ITILSC-OSA Online Practice Questions and Answers

Scenario

Brewster's is a toy factory that has been in business for 30 years.The company started with a small family

run shop and has grownconsistently over the years. They are now supplying toy storesnationwide and are

considered to be the primary supplier of children'scollectable novelty erasers.

Brewster's IT department is relatively small (currently 15 staff) butefficient. They have recently employed

an IT Manager in an attemptto improve the management of the infrastructure, as well as moreeffective use

of resources and identification of areas for improvement.

The Brewster's management teams do not have a lot of ITknowledge. The newly appointed IT Manager is

very ITIL focusedand wants to implement as many ITSM processes as is appropriatethere are currently no

formal processes in place. On starting with thecompany the IT Manager completed an internal assessment

of the ITinfrastructure ?including staff skills analysis, and collated the resultsfrom customer satisfaction

surveys completed over the last 5 years.

The main areas of concern are as follows:

Responses from customer satisfaction survey:

Overall a consistent satisfaction level. However, responsescompleted during the past 12 months show an

increase incustomers who were unsatisfied with call waiting times whencontacting the service desk for

help with online orders andrequests for information.

Customers added the following additional comments:

"Never get to speak to the same person twice when dealing with an Incident number, had to call several

times to receive follow up on progress" "Some of the Service Desk staff seem under qualified to deal with

my questions about new applications/incidents/service requests"

Results from Staff Skills Analysis:

Staff, in general, have a good knowledge of IT systems and abasic understanding of the business

processes andobjectives. However, staff are not well informed of upcomingreleases of new or changed

services and not given adequateinformation to relay to the customers.

Staff added the following additional comments:

"Communication between Service Operationdepartments has become inefficient - there aremeetings for

the sake of meetings, but the importantinformation we need to know to do our day to day jobsis lacking"

"I still don't know what half of the people do, that workin the IT department!"

Results from General IT Infrastructure assessment:

Lack of event monitoring and planning Lack of input from Operational Support departments intoService Design Lack of skill and information sharing across the OperationalSupport teams with regards to Incident, Problem,Workarounds and Known Error data. Little to no proactive activities being carried out.

Refer to Scenario

Which of the following options would be most suitable to address theissues identified from the Customer Satisfaction Survey?

A. You decide that the first two ITSM processes that need to be implemented are Incident Management and Request Fulfillment. As this will enable formal management and coordination of the Service Desk, and ensure that Incidents and Service Requests are dealt with accordingly, enabling separate logging and monitoring and faster call response times Send a formal memo to all customers, introducing yourself and your new role, thanking them for their valuable feedback and addressing the issues raised in the survey results and how you intend to resolve them.

B. You decide that the first two ITSM processes that need to be implemented are Incident Management and Request Fulfillment. As this will enable formal management and coordination of the Service Desk, and ensure that Incidents and Service Requests are dealt with accordingly, enabling separate logging and monitoring and faster call response times. In addition, you will ensure that the new Incident Manager will ensure the Service Desk is the single point of contact, as a first priority. This needs to be the focus over the next quarter to ensure that this policy is adopted ASAP, you will suggest reward options to ensure that staff and end users are in no doubt that this is an essential requirement supported by senior management. Send a formal memo to allcustomers, introducing yourself and your new role. Thanking them for their valuable feedback and addressing the issues raised in the survey results and how you intend to resolve them.

C. The results of this initial assessment are better than you had expected, you do not see any need to change things yet. You are not concerned with the additional comments as the general feedback is that customers are satisfied with the end to end service and that a 100% satisfaction is unrealistic. You will suggest to the Business that more staff is required for the Service Desk to ensure that call waiting times are reduced and that a more detailed and selective criteria is used as part of the selection process to ensure staff are at the correct skill level and competency.

D. The results of this initial assessment are better than you had expected, you do not see any need to change things yet. You will suggest to the Business that it will be beneficial to complete another initial assessment in one year, after the next Customer Satisfaction Survey is completed, to compare the satisfaction levels and, if required, identify areas for improvement at that stage.

Scenario

Vericom is a leading provider of government, business and consumertelecommunication services, and is

currently seeking ways in which toimprove its utilization of IT services to drive growth across its'

multiplelines of business. One of the largest organizations in the UnitedKingdom, Vericom is comprised of

the following business units:

Verinet (providing ADSL, cable, 3GSM, dialup and satellite services) Infrastructure Services (planning,

installing and maintaining the PSTN and mobile network infrastructure)

VericomTV (Pay TV)

Consumer Sales and Marketing (including 400 Vericom retailoutlets) Business and Government

Finance and Administration

Information Technology Services (Shared Service Unit, however some business units also have their own

internal service provider) Human Resources

Vericom Wholesale (for wholesale of Vericom infrastructureservices)

Due to the extensive scope of infrastructure deployed and largeemployee and customer base, Vericom

continues to rely on legacysystems for some critical IT services; however this is seen as abarrier to future

organizational growth and scalability of servicesoffered. The CIO of Vericom has also raised the concern

that whileimprovements to the technology utilized is important, this also needsto be supported by quality IT Service Management practicesemployed by the various IT departments. The project of improving the IT Service Management practicesemployed by Vericom has been outsourced to external consultantswho are aware of the major IT refresh that is going to be occurringover the next 24 months.

Refer to the scenario.

Discussions have recently been held regarding the performance ofthe Incident and Problem Management. There has been someconfusion among IT managers as to what metrics demonstrate thequality and performance of these two processes.

From the options below, which represents the best range ofmeasures for evaluating the success of Incident and ProblemManagement?

A.

B.

C.

D.

Scenario

Vericom is a leading provider of government, business and consumertelecommunication services, and is

currently seeking ways in which toimprove its utilization of IT services to drive growth across its'

multiplelines of business. One of the largest organizations in the UnitedKingdom, Vericom is comprised of

the following business units:

Verinet (providing ADSL, cable, 3GSM, dialup and satelliteservices) Infrastructure Services (planning,

installing and maintainingthe PSTN and mobile network infrastructure)

VericomTV (Pay TV)

Consumer Sales and Marketing (including 400 Vericom retailoutlets) Business and Government

Finance and Administration

Information Technology Services (Shared Service Unit,however some business units also have their own

internalservice provider) Human Resources

Vericom Wholesale (for wholesale of Vericom infrastructureservices)

Due to the extensive scope of infrastructure deployed and largeemployee and customer base, Vericom

continues to rely on legacysystems for some critical IT services; however this is seen asabarrier to future

organizational growth and scalability of servicesoffered. The CIO of Vericom has also raised the concern

that whileimprovements to the technology utilized is important, this also needsto be supported by quality IT Service Management practicesemployed by the various IT departments.

The project of improving the IT Service Management practicesemployed by Vericom has been outsourced to external consultantswho are aware of the major IT refresh that is going to be occurringover the next 24 months.

Refer to the scenario.

As part of the major refresh of IT systems, it has been agreed that theexisting ITIL processes of Incident and Problem Management are notperforming adequately. Recent surveys indicate that:

A high percentage of incidents are being escalated tosecond linesupport staff There is inconsistency in the knowledge captured fordiagnosing and resolving incidents and problems Problem Management is predominantly reactive and typicallyonly executed when a large volume of incidents are identifiedto be of a common root cause There is little handover of knowledge (including documentationof Known Errors) for many releases deployed, creatingsignificant workloads for the support groups in the weeksfollowing deployment.

Which of the following responses BEST represents the way in whichyou would seek to improve the situation?

A. You understand the need to review current practices, soyou compare current practices against those described inthe ITIL volume of Service Operation. You perform a gapanalysis, and realize most of the issues relate toinadequate knowledge capture and sharing. You focus onimproving this by: Reviewing the tools and systems used, and develop abusiness case for acquiring new Knowledge ManagementSoftware to be used by the IT division. Creating rules for the escalation of incident and problemsso that higher level support groups are not overloaded Improving the level of documentation and knowledgecapture by running incentive programs rewarding staff forthe number of contributions made to the knowledgebase Conducting training on how to use the refreshed Incidentand Problem Management processes. Developing performance metrics to be reviewed forIncident and Problem Management

B. You communicate the need to review the situation, invitingvarious stakeholders from the IT departments and otherbusiness units to discuss the issues at hand. Your mainconcern is the lack of communication between various ITgroups, so to improve this you focus on: Improving the Release Policy to be adhered to by thevarious Release and Deployment teams, stating thedocumentation and knowledge transfer requirements forthe different types of releases performed. Developing guidelines, procedures and associatedincentives for the capture of knowledge relating toincidents, problems and general service requests. Conducting training and awareness sessions on therequirements for documentation and knowledge capture. Rotating developers and second line staff through theService Desk every three months Develop consistency in the Early Life Support provided bydesign/specialist staff for major releases Improving the interfaces between Incident and Problem Management, particularly those around escalation andproblem detection. Scheduling regular Proactive Problem Managementreviews, which will look at trends in incidents andproblems, and to identify vulnerable infrastructurecomponents. Developing metrics that will be used to evaluate the valueand performance of the Incident and ProblemManagement processes.

C. You understand the need for compliance to the definedprocesses, as currently many staff do not follow prescribedguidelines and procedures. Your efforts focus on improvingcompliance to the Incident and Problem Managementprocesses by: Auditing the processes, seeking where exceptions todefined procedures occur Running awareness sessions to communicate the valueand importance of the processes in place Modifying existing systems and tools so that improvecompliance to existing processes Evaluating which groups are underperforming to identifyany training that needs to occur

D. You communicate the need to understand more about thecurrent issues, so you invite the Service Desk, Incident,Problem and Release and Deployment managers to a meetingto review the situation. Your main concern is the lack ofdocumentation and knowledge being recorded by various ITgroups, so to improve this you focus on: Defining the requirements for knowledge capture andtransfer (including Known Errors) so that allcommunication is improved Improving the tools and systems used for by the variousgroups for knowledge capture and transfer Creating rules for the escalation of incident and problemsso that higher level support groups are not overloaded Develop consistency in the Early Life Support provided bydesign/specialist staff for major releases Assigning responsibility to the lead infrastructure architectto oversee Proactive Problem Management. Conducting training on how to use the refreshed Incidentand Problem Management processes. Rotating Service Desk staff through higher level supportteams every three months Developing performance metrics to be reviewed forIncident and Problem Management

Scenario

Brewster's is a toy factory that has been in business for 30 years.The company started with a small family

run shop and has grownconsistently over the years. They are now supplying toy storesnationwide and are

considered to be the primary supplier of children'scollectable novelty erasers.

Brewster's IT department is relatively small (currently 15 staff) butefficient. They have recently employed

an IT Manager in an attemptto improve the management of the infrastructure, as well as moreeffective use

of resources and identification of areas for improvement.

The Brewster's management teams do not have a lot of ITknowledge. The newly appointed IT Manager is

very ITIL focusedand wants to implement as many ITSM processes as is appropriatethere are currently no

formal processes in place. On starting with thecompany the IT Manager completed an internal assessment

of the ITinfrastructure ?including staff skills analysis, and collated the resultsfrom customer satisfaction

surveys completed over the last 5 years.

The main areas of concern are as follows:

Responses from customer satisfaction survey:

Overall a consistent satisfaction level. However, responses completed during the past 12 months show an

increase in customers who were unsatisfied with call waiting times when contacting the service desk for

help with online orders and requests for information.

Customers added the following additional comments:

"Never get to speak to the same person twice when dealing with an Incident number, had to call several

times to receive follow up on progress" "Some of the Service Desk staff seem under qualified to deal with

my questions about new applications/incidents/service requests"

Results from Staff Skills Analysis:

Staff, in general, have a good knowledge of IT systems and a basic understanding of the business

processes and objectives. However, staff are not well informed of upcoming releases of new or changed

services and not given adequate information to relay to the customers.

Staff added the following additional comments:

"Communication between Service Operation departments has become inefficient - there are meetings for

the sake of meetings, but the important information we need to know to do our day to day jobs is lacking"

"I still don't know what half of the people do, that work in the IT department!"

Results from General IT Infrastructure assessment:

Lack of event monitoring and planning

Lack of input from Operational Support departments into Service Design Lack of skill and information

sharing across the Operational Support teams with regards to Incident, Problem, Workarounds and Known

Error data. Little to no proactive activities being carried out.

Refer to Scenario

Which of the following options would be the most effective option toaddress the issues identified from the

General IT Infrastructureassessment?

A. You decide to recommend implementation of the EventManagement process to formalize the event monitoring,planning and overall management. Ensure that there isresource sharing between the Service Design teams andthe Operational Support teams as their input is necessaryto ensure services are designed that will work efficiently inthe live environment. In addition, implement the Problem Management process at the same time, to ensure there are both reactive andproactive activities taking place with regards to Problems,a knowledge bank of information including known errors,workarounds, problems and incident records is producedand maintained.

B. You are not concerned with the lack of skill sharingbetween the Operational Support departments andService Design as they are two separate entities of theService Lifecycle with their own objectives. You areconcerned, however, with the lack of skill sharing betweenthe Operational Support teams and decide to formalize the1st, 2nd and 3rd lines of support and recommend theadoption of a database that will incorporate all Incidentrecords, Problem records, Known Error records,Workarounds and Event information, so that all staff canhave access to and use this information.

C. You are not concerned with the lack of skill sharingbetween the Operational Support departments andService Design as they are two separate entities of theService Lifecycle with their own objectives. You areconcerned, however, with the lack of Event monitoring andplanning and foresee this as being a potential major issue.You decide to recommend implementation of the EventManagement process to formalize the event monitoring,planning and overall management. Ensure that there isresource sharing between the Service Design teams andthe Operational Support teams as their input is necessaryto ensure services are designed that will work efficiently inthe live environment.

D. Implement the Problem Management process, to ensurethere are both reactive and proactive activities taking placewith regards to Problems, a knowledge bank of informationincluding known errors, workarounds, problems andincident records is produced and maintained. Once this process is established, working efficiently andstaff have become more accustomed to this new way ofworking, use this success to recommend theimplementation of the Event Management process.

Which of the following BEST describes the purpose of EventManagement?

A. To detect events, make sense of them and determine the appropriate control action

B. To monitor interactions and exceptions within the infrastructure

C. To monitor and control the activities of technical staff

D. To detect and escalate exceptions to normal service operation

Scenario

Vision Media is an international media organization, operating variouslines of business including:

Film Production Television (production and delivery of their own channel in the United States VisionOne) Print media (including newspapers in 15 countries) Online Advertising

The organization has recently been restructured, and now iscomprised of the following companies and departments:

Vision Films (production of movies and television shows) VisionOne (television channel) VisionNews (coordinates all of the sub-companies involved in the delivery of printed newspapers, as well as being the centralized source of news information for all company owned media outlets) VisionNet (managing the online and internet businesses) Legal Services Finance and Administration Human Resources Information Technology

The organization is also actively pursuing growth in the online market,and is currently holding discussions with the leading online newsprovider about the possible acquisition of their company. This wouldincrease the overall size of Vision Media by around 15%.

The Information Technology department acts as a Shared ServiceUnit, providing IT Services to all of sub-companies and departments,which complement some of the Internal Service Providers that alsoexist. The director of Information Technology has realized the need toimprove the quality of services offered by implementing ITIL, and hasdecided to do so using a phased approach. Some of the ServiceDesign and Service Transition processes have already beenimplemented, and they are now planning the implementation ofService Operation.

While the IT director does have tentative support from the otherdirectors and CEO, budgets for implementing the Service Operationprocesses have not been finalized, and still require a business caseto be formally submitted.

There is some confusion as to how the process of AccessManagement should be designed. In particular, there is debate as tohow the process should be integrated into the overall approach of ITService Management within Vision Media. The IT director has askedfor submissions from some of her staff, describing how they thinkAccess Management should be designed.

Which of the following submissions describes the most appropriateway in which to design and implement Access Management withinVision Media?

A. The design of a quality Access Management process will need toconsider the current state of IT Service Management that exists withinthe IT department, as well as the organizational requirements ofVision Media in general. This will require interfaces to be createdwith: Information Security Management: Which is responsible forthe development and renewal of security policies, guidelinesand procedures, which are then executed by AccessManagement Service Level Management: Which is responsible defining thecustomer requirements for access to IT services Request Fulfillment: Access Management will often betriggered by Service Requests, taken by the Service Desk orsubmitted using automated and self-help mechanisms Change Management: Request for Changes (RFCs) will ofteninvolve modification of access rights Demand Management: Which will provide information as tothe patterns of business that will generate requests foraccess. Outside the scope of IT Service Management, some of the interfacesthat will also need to be created are: Human Resources: So that effective (and automated)communication exists to assist in the creation, modification,removal and audit of access rights. General: Direct requests from department managers Requests for enabling increased access for VIP staff

B. The design of an efficient Access Management process will need toaccount for the existing IT Service Management processes alreadyimplemented within the IT department, as well as the HumanResource requirements of Vision Media in general. This will requireinterfaces to be created with: Information Security Management: Which is responsible forthe development and renewal of security policies, guidelinesand procedures, which are then executed by AccessManagement Capacity Management: Which is responsible for the design ofsystems and infrastructure, which are in turn supported byAccess Management Knowledge Management: Each Knowledge base will requirevarious levels of access to be defined and enforced. Change Management: Request for Changes (RFCs) will ofteninvolve modification of access rights Demand Management: Which will provide information as tothe patterns of business thatwill generate requests foraccess Outside the scope of IT Service Management, some of the interfaces that will also need to be created are: Legal Services: So that the Legal department can verify the request for access is appropriate and lawful. ?General: Direct requests from department managers Requests for enabling increased access for VIP staff

C. It is important that the implementation of Access Managementconsiders a number of key interfaces with existing IT ServiceManagement processes, as well as other business processes, toensure success and satisfaction of its defined objectives. Thisincludes: Information Security Management: Which is responsible forthe development and renewal of security policies, guidelinesand procedures, which are then executed by AccessManagement Availability Management: Which is responsible for the designof security systems and infrastructure, which are in turnsupported by Access Management Request Fulfillment: Access Management will often betriggered by Service Requests, taken by the Service Desk orsubmitted using automated and self-help mechanisms Change Management: Request for Changes (RFCs) will ofteninvolve modification of access rights Configuration Management: Which can be used to recordrelationships between users and systems they can access. Outside the scope of IT Service Management, some of the interfaces that will also need to be created are: Human Resources: So that effective (and automated) communication exists to assist in the creation, modification, removal and audit of access rights. General: Direct requests from department managers Requests for enabling restricted access to contractorsand external suppliers

D. Access Management will need to be implemented in isolation fromexisting IT Service Management processes already in place at VisionMedia so that its' integrity can be ensured. The only exception to thisis Information Security Management, which is responsible for thedevelopment and renewal of security policies, guidelines andprocedures. Access Management uses these as formal inputs, whichare then executed accordingly.

What is the difference between a Known Error and a Problem?

A. The underlying cause of a Known Error is known. The underlying cause of a Problem is not known

B. A Known Error involves an error in the IT infrastructure, A

C. Problem does not involve such an error.

D. A Known Error always originates from an Incident. This is not always the case with a Problem

E. With a Problem, the relevant Configuration Items have been identified. This is not the case with a Known Error.

Scenario

You are the CIO of a large stockbroking firm, based in Hong Kong.Recently this company has acquired two other major firms in Londonand New York. Total Company staff now exceeds 800 people. EachFirm currently has their own Service Desk.

Hong Kong has 10 SD staff to 400 employees, with 6 2nd level support staff London has 3 SD staff to 140 employees with 3 2nd level support staff New York has 5 SD staff to 250 employees with 5 2nd levelsupport staff

With this new merger comes new support issues. Complaints arecoming in to say that there si an imbalance with ratio of IT supportstaff to users, Service Desks in London and New York are havingtrouble knowing and supporting new systems which has resulted inusers calling Hong Kong Service Desk. This has resulted in higherresolution times and an inability to get through to the service deskThe Business is not happy with the current situation.

Refer to the scenario.

A. B.

C.

D.

Scenario

You are the CIO of a large stockbroking firm, based in Hong Kong.Recently this company has acquired two other major firms in Londonand New York. Total Company staff now exceeds 800 people. EachFirm currently has their own Service Desk.

Hong Kong has 10 SD staff to 400 employees, with 6 2nd levelsupport staff London has 3 SD staff to 140 employees with 3 2nd levelsupport staff New York has 5 SD staff to 250 employees with 5 2nd levelsupport staff With this new merger comes new support issues. Complaints arecoming in to say that there si an imbalance with ratio of IT supportstaff to users, Service Desks in London and New York are havingtrouble knowing and supporting new systems which has resulted inusers calling Hong Kong Service Desk. This has resulted in higherresolution times and an inability to get through to the service deskThe Business is not happy with the current situation.

Refer to the scenario.

As CIO, you decide to reorganize the Service Desk structure as ameans to address the levels of service. You decide to use a followthe sun Service Desk. Which of the following descriptions to youpresent to the Business as your solution?

A. By implementing a follow the sun SD, you use current data todetermine minimum staffing requirements in each location tosupport its own location and the expected support levels inother locations. You then ensure that SD staff are trained onall current services. You appoint 2 Super Users per ServiceDesk to act as a buffer and to assist the users. You set up SDschedule based on usage and work hours.

B. By implementing a follow the sun SD, you use current data todetermine minimum staffing requirements in each location tosupport its own location and the expected support levels inother locations. You then ensure that all SD staff are trainedon all current services and able to provide an average of 60%1st line support as a target you appoint 2 Super Users perlocation to act as a buffer and to assist the users. You set upSD schedule based on usage and work hours

C. By implementing a follow the sun SD, you will start byinvestigating if the current infrastructure is capable ofsupporting a global service desk, including use of VOIPtechnology (this is possible). You use current data todetermine minimum staffing requirements in each location tosupport its own location and the expected support levels inother locations. You decide to use English as the mainlanguage for all support. You then ensure that all SD staff aretrained on all current services and able to provide an averageof 60% 1st line support as a target you appoint 2 Super Usersper location to act as a buffer and to assist the users. You setup SD schedule based on usage and work hours

D. By implementing a follow the sun SD, location. You decide tokeep local languages for SD. You use current data todetermine minimum staffing requirements in each location tosupport its own location. You then ensure that all SD staff aretrained on local services and able to provide an average of60% 1st line support as a target.You appoint 2 Super ServiceDesk Operators per location to act as a buffer and to assistthe users.

Scenario

Vision Media is an international media organization, operating variouslines of business including:

Film Production Television (production and delivery of their own channel in the United States VisionOne) Print media (including newspapers in 15 countries) Online Advertising

The organization has recently been restructured, and now iscomprised of the following companies and departments:

Vision Films (production of movies and television shows) VisionOne (television channel) VisionNews (coordinates all of the sub-companies involved in the delivery of printed newspapers, as well as being the centralized source of news information for all company owned media outlets) VisionNet (managing the online and internet businesses) Legal Services Finance and Administration Human Resources Information Technology

The organization is also actively pursuing growth in the online market,and is currently holding discussions with the leading online newsprovider about the possible acquisition of their company. This wouldincrease the overall size of Vision Media by around 15%.

The Information Technology department acts as a Shared ServiceUnit, providing IT Services to all of sub-companies and departments,which complement some of the Internal Service Providers that alsoexist. The director of Information Technology has realized the need toimprove the quality of services offered by implementing ITIL, and hasdecided to do so using a phased approach. Some of the ServiceDesign and Service Transition processes have already beenimplemented, and they are now planning the implementation ofService Operation.

While the IT director does have tentative support from the otherdirectors and CEO, budgets for implementing the Service Operationprocesses have not been finalized, and still require a business caseto be formally submitted.

Refer to the exhibit.

The IT director is now considering the implementation of the ServiceOperation functions. However there seems to be overlap between thegoals and objectives for each of the functions, which is causing someconcern among staff involved in the project. Which of the following responses BEST describes the objectives ofthe four Service Operation functions?

A.

B.

C.

D.

Scenario

Brewster's is a toy factory that has been in business for 30 years.The company started with a small family

run shop and has grownconsistently over the years. They are now supplying toy storesnationwide and are

considered to be the primary supplier of children'scollectable novelty erasers.

Brewster's IT department is relatively small (currently 15 staff) butefficient. They have recently employed

an IT Manager in an attemptto improve the management of the infrastructure, as well as moreeffective use

of resources and identification of areas for improvement.

The Brewster's management teams do not have a lot of ITknowledge. The newly appointed IT Manager is

very ITIL focusedand wants to implement as many ITSM processes as is appropriatethere are currently no

formal processes in place. On starting with thecompany the IT Manager completed an internal assessment

of the ITinfrastructure ?including staff skills analysis, and collated the resultsfrom customer satisfaction

surveys completed over the last 5 years.

The main areas of concern are as follows:

Responses from customer satisfaction survey:

Overall a consistent satisfaction level. However, responses completed during the past 12 months show an

increase in customers who were unsatisfied with call waiting times when contacting the service desk for

help with online orders and requests for information.

Customers added the following additional comments:

"Never get to speak to the same person twice when dealing with an Incident number, had to call several

times to receive follow up on progress" "Some of the Service Desk staff seem under qualified to deal with

my questions about new applications/incidents/service requests"

Results from Staff Skills Analysis:

Staff, in general, have a good knowledge of IT systems and a basic understanding of the business

processes and objectives. However, staff are not well informed of upcoming releases of new or changed

services and not given adequate information to relay to the customers.

Staff added the following additional comments:

"Communication between Service Operation departments has become inefficient - there are meetings for

the sake of meetings, but the important information we need to know to do our day to day jobs is lacking"

"I still don't know what half of the people do, that work in the IT department!"

Results from General IT Infrastructure assessment:

Lack of event monitoring and planning

Lack of input from Operational Support departments into Service Design Lack of skill and information

sharing across the Operational Support teams with regards to Incident, Problem, Workarounds and Known

Error data. Little to no proactive activities being carried out.

Refer to Scenario

Which of the following options would be the most effective optionto address the issues identified from the

Staff Skills Analysis?

A. Organize a meeting with the managers of each ITdepartment and form a Communication Plan. This planwill include all agreed methods, reasons and a list ofpersonnel to be included for communications within theOperation departments. This plan will then be distributedto all staff, with a memo that will

include; A photograph of each IT staff member with job title.

Brief Job Description and explanation of their dayto day activities.

In addition, make a proposal to the Business that a Release and Deployment Manager is needed, this

role willnot only take on the responsibility of implementing a formalRelease and Deployment process

but will, manage thebuild, test and deployment departments and will alsoensure that there is a

consistent communication route tothe service desk on upcoming releases and organizingtraining/

knowledge updates and consultation with servicedesk staff on new or changed services.

B. Organize a meeting with the managers of each IT departmentand form a Communication Plan. This plan will include allagreed methods, reasons and a list of personnel to beincluded for communications within the Operationdepartments. This plan will then be distributed to all staff, witha memo that will include; A photograph of each IT staff member with job title Brief Job Description and explanation of their dayto day activities In addition, ask for the service desk to be sent copies ofthe release schedule so they are informed of upcomingreleases.

C. Recommend to the Business that a new staff trainingprogram needs to be implemented that will include oneservice desk member per week shadowing a member ofstaff in each of the Business Process areas to learn howthey do things and what the business objectives are. Inaddition, request a weekly update from the build, test anddeployment areas on any upcoming releases, includingany relevant information that will enable the service deskstaff to provide a better service to the customer.

D. No immediate action required. You will work on a newtraining and communication policy that will formalize theprocess of communication and knowledge transferbetween departments. You will also recommend that thefirst ITSM process to be implemented with be a formalizedIncident Management process to ensure that effectivemeasurements and analysis is taking place and that thereis monitoring of staff competency and skill.

Scenario

Vision Media is an international media organization, operating variouslines of business including:

Film Production Television (production and delivery of their own channel in theUnited States VisionOne) Print media (including newspapers in 15 countries) Online Advertising

The organization has recently been restructured, and now iscomprised of the following companies and departments:

Vision Films (production of movies and television shows) VisionOne (television channel) VisionNews (coordinates all of the sub-companies involved inthe delivery of printed newspapers, as well as being thecentralized source of news information for all company ownedmedia outlets) VisionNet (managing the online and internet businesses) Legal Services Finance and Administration Human Resources Information Technology

The organization is also actively pursuing growth in the online market,and is currently holding discussions with the leading online newsprovider about the possible acquisition of their company. This wouldincrease the overall size of Vision Media by around 15%.

The Information Technology department acts as a Shared ServiceUnit, providing IT Services to all of sub-companies and departments,which complement some of the Internal Service Providers that alsoexist. The director of Information Technology has realized the need toimprove the quality of services offered by implementing ITIL, and hasdecided to do so using a phased approach. Some of the ServiceDesign and Service Transition processes have already beenimplemented, and they are now planning the implementation ofService Operation. While the IT director does have tentative support from the otherdirectors and CEO, budgets for implementing the Service Operationprocesses have not been finalized, and still require a business caseto be formally submitted.

The IT director is required to submit a business case to the board ofdirectors of Vision Media for the implementation of Service Operation.Which of the following responses is the BEST summary of thebenefits of implementing Service Operation (processes andfunctions), to be included in the business case?

A. As part of the ongoing Service Management initiative withinVision Media, the implementation of Service Operation is a vitalelement necessary to enable service quality and reduce theoverall expenditure on IT. This is because Service Operation isultimately where the designs and optimizations introduced by ITare supported, and from an IT perspective where the actual valueof IT Service Management is seen. Specific benefits delivered asa result of improved Service Operation includes: Increased effectiveness and efficiency in IT Service deliveryand support Reduced operational spending on IT Increased customer and user satisfaction of IT services Improved availability and performance of agreed IT services Given current plans for growth of Vision Media and possibleacquisitions, the implementation of Service Operation is especiallyimportant to provide processes for reactively managing a growing enduser population and increased scope and complexity in ITinfrastructure utilized.

B. As part of the ongoing Service Management initiative withinVision Media, the implementation of Service Operation is avital element necessary to further improve service quality, andto realize the value of the previous projects already completed(refer Service Design and Service Transition projects). This isbecause Service Operation is ultimately where the designsand optimizations introduced by IT are executed andmeasured, and from a businessviewpoint where the actualvalue of IT is seen. Specific benefits delivered as a result ofimproved Service Operation includes: Increased effectiveness and efficiency in IT Service delivery and support Increased return on investments (ROI) into IT Increased value on investments (VOI) into IT Increased customer and user satisfaction of IT services Given current plans for growth of Vision Media and possibleacquisitions, the implementation of Service Operation processes isespecially important to provide cost- effective capabilities formanaging a growing end user population and increased scope andcomplexity in IT infrastructure utilized.

C. As part of the ongoing Service Management initiative withinVision Media, the implementation of Service Operation is a vitalelement necessary to enable service quality and reduce theoverall expenditure on IT. This is because Service Operation isultimately where the designs and optimizations introduced by ITare deployed, and from a business perspective where the actualvalue of IT Service Management is seen. Specific benefitsdelivered as a result of improved Service Operation includes: Fewer disruptions to agreed IT services Reduced operational spending on IT Increased job satisfaction of IT staff Improved availability and performance of agreed IT services Given current plans for growth of Vision Media and possibleacquisitions, the implementation of Service Operation is especiallyimportant to provide processes for reactively managing a growing enduser population and increased scope and complexity in ITinfrastructure utilized.

D. As part of the ongoing Service Management initiative withinVision Media, the implementation of Service Operation is a vitalelement necessary to achieve service quality and support theobjectives defined for the IT department. This is because ServiceOperation is ultimately where the designs and optimizationsintroduced by IT are supported, and from a business viewpointwhere the actual value of IT is seen. Specific benefits deliveredas a result of improved Service Operation includes: Increased effectiveness and efficiency in IT Service deliveryand support Increased return on investments (ROI) into IT Reduced operational spending on IT Increased customer and user satisfaction of IT services Given current plans for growth of Vision Media and possibleacquisitions, the implementation of Service Operation is especiallyimportant to provide cost-effective processes for managing a growingend user population and increased scope and complexity in ITinfrastructure utilized.

Scenario

Vision Media is an international media organization, operating variouslines of business including:

Film Production Television (production and delivery of their own channel in the United States VisionOne) Print media (including newspapers in 15 countries) Online Advertising The organization has recently been restructured, and now iscomprised of the following companies and departments:

Vision Films (production of movies and television shows) VisionOne (television channel) VisionNews (coordinates all of the sub-companies involved in the delivery of printed newspapers, as well as being the centralized source of news information for all company owned media outlets) VisionNet (managing the online and internet businesses) Legal Services Finance and Administration Human Resources Information Technology

The organization is also actively pursuing growth in the online market,and is currently holding discussions with the leading online newsprovider about the possible acquisition of their company. This wouldincrease the overall size of Vision Media by around 15%.

The Information Technology department acts as a Shared ServiceUnit, providing IT Services to all of sub-companies and departments,which complement some of the Internal Service Providers that alsoexist. The director of Information Technology has realized the need toimprove the quality of services offered by implementing ITIL, and hasdecided to do so using a phased approach. Some of the ServiceDesign and Service Transition processes have already beenimplemented, and they are now planning the implementation ofService Operation.

While the IT director does have tentative support from the otherdirectors and CEO, budgets for implementing the Service Operationprocesses have not been finalized, and still require a business caseto be formally submitted.

Refer to the exhibit.

Sally Robbins, who had previously managed the IT department'sService Desk, has now been assigned the role of Incident Manager.To assist in the implementation of the process, Sally has conducted anumber of meetings with IT staff, customers, external suppliers andother relevant stakeholders to identify their requirements. Based onthese discussions, Sally has created following impact definitions,which will be used in conjunction to the given urgency to determinethe appropriate timescales and effort applied for response andresolution to recorded incidents.

Impact Definition: Low Impact Affects a single user, preventing them from performingnormal work functions A single, non-critical device

or peripheral is unavailable Medium Impact

Multiple users are affected, preventing them fromperforming normal work functions A regular business function is unavailable to part of aor organizational unit department

High Impact

A vital business function is unavailable to an entiredepartment or company owned organization

Major Incident

A vital business function is unavailable to all Vision Media departments and company owned organizations

Example Incidents:

I. The IT manager of Vision Films detects that their dedicatedVirtual Private Network linking them to Vision Media'scorporate IT systems has failed. This has prevented usersfrom accessing or modifying any file, document or systemmaintained by the centralized IT department of Vision Media.

II. The vice-president of the Finance and Administrationdepartment reports that her laptop keeps rebooting. She hasan important report to complete for the Chief ExecutiveOfficer.

III. The president of Vision TV is unable to stream high-definitionvideo from a regional office. He requires the regional office'sWAN connection to be upgraded to a 14.4 M/bit wirelessmobile network.

IV. A IT staff member is alerted to the failure of systems providedby Human Resources to all other departments and subcompaniesto manage payments and leave for Vision Mediaemployees (and those employed by organizations fully ownedby Vision Media)

Which of the following responses provides the correct assignment ofimpact to the above incidents?

A. High Impact

II. Medium Impact

III. Not an incident, should be a Request for Change

IV. Major Incident

B. High Impact

II. Low Impact

III. Not an incident, should be a Request for Change

IV. Major Incident

C. Major Incident

II. Medium Impact

III. High Impact

IV. Major Incident

D. High Impact

II. Low Impact

III. Medium Impact

IV. Major Incident

Scenario

Brewster's is a toy factory that has been in business for 30 years.The company started with a small family

run shop and has grownconsistently over the years. They are now supplying toy storesnationwide and are

considered to be the primary supplier of children'scollectable novelty erasers.

Brewster's IT department is relatively small (currently 15 staff) butefficient. They have recently employed

an IT Manager in an attemptto improve the management of the infrastructure, as well as moreeffective use

of resources and identification of areas for improvement.

The Brewster's management teams do not have a lot of ITknowledge. The newly appointed IT Manager is

very ITIL focusedand wants to implement as many ITSM processes as is appropriatethere are currently no

formal processes in place. On starting with thecompany the IT Manager completed an internal assessment

of the ITinfrastructure ?including staff skills analysis, and collated the resultsfrom customer satisfaction

surveys completed over the last 5 years.

The main areas of concern are as follows:

Responses from customer satisfaction survey:

Overall a consistent satisfaction level. However, responses completed during the past 12 months show an

increase in customers who were unsatisfied with call waiting times when contacting the service desk for

help with online orders and requests for information.

Customers added the following additional comments:

"Never get to speak to the same person twice when dealing with an Incident number, had to call several

times to receive follow up on progress" "Some of the Service Desk staff seem under qualified to deal with

my questions about new applications/incidents/service requests"

Results from Staff Skills Analysis:

Staff, in general, have a good knowledge of IT systems and a basic understanding of the business

processes and objectives. However, staff are not well informed of upcoming releases of new or changed

services and not given adequate information to relay to the customers.

Staff added the following additional comments:

"Communication between Service Operation departments has become inefficient - there are meetings for

the sake of meetings, but the important information we need to know to do our day to day jobs is lacking"

"I still don't know what half of the people do, that work in the IT department!"

Results from General IT Infrastructure assessment:

Lack of event monitoring and planning

Lack of input from Operational Support departments into Service Design Lack of skill and information

sharing across the Operational Support teams with regards to Incident, Problem, Workarounds and Known

Error data. Little to no proactive activities being carried out.

Refer to Scenario

Through further investigation you identify that there is no formalmeans of collecting data to identify service

improvement, other thancustomer surveys. These are very subjective and do not give abalanced picture

regarding quality of service. Through discussions with the Continual Service ImprovementManager, you

decide to start collecting a range of metrics to helpidentify service improvements.

Which metrics would be relevant to Service Desk?

A. % of calls resolved by Service Desk Average time to identify incident Average time to escalate incident % of user updates conducted within target times Customer feedback Average Service Desk cost of handling incident

B. % of calls resolved by Service Desk Averagetime to resolve incident Averagetime to escalate incident % of customer updates conducted within target times Customerfeedback AverageService Desk cost of handling incident

C. o % of calls answered by Service Desk Averagetime to escalate incident % of customer updates conducted within Service Deskhours Customerfeedback Averagecost of handling incident

D. % of calls answered by Service Desk Averagetime to resolve problems Averagetime to escalate problem % of customer updates conducted within Service Desktimes Customerfeedback Averagecost of handling problem

Operations Control refers to?

A. The managers of the Event and Access Management Processes

B. Overseeing the monitoring and escalating of IT operational events and activities

C. The tools used to monitor the status of the IT Network

D. The situation where the Service Desk manager is required to monitor the status of the infrastructure when Service Desk Operators are not available