ITIL v4 Flashcards
(138 cards)
1
Q
What is ITIL?
A
The Information Technology Infrastructure Library (ITIL) is a set of best practices for IT
service management (ITSM) that focuses on aligning IT services with the needs of
business.
2
Q
ITIL Service Value System (SVS)
A
SVS represents how the various components and
activities of the organization work together to facilitate value creation through IT-enabled services.
3
Q
What are the core components of the ITIL SVS?
A
– the ITIL service value chain
– the ITIL practices
– the ITIL guiding principles
– governance
– continual improvement.
4
Q
What are the 4 dimensions of Service Management?
A
– organizations and people
– information and technology
– partners and suppliers
– value streams and processes.
5
Q
Organization
A
A person or a group of people that has its own functions with responsibilities,
authorities, and relationships to achieve its objectives.
6
Q
Is a Service Provider internal or external to an organization?
A
When provisioning services, an organization takes on the role of the service provider.
The provider can be external to the consumer’s organization or they can both be part
of the same organization.
7
Q
Service
A
Means of enabling value co-creation by facilitating outcomes that
customers want to achieve, without the customer having to manage the specific
costs and risks.
8
Q
IT Service
A
A service based on the use of information technology.
9
Q
Product
A
A configuration of an organization’s resources designed to offer value for a consumer.
10
Q
IT Service Management
A
A set of specialized organizational capabilities for providing value to customers in the
form of services.
Implementation and management of quality IT services that meet the needs of the
business.
11
Q
Service Offering
A
One or more services designed to address the needs of a target
consumer group. May include goods, access to resources, and service actions.
12
Q
When does an organization take on the role of the service consumer?
A
When receiving services
13
Q
Customer
A
A person who defines the requirements for a service and takes responsibility for the outcomes of service consumption.
14
Q
User
A
A person who uses the services.
15
Q
Sponser
A
A person who authorizes budget for service consumption.
16
Q
Value
A
The perceived benefits, usefulness and importance of something.
17
Q
Acting as a service provider, an organization produced ____ that help its consumers to achieve certain ____
A
Acting as a service provider, an organization produced outputs that help its consumers to achieve certain outcomes
18
Q
Output
A
A tangible or intangible outcome of an activity.
19
Q
Outcome
A
A result for a stakeholder enabled by one or more outputs.
20
Q
Cost
A
The amount of money spent on a specific activity or resource.
21
Q
Risk
A
A possible event that could cause harm or loss, or make it more difficult to
achieve objectives.
22
Q
Utility
A
The functionality offered by a product or service to meet a particular need.
“What the service does”
“Fit for purpose”
23
Q
Warranty
A
Assurance that a product or service will meet agreed requirements.
“How the service performs”
“Fit for use”
24
Q
Best Practices
A
Proven activities or processes that have been successfully used by
multiple organizations.
25
Organizations & People
Roles and responsibilities, formal organization structures, culture, required staffing and competencies which are related to the creation, delivery and improvement of a service.
26
Information & Technology
The information created, managed, and used in the course of service provision and consumption, and the technologies that support and enable that service.
27
Cloud Computing
A model for enabling on-demand network access to a shared pool of configurable
computing resources that can be rapidly provided with minimal management effort or
provider interaction
27
Partners & Suppliers
An organization’s relationship with other institutes involved in the design, development, deployment, delivery, support and/or continual improvement of services. Also incorporates contracts and other agreements between the organization and its partners or suppliers
27
Values Streams & Services
How various parts of organization work in an integrated and coordinated way to enable value creation through products and services.
28
Value Stream
A series of steps an organization undertakes to create and deliver products and services to consumers.
29
Process
Set of activities that transform inputs into outputs
30
Value Chain
Operating model which outlines the key activities required to respond to demand and facilitate value realization through management of products and services
31
What factors make up the acronym PESTLE?
political, economic, social, technological,
legal and environmental
32
What are the 6 components of the Service Value System?
Opportunities, Guiding Principles, Governance, Service Value Chain, Practices, Continual Improvement
33
What is the outcome of the Service Value System?
Value
34
Opportunities
Options or possibilities to add value for stakeholders or otherwise improve the organization.
35
Demand
The need or desire for products and service among internal and external consumers.
36
Guiding Principles
Recommendations that can guide an organization under all circumstances,
regardless of change in its goals, strategies, types of work or management structure.
37
Governance
The means by which an organization is directed and controlled.
38
Practices
Sets of organizational resources designed to perform work or accomplish an
objective.
39
Continual Improvement
A recurring organizational activity performed at all levels to ensure that organization’s performance continually meets stakeholder’s expectations.
40
Patterns of Business Activity
A workload profile of one or more business activities that can be used to help the IT service provider understand and plan for different levels of business activity
41
Focus on Value
Everything that the organization does needs to map, directly or indirectly, to value for the stakeholders. Encompasses many perspectives, including the experience of customers and users.
42
Start where you are
Do not start from scratch and build something new without considering what is already available and can be leveraged. The current state should be investigated and observed directly to make sure it is fully understood
43
Progress iteratively with feedback
Do not attempt to do everything at once. Using feedback before, throughout, and after each iteration will ensure that actions are appropriate.
44
Collaborate and promote visibility
Work together across boundaries. Work and consequences should be made visible, hidden agendas avoided, and information shared to the greatest degree possible.
45
Think and work holistically
Results are delivered to internal and external customers through the effective and efficient management and dynamic integration of information, technology, people, practices and partners which should all be coordinated to provide a defined value.
46
Keep it simple and practical
In a process or procedure, use the minimum number of steps necessary to accomplish the objective(s). Use outcome-based thinking to deliver results.
47
Optimize and automate
Eliminate anything that is truly wasteful and use technology to achieve whatever it is capable of.
48
Customer experience (CX)
The entirety of the interactions a customer has with an organization and its products.
49
The 6 Service Value Chain Activities
plan, engage, design and transition, obtain/build, deliver and support, improve.
50
Plan
To ensure a shared understanding of the vision, current status and improvement
direction for all four dimensions and all products across the organization.
51
Engage
To provide a good understanding of stakeholder needs, transparency, continual
engagement and good relationships with all stakeholders.
52
Design & Transition
To ensure that products and services continually meet stakeholder expectations for quality, costs and time-to-market.
53
Obtain/Build
To ensure that service components are available when and where they are needed and meet agreed specifications
54
Deliver & Support
To ensure that services are delivered and supported according to agreed specifications and stakeholders’ expectations
55
Improve
To ensure continual improvement in products, services and practices across all
value chain activities and the 4 dimensions of service management.
56
14 General Management Practices
* Continual Improvement
* Information Security Management
* Relationship Management
* Supplier Management
* Architecture Management
* Knowledge Management
* Measure and Reporting
* Organizational Change Management
* Portfolio Management
* Project Management
* Risk Management
* Service Financial Management
* Strategy Management
* Workforce and Talent Management
57
17 Service Management Practices
* IT Asset Management
* Service Configuration Management
* Availability Management
* Capacity and Performance Management
* Change Control / Change Enablement
* Monitoring and Event Management
* Incident Management
* Problem Management
* Release Management
* Service Continuity Management
* Service Desk
* Service Request Management
* Service Level Management
* Business Analysis
* Service Design
* Service Catalogue Management
* Service Validation and Testing
58
Purpose of Information Security Management
The purpose of the information security management practice is to protect the information needed by the organization to conduct its business.
59
3 Parts of Information Security Management
Prevention, Detection, Correction
60
Relationship Management
The purpose of the relationship management practice is to establish and nurture the links between the organization and its stakeholders at strategic and tactical levels. It includes the identification, analysis, monitoring, and continual improvement of relationships with and between stakeholders.
61
Supplier Management
The purpose of the supplier management practice is to ensure that the organization’s suppliers and their performances are managed appropriately to support the seamless provision of quality products and services.
62
Architecture Management
The purpose of the architecture management practice is to provide an
understanding of all the different elements that make up an organization and how those elements interrelate, enabling the organization to effectively achieve its current and future objectives.
63
Knowledge Management
The purpose of knowledge management practices is to maintain and improve the effective, efficient and convenient use of information and knowledge across the organization.
64
Measurement & Reporting
The purpose of the measurement and reporting practice is to support good decision-making and continual improvement by decreasing the levels of
uncertainty through the collection of relevant data on various managed
objects and the valid assessment of this data in an appropriate context.
65
Critical Success Factor (CSF)
A necessary precondition for the achievement of intended result(s).
66
Key Performance Indicator (KPI)
An important metric used to evaluate the success in meeting an objective.
67
Organizational Change Management
The purpose of the organizational change management practice is to ensure that changes in an organization are smoothly and successfully implemented, and that lasting benefits are achieved by managing the human aspects of the organization
68
Portfolio Management
The purpose of the portfolio management practice is to ensure that the organization has the right mix of programs, projects, products, and services to execute the organization’s strategy within its funding and resource constraints.
69
Project Management
The purpose of the project management practice is to ensure that all projects in
the organization are successfully delivered. This is achieved by planning, delegating, monitoring, and maintaining control of all aspects of a project and keeping the motivation of the people involved.
70
Risk Management
The purpose of the risk management practice is to ensure that the organization understands and effectively handles risks.
71
Service Financial Management
The purpose of the service financial management practice is to support the
organization’s strategies and plans for service management by ensuring that the organization’s financial resources and investments are being used effectively.
72
Strategy Management
The purpose of the strategy management practice is to formulate the goals of the organization and adopt the courses of action and allocation of resources necessary for achieving those goals.
73
Workforce & Talent Management
The purpose of the workforce and talent management practice is to ensure that the organization has the right people with the appropriate skills and knowledge and in the correct roles to support its business objectives.
74
IT Asset Management
The purpose of the IT asset management practice is to plan and manage the full lifecycle of all IT assets, to help the organization:
* maximize value
* control costs
* manage risks
* support decision-making about purchase, re-use, retirement, and disposal of
assets
* meet regulatory and contractual requirements.
75
IT Asset
Any financially valuable component that can contribute to the delivery of an IT product or service.
76
Service Configuration Management
The purpose of the service configuration management practice is to ensure that accurate and reliable information about the configuration of services, and the
CIs that support them, is available when and where it is needed.
77
Configuration Management System
A set of tools, data and information used to support service configuration management.
78
Configuration Management Database
A database used to store configuration records throughout their lifecycle and relationships between them.
79
Configuration Item
Any component that needs to be managed in order to deliver an IT service.
80
Availability Management
The purpose of the availability management practice is to ensure that services deliver agreed levels of availability to meet the needs of customers and users.
81
Availability
The ability of an IT service or other configuration item to perform its agreed function when required.
82
Reliability
How long a service, component or CI can perform its agreed function without
interruption.
83
Maintainability
How quickly a service, component or CI (= configuration item with effect on a
service/product) can be restored after failure.
84
Serviceability
Ability of a supplier to meet the terms of contract.
85
Vital Business Function (VBF)
Used to reflect the business-critical elements of the business process supported by an IT Service.
86
Capacity and Performance Management
The purpose of the capacity and performance management practice is to ensure that services achieve agreed and expected performance, satisfying current and future demand in a cost-effective way.
87
Performance
A measure of what is achieved or delivered by a system, person, team, practice, or service.
88
Service Performance
Usually associated with number of service actions performed with certain period of time and the interval for performing a single service action.
89
Service Capacity
A maximum throughput that a configuration item (hardware, software or a service) can deliver.
90
Change Control/Enablement
The purpose of the change enablement practice is to maximize the number of
successful service and product changes by ensuring that risks have been properly assessed, authorizing changes to proceed, and managing the change schedule.
91
Change
The addition, modification or removal of anything that could have a direct or indirect effect on services.
92
Standard Change
* pre-approved change that is low risk
* is relatively common
* follows a well-known procedure or work instruction
* defined in Service Catalog
93
Emergency Change
* a change that must be introduced as soon as possible
* needs to be evaluated, assessed, and either rejected or approved in a short amount of
time -> Emergency CAB
94
Normal Change
* any change that is not standard or emergency
* Change Advisory Board (CAB) will assess the change request and provide advice
to the delegated person responsible for approving or rejecting the change
(Change Manager)
* not in Service Catalog
95
Change Advisory Board (CAB)
A stakeholder board consulted on significant changes. Consists of: business representatives, users,
application/technology support,
operation representatives, Capacity Manager, Continuity Manager, TPVs etc.
96
Emergency CAB
* Subset of CAB dealing with Emergency changes
* Designed to enable faster evaluation of an Emergency change to deliver the
decision/recommendation quickly as needed
* Membership depends on the change type.
97
Monitoring & Event Management
The purpose of the monitoring and event management practice is to
systematically observe services and service components, and record and report selected changes of state identified as events.
98
Event
Any change of state that has significance for the management of a service or other configuration item (CI).
Events are typically recognized through notifications created by an IT service, CI, or monitoring tool.
99
Active Monitoring
Tools that poll key CIs regularly to
determine their status and availability.
100
Passive Monitoring
Tools that detect and correlate
operational alerts or communications
generated by key CIs.
101
Incident Management
The purpose of the incident management practice is to minimize the negative impact of incidents by restoring normal service operation as quickly as possible.
102
Incident
An unplanned interruption to a service or reduction in the quality of service.
103
Normal Service Operation
Is defined as an operational state where services and CIs are performing within their agreed SLAs and OLAs.
104
Major Incident
An incident with significant business impact, requiring an immediate coordinated resolution.
105
Workaround
A solution that reduces or eliminates the impact of an incident or problem for which a full resolution is not yet available. Some workarounds reduce the likelihood of an incident.
106
Known Error
A problem that has been analyzed but has not been resolved.
107
Problem
A cause, or potential cause, of one or more incidents.
108
3 Phases of Problem Management
* Problem Identification
* Problem Control
* Error Control
109
Problem Identification activities include?
performing trend analysis of incident records, detection of duplicate and recurring issues, identifying a risk that an incident could reoccur, analyzing information received
110
Problem Control activities include?
problem analysis, documenting workarounds and known errors, prioritization based on risk level
111
Deployment Management
The purpose of the deployment management practice is to move new or changed hardware, software, documentation, processes, or any other component to live environments.
112
Definitive Media Library
A secure location where components that are available for deployment should be maintained to ensure that they are not modified before deployment.
113
Release Management
The purpose of the release management practice is to make new and changed services and features available for use.
114
Release
A version of a service or other configuration item, or a collection of
configuration items, that is made available for use.
115
Release Plan
Specifies the exact combination of new and changed components to be made available, and the timing for their release.
116
Major Release
Large areas of new functionality, some of which may eliminate temporary fixes to problems
117
Minor Release
Small enhancements and fixes, some of which may already have been issues as emergency fixes
118
Emergency Release
Corrections to a small number of known errors or enhancements to meet a high priority business requirement
119
Service Continuity Management
The purpose of the service continuity management practice is to ensure that the availability and performance of a service are maintained at sufficient levels in case of a disaster.
120
Disaster
A sudden unplanned event that causes great damage or serious loss
to an organization. It results in an organization failing to provide critical business functions for some predetermined minimum period of time.
121
Business Impact Analysis (BIA)
Identifies the most important services and quantifies the impact to the business that loss of such a service would potentially have
122
Recovery Time Objective (RTO)
The maximum acceptable period of time following a service disruption that can elapse before the lack of business functionality severely impacts the
organization.
123
Recovery Point Objective
The point to which information used by an activity must be restored to enable the activity to operate on resumption.
124
Disaster Recovery Plans
A set of clearly defined plans related to how an organization will recover from
a disaster as well as return to a pre-disaster condition
125
Service Desk
The purpose of the service desk practice is to capture demand for incident resolution and service requests. It should also be the entry point and single point of contact for the service provider with all of its users.
126
Service Request Management
The purpose of the service request management practice is to support the
agreed quality of a service by handling all pre-defined, user-initiated service
requests in an effective and user-friendly manner.
127
Service Level Management
The purpose of the service level management practice is to set clear business-based targets for service levels, and to ensure that delivery of services is properly assessed, monitored, and managed against these targets.
128
Service Level
One or more metrics that define expected or achieved service quality.
129
Service Level Agreement (SLA)
A documented agreement between a service provider and a customer
that identifies both services required and the expected level of service.
130
Business Analysis
The purpose of the business analysis practice is to analyze a business or some element of it, define its associated needs, and recommend solutions to address these needs and/or solve a business problem, which must facilitate value creation for stakeholders.
131
Service Design
The purpose of the service design practice is to design products and services that are fit for purpose, fit for use, and that can be delivered by the organization and its ecosystem.
132
Service Catalog Management
The purpose of the service catalogue management practice is to provide a single source of consistent information on all services and service offerings, and to ensure that it is available to the relevant audience.
133
Service Validation & Testing
The purpose of the service validation and testing practice is to ensure that new or changed products and services meet defined requirements.
134
Infrastructure & Platform Management
The purpose of the infrastructure and platform management practice is to
oversee the infrastructure and platforms used by an organization. When carried out properly, this practice enables the monitoring of technology solutions available to the organization, including the technology of external service providers.
135
Software Development Management
The purpose of the software development and management practice is to ensure that applications meet internal and external stakeholder needs, in terms of functionality, reliability, maintainability, compliance, and auditability.
136
Software
The term can be used to describe anything on which various smaller application programs,
processes, or workflows can run.
