ITIL 4 Dion Cram Card exam questions and answers

Practice

A set of organizational resources designed for performing work or accomplishing an objective.

Relationship Management

The practice of establishing and nurturing links between an organization and its stakeholders at strategic and tactical levels.

Release Management

The practice of making new changed service and features available for use.

Service Configuration Management

Ensure that accurate and reliable information about the configuration of services, and the configuration items that support them, is available when and where it is needed

Service Level Management

The practice of setting clear business-based targets for service performance so that the delivery of a service can be properly assessed, monitored, and managed against these targets.

Service Request Management

The practice of supporting the agreed quality of a service by handling all pre-defined, user-initiated service requests in an effective and user-friendly manner.

Supplier Management

The practice of ensuring that an organization's suppliers and their performance levels are managed appropriately to support the provision of seamless quality products and services.

Service Level Agreement (SLA)

A documented agreement between a service provider and a customer that identifies services required and the expected level of service.

Service Desk

The practice designed to capture demand for incident resolution and service requests. The entry point/single point of contact for the service provider with all of its users.

Guiding Principle

is a recommendation that guides an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure.

Focus on Value

A guiding principle. All activities conducted by the organization should link back directly or indirectly to value for itself, its customers, and other stakeholders.

Start Where You Are

A guiding principle. Do not start from scratch and build something new without considering what is already available to be leveraged; the current state should be investigated and observed directly to ensure it is understood.

Progress Iteratively With Feedback

A guiding principle. Do not attempt to do everything at once. Organize the work into smaller, manageable sections that can be executed and completed in a timely manner. The focus on each effort will be sharper and easier to maintain.

Collaborate and Promote Visibility

A guiding principle. When initiatives involved the right people in the current roles, efforts benefit from better buy-in, more relevance, and increased likelihood of long-term success.

Think and Work Holistically

A guiding principle. No service, practice, process, department, or supplier stands alone. The outputs that the organization delivers to itself, its customers, and other stakeholders will suffer unless it works in an integrated way to handle its activities as a whole, rather than as separate parts. All the organization's activities should be focused on delivery of value.

Keep It Simple and Practical

A guiding principle. If a process, service, action or metric fails to provide value or produce a useful outcome, eliminate it. In a process or procedure, use the minimum number of steps necessary to accomplish the objective(s). Always use outcome-based thinking to produce practical solutions that deliver results.

Optimize and Automate

A guiding principle. Before an activity can be effectively automated, it should be optimized to whatever degree is possible and reasonable. Consider the four dimensions when designing, managing, or operating an organization and its processes. Human intervention should only happen where it contributes value to the process

Service Value System

A model representing how all the components and activities of an organization work together to facilitate value creation.

Service Value Chain (SVC)

A set of interconnected activities that an organization performs to deliver a valuable product or service to its consumers and to facilitate value realization.

Plan, Improve, Engage, Design & Transition, Obtain/Build, Deliver & Support

Plan

Part of the service value chain. Ensures a shared understanding of the vision, current status, and improvement direction for all four dimensions and all products and services across an organization.

Improve

Part of the service value chain. Ensures continual improvement of products, services and practices across all value chain activities and the four dimensions of service management

Engage

Part of the service value chain. Provides a good understanding of stakeholder needs, transparency, continual engagement, and good relationships with all stakeholders.

Design and Transition

Part of the service value chain. Ensures products and services continually meet stakeholder expectations for quality, costs, & time to market.

Obtain/Build

Part of the service value chain. Ensures services are available when and where they are needed, and that they meet agreed specifications.

Deliver & Support

Part of the service value chain. Ensures Services are delivered and supported according to agreed specifications and stakeholder expectations.

Four Dimensions

Are the four perspectives that are critical to the effective and efficient facilitation of value for customers and other stakeholders in the form of products and services.

1) Organization and People

2) Information and Technology

3) Partners and Suppliers

4) Value Streams and Processes

Organizations and People

One of the four dimensions of service management. Ensures that the way an organization is structured and managed, as well as its roles, responsibilities, and systems of authority and communication, is well defined and supports its overall strategy and operating model.

Information and Technology

One of the four dimensions of service management. Includes the information and knowledge used to deliver services, and the information and technologies used to manage all aspects of the service value system.

Partners and Suppliers

One of the four dimensions of service management.. Encompasses the relationships an organization has with other organizations that are involved in the design, development, deployment, delivery, support, and/or continual improvement of services.

Value Stream and Processes

One of the four dimensions of service management. It defines the activities, workflows, controls, and procedures needed to achieve the agreed objectives.

Value Stream

A series of steps an organization undertakes to create and deliver products and services to consumers.

Practice

A set of organizational resources designed for performing work or accomplishing an objective.

Change Enablement

The practice of ensuring that risks are properly assessed, authorizing changes to proceed and managing a change schedule in order to maximize the number of successful service and products changes

Change

An addition, modification, or removal of anything that could have a direct or indirect effect on services.

Deployment Management

The practice of moving new or changed hardware, software, documentation, processes, or any other service component to live environments.

incident management

The practice of minimizing the negative impact of incidents by restoring normal service operation as quickly as possible.

Information security management

The practice of protecting an organization by understanding and managing risks to the confidentiality, integrity, and availability of information.

IT Asset Management

The practice of planning and managing the full lifecycle of all IT assets.

Monitoring and Event Management

The practice of systematically observing services and service components, and recording and reporting selected changes of state identified as events.

Event

Any change of state that has significance for the management of a service or other configuration item.

Problem Management

The practice of reducing the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors.

Problem

A cause, or potential cause, of one or more incidents.

Incident

An unplanned interruption to a service or reduction in the quality of a service.

Workaround

A solution that reduces or eliminates the impact of an incident or problem for which a full resolution is not yet available. Some workarounds reduce the likelihood of incidents.

Known Error

A problem that has been analyzed and has not been resolved

Continual Improvement

The practice of aligning an organization's practices and services with changing business needs through the ongoing identification and improvement of all elements involved in the effective management of products and services.

Continual Improvement Model

A high-level guide to support improvement initiatives using a cyclical seven step framework.

How do we keep the momentum going?

What is the vision? (Business vision. mission, goals, and objectives)

Where are we now? (Perform baseline assessment)

Where do we want to be? (Define measurable targets)

How do we get there? (Define the improvement plan)

Take action (Execute improvement plan)

Did we get there? (Evaluate metrics and KPIs)

IT asset

Any valuable component that can contribute to delivery of an IT product or service

Product

Is a configuration of resources, created by the organization, that will be potentially valuable to their customers.

Organization

A person or a group of people that has its own functions with responsibilities, authorities, and relationships to achieve its objectives.

Customer

The role that defines the requirements for a service and takes responsibility for the outcomes of service consumption.

User

the person who consumes or uses the product or service

Sponsor

The role that authorizes budget for service consumption.

Service Relationship Management

Joint activities performed by a service provider and a service consumer to ensure continual value co-creation based on agreed and available service offerings.

Service Offering

A formal description of one or more services, designed to address the needs of a target consumer group. A service offering may include goods, access to resources, and service actions.

Service Provision

Activities performed by an organization to provide services, including management of the provider's resources, configured to deliver the service; ensuring access to these resources for users; fulfilment; and continual improvement. It may also include the supply of goods.

Service Consumption

Activities performed by an organization to consume services. It includes the management of the consumer's resources needed to use the service, service actions perform by users, and the receiving (acquiring) or goods (if required).

Service Management

A set of specialized organizational capabilities for providing value to customers in the form of services.

Goods

Have the ownership transferred to a customer

Access

Does not have the ownership transferred to a customer.

Actions

Are performed by the provider to address a consumer need.

Service

A means of enabling value co-creation by facilitating outcomes that customers want to achieve, without the customer having to manage specific costs and risks.

Value

The perceived benefits, usefulness, and importance of something.

Outcome

A result for a stakeholder enabled by one or more outputs.

Output

A tangible or intangible deliverable of an activity.

Cost

The amount of money spent on a specific activity or resource.

Risk

A possible event that could cause harm or loss, or make it more difficult to achieve objectives.

Utility

The functionality offered by a product or service to meet a particular need

Warranty

Assurance that a product or service will meet agreed requirements.

IT asset

Any financially valuable component that can contribute to the delivery of an IT product or service.

Configuration Item

Any component that needs to be managed in order to deliver an IT service.