ITIL 4 HVIT flashcards
ITIL 4 HVIT · 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.
- High-velocity IT definition
- The application of digital technology and lean-agile ways of working to deliver fast, resilient, co-created value; a lens on ITIL 4 rather than a separate framework.
- VUCA
- Volatility, uncertainty, complexity, and ambiguity: the conditions that make fixed long-range plans unreliable and favour experimentation and short feedback cycles.
- Digital product
- A product whose value depends on digital technology, managed across its whole lifecycle from concept through build and run to retirement, by a persistent team.
- Digital transformation
- Using digital technology to change business models and customer experience, as distinct from digitizing existing manual processes without changing the operating model.
- Cynefin decision rule
- Match approach to context: best practice for clear, expert analysis for complicated, safe-to-fail experiments for complex, and immediate stabilizing action for chaotic.
- Three characteristics of HVIT
- Fast delivery of value, high resilience under volatile conditions, and co-creation of value with customers and partners. All three are required together.
- LARC orientations
- Lean, agile, resilient, and continuous: the four orientations high-velocity IT combines. Resilience remains mandatory even when speed is the priority.
- ITIL 4 four dimensions
- Organizations and people, information and technology, partners and suppliers, and value streams and processes. They apply unchanged in high-velocity IT.
- Safety culture
- A culture where people can report failures, near misses, and dissent without punishment, enabling fast feedback and learning instead of concealment.
- Blameless post-mortem
- A review that examines systemic causes and contributing factors rather than individual fault, producing corrective actions and shared learning rather than sanctions.
- Learning culture
- A culture that treats errors as information to be examined and reused. It contrasts with a blame culture, which drives concealment and raises risk.
- T-shaped people
- Team members with broad competence across several disciplines plus deep expertise in at least one, reducing dependencies and handoffs within cross-functional teams.
- Psychological safety
- A shared belief that speaking up with questions, concerns, or mistakes will not be punished or humiliated, which is a precondition for rapid learning.
- Intrinsic motivation
- Motivation driven by autonomy, mastery, and purpose. It outperforms extrinsic reward for creative knowledge work and supports team flow.
- Customer-centricity behaviour
- Treating the customer's outcome as the definition of value, with real-user feedback loops designed into the work rather than added after release.
- Leader as coach
- A leadership behaviour that removes impediments, protects the team, makes constraints and priorities explicit, and develops capability rather than directing tasks.
- Collaboration and visibility
- Sharing backlogs, metrics, and status openly through information radiators and joint forums, reducing handoff delay and misalignment between business and IT.
- Ethics in high-velocity IT
- Testing decisions against stated organizational values and societal impact, particularly where automation, algorithms, and personal data are involved.
- Continuous integration
- Automatically building and running automated tests on every code change, so integration problems are detected within minutes rather than at release time.
- Continuous deployment
- An extension of continuous delivery in which every change passing automated verification is released to production without a manual approval gate.
- Test-driven development
- A cycle of writing a failing test, making it pass with the simplest code, then refactoring. The resulting suite is the regression net for fast change.
- Infrastructure as code
- Defining infrastructure in version-controlled files applied by automation, making environments reproducible, consistent, and disposable rather than hand-built.
- Canary release
- Routing a small slice of traffic to a new version, verifying health and behaviour, then promoting or rolling back to limit the blast radius of failure.
- Blue/green deployment
- Running two parallel production environments and switching traffic between them, so a new version can be verified and rollback is a traffic switch.
- Feature toggle
- A configuration switch that enables or disables functionality at runtime, decoupling deployment from release and allowing dark launches and instant rollback.
- Chaos engineering
- Deliberately injecting controlled failure into production-like environments to test resilience hypotheses before real incidents reveal the weaknesses.
- Minimum viable product
- The smallest increment that produces validated learning from real users. It is a learning instrument, not a low-quality or unfinished release.
- Value stream definition
- The series of steps an organization uses to create and deliver products and services to consumers, mapped end to end rather than by department.
- Flow efficiency
- Process time divided by lead time. Low flow efficiency indicates waiting and queueing dominate the value stream and should be attacked first.
- Little's law
- Average work in progress equals arrival rate multiplied by average time in system. With stable throughput, reducing work in progress shortens cycle time.
- DevOps three ways
- Flow from development to operations, fast feedback from operations back to development, and continual learning and experimentation across the whole system.
- Product versus project
- A digital product is funded and managed for its whole lifecycle by a persistent team; a project is temporary and dissolves at handover, losing ownership.