| Package
Release |
A
set of software and/or hardware
release units that are tested
and introduced into the live
environment together. |
|
|
| Pain
Factor |
Sometimes
referred to as 'Pain Value', the
impact of a particular type of
Incident or Problem (usually
recurring) together with how
frequently it occurs and what it
would cost to fix it as opposed
to living with it. |
|
|
| Pareto
Principle / Analysis |
The
concept that, in many
situations, some 80% of the
outputs will be generated by
only 20% of the inputs.
For example, 20% of users will
make 80% of the calls to a
Service Desk. This
principle can be applied in many
situations. Problem
Management, for example, to
identify the areas of an
organisation or process that
will deliver maximum benefit
when improved or when faults or
weaknesses are addressed. |
|
|
| Partial
Release |
See
Delta
Release. |
|
|
| Partnership |
A
working relationship between two
or more parties creating added
value for the Customer and,
often, sharing risks and
profits. Partners can
include suppliers, distributors,
joint ventures, and
alliances. However,
external suppliers may not
always be recognised as formal
partners. |
|
|
| Partnership
Development |
An
organisation works more
effectively when it has mutually
beneficial relationships, built
on trust, sharing of knowledge
and integration, with its
partners. |
|
|
| PD0005 |
The
formal reference number of the
BSI publication A Code of
Practice for IT Service
Management. |
|
|
| PD0015 |
The
formal reference number of the
BSI publication A
Self-Assessment Workbook for IT
Service Management. |
|
|
| People |
All of
the individuals employed by the
organisation including full
time, part time, temporary and
contract employees. The
term may also include Customers,
Users and contractors. |
|
|
| People
Development and Involvement |
The
full potential of an
organisation's people is best
released through shared values
and a culture of trust and
empowerment, which encourages
the involvement of everyone. |
|
|
| Perception |
The
opinion of an individual or
group of people. |
|
|
| Performance |
A
measure of attainment achieved
by an individual, team,
organisation or process. |
|
|
| Performance
Management |
The
task of ensuring that technical
resources in the infrastructure
provide the best possible value
for money and that they are
behaving in the manner assumed
or described in technical
documentation. |
|
|
| Personal
Computer |
A
small, relatively inexpensive
computer designed for an
individual User, although PCs
are commonly linked together to
form a network. In terms
of power, there is great
variety. At the high end,
there is little distinction
between PCs and Workstations. |
|
|
| Post
Implementation Review |
One or
more reviews held after the
implementation of a Change to
determine initially, if the
Change has been implemented
successfully and subsequently,
if the expected benefits have
been obtained. |
|
|
| Pricing |
Establishing
the policy and setting agreed
rates for charging Customers. |
|
|
| Priority |
The
value given to an Incident,
Problem or Change to indicate
its relative importance in order
to ensure the appropriate
allocation of resources and to
determine the timeframe within
which the action is
required. Priority is
based upon a coherent and
up-to-date understanding of
business impact and urgency and,
sometimes, technical severity. |
|
|
| Proactive
Problem Management |
The
task of identifying and
resolving Problems and Known
Errors before Incidents occur. |
|
|
| Problem |
The
unknown root cause of one or
more existing or potential
Incidents. Problems may
sometimes be identified because
of multiple incidents that
exhibit common symptoms.
Problems can also be identified
from a single significant
Incident, indicative of a single
error, for which the cause is
unknown. Occasionally
Problems will be identified well
before any related Incidents
occur. |
|
|
| Problem
Classification |
See Classification. |
|
|
| Problem
Control |
The
process of identifying,
recording, classifying and
progressing Problems through
investigation and diagnosis
until either 'Known Error'
status is achieved or an
alternative procedural reason
fro the Problem is revealed. |
|
|
| Problem
Management |
The
Service Management process that
encompasses Problem Control,
Error Control and the production
of MI.
Problem Management is a process
that identifies the root cause
of defects, actual and
potential. The primary
objective is to make sure
services are stable, timely and
accurate and that Problems
neither occur nor recur.
Process maturity is denoted by
its ability to focus on problem
prevention. |
|
|
| Problem
Record |
A
record of the details and
history of a Problem. |
|
|
| Problem
Report |
A
form, or screen, containing
details of Problems with any
component of an IT
Infrastructure or any aspect of
the IT service. |
|
|
| Procedure |
A set
of specific steps that describe
how an activity should be
carried out, and by whom.
For example, the procedure
dealing with carrying out a
post-implementation review of a
Change would be likely to
describe the scope of the
procedure (to what Changes does
this procedure apply), its
purpose and how the success of
the Change will be measured, the
individual procedural steps and
the responsibilities for
carrying out or being involved
in each of those steps.
Procedures may be supported by
more detailed Work Instructions. |
|
|
| Process |
A
process is a series of related
activities aimed at achieving a
set of objectives in a
measurable, usually repeatable,
manner. It will have
defined information inputs and
outputs, will consume resources
and will be subject to
management controls over time,
cost and quality. It will
also need to balance benefits
against risks. A process
defines what is to be achieved;
procedures define how the
objectives are to be achieved. |
|
|
| Process
Control |
The
task of planning and regulating
a process, with the objective of
performing it in an efficient,
effective and consistent manner. |
|
|
| Process
Manager |
The
process manager is responsible
for the execution of a
process. This role
includes operating the defined
and agreed process, ensuring it
interfaces with all other
relevant process, target
setting, process audits,
effectiveness and efficiency
reviews and managing the process
improvement cycle.
Management of a process is
separate from the execution of
that process. |
|
|
| Process
Maturity |
An
indication of how close a
process is to being developed
and complete, and capable of
continuous improvement through
quantitative measure and
feedback. |
|
|
| Process
Owner |
A
Process Owner is a senior
manager with overall
responsibility for ensuring the
sustainability of a
process. The Process
Owner's responsibilities include
those of sponsorship, design
(including relevant metrics for
process) and operation, mainly quality
assurance of continuing process
suitability. |
|
|
| Production
Environment |
See
Live
Environment. |
|
|
| Profit
Centre |
IT
Is run as a business with profit
objectives. Typically, a
type of IT organisation that
acts as a business in its own
right, although its objectives
are set by the organisation as a
whole. |
|
|
| Program |
An
organised list of instructions
that, when executed, causes a
computer to behave in a
predetermined manner.
Programs contain variables representing
numeric data, text or graphical
images and statements that
instruct the computer what to do
with variables. |
|
|
| Programme |
A
portfolio of projects and other
activities that are planned,
initiated and managed in a co-ordinated
way in order to achieve a set of
defined business objectives. |
|
|
| Project |
A
temporary organisation created
for the purpose of delivering
one or more business products
according to a specified
business case. |
|
|
| Project
Evaluation Review |
A
review carried out, normally at
the end of a project, to confirm
whether or not, and if not in
what respect, a project attained
its specified objectives. |
|
|
| Projected
Service Availability |
A
document in Change Management to
outline the effect Changes on
the levels of availability
defined in the SLA.
This document is linked to the FSC. |
|
|
| PRojects
IN Controlled Environments |
PRINCE®
is an easily tailored and
scaleable process-based project
management method covering the
organisation, management and
control of projects. Each
process is defined with its key
inputs and outputs together with
the specific objectives to be
achieved and activities to be
carried out.
Although
PRINCE was originally developed
for the needs of UK Government
IT projects, the method has
since become widely used on both
IT and non-IT projects
throughout the world. The
latest version of the method,
PRINCE2, provides a common
language for all parties
involved in a project. The
method demands a business case
that describes the
organisation's justification,
commitment and rationale for the
deliverables or outcome and
divides the project into
manageable stages, enabling
efficient control of resources
and regular progress monitoring
throughout. The various
roles and responsibilities for
managing a project are fully
described and are adaptable to
suit the project's size and
complexity, and the skills of
the organisation. Project
planning using PRINCE2 is
product-based which means the
project plans are focused on
delivering results and are not
simply about planning when the
various activities on the
project will be carried out.
|
|
|
| Provider |
A
party who provides a service.
May be an internal service
department (e.g. engineering,
computer department, building
services), or an external
outsourcing company or third
party supplier. |
|
|
| Public
Responsibility |
The
long-term interests of an
organisation and its people are
best served by adopting an
ethical approach and exceeding
the expectations and regulations
of the community at large. |
