels, and to ensure that delivery of services is properly assessed, monitored and managed against these targets

A

Service Level Management

181
Q

This practice helps to set and manage a shared view of the quality of services between the service provider and the service consumer, aimed at all key stakeholders on both sides

A

Service level management

182
Q

A shared view is usually described in an agreement document, which may be written in various levels of formality

A

Service level management

183
Q

What is within scope of the service level management practice?

A
  • Tactical and operational communications with customers regarding expected, agreed, and actual service quality, as well as their service experience
  • Negotiating, entering, and maintaining SLAs with customers
  • Understanding the design and architecture of services and dependencies between services and other configuration items
  • Continual review of achieved service levels versus agreed and expected levels
  • Initiating service improvements, including improvements to agreements, monitoring and reporting
184
Q

What are the SLM PSFs

A
  • Establishing a shared view of a target service level with customers
  • Overseeing how the organization meets the defined service levels through collection, analysis, storage, and reporting of the relevant metrics for the identified services
  • Performing service reviews to ensure that the current set of services continues to meet the needs of the organization and its customers
  • Capturing and reporting on improvement opportunities, including performance against defined service levels and stakeholder satisfaction
185
Q

What are tailored services within SLM?

A

Involve discussing the needs and expectations of stakeholders and the scope of the service quality, and only then creating a description of a service level that can be delivered with the required level of assurance and liability

186
Q

What are Out of the box services within SLM?

A

These involve service levels that are usually pre-defined by the service provider based on a mixture of market and business intelligence

187
Q

When actual service delivery has started, the service provider should control the actual quality of the services from three main perspectives. What are they?

A
  • Achieved service level
  • User satisfaction with the service
  • Customer satisfaction with the service
188
Q

For SLM what is Achieved service level?

A

Achieved service level - against the agreed service level, based on agreed measurements

189
Q

For SLM what is user satisfaction with the service?

A

Based on impromptu feedback, transaction-based feedback and periodic surveys

190
Q

For SLM what is the Customer satisfaction with the service?

A

Based on periodic discussions, surveys, or real time scanning of the customer sentiment on social media

191
Q

Data from the three sources should be collected, stored, analyzed, and the resulting information reported to relevant stakeholders on both the provider’s and consumer’s sides. What is this related to?

A

Service Level Management

192
Q

What are the two intervals service reviews can be taken?

A

Interval based, at regularly agreed time periods
Event based, as triggered by a major incident, request for a change in service, or change or business needs or requirements.

ITIL CDS (4 decks)

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