Ruankao System Planning and Management Engineer (Senior) flashcards

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

McFarlan strategic grid

A portfolio tool plotting applications by current and future strategic impact, yielding Support, Factory, Turnaround, and Strategic quadrants that guide funding priority and governance rigor.

TOGAF ADM

A cyclic architecture development method with a preliminary phase and phases A through H, centered on continuous requirements management, producing architecture deliverables per iteration.

Zachman framework

A six-by-six classification matrix intersecting interrogatives such as what, how, and why with stakeholder perspectives from planner to functioning enterprise. It organizes artifacts but prescribes no process.

Value chain analysis

A method dividing the firm into primary and support activities to locate where IT investment can reduce cost or add differentiation within a specific activity.

ITIL 4 service value chain

Six connected activities: plan, improve, engage, design and transition, obtain or build, and deliver and support. Practices are combined into value streams that traverse these activities.

Four dimensions of service management

Organizations and people; information and technology; partners and suppliers; value streams and processes. Every practice is assessed across all four to avoid one-sided design.

ISO/IEC 20000-1

The certifiable international requirement standard for a service management system, covering service lifecycle requirements. Part 2 provides guidance but is not itself certifiable.

COBIT governance and management domains

Governance comprises Evaluate, Direct, Monitor. Management comprises APO, BAI, DSS, and MEA. The split clarifies board accountability versus executive execution.

Service design package

The documented output of service design covering requirements, architecture, capacity, availability, continuity, security, and acceptance criteria, used as the transition baseline.

RTO versus RPO

Recovery time objective is the maximum acceptable outage duration; recovery point objective is the maximum acceptable data loss measured in time. Both derive from business impact analysis.

Service catalogue business view

The user-facing list of services and requestable items described in business language, distinct from the technical view that maps supporting services and configuration items.

Impact and urgency matrix

A documented grid combining business impact with urgency to derive priority, preventing priority inflation driven by caller seniority or persistence.

Known error record

A problem record with a documented root cause or working hypothesis and a workaround, linked to affected configuration items and published knowledge articles for support staff.

Standard change

A pre-authorized, low-risk, repeatable change with a defined procedure and acceptance criteria, requiring no per-instance approval from the change authority.

Emergency change

A change needed to restore service or address a critical risk, approved through an expedited path by designated authority and reviewed retrospectively for lessons.

First-contact resolution rate

The percentage of incidents resolved during the initial contact without escalation or callback. It should be read alongside reopen rate to detect premature closure.

Unit cost per service

Total cost attributable to a service divided by a defined volume driver such as transactions or users, enabling trend analysis and external benchmarking across periods.

Showback versus chargeback

Showback reports service consumption costs to business units without moving money; chargeback posts actual internal charges. Chargeback influences demand more strongly but requires accurate cost allocation.

Payback period

The time required for cumulative net cash inflows to equal the initial investment, computed as investment divided by annual net inflow. It ignores returns after breakeven.

Balanced scorecard perspectives

Four linked views: financial, customer, internal process, and learning and growth. Each perspective carries a small set of measures with targets and named owners.

Three lines model

First line owns and manages risk; second line provides oversight, frameworks, and challenge; third line is independent internal audit giving assurance to the governing body.

Risk appetite versus tolerance

Risk appetite is the amount of risk the organization chooses to pursue in pursuit of objectives; tolerance is the acceptable variation around a specific objective before escalation.

Segregation of duties

A control ensuring no single person can initiate, approve, and record the same transaction. Where staffing prevents it, compensating monitoring controls must be documented.

Business impact analysis

A study identifying critical business functions and their dependencies, quantifying outage impact over time, and deriving recovery time and recovery point objectives.

Defense in depth

Layering preventive, detective, and corrective controls so that failure of one layer does not expose the asset. Each layer has an owner and monitoring method.

Least privilege

Granting each identity only the access needed for its current tasks, with periodic recertification and stronger controls plus session logging for privileged accounts.

Data classification

Assigning data to tiers such as public, internal, confidential, and restricted, which then determine handling rules for encryption, access, sharing, and disposal.

Chain of custody

Documented, unbroken record of who handled evidence, when, and how, from collection through analysis and storage, required for the evidence to be admissible and credible.

Tuckman stages

Forming, storming, norming, performing, and adjourning describe team development. Leadership style shifts from directing during forming to delegating at performing.

ADKAR model

Awareness, desire, knowledge, ability, and reinforcement describe individual change readiness. A gap at any single element blocks the change regardless of project status.

Power-interest grid

A stakeholder map plotting influence against interest, prescribing close management for high-high, keep satisfied for high power and low interest, and keep informed for the inverse.

Kotter eight steps

Urgency, guiding coalition, vision, communication, empowerment, short-term wins, consolidation, and cultural anchoring. Skipping early steps is the most common cause of failed change.