ITIL 4 PM PDF flashcards
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32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- ITIL 4 project definition
- A temporary structure of resources created to deliver one or more outputs against agreed objectives. It is a management vehicle that enables value co-creation rather than a practice or value stream itself.
- Output versus outcome
- An output is a deliverable the project produces, such as a new service component. An outcome is the result stakeholders experience. Value is realized only when outcomes are perceived as beneficial.
- Four dimensions model
- Organizations and people, information and technology, partners and suppliers, and value streams and processes. Every project must be viable across all four dimensions, not only the technical one.
- Project management practice type
- In ITIL 4, project management is one of the fourteen general management practices, alongside portfolio, risk and architecture management. It is not classified as a service management practice.
- Programme versus portfolio
- A programme is a temporary structure of interrelated projects managed together for shared objectives. A portfolio is the full set of programmes, projects and other work aligned to organizational strategy.
- Project manager accountability
- The project manager is accountable for the project's outputs and for effective use of project resources. Accountability for the ongoing service outcome remains with the service owner or value stream owner.
- Number of ITIL 4 practices
- ITIL 4 defines thirty-four management practices: fourteen general management, seventeen service management and three technical management. Project management belongs to the general management group.
- Practice success factors
- Descriptions of what good looks like for a practice. For project management they include effective sponsorship, clear scope, realistic planning and active stakeholder engagement across the lifecycle.
- Portfolio management purpose
- To govern the organization's investment in programmes, projects and products, ensuring work is prioritized, funded and balanced against strategy, risk and available capacity.
- Risk management in projects
- Identifies, assesses and treats uncertainty. It feeds the business case, the decision to continue at stage boundaries, and the treatment of both threats and opportunities.
- Change enablement interface
- A project delivering a new or changed service must pass through change enablement before release into live operation. The project produces the change; the practice authorizes and schedules it.
- Knowledge management role
- Ensures project information is captured, maintained and shared. The service knowledge management system is the typical repository for decisions, risks, records and lessons learned.
- Service value chain activities
- Plan, improve, engage, design and transition, obtain or build, and deliver and support. Project work is distributed across these activities rather than mapping to a single one.
- Value stream definition
- A combination of value chain activities and practices that together create products and services for consumers. A project contributes to value streams but is not itself a value stream.
- Process versus value stream
- A process is a set of interrelated activities transforming inputs into outputs. A value stream is broader, including the structures, practices and resources needed to realize value.
- Business case review
- The business case justifies investment and states expected outcomes and benefits. It is reviewed at stage boundaries, and the project should be stopped or re-scoped if it no longer holds.
- Definition of done
- An agreed process rule stating when an output is complete. It makes handover predictable, reduces rework and provides objective acceptance criteria for the receiving team.
- Handover acceptance criteria
- A project is complete only when the receiving team has accepted the output, knowledge has been transferred and support arrangements are in place. Handover is a value stream step in its own right.
- Value stream mapping
- A technique that exposes waste, handoffs and delays between project activities and surrounding operational practices. Improvements identified are managed through continual improvement.
- Organizations and people dimension
- Covers structure, culture, roles, responsibilities, competences and collaboration. It is the dimension most frequently responsible for project failure, so it needs explicit attention.
- Sponsor accountability
- The sponsor is accountable for the business case, for securing funding and for realizing outcomes. The project manager is accountable for delivering outputs within agreed constraints.
- RACI rule
- A model assigning responsible, accountable, consulted and informed duties. The standard rule is that exactly one party is accountable for each activity, preventing diffuse ownership.
- Functional versus projectized
- In a functional structure the project manager has little authority. In a projectized structure authority is high. A matrix structure splits authority between functional and project lines.
- Project board role
- Provides governance: approves the business case, authorizes stage transitions, resolves escalated issues and can stop the project. It is also called a steering committee.
- Stakeholder engagement continuity
- Stakeholders are identified, analyzed for interest and influence, and engaged through a plan. The analysis and plan are revisited continuously as the project progresses, not performed once.
- Service knowledge management system
- The repository holding the project's records, decisions, risks and lessons. It is the single source of truth for information that must survive beyond the project's closure.
- CMDB update at handover
- Configuration management records the service components a project creates or changes. Updating the configuration management database is part of handover, not an optional afterthought.
- Information quality criteria
- Project information must be accurate, timely, secure and relevant. The guiding principle keep it simple and practical argues against reporting more than decisions actually require.
- Project metrics mix
- Useful metrics include schedule and cost variance, scope change rate, post-release defect and incident rates, and outcome measures tied to the business case. Output metrics alone do not show value.
- Supplier versus partner
- A supplier is an external organization providing goods or services. A partner is a supplier with a closer strategic relationship involving shared risk and reward. One organization can be both.
- Contract risk allocation
- Fixed-price contracts transfer cost risk to the supplier. Time-and-materials contracts leave cost risk with the buyer. Outcome-based contracts tie payment to realized results.
- Multi-sourcing integration risk
- When several partners deliver components, the organization remains accountable for the end-to-end service. Service integration and management is needed to coordinate and assure the combined delivery.