Itil V3 Foundations Certification Study Short

Front 1

Define Services

Back 1

Services are a means of delivering value to customers without requiring the customer to own specific costs and risks.

Front 2

Define Service Management

Back 2

Service Management is a set of specialized capabilities for delivering value to customers in the form of services. ITIL® is a framework for IT Service Management.

Front 3

Define a "good practice" and how ITIL fits in this definition

Back 3

Good practices are best practices which have gained wide acceptance and adoption. In short, Good Practices have withstood the test of time. Good Practices may come from a number of sources
including:
 Standards
 Public frameworks
 Academic research
 Proprietary knowledge

Front 4

Service Lifecycle contains Five core phases, list them:

Back 4

1. Service Strategy
2. Service Design
3. Service Transition
4. Service Operation
5. Continual Service Improvement

Front 5

Define processes

Back 5

Processes are structured sets of activities designed to achieve a specific objective.

Front 6

Four core attributes of a process

Back 6

1. They transform inputs into outputs
2. They deliver results to a specific customer or stakeholder
3. They are measurable
4. They are triggered by specific events

Front 7

List the three layered process model associated with ITIL v3 processes

Back 7

 Process Control, such as process policies, ownership, documentation, review programs, etc.
 The Process itself including process steps, procedures, work instructions, roles, triggers, metrics,
inputs, and outputs.
 Process Enablers such as resources and capabilities required to support the process.

Front 8

Service Strategy Consists of what processes

Back 8

 Service Strategy Generation
 Service Portfolio Management
 Demand Management
 Financial Management

Front 9

Service Design Consists of what seven processes?

Back 9

 Service Catalog Management
 Service Level Management
 Availability Management
 Capacity Management
 Service Continuity Management
 Information Security Management
 Supplier Management

Front 10

Service Transition Consists of what 7 processes

Back 10

 Change Management
 Service Asset and Configuration Management
 Release and Deployment Management
 Transition Planning and Support *
 Service Validation and Testing *
 Evaluation *
 Knowledge Management *

* Not covered in Foundations cert exam

Front 11

Service Operation consists of what processes

Back 11

 Incident Management
 Problem Management
 Event Management
 Service Request Fulfillment
 Access Management

Front 12

Continual Service Improvement consists of what 3 processes

Back 12

 The Seven Step Improvement Process
 Service Measurement
 Service Reporting

Front 13

Define what Functions are

Back 13

Functions are self-contained subsets of an organization intended to accomplish specific tasks. They usually take the form of a team or group of people and the tools they use. Functions generally map fairly directly to the organizational chart of an organization and are usually supported by budgets and reporting structures.

Front 14

Define the term Roles

Back 14

Roles are defined collections of specific responsibilities and privileges. Roles may be held by individuals
or teams. Individuals and teams may hold more than one role.

Front 15

Standard Roles in ITILv3 are

Back 15

From bottom to top:
 Service Owner -- Accountable for the overall design, performance, integration, improvement, and management of a single service.
 Process Owner -- Accountable for the overall design, performance, integration, improvement, and management of a single process.
 Service Manager -- Accountable for the development, performance, and improvement of all services in the environment.
 Product Manager – Accountable for development, performance, and improvement of a group of related services.

Front 16

ITILv3 recommends IT Service Management Orgs structure themselves with what four major functions

Back 16

1. Service Desk
2. Technical Management
3. Application Management
4. IT Operations Management

Front 17

Define the Service Desk function

Back 17

The Service Desk provides a single point of contact between users and the IT organization. The Service Desk processes inbound incidents, service requests, change requests, etc. It usually (but not always) owns and executes the Incident Management process. The Service Desk also acts as a hub for all communications internal to the IT Service Provider.

Front 18

Four basic Service Desk configurations discussed in ITILv3

Back 18

 Local – Users and support staff are located on the same premises or campus.
 Centralized -- Multiple user locations are serviced by a single support location.
 Virtual -- Multiple user location are serviced by multiple support locations which by virtue of call routing and other technology are able to appear and respond to user requests as a single entity.
 Follow-the-Sun -- Identical to a virtual Service Desk, but organized in such a way as to utilize support staff shifts working during normal daylight hours for all user requests coming from any time zone.

Front 19

Define the Technical Management function

Back 19

The Technical Management function is charged with procurement, development, and management of the technical skill sets and resources required to support the infrastructure and the IT Service Management effort.

Front 20

What is the primary objective of Technical Management

Back 20

The primary objective of Technical Management is to ensure that the Service Provider has the right skill sets available to deliver the services it offers.

Front 21

Define the Application Management function

Back 21

Application Management is concerned with the end-to-end management of applications in the environment.

Front 22

Define the IT Operations Management function

Back 22

IT Operations Management is concerned with the day-to-day maintenance of the IT infrastructure and
the facilities which house it. It is divided into two sub-functions: Operations Control and Facilities
Management.

Front 23

Define IT Operations Management's sub-function: Operations Control

Back 23

The Operations Control sub-function is concerned with regular maintenance cycles associated with
infrastructure management. These include such activities as:
 Console Management
 Backup and restore operations
 Media management
 Batch job execution

Front 24

Define IT Operations Management's sub-function: Facilities Management

Back 24

Facilities Management is concerned with maintenance of the facilities which house IT operations, e.g.
data centers, call centers, development facilities, etc. Its areas of responsibility include things like:
 HVAC
 Fire suppression
 Facilities access
 Power

Front 25

What is the RACI model for

Back 25

ITIL also utilizes the RACI model as a generic tool for reviewing and assigning four key roles to any important task or activity. Whereas role assignments are often well-defined within functions, the RACI model holds particular value for ensuring that roles are appropriately filled or covered within processes.

Front 26

What does RACI stand for

Back 26

 Those in the R = RESPONSIBLE role for a given activity are charged with actually executing or performing the activity or task.
 The single entity in the A = ACCOUNTABLE role owns the task or activity and must answer for its outcomes. Only one party can be accountable for a given task/activity.
 Those in the C = CONSULTED role review and provide advice and authorization around the task or activity.
 Those in the I = INFORMED role receive updates as the task or activity progresses.

Front 27

Define Service Strategy

Back 27

Service Strategy is about the selection of services a Service Provider will offer to customers. Services
are selected so that they:
 Provide value to customers
 Enable the Service Provider to capture value
 Fall within cost parameters acceptable to the Service Provider
 Fall with risk parameters acceptable to the Service Provider

Service Strategy is also about establishment and management of the broadest policies and standards which govern the way a Service Provider operates.

Front 28

How does Service Strategy offer value to Service Providers and customers

Back 28

 Ensuring that the services they offer align with business objectives.
 Ensuring that the services they offer are likely to offer value.
 Ensuring that customers can be charged for the services or that some mechanism exists by
which the services allow the value offered by the Service Provider to be recognized.
 Ensuring that the Service Provider is in a position to handle the costs and risks associated with the services it offers.

Front 29

Define the concept of a Business Case

Back 29

A Business Case is a structured and documented justification for investment in something expected to deliver value in return, e.g. an IT Service. Business Cases are used during Service Strategy to evaluate
the feasibility and desirability of creating and providing various IT Services.

Front 30

ROI and VOI mean what

Back 30

Return on Investment and Value on Investment

Front 31

Define the Value of Service: Utility and Warranty

Back 31

The value of service consists of two components: utility and warranty. Services must offer both utility and warranty in order to have value.

Front 32

Define Utility

Back 32

Utility, also called ‘fitness for purpose’ involves the ability of the service to remove constraints or increase the performance of the customer.

Front 33

Define Warranty

Back 33

Warranty, also called ‘fitness for use’ is the ability of the service to operate reliably.

Front 34

Define Service Assets

Back 34

Service Assets or (more generally) assets refer to the resources and capabilities which a Service Provider must allocate in order to offer a service.

Front 35

Define Resources

Back 35

Resources are the raw materials which contribute to a service, such as money, equipment, time, staff, etc

Front 36

Define capabilities

Back 36

Capabilities are the specialized skills or abilities an organization applies to resources in order to create value. Capabilities include such things as skills, organization, processes, management, etc.

Front 37

Define Service Portfolio

Back 37

The Service Portfolio is the entire set of services under management by a Service Provider. It consists of three major parts: Service Pipeline, Service Catalog, and Retired Services.

Front 38

List the states that services may be in under Service Portfolio

Back 38

 Under consideration
 In design
 In development
 In testing
 In operation
 Retired

Front 39

What is the purpose of the Service Portfolio

Back 39

The purpose of the Service Portfolio is to help the Service Provider understand how its resources are allocated toward maximizing the value it offers to customers in the form of services.

Front 40

Define the Service Belt cycle

Back 40

In the course of delivering services, Service Provider assets are engaged with customer assets as a means of increasing the performance of customer assets. This causes customer demand for services. Customers express that demand by purchasing services which in turn transfers resources to the Service Provider. The Service Provider uses payment to replace or augment assets it uses to provide the services.

Front 41

Define Service Strategy *process* not the lifecycle phase

Back 41

The Service Strategy process is concerned with the development of service concepts in preparation for selection of services to be provided. It consists of four major activities:
1. Understanding the market
2. Developing offerings
3. Developing strategic Assets
4. Preparing for execution

Front 42

Define Service Portfolio Management process

Back 42

It is concerned with management of the information concerning services in the Service Portfolio. Service Portfolio Management organizes the process by
which services are identified, described, evaluated, selected, and chartered.

Front 43

Define Demand Management process

Back 43

The Demand Management process is concerned with understanding and influencing customer demand. Unmanaged demand is a source of both cost and risk to Service Providers.

Front 44

Demand Management models demand in terms of:

Back 44

 User Profiles which characterize different typical groups of users for a given service.
 Patterns of Business Activity which represent the way that users in different user profiles access a service over the course of a given time period.

Front 45

Define IT Financial Management process

Back 45

IT Financial Management provides a means of understanding and managing costs and opportunities associated with services in financial terms. At a minimum, IT Financial Management provides a clear means of generating data useful for decision support around the management of services.

Front 46

What are the three basic activities associated with IT Financial Management:

Back 46

 Accounting -- tracking how money is actually spent by a Service Provider
 Budgeting – planning how money will be spent by a Service Provider
 Charging – securing payment from customers for services provided

Front 47

Define Service Design lifecycle phase

Back 47

The Service Design lifecycle phase is about the design of services and all supporting elements for introduction into the live environment.

Front 48

Service Design provides value by:

Back 48

 Ensuring that services are aligned with business objectives
 Ensuring that services are able to provide the utility and warranty required for them to meet the objectives outlined during Service Strategy
 Ensuring that service management systems and tools are capable of supporting service offerings
 Ensuring that service-e management processes are capable of supporting service offerings
 Ensuring that services are constructed according to agreed architectural standards
 Ensuring that services are designed so as to be mplemented efficiently
 Ensuring that services are designed so that their performance can be measured

Front 49

What are the four major WARRANTY ingredients for ensuring "Quality is Built in" Service Design

Back 49

By designing in:
1. Availability Mgmt
2. Capacity Mgmt
3. IT Service Continuity Mgmt
4. Security Mgmt.
Targeting quality during Service
Design ensures that quality can be delivered during Service Operations.

Front 50

Define the Service Catalog subset of Service Portfolio

Back 50

The Service Catalog is the subset of the Service Portfolio which contains services currently available to customers and users. The Service Catalog is often the only portion of the Service Portfolio visible to customers.

The Service Catalog commonly acts as the entry portal for all information regarding services in the live environment.

Front 51

What are the four P's of Service Design

Back 51

1. People – Human resources and organizational structures required to support the service
2. Processes – Service Management Processes required to support the service
3. Products – Technology and other infrastructure required to support the service
4. Partners – Third parties which provide services required to support the service

Front 52

What are the five aspects of Service Design that should receive focus during Service Design

Back 52

1. The new or changed service itself – with special attention to service requirements
2. Service Management processes required to support the service
3. Service Management systems and tools required to support the service (especially the Service Portfolio)
4. Technology Architectures used or referenced by the service
5. Measurement systems and metrics necessary to understand the performance of the service

Front 53

Define Service Catalog Management

Back 53

Service Catalog Management involves management and control of the Service Catalog which contains
information about services currently available to customers for use.

Front 54

What information does a Service Catalog typically include

Back 54

 Features of the service
 Guidelines for appropriate use of the service
 Means of accessing the service
 Pricing information (where relevant)
 Key contact information
 Service Level Agreement information

Front 55

Define Service Level Management

Back 55

Service Level Management is the process charged with securing and managing agreements between customers and the service provider regarding the levels of performance (utility) and levels of reliability (warranty) associated with specific services.

Front 56

What is the end result from Service Level Management

Back 56

Service Level Agreements between customer and service provider.

Front 57

What are Operational Level Agreements (OLA's)

Back 57

Operational Level Agreements (OLA’s) are performance agreements nearly identical in nature to SLAs except that they exist between parts of the service provider organization specifically for the purpose of supporting ‘upstream’ SLAs which require dependable performance by multiple business units, functions, or teams within the service provider organization.

Front 58

Define Availability Management

Back 58

The Availability Management process is concerned with management and achievement of agreed availability requirements as established in Service Level Agreements. In ITIL®, availability is defined as
the ability of a system, service, or configuration item to perform its function when required.

Front 59

Provide examples where Availability Management may assist with:

Back 59

 Development of availability Service Level Targets which make up part of an overall Service Level Agreement
 Design of services capable of meeting or exceeding agreed availability requirements
 Measurement and monitoring of availability achievements
 Responses to availability-related incidents

Front 60

Define Capacity Management

Back 60

Capacity Management is concerned with ensuring that cost-effective capacity exists at all times which meets or exceeds the agreed needs of the business as established in Service Level Agreements. In ITIL®,
capacity is defined as the maximum throughput a service, system, or device can handle.

Front 61

What are the three major activities associated with Capacity Management

Back 61

1. Business Capacity Management (BCM) addresses capacity factors which exist primarily at the business level such as mergers, acquisitions, plans for new facilities, reductions in force, etc. Typically, BCM factors are addressed first in the overall Capacity Management effort.
2. Service Capacity Management (SCM) addresses capacity factors at the service level. Business capacity factors in turn drive Service capacity requirements. The primary task of Service Capacity Management
is to translate business capacity factors into capacity requirements for services.
3. Component Capacity Management (CCM) addresses capacity factors at the level of components or Configuration Items. The primary task of CCM is to translate Service Capacity Management factors into
capacity requirements for individual components or Configuration Items.

Front 62

Define IT Service Continuity Management

Back 62

The IT Service Continuity Management process (ITSCM) is responsible for ensuring that the IT Service Provider can always provide minimum agreed Service Levels. ITSCM is largely concerned with
management of risks and with planning for the recovery of IT Services in the event of disaster.

Front 63

What are some of the techniques used in ITSCM

Back 63

IT
Service Continuity Management uses techniques such as Business Impact Analysis (BIA) and
Management of Risk (MOR) and is driven by the larger Business Continuity Management effort.

Front 64

What is the end result of ITSCM or output of ITSCM

Back 64

ITSCM results in the production of the IT Service Continuity Plan which is an aspect of the overall Business Continuity Plan.

Front 65

Define IT Security Management

Back 65

IT Security Management is the process concerned with the protection of IT assets (including services) from security threats.

Front 66

What is IT Security Management charged with doing:

Back 66

IT Security Management is charged development and management of the IT Security Policy which is executed and implemented as a part of the Access Management process in Service Operations.

Front 67

What are the five focuses of protection undert IT Security Management

Back 67

 Confidentiality – Assurance that the asset is only available to appropriate parties
 Integrity -- Assurance that the asset has not been modified by unauthorized parties
 Availability -- Assurance that that asset may be utilized when required
 Authenticity -- Assurance that transactions and the identities of parties to transactions are genuine
 Non-Repudiation -- Assurance that transactions, once completed, may not be reversed without approval

Front 68

Define Supplier Management

Back 68

Supplier Management is the process charged with obtaining value for money from third-party suppliers. Supplier Management plays a very similar role to that of Service Level Management, but with respect to external suppliers rather than internal suppliers and internal/external customers.

Front 69

What does Supplier Management handle

Back 69

Supplier Management handles supplier evaluation, contract negotiations, performance reviews, renewals and terminations.

Front 70

Define Service Transition phase

Back 70

Service Transition is concerned with management of change and, more specifically, with the
introduction of new and changed services into the live environment.

Front 71

Service Transition provides value by:

Back 71

 Enabling business change
 Minimizing impact to the business which might otherwise result from unmanaged change
 Enabling the business to make use of new and changed services
 Ensuring that designs for services are implemented as intended
 Ensuring that the Service Management organization is prepared to support new and changed services
 Reducing the number of defects introduced into the live environment

Front 72

Define the Service - V - Model

Back 72

The Service V-Model defines progressive levels activity and corresponding levels of testing/valid toward a define objective such as a release or major change. Testing at each level prior to moving to the next level helps progressively reduce risk.

Front 73

Define Change in regards to ITILv3

Back 73

ITIL® defines a change as the addition, removal, or modification of anything that could have an effect on an IT service. All changes involve risk.

Front 74

Define Request for Change or RFC

Back 74

A Request for Change or RFC is a documented request to alter a service or other Configuration Item. RFCs may be issued by any one: customers, IT staff, users, etc. and are received by the Service Desk and handled via the Change Management process.

Front 75

List and define the Change Types

Back 75

 Normal Changes are changes which meet predefined criteria that qualify them for handling via the Normal Change Management process.
 Standard Changes are changes which are pre-approved for implementation. Generally,
Standard Changes are low risk and occur frequently in the environment.
 Emergency Changes are changes which meet predefined criteria that qualify them for handling via the Emergency Change Management process. Typically requires approval by the ECAB (emergency change advisory board).

Front 76

Define Change Authority in ITILv3

Back 76

In ITIL® the entity charged with approval of a Request for Change is called the Change Authority.

Front 77

What is the CAB or Change Advisory Board

Back 77

The Change Advisory Board or CAB is a group of experts convened by the Change Manager to advise on the approval/rejection and planning for a specific change.

Front 78

What is the ECAB or Emergency Change Advisory Board

Back 78

The Emergency Change Advisory Board or ECAB is a special group convened by the Change Manager to advise on the approval/rejection and planning for Emergency Changes as part of the Emergency Change
Management Process.

Front 79

What is a Change Model

Back 79

A Change Model is a template or pre-defined set of steps, procedures, and guidelines for execution a specific type of change. Change Models are used to help minimize risk, save costs, and improve the consistency of execution around changes.

Front 80

What is a Release

Back 80

A release is a collection of changes which must be implemented together in order accomplish a specific objective or set of objectives.

Front 81

What is a Release Unit

Back 81

A Release Unit is the particular set of configuration items released together for a specific deployment effort. The Release Unit for a release is selected as part of the Release and Deployment Management process based upon both technical and business criteria.

Front 82

What is a Baseline in context of Service Transition

Back 82

The term Baseline refers to the documented and validated configuration of a component, system, service, etc. Baselines are used within Service Asset and Configuration Management to provide a roll-back point useful in managing risk around changes in the environment.

Front 83

Define Configuration Management System (CMS)

Back 83

The controlled repository and interfaces for management of information concerning items under configuration control (Configuration Items) in the environment. The purpose of the CMS is to provide accurate and up-to-date information regarding how the
environment is configured.

Front 84

How does CMS/CMDB differ from asset management databases

Back 84

CMS/CMDB store CI relationship information as well as the CI

Front 85

Define Change Management Process

Back 85

Change Management is concerned with recording, evaluating, approving, testing, and reviewing changes to services, systems, and other Configuration Items.
As such Change Management is largely concerned with managing risk associated with change.

Front 86

What are the major activities involved in the Change Management process

Back 86

 Recording of RFCs involves logging of the RFC in the Change Management system. Recording
must include all details required to assess the RFC.
 Review of RFCs involves checking to see if the RFC is complete and free of obvious defects which would make it impractical or impossible to implement.
 Assessment and Evaluation of RFCs involves further review and consideration of the RFC,
usually by the Change Advisory Board, for the purpose of determining the desirability and
feasibility of the requested change.
 Authorization of RFCs involves identification of the appropriate Change Authority and the determination by the Change Authority to approve or deny the RFC.
 Planning involves identification and scheduling of the activities required to implement the change, including any testing which may be required to manage risk associated with the change.
 Implementation Coordination
 Review and Closure

Front 87

What are the major Service Asset and Configuration Management Activities

Back 87

 Planning
 Identification
 Control
 Status Accounting
 Verification and Audit

Front 88

Four remaining (not on ITIL v3 Exam) Service Transition Processes

Back 88

1. Transition Planning and Support
2. Service Validation and Testing
3. Evaluation
4. Knowledge Management

Front 89

Define Transition Planning and Support (this is not on ITIL v3 exam)

Back 89

Transition Planning and Support provides broader support for large-scale transitions and releases and would be helpful for an organization anticipating an unusual volume of change, as for example would be the case during a merger or acquisition scenario.

Front 90

Define Service Validation and Testing (not on ITIL v3 Exam)

Back 90

Service Validation and Testing provides separate and more focused support for testing prior to release.
Organizations for which quality and error control are of paramount importance might especially benefit from implementation of Service Validation and Testing as a separate process.

Front 91

Define Evaluation (not on ITIL v3 Exam)

Back 91

Evaluation provides support for post-release evaluation and confirmation of customer acceptance of new and changed services. It would be useful in situations characterized by customer satisfaction challenges and in situations where other factors might require closer management of customer acceptance.

Front 92

Define Knowledge Management (not on ITIL v3 Exam)

Back 92

Knowledge Management provides support for the capture and effective publishing of knowledge which surfaces during the Service Transition lifecycle phase and elsewhere.

Front 93

Define Service Operation phase

Back 93

Is concerned with ensuring that services operate within agreed parameters. When service interruptions do occur, Service Operation is charged with restoring service as quickly as possible and with minimizing the impact to the business.

Front 94

Service Operation provides value by:

Back 94

 Ensuring that services are operated within expected performance parameters
 Restoring services quickly in the event of service interruption
 Minimizing impact to the business in the event of service interruption
 Providing a focal point for communication between users and the Service Provider organization

Front 95

ITILv3 recommends a balance in Service Operation between what factors

Back 95

 Reactive and Proactive Focus
 Internal and External Focus
 Cost and Quality
 Stability and Flexibility

Front 96

Importance of Service Operation Communication is emphasized in ITIL v3 for which areas:

Back 96

 Between users and the IT Service Provider
 Between customers and the IT Service Provider
 Between different processes, functions, teams, etc. within the IT Service Provider
 Between the IT Service Provider and its suppliers

Front 97

Define an Incident

Back 97

An incident is any occurrence which causes or may cause interruption or degradation to an IT Service.

Front 98

Define a Problem

Back 98

A problem is the unknown underlying cause of one or more incidents. A problem is NOT just a particularly serious incident.

Front 99

Define and Error

Back 99

An error is the known underlying cause of one or more incidents.

Front 100

Define a Known Error

Back 100

A known error is the known cause of an incident for which a workaround also exists.

Front 101

Define an Event

Back 101

An event is any change of state of an infrastructure or other item which has significance for the delivery of a service.

Front 102

Define the Incident Management Process

Back 102

Incident Management is concerned with the rapid restoration of services and with minimization of impact to the business.

Front 103

List the activities associated with Incident Management process

Back 103

 Detection – The incident becomes known by any mechanism, e.g. user call, system alert, etc.
 Logging – Details of the incident are recorded in the incident management system.
 Classification – The incident is categorized according to predefined criteria for the purpose of facilitating diagnosis and prioritizing its handling relative to other incidents.
 Prioritization – The impact and urgency of the incident are determined and factored together to determine its relative priority among other incidents.
 Investigation and Initial Diagnosis – Additional details regarding the incident are gathered and used along with tools such as the Known Error Database to attempt resolution.
 Escalation – If necessary, the incident may be forwarded to the appropriate handling group.
 Resolution and Recovery – Service is restored and users are provided assistance to allow them to resume work.
 Closure – Successful resolution of the incident is verified w

Front 104

Define the Problem Management process

Back 104

Problem Management is concerned with the identification and correction of flaws or errors in the environment which cause incidents. Problem Management helps reduce and prevent incidents.

Front 105

What are the two major sub-processes of Problem Management

Back 105

 Reactive Problem Management, which is charged with responding to problems as they arise in the environment, usually driven by the Incident Management process.
 Proactive Problem Management, which is charged with proactively seeking out improvements to services and infrastructure before incidents occur.

Front 106

List a few techniques used by Problem Management to determine root cause

Back 106

Problem Management uses techniques such as Kepner-Tregoe, Ishikawa diagramming, and Fault Tree Analysis to identify the root cause of incidents.

Front 107

What is one of the most important outputs of the Problem Management process

Back 107

The production and maintenance of the Known Error Database (KEDB) is one of the most important outputs of the Problem Management process. The Known Error Database is used by the Incident Management process to more rapidly resolve incidents.

Front 108

Define the Event Management process

Back 108

Event Management is concerned with detection of events in the infrastructure and with selection of appropriate response actions. By facilitating early detection of incidents, Event Management helps reduce the number of incidents which impact users and can greatly improve the performance of the Incident Management process itself.

Front 109

Define the types of Events

Back 109

 Informational – No action is required. The event information is logged for potential future reference.
 Warning --An infrastructure item is approaching a predefined performance or capacity threshold which could cause an incident or require intervention.
 Exception—An infrastructure item has exceeded a threshold or is no longer operating within defined parameters. Intervention is required.

Front 110

Define Service Request Fulfillment process

Back 110

Service Request Fulfillment is the process charged with assisting users in situations where no service degradation or interruption is involved. Service Request Fulfillment provides a means of addressing common user requests for non-incident support, new equipment, training, etc.

Front 111

Define the Access Management process

Back 111

The Access Management process is charged with is providing authorized parties with appropriate access to service and information as specified in the Information Security Policy. Access Management executes the Information Security Policy as defined by the Information Security Management process, but does not itself set policy.

Front 112

Define the Continual Service Improvement phase

Back 112

Continual Service Improvement is about the alignment and re-alignment of services, processes, functions, etc. with changing business needs. It is also concerned with the consistent application of quality management methods to the overall Service Management effort.

Front 113

Continual Service Improvement provides value by

Back 113

 Ensuring that services, processes, and other aspects of the Service Management effort are aligned with business objectives
 Ensuring that services meet agreed levels of performance
 Ensuring that the efficiency (cost) of service delivery improves steadily
 Ensuring that all aspects of the Service Management effort undergo regular and consistent
reviews

Front 114

What is the role of Measurement in ITILv3

Back 114

Measurements are important to CSI and SLM because the information collected can be used for:
 To JUSTIFY a proposed course of action
 To DIRECT activity
 To INTERVENE when corrective action is required
 To VALIDATE actions which have already been taken

Front 115

State what Objectives, CSF's, KPI's, Metrics, and Measurements are for

Back 115

 Objectives establish the reason for measurement. Measurement in itself has no value. Rather, it only has value inasmuch as it supports achievement of specific objectives.
 Critical Success Factors define specific things that must happen if objectives are to be achieved.
 Key Performance Indicators are metrics which specifically indicate progress or performance around or toward Critical Success Factors.
 Metrics are the definitions of what will be measured and how it will be measured.
 Measurements are the actual readings taken based upon a specific metric.

Front 116

Define the Deming Cycle

Back 116

The Deming Cycle is an improvement model originally created by W. Edwards Deming and used to great success in the Japanese auto industry. It consists of four simple steps (Plan, Do, Check, Act).

Front 117

Explain the Continual Service Improvement Model

Back 117

The Continual Service Improvement Model is a simple set of guiding questions which can be used to organize and perpetuate an improvement program.
1. What is the vision
2. Where are we now
3. Where do we want to be
4. How do we get there
5. Did we get there
6. How do we maintain momentum

Front 118

Define the Service Improvement Plan (SIP)

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It is the primary output of periodic service reviews carried out as part of Continual Service Improvement or as part of the Service Level Management process. The SIP maps specific improvement objectives for an identified time period between one service review and the next.

Front 119

Define the 7-Step Improvement Process (include the steps)

Back 119

It provides a simple means of using measurement to guide the
improvement and correction of service performance. The steps are:
 Decide what should be measured
 Decide what can be measured
 Gather the data
 Process the data
 Analyze the data
 Present and use the data
 Implement corrective action

Front 120

Define Service Level Management process

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Both Service Level Management and Continual Service Improvement emphasize regular measurement and review of services and other aspects of the Service Management effort.

Front 121

List two Automation best practices recommended by ITILv3

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 Process definition should precede attempts to purchase or apply technology to processes
 Processes should be simplified prior to automating them

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List Information Systems Discussed in ITILv3

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 Service Knowledge Management System (SKMS)
 Service Portfolio/Catalog
 Availability Management Information System (AMIS)
 Configuration Management System/Configuration Management Database (CMS/CMDB) Capacity Database (CDB) or Capacity Management Information System (CMIS)
 Known Error Database (KEDB)
 Security Management Information System (SMIS)

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Define Effectiveness

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The ability to meet quality requirements

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Define Efficiency

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The ability to meet cost and time requirements

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Define Capabilities

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Capabilities are skills and require raw materials to produce end results (time and materials)

Front 126

Define Resources

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Resources are raw materials

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List the benefits of using defined processes

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1. Integration and alignment of processes enables planned outcomes
2. Demonstrates to the customer consistency, and brings about customer confidence in orgs ability to deliver
3. Transparency of operations withing the org
4. Lower costs and cycle times
5. Improved, consistent, and predictable results
6. Enables focused and prioritized improvement efforts