v4 Foundations Flashcards
(95 cards)
1
Q
A set of specialized organizational capabilities for enabling value for customers in the form of services
A
Service management
2
Q
The application of service management to IT
A
ITSM
3
Q
A means of enabling co-creation by facilitating outcomes that customers want to achieve, without the customer having to manage specific costs and risks
A
Service
4
Q
A group of people that has its own functions with responsibilities, authorities, and relationships to achieve its objectives
A
Organization
5
Q
The perceived benefits, usefulness, and importance of something
A
Value
6
Q
Describes how all the components and activities of an organization work together as a system to facilitate value creation
A
Service Value System
7
Q
Ensures that the organization continually co-creates value with all steak holders through the use and management of products and services
A
Service value system
8
Q
What is the output of the service value system?
A
Value
9
Q
What are the 4 dimensions of service management
A
Organization and people
Information and technology
Partners and suppliers
Value steams and processes
10
Q
What factors may influence an organization’s strategy when using suppliers
A
Strategic focus
Resource scarcity
Corporate culture
Demand patterns
Cost concerns
Subject matter expertise
11
Q
A series of steps an organization undertakes to create and deliver products and services to consumers
A
Value stream
12
Q
A set of interrelated or interacting activities that transform inputs to outputs
A
Process
13
Q
The role that defines the requirements for a service and takes responsibility for the outcomes of service consumption
A
Customer
14
Q
The role that uses the service
A
User
15
Q
The role that authorizes the budget for service consumption
A
Sponsor
16
Q
The tangible or intangible deliverable or activity
A
Output
17
Q
The result for a steak holder enabled by one or more outputs
A
Outcome
18
Q
The amount of money spent on a specific activity or resource
A
Cost
19
Q
A possible event that could cause harm or loss or make it more difficult to achieve objectives
A
Risk
20
Q
The functionality offered by a product or service to meet a particular need
A
Utility
21
Q
Assurance that a product or service will meet agreed upon requirements
A
Warranty
22
Q
Cooperation between a service provider and service consumer for the delivery and use of a service offering
A
Service relationship
23
Q
A formal description of one or more services designed to address the needs of a target consumer group
A
Service offering
24
Q
Joint activities performed by a service provider and service consumer to ensure continual value co-creation based on agreed and available service offerings
A
Service relationship management
25
Activities performed by an organization to provide services
Service provision
26
Activities performed by an organization to consume services
Service consumption
27
Represents options or possibilities to add value for steak holders or otherwise improve the organization
Opportunities
28
The need or desire for products and services among internal and external consumers
Demand
29
What are the 5 components of the Service Value System?
Guiding principles
Governance
Service value chain
Practices
Continual improvement
30
Recommendations that can guide an organization in all circumstances, regardless of changes in its goals, strategies, types of work, or management structure
Guiding principles
31
The means by which an organization is directed and controlled
Governance
32
A set of interconnected activities that an organization performs to deliver a valuable product or service to its consumers to facilitate value realization
Service value chain
33
Sets of organizational resources designed for performing work, or accomplishing an objective
Practices
34
A recurring organizational activity performed at all levels to ensure that an organizations performance continually meets stakeholders expectations
Continual improvement
35
The way in which an organization carries out its work that creates shared values over time
Culture
36
Represents the steps an organization takes in the creation of value
Service value chain activities
37
Specific combinations of activities and practices and each one is designed for a particular scenario
Service value streams
38
Ensure a shared understanding of the vision, current status, and improvement direction for all four dimensions in all products and services across the organization
Plan value chain activity
39
Ensure the continual improvement of products, services and practices across all value chain activities and the four dimensions of service management
Improve value chain activity
40
Provide a good understanding of stakeholder needs, transparency, and continual engagement, as well as good relationships with all stakeholders
Engage value chain activity
41
Ensure the products and services continually meet stakeholder expectations for quality costs, and time to market
Design and transition value chain activity
42
Ensure that service components are available when and where they are needed and meet agreed-upon specifications
Obtain / Build value chain activity
43
Ensure that services are delivered and supported according to agreed-upon specifications and stakeholder expectations
Deliver and support
44
What are the six service value chain activities?
Plan
Improve
Engage
Design and transition
Obtain / Build
Deliver and support
45
A recommendation that guides an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure
Guiding principle
46
What is the first step in the focus on value guiding principle?
Determine who the service consumer is
47
This guiding principle states that all activities conducted by the organization should link back to value for itself, it’s customers, and other stakeholders.
Focus on value
48
What are the seven guiding principles?
Focus on value
Start where you are
Progress iteratively with feedback
Collaborate and promote visibility
Think and work holistically
Keep it simple and practical
Optimize and automate
49
A key to this guiding principle states that services in methods already in place should be measured, and/or observed directly to properly understand their current state, and what can be reused from them
Start where you are
50
Measurement in this guiding principal should support, but not replace what is observed, because the overreliance on data analytics and reporting can unintentionally introduced biases in risk and decision making
Start where you are
51
A version of the final product that allows the maximum amount of validated learning with the least effort
Minimum viable product
52
A key to this guiding principle suggest to organize work into smaller, manageable sections that can be executed completed in a timely manner
Progress iteratively with feedback
53
According to the progress iteratively with feedback guiding principle, when should feedback be used?
Before, throughout, and after each iteration
54
A key to this guiding principle is identifying and managing all the stakeholder groups that an organization deals with
Collaborate and promote visibility
55
Why is it important to promote visibility in the collaborate and promote visibility guiding principle?
Insufficient visibility on the progression of work leads to poor decision-making
56
The key to this guiding principle states that the approach to service management should include establishing an understanding of how all the parts of an organization work together in a coordinated way
Think and work holistically
57
The key to this guiding principle requires end to end visibility of how demand is captured and translated into outcomes
Think and work holistically
58
A key to this guiding principle is to always use the minimum number of steps to accomplish an objective
Keep it simple and practical
59
A key to this guiding principle is that it is better to start with an uncomplicated approach, and then carefully add controls, activities, or metrics
Keep it simple and practical
60
A key to this guiding principle is using technology to help organizations skill up and take on frequent and repetitive tasks, allowing human resources to be use for more complex decision-making
Optimize and automate
61
A set of organizational resources design for performing work, or accomplishing an objective
Practice
62
The purpose of this practice is to establish and nurture the links between the organization and its stake holders at strategic and tactical levels
Relationship management
63
The purpose of this practice is to set clear business based targets for service levels, and to ensure that the delivery of services is properly assessed, monitored, and managed against these targets
Service level management
64
The purpose of this practice is to ensure that the organizations suppliers and their performances are managed appropriately to support the seamless provision of quality products and services
Supplier management
65
The purpose of this practice is to plan and manage the full lifecycle of all IT assets to help the organization maximize value, control costs, manage risks, and support decision making about the purchase, reuse, retirement, and disposal of assets
IT asset management
66
The purpose of this practice is to ensure that accurate and reliable information about the configuration of services and the configuration items that support them is available when and where it is needed
Service configuration management
67
The purpose of this practice is to systematically observe services in service components, as well as record and report selected changes of state identified as events
Monitoring and event management
68
This practice identifies and prioritizes infrastructure, services, business processes, and information security events, as well as establishing the appropriate response to these events that include responding to conditions that could lead to potential faults or incidents
Monitoring and event management
69
The purpose of this practice is 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 and non-repudiation.
Information security management
70
The purpose of this practice is to support the agreed quality of a service by handling all predefined, user initiated service requests in an effective and user-friendly manner
Service request management
71
The purpose of this practice is to minimize the negative impact of incidents by restoring normal service operation as quickly as possible
Incident management
72
The purpose of this practice is to capture demand for incident resolution and service request. It should also be the entry point and single point of contact for the service provider with all its users.
Service desk
73
The purpose of this practice is to reduce the likelihood and impact of incidents by identifying actual, and potential causes of incidents and managing workarounds and known errors
Problem management
74
The purpose of this practice is to maximize the number of successful service and product changes by ensuring the risks have been properly assessed, authorizing changes to proceed, and managing the change schedule
Change enablement
75
The purpose of this practice is to make new and changed services and features available for use
Release management
76
The purpose of this practice is to move new or change hardware, software, documentation, processes, or any other component to live environments. It may also involved in deploying components to other environments for testing or staging.
Deployment management
77
The purpose of this practice is to align the organizations practices and services with changing business needs through the ongoing improvement of products, services, and practices, or any other element involved in the management of products and services
Continual improvement
78
Any financially valuable component that can contribute to the delivery of an IT product or service
IT asset
79
Any component that needs to be managed to deliver an IT service
Configuration item
80
Any change of state that has significance for the management of a service or other configuration item
Event
81
The addition, modification, or removal of anything that could have a direct effect on services
Change
82
An unplanned interruption to a service or reduction in the quality of a service
Incident
83
A cause, or potential cause, of one or more incidents
Problem
84
A problem that has been analyzed, but not resolved
Known error
85
One or more metrics that define expected or achieved service quality
Service level
86
A documented agreement between a service provider and a customer that identifies both the services required and the expected level of service
Service level agreement
87
A request from a user or authorized representative that initiates a service action that has been agreed as a normal part of service delivery
Service request
88
What are the three phases of problem management?
Problem identification
Problem control
Error control
89
A solution that reduces or illuminates the impact of an incident or problem for which a full resolution is not yet available
Work around
90
What are the three types of changes?
Standard
Normal
Emergency
91
Low risk, pre-authorize changes that are well understood and fully documented, and can be implemented without needing additional authorization
Standard changes
92
Changes that need to be scheduled, assessed, and authorized following a process
Normal changes
93
Changes that must be implemented as soon as possible
Emergency changes
94
Used to help plan changes, assist in communication, avoid complex, and assign resources
Change schedule
95
What are the 4 steps of the optimize and automate principle?
1. Understand the vision and objectives of the org
2. Determine where the most positive impact would be
3. Standardize practices and services
4. Secure steak holder engagement
