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ITIL > v4 Foundations > Flashcards

v4 Foundations Flashcards

1
Q

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

A

Service management

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2
Q

The application of service management to IT

A

ITSM

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3
Q

A means of enabling co-creation by facilitating outcomes that customers want to achieve, without the customer having to manage specific costs and risks

A

Service

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4
Q

A group of people that has its own functions with responsibilities, authorities, and relationships to achieve its objectives

A

Organization

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5
Q

The perceived benefits, usefulness, and importance of something

A

Value

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6
Q

Describes how all the components and activities of an organization work together as a system to facilitate value creation

A

Service Value System

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7
Q

Ensures that the organization continually co-creates value with all steak holders through the use and management of products and services

A

Service value system

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8
Q

What is the output of the service value system?

A

Value

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9
Q

What are the 4 dimensions of service management

A

Organization and people
Information and technology
Partners and suppliers
Value steams and processes

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10
Q

What factors may influence an organization’s strategy when using suppliers

A

Strategic focus
Resource scarcity
Corporate culture
Demand patterns
Cost concerns
Subject matter expertise

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11
Q

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

A

Value stream

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12
Q

A set of interrelated or interacting activities that transform inputs to outputs

A

Process

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13
Q

The role that defines the requirements for a service and takes responsibility for the outcomes of service consumption

A

Customer

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14
Q

The role that uses the service

A

User

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15
Q

The role that authorizes the budget for service consumption

A

Sponsor

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16
Q

The tangible or intangible deliverable or activity

A

Output

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17
Q

The result for a steak holder enabled by one or more outputs

A

Outcome

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18
Q

The amount of money spent on a specific activity or resource

A

Cost

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19
Q

A possible event that could cause harm or loss or make it more difficult to achieve objectives

A

Risk

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20
Q

The functionality offered by a product or service to meet a particular need

A

Utility

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21
Q

Assurance that a product or service will meet agreed upon requirements

A

Warranty

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22
Q

Cooperation between a service provider and service consumer for the delivery and use of a service offering

A

Service relationship

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23
Q

A formal description of one or more services designed to address the needs of a target consumer group

A

Service offering

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24
Q

Joint activities performed by a service provider and service consumer to ensure continual value co-creation based on agreed and available service offerings

A

Service relationship management

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25
Q

Activities performed by an organization to provide services

A

Service provision

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26
Q

Activities performed by an organization to consume services

A

Service consumption

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27
Q

Represents options or possibilities to add value for steak holders or otherwise improve the organization

A

Opportunities

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28
Q

The need or desire for products and services among internal and external consumers

A

Demand

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29
Q

What are the 5 components of the Service Value System?

A

Guiding principles
Governance
Service value chain
Practices
Continual improvement

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30
Q

Recommendations that can guide an organization in all circumstances, regardless of changes in its goals, strategies, types of work, or management structure

A

Guiding principles

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31
Q

The means by which an organization is directed and controlled

A

Governance

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32
Q

A set of interconnected activities that an organization performs to deliver a valuable product or service to its consumers to facilitate value realization

A

Service value chain

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33
Q

Sets of organizational resources designed for performing work, or accomplishing an objective

A

Practices

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34
Q

A recurring organizational activity performed at all levels to ensure that an organizations performance continually meets stakeholders expectations

A

Continual improvement

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35
Q

The way in which an organization carries out its work that creates shared values over time

A

Culture

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36
Q

Represents the steps an organization takes in the creation of value

A

Service value chain activities

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37
Q

Specific combinations of activities and practices and each one is designed for a particular scenario

A

Service value streams

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38
Q

Ensure a shared understanding of the vision, current status, and improvement direction for all four dimensions in all products and services across the organization

A

Plan value chain activity

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39
Q

Ensure the continual improvement of products, services and practices across all value chain activities and the four dimensions of service management

A

Improve value chain activity

40
Q

Provide a good understanding of stakeholder needs, transparency, and continual engagement, as well as good relationships with all stakeholders

A

Engage value chain activity

41
Q

Ensure the products and services continually meet stakeholder expectations for quality costs, and time to market

A

Design and transition value chain activity

42
Q

Ensure that service components are available when and where they are needed and meet agreed-upon specifications

A

Obtain / Build value chain activity

43
Q

Ensure that services are delivered and supported according to agreed-upon specifications and stakeholder expectations

A

Deliver and support

44
Q

What are the six service value chain activities?

A

Plan
Improve
Engage
Design and transition
Obtain / Build
Deliver and support

45
Q

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

46
Q

What is the first step in the focus on value guiding principle?

A

Determine who the service consumer is

47
Q

This guiding principle states that all activities conducted by the organization should link back to value for itself, it’s customers, and other stakeholders.

A

Focus on value

48
Q

What are the seven guiding principles?

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

49
Q

A key to this guiding principle states that services in methods already in place should be measured, and/or observed directly to properly understand their current state, and what can be reused from them

A

Start where you are

50
Q

Measurement in this guiding principal should support, but not replace what is observed, because the overreliance on data analytics and reporting can unintentionally introduced biases in risk and decision making

A

Start where you are

51
Q

A version of the final product that allows the maximum amount of validated learning with the least effort

A

Minimum viable product

52
Q

A key to this guiding principle suggest to organize work into smaller, manageable sections that can be executed completed in a timely manner

A

Progress iteratively with feedback

53
Q

According to the progress iteratively with feedback guiding principle, when should feedback be used?

A

Before, throughout, and after each iteration

54
Q

A key to this guiding principle is identifying and managing all the stakeholder groups that an organization deals with

A

Collaborate and promote visibility

55
Q

Why is it important to promote visibility in the collaborate and promote visibility guiding principle?

A

Insufficient visibility on the progression of work leads to poor decision-making

56
Q

The key to this guiding principle states that the approach to service management should include establishing an understanding of how all the parts of an organization work together in a coordinated way

A

Think and work holistically

57
Q

The key to this guiding principle requires end to end visibility of how demand is captured and translated into outcomes

A

Think and work holistically

58
Q

A key to this guiding principle is to always use the minimum number of steps to accomplish an objective

A

Keep it simple and practical

59
Q

A key to this guiding principle is that it is better to start with an uncomplicated approach, and then carefully add controls, activities, or metrics

A

Keep it simple and practical

60
Q

A key to this guiding principle is using technology to help organizations skill up and take on frequent and repetitive tasks, allowing human resources to be use for more complex decision-making

A

Optimize and automate

61
Q

A set of organizational resources design for performing work, or accomplishing an objective

A

Practice

62
Q

The purpose of this practice is to establish and nurture the links between the organization and its stake holders at strategic and tactical levels

A

Relationship management

63
Q

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

A

Service level management

64
Q

The purpose of this practice is to ensure that the organizations suppliers and their performances are managed appropriately to support the seamless provision of quality products and services

A

Supplier management

65
Q

The purpose of this practice is to plan and manage the full lifecycle of all IT assets to help the organization maximize value, control costs, manage risks, and support decision making about the purchase, reuse, retirement, and disposal of assets

A

IT asset management

66
Q

The purpose of this practice is to ensure that accurate and reliable information about the configuration of services and the configuration items that support them is available when and where it is needed

A

Service configuration management

67
Q

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

A

Monitoring and event management

68
Q

This practice identifies and prioritizes infrastructure, services, business processes, and information security events, as well as establishing the appropriate response to these events that include responding to conditions that could lead to potential faults or incidents

A

Monitoring and event management

69
Q

The purpose of this practice is to protect the information needed by the organization to conduct its business. This includes understanding and managing risks to the confidentiality, integrity, and availability of information, as well as other aspects of information security, such as authentication and non-repudiation.

A

Information security management

70
Q

The purpose of this practice is to support the agreed quality of a service by handling all predefined, user initiated service requests in an effective and user-friendly manner

A

Service request management

71
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

72
Q

The purpose of this practice is to capture demand for incident resolution and service request. It should also be the entry point and single point of contact for the service provider with all its users.

A

Service desk

73
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

74
Q

The purpose of this practice is to maximize the number of successful service and product changes by ensuring the risks have been properly assessed, authorizing changes to proceed, and managing the change schedule

A

Change enablement

75
Q

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

A

Release management

76
Q

The purpose of this practice is to move new or change hardware, software, documentation, processes, or any other component to live environments. It may also involved in deploying components to other environments for testing or staging.

A

Deployment management

77
Q

The purpose of this practice is to align the organizations practices and services with changing business needs through the ongoing improvement of products, services, and practices, or any other element involved in the management of products and services

A

Continual improvement

78
Q

Any financially valuable component that can contribute to the delivery of an IT product or service

A

IT asset

79
Q

Any component that needs to be managed to deliver an IT service

A

Configuration item

80
Q

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

A

Event

81
Q

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

A

Change

82
Q

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

A

Incident

83
Q

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

A

Problem

84
Q

A problem that has been analyzed, but not resolved

A

Known error

85
Q

One or more metrics that define expected or achieved service quality

A

Service level

86
Q

A documented agreement between a service provider and a customer that identifies both the services required and the expected level of service

A

Service level agreement

87
Q

A request from a user or authorized representative that initiates a service action that has been agreed as a normal part of service delivery

A

Service request

88
Q

What are the three phases of problem management?

A

Problem identification
Problem control
Error control

89
Q

A solution that reduces or illuminates the impact of an incident or problem for which a full resolution is not yet available

A

Work around

90
Q

What are the three types of changes?

A

Standard
Normal
Emergency

91
Q

Low risk, pre-authorize changes that are well understood and fully documented, and can be implemented without needing additional authorization

A

Standard changes

92
Q

Changes that need to be scheduled, assessed, and authorized following a process

A

Normal changes

93
Q

Changes that must be implemented as soon as possible

A

Emergency changes

94
Q

Used to help plan changes, assist in communication, avoid complex, and assign resources

A

Change schedule

95
Q

What are the 4 steps of the optimize and automate principle?

A
  1. Understand the vision and objectives of the org
  2. Determine where the most positive impact would be
  3. Standardize practices and services
  4. Secure steak holder engagement

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