ISO 20000 Foundation flashcards

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

SMS definition

A management system to direct and control service management activities, comprising interrelated processes, policy, objectives, and resources needed to deliver services meeting agreed requirements.

ISO/IEC 20000-1 vs Part 2

Part 1 contains auditable requirements and is the basis for certification. Part 2 provides guidance and good practice for applying Part 1 and cannot be certified against.

Mandatory documented information

The SMS scope, service management policy, and service management objectives are explicitly required documented information, plus records demonstrating process operation and conformity.

Scope exclusions rule

Exclusions from SMS scope must be justified and documented, and may not remove a requirement whose omission would undermine conformity of services within scope.

Top management leadership

Top management establishes policy and objectives, integrates service management into business processes, ensures resources, and demonstrates accountability rather than delegating the SMS entirely.

SMS accountability

The organization remains accountable for services delivered by suppliers or internal groups; outsourced activities stay inside SMS scope and must be controlled.

Interested parties

Parties relevant to the SMS, such as customers, users, suppliers, regulators, and staff, whose requirements and expectations must be determined and addressed.

Service management policy

Top management's documented statement of intent and direction for service management, providing the framework against which objectives are set and performance judged.

Planning sequence

Establish scope and context, set policy and objectives, define processes and interactions, allocate resources and responsibilities, then implement, operate, and measure.

Measurable objectives

Service management objectives must be consistent with policy, measurable, monitored at planned intervals, and relevant to service conformity and customer satisfaction.

Process definition elements

Each process needs purpose, inputs, outputs, sequence and interaction, criteria and methods, resources, responsibilities, and records demonstrating its performance.

Risk-based planning

Planning identifies risks and opportunities affecting the SMS and services, then determines treatment actions and evaluates their effectiveness during operation.

New or changed service plan

Before transition, a plan covers resources, budget, responsibilities, acceptance criteria, timescales, and the impact of the change on existing services.

Service catalogue role

A documented set of services in scope, used during planning to define what is delivered, to whom, and the service level targets that apply.

Competence and awareness

Personnel performing service management work must be competent on the basis of education, training, or experience, and be aware of policy and objectives.

Budgeting and accounting

Planning determines the cost of delivering services, records actual costs, and uses the information to support decisions about service provision and improvement.

Implementation as a cycle

Implementation is not a one-off project; the plan includes schedules for monitoring, internal audit, management review, and improvement so the SMS keeps operating.

Monitoring vs measurement

Monitoring determines the status of an activity at intervals; measurement assigns a value using a defined method; analysis converts the results into usable information.

Monitoring determination

The organization decides what to monitor, the methods used, when it happens, who performs it, and when results are analysed and evaluated.

SLA achievement measurement

Service performance is compared with agreed service level targets; breaches are recorded, analysed, reported to the customer, and acted upon.

Internal audit purpose

At planned intervals, audit verifies that the SMS conforms to the organization's requirements and to ISO/IEC 20000-1 and is effectively implemented and maintained.

Management review inputs

Inputs include action status, changes in issues and interested parties, performance against objectives, audit results, service performance, and improvement opportunities.

Management review outputs

Outputs are decisions and actions on improvement opportunities and on any need to change the SMS, including resources, policy, or objectives.

Service reporting

Agreed, accurate, and timely reports give customers and management information on service performance and on the effectiveness of the service management system.

Nonconformity evaluation

Reviewing a nonconformity includes judging whether the corrective action taken actually removed the cause and prevented recurrence, not merely that it was closed.

Continual improvement scope

Improvement applies to services, processes, and the SMS itself, aiming to maintain and raise suitability, adequacy, and effectiveness over time.

Improvement inputs

Sources include service performance data, SLA breaches, incidents and problems, audit findings, review outputs, and customer and user feedback.

Improvement selection rule

Opportunities are selected, prioritized, approved, and assigned an owner and timescale, with the method for doing so defined by the organization.

PDCA in improvement

Plan the change and expected outcome, implement it, check results against expectations, then act to standardize the gain or adjust the approach.

Correction vs corrective action

Correction fixes the immediate nonconformity; corrective action removes its cause so the same nonconformity does not recur elsewhere or later.

Problem management contribution

Problem management removes root causes of recurring incidents and records known errors, feeding improvement actions that reduce repeat disruption.

Improvement evidence for audit

Auditors expect measured trends and completed, evaluated improvement actions, not just documented intentions or open plans without results.