ITIL 4 CDS flashcards
ITIL 4 CDS · Build recall with a focused review session.
32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Utility and warranty
- Utility is a service's fitness for purpose, meaning what it does to enable customer outcomes; warranty is fitness for use, covering availability, capacity, continuity and security. Value requires both.
- Shift left
- Moving activities such as testing, defect detection, knowledge provision and incident resolution closer to the point of origin and earlier in the lifecycle, reducing the cost and lead time of correction.
- Swarming
- An incident resolution technique in which a group of people with the necessary competencies collaborate on an issue at the same time, instead of passing it sequentially through support tiers.
- Service desk
- The practice and single point of contact that captures user demand for incidents and service requests and channels it into the appropriate value streams for resolution or fulfilment.
- DevSecOps
- An approach that integrates development, operations and information security so that security controls, testing and compliance are automated and embedded throughout the continuous integration and delivery pipeline.
- Continuous integration
- A software development practice in which code changes are merged frequently into a shared mainline, triggering automated build and test so that integration problems are detected early.
- Service (ITIL definition)
- A means of enabling value co-creation by facilitating outcomes that customers want to achieve, without the customer having to manage specific costs and risks.
- Incident management
- The practice that aims to minimise the negative impact of an incident by restoring normal service operation as quickly as possible, prioritising work using impact and urgency.
- Problem management
- The practice of reducing the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors.
- Known error
- A problem that has been analysed but not yet resolved, for which a documented workaround exists and is recorded in the error log so recurrences can be handled faster.
- Emergency change
- A change that must be implemented as soon as possible, for example to resolve a major incident or security vulnerability; it is assessed and authorised by a designated emergency change authority.
- Deployment management
- The practice of moving new or changed hardware, software, documentation or configuration items to live environments, which is distinct from releasing them to users.
- Service request management
- The practice of supporting agreed service quality by handling predefined, low-risk, user-initiated requests, typically fulfilled through the service catalogue and often automated.
- Service level agreement
- A documented agreement between a service provider and a customer that identifies both the services provided and the agreed target levels of service.
- Little's Law
- Average lead time equals average work in progress divided by average throughput; therefore reducing WIP or raising throughput shortens the time work takes to flow through a system.
- WIP limit
- A cap on the number of items allowed in a workflow stage at one time, used in Kanban to expose bottlenecks, reduce multitasking and improve flow and predictability.
- Lead time
- The total elapsed time from when a demand item is raised or enters the workflow until it is delivered, including both value-adding work time and waiting time.
- Theory of constraints
- An improvement approach that identifies the system's limiting constraint, exploits and subordinates work to it, elevates its capacity, and then repeats the cycle as the constraint moves.
- Flow efficiency
- The ratio of active value-adding work time to total lead time, expressed as a percentage; low values indicate large amounts of waiting and queueing in the workflow.
- Cost of delay
- An estimate of the economic value lost per unit of time that a work item is delayed, used to sequence backlogs when items differ in value and urgency.
- T-shaped people
- Individuals with deep expertise in one discipline and broad working knowledge of related disciplines, which improves collaboration, swarming and end-to-end flow in cross-functional teams.
- Psychological safety
- A team climate in which people believe they can raise concerns, admit mistakes and ask questions without punishment, which supports learning and honest blameless review.
- Team topologies
- A model describing four team types, namely stream-aligned, enabling, complicated-subsystem and platform, plus three interaction modes: collaboration, X-as-a-service and facilitating.
- Stream-aligned team
- A long-lived cross-functional team aligned to a single value stream, product or service, empowered to deliver end to end and therefore reducing handoffs and dependencies.
- Blameless culture
- A way of working in which reviews of incidents and failures focus on systemic causes and learning rather than individual fault, encouraging honest reporting and sustained improvement.
- Communities of practice
- Informal groups of practitioners who share a craft or discipline, exchanging knowledge and developing competencies across organisational boundaries outside formal reporting lines.
- Capability
- The ability of an organisation to combine people, processes, information, technology and partners to achieve a desired outcome consistently; capabilities must be developed and managed deliberately.
- Service value chain
- Six interconnected activities, namely plan, improve, engage, design and transition, obtain or build, and deliver and support, that convert demand into value through products and services.
- Four dimensions
- Organisations and people; information and technology; partners and suppliers; value streams and processes. These are the perspectives that must be considered for any service.
- Continual improvement model
- A seven-step cycle asking what the vision is, where we are now, where we want to be, how we get there, taking action, whether we got there, and how to keep the momentum.
- SWOT analysis
- An assessment of internal strengths and weaknesses together with external opportunities and threats, used to shape strategy and improvement plans for a service or capability.
- DIKW model
- A hierarchy in which data is processed into information, information is interpreted to create knowledge, and knowledge combined with judgement yields wisdom for decision-making.