Terms Flashcards
Product
A product is configuration of resources, created
by the organization, that will be potentially
valuable for their customers.
Organization
An organization is a person or group of people
that has its own functions with responsibilities,
authorities, and relationships to achieve its
objectives.
Customer
A customer is the role that defines the
requirements for a service and takes
responsibility for the outcomes of service
consumption.
User
The user is the role that uses services.
Sponsor
The sponsor is the role that authorizes the
budget for service consumption. The term is
also used to describe an organization or
individual that provides financial or other
support for an initiative.
Service Management
Service management is a set of specialized organizational capabilities for enabling value for
customers in the form of services.
Service
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.
Value
Value is the perceived benefits, usefulness, and
importance of something.
Outcome
An outcome is a result for a stakeholder
enabled by one or more outputs.
Output
An output is a tangible of intangible deliverable
of an activity.
Cost
Cost is the amount of money spent on a
specific activity or resource.
Risk
Risk is a possible event that could cause harm
or loss, or make it more difficult to achieve
objectives (uncertainty of outcome).
Service Relationship Management
Service relationship management are the joint activities performed by a service provider and a service consumer to ensure continual value co-creation based on agreed and available service offerings.
Service Offering
A service offering is 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.
Service Provision
A service provision is the activities performed by an
organization to provide services, including management of the provider’s resources, configured to deliver the service; ensuring access to these resources for users; fulfillment of the agreed service actions; service level management; and continual improvement. It may also include the supply of goods.
Service Consumption
Service consumption is the activities
performed by an organization to consume
services. It includes the management of the
consumer’s resources needed to use the
service, service actions perform by users, and
the receiving (acquiring) or goods (if required).
Goods
Goods - have the ownership transferred to a consumer
Access
Access - Does not have the ownership transferred to a consumer
Actions
Actions - are performed by the provider to address a consumer need
Utility
Utility is the functionality offered by a product
or service to meet a particular need.
• What a service does (fit for purpose)
Warranty
Warranty is the assurance that a product or
service will meet agreed requirements.
• How a service performs (fit for use)
Service Value System
The Service Value System (SVS) is a model representing how all the components and activities of an organization work together to facilitate value creation
Service Value Chain
The Service Value Chain (SVC) is s the innermost
cube containing 6 main activities in the Service
Value System.
Plan
Plan ensures a shared understanding of the
vision, current status, and improvement direction
for all four dimensions and all products and
services across an organization.
Improve
Improve ensures continual improvement of
products, services, and practices across all value
chain activities and the four dimensions of
service management.
Engage
Engage provides a good understanding of
stakeholder needs, transparency, continual
engagement, and good relationships with all
stakeholders.
Design & Transition
Design & Transition ensures products and
services continually meet stakeholder
expectations for quality, costs, & time to market.
Obtain/Build
Obtain/Build ensures service components are
available when and where they are needed,
and that they meet agreed specifications.
Deliver & Support
Deliver & Support ensures services are
delivered and supported according to agreed
specifications and stakeholder’ expectations.
Four Dimensions
Four Dimensions - are the four perspectives that are
critical to the effective and efficient facilitation of value for customers and other stakeholders in the form of products and services.
The Four Dimensions
1. Organizations and People
Organizations and People 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
The Four Dimensions
2. Information and Technology
Information and Technology includes the
information and knowledge used to deliver
services, and the information and technologies
used to manage all aspects of the service
value system.
The Four Dimensions
3. Partners and Suppliers
Partners and Suppliers 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.
The Four Dimensions
4. Value Streams and Processes
Value Streams and Processes defines the
activities, workflows, controls, and procedures
needed to achieve the agreed objectives.
Value Stream
A value stream is a series of steps an
organization undertakes to create and deliver
products and services to service consumers.
Guiding Principle
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
Focus on Value
All activities conducted by the
organization should link back, directly or
indirectly, to value for itself, its customers,
and other stakeholders.
Start Where You Are
Do not start from scratch and build something new without considering what is already available to be leveraged; the current state should be investigated and observed directly to ensure it is understood.
Progress Iteratively with Feedback
Do not attempt to do everything at once. Organize the work into smaller, manageable sections that can be executed and completed in a timely manner. The focus on each effort will be sharper and easier to maintain.
Collaborate and Promote Visibility
When initiatives involved the right people
in the correct roles, efforts benefit from
better buy-in, more relevance, and
increased likelihood of long-term
success.
Think and Work Holistically
No service, practice, process, department,
or supplier stands alone. The outputs that
the organization delivers to itself, its
customers, and other stakeholders will
suffer unless it works in an integrated way
to handle its activities as a whole, rather
than as separate parts. All the organization’s
activities should be focused on delivery of
value.
Keep It Simple And Practical
If a process, service, action, or metric fails to provide value or produce a useful outcome, eliminate it. In a process or procedure, use the minimum number of steps necessary to accomplish the objective(s). Always use outcome-based thinking to produce practical solutions that deliver results.
Optimize and Automate
Before an activity can be effectively automated, it should be optimized to whatever degree is possible and reasonable. Consider the four dimensions when designing, managing, or operating an organization and its processes. Human intervention should only happen where it contributes value to the process.
Practice
A practice is a set of organizational
resources designed for performing work
or accomplishing an objective
Change Enablement
Change enablement is 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 products changes.
Change
A change is an addition, modification, or removal of anything that could have a direct or indirect effect on services.
Deployment Management
Deployment management is the practice of moving new or changed hardware, software, documentation, processes, or any other service component to live environments.
Incident Management
Incident management is the practice of minimizing the negative impacts of incidents by restoring normal service operation as quickly as possible.
Information Security Management
Information security management is the practice of protecting an organization by understanding and managing risks to the confidentiality, integrity, and availability of information.
IT Asset Management
IT asset management is the practice of planning and managing the full lifecycle of all information technology (IT) assets.
Monitoring and Event Management
Monitoring and event management is the practice of systematically observing services and service components, and recording and reporting selected changes of state identified as events.
Event
An event is any change of state that has significance for the management of a service or other configuration item.
Problem Management
Problem management is the practice of reducing the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known
errors.
Problem
A problem is a cause, or potential cause, of one or more incidents.
Incident
An incident is Incident an unplanned
Workaround
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.
Known Error
known error is a problem that has been
analyzed but has not been resolved.
Continual Improvement
Continual improvement is 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.
Continual Improvement Model
The continual improvement model is a
high-level guide to support improvement
initiatives using a cyclical seven steps framework
IT Asset
IT Asset - is any financially valuable component
that can contribute to the delivery of an IT product of service.
Relationship Management
Relationship management is the practice of establishing and nurturing links between
an organization and its stakeholders at strategic and tactical levels.
Release Management
Release management is the practice of making new and changed services and
features available for use.
Service Configuration Management
Service configuration management is the practice of ensuring that accurate and reliable information about the configuration of services, and the configuration items that support them, is available when and where needed.
Service Level Management
Service level management is 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.
Service Request Management
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.
Supplier Management
Supplier management is the practice of ensuring that an organization’s suppliers and their performance levels are managed appropriately to support the provision of seamless quality products and services.
Service Level Agreement (SLA)
Service Level Agreement (SLA) is a documented agreement between a service provider and a customer that identifies services required and the expected level of service
Service Desk
The service desk is the practice designed to capture demand for incident resolution and service requests.
The entry point/single point of contact for
the service provider with all of its users.
Configuration Item (CI)
Configuration Item (CI)
is any component that needs
to be managed in order to
deliver an IT service
