ITIL part 1 Flashcards
(144 cards)
1
Q
What is a management practice
A
Set of organizational resources designed for performing work/accomplishing an objective. To manage work across technical and non-technical areas
2
Q
ITIL focuses on 3 things
A
Expectations, Value, Relationships
3
Q
3 Categories of ITIL management practices
A
General, Service, Technical
4
Q
What are the 14 General Management Practices
A
Architecture man
Workforce and talent man
Continual Improvement
Info security man
Knowledge man
Measurement and reporting man
Organizational change man
Portfolio man
Project Man
Relationship man
Risk man
Service financial man
Strategy man
Supplier man
5
Q
Architecture Man
A
Gen Man Practice - address the different, interrelated business, service, information systems, technology, and environmental architectures that enable the organization to achieve its objectives
provides the principles, standards, and tools that enable an organisation to manage complex change in a structured and agile way
6
Q
Continual Improvement
A
Gen Man - improving products, services, practices, and management of these to respond to changing business needs
7
Q
Info Security Man
A
Gen Man - protecting information that the company needs to conduct business
8
Q
Knowledge Man
A
Gen Man-maintaining and improving people’s ability to effectively and conveniently use information and knowledge
9
Q
Measurement and reporting man
A
Gen Man-Collecting and assessing relevant data to support good decision making
10
Q
Org change man
A
Gen Man-ensuring smooth and successful implementations of organizational changes across people, technologies, processes, structures, and services
11
Q
Portfolio man
A
Gen Man-Ensuring the right mix of programs, projects, products, and services based on strategic decision-making to remain within budgetary and resource constraints
12
Q
Pm
A
Gen Man-Ensuring the successful and timely delivery of all projects
13
Q
Relationship man
A
Gen Man-Establishing and nurturing relationships to create value and partnerships across all stakeholders, including customers and providers
14
Q
Risk man
A
Gen man-Understanding and effectively handling risks by identifying, evaluating, and prioritizing them
15
Q
Service Financial Man
A
Gen Man-Effectively using financial resources and investments to support service management plans and strategies
16
Q
Strategy man
A
Gen man-Formulating goal, adopting courses of action, and allocating resources to achieve goals
17
Q
Suppliers man
A
Gen man- Managing suppliers and their performance to support seamless provisioning of products and services
18
Q
Workforce and talent man
A
Gen man-Placing the right people in the right role to support business objectives by ensuring they have the appropriate skills and knowledge
19
Q
What are the 17 Service management practices
A
Availability management: Maintaining service availability for customers and users according to agreed levels
Business analysis: Analyzing a business or business element, defining associated needs, and recommending solutions that solve the problem
Capacity and performance management: Cost-effectively providing services to achieve agreed and expected performance meeting current and future demand
Change enablement: Assessing, authorizing, and managing risks to maximize the number of successful service and product changes
Incident management: Restoring normal service operation as fast as possible to minimize an incident’s negative impact
IT asset management: Planning and managing the IT asset life cycle to maximize value, control costs, support IT asset decision-making, and meet regulatory and contractual requirements
Monitoring and event management: Systematically observing, recording, and reporting all service service components and selected events that lead to change of state
Problem management: Reducing incident likelihood and impact by identifying actual and potential causes
Release management: Making new and changed services and features available for use
Service catalog management: Providing the relevant audience with a single source of consistent service and service offering information
Service configuration management: Implementing and maintaining accurate, reliable, available source of service configuration information and the configuration items (CI) supporting them, including CI configurations and relationships between them
Service continuity management: Maintaining service availability and performance at sufficient levels when a disaster occurs
Service design: Designing products and services fit for purpose and use that can be delivered by the organization and its ecosystem
Service desk: Establishing and maintaining an entry point and single point of contact to capture user demand for incident resolution and service requests
Service level management: Setting clear business-based service level targets against which the organization can asses, monitor, and manage service delivery
Service request management: Handling all pre-defined, user-initiated service requests to support the agreed service quality while providing an effective, user-friendly experience
Service validation: Ensuring new or changed products and service meet defined requirements
20
Q
What is availability management
A
SM-Maintaining service availability for customers and users according to agreed levels
21
Q
What is Business Analysis
A
SM-Analyzing a business or business element, defining associated needs, and recommending solutions that solve the problem
22
Q
What is Capacity and Performance Management
A
SM-Cost-effectively providing services to achieve agreed and expected performance meeting current and future demand
23
Q
What is change enablement
A
SM-Assessing, authorizing, and managing risks to maximize the number of successful service and product changes
24
Q
Incident management
A
SM-Restoring normal service operation as fast as possible to minimize an incident’s negative impact
25
It Assest management
SM-Planning and managing the IT asset life cycle to maximize value, control costs, support IT asset decision-making, and meet regulatory and contractual requirements
26
Monitoring and Event Management
SM-Systematically observing, recording, and reporting all service service components and selected events that lead to change of state
27
Problem management
SM-Reducing incident likelihood and impact by identifying actual and potential causes
28
Release management
SM-Making new and changed services and features available for use
29
Service catalogue management
SM-Providing the relevant audience with a single source of consistent service and service offering information
30
Service configuration management
SM-Implementing and maintaining accurate, reliable, available source of service configuration information and the configuration items (CI) supporting them, including CI configurations and relationships between them
31
Service continuity management
SM-Maintaining service availability and performance at sufficient levels when a disaster occurs
32
Service Design
SM-Designing products and services fit for purpose and use that can be delivered by the organization and its ecosystem
33
Service desk
SM-Establishing and maintaining an entry point and single point of contact to capture user demand for incident resolution and service requests
34
Service level management
SM-Setting clear business-based service level targets against which the organization can asses, monitor, and manage service delivery
35
Service request management
SM-Handling all pre-defined, user-initiated service requests to support the agreed service quality while providing an effective, user-friendly experience
36
Service validation and testing management
SM-Ensuring new or changed products and service meet defined requirements
37
What are the 3 Technical management practices
Deployment management: Moving new or changed hardware, software, documentation, processes, or components to live environments
Infrastructure and platform management: Overseeing the physical and virtual technology resources that the organization uses
Software development and management: Ensuring that applications meet internal and external stakeholder functionality, reliability, maintainability, compliance, and auditability needs
38
Deployment management
TM-Moving new or changed hardware, software, documentation, processes, or components to live environments
39
Infrastructure and platform management
TM-Overseeing the physical and virtual technology resources that the organization uses
40
Software development and management
TM-Ensuring that applications meet internal and external stakeholder functionality, reliability, maintainability, compliance, and auditability needs
41
ITSM
IT service management
42
ITIL
Information Technology Infrastructure Library
43
4 Dimensions/perspectives or Factors Critical to Successful Value Delivery - These are the 4 resources
1) Organization and People
2) Information and Technology
3)Partners and Suppliers
4) Value Stream and Processes
4 Ps - People , Products, Partners, Processes
44
IT organization assess cost and impact and risks associated with what for each part of the SVS
4 D
45
ITIL framework built around a model called
Service Value System (SVS)
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7 Principles
Start where you are
Think of work holistically
Optimize and automate
Progress Iteratively with feedback
Keep it simple and practice
Focus on Value
Collaborate and promote visibility
STOP KFC
47
Service
A way for the organization to create value for themselves and customers. Almost all services are IT enabled
48
Service Value Chain has 6 Step model - AKA IT lifecycle
This creates value
1) Plan
2) Engage
3) Design and Transition
4) Procurement/Building
5) Deliver and support
6) Improve
PED PID
49
5 parts of the SVS
Principles
Governance
Service Value Chain
Practices
Continuous Improvement
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Governance
Means by which an organization is directed and controlled. Effective corp gov drives IT org to max value creation while minimizing cost and mitigating risks
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Practices
Organization resources that can help accomplish an objective
52
3 Categories of Management practices
General (14)
Service(17)
Technical (3)
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Service Management
Set of specialized organizational capability for enabling value for customers in the form of services
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Value
- perceived benefits, usefulness and important of somethings
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Organization
Person/group that has its own functions with responsibilities - to achieve its obj - can vary in size and complexity and be 1+ people
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Service consumer
when receiving services
57
Sponsor
Authorizes budget for service consumption
58
Customer
Defines req for a service
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User
The role that uses a service
60
Product
a configuration of an org resources designed to offer value for a consumer
61
Service offering
1 or more services to meet needs of target consumer grp
62
Service relationship
coop between provider and consumer
63
Service relationships are valuable when
have more possitive effects than negative
64
Costs
Amount $ spent on activity/resource
65
Two tyes of costs
Cost removed - from consumer by a service - eg managed office
Cost impacted - on consumer (eg staff training)
66
Risk
Possible event that could cause harm/make it diff to reach obj
67
2 types of risk
Risk removed - from consumer - eg cloud - so no need for hardware
Risk imposed - to consumer - eg security breach
68
Utility
Functionality offered by product or service to meet a particular need - what a service does
69
Warranty
assurance that service will meet agreed req
70
Each of the 4 D affected by multiple factors
6 PESTLE
Political
Economical
Social
Technology
Legal
Environment
71
Value Stream
Series of steps org use to create and deliver product/services to consumers
72
Process
Set of act that transforms input to output
73
Org agility
adapt to internal changes
74
Org resilience
anticipate for ext changes
75
Governance is realized through 3 activities
Evaluate
Direct
Monitor
76
To do service management need to understand 3 things
Nature of value
Nature and scope of stakeholder
How value creation is enabled through services
77
3 types of service offerings
Goods to be supplied -consumer attains ownership and respons (phone)
Access to resources -consumer received controlled access - access to mobile network
Service actions performed -provider fufil needs of consumer - eg user support
78
3 parts of info security management
Prevention - ensure security events don't occur
Detection - detect incidents that can't be prevented
Correction - recover from incidents after detected
79
3 points that we should evaluate and select suppliers based on
Importance and impact - value of service to business provided by supplier
Risk - risks assoc with using service
Cost - cost of service and its provision
80
5 purposes of IT asset management
Max value
Control costs
Manage risks
Support decisionmaking about purchase/retirement of assets
Meet regulatory and contractual req
81
IT asset
Any valuable component that can contribute to the delivery of an IT prod or service
82
scope of IT asset management can include
software, hardware, networking, cloud services and client services
83
ITAM
ITAM - sub practice - looking at management of IT lifecylces
84
Software asset management (SAM)
infrastructure and process necess for effective management of software assets
85
Event
Change in state with significance for management of service/configurable item (CI)
86
types of events
Informational - successful tasks
Warning - when device reaching limit
Exception - error given off when system acts abnormally
87
Incident
Unplanned interruption to a service or reduction in quality
88
3 phases of problem management
Prob Identification- identify and log problem
Prob control -prob analysi and workarounds
Error control -manage known errors
89
3 types of change
Standard change - low risk pre authorized changes (eg service requests)
Normal change - changes that need to be scheduled and authorized - need to go through entire change management process - eg website change - change board
Emergency change - need to be implemented as soon as possible
90
Change authority
Person or group that authorizes the change
91
Configurable item
Any component that needs to be managed in order to deliver an IT service
vs IT asset - same but has financial value
92
Config management system
Set of tools and info used to support config management
93
Release
Version of a service/CI or collection of CI that is made available for use. Can be small or large
94
Request
Req from user that initiates a service action
95
Service level
One/more metrics that define expected/achieved service quality
96
Service level agreement
Documented agreement between a service provider and customer that identifies services req and expected level of service
97
Resources to identify service level management
customer engagement and feedback
operational metrics
business metrics
98
4 types of deployment
Phased - parts deployed to parts of an office at a time
Continuous - components are integrated and test and deployed just when they are needed - opportunity for customer feedback loops
Big bang - components deployed to all targets at one time
Pull - new /changed software available in a repository and customers choose
99
Relationship between
events, changes, problem management, incidents
Problem management - identify known issues - > reults in known events (identify, analyze and control)
Events- changes in CI - 3 types - info, warning, exceptions - which are incidents
Events and incidents can result in changes that can be
Std, normal, emergency
100
Key activities part of contin imp practice are (6)
Encourage across org
secure time and budget for this
identifying and logging imp opport
assess and prioritizing imp opportunities
making a business case for improvement action
measure and eval imp results
coordinate imp act across org
101
ITIL continual imp model supports
iterative approach to divide work into manageable pieces with sep goals that can be achieved incrementally
102
IT assest management includes (4)
Define and populate asset register to know where they are
Control asset lifecycle
provide currnte and historical data about assets
audit assets
103
Monitoring and event management key activities (4)
1)identify what should be monitor
2)Establish criteria for changes of state
3)establish policies for how each type of detected event should be managed
4)implement processes and automations to operationalize defined threshold criteria
104
How are problems related to incidents?
Problems are the causes of incidents. They require investigation and analysis to identify causes
105
Problem identification include(5
performing trend analysis on incident records
Detect duplicate and recurr issues by users
during major incident identify risk that an incident could recur
analyze info received from suppliers and partners
analyze info received from internal software developers
106
3 activities of problem control
prob analysis
document workarounds
document known errors
prob prioritiezed for analysis based on risks
107
error control includes (3)
identification of perm solutions - result in change req
regular re assessment of status of known errors
evaluate effectiveness of workaround
108
change schedule is to help
plan changes, assist in comm, avoid conflicts and assign resources
109
Service req vs incident req
service - part of normal std changes - vs incident - degradation of service
110
service request option (6)
req for service delivery action (eg deliver a report)
req for info (how to create a doc)
req for prov of resource (eg phone)
req for access
feedback/compliments/complaints
111
Iaas
Infrastructure as a servicee
112
what does SVS do
The Service Value System (SVS) contains everything you need in order to deliver value to the customer (often the management or another department of the company) by way of services. For example, the SVS includes basic IT principles or best practices to build the necessary capabilities of your team.
various components and activities of an org work together to facilitate value creation through IT enabled services - can be combined in flexible way
113
key inputs into SVS
Opp and demand
114
Key output of SVS
Value
115
automation
typically refers to the use of technology to perform a step or series of steps correctly and consistently with limited or no human intervention.
116
Principles
can be used to aid org decisions and actions - shared understanding and common approach to service management
117
Value chain mapping
process that identifies the main act assoc with company's service/roduce line - to identify performance improvement opportunities
118
known error
status assigned to problem after analyzed
119
Plan
purpose is to ensure shared understanding of vision/current status/improvement direction of all 4 dimensions and all products and services across an org
120
Change
Addition/modification/change in anything that could have direct/indirect effect on services
121
Improve
Purpose is to ensure contin imp of products, services and practices across all value chain activities and 4 D
122
Engage
Purpose is to provide good understanding of stakeholder needs
123
Design and transition
Purpose is to ensure products and services continually meet stakeholder expectations for quality, costs and time to market
124
Obtain/build
Purpose is to ensure service components are available when and where they are needed and that they meet agreed specifications
125
Deliver and support
Deliver and supp value chain activity to make sure sesrvices and delivered and supported according to agreed specifications
126
product vs service
product -combo of org resources designed to create value
service - means to create value
127
value stream vs process
value stream-series of steps to deliver products/services to consumer
process - transform inputs into outputs
128
service owner
accountable for delivery of service
129
outcome vs ouput
outcome - result for stakeholder
output-deliverble of an activity
130
MTBF
mean time between failures-how freq a config fails
131
MTRS
Mean time restore services
132
maintanability
how easily a service can be repaired
133
internal customer
customer who works for same company as service provider
134
Optimize and automate steps
Understand and agree the context in which the proposed optimization exists This includes agreeing the overall vision and objectives of the organization.
*Assess the current state of the proposed optimization This will help to understand where it can be improved and which improvement opportunities are likely to produce the biggest positive impact.
*Agree what the future state and priorities of the organization should be, focusing on simplification and value This typically also includes standardization of practices and services, which will make it easier to automate or optimize further at a later point.
*Ensure the optimization has the appropriate level of stakeholder engagement and commitment
*Execute the improvements in an iterative way Use metrics and other feedback to check progress, stay on track, and adjust the approach to the optimization as needed.
*Continually monitor the impact of optimization
vision
current and future state analysis
feedback
iteration
135
Focus on value steps
Know how service consumers use each service Understand their expected outcomes, how each service contributes to these, and how the service consumers perceive the service provider. Collect feedback on value on an ongoing basis, not just at the beginning of the service relationship.
*Encourage a focus on value among all staff Teach staff to be aware of who their customers are and to understand CX.
*Focus on value during normal operational activity as well as during improvement initiatives The organization as a whole contributes to the value that the customer perceives, and so everybody within the organization must maximize the value they create. The creation of value should not be left only to the people working on exciting projects and new things.
*Include focus on value in every step of any improvement initiative Everybody involved in an improvement initiative needs to understand what outcomes the initiative is trying to facilitate, how its value will be measured, and how they should be contributing to the co-creation of that value.
feedback
know who cutsomers are
136
Start where you are steps
*Look at what exists as objectively as possible, using the customer or the desired outcome as the starting point. Are the elements of the current state fit for purpose and fit for use? There are likely to be many elements of the current services, practices, projects, and skills that can be used to create the desired future state, provided the people making this judgement are objective.
*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. In many, if not most, cases, leveraging what already exists will reduce the amount of work needed to transition from the current state to the desired state. There should be a focus on learning and improvement, not just replication and expansion.
*Apply your risk management skills. There are risks associated with re-using existing practices and processes, such as the continuation of old behaviours that are damaging to the service. There are also risks associated with putting something new in place, such as new procedures not being performed correctly. These should be considered as part of the decision-making process, and the risks of making or not making a change evaluated to decide on the best course of action.
*Recognize that sometimes nothing from the current state can be re-used. Regardless of how desirable it may be to re-use, repurpose and recycle, or even upcycle, there will be times when the only way to achieve the desired result is to start over entirely. It should be noted, however, that these situations are very rare.
objective
risk management
137
Progress iteratively steps
To apply this principle successfully, consider this advice:
*Comprehend the whole, but do something Sometimes the greatest enemy to progressing iteratively is the desire to understand and account for everything. This can lead to what is sometimes called ‘analysis paralysis’, in which so much time is spent analysing the situation that nothing ever gets done about it. Understanding the big picture is important, but so is making progress.
*The ecosystem is constantly changing, so feedback is essential Change is happening constantly, so it is very important to seek and use feedback at all times and at all levels.
*Fast does not mean incomplete Just because an iteration is small enough to be done quickly does not mean that it should not include all the elements necessary for success. Any iteration should be produced in line with the concept of the minimum viable product. A minimum viable product is a version of the final product which allows the maximum amount of validated learning with the least effort
systems thinking - whole picture
Feedback
iteration
138
Collaborate and promote visibility steps
To apply this principle successfully, consider this advice:
*Comprehend the whole, but do something Sometimes the greatest enemy to progressing iteratively is the desire to understand and account for everything. This can lead to what is sometimes called ‘analysis paralysis’, in which so much time is spent analysing the situation that nothing ever gets done about it. Understanding the big picture is important, but so is making progress.
*The ecosystem is constantly changing, so feedback is essential Change is happening constantly, so it is very important to seek and use feedback at all times and at all levels.
*Fast does not mean incomplete Just because an iteration is small enough to be done quickly does not mean that it should not include all the elements necessary for success. Any iteration should be produced in line with the concept of the minimum viable product. A minimum viable product is a version of the final product which allows the maximum amount of validated learning with the least effort
Identify bottlenecks
systems thinking - work holisticially
Use feedback
iterative
139
Think and work holistically
To apply this principle successfully, consider this advice:
*Recognize the complexity of the systems Different levels of complexity require different heuristics for decision-making. Applying methods and rules designed for a simple system can be ineffective or even harmful in a complex system, where relationships between components are complicated and change more frequently.
*Collaboration is key to thinking and working holistically If the right mechanisms are put in place for all relevant stakeholders to collaborate in a timely manner, it will be possible to address any issue holistically without being unduly delayed.
*Where possible, look for patterns in the needs of and interactions between system elements Draw on knowledge in each area to identify what is essential for success, and which relationships between elements influence the outcomes. With this information, needs can be anticipated, standards can be set, and a holistic view point can be achieved.
*Automation can facilitate working holistically Where the opportunity and sufficient resources are available, automation can support end-to-end visibility for the organization and provide an efficient means of integrated management.
Systems thinking
Collaboration
Automation
140
Keep it simple
Ensure value Every activity should contribute to the creation of value.
*Simplicity is the ultimate sophistication It may seem harder to simplify, but it is often more effective.
*Do fewer things, but do them better Minimizing activities to include only those with value for one or more stakeholders will allow more focus on the quality of those actions.
*Respect the time of the people involved A process that is too complicated and bureaucratic is a poor use of the time of the people involved.
*Easier to understand, more likely to adopt To embed a practice, make sure it is easy to follow.
*Simplicity is the best route to achieving quick wins Whether in a project, or when improving daily operations activities, quick wins allow organizations to demonstrate progress and manage stakeholder expectations. Working in an iterative way with feedback will quickly deliver incremental value at regular intervals.
Value
Fewer things
141
Factors affect corporate sourcing strategy
Strategic focus Some organizations may prefer to focus on their core competency and to outsource non-core supporting functions to third parties; others may prefer to stay as self-sufficient as possible, retaining full control over all important functions.
*Corporate culture Some organizations have a historical preference for one approach over another. Longstanding cultural bias is difficult to change without compelling reasons.
*Resource scarcity If a required resource or skillset is in short supply, it may be difficult for the service provider to acquire what is needed without engaging a supplier.
*Cost concerns A decision may be influenced by whether the service provider believes that it is more economical to source a particular requirement from a supplier.
*Subject matter expertise The service provider may believe that it is less risky to use a supplier that already has expertise in a required area, rather than trying to develop and maintain the subject matter expertise in house.
*External constraints Government regulation or policy, industry codes of conduct, and social, political or legal constraints may impact an organization’s supplier strategy.
*Demand patterns Customer activity or demand for services may be seasonal or demonstrate high degrees of variability. These patterns may impact the extent to which organizations use external service providers to cope with variable demand.
142
Acceptance criteria
A list of m in req that a service component must meet for its stakeholders
143
Agile
Umbrella term for collection for fraemwork and techniques to enable teams and collaborate
144
asset regoster
a database or list of assets
