Term
|
Definition
| IT Infrastructure Library |
|
|
Term
|
Definition
- Vendor neutral
- Non-prescriptive
- Best Practice
(Introduction 1-5) |
|
|
Term
| (1-4) ITIL Core Publications |
|
Definition
- ITIL Service Strategy
- ITIL Service Design
- ITIL Service Transition
- ITIL Service Operation
- ITIL Continual Service Improvement
(Introduction 1-5) |
|
|
Term
| (1-5) Best Practices include: |
|
Definition
- Public frameworks: ITIL, Six Sigma
- Standards: ISO/IEC 20000, etc
- Proprietary Knowledge
(Introduction 1-5) |
|
|
Term
| (1-5) Benefits of public frameworks |
|
Definition
Validated across a diverse set of environments
Subject to broad review across orgs
Knowledge is more widely distributed
Training and certification is often available |
|
|
Term
| (1-8) ITIL is adopted by organizations to enable them to: |
|
Definition
- Deliver value for customers through services
- Integrate business and service strategies
- Monitor, measure, and optimize service provider performance
- Manage the IT investment and budget
- Manage risk
- Manage knowledge
- Change organizational culture
- Improve the relationship with customers
- Optimize and reduce costs
(1-8) |
|
|
Term
| (1-9) Important Terms: Outcome |
|
Definition
| The result of carrying out an activity, following a process, or delivering an IT service. The term is often used to refer to intended results, as well as actual results. |
|
|
Term
| (1-9) Important Terms: Service |
|
Definition
| A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks |
|
|
Term
| (1-15) Three types of service providers |
|
Definition
Type I: Internal service provider
Type II: Shared service unit
Type III: External service provider |
|
|
Term
|
Definition
Service Provider
Customers (internal/external)
Users
Suppliers |
|
|
Term
| (1-20) Internal Customers |
|
Definition
| These are customers who work for the same business as the IT service provider. Marketing is an internal customer of IT, etc. |
|
|
Term
| (1-20) External Customers |
|
Definition
| These are customers who work for a different business from the IT service provider. External customers typically purchase services from the provider by means of legally binding contracts or agreements. |
|
|
Term
|
Definition
| Those who use the service on a day-today-basis. Distinct from customers, because some customers do not use the services directly |
|
|
Term
|
Definition
| Third parties responsible for supplying goods or services that are required to deliver IT services. Hardware, software, network, etc. |
|
|
Term
| (1-21) How are services delivered? |
|
Definition
Assets (resources and capabilities)
Processes
Functions
Roles |
|
|
Term
|
Definition
| A structured set of activities designed to accomplish a specific objective |
|
|
Term
| (1-23) Characteristics of processes |
|
Definition
Measurability
Delivers specific results
Value to customers and stakeholders
Responsiveness to specific triggers |
|
|
Term
|
Definition
| A team or group of people and the tools or other resources they use to carry out one or more processes or activities |
|
|
Term
| (1-27) Application management |
|
Definition
| Is responsible for managing applications throughout their lifecycle. The application management function supports and maintains operational applications and also plays an omportant role in the design, testing, and improvement of applications that form part of IT services. |
|
|
Term
| (1-28) Process Roles vs. Service Roles |
|
Definition
Process roles - apply to each process
- Process Owner, Process Manager, Process Practitioner
Service Roles apply to each service
- Service Owner |
|
|
Term
| How many processes are there in Service Strategy? |
|
Definition
| Three. Business Relationship Management, Service Portfolio Management, Financial Management for IT Services |
|
|
Term
| What do the three Service Strategy processes do for us? |
|
Definition
| Help understand where to invest more or less. Aligns IT with customers. |
|
|
Term
| What two aspects make up the value of a service? |
|
Definition
|
|
Term
| How many Roles are there? What are they? |
|
Definition
| Four. Process Owner, Process Manager, Process Practitioner, Service Manager. |
|
|
Term
| Business Value of Service Strategy: Purpose |
|
Definition
| Lines service provider activities with critical business outcomes |
|
|
Term
| Business Value of Service Strategy: Objectives |
|
Definition
| Enables clear understanding of the services desired by the business |
|
|
Term
| Business Value of Service Strategy: Scope |
|
Definition
| Supports flexibility in response to the changing business environment |
|
|
Term
| Business Value of Service Strategy: Value |
|
Definition
| Quantifies services through a portfolio |
|
|
Term
| Business Value of Service Strategy: Basic Concepts (definition) |
|
Definition
| Facilitates communication between the service provider and its customers. |
|
|
Term
| Business Value of Service Strategy: Processes |
|
Definition
| Aids in effective service provider organization |
|
|
Term
| Business Value of Service Strategy: Basic Concepts: Outcomes |
|
Definition
| The result of carrying out activities, following process, delivering service. Includes intended and actual results. Customers seek outcomes without ownership of associated costs/risks |
|
|
Term
| Business Value of Service Strategy: Basic Concepts: Types of Services |
|
Definition
Core: Basic functionality (messaging, etc)
Enabling: access to Core (network)
Enhancing: Differentiation (remote messaging, etc) |
|
|
Term
| Services can be classified in terms of: |
|
Definition
- How they relation to each other
- How they relate to their customers |
|
|
Term
|
Definition
| The result of carrying out an activity, following a process, or delivering an IT service, etc. The term is used to refer to intended results, as well as to actual results. |
|
|
Term
|
Definition
|
|
Term
| Service Level Package (SLP) |
|
Definition
| The defined level of utility and warranty for a specific Customer or Market Segment |
|
|
Term
| Differentiated Service Offerings |
|
Definition
Allow a service provider to package/bundle their services in ways best aligned to Customer needs.
Packages of different combinations of Utility & Warranty. Increases Value for the Customer. Silver/Gold/Platinum packages, etc. |
|
|
Term
| Business Value of Service Strategy: Basic Concepts: Value Creation through Services |
|
Definition
Value:
- Business Outcomes = Utility & Warranty
- Preferences = Things you want, but are not yet getting as an Outcome.
- Perceptions = Need to know what your competitors would charge for a similar service. Acceptance of pricing as reasonable. |
|
|
Term
| Business Value of Service Strategy: Basic Concepts: Risk Management |
|
Definition
A possible event that could cause harm or loss.
Risk assessment: Assets, Threats, Vulnerabilities
Risk management: Countermeasures
ITIL best practice: acknowledge and manage risks |
|
|
Term
| Business Value of Service Strategy: Basic Concepts: Governance |
|
Definition
- Single area tying IT and the business together.
- Defines common direction, policy, rules for both.
- Applies a consistently managed approach throughout the org |
|
|
Term
|
Definition
| A service that delivers the basic outcomes desired by one or more customers. Provides a specific level of utility and warranty. Customers may have choices through one or more service options. (2-11) |
|
|
Term
| Business Value of Service Strategy: Basic Concepts: Service Automation |
|
Definition
Tools (CRM, etc) (2-17)
- Improves utility/warranty of a service. |
|
|
Term
|
Definition
The direction/expectations for both business and IT. Formal, agreed to, enforced.
Service Strategy is the primary time to define policies. |
|
|
Term
| Any time you get a test question on "tools" |
|
Definition
| If you cannot eliminate options in the multiple choice, include them. When in doubt keep it in the answer. 9 times out of 10 a tool question is going to have "All of the Above" as a correct answer. |
|
|
Term
| Service Strategy Processes (ITIL Foundations) |
|
Definition
- Service portfolio management
- Business relationship management
- Financial management for IT services |
|
|
Term
|
Definition
Basic functionality (messaging, etc)
Enabling (access to core services, etc., such as a network)
Enhancing (provides differentiation... such as remote messaging) |
|
|
Term
| Service portfolio management: Purpose |
|
Definition
- Ensure clear definition of services that are linked to business outcomes.
- Ensure the service provider is offering the right mix of services.
- Track the investment in services throughout the service lifecycle to ensure desired returns are being achieved.
(2-19)
ITIL is all about making sure services create intended value. Somebody has to do the math on ROI and so Service Portfolio Management is probably the most important process in ITIL. |
|
|
Term
| (2-20) Service portfolio management: Objectives |
|
Definition
- Process to enable and support decision making on which services to provide
- Maintain the definitive portfolio of services provided.
- ITIL Best Practice: one service portfolio for the entire enterprise.
- Provide a mechanism to evaluate how services enable achievement of strategic objectives
- Control which services are offered / conditions, level of investment
- Track investment through lifecycle
- Analyze which services are no longer viable and could be retired
(2-20) |
|
|
Term
| (2-22) Service Portfolio parts: |
|
Definition
- Service pipeline
- Service catalogue
- Retired services
(2-22) |
|
|
Term
| (2-24) Business Relationship Management Process: Purpose |
|
Definition
- Establish and maintain the relationship between the service provider and the customer.
- Identify customer needs and ensure the service provider can meet those needs over time
(2-24) |
|
|
Term
| (2-25) Business Relationship Management Process: Objectives |
|
Definition
- Prioritize services based on understanding the customer's needs
- Ensure higher levels of CSAT through meeting customer requirements
- Identify potential impacts to services offered: changes in customer environment and tech trends
- Establish business requirements for new and changed services
- Work with customers to ensure services deliver value
- Mediate conflicting requirements
- Establish formal complaint and compliment processes. |
|
|
Term
| (2-26) Business Relationship Management Process: Scope |
|
Definition
- Because BRM is concerned with CSAT it: spans the entire service lifecycle; depends on clear and understood relationships with other service mgmt processes
- Other processes are concerned with CSAT too; they are just focused on more specific process activities and actions: example: BRM and SLM |
|
|
Term
| (2-29) Financial Management for IT Services: Purpose |
|
Definition
- Secure appropriate funding to design, develop, and deliver services that meet the strategy of the organization.
- Ensure the service provider does no commit to deliver services it is not able to provide.
- Identify the balance between cost and value
- Maintain the balance between supply and demand.
Different purpose than Corporate Accounting. Assesses the financial aspects of services.
(2-29) |
|
|
Term
| (2-30) Financial Management for IT Services: Objectives |
|
Definition
- Define/maintain a framework to identify/manage/communicate/and optionally recover the costs of providing services
- Secure funding to manage services
- Evaluate the financial impact of new or changed services
- Facilitate good stewardship of customer and service assets
- Management report on expenditures related to services
- Execute and adhere to financial mgmt policies
- Account for money spent and forecast financial requirements needed to meet commitments. |
|
|
Term
| (2-31) Financial Management for IT Services: Scope |
|
Definition
- Alignment with org financial mgmt practices
- Requires specialization in finance and IT
- Main processes: Accounting, Budgeting, Charging |
|
|
Term
| (2-32) Financial Management for IT Services: Basic Concepts: Good business case for a significant expense has 5 things. |
|
Definition
- Introduction: Presents the business objectives addressed by the service.
- Methods and assumptions: Defines the boundaries of the business case, such as time/costs/benefits
- Business impacts: Defines dinancial and non-financial business case results
- Risks and contingencies: Evaluates the probability that undesired alternative results might emerge
- Recommendations: Recommends specific actions |
|
|
Term
| (2-32) Important Terms: Business Case |
|
Definition
| Justification for a significant item of expenditure. The business case includes information about costs, benefits, options, issues, risks, and possible problems. |
|
|
Term
| (3-3) Service Design Lifecycle Stage: Inputs |
|
Definition
| Vision, mission, goals, objectives, policies |
|
|
Term
| (3-3) Service Design Lifecycle Stage: Major output |
|
Definition
| SDP (service design package) |
|
|
Term
| (3-5) Service Design Lifecycle Stage: Purpose |
|
Definition
- Realize service provider's strategy
- Design: IT services, Practices and processes, Policies
- Cost-effectively design new and changed services. Meet needs, not exceed them (doesn't add value).
(3-5) |
|
|
Term
| (3-6) Service Design Lifecycle Stage: Objective |
|
Definition
- Effectively design IT services
- Minimize the need for improvement over the life of IT services |
|
|
Term
| (3-7) Service Design includes: |
|
Definition
- Functional requirements - What it does
- Service level requirements - How Well the service delivers on functional requirements
- Business benefits - how the service contributes to business outcomes
- Overall design constraints/factors |
|
|
Term
| (3-7) Scope of Service Design |
|
Definition
- Design of services to meet current and future business needs
- Aligning IT solutions with business requirements
- Includes: Functional reqs, service level reqs, business benefits, Overall design contraints |
|
|
Term
| (3-10) Four P's of Service Design |
|
Definition
People, Processes, Products, and Partners
- People is mostly BRM and stakeholders who already have operational responsibility.
- Products can also be Tech
- Partners can also be suppliers
(3-10) |
|
|
Term
| (3-11) The five major aspects of Design |
|
Definition
STAMP
S-Service solutions
T-Tools and technology
A-Architecture
M-Measurements and metrics
P-Processes
All of this lives in the SDP.
(3-11) |
|
|
Term
| (3-13) Service Design Package |
|
Definition
| Documents defining all aspects of an IT service and its requirements through each stage of its lifecycle. A service design package is produced for each new IT service, major change, or IT service retirement. Contains: Requirements, Service design, Org readiness assessment, Service lifecycle plan |
|
|
Term
| (3-18) Purpose of Design Coordination |
|
Definition
- To ensure that the goals and objectives of the service design stage are met
- To provide and maintain a single point of coordination and control for all design processes and activities |
|
|
Term
| (3-19) Scope of Design Coordination |
|
Definition
| Includes all design activity for new or changed services moving into or out of production. |
|
|
Term
| (3-21) Basic concept of Design Coordination |
|
Definition
- Design coordination ensures creation of a service design package for new and changed services.
- Design coordination ensures handoff of service design packages to service transition. |
|
|
Term
| (3-22) Service Catalog Management: Purpose |
|
Definition
- Provide and maintain a single source of info about operational services. Includes services that are being prepared to be run operationally.
- Ensure availability of the service catalog to those authorized to use it
(3-22) |
|
|
Term
| (3-23) Service Catalog Management: Objectives |
|
Definition
- Manage the information in the service catalog
- Ensure accuracy & availability of the service catalog
- Ensure the catalog supports the evolving needs of the other service management processes. |
|
|
Term
| (3-24) Service Catalog Management: Objectives |
|
Definition
- Clearly defined services and packages
- Customer-facing vs. supporting services |
|
|
Term
|
Definition
|
|
Term
| (5-3) ITIL Service Operation contains what processes? |
|
Definition
| Event Mgmt, Incident Mgmt, Request Fulfillment, Problem Mgmt, Access Mgmt |
|
|
Term
|
Definition
| Manages events throughout their lifecycle. This includes coordination activities to detect events, make sense of them, and determine the appropriate control action. |
|
|
Term
| (5-12) Incident Management |
|
Definition
| Concentrates on restoring unexpectedly degraded or disrupted services to users as quickly as possible, in order to minimize business impact. |
|
|
Term
| (5-12) Problem Management |
|
Definition
| Involves root cause analysis to determine and resolve underlying causes of recurring Incidents. Includes creation of known error records that document root causes and workarounds to allow quicker diagnosis and resolution. |
|
|
Term
| (5-12) Request Fulfillment |
|
Definition
| The process for managing the lifecycle for all service requests. Service requests are managed throughout their lifecycle from initial request to fulfillment using separate request records/tables to record/track status. |
|
|
Term
|
Definition
| Process of granting authorized users the rights to use a service. Based on being able to accurately identify authorized users and manage their access as required for roles/functions. |
|
|
Term
|
Definition
| Function. Single point of contact for users when there is a service disruption, request, or some change requests. Point of coordination between customers and IT groups/processes. |
|
|
Term
| (5-13) Technical Management |
|
Definition
| Function. Provides detailed tech skills and resources needed to support the ongoing operation of IT services and the management of the IT infrastructure. Tech management also plays an important role in design/testing/release/and improvement of services |
|
|
Term
| (5-13) IT Operations Mgmt |
|
Definition
| Function. Executes the daily operation activities needed to amnage IT services and the supporting IT infrastructure. This is done according to performance standards (defined in Design). IT opers mgmt has two sub-functions that are generally distinct: IT Operations Control and Facilities Management. |
|
|
Term
| (5-18) What are the three types of Events? |
|
Definition
- Informational (99% of events)
- Warning (early info that be used to minimize disruption)
- Exception (failures requiring followup) |
|
|
Term
| Is a password reset request an Incident? |
|
Definition
| No...it's a Service Request. Part of the service as designed. Incident is an exception to agreed service. |
|
|
Term
|
Definition
Deliver value for customers through services
Integrate business and service strategies
Monitor, measure, and optimize service provider performance
Manage the IT investment and budget
Manage risk
Manage knowledge
Change org culture
Improve the relationship with customers
Optimize and reduce costs |
|
|
Term
|
Definition
| Service Level Mgmt is focused on warranty and service levels delivered, while BRM (strategic) is focused on utility. Interfaces between these two processes must be clearly defined. |
|
|
Term
|
Definition
Negotiation/agreements of current/future SLRs (service level requirements). Documentation of operation services, OLAs.
Review suppliers and UCs
Proactive action to improve service levels delivered
- Out of scope: negotiation/agreement of functionality/utility. negotiating contracts and UCs |
|
|
Term
|
Definition
- Service Lifecycle CIs - Business Case, Service Mgmt plans, SDPs, etc.
- Service CIs - Capability assets (processes, people); Service resource assets (financial, people); Service model (package); Organization CIs (business strategy); Internal CIs (data center, software); External CIs (agreements, external services); Interface CIs ( needed to delivery end-to-end service. Ex: An escalation document describing how an Incident will be transferred. |
|
|
Term
| (4-21) Purpose of Change Mgmt |
|
Definition
- Control the lifecycle of all changes
- Enable beneficial changes
- Minimize the disruption associated with changes |
|
|
Term
|
Definition
| Is responsible for managing applications throughout their lifecycle. The application mgmt function supports and maintains operational applications and also plays an important role in the design, testing, and improvement of applications that form part of IT services. |
|
|
Term
| (5-55) Service Desk structures |
|
Definition
- Local
- Centralized
- Virtual
- Follow the sun (different desks picking up support during working hours around the globe) |
|
|
Term
|
Definition
The Deming Cycle is a four-stage process for quality improvement. It forms the basis of CSI and is form of governance. It is also called the PDCA (Plan, Do, Check, and Act).
Plan: Establish the objectives and processes necessary to deliver results in accordance with the customer requirements and org's policies.
Do: Implement the processes.
Check: Monitor and measure processes and product against policies, objectives, requirements, and report results
Act: Take actions to continually improve process performance. |
|
|
Term
|
Definition
| CSI register captures/records all improvement opportunities that have been identified. It is considered part of the SKMS. The CSI manager has accountability and responsibility for the production and maintenance of the CSI register, which can contain: Opportunity number, Date raised, size, timescale, description, priority, KPI metrics, justification, Raised by, etc. |
|
|
Term
| (6-19) Seven Step Improvement Process |
|
Definition
Define and manage steps needed to:
- Identify the strategy for improvement
- Define what you will measure
- Gather the data
- Process the data
- Analyze the information and data
- Present and use the information
- Implement improvement |
|
|
Term
| (6-23) Seven Step Improvement Process maps to the Deming Cycle |
|
Definition
-Plan: Identify and Define
-Do: Gather and Process
-Check: Analyze and Present
-Act: Implement |
|
|
Term
| (6-24) Seven Step Improvement Process maps to DIKW Structure |
|
Definition
- Data: Define and Gather
- Information: Process
- Knowledge: Analyze and Present
- Wisdom: Implement and Identify |
|
|
Term
|
Definition
- What is the Vision?
- Where are we now?
- Where to we want to be?
- How do we get there?
- Did we get there?
- How do we keep the momentum going? |
|
|
Term
| (6-?) Three main types of CSI metrics |
|
Definition
| - Technology, Process, and Service metrics |
|
|
