ITIL 4 Foundation flashcards
ITIL 4 Foundation · 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.
- Service (ITIL 4)
- 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 offered by a product or service to meet a particular need (fit for purpose); warranty is the assurance that a product or service will meet agreed requirements (fit for use).
- Output versus 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.
- Cost and risk transfer
- In a service relationship the provider takes on some of the consumer's costs and risks, while the consumer contributes resources such as information, money or actions to value co-creation.
- Service value system components
- The service value system comprises guiding principles, governance, the service value chain, practices and continual improvement, all working together to turn demand and opportunity into value.
- Governance in the SVS
- Governance is the means by which an organization is directed and controlled; within the SVS it evaluates, directs and monitors the organization's activities and practices.
- Opportunity and demand
- Demand is the need or desire for products and services from internal and external consumers; opportunity refers to options that can add value, such as new markets or technologies.
- ITIL 4 practices
- Practices are sets of organizational resources designed for performing work or accomplishing an objective; ITIL 4 defines 34 practices in three categories.
- Four dimensions
- The four dimensions are organizations and people, information and technology, partners and suppliers, and value streams and processes; they are interdependent and all must be addressed.
- Partners and suppliers dimension
- The dimension covering the organization's relationships with other organizations involved in designing, developing, deploying, delivering and supporting services, including contracts, dependencies and shared goals.
- PESTLE factors
- Political, economic, social, technological, legal and environmental factors: the external influences that can affect each of the four dimensions of service management.
- Focus on value
- Guiding principle stating that every activity of the organization should link back, directly or indirectly, to value for itself, its customers and other stakeholders.
- Start where you are
- Guiding principle: assess what already exists and can be reused or built upon rather than starting from scratch, so the current state is understood before new work begins.
- Progress iteratively with feedback
- Guiding principle: organize work into small, manageable iterations and use feedback gathered before, during and after each iteration to keep effort focused and effective.
- Optimize and automate
- Guiding principle: make something as effective and useful as it needs to be before automating it; automating a poor process adds cost and complexity rather than value.
- Service value chain activities
- The six activities are plan, improve, engage, design and transition, obtain/build, and deliver and support; together they convert demand and opportunity into value.
- Deliver and support
- Value chain activity that ensures services are delivered and supported according to agreed specifications and stakeholders' expectations, covering day-to-day operational delivery and user support.
- Design and transition
- Value chain activity that ensures products and services continually meet stakeholder expectations for quality, cost and time to market, including testing and transition into live use.
- Incident management purpose
- Practice whose purpose is to minimize the negative impact of incidents by restoring normal service operation as quickly as possible, at the agreed level of quality.
- Change enablement purpose
- Practice whose purpose is to maximize the number of successful service and product changes by assessing risk, authorizing changes to proceed and managing the change schedule.
- Known error
- A problem that has been analyzed but not yet resolved, with a documented root cause and workaround; it is recorded and managed within problem management.
- Service desk purpose
- Practice that captures demand for incident resolution and service requests, acting as the entry point and single point of contact between users and the service provider.
- Continual improvement model
- Seven-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; how do we keep the momentum going.
- Continual improvement register
- A record that holds improvement opportunities and their associated actions, keeps them visible and prioritized, and allows progress towards completion to be tracked.
- Continual improvement practice purpose
- Practice whose purpose is to align the organization's practices and services with changing business needs through the ongoing identification and improvement of services, components and practices.
- Service level agreement
- A documented agreement between a service provider and a customer that identifies both the services required and the expected level of service.
- Operational level agreement
- An agreement between an organization and an internal group or team that supports the delivery of services to customers and underpins the SLA.
- Underpinning contract
- A contract between an organization and an external supplier that supports the delivery of services to customers and underpins the SLA.
- Multi-level SLAs
- A hierarchy of agreements in three levels: corporate level covering all customers, customer level for a specific customer group, and service level for a specific service.
- Critical success factor
- A necessary precondition for the achievement of intended results; progress against each critical success factor is measured using key performance indicators.
- Lagging and leading indicators
- Lagging indicators measure results after an event has occurred; leading indicators predict future performance and provide early warning of whether objectives will be met.
- Key performance indicator
- A metric that is important to the organization and is used to evaluate progress toward a critical success factor and its associated objective.