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COPY from other: ITIL CDS > Module #1 > Flashcards

Module #1 Flashcards

1
Q

What describes how all the components and activities of the organization work together as a system to enable value creation?

A

Service Value System (SVS)

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2
Q

Defined as an approach to sales and customer relations in which staff focus on helping customer meet long term needs and wants

A

Customer orientation

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3
Q

Efforts to implement customer-orientation strategies should encompass a strong training component for who?

A

all employees

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4
Q

How do you improve customer orientation

A

Focus on value & outcomes

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5
Q

What is a CVP?

A

Customer Value Proposition

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6
Q

What do these items do?

  • Create a customer value prop, define expected benefits
  • Map the customer and user experience journey - considering all touchpoints
  • Listen to the Voice of the customer
  • Lead by example
  • recruit user friendly people
  • treat employees well
  • train and coach people and teams
  • empower staff
  • design for humans
  • avoid silos
A

Create a customer oriented strategy

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7
Q

these are perceived as emergent and self-organizing as they are a consequence of fulfilling common goals and objectives

A

Organizational structures

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8
Q

Org structure that is hierarchical, formal lines of authority, determine power, roles and responsibilities.
Often based on areas like HR, IT, Finance, Marketing, etc.

A

Functional

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9
Q

Org structure based on markets, products, geography. Each division may have profit & loss accounting, sales, marketing, engineering, etc.

A

Divisional

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10
Q

Org structure with a grid of relationships. Pools of people who move across teams
Often have dual reporting lines (functional and product)
Can provide more speed and agility

A

Matrix

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11
Q

Org structure that has very little heirarchy.
removes decision making barriers, enabling fast decisions.
Challenging to maintain as organization grows

A

Flat

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12
Q

This role is focused on explicit support of people in their roles

A

Servant leader

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13
Q

This role focuses on the needs of the organization, not just their team.
Managers serve the people they lead by ensuring they have the right resources and support
This role is most often seen in flat, matrix, or product-focused organizations

A

Servant leadership

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14
Q

With intellectually challenging work that requires agility and high velocity, servant leadership is _______
_______than a command-and-control leadership style

A

more effective

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15
Q

Work together to produce something
aim to achieve a shared goal/objectve
requires a high level of trust

A

collaboration

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16
Q

Work together to achieve own goals
may be part of a common goal
can lead to silos

A

Cooperation

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17
Q

Collaboration or Cooperation?

has a higher potential for creative and entrepreneurial work in a complex environment - but cannot be forced

A

collaboration

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18
Q

Collaboration or Cooperation

May be an effective model for standardized work with a clear separation of duties - aligned, transparent and integrated goals and metrics help

A

Cooperation

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19
Q

What kind of task?

follow a defined process with established instructions
involve following the rules
have predictable paths, clear inputs, outputs, branches, etc - supported by established knowledge bases of predefined instructions
involved reassignment and handover between teams where needed
people may recognize improvement opportunities

A

Algorithmic tasks

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20
Q

What kind of task?

  • depend on human inventiveness
  • Involve learning or discovering what is needed
  • need flexibility, information, knowledge, and expertise
  • New insights and solutions may emerge
A

Heuristic tasks

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21
Q

Pieces of work underpinning the operation of a services or product fall into one of two types of tasks

A

Algorithmic or Heuristic

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22
Q

What kind of controls should be used?

  • complex issues need to be navigated
  • new solutions are required for unmet business needs
  • customers would respond more positively if frontline agents have greater flexibility
A

Loose controls (more heuristic)

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23
Q

A set of responsibilities, activities, and authorizations granted to a person or team, in a specific context.

A

Role

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24
Q

A position within an organization that is assigned to a specific person.

A

Job

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25
Q

Professional ITSM Competencies

Decision making, delegating, overseeing other activities, providing incentives and motivation, and evaluating outcomes

A

Leader

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26
Q

Professional ITSM Competencies

Assigning and prioritizing tasks, record-keeping, ongoing reporting, and initiating basic improvements

A

Administrator

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27
Q

Professional ITSM Competencies

Coordinating multiple parties, maintaining communication between stakeholders, and running awareness campaigns

A

Coordinator/communicator

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28
Q

Professional ITSM Competencies

Designing and implementing work techniques, documenting procedures, consulting on processes, work analysis, and continual improvements

A

Methods and techniques expert

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29
Q

Professional ITSM Competencies

providing technical expertise and conducting expertise-based assignments

A

Technical experts

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30
Q

What are the different models of knowledge?

A

T shaped, Pi shaped, or comb shaped.

31
Q

In the different models of knowledge, what is the top and what are the roots?

A

Top - broad knowledge

roots - specialism

32
Q

The following is a list of _________ and _____________ needed

Communication skills
market and organization knowledge
management and administration
Leadership skills
Business and commercial skills
relationship management skills
Innovation skills
A

Skills and knowledge needed

33
Q

In service management you must develop a broad set of ________ to be successful

A

Competencies

34
Q

This can be described as a set of values that is shared by a group of people, including their ideas, beliefs, practices and expectations about how people should behave.

A

Culture

35
Q

Made up of values, beliefs, attitudes, and behaviors

A

Culture

36
Q

This reflects

  • how people work together towards a goal
  • how people interact and relate to each other
A

Culture

37
Q

This describes what?

  • it is challenging
  • requires bravery, commitment, and persistence
    requires ongoing and visible support from senior managers and leaders
A

Changing culture

38
Q

What are these guidelines for?

  • Articulate and continually reinforce the team vision - instill a sense of purpose
  • Meet regularly - discuss problems, build relationships
  • Create leaders, not managers, who lead by example and mentor others
  • Encourage informal teams - encourage employees to tackle concerns themselves
  • cross-train - allow understanding of how other parts of the organization work
  • integrate socially - get to know people personally
  • Provide feedback - proactive and constructive feedback helps teams to improve
  • Promote a culture of learning - encourage people to learn new skills
A

Guidelines for positive team culture`

39
Q

the ability for an employee or a team to comfortably work in an environment that corresponds with their own beliefs, values and needs

A

Cultural fit

40
Q

methods to measure ____________

  • Employee morale and engagement
  • surveys
  • Formal or unstructured meetings
  • one on one meetings
  • review attrition data
  • staff driven metrics
A

Employee satisfaction

41
Q

The purpose of ___________________ is to enable organization, leaders, and managers to focus on creating an effective and actionable people strategy so that the organization can achieve its mission, goals, and strategic objectives

A

Workforce management

42
Q

Activities of __________________

Planning
Recruiting
Onboarding
Learning & development
Performance Management
Succession Planning
A

Workforce management activities

43
Q

Specific approaches for recruiting, retaining, developing, and managing employees

A

Workforce planning

44
Q

Activities:

Understanding how human resources can be used to meet business goals
determining how many employee hours are needed for a project
identifying the skills an employee needs
understanding how employees individual skills will be utilized to ensure that the organization meets its goals and continues to improve performance

A

Workforce planning

45
Q

Any improvement activity requires some level of?

A

Measurement

46
Q

Why does any improvement activity require some improvement?

A

To identify whether the goal has been achieved - or will be achieved
to drive improvement activities and then track progress against the stated obectives
to support business decisions
to drive behaviors
to understand how the business is performing

47
Q

A results based approach focuses on the ____________ of employee actions

A

outcomes

48
Q

Benefits of a results based measuring and reporting for people

A

Effective for improving employees performance
motivates individuals to improve their skills and competencies
provides greater autonomy for employees
can be leveraged to increase employee satisfaction and engagement

49
Q

What does this describe?

They are established during a face to face meeting
It is necessary to create a set for each org, function, team, or individual
It is important to ensure that they are measurable and documented
They need to be expressed in specific terms

A

Setting and measuring performance goals

50
Q

What does this describe?

Ensuring that the team’s goals are aligned to the orgs goals
Begin with the teams customers and the processes the team follows
Measure both team and individual performance
Qualitative and quantitative measures are needed
measures must continue to change and evolve to ensure that there are changes in behaviors that drive continual improvement

A

Measuring team performance

51
Q

Continual improvement

What is the vision?

A

Business vision, mission, goals and objectives

52
Q

Continual Improvement

Where are we now?

A

Perform baseline assessments

53
Q

Continual Improvement

Where do we want to be?

A

Define measurable targets

54
Q

Continual Improvement

How do we get there?

A

Define the improvement plan

55
Q

Continual Improvement

Take action

A

Execute improvement actions

56
Q

Continual Improvement

did we get there?

A

Evaluate metrics and KPIs

57
Q

Foundational step of continual improvement

A

How do we keep the momentum going?

58
Q

What happens when the organization has a culture that supports, promotes, and empowers people to make improvements naturally, as part of their approach to work?

A

Continual Improvement

59
Q

The following list are elements of what type of culture?

Transparency
Managing by example
Trust
Active encouragement of positive behaviors
Expectation of continual improvement
Success oriented
A

Continual improvement culture

60
Q

These activities provide clarity on ______________ and include artifacts and initiatives.

Pathways for how to raise an improvement idea
What happens with these ideas? They need to be reviewed and actioned.
What the decision time scales are and how is it communicated?
What the other sources of input are, including: customers, employees, business management, users, service management teams

A

Continual Improvement

61
Q

Recognizing the intellectual and emotional needs of those with whom we interact is a sign of what?

A

Good human communication

62
Q

Good human communication is about what?

A

Being efficient, responsive and professional
being effective, often through establishing positive relationships that avoid unnecessary issues and stress
recognizing the intellectual and emotional needs of those with whom we interact

63
Q

Fundamental principles for ______________

Communication is a two way process
we're all communication all the time 
timing and frequency matters
there is no single method of communication that works for everyone 
the message is in the media
A

Positive/good communication

64
Q

What is the term for moving work closer to its source?

A

Shift left

65
Q

What are these describing

  • Moving work closer to its source
  • Combine highly interdependent tasks
  • Improve the flow, efficiency, and effectiveness of work
A

Shift Left

66
Q

This method is used to move the delivery of work toward the optimum team or person with the aim of improving lead times, resolution times, customer satisfaction and efficiency

A

Shift left

67
Q

What are some outcomes of shift left?

A
  • Improves the quality of work
  • Improves the speed at which work is performed
  • Reduces the need and cost for rework
  • Requires more knowledge and skills
  • Can lead to higher employee satisfaction
68
Q

The following are steps for what?

Identify opportunities
clarify the costs and benefits of improvement
set targets
set up the improvement initiative
progress incrementally with feedback
review outcomes
A

Steps to building a shift left approach

69
Q

Shift left activity

Review data from a variety of sources

A

Identify shift left opportunities and goals

70
Q

Shift left activity

Capture the data needed to support a business case and communicate expectations

A

Clarify the cost and benefits of improvement

71
Q

Shift left activity

Define new targets based on the type of work and the goals

A

Set targets

72
Q

Shift left activity
Decide on actions and build them into a coherent strategy, plan the work, communicate with employees and stakeholders, establish feedback channels

A

Set up the improvement initiative

73
Q

Shift left activity

Include any of the four dimensions of service management, pilot specific tasks to leverage quick wins

A

Progress incrementally with feedback

74
Q

Shift left activity

On a periodic basis, or when the initiative ends, identify and communicate the achieved benefits, as well as the lessons learned

A

Review outcomes

COPY from other: ITIL CDS (4 decks)

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