Exam Glossary
| Term | Main definition |
|---|---|
| paradoxical intervention | A management technique that relies on asking staff for something in order to achieve the opposite result; for example, asking for more risks to be taken to decrease their impact. |
| parallel operating model | An approach to executing digital strategy while maintaining a steady state. |
| partners and suppliers | One of the four dimensions of service management. It 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. |
| partnership | A relationship between two organizations that involves working closely together to achieve common goals and objectives. |
| pattern of business activity PBA | A workload profile of one or more business activities. PBAs are used to help the service provider understand and support different levels of service consumer activity. |
| peer review | A judgement on a piece of scientific or other professional work by others working in the same area. When applied in software development, a work product is examined by its developer and one or more colleagues in order to evaluate its technical content and quality. This contributes to assured conformance. |
| performance | A measure of what is achieved or delivered by a system, person, team, practice, or service. |
| persona | A fictional yet realistic description of a typical or target customer or user of a service or product. |
| pilot | A test implementation of a service with a limited scope in a live environment. |
| plan | The value chain activity that ensures a shared understanding of the vision, current status, and improvement direction for all four dimensions and all products and services across an organization. |
| policy | Formally documented management expectations and intentions, used to direct decisions and activities. |
| portfolio | A collection of assets into which an organization chooses to invest its resources in order to receive the best return. |
| portfolio management practice | The practice of ensuring that an organization has the right mix of programmes, projects, products, and services to execute its strategy within its funding and resource constraints. |
| post-implementation review PIR | A review after the implementation of a change, to evaluate success and identify opportunities for improvement. |
| practice | A set of organizational resources designed for performing work or accomplishing an objective. |
