CHTP flashcards

32 cards. Read the term and the definition here. The deck at the top of this page is optional.

Balanced scorecard

A strategy performance framework with four perspectives: financial, customer, internal process, and learning and growth; it pairs lagging outcome measures with leading driver measures.

Capability maturity model

A five-level process improvement scale: initial, managed, defined, quantitatively managed, and optimizing; higher levels indicate more repeatable, measured, and continuously improved processes.

Build versus buy decision

A sourcing rule: build when the capability is core and differentiating, buy when commodity, and partner when speed, cost, or specialized expertise outweighs internal control.

RACI matrix

A responsibility assignment chart using responsible, accountable, consulted, and informed; each activity has one accountable owner and at least one responsible performer.

Three lines model

A governance structure: the first line owns and manages risk, the second provides independent oversight and compliance, and the third is internal audit reporting to the board.

ADKAR change model

A change framework with five outcomes: awareness of the need, desire to participate, knowledge of how, ability to implement, and reinforcement to sustain the change.

Availability formula

Availability equals mean time between failures divided by the sum of mean time between failures and mean time to repair, usually expressed as a percentage of uptime.

Little's Law

Average work in process equals arrival rate multiplied by average time in the system; it links throughput, cycle time, and queue size in service and delivery systems.

Idempotent operation

An operation that produces the same result when retried; GET, PUT, and DELETE are idempotent, while POST typically creates a new record on each call.

RTO versus RPO

Recovery time objective is the maximum acceptable service downtime; recovery point objective is the maximum acceptable data loss measured backward in time from the disruption.

Backup 3-2-1 rule

Keep three copies of data, on two different media types, with one copy stored off-site; restore testing verifies that backups actually meet recovery objectives.

PUE metric

Power usage effectiveness equals total facility energy divided by IT equipment energy; a value closer to 1.0 indicates less overhead energy for cooling and distribution.

Data quality dimensions

Common measures include accuracy, completeness, consistency, timeliness, validity, and uniqueness; each dimension needs a defined rule, threshold, and accountable owner.

ACID transactions

Atomicity, consistency, isolation, and durability properties ensure a database transaction completes fully or not at all and survives failures without corrupting shared data.

Data governance roles

The data owner is accountable for a domain, the steward defines standards and rules, and the custodian operates storage and enforces technical controls.

CIA triad

Confidentiality protects data from unauthorized disclosure, integrity protects accuracy and completeness, and availability ensures timely access; controls are mapped to each objective.

Risk formula

Risk equals likelihood multiplied by impact; treatment options are avoid, mitigate, transfer, and accept, with residual risk documented after controls.

Incident response phases

Preparation, detection and analysis, containment, eradication, recovery, and post-incident lessons learned; containment limits spread before eradication removes the cause.

RFP versus RFQ

A request for proposal asks vendors to design a solution and state pricing; a request for quotation asks for price against a fully defined specification.

Total cost of ownership

TCO sums acquisition, implementation, licensing, support, operations, training, transition, and disposal costs over the asset life, not just the purchase price.

Contract types risk

Fixed-price contracts place cost risk on the seller; time-and-materials place hours risk on the buyer; cost-plus contracts reimburse allowable costs plus an agreed fee.

Earned value management

EVM compares planned value, earned value, and actual cost; cost variance is EV minus AC, schedule variance is EV minus PV, and indices below 1.0 are unfavorable.

Critical path

The longest sequence of dependent activities through a project network; it has zero float, and any delay on it delays the project completion date.

Risk response strategies

For threats: avoid, mitigate, transfer, accept; for opportunities: exploit, enhance, share, accept; each response has an owner, trigger, and contingency.

Change control board

A group authorized to review change requests, assess scope, schedule, cost, and risk impacts, and approve, defer, or reject changes before baseline updates.

Net present value

NPV discounts all future cash flows at the required rate and subtracts the initial investment; independent projects with NPV above zero add value.

Internal rate of return

The discount rate at which a project's net present value equals zero; accept when IRR exceeds the organization's hurdle rate or cost of capital.

CapEx versus OpEx

Capital expenditure is capitalized and depreciated over useful life; operating expenditure is expensed in the period incurred and affects current-period results.

Break-even point

Break-even units equal fixed costs divided by price per unit minus variable cost per unit; at that volume total revenue equals total cost.

API gateway

A centralized entry point that routes service calls and enforces authentication, authorization, rate limits, logging, and protocol translation for APIs.

FHIR standard

A healthcare interoperability standard using RESTful resources and JSON or XML; it exchanges clinical data through defined resource endpoints and terminology bindings.

Model drift

Degradation of a deployed machine-learning model when live data diverges from training data; monitoring triggers retraining or recalibration to restore accuracy.