Syllabus Definition Flashcards
what is a service ? (Chapter 1)
What is a product ?
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*.
The services an organization provides are based on one or more of their products
A product is a configuration of resources, created by the organization that will be potentially valuable to their customers
what is utility ?
Utility is the functionality offered by a product or service to meet a particular need. Utility perhaps answers ‘what the service does’ or whether a service is ‘fit for purpose’. To have utility, a service must either support the performance of the consumer and/or remove constraints from the consumer
Warranty
Warranty answers ‘how the service performs’ or whether a service is ‘fit for use’. Warranty often relates to service levels aligned with the needs of service consumers, such as availability, capacity, security, and continuity
Customer
3 main consumer roles
A person who defines the requirements for a service and takes responsibility for the outcomes of service consumption.
User
A person who uses services; e.g. the company employees.
Service management
Service Management is a set of speclialized organizational capabilities for enabling value* to customers in the form of services*.
IT service management (ITSM) is the application of service management to IT
Sponsor
A person who authorizes budget for service consumption; e.g., the Finance Manager.
Define Cost
https://www.bmc.com/blogs/itil-key-concepts-service-management/
The amount of money spent on a specific activity or resource.
2 types of cost
Costs removed from the consumer by the service (a part of the value proposition
Costs imposed on the consumer by the service (the costs of service consumption).
Value
The perceived*** benefits, usefulness, and importance of something (more than just services)
Organization
A person or a group of people that has its own functions with responsibilities,
authorities, and relationships to achieve its objectives.
Outcome
A result for a stakeholder enabled by one or more outputs.
Output
Output A tangible or intangible deliverable of an activity.
Risk
A possible event that could cause harm or loss, or make it more difficult to achieve objectives. Can also be defined as uncertainty of outcome, and can be
used in the context of measuring the probability of positive outcomes as well as negative outcomes.
Two types of risk are concerning to service consumers:
Risks removed from a consumer by the service (part of the value proposition). For example, for an online streaming service, the failure of equipment involved in delivering the service. Risks imposed on a consumer by the service (risks of service consumption). For an online streaming service, the threat of lawsuit for copyright infringement.
Actively participating in defining the service requirements and clarifying its required outcomes, often on an ongoing basis.
Clearly communicating the critical success factors (CSFs) and constraints that apply to the service.
Ensuring the provider has access to the necessary consumer resources throughout the service relationship
Utility
The functionality offered by a product or service to meet a particular need. Utility can be summarized as ‘what the service does’ and can be used
to determine whether a service is ‘fit for purpose’. To have utility, a service must either support the performance of the consumer or remove
constraints from the consumer. Many services do both.
Describe key concept of Service offering
A formal description of one or more services, designed to address the needs of a target consumer group. A service offering may include goods, access to resources, and service actions.
Goods
Ownership is transferred to consumer
Consumer takes responsibility for future use
Access to resources
Ownership is not transferred to the consumer
Access id granted/licensed under agreed terms or conditions
Service Actions
Performed by the provider to address a consumer need
Performed according to agreement with the consumer
Service relationship management
A cooperation between a service provider* and service
consumer*. Service relationships include service provision, service consumption, and service relationship management.
To ensure continual value co-creation based on agreed and available service offerings
Service provision
Activities performed by an organization to provide
services. Service provision includes:
1) management of the provider’s resources, configured to deliver the service
2)ensuring access to these resources for users
3)fulfilment of the agreed service actions
4) service level management and continual
improvement
Service provision may also include the supplying of goods.
Service consumption
Activities performed by an organization to consume
services. Service consumption includes:
1) management of the consumer’s resources needed to use the service
2) service actions performed by users, including utilizing the provider’s
resources, and requesting service actions to be fulfilled.
Service consumption may also include the receiving (acquiring) of goods.
Describe the nature, use and interaction of the guiding principles (Chapter 2)
A guiding principle is a recommendation that guides an organization in all circumstances, regardless of changes in its goals strategies type of work or management structure. A guiding principle is universal and enduring
Explain Focus on value
Everything that the organization does needs to map directly or indirectly to the value for the stakeholders
Apply principle
Know how service consumers use each service.
Encourage a focus on value among all staff.
Focus on value during normal operational activity as well as during improvement initiatives.
Include a focus on value in every step of any improvement initiative.
Start where you are
To apply this principle successfully, consider this advice:
Look at what exists as objectively as possible, using the customer or the desired outcome as the starting point. When examples of successful practices or services are found in the current state, determine if and how these can be replicated or expanded upon to achieve the desired state. Apply your risk management skills. Recognize that sometimes nothing from the current state can be re-used.
Progress iteratively with feedback
To apply this principle successfully, consider this advice:
Comprehend the whole, but do something. The ecosystem is constantly changing, so feedback is essential. Fast does not mean incomplete.
Collaborate and promote visibility
Developers working with other internal teams
Suppliers collaborating with the organization
Relationship managers collaborating with service consumers
Customers collaborating with each other
Internal and external suppliers collaborating with each other
Think and work holistically
Recognize the complexity of the systems
Collaboration is key to thinking and working holistically
Where possible, look for patterns in the needs of and interactions between system elements
Automation can facilitate working holistically
Keep it simple and practical
To apply this principle successfully, consider this advice:
Ensure value Simplicity is the ultimate sophistication Do fewer things, but do them better Respect the time of the people involved Easier to understand, more likely to adopt Simplicity is the best route to achieving quick wins
Optimize and automate
Understand and agree the context in which the proposed optimization exists
Assess the current state of the proposed optimization
Agree what the future state and priorities of the organization should be, focusing on simplification and value
Ensure the optimization has the appropriate level of stakeholder engagement and commitment
Execute the improvements in an iterative way
Continually monitor the impact of optimization
Describe four dimensions of Organizations and people (chapter3)
roles and responsibilities
leaders championing and advocating the values
communication and collaboration
shared values and attitudes
trust and transparency
right level of capacity and competency in the workforce
It is the way each organization carries out their work
Every person in the organization should have a clear understanding of their contribution towards creating value for organization, its customers, and other stakeholders. Promoting a focus on value creation is an effective methoid of breaking down organization silos
Information and technology
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Partners and suppliers
7 factors that may influence n organization strategy when using suppliers : Strategic focus corporate culture resource scarcity cost concerns subject matter expertise external constraints demand pattern
Value streams and processes
Value streams and processes define the activities, workflows, controls and procedures needed to achieve agreed objectives.
Definition: Value stream
STEP1 -> STEP 2-> STEP 3 (Product and Services)
A series of steps an organization undertakes to create and deliver products and services to consumers.
Definition: Process
INPUT -> ACTIVITIES –> OUTPUT
A set of interrelated or interacting activities that transform inputs into outputs. A process takes one or more defined inputs and turns them into defined outputs. Processes define the sequence of actions and their dependencies.
Describe the ITIL service value system (chapter 4)
Describe how all the compoents and activities of the organization work togather as a systems to enable value creation
Activities Practices Teams Authorities Rewsponsibilities
Describe the interconnected nature of the service value chain and how this supports value streams (chapter 5)
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Purpose of value chain Plan
The purpose of the plan value chain activity is to ensure a shared understanding of the vision, current status, and improvement direction for all four dimensions and all products and services across the organization
improve
The purpose of the improve value chain activity is to ensure continual improvement of products, services, and practices across all value chain activities and the four dimensions of service management.
engage
The purpose of the engage value chain activity is to provide a good understanding of stakeholder needs, transparency, and continual engagement and good relationships with all stakeholders.
design and transition
The purpose of the design and transition value chain activity is to ensure that products and services continually meet stakeholder expectations for quality,
costs, and time to market.
obtain/build
The purpose of the obtain/build value chain activity is to ensure that service components are available when and where they are needed, and meet agreed
specifications.
deliver and support
The purpose of the deliver and support value chain activity is to ensure that services are delivered and supported according to agreed specifications and
stakeholders’ expectations.
Purpose of ITIL practices Information security managemen(Chapter 6) 15 of them
In ITIL, a management practice is a set of organizational resources designed for
performing work or accomplishing an objective. The origins of the practices
are as follows:
General management practices have been adopted and adapted for service management from general business management domains.
Service management practices have been developed in service management and ITSM industries.
Technical management practices have been adapted from technology management domains for service management purposes by expanding or shifting their focus from technology solutions to IT services.
Relationship management
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Supplier management
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IT asset management
The purpose of the IT asset management practice is to plan and manage the full lifecycle of IT assets.
And to help the organization with the goals of maximizing value, controlling costs, managing risks, supporting decision making about purchase, reuse, retirement, and disposal of assets and meeting regulatory and contractual requirements.
Remember, an IT asset is any financially valuable component that can contribute to the delivery of an IT product or service.
IT asset management (ITAM)
Software asset management (SAM)
Maintain asset register
Monitoring and event management
First, let’s define monitoring. Monitoring focuses on the systematic observation of services and the configuration items that underpin those services to detect conditions of potential significance. What about events?
An event is any change of state that has significance for the management of a service or other configuration item (CI) typically recognized through various notifications.
Release management
The purpose of the release management is to make new and changed services and features available for use
A version of a service or other configuration item, or a collection of configuration items, that is made available for use
Release management STAGE*** option
Blue/Green uses two mirror production envirnoments
or
Feature flags enable specific features to be released in a controlled manner
Service configuration management
The purpose of the service configuration management is to ensure that accurate and reliable information about the configuration of services, and CIs that support them, is available when and where is is needed.
CI is any component that need to be managed to provide a IT service
Effort to collect information is balanced with the value the information create
Deployment management
On the ITIL Foundation exam, you need to be aware of one of the technical management practices, and that practice is deployment management. The purpose of the deployment management practice is to move newer changed hardware, software, documentation, processes, or any other component to live environments. It may also be involved in deploying components to other environments.
Phased deployment
Continuous delivery
Big bang deployment
Pull deployment (e.g user download when needed)
Continual improvement
The purpose of the continul Improvement practice is to aligh the orgainization’s practices and services with cganging 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
High level guide (7 steps) wha is the vision where are we now where do we want to be How do we get there Take action Did we get there How do we keep the momentdum going
Change enablement
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Incident management
An incident is an unplanned interruption to a service, or reduction in the quality of a service.
The purpose, or the goal of the incident management practice is to minimize the negative impact of incidents, or the negative impact of unplanned interruptions to service or quality reduction by restoring normal service operation as quickly as possible.
Problem management
The purpose of the problem management practice is to reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors.
Let’s define a problem.
A **problem is a cause, or potential cause, of one or more incidents.
A **known error is a problem that has been analyzed and has not yet been resolved.
Problem identification
Problem control
Error control
A workaround is a solution that reduces or eliminates the impact of an incident or problem for which a full resolution is not yet available. Some workarounds reduce the likelihood of incidents. Workarounds are documented in problem records
Service request management
The purpose of the service request management practice is to support the agreed quality of a service by handling all agreed user initiated service requests in an effective and user friendly manner. Service requests are pre-defined and pre-agreed and can usually be formalized with clear standard procedures
Service desk
The practice is to capture demand for incident resolution and service request. It should also be the entry point/single point of contact for the service provider with all of its users.
Service level management (end of 15)
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Define IT asset
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Event
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Configuration item
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Change
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incident
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Problem
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Known error
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Explain the following ITIL practices in detail, excluding how they fit within the service value chain (chapter 7)
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Continual improvement
Continual improvement takes place in all areas of the organization and at all levels from strategic to operational.
The continual improvement model
he continual improvement model applies to the SVS in its entirety as well as to all of the organization’s products, services, service components, and relationships. To support continual improvement at all levels, the ITIL SVS includes the ITIL continual improvement model.
7 steps What is the vision ? Where are we now ? Where do we want to be ? SMART How do we get there ? Endpoint comfirm Take action ? Did we get there ? Keep momentum going
Change enablement
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Incident management
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Problem management
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Service request management
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Service desk
The practice is to capture demand for incident resolution and service requests. It should also be the entry point/single point of contact for the service provider with all of its users.
Input Requests, Issues, Queries Lead to Acknowledge Classify Own Act
Service level management (The End of syllabus. Great)
o the purpose of service level management is to set clear business-based targets for service levels. And to ensure the delivery of services is properly assessed, monitored and managed against those targets. Service level management provides the end-to-end visibility of the organization’s services. To achieve this, service level management establishes a shared view of the services and target service levels with customers. It ensures the organization meets the defined service levels through the collection, analysis, storage, and reporting of the relevant metrics for the identified services. Service level management performs service reviews to ensure that the current set of services continues to meet the needs of the organization and its customers. And finally, it captures and reports on service issues, including performance against defined service levels.
an SLA is a documented agreement between a service provider and a customer that identifies services required and the expected level of service
Cloud computing
A model for enabling on-demand network access to a shared pool of configurable computing resources that can be rapidly provided with minimal
management effort or provider interaction.
ITSM in the modern world: cloud computing
ITSM has been focusing on value for users and customers for years, and this
focus is usually technology-agnostic: what matters is not the technology, but the opportunities it creates for the customers. Although for the most part this
is a perfectly acceptable approach, organizations cannot ignore new architectural solutions and the evolution of technology in general. Cloud
computing has become an architectural shift in IT, introducing new opportunities and risks, and organizations have had to react to it in ways that
are most beneficial for themselves, their customers, and other stakeholders.
Key characteristics of cloud computing include: on-demand availability (often self-service) network access (often internet access) resource pooling (often among multiple organizations) rapid elasticity (often automatic)
Service Continuity Management
To ensure that the availability and performance of a service is maintained at a sufficient level in the event of a disaster.
Business Continuity Institute (BCI)
Disaster sources | Stakeholders involved | Organizational impact
Supply chain failure, Employees, Lost income
Business Impact Analysis
Disaster Recovery Plan
Recovery Time Objectives (RTO) - esources must be recover
Recovery Point Object (RTO) - point in time where information is make available to enable activity
Continuity -> about disaster
Incident Management - harmful events, trigger, alert
availability management
the purpose of the availability management practice is to ensure services deliver agreed levels of availability to meet the needs of customers and users
Availability is the ability of an IT service or other configuration item to perform its agreed function when required. Let’s take the most popular IT service, that being a web server.
Tt’s important to understand the difference between availability and durability. Often for object storage, a cloud service provider will offer 11 nines of durability, which is 99.999999999. Remember, durability is actually guaranteeing the existence or the non destruction of the object or the item. So it’s maintaining the existence of that particular configuration item, that’s what durability is.
Availability is more making sure that I have access to that web server or that web server is actually up and running and available throughout the entire year. It doesn’t address the actual existence of that instance of that web server or that virtual machine.
In basic terms, the availability of a service depends on how frequently the service fails and how quickly it recovers after a failure. These are often expressed as mean time between failures and mean time to restore service, MTBF (between failure) and MTRS (restore service).
User outage minutes
Number of lost transaction
Lost business value
User satisfaction
Capacity and Performance Management
The purpose of the capacity and performance management practice is to ensure that services achieve agreed and expected performance. Satisfying current and future demand in a cost-effective way
removed from exam in Nov 2019
change request
And the purpose of the change control practice is to maximize the number of successful IT changes by ensuring that risks have been properly assessed, authorizing changes to proceed and then managing a change schedule
change is the addition, modification, or removal of anything that could have a direct or indirect effect on services.
The change schedule is used to help plan changes, assist in communication, avoid conflicts, assign resources, track incidents and problems, and plan improvements
