ITIL Foundation Training Flashcards
Pass ITIL Foundation Course. (114 cards)
1
Q
SACM
A
Service Asset & Configuration Management
2
Q
CMDB
A
Configuration Management Database
3
Q
ITSCM
A
IT Service Continuity Management
4
Q
BCM
A
Business Continuity Management
5
Q
CAB
A
Change Advisory Board - A group of people that support the assessment, prioritization, authorization and scheduling of changes. IT staff, MGMT and Suppliers
6
Q
VBF
A
Vital Business Functions
7
Q
SLA
A
Service Level Agreement
8
Q
SLR
A
Service Level Requirements
9
Q
SLM
A
Service Level Management
10
Q
CSI
A
Continual Service Improvement
11
Q
3 Main Principles of Governance
A
FAT
Fairness – Wherever the rules come from, they must be fair.
Accountability – Rules should be followed. Hold people accountable for their behavior.
Transparency – The rules cannot be a secret. Everyone must know these rules.
12
Q
Governance
A
Overarching concept that Defines the directions, policies and rules for conducting business are common for both the business and IT
13
Q
OLA
A
Operation Level Agreement
14
Q
KPI
A
Key Performance Indicator
15
Q
CSF
A
Critical Success Factors
16
Q
Process Control 3 Requirements
A
Effective
Efficient
Repeatable
17
Q
Amount of CSI’s per process?
A
2-5
18
Q
Amount of KPI’s per CSI?
A
2-5
19
Q
DML
A
Definitive Media Library - Store and protect all software media and prevent viruses or corruption.
20
Q
CMS
A
The Configuration Management System - A group of databases such as: CMDBs + Incidents + Problem + KEDB + Chg + RFC + REL + TOOLS
It is part of the SKMS
21
Q
SKMS
A
Service Knowledge Management System - AMIS + SMIS + SCMIS+ TOOLS
CMS is a part of this
22
Q
Purpose of Change Management
A
To control the lifecycle of all changes, enabling beneficial changes to be made with minimum disruption to IT services
23
Q
Standard Change
A
Pre-authorized, low risk, common and routine
24
Q
Emergency Change
A
Immediate, asap
25
Normal Change
Any change that is non standard or emergency, but will have an approval process.
26
Change Model
pre-defined ways of handling a change of a particular type.
27
Change Proposal
A Change Proposal is often required for changes with a significant cost, risk or business impact and would typically be initiated via the Service Portfolio Management process.
28
Remediation
Actions taken to recover after a failed change or release
29
ECAB
Emergency Change Advisory Board - Subgroup of CAB to make Emergency Changes
30
7 R's of Change Management
```
Raised
Reason
Return
Risks
Resources
Responsible
Relationship
```
31
PIR
Post Implementation Review (after a change of some sort)
32
4 Authorization Phases of Release & Deployment
Release Planning
Build & Test
Check into DML
Post Implementation Review - PIR
33
DIKW
Data Information Knowledge Wisdom
34
Event
Any change of state that has significance for the management of a configuration item (CI) or IT service
35
Alert
Notification that:
A threshold has been reached
Something has changed
A failure has occurred
36
Incident
An unplanned interruption to an IT service or reduction in the quality of an IT service
Failure of a Configuration Item that has not yet impacted service
37
Types of Events
Informational - Signify Regular Operation
Warnings - Signify unusual but not exceptional
Exceptions - Signify exceptional operation
38
Service Management LifeCycle 5 Steps
* Service Strategy
* Service Design
* Service Transition
* Service Operation
* Continual Service Improvement
39
4 things that make up Best Practice
Sources
Enablers
Drivers
Scenarios
40
Keys to ITIL's Global Success?
Vendor-Neutral
Non Prescriptive
Best practice
41
Service
A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.
VOCR
42
VOCR
Value
Outcomes
Costs
Risks
43
Core services
Core Services anchor the value proposition for the customer and provide the basis for their
continued utilization and satisfaction
44
Enabling services
Enabling services are services that are needed in order for a core service to be delivered.
45
Enhancing services
Enhancing services are services that are added to a core service to make it more exciting or
enticing to the customer
46
What is Value?
* Level to which a service meets the customer’s expectations
| * From the customer’s perspective, value consists of achieving business objective
47
The value of a service to customers is
| based on two primary elements:
Utility and Warranty
48
Utility
Fit Purpose - What the service does:
| The functionality offer by a product or service to meet a particular need.
49
Warranty
Fit for use - How the service is delivered to the customer:
| Assurance that a product or service will meet its agreed requirements.
50
Customer Asset
Any resource or capability used by a customer to achieve a business outcome.
51
Service Asset
Any resource or capability used by a service provider to deliver services to a customer
52
Capabilities
Represent an organization’s ability to control, coordinate, and deploy resources to produce value.
53
Resources
Resources are the direct inputs required for production, and are generally more easily acquired versus capabilities
54
ITSM 3 Key points
* Is comprised of functions and processes for managing services over a lifecycle
* Focuses on strategy, design, transition, operation, and continual improvement
* Positions the organization as an agent of change to facilitate business transformation
55
Stakeholders in Service Management
Customers who buy goods or services and agree to service level targets.
Users who use the service on a day to day basis
Suppliers responsible for supplying goods that are required to deliver IT Services.
56
Process Owner
The person accountable for the process model's success.
57
Process Control
The “brain” of the overall process ensuring there areoverarching objectives, supporting policies, an
identified Process Owner, reference documentation and the ability to ask for and record feedback
58
The Process
The process itself consists of a structured set of activities designed to accomplish the objectives
of the process, with clearly defined roles and metrics for measurements.
59
Process Enablers
Ensure the process is underpinned by the appropriate resources and capabilities in order for it to work effectively.
60
Characteristics of a Process
Measurability
Deliver specific results
Have Customers
Responds to a Specific Event
61
Functions
A team or group of people and the tools or other resources they use to carry out one or more processes or activities.
62
Roles
A set of responsibilities, activities and authorities granted to a person or team.
Defined in a process or function.
One person or team may have multiple roles.
63
Group
A number of people who are similar in some way.
64
Team
A team is a more formal type of group. People who work together to achieve a common objective, but may not be in the same organizational structure.
65
Department
Formal organizational structures which exist to perform a specific set of definite activities on an ongoing basis.
66
Roles
Roles, defined in a processor function, are used to assign activities and to grant responsibilities and
authorities to a person or team.
67
Service Owner
The Service Owner is accountable for the delivery of a specific IT service and is a primary stakeholder in
all of the underlying IT processes which enable or support the service.
68
Process Owner
The Process Owner is accountable for ensuring a process is fit for purpose. This should be a senior
position in an organization so that the process can be championed effectively.
69
Process Manager
The Process Manager is accountable for operational management of a process. It is possible that multiple managers exists for a process, for example in the case of regional change managers.
70
Process Practitioner
The Process Practitioner is responsible for carrying out one or more process activities. An example of a Process Practitioner would be a Change Analyst or a member of a technical team filling out a Request for Change.
71
RACI Model
Responsible
Accountable
Consulted
Informed
72
Service Strategy
Provides guidance for developing abilities that enable the organization to function in a more strategic manner
73
Service Design
Guidance focuses on creating service integrity through the design and development of services and serviced management practices in a holistic, consistent, and effective
manner
74
Service Transition
Aids in developing and improving capabilities for effectively and efficiently transitioning new or changed services into operation, while controlling risks associated
with a failure or disruption
75
Service Operation
Guidance for the day-to-day processes required for the delivery and management of services
76
Continual Service Improvement
Guidance aimed at the evaluation and improvement of the quality of services, processes and the Service Lifecycle
77
Three Types of Metrics
Technology Metrics
Service Metrics
Process Metrics
78
Two Kinds Of KPI
Qualitative & Quantitative
79
Four Categories of KPI
Compliance
Quality
Performance
Value
80
The Deming Cycle
Is intended to achieve a goal of steady, ongoing improvement.
81
4 Key Stages of the Deming Cycle
PLAN
DO
CHECK
ACT
82
Service Strategy Purpose
To define the perspective, position, plans and patterns that a service provider needs to be able to execute to meet an organization's business outcomes.
83
Governance
Defines the directions, policies and rules for conducting business are common for both the business and IT.
84
Automation
Optimization and continual improvement.
85
Internal Service Provider
An internal service provider that is embedded within a business unit.
86
Shared Services Unit
An internal service provider that provides shared IT Services to more than one business unit
87
External service provider
A service provider that provides IT Services to external customers
88
3 Types of Service providers
Internal Service Provider
Shared Services Unit
External Service Provider
89
The Service Portfolio
The Service Portfolio is a set of services managed by a service provider and represents the
provider’s commitments and investments across all customers and market spaces
90
3 Areas of Service Portfolio
1. Service Pipeline - services under development
2. Service Catalog - Services currently live in production.
3. Retired services - Phased out, retired, but available in special cases.
91
PBA
Patterns of Business Activity
92
3 Steps to Risk Management
Identify Risks
Analyze Risks
Manage Risks
93
What is a RISK?
Risk: A possible event that could cause harm or loss, or affect the ability to achieve objectives.
94
What is a Business Case?
Demonstrates the net benefit of the project to the organization.
95
Service Portfolio Management
The Process responsible for defining which services will be entered into the Service Portfolio and how those services are tracked and progressed through their lifecycle.
96
The Four Ps
People
Process
Products/Technology
Partners/Suppliers
97
SDP
Service Design Package - The Service Design Package represents documents which define all aspects of an IT service and its requirements through each stage of its lifecycle
98
STAMP
• Service solutions, including all of the functional requirements, resources and capabilities needed
and agreed
• Service Management systems and tools, especially the Service Portfolio for the management and
control of services through their lifecycle
• Technology and management architectures and tools required to provide the services
• Measurement systems, methods and metrics for the services, the architectures and their
constituent components and the processes
• Processes needed to design, transition, operate and improve the services
99
Design Coordination Scope
Ensuring that all requirements are appropriately addressed in service designs, particularly utility
and warranty requirements
100
Service Level Management Purpose
Ensure that all current and planned IT services are delivered to agreed achievable targets
101
SIP
Service Improvement Plan
102
SLAM Chart
SLA Monitoring, at a glance overview of achievements and how they measure up against targets.
103
Incident Management Scope
Any event which disrupts, or could disrupt, a service
104
Functional Escalation
SLA based escalation that goes from one Level to another.
105
Hierarchic Escalation
Escalation that goes to higher levels of management.
106
Major Incidents
Have the greatest impact and urgency
107
Incident Model
Predefined steps for handling incidents
108
4 Additional Incident Activities that are owned by the Service Desk
Ownership
Monitoring
Tracking
Communication
109
Request Fulfillment Purpose
Manage the lifecycle of all service requests
110
Problem Management
Focuses on diagnosing the root cause of Incidents and determining their resolution.
111
Service Desk Objectives
Single Point of Contact & Restore normal service operation as quickly as possible.
112
Operations Control
IT operations control oversees the execution and monitoring of the operational activities and events in the IT infrastructure. Involved in Event Management.
113
Facilities Management
Manages the physical IT Environment.
114
PIP
Process Improvement Plan
