ITIL Dictionary of TermsA - Z Dictionary of terms for ITIL. This is the official Dictionary of terms for ITIL, which is a set of practices for IT Service Management. ITIL® is a registered trade mark of AXELOS Limited. View the Agile Dictionary. Managing Successful Programmes (MSP) Dictionary. Project Office Dictionary (P30). Full PRINCE2 glossary of terms. See also Risk Management Dictionary and Project Management Dictionary.
A - acceptance to availability plan | B - back-out to business unit | C - call to customer-facing service | D - dashboard to driver | E - early life support (ELS) to external service provider | F - facilites management to functional escalation | G - H - gap analysis to hot standby | I - identity to ITIL | J - K - job description to known error record | L - lifecycle to live environment | M - maintainability to monitoring | N - near-shore to notional charging | O - objective to overhead | P - pain value analysis to PRojects IN Controlled Environments (PRINCE2) | Q - qualification to quick win | R - RACI to running costs | S - Sarbanes-Oxley (SOX) to system management | T - tactical to Type III service provider | U - underpinning contract (UC) to utility | V - validation to vulnerability | W - warm standby to workload
P - pain value analysis to PRojects IN Controlled Environments (PRINCE2)
pain value analysis
pattern of business activity (PBA)
(ITIL Service Design) The amount of time that a component is busy over a given period of time. For example, if a CPU is busy for 1,800 seconds in a one-hour period, its utilization is 50%.
A measure of what is achieved or delivered by a system, person, team, process or IT service.
Activities to ensure that something achieves its expected outcomes in an efficient and consistent manner.
(ITIL Continual Service Improvement) A four-stage cycle for process management, attributed to Edward Deming. Plan-Do-Check-Act is also called the Deming Cycle. Plan – design or revise processes that support the IT services; Do – implement the plan and manage the processes; Check – measure the processes and IT services, compare with objectives and produce reports; Act – plan and implement changes to improve the processes.
An activity responsible for creating one or more plans – for example, capacity planning.
Formally documented management expectations and intentions. Policies are used to direct decisions, and to ensure consistent and appropriate development and implementation of processes, standards, roles, activities, IT infrastructure etc.
post-implementation review (PIR)
A review that takes place after a change or a project has been implemented. It determines if the change or project was successful, and identifies opportunities for improvement.
A way of working, or a way in which work must be done. Practices can include activities, processes, functions, standards and guidelines. See also best practice.
prerequisite for success (PFS)
An activity that needs to be completed, or a condition that needs to be met, to enable successful implementation of a plan or process. It is often an output from one process that is a required input to another process.
(ITIL Service Operation) (ITIL Service Transition) A category used to identify the relative importance of an incident, problem or change. Priority is based on impact and urgency, and is used to identify required times for actions to be taken. For example, the service level agreement may state that Priority 2 incidents must be resolved within 12 hours.
proactive problem management
(ITIL Service Operation) Part of the problem management process. The objective of proactive problem management is to identify problems that might otherwise be missed. Proactive problem management analyses incident records, and uses data collected by other IT service management processes to identify trends or significant problems.
(ITIL Service Operation) A cause of one or more incidents. The cause is not usually known at the time a problem record is created, and the problem management process is responsible for further investigation.
(ITIL Service Operation) The process responsible for managing the lifecycle of all problems. Problem management proactively prevents incidents from happening and minimizes the impact of incidents that cannot be prevented.
(ITIL Service Operation) A record containing the details of a problem. Each problem record documents the lifecycle of a single problem.
A structured set of activities designed to accomplish a specific objective. A process takes one or more defined inputs and turns them into defined outputs. It may include any of the roles, responsibilities, tools and management controls required to reliably deliver the outputs. A process may define policies, standards, guidelines, activities and work instructions if they are needed.
A role responsible for the operational management of a process. The process manager's responsibilities include planning and coordination of all activities required to carry out, monitor and report on the process. There may be several process managers for one process – for example, regional change managers or IT service continuity managers for each data centre. The process manager role is often assigned to the person who carries out the process owner role, but the two roles may be separate in larger organizations.
The person who is held accountable for ensuring that a process is fit for purpose. The process owner's responsibilities include sponsorship, design, change management and continual improvement of the process and its metrics. This role can be assigned to the same person who carries out the process manager role, but the two roles may be separate in larger organizations.
See live environment.
A template or example document containing sample data that will be replaced with real values when these are available.
A number of projects and activities that are planned and managed together to achieve an overall set of related objectives and other outcomes.
A temporary organization, with people and other assets, that is required to achieve an objective or other outcome. Each project has a lifecycle that typically includes initiation, planning, execution, and closure. Projects are usually managed using a formal methodology such as PRojects IN Controlled Environments (PRINCE2) or the Project Management Body of Knowledge (PMBOK). See also charter; project management office; project portfolio.
Project Management Body of Knowledge (PMBOK)
Project Management Institute (PMI)
A membership association that advances the project management profession through globally recognized standards and certifications, collaborative communities, an extensive research programme, and professional development opportunities. PMI is a not-for-profit membership organization with representation in many countries around the world. PMI maintains and publishes the Project Management Body of Knowledge (PMBOK). See www.pmi.org for more information. See also PRojects IN Controlled Environments (PRINCE2).
project management office (PMO)
(ITIL Service Design) (ITIL Service Strategy) A database or structured document used to manage projects throughout their lifecycle. The project portfolio is used to coordinate projects and ensure that they meet their objectives in a cost-effective and timely manner. In larger organizations, the project portfolio is typically defined and maintained by a project management office. The project portfolio is important to service portfolio management as new services and significant changes are normally managed as projects. See also charter.
projected service outage (PSO)
PRojects IN Controlled Environments (PRINCE2)
The standard UK government methodology for project management. See www.prince-officialsite.com for more information. See also Project Management Body of Knowledge (PMBOK).
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