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ITIL4 > Specialist Create, Deliver, Support > Flashcards

Specialist Create, Deliver, Support Flashcards

(106 cards)

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1
Q

Functional Organization

A

Hierarchical, formal lines of authority, determine power, roles, and responsibilities.
Often based on functional areas like HR, IT, Finance, etc…

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2
Q

Divisional Organization

A

Based on markets, products, geography, etc…

Each division may have profit and loss accounting, sales, marketing, engineering, etc…

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3
Q

Matrix Organization

A

Grid of relationships
Pools of people who move across teams
Often has dual reporting lines
Can provide more speed and agility

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4
Q

Flat Organization

A

Very little hierarchy
Removes decision making barriers, enabling fast decisions
Challenging to maintain as organization grows

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5
Q

Servant Leadership

A

Managers serve and support the people they lead by ensuring they have the right resources and support.
Often used with cross-functional/matrix organizational structures.

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6
Q

Implementing Shift Left

A

1) Identify shift-left opportunities and goals
2) Clarify the costs and benefits of the improvement
3) Set targets
4) Set up the improvement initiative
5) Progress incrementally with feedback
6) Review outcomes

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7
Q

Workforce and Talent Management Practice

A

The purpose of the workforce and talent management practice is to enable the organization, its leaders, and managers to focus on creating an effective and actionable people strategy (analyzing the current workforce, determining future workforce needs, identifying the gap between the present and the future, and implementing solutions) so that the organization can achieve its mission, goals, and strategic objectives.

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8
Q

Collaboration

A

Useful for creative and entrepreneurial work in a complex environment.
Collaborative teams work with others to achieve common goals.

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9
Q

Cooperation

A

Important for standardized work with a clear set of duties.

Cooperative teams work with others to achieve their own goals.

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10
Q

T-Shaped

A

An expert in one area who is also broadly knowledgeable in other generalized areas.

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11
Q

Pi-Shaped

A

A person who is an expert or near-expert in two areas and broadly knowledgeable in other generalized areas.

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12
Q

Comb-Shaped

A

A person who is strong in multiple areas and broadly knowledgeable in other generalized areas.

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13
Q

Integrated Service Management Toolsets

A

These tool sets act as an engagement and communications tool, are used to automate records and workflow management, and can raise, classify, prioritize, escalate, and resolve issues. These toolsets can also be used for change enablement, financial tracking, and asset tracking.

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14
Q

Integration and Data Sharing

A

Three Levels:
Application - Applications are made to interact with each other
Enterprise - Integrated applications are aligned to provide value
Business - Existing business services are aligned

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15
Q

Point to Point Integration and Data Sharing

A

Directly links pairs of systems
Quick and easy setup
Becomes unmanageable quickly with n(n-1) connections.

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16
Q

Publish Subscribe Integration and Data Sharing

A

Messages are published by systems to an event broker
Event broker forwards message to the systems designated as recipients
Reduces complexity, but reliability can be a challenge

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17
Q

Big Bang Delivery

A

Involves delivery of every integration at once
Beneficial for testing because entire system is available for test
Becomes complex quickly and hard to troubleshoot problems
Best used for small integrations with few systems

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18
Q

Incremental delivery

A

Agile approach with integrations occurring in a predefined order
Reduces scale of each delivery into production

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19
Q

Direct integration with the Value Stream

A

Allows individual integrations to be deployed as soon as they are ready.
Less structured than incremental delivery but allows for rapid progress
Testing is difficult and can only be done late in the service integration

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20
Q

Reporting and Advanced Analytics

A

Advanced analytics is the autonomous examination of data or content using high-level techniques and tools.
Goes beyond business intelligence with deep insights, predictions, and new recommendations.

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21
Q

Data Analytics

A

Method of examining data sets, often using specialized software in order to draw conclusions about the information they contain.
Made up of:
Data engineering - data processed by programming languages and made ready for analysis
Data Science - data is analyzed and insight is gained by using tools

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22
Q

Big Data

A

Term describing large volumes of structured, semi-structured, and unstructured data.

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23
Q

Robotic Process Automation

A

Way for organizations to streamline business operations, lower staffing costs, and reduce errors.

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24
Q

Continuous Integration and Delivery/Deployment (CI/CD)

A

Continuous integration refers to the practice of pushing software changes into a shared deployment pipeline on a frequent and regular basis.
Continuous delivery describes the practice of making frequent typically small deployments into the production environment.
Continuous deployment is sometimes used to describe the automation of this process.

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25
Information Models
Effective information models consist of these core elements: Definition of key facts, terminology, activities, and practices Structural representations of key components of technology and business services, and the relationships between them.
26
Value Stream
A series of steps an organization undertakes to create and deliver products and services to service consumers.
27
Stakeholder
A person or organization that has an interest or involvement in an organization, product, service, practice, or entity.
28
User
A person or role who uses services.
29
Customers
A person or role who defines the requirements for a service and takes responsibility for the outcomes of service consumption
30
Support Teams
A team with the responsibility to maintain normal operations, address users' requests and resolve incidents and problems related to specific products, services, or other configuration items.
31
Suppliers
Stakeholders responsible for providing services that are used by the organization.
32
Partners
Organizations which work closely together to achieve common goals and objectives.
33
Relationship Managers
Roles responsible for maintaining good relationships with one or more customers
34
Service Level Manager
A person or role that is responsible for setting clear business-based targets for service performance, so that the delivery of a service can be properly assessed, monitored and managed against these targets
35
Senior Management
A person or role who is an executive or upper level manager within the organization
36
Job
A position within an organization that is assigned to a specific person.
37
Role
A set of responsibilities, activities, and authorizations granted to a person or team in a specific context.
38
Organization
A person or group of people that has its own functions with responsibilities, authorities, and relationships to achieve its objectives.
39
Competency Profile
Helps define and identify the best candidate to fill a role. Leader, Administrator, Coordinator/Communicator, Methods and Techniques Expert, Technical Expert.
40
Shift Left Definition
Moving work closer to its source by using in integrated approach to improving the flow, efficiency, and effectiveness of work.
41
Culture
A set of values that are shared by a group of people, including their ideas, beliefs, practices, and expectations with regard to how individuals within the group should behave.
42
Cultural Fit
The ability of an employee or a team to work comfortably in an environment that corresponds with their own beliefs, values, and needs.
43
Continual Improvement
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.
44
Customer Oriented Mindset
Involves a focus on value by considering the customer needs and expectations, rather than focusing solely on formal state requirements. The service/product should be linked to the customer needs that are based on a clear definition of the customer experience.
45
Customer Experience (CX)
Sum of functional and emotional interactions with a service and service provider as perceived by a service consumer.
46
Customer Orientation
An approach to sales and customer relations in which staff focus on helping customers to meet their long-term needs and wants.
47
Service Mindset
An important component of the organizational culture that defines the organization's behavior in service relationships. Service mindset includes the shared values and guiding principles adopted and followed by an organization.
48
Service Empathy
The ability to recognize, understand, predict, and project the interests, needs, intentions, and experience of another party, in order to establish, maintain, and improve the service relationship.
49
Feedback
Information about reactions to a product or service, a person's performance of a task, etc. that can be used as a basis for improvement.
50
Commoditization
The action or process of treating something as a mere commodity or object of trade.
51
Insourcing
Uses the organization's existing resources to create, deliver, and support services
52
Outsourcing
Occurs when the organization transfers the responsibility for the delivery of specific outputs, outcomes, functions, or entire products to a vendor.
53
Service Integration and Management (SIAM)
The approach where organizations manage and integrate multiple suppliers in a value stream. Four models Retained Organization, Single Supplier, Service Guardian, Separate Service Integrator
54
Retained Organization
Organization manages all vendors and coordinates the SIAM function itself.
55
Single Supplier
Service provider provides all services as well as the SIAM function
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Service Guardian
Service integration provides the SIAM function and one or more delivery functions in addition to managing other vendors.
57
Separate Service Integrator
Service integration provides the SIAM function and manages all the other suppliers, even though the vendor does not deliver any services to the organization.
58
Results-Based Approach
An approach that focuses only on the outcomes not outputs of employee actions.
59
Outcome
The result for a stakeholder enabled by one or more outputs.
60
Output
A tangible or intangible deliverable of an activity.
61
Value
The perceived benefits, usefulness, and importance or something.
62
Value Leakage
Occurs when the service consumer is unable to derive maximum value from the sub-optimal product or service
63
Value Stream Mapping
A method of visualizing the flow, from demand/opportunity to value, and planning how that flow can be improved.
64
Workflow
The sequence of steps in a process to convert an input into an output.
65
Cycle Time
Amount of time required to complete a discrete unit of work, converting inputs into outputs.
66
Wait Time
Amount of time a discrete unit of work waits in a queue before work begins.
67
Lead Time
Total time required to complete a discrete unit of work from when it enters the process queue to when the process ends.
68
Process Queue
Number of discrete units of work waiting to be operated on by a process
69
Work in Progress (WIP)
Number of discrete units of work currently being operated on but not yet completed.
70
Throughput
The rate at which work enters or exits systems
71
Queues and Backlogs
Caused when the demand for work exceeds the capacity to complete it within the expected timeframe.
72
Prioritization of Work
Necessary for co-creating value while minimizing the costs and risks that arise from unfulfilled demand and idle capacity.
73
Dispatch Swarms
Meet frequently throughout the day to review incoming work, select quick-to-complete items, and validate that correct information has been recorded for work that requires onward assignment.
74
Backlog Swarms
Convene on a regular or ad-hoc basis at the request of a product or service specialist who need input from members from other specialist groups, thereby avoiding delays as work items get reassigned between teams and queues.
75
Drop-In Swarms
Experts are either made continuously available or they continuously monitor the activity of other teams in order to decide if and when to get involved.
76
Toil
Work or tasks that are manual, repetitive, automatable, tactile, do not provide any enduring value, and can easily be linearly scaled up in proportion to service size and volume.
77
Service Design
The practice of designing products and services that are fit for purpose, fit for use, and that can be delivered by the organization and ecosystem.
78
Outside-in
Considers a service from the consumer's point of view (it is more holistic)
79
Inside-out
Considers a service from the service provider's point of view (it is more technical)
80
Holistic Approach
A holistic approach to service management includes establishing an understanding of how all the parts of an organization work together in an integrated way including having end-to-end visibility of how demand is captured and translated into outcomes.
81
Technical Debt
The total rework backlog accumulated by choosing workarounds instead of system solutions that would take longer upfront.
82
Design Thinking
A human-centered and practical iterative approach to accelerate innovation.
83
Software Development and Management
The practice of ensuring that applications meet stakeholder needs in terms or functionality, reliability, maintainability, compliance, and auditability.
84
Deployment Management
The practice of moving new or changed hardware, software, documentation, processes, or any other service component to live environments.
85
Deploy
The act of making the software of service available on the intended target system or product
86
Release
The act of making the software of service available for use by the intended users or customers.
87
Service Validation and Testing
The practice of ensuring new or changed products and services meet defined requirements.
88
Release Management
The practice of making new and changed services and features available for use.
89
Early Life Support (ELS)
Methods used to support a product/service during its initial release.
90
Change Enablement
The practice of ensuring risks are properly assessed, authorizing changes to proceed, and managing a change schedule in order to maximize the number of successful IT changes.
91
Monitoring and Event Management
The practice of systematically observing services and service components, and reporting selected changes of state identified as events.
92
Event
Any change in state that has significance for the management of a service or other configuration item.
93
Service Desk
The practice designed to capture demand for incident resolution and service requests.
94
Incident Management
The practice of minimizing the negative impact of incidents by restoring normal service operation as quickly as possible.
95
Incident
Any unplanned interruption to a service or reduction in the quality of a service.
96
Problem Management
The practice of reducing the likelihood and impact of incidents by identifying actual and potential causes of incidents and managing workarounds and known errors.
97
Problem
A cause or potential cause of one or more incidents.
98
Knowledge Management
The practice of maintaining and improving the effective, efficient, and convenient use of information and knowledge across an organization.
99
Service Level Agreement (SLA)
A documented agreement between a service provider and a customer that identifies services required and the expected level of service
100
Service Level Management
The practice of setting clear business-based targets for service performance, so that the delivery of a service can be properly assessed, monitored, and managed against these targets.
101
Leader
Decision-making, delegating, overseeing other activities, providing incentives and motivation, and evaluating outcomes
102
Administrator
Assigning and prioritizing tasks, record-keeping, ongoing reporting, and initiating basic improvements
103
Coordinator/Communicator
Coordinating multiple parties, maintaining communication between stakeholders, and running awareness campaigns
104
Methods and Techniques Expert
Designing and implementing work techniques, documenting procedures, consulting on processes, work analysis, and continual improvement
105
Technical Expert
Providing technical (IT) expertise and conducting expertise-based assignments
106
Managing Work as Tickets
* Tickets represent a discrete unit of work and its current state within its expected lifespan. * Tickets enable prioritization and a method to record/track work being performed

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