ITIL 4 SL flashcards
ITIL 4 SL · 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.
- Digital strategy
- A digital strategy defines how an organization will use digital technologies and capabilities to create customer value, compete, and achieve its business objectives in changing markets.
- IT strategy
- An IT strategy defines how technology services, assets, platforms, and capabilities will be built, delivered, governed, and evolved to support the organization’s overall direction and service outcomes.
- Digital transformation
- Digital transformation is a deliberate, organization-wide change in business models, operating models, and customer experiences enabled by digital technology, rather than a single technology deployment.
- Digital disruption
- Digital disruption occurs when new digital entrants, technologies, or business models alter customer expectations, value structures, or competitive rules faster than established organizations can respond.
- PESTLE analysis
- PESTLE analysis examines political, economic, social, technological, legal, and environmental factors outside an organization to identify opportunities, threats, and constraints that may affect strategy.
- SWOT analysis
- SWOT analysis assesses internal strengths and weaknesses plus external opportunities and threats, helping strategists match capabilities to the environment and decide strategic priorities.
- VUCA environment
- VUCA describes volatile, uncertain, complex, and ambiguous conditions; strategists respond with shorter planning cycles, scenario thinking, and explicit risk tolerance.
- Capability
- A capability is the combination of organizational resources, skills, processes, and technology that enables an organization to achieve a specific outcome consistently.
- Value stream
- A value stream is a series of activities an organization uses to create and deliver products or services to consumers, showing end-to-end flow and value creation.
- Risk appetite
- Risk appetite is the amount and type of risk an organization is willing to accept in pursuit of its objectives, guiding strategy choices, investment, and controls.
- Innovation portfolio
- An innovation portfolio balances improvement, sustaining, efficiency, and disruptive initiatives across time horizons, matching investment to strategic goals and acceptable risk.
- Operating model
- An operating model describes how an organization arranges people, processes, technology, governance, and resources to deliver value and execute its strategy consistently.
- Service value chain
- The ITIL service value chain is a set of six activities-plan, improve, engage, design and transition, obtain/build, and deliver and support-that convert demand into value.
- Strategic alignment
- Strategic alignment means business objectives, IT priorities, investment, and service performance are mutually consistent, so technology work contributes directly to agreed organizational outcomes.
- Business model
- A business model explains how an organization creates, delivers, and captures value through its value proposition, customers, channels, resources, activities, costs, and revenue.
- Strategic direction
- Strategic direction is the long-term course an organization chooses, expressed through vision, mission, objectives, and priorities that guide decisions, investment, and service delivery.
- Direct
- In ITIL 4, direct is the practice of setting direction, policy, priorities, and governance so that work aligns with strategy and authorized objectives.
- Plan
- Plan is the practice of translating direction into coordinated decisions about portfolios, resources, budgets, schedules, dependencies, and risk so outcomes can be delivered.
- Continual improvement model
- The ITIL 4 continual improvement model has seven steps: vision, current state, target state, route, action, evaluation, and sustaining momentum for future improvement.
- Continual improvement register
- A continual improvement register records improvement opportunities, their value, risk, priority, owner, and status so progress can be managed and benefits verified.
- Governance
- Governance is the system by which an organization is directed and controlled, assigning accountability for strategy, risk, performance, and compliance.
- Stakeholder mapping
- Stakeholder mapping classifies people by influence, interest, needs, and impact so engagement and communication can be tailored to build support and reduce resistance.
- Organizational change management
- Organizational change management manages the people side of change through communication, training, role adjustment, resistance handling, and reinforcement so new ways of working stick.
- KPI
- A key performance indicator is a measurable value that shows how effectively an organization achieves a critical objective, usually tracked with targets and reporting cycles.
- Critical success factor
- A critical success factor is a condition or capability that must be met for an objective or strategy to succeed, and it guides KPI selection and reporting.
- Leading indicator
- A leading indicator is a metric that changes before an outcome and predicts future performance, enabling earlier corrective action.
- Lagging indicator
- A lagging indicator is a metric that confirms results after they occur, such as customer satisfaction or incident reduction, and is useful for validation.
- Value stream mapping
- Value stream mapping visualizes the steps, handoffs, delays, and information flows needed to deliver a service, exposing waste and improvement opportunities.
- Prioritization matrix
- A prioritization matrix ranks work using criteria such as value, risk, effort, urgency, and dependencies to decide what should be funded and done first.
- Communication plan
- A communication plan defines audiences, messages, channels, timing, and owners for stakeholder communication so direction and change are understood consistently.
- MoSCoW prioritization
- MoSCoW prioritization sorts requirements into must-have, should-have, could-have, and will-not-have this time, helping scope decisions and stakeholder agreement.
- RACI model
- A RACI model assigns roles as responsible, accountable, consulted, or informed for activities, clarifying decision rights and communication expectations.