ITIL Foundation V5 flashcards

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

Guiding principle

A recommendation that guides an organization in all circumstances, regardless of changes in goals, strategies, type of work, or management structure. Principles are universal and enduring.

Focus on value

A guiding principle stating that everything the organization does should map, directly or indirectly, to value for itself, its customers, and other stakeholders; value is defined by the recipient.

Start where you are

A guiding principle stating that existing services, processes, people, and tools should be assessed and reused where useful rather than discarded, so current state is understood before new work begins.

Progress iteratively with feedback

A guiding principle stating that work should be organized into small, manageable iterations, with feedback sought and applied before, during, and after each iteration to keep direction correct.

Collaborate and promote visibility

A guiding principle stating that work should involve the right stakeholders across boundaries and that information should be shared openly so decisions rest on accurate, common understanding.

Optimize and automate

A guiding principle stating that human-performed and technology-supported work should first be optimized, then automated, so that automation is never applied to inefficient or unnecessary activity.

Service

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.

Utility and warranty

Utility is the functionality a product or service offers to meet a need (fit for purpose); warranty is assurance it meets agreed requirements (fit for use), covering availability, capacity, security, and continuity.

Output and outcome

An output is a tangible or intangible deliverable of an activity; an outcome is a result for a stakeholder enabled by one or more outputs. Outcomes matter to customers more than outputs.

Value co-creation

The joint creation of value through interaction between provider and consumer. The provider cannot deliver value alone; value is realized only in the consumer's own context and use.

Customer and user roles

The customer defines requirements for a service and takes responsibility for outcomes of service consumption; the user is the role that actually uses the service.

Cost and risk concepts

Cost is the amount of money spent on a specific activity or resource; risk is the possible negative consequence of an action or decision, involving uncertainty of outcome.

Four dimensions

Organizations and people; information and technology; partners and suppliers; value streams and processes. All four are critical and must be addressed together for a holistic approach to service management.

Organizations and people dimension

The dimension covering roles and responsibilities, formal organizational structures, culture, required staffing and competencies, and how people are led, supported, and developed.

Information and technology dimension

The dimension covering the information and knowledge needed to manage services and the technologies that support them, including information governance, security, and data management.

Partners and suppliers dimension

The dimension covering relationships with other organizations involved in designing, developing, deploying, delivering, supporting, and improving services, including contracts, dependencies, and shared responsibilities.

Value streams and processes dimension

The dimension defining how parts of the organization work together in an integrated way; processes transform inputs into outputs, and value streams are the steps used to create and deliver services.

PESTLE factors

External factors affecting the four dimensions: political, economic, social, technological, legal, and environmental. They shape how organizations and people, information, partners, and processes must operate.

Service value system

A model describing how all components and activities of an organization work together to facilitate value creation, taking demand and opportunity as inputs and producing value as output.

Demand and opportunity

Demand is the need or desire for products and services among internal and external consumers; opportunity represents options or possibilities to add value or otherwise improve the organization.

Service value chain

An operating model with six activities: plan; improve; engage; design and transition; obtain/build; deliver and support. Activities combine in different sequences to form value streams.

Plan activity

The value chain activity that ensures a shared understanding of the vision, current status, and improvement direction for all four dimensions and all products and services across the organization.

Engage activity

The value chain activity that provides a good understanding of stakeholder needs, transparency, and continual engagement and good relationships with all stakeholders.

Design and transition activity

The value chain activity that ensures products and services continually meet stakeholder expectations for quality, costs, and time to market, covering design and the transition into live operation.

Obtain/build activity

The value chain activity that ensures service components are available when and where they are needed and that they meet agreed specifications, including acquiring or building them.

Deliver and support activity

The value chain activity that ensures services are delivered and supported according to agreed specifications and stakeholder expectations, including day-to-day operation and user support.

Governance in the SVS

The means by which an organization is directed and controlled; the governing body evaluates, directs, and monitors the organization, providing direction and control within the service value system.

Practice definition

A set of organizational resources designed for performing work or accomplishing an objective, built from the four dimensions: people, information and technology, partners and suppliers, value streams and processes.

Incident management

The practice of minimizing the negative impact of incidents by restoring normal service operation as quickly as possible. An incident is an unplanned interruption to, or quality reduction of, a service.

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. A problem is a cause of incidents.

Change enablement

The practice of ensuring risks are properly assessed, authorizing changes to proceed, and managing a change schedule to maximize the number of successful service and product changes.

Continual improvement model

A six-step model: what is the vision; where are we now; where do we want to be; how do we get there; take action; did we get there. Steps are revisited iteratively while keeping momentum.

Organizational change management

The practice of ensuring that changes in an organization are smoothly and successfully implemented and that lasting benefits are achieved by managing the human aspects of change.