Module 1 Flashcards
Key Concepts of Service Management (60 cards)
1
Q
What is ITIL 4?
A
A service management framework for managing modern IT-enabled services in the digital economy
2
Q
What is the Purpose of ITIL4?
A
To provide organizations with “comprehensive guidance” for the management of IT-enabled services in the digital economy
3
Q
What is Service Management?
A
A set of “organizational capabilities” for delivering value to customers in the form of services
4
Q
What knowledge is required to develop service management capabilities?
A
- The nature of value
- The nature and scope of the stakeholders involved
- How value is delivered through services
5
Q
Define “value”
A
Value is the “perceived benefits, utility, and importance” of something
6
Q
Define “organization”
A
A person or group that has its own functions with responsibilities, authorities, and relationships - to achieve its objectives.
7
Q
How is value created between organizations?
A
Value is created through “service relationships” whereby the organizations take on the roles of service providers and service consumers.
8
Q
What are the five most important concepts of Service Management?
A
- The nature of value and value co-creation
- Stakeholders:
organizations, service providers, service consumers, other stakeholders - Products and Services
- Service Relationships
- Value:
outcomes, costs, risks
9
Q
1.1 What are the seven key elements of service management?
A
- Service:
A means of enabling value co-creation by facilitating desired outcomes for customers, without the customer having to manage specific costs and risks. Services are based on one or more products. - Product:
A configuration of an organization’s resources that offers value to a consumer. - Service Offering:
A description of one or more services that address the needs of a target consumer group. May include goods, access to resources, and service actions. - Service management:
A set of specialized organizational capabilities for enabling value for
customers in the form of services.
5.1 Consumer Role: Customer -
The role that defines the requirements for a service and takes responsibility for the outcomes of service consumption.
5.2 Consumer Role: User -
The role that uses services.
5.3 Consumer Role: Sponsor -
The role that authorizes budget for service consumption. Can also be used to describe an organization or individual that provides financial or other support for an initiative.
10
Q
1.2 What are the six key concepts of creating value with services?
A
- Value:
The perceived benefits, utility, and importance of something. - Output:
A tangible or intangible deliverable of an activity. - Outcome:
A result for a stakeholder enabled by one or more outputs. - Cost:
The amount of money spent on a specific activity or resource. From a consumer perspective, costs can be either “removed” from the consumer or “imposed” on the consumer by the service. - Risk:
A possible event that could cause harm or loss, or make it more difficult to achieve objectives. Can also be defined as uncertainty of outcome, and can be used in the context of measuring the probability of positive outcomes as well as negative outcomes. Similar to costs, risks can be either removed or imposed. - Utility:
The functionality offered by a product or service to meet a particular need. Essentially ‘what the service does’ and can be used to determine whether a service is ‘fit for purpose’. To have utility, a service must either support the performance of the consumer or remove constraints from the consumer. Many services do both. - Warranty:
Assurance that a product or service will meet agreed requirements. Warranty can be summarized as ‘how the service performs’ and can be used to determine whether a service is ‘fit for use’. Warranty often relates to service levels aligned with the needs of service consumers. This may be based on a formal agreement, or it may be a marketing message or brand image. Warranty typically addresses such areas as the availability of the service, its capacity, levels of security, and continuity. A service may be said to provide acceptable assurance, or ‘warranty’, if all defined and agreed conditions are met.
11
Q
What is a Service Relationship?
A
A co-operation between a service provider and service consumer
12
Q
How do organizations co-create value (using Service Relationships)?
A
Service relationships are established between two or more organizations to co-create value. In a service relationship, organizations will undertake the roles of service providers or services consumers, or both.
13
Q
1.3 What are the four key elements of Service Relationships?
A
- Service Offering:
A formal description of one or more services, designed to address the needs
of a target consumer group. A service offering may include goods, access to resources, and service actions. - Service Relationship Management:
Joint activities performed by a service provider and a
service consumer to ensure continual value co-creation based on agreed and available service offerings. - Service Provision:
Activities performed by an organization to provide services. It includes
management of the provider’s resources, configured to deliver the service; ensuring access to these resources for users; fulfillment of the agreed service actions; service level management; and continual improvement. It may also include the supply of goods. - Service Consumption:
Activities performed by an organization to consume services. It includes
the management of the consumer’s resources needed to use the service, service actions performed by users, and the receiving (acquiring) of goods (if required).
14
Q
3.0 Describe the four dimensions of Service Management?
A
- Organizations and People:
This dimension ensures that the way an organization is structured
and managed, as well as its roles, responsibilities, and systems of authority and communication, is well defined and supports its overall strategy and operating model. Culture (shared values) is also essential.
- Information and Technology:
This dimension includes the information and knowledge used
to deliver services, and the information and technologies used to manage all aspects of the service value system.
- Partners and Suppliers:
This dimension encompasses the relationships an organization has
with other organizations that are involved in the design, development, deployment, delivery,
support, and/or continual improvement of services. It also incorporates contracts and other agreements between the organization and its partners or suppliers.
- Value Streams and Processes:
This dimension defines the activities, workflows, controls, and
procedures needed to achieve the agreed objectives.
15
Q
4.0 What is the ITIL Service Value System (SVS)?
A
The ITIL SVS describes how all the components and activities of the organization work together as a system to enable value creation.
Each organization’s SVS has interfaces with other organizations, forming an ecosystem that can in turn facilitate value for those organizations, their customers, and other stakeholders.
16
Q
4.1 What are the inputs, outputs, and components of the Service Value System?
A
- Key Input: Opportunity:
The possibility to add value for stakeholders or to improve the organization. - Key Input: Demand:
The need or desire for products and services from internal and external customers. - Key Output: Value:
The perceived benefits, usefulness and importance of something. - Guiding principles:
Recommendations that guide an organization in all circumstances,
regardless of changes in its goals, strategies, type of work, or management structure. - Governance:
The means by which an organization is directed and controlled. - Service value chain:
A set of interconnected activities that an organization performs to deliver a valuable product or service to its consumers and to facilitate value realization. - Practices:
Sets of organizational resources designed for performing work or accomplishing an objective. - Continual improvement:
A recurring organizational activity performed at all levels to ensure
that an organization’s performance continually meets stakeholders’ expectations. ITIL 4 supports continual improvement with the ITIL continual improvement model
17
Q
5.0 What are the six ITIL Service Value Chain (SVC) activities
A
- Plan
- Improve
- Engage
- Design and Transition
- Obtain/Build
- Deliver and Support
18
Q
5.1 What is the purpose of the “Plan” value chain activity?
A
To ensure a shared understanding of the vision, current status, and improvement direction for all four dimensions and all products and services across an organization.
19
Q
5.2 What is the purpose of the “Improve” value chain activity?
A
To ensure continual improvement of products, services, and practices across all value chain activities and the four dimensions of service management.
20
Q
5.3 What is the purpose of the “Engage” value chain activity?
A
To provide a good understanding of stakeholder needs, transparency, continual engagement, and good relationships with all stakeholders.
21
Q
5.4 What is the purpose of the “Design and Transition” value chain activity?
A
To ensure products and services continually meet stakeholder expectations for quality, costs, and time to market.
22
Q
5.5 What is the purpose of the “Obtain/Build” value chain activity?
A
To ensure that service components are available when and where they are needed, and that they meet agreed specifications.
23
Q
5.6 What is the purpose of the “Deliver and Support” value chain activity?
A
To ensure that services are delivered and supported according to agreed specifications and stakeholder’s expectations.
24
Q
6.0 What is a ITIL Guiding Principle
A
A recommendation that guides and an organization in all circumstances, regardless of changes in it goals, strategies, type of work, or management structure. A guiding principle is universal and enduring.
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6.1 What are the seven ITIL Guiding Principles?
1. Focus on Value
2. Start where you are
3. Progress Iteratively with feedback
4. Collaborate and promote visibility
5. Think and work holistically
6. Keep it simple and practical
7. Optimize and automate
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6.1.1 Describe the "Focus on Value" principle
All activities conducted by the organization should link back to value for itself, its customers, and other stakeholders.
Value is perceived from the perspective of the consumer and what they find valuable in terms of cost, timescale, quality, and complexity.
This principle is applied as follows:
1. Know how service consumers use each service
2. Encourage a "focus on value" among all staff
3. Focus on value during normal operational activity and improvement initiatives
4. Include "focus on value" in every step of any improvement initiative.
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6.1.2 Describe the "Start where you are" principle
Do not start with a clean sheet without first considering what is already available to be leveraged.
How? Directly observe existing services and methods to understand current state and what may be re-used. Ask the "stupid questions". Ensure decisions are based on accurate information. Engage people with no prior knowledge to help spot deficiencies that could otherwise be overlooked.
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6.1.3 Describe the "Progress iteratively with feedback" principle
Be Agile!
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6.1.4 Describe the "Collaborate and promote visibility" principle
Collaborate and promote visibility:
When initiatives involve the right people in the correct roles, efforts benefit from better buy-in, greater relevance (because better information is available for decision-making), and increased likelihood of long-term success.
Communication and visibility:
Promote visibility:
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6.1.5 Describe the "Think and work holistically" principle
No service, practice, process, department, or supplier works in a vacuum. The outputs that the organization delivers to itself, its customers, and other stakeholders will suffer, unless it works in an integrated way to handle its activities as a whole, rather than as separate parts. All the organization’s activities should be focused on the delivery of value
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6.1.6 Describe the "Keep it simple and practical" principle
Always use the minimum number of steps to accomplish an objective. Outcome-based thinking should be used to produce practical solutions that deliver valuable outcomes. If a process, service, action, or metric fails to provide value or produce a
useful outcome, then eliminate it. Although this principle may seem obvious, it is frequently ignored, resulting in overly complex methods of work that rarely maximize outcomes or minimize cost.
We eliminate anything that provides no value, use the minimum number of steps to accomplish objectives, and use outcome-based thinking for practical solutions and results
32
6.1.7 Describe the "Optimize and Automate" principle.
Organizations optimize and automate to:
* maximize the value of work
* achieve economies of scale.
* If not done carefully, automation can:
* increase costs
* reduce responsiveness and resilience
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6.2 Describe the nature, use and interaction of the guiding principles
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7. ITIL Practice Details and Purpose Statements
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7.1 What is the purpose of Information and Security Management
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 (ensuring someone is who they claim to be) and non-repudiation (ensuring that someone can’t deny that they took an action).
36
7.1.1 What are the three key terms used in Information and Security Management?
1. Confidentiality:
A security objective that ensures information is not made available or disclosed to unauthorized entities.
2. Integrity:
A security objective that ensures information is only modified by authorized
personnel and activities.
3. Availability:
A security objective that ensures information is always accessible to authorized
personnel whenever required.
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7.2 What is the purpose of Relationship Management?
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.
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7.3 What is the purpose of Supplier Management?
To ensure that the organization’s suppliers and their performances are managed appropriately to support the seamless provision of quality products and services. This includes creating closer, more collaborative relationships with key suppliers to uncover and realize new value and reduce the risk of failure.
39
7.3.1 What is the key term used in Supplier Management?
1. Sourcing:
The activity of planning and obtaining resources from a particular source type, which could be internal or external, centralized or distributed, and open or proprietary.
40
7.4 What is the Purpose of IT Asset Management?
1. To plan and manage the full life cycle of all IT assets
2. To help the organization maximize value
3. To control costs
4. To manage risks
5. To support decision-making about purchase, re-use, and retirement of assets
6. To meet regulatory and contractual requirements
41
7.4.1 Define IT Asset?
Any financially valuable component that can contribute to the delivery of an IT product or service
42
7.5 What is the purpose of the "Monitoring and Event Management" practice?
To systematically observe services and service components, and record and report selected changes of state identified as events.
This practice identifies and prioritizes infrastructure, services, business processes, and information security events, and establishes the appropriate response to those events, including responding to conditions that could lead to potential faults or incidents.
The purpose of this practice is to make new and changed services and features available for use.
43
7.5.1 Define the three elements of Monitoring and Event Management?
1. Monitoring:
The repeated observation of a system, practice, process, service, or other entity to detect events and ensure that the current status is known.
2. Event:
Any change of state that has significance for the management of a service or other configuration item.
3. Event management:
Recording and managing those monitored changes of state that are defined by the organization as an event, determining their significance, and identifying and initiating the correct control action to manage them.
44
7.5.2 What are the three Event Types used in Monitoring and Event Management?
1. Informational events, which do not require action at the time they are identified, but analyzing the data gathered from them at a later date may uncover desirable, proactive steps that can be beneficial to the service.
2. Warning events, which allow action to be taken before any negative impact is actually experienced by the business.
3. Exception events, which indicate that a breach to an established norm has been
identified, and require action, even though business impact may not yet have been
experienced.
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7.6 What is the purpose of the "Release Management" practice?
To make new and changed services and features available for use
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7.7 What is the purpose of the "Service Configuration Management" practice?
To ensure that accurate and reliable information about the configuration of services, and the configuration items (CIs) that support them, is available when and where it is needed. This includes information on how CIs are configured and the relationships between them.
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7.7.1 What is the one key artifact used in Service Configuration Management?
1. Configuration item (CI):
Any component that needs to be managed in order to deliver an IT service.
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7.8 What is the purpose of "Deployment Management"?
To move new or changed hardware, software, documentation, processes, or any other component to live environments. It may also be involved in deploying components to other environments for testing or staging.
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7.9 What is the purpose of the "Continual Improvement"?
To align the organization’s practices and services with changing business needs through the ongoing improvement of products, services, and practices, or any element involved in the management of products and services.
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7.9.1 What are the two key artifacts used in Continual Improvement?
1. The continual improvement model:
A structured approach to implementing improvements. Use of the model increases the likelihood that ITSM initiatives will be successful, puts a
strong focus on customer value, and ensures that improvement efforts can be linked back to the organization’s vision. The model supports an iterative approach to improvement, dividing work into manageable pieces with separate goals that can be achieved incrementally.
2. Continual improvement register (CIR):
Database or structured document to track and manage improvement ideas from identification through to final action.
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7.10 What is the purpose of the "Change Enablement" practice?
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.
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7.10.1 What are the key artifacts used in Change Enablement?
1. Change:
The addition, modification, or removal of anything that could have a direct or indirect effect on services.
2. Request for change (RFC):
A description of a proposed change used to initiate change enablement.
3. Change authority:
A person or group responsible for authorizing a change.
4. Standard change:
A low-risk, pre-authorized change that is well understood and fully
documented, and which can be implemented without needing additional authorization.
5. Normal change:
A change that must be scheduled, assessed, and authorized following a
process.
6. Emergency change:
A change that must be introduced as soon as possible.
7. Change schedule:
A calendar that shows planned and historical changes.
8. Change model:
A repeatable approach to the management of a particular type of
change.
9. Post-implementation review (PIR):
A review after the implementation of a change, to evaluate success and identify opportunities for improvement.
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7.11 What is the purpose of the "Incident Management" practice?
To minimize the negative impact of incidents by restoring normal service operation as quickly as possible.
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7.11.1What are the three key artifacts of the Incident Management?
1. Incident:
An unplanned interruption to a service or reduction in the quality of a service.
2. Major incident:
An incident with significant business impact, requiring an immediate coordinated resolution.
3. Swarming:
A technique to help manage incidents, which involves many different stakeholders working together initially, until it becomes clear which of them is best placed to continue and which can move on to other tasks.
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7.12 What is the purpose of the "Problem Management" practice?
To reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors.
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7.12.1 What are the six key artifacts of Problem Management?
1. Problem:
A cause, or potential cause, of one or more incidents.
2. Known error:
A problem that has been analyzed but has not been resolved.
3. 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 incidents.
4. Problem identification:
Activities that identify and log problems. These include performing
trend analysis of incident records; detection of duplicate and recurring issues by users, service desk, and technical support staff; during major incident management, identifying a risk that an incident could recur; analyzing information received from suppliers and partners; and analysing information received from internal software developers, test teams, and project teams.
5. Problem control:
Problem control activities include problem analysis, and documenting
workarounds and known errors.
6 Error control:
Manage known errors, which are problems where initial analysis has been
completed; it usually means that faulty components have been identified. Error control also includes identification of potential permanent solutions which may result in a change request for implementation of a solution, but only if this can be justified in terms of cost, risks, and benefits
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7.13 What is the purpose of "Service Request Management"?
To support the agreed quality of a service by handling all pre-defined, user-initiated service requests in an effective and user-friendly manner.
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7.13.1 Define Service Request?
1. Service request:
A request from a user or a user’s authorized representative that initiates a service action which has been agreed as a normal part of service delivery
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7.14 What is the purpose of "Service desk"?
To capture demand for incident resolution and service requests.
Be the entry point and single point of contact for the service provider with users.
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7.14.1 What are the three artifacts used by the Service Desk?
1. Escalation:
The act of sharing awareness or transferring ownership of an issue or work item.
2. Service Level Management:
The purpose of this 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.
2.1 Service level:
One or more metrics that define expected or achieved service quality.
2.2 Metric:
A measurement or calculation that is monitored or reported for management and
improvement.
2.3 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.
3. Watermelon effect:
Like a watermelon the SLA may appear green on the outside but is actually red inside. For instance, a system may have been unavailable for an amount of time that is acceptable according to the SLA, but if the unavailability occurred when there was an important process happening, customer/user satisfaction will be low, even though the SLA was met.
