ITIL 4 MP cheat sheet

Incident priority = impact × urgency; impact is the effect on the business, urgency is the acceptable delay.

Change categories: standard (pre-authorized, low risk, predefined trigger), normal (assessed and authorized, often by a change authority), emergency (expedited for a major incident or security issue).

Deployment moves components into a live environment; release makes them available to users. The two can be decoupled using feature toggles.

The service desk is the single point of contact for users and owns incident and request logging, user communication, and first-line resolution.

Swarming replaces tiered escalation: a temporary team holding the needed skills resolves the issue, cutting handoffs and elapsed time.

Problem management produces known error records (documented root cause plus workaround) and drives permanent resolution.

Shift left means performing testing, security and quality checks earlier in the value stream; defects found earlier cost less to fix.

Service validation and testing confirms utility (fit for purpose) and warranty (fit for use) through unit, integration, system, regression, user acceptance and operational readiness tests.

Value stream mapping measures lead time versus process time, wait states, handoffs and percentage complete and accurate (%C&A).

ITIL 4 customer journey stages: explore, engage, offer, agree, onboard/offboard, co-create, realize, optimize.

Service consumer roles: the customer defines requirements and owns outcomes; the user consumes the service; the sponsor authorizes budget.

Utility = fit for purpose (functionality delivered); warranty = fit for use (assurance of availability, capacity, security and continuity).

SLA = agreement between provider and customer; OLA = internal agreement between teams; UC = agreement with an external supplier.

NPS = % promoters (scores 9–10) minus % detractors (scores 0–6); passives are 7–8; the range is −100 to +100.

CSAT scores satisfaction with a single interaction; CES measures the effort needed to get resolution, and lower effort is better.

Power/interest grid: high power + high interest = manage closely; high power + low interest = keep satisfied; low power + high interest = keep informed; low power + low interest = monitor.

Onboarding gives access, knowledge and clear expectations; offboarding revokes access, recovers assets and captures feedback.

A value proposition is utility plus warranty, co-created with customers and other stakeholders rather than delivered one-way.

The five high-velocity IT objectives are: valuable investments, fast development, resilient operations, co-created value and assured conformance.

VUCA stands for volatility, uncertainty, complexity and ambiguity, describing the operating conditions high-velocity organizations face.

Cynefin decision rules: clear = sense–categorize–respond; complicated = sense–analyse–respond; complex = probe–sense–respond; chaotic = act–sense–respond.

Error budget = 100% minus the service level objective; spending it permits faster, riskier change, while exhausting it prioritizes reliability work.

Chaos engineering injects controlled failures to validate resilience; blameless post-incident reviews extract learning without blaming individuals.

Canary release sends a small traffic slice to the new version, then widens or rolls back; blue/green switches traffic between two identical environments.

Feature toggles decouple deployment from release, enabling dark launches, experiments and near-instant rollback.

CALMS summarizes DevOps: culture, automation, lean, measurement and sharing.

Lean thinking: identify value, map the value stream, create flow, establish pull, pursue perfection, removing waste first.

Governance is evaluate, direct and monitor (EDM); management plans, builds and runs the organization's work.

Continual improvement 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?

Direction operates at three levels: strategic (purpose, vision, policy), tactical (plans, portfolios) and operational (day-to-day execution).

Risk = likelihood × impact; inherent risk is the level before controls, residual risk the level remaining after controls are applied.

Risk treatment options are avoid, modify, share and retain.

Control types: preventive (stops an event), detective (finds an event), corrective (fixes an event).

KPIs should be SMART; leading indicators predict future performance, lagging indicators confirm it after the fact.

The continual improvement (CSI) register records improvement opportunities with owner, status and expected value, and feeds prioritization.

RACI: exactly one accountable per activity, responsible parties do the work, consulted parties give input before decisions, informed parties are told afterwards.