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ITIL Foundation Terms > Terminology > Flashcards

Terminology Flashcards

1
Q

What are the 4 dimensions of ITIL?

A

Organizations and People
Information and Technology
Partners and Suppliers
Value Streams and Processes

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2
Q

What are the 9 aspects of the Service Value System

A 
Demand
Plan
Engage
Improve
Design/Transition
Obtain/Build
Deliver and Support
Products and Services
Value
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3
Q

What are the three kinds of management practices tested in the ITIL exam.

A

General management practices
Service management practices
Technical management practices

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4
Q

Name the 7 guiding principles of ITIL

A 
Focus on Value
Start Where You Are
Progress Iteratively with Feedback
Collaborate and Promote Visibility
Think and Work Holistically
Keep It Simple and Practical
Optimize and Automate
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5
Q

Specifics on the first guiding principle?

A

Focus on Value - The first guiding principle of ITIL reminds practitioners that their focus should always be on delivering value to the business, either directly or indirectly, through the effective management of IT services.

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6
Q

Specifics on the second guiding principle?

A

Start Where You Are - The second guiding principle of ITIL reminds organizations not to throw out their existing systems when adopting the ITIL 4 framework. Instead, organizations are encouraged to preserve capabilities that meet their needs, improve them when necessary, and develop new ones when required.

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7
Q

Specifics on the third guiding principle?

A

Progress Iteratively with Feedback - Big changes, even big improvements, can often lead to big problems that are difficult to measure or resolve. ITIL 4 practitioners are encouraged to improve their processes iteratively, collecting feedback and measuring success along the way to avoid setbacks. Change takes time. Slow and steady wins and changes should be measured for success before the organization builds on them further.

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8
Q

Specifics on the fourth guiding principle?

A

Collaborate and Promote Visibility - ITIL 4 practitioners are encouraged to promote transparency and visibility of IT operations between team members, stakeholders, and partners. Increased visibility promotes communication and collaboration between departments, enables project and process owners to collect valuable feedback and insight from throughout the organization, and helps eliminate redundancies and information or knowledge silos.

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9
Q

Specifics on the fifth guiding principle?

A

Think and Work Holistically - The fifth guiding principle of ITIL 4 encourages practitioners to assume responsibility for how their work fits into the overall service value system. No task exists in a vacuum and each action, sub-process, or process should be conducted with a view to minimizing risks and costs while delivering the greatest amount of value for the business.

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10
Q

Specifics on the sixth guiding principle?

A

Keep It Simple and Practical - Simplicity and practicality are antithetical to the view that some practitioners have of ITIL as a prescriptive and inflexible framework. ITIL 4 addresses this criticism by directing its practitioners to simplify and right-size the use of processes, tools, and resources to match organizational needs. As a side note, ITIL V3’s “processes” are called “practices” in ITIL 4, a change that reflects their newly emphasized flexibility for the needs of IT organizations.

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11
Q

Specifics on the seventh guiding principle?

A

Optimize and Automate - The final guiding principle of ITIL encourages practitioners to automate and optimize processes wherever possible. Manual processes are easily forgotten or overlooked, error-prone by nature, and tedious and time-consuming. IT organizations should automate anything that they can, reserving human intervention for processes where it is genuinely necessary.

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12
Q

What are the 6 CORE elements of the Service Value Chain

A 
Plan
Improve
Engage
Design and transition
Obtain/build
Deliver and support
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13
Q

Availability

A

The ability of an IT service or other configuration item to perform its agreed function when required.

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14
Q

IT Asset

A

Any value component that can contribute to the delivery of an IT product or service.

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15
Q

Event

A

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

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16
Q

Configuration Item (CI)

A

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

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17
Q

Change

A

The addition, modification, or removal of anything that could have a direct or indirect effect on services.

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18
Q

Incident

A

An unplanned interruption to a service or reduction in the quality of a service.

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19
Q

Problem

A

A cause, or potential cause, of one or more incidents.

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20
Q

Known Error

A

A problem that has been analyzed but has not been resolved.

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21
Q

Acceptance Criteria

A

The minimum acceptable requirements of a service component that must be fulfilled according to defined stakeholder expectations.

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22
Q

Continual Improvement

A

Aligning operations, products and services with strategic business goals on an ongoing basis in context of changing requirements, expectations, challenges and opportunities facing the organization.

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23
Q

Control

A

Directing the flow of operations to manage risk, fulfill a business objective or follow a framework guideline.

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24
Q

Customer Experience (CX)

A

The perceived value of functional and emotional interactions of a product or service with the end-user.

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25
Q

Governance

A

An operational framework adopted to control and manage operations, risk, and opportunities.

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26
Q

Guiding Principles

A

A baseline and definitive set of guidelines applicable to all organizations, despite their varied structure, strategies, goals and circumstances.

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27
Q

Known error

A

A problem that has been analyzed but has not been resolved.

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28
Q

Service Value System

A

The architecture of ITIL 4 that maps all elements and capabilities necessary to manage a service efficiently and effectively. This model describes the activities and components that work together as a system to deliver value to the IT organization.

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29
Q

Standard Change

A

A low-risk and repetitive change activity that is pre-defined and approved by appropriate governing authorities.

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30
Q

Throughput

A

The measure of work performed by an organization, team, service, or a system over a specific duration of time.

31
Q

Utility

A

The functionality of a system, service or product aimed at fulfilling a particular requirement. The functionality must support business performance or reduce a constraint, or both.

32
Q

Validation

A

Confirmation of a system performance relative to specified requirements or expectations.

33
Q

Workaround

A

A solution that eliminates the impact of a change or incident intended as a temporary replacement to a full resolution expected at a later stage.

34
Q

Value

A

The perceived benefits, usefulness, and importance of something

35
Q

Warranty

A

Warranty is defined as the assurance that a product or service will meet agreed requirements. When a service has warranty, it is referred to as ‘fit for use’.

36
Q

what are the six factors that affect each dimension?

A 
1 Political factors,
2 Economical factors,
3 Social factors,
4 Technological factors,
5 Legal factors,
6 Environmental factors
37
Q

what are some examples of technologies supporting SERVICE MANAGEMENT?

A
  1. workflow management
  2. knowledge bases
  3. communication systems
  4. analytical tools
  5. inventory systems
  6. remote collaboration
  7. mobile platform
  8. artificial intelligence
  9. Cloud solutions
  10. machine learning
38
Q

what are some examples of technologies supporting IT SERVICES?

A
  1. IT Architecture
  2. Applications
  3. Database
  4. Communication Systems
  5. Block Chain
  6. Artificial Intelligence
  7. Cognitive Computing
  8. Cloud Computing
  9. Mobile Application
39
Q

service level management

practice

A

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.

40
Q

service management

A

A set of specialized organizational capabilities for enabling value
for customers in the form of services.

41
Q

service offering

A

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.

42
Q

service desk practice

A

The practice of capturing demand for incident resolution and

service requests.

43
Q

service financial management

practice

A

The practice of supporting an organization’s strategies and plans
for service management by ensuring that the organization’s
financial resources and investments are being used effectively.

44
Q

What is a service

A

A service is 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.

45
Q

What is the purpose of the ‘service request management’ practice?

A

Service request management is the practice of supporting the agreed quality of a service by handling all pre-defined, user-initiated service requests in an effective and user-friendly manner.

46
Q

What is defined as the practice of protecting an organization by understanding and managing risks to the confidentiality, integrity, and availability of information?

A

Information security management is the practice of protecting an organization by understanding and managing risks to the confidentiality, integrity, and availability of information.

47
Q

Service Consumption

A

Service consumption refers to the activities performed by an organization to consume services, which includes the management of the consumer’s resources needed to use the service, service use actions performed by users, and may include the receiving (acquiring) of goods.

48
Q

What is defined as the practice of protecting an organization by understanding and managing risks to the confidentiality, integrity, and availability of information?

A

Information security management is the practice of protecting an organization by understanding and managing risks to the confidentiality, integrity, and availability of information.

49
Q

What is service provision?

A

Service provision refers to the activities performed to provide services to service consumer, by a service provider organization.

50
Q

Continual Improvement Model

What is the vision?

A

The improvement should support the organization’s goals and objectives at all times.
It should also link individual actions to the future vision, in order that it really can be seen as an improvement.

51
Q

Continual Improvement Model

Where are we now?

A

In order for an improvement to really impact, it should have a clear starting point. The step ‘where are we now’ helps you to assess your current situation, from a technical, human resource and user’s perception perspective.

52
Q

Continual Improvement Model

Where do we want to be?

A

This step helps you visualize your improvement initiative.

Here you set your Key Performance Indicators (KPI’s) and the objectives of the improvement initiative.

53
Q

Continual Improvement Model

How do we get there?

A

The fourth step helps you plan. The continual improvement model advises to work iteratively, however with some initiatives this might not be needed and another approach will suffice.

54
Q

Continual Improvement Model

Take action!

A

Execute the plan that you created in the fourth step. A measurement process is key in this step as it will help you stay on track. To execute the plan you can use any type of approach that you think fits best (waterfall, big bang or small iterations).

55
Q

Continual Improvement Model

Did we get there?

A

Check and confirm the progress and the value of the improvement initiative.
If the desired result has not been achieved, additional actions need to be taken (often in a new iteration).

56
Q

Continual Improvement Model

How do we keep the momentum going?

A

If the initiative is a success, use it to build support and momentum for the next improvement initiatives.
To do so, share the success both internally and externally. If the initiative failed to achieve success, make sure to use it for your ‘lessons learned’. This way the initiative did create value, even though it was not a success.

57
Q

What does a centralized service desk require?

A

A centralized service desk requires supporting technologies like workflow systems for routing and escalation, workforce management and resource planning systems, a centralized knowledge base, intelligent telephony systems, automatic call distribution, and remote access tools. Automation is wonderful and can provide efficiencies, but it is not required. Also, 24x7 support may not be a business requirement for some organizations. But, if you have a centralized service desk, you will need good remote access tools to be able to support users that are not located at your same location.

58
Q

Local Service Desk

A

Generally located close to the customer, on location or within a branch office.

59
Q

Central Service Desk

A

Disregarding the customer’s size or dispersion, Service Desk provides support services from a single central location. May address language, cultural or time-zone considerations.

60
Q

Virtual Service Desk

A

While Service Desk staff may be dispersed among a number of locations (even worldwide), by using available technology and Internet, we can create the illusion of a single centralized Service Desk.

61
Q

Follow the Sun

A

The most challenging type of Service Desk that supports customers around the globe. The Service Desk staff can’t be appointed by a normal day / night routine, as “day” in this case lasts for a full 24 hours.

62
Q

What are components of the Service Value System?

A

The components of the service value system are ‘guiding principles’, ‘governance’, ‘service value chain’, ‘practices’, and ‘continual improvement’.

63
Q

continual improvement practice

A

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.

64
Q

change enablement practice

A

The practice of ensuring that risks are properly assessed, authorizing changes to proceed and managing a change schedule in order to maximize the number of successful service and product changes.

65
Q

IT asset management practice

A

The practice of planning and managing the full lifecycle of all IT assets.

66
Q

incident management

A

The practice of minimizing the negative impact of incidents by restoring normal service operation as quickly as possible.

67
Q

partners and suppliers

A

One of the four dimensions of service management. It encompasses the relationships an organization has with other organizations that are involved in the design, development, deployment, delivery, support, and/or continual improvement of services.

68
Q

organizations and people

A

One of the four dimensions of service management. It ensures that the way an organization is structured and managed, as well as its roles, responsibilities, and systems of authority and communication, is well defined and supports its overall strategy and operating model.

69
Q

problem management practice

A

The practice of reducing the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors.

70
Q

service desk practice

A

The practice of capturing demand for incident resolution and service requests.

71
Q

value streams and processes

A

One of the four dimensions of service management. It defines the activities, workflows, controls, and procedures needed to achieve the agreed objectives.

72
Q

information and technology

A

One of the four dimensions of service management. It includes the information and knowledge used to deliver services, and the information and technologies used to manage all aspects of the service value system.

73
Q

Continual Improvement Model Order?

A
  1. What is the vision?
  2. Where are we now?
  3. Where do we want to be?
  4. How do we get there?
  5. Take Action!
  6. Did we get there?
  7. How do we keep momentum going?

ITIL Foundation Terms (2 decks)

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