Question 1

The success of Service Operation phase is based on some important Critical Success Factors. From
the options below, which would be the most important for Service Operation?

• A. Management support for using phase Business support to ensure users use Service Desk as little as possible Champions to drive process usage Staffing and retention of Service Desk Service management usage Suitable tools – especially Incident Management Measurement and reporting of capacity
• B. Management support for setting up phase Business support to ensure users call Service Desk Champions to lead process implementation Staffing and retention of Service Desk Service management training Suitable tools Measurement and reporting of usage
• C. Management support for setting up SD Business support to ensure users call Service Desk Champions to lead Service Support Staffing and retention of Service Desk Service management understanding Suitable tools – especially Service Desk Measurement and reporting
• D. Management support for setting up phase Business support to ensure users use Service Desk Champions to lead process implementation Staffing and retention of Service Desk Service management training Suitable tools – especially Service Desk Measurement and reporting

Question 2

Scenario
You are the CIO of a large stock broking firm, based in Hong Kong. Recently this company has
acquired two other major firms in London and New York. Total Company staff now exceeds 800
people. Each Firm 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 level support staff
With this new merger comes new support issues. Complaints are coming in to say that there si an
imbalance with ratio of IT support staff to users, Service Desks in London and New York are having
trouble knowing and supporting new systems which has resulted in users calling Hong Kong Service
Desk. This has resulted in higher resolution times and an inability to get through to the service desk
The Business is not happy with the current situation.
Refer to the scenario.
A.

B.

C.

D.

Question 3

Scenario
You are the CIO of a large stock broking firm, based in Hong Kong. Recently this company has
acquired two other major firms in London and New York. Total Company staff now exceeds 800
people. Each Firm 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 level support staff
With this new merger comes new support issues. Complaints are coming in to say that there si an
imbalance with ratio of IT support staff to users, Service Desks in London and New York are having
trouble knowing and supporting new systems which has resulted in users calling Hong Kong Service
Desk. This has resulted in higher resolution times and an inability to get through to the service desk
The Business is not happy with the current situation.
Refer to the scenario.
As CIO, you decide to reorganize the Service Desk structure as a means to address the levels of
service. You decide to use a follow the sun Service Desk. Which of the following descriptions to you
present to the Business as your solution?

• A. By implementing a follow the sun SD, you use current data to determine minimum staffing requirements in each location to support its own location and the expected support levels in other locations. You then ensure that SD staff are trained on all current services. You appoint 2 Super Users per Service Desk to act as a buffer and to assist the users. You set up SD schedule based on usage and work hours.
• B. By implementing a follow the sun SD, you use current data to determine minimum staffing requirements in each location to support its own location and the expected support levels in other locations. You then ensure that all SD staff are trained on all current services and able to provide an average of 60% 1st line support as a target you appoint 2 Super Users per location to act as a buffer and to assist the users. You set up SD schedule based on usage and work hours
• C. By implementing a follow the sun SD, you will start by investigating if the current infrastructure is capable of supporting a global service desk, including use of VOIP technology (this is possible). You use current data to determine minimum staffing requirements in each location to support its own location and the expected support levels in other locations. You decide to use English as the main language for all support. You then ensure that all SD staff are trained on all current services and able to provide an average of 60% 1st line support as a target you appoint 2 Super Users per location to act as a buffer and to assist the users. You set up SD schedule based on usage and work hours
• D. By implementing a follow the sun SD, location. You decide to keep local languages for SD. You use current data to determine minimum staffing requirements in each location to support its own location. You then ensure that all SD staff are trained on local services and able to provide an average of 60% 1st line support as a target. You appoint 2 Super Service Desk Operators per location to act as a buffer and to assist the users.

Question 4

Scenario
Vision Media is an international media organization, operating various lines 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 is comprised 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 news provider about the possible acquisition of their company.
This would increase the overall size of Vision Media by around 15%.
The Information Technology department acts as a Shared Service Unit, providing IT Services to all of
sub-companies and departments, which complement some of the Internal Service Providers that
also exist. The director of Information Technology has realized the need to improve the quality of
services offered by implementing ITIL, and has decided to do so using a phased approach. Some of
the Service Design and Service Transition processes have already been implemented, and they are
now planning the implementation of Service Operation.
While the IT director does have tentative support from the other directors and CEO, budgets for
implementing the Service Operation processes have not been finalized, and still require a business
case to be formally submitted.
Refer to the exhibit.
Sally Robbins, who had previously managed the IT department’s Service Desk, has now been
assigned the role of Incident Manager. To assist in the implementation of the process, Sally has
conducted a number of meetings with IT staff, customers, external suppliers and other relevant
stakeholders to identify their requirements. Based on these discussions, Sally has created following
impact definitions, which will be used in conjunction to the given urgency to determine the
appropriate timescales and effort applied for response and resolution to recorded incidents.
Impact Definition:
Low Impact
•
Affects a single user, preventing them from performing normal work functions
•
A single, non-critical device or peripheral is unavailable
Medium Impact
•
Multiple users are affected, preventing them from performing normal work functions
•
A regular business function is unavailable to part of a or organizational unit department
High Impact
•
A vital business function is unavailable to an entire department 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 dedicated Virtual Private Network linking them to
Vision Media’s corporate IT systems has failed. This has prevented users from accessing or modifying
any file, document or system maintained by the centralized IT department of Vision Media.
II. The vice-president of the Finance and Administration department reports that her laptop keeps
rebooting. She has an important report to complete for the Chief Executive Officer.
III. The president of Vision TV is unable to stream high-definition video from a regional office. He
requires the regional office’s WAN connection to be upgraded to a 14.4 M/bit wireless mobile
network.
IV. A IT staff member is alerted to the failure of systems provided by Human Resources to all other
departments and sub companies to manage payments and leave for Vision Media employees (and
those employed by organizations fully owned by Vision Media)
Which of the following responses provides the correct assignment of impact to the above incidents?
A.
I. High Impact
II. Medium Impact
III. Not an incident, should be a Request for Change
IV. Major Incident
B.
I. High Impact
II. Low Impact
III. Not an incident, should be a Request for Change
IV. Major Incident
C.
I. Major Incident
II. Medium Impact
III. High Impact
IV. Major Incident
D.
I. High Impact
II. Low Impact
III. Medium Impact
IV. Major Incident

Question 5

Scenario
Vision Media is an international media organization, operating various lines 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 is comprised 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 news provider about the possible acquisition of their company.
This would increase the overall size of Vision Media by around 15%.
The Information Technology department acts as a Shared Service Unit, providing IT Services to all of
sub-companies and departments, which complement some of the Internal Service Providers that
also exist. The director of Information Technology has realized the need to improve the quality of
services offered by implementing ITIL, and has decided to do so using a phased approach. Some of
the Service Design and Service Transition processes have already been implemented, and they are
now planning the implementation of Service Operation.
While the IT director does have tentative support from the other directors and CEO, budgets for
implementing the Service Operation processes have not been finalized, and still require a business
case to be formally submitted.
Refer to the exhibit.
The IT director is now considering the implementation of the Service Operation functions. However
there seems to be overlap between the goals and objectives for each of the functions, which is
causing some concern among staff involved in the project.
Which of the following responses BEST describes the objectives of the four Service Operation
functions?
A.

B.

C.

D.

Question 6

Scenario
Vision Media is an international media organization, operating various lines 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 is comprised 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 news provider about the possible acquisition of their company.
This would increase the overall size of Vision Media by around 15%.
The Information Technology department acts as a Shared Service Unit, providing IT Services to all of
sub-companies and departments, which complement some of the Internal Service Providers that
also exist. The director of Information Technology has realized the need to improve the quality of
services offered by implementing ITIL, and has decided to do so using a phased approach. Some of
the Service Design and Service Transition processes have already been implemented, and they are
now planning the implementation of Service Operation.
While the IT director does have tentative support from the other directors and CEO, budgets for
implementing the Service Operation processes have not been finalized, and still require a business
case to be formally submitted.
Refer to the exhibit.
There is some confusion as to how the process of Access Management should be designed. In
particular, there is debate as to how the process should be integrated into the overall approach of IT
Service Management within Vision Media. The IT director has asked for submissions from some of
her staff, describing how they think Access Management should be designed.
Which of the following submissions describes the most appropriate way in which to design and
implement Access Management within Vision Media?

• A. The design of a quality Access Management process will need to consider the current state of IT Service Management that exists within the IT department, as well as the organizational requirements of Vision Media in general. This will require interfaces to be created with: • Information Security Management: Which is responsible for the development and renewal of security policies, guidelines and procedures, which are then executed by Access Management • Service Level Management: Which is responsible defining the customer requirements for access to IT services • Request Fulfillment: Access Management will often be triggered by Service Requests, taken by the Service Desk or submitted using automated and self-help mechanisms • Change Management: Request for Changes (RFCs) will often involve modification of access rights • Demand Management: Which will provide information as to the patterns of business that will generate requests for 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 increased access for VIP staff
• B. The design of an efficient Access Management process will need to account for the existing IT Service Management processes already implemented within the IT department, as well as the Human Resource requirements of Vision Media in general. This will require interfaces to be created with: • Information Security Management: Which is responsible for the development and renewal of security policies, guidelines and procedures, which are then executed by Access Management • Capacity Management: Which is responsible for the design of systems and infrastructure, which are in turn supported by Access Management • Knowledge Management: Each Knowledge base will require various levels of access to be defined and enforced. • Change Management: Request for Changes (RFCs) will often involve modification of access rights • Demand Management: Which will provide information as to the patterns of business that will generate requests for access • 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 Management considers a number of key interfaces with existing IT Service Management processes, as well as other business processes, to ensure success and satisfaction of its defined objectives. This includes: • Information Security Management: Which is responsible for the development and renewal of security policies, guidelines and procedures, which are then executed by Access Management • Availability Management: Which is responsible for the design of security systems and infrastructure, which are in turn supported by Access Management • Request Fulfillment: Access Management will often be triggered by Service Requests, taken by the Service Desk or submitted using automated and self-help mechanisms • Change Management: Request for Changes (RFCs) will often involve modification of access rights • Configuration Management: Which can be used to record relationships 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 contractors and external suppliers
• D. Access Management will need to be implemented in isolation from existing IT Service Management processes already in place at Vision Media so that its’ integrity can be ensured. The only exception to this is Information Security Management, which is responsible for the development and renewal of security policies, guidelines and procedures. Access Management uses these as formal inputs, which are then executed accordingly.

Question 7

Scenario
Vision Media is an international media organization, operating various lines 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 is comprised 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 news provider about the possible acquisition of their company.
This would increase the overall size of Vision Media by around 15%.
The Information Technology department acts as a Shared Service Unit, providing IT Services to all of
sub-companies and departments, which complement some of the Internal Service Providers that
also exist. The director of Information Technology has realized the need to improve the quality of
services offered by implementing ITIL, and has decided to do so using a phased approach. Some of
the Service Design and Service Transition processes have already been implemented, and they are
now planning the implementation of Service Operation.
While the IT director does have tentative support from the other directors and CEO, budgets for
implementing the Service Operation processes have not been finalized, and still require a business
case to be formally submitted.
Refer to the exhibit.
The IT director is required to submit a business case to the board of directors of Vision Media for the
implementation of Service Operation. Which of the following responses is the BEST summary of the
benefits of implementing Service Operation (processes and functions), to be included in the business
case?

• A. As part of the ongoing Service Management initiative within Vision Media, the implementation of Service Operation is a vital element necessary to enable service quality and reduce the overall expenditure on IT. This is because Service Operation is ultimately where the designs and optimizations introduced by IT are supported, and from an IT perspective where the actual value of IT Service Management is seen. Specific benefits delivered as a result of improved Service Operation includes: • Increased effectiveness and efficiency in IT Service delivery and 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 possible acquisitions, the implementation of Service Operation is especially important to provide processes for reactively managing a growing end user population and increased scope and complexity in IT infrastructure utilized.
• B. As part of the ongoing Service Management initiative within Vision Media, the implementation of Service Operation is a vital element necessary to further improve service quality, and to realize the value of the previous projects already completed (refer Service Design and Service Transition projects). This is because Service Operation is ultimately where the designs and optimizations introduced by IT are executed and measured, and from a business viewpoint where the actual value of IT is seen. Specific benefits delivered as a result of improved 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 possible acquisitions, the implementation of Service Operation processes is especially important to provide cost-effective capabilities for managing a growing end user population and increased scope and complexity in IT infrastructure utilized.
• C. As part of the ongoing Service Management initiative within Vision Media, the implementation of Service Operation is a vital element necessary to enable service quality and reduce the overall expenditure on IT. This is because Service Operation is ultimately where the designs and optimizations introduced by IT are deployed, and from a business perspective where the actual value of IT Service Management is seen. Specific benefits delivered 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 possible acquisitions, the implementation of Service Operation is especially important to provide processes for reactively managing a growing end user population and increased scope and complexity in IT infrastructure utilized.
• D. As part of the ongoing Service Management initiative within Vision Media, the implementation of Service Operation is a vital element necessary to achieve service quality and support the objectives defined for the IT department. This is because Service Operation is ultimately where the designs and optimizations introduced by IT are supported, and from a business viewpoint where the actual value of IT is seen. Specific benefits delivered as a result of improved Service Operation includes: • Increased effectiveness and efficiency in IT Service delivery and 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 possible acquisitions, the implementation of Service Operation is especially important to provide cost-effective processes for managing a growing end user population and increased scope and complexity in IT infrastructure utilized.

Question 8

Scenario
Vericom is a leading provider of government, business and consumer telecommunication services,
and is currently seeking ways in which to improve its utilization of IT services to drive growth across
its’ multiple lines of business. One of the largest organizations in the United Kingdom, 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 retail outlets)
•
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 infrastructure services)
Due to the extensive scope of infrastructure deployed and large employee and customer base,
Vericom continues to rely on legacy systems for some critical IT services; however this is seen as a
barrier to future organizational growth and scalability of services offered. The CIO of Vericom has
also raised the concern that while improvements to the technology utilized is important, this also
needs to be supported by quality IT Service Management practices employed by the various IT
departments.
The project of improving the IT Service Management practices employed by Vericom has been
outsourced to external consultants who are aware of the major IT refresh that is going to be
occurring over the next 24 months.
Refer to the scenario.
The Verinet business unit which provides internet services is currently facing increased competition
from other Internet Service Providers seeking to entice Verinet customers away with offerings such
as free VOIP (voice over internet protocol) and Naked DSL (unconditioned local loop). To combat this,
Verinet wishes to develop a new marketing campaign highlighting the high quality and availability of
services offered.
Before this occurs, the Service Manager within Verinet (who has previously implemented ITIL in
other organizations) had recommended implementing Event Management to assist in the continued
ability for providing high quality, highly available internet services to the UK population. She has
been faced by some resistance, who believe that it is not required as Capacity, Availability, Incident
and Problem Management have already been implemented.
Which of the following would be the BEST response to the Veritnet directors in describing the
benefits of introducing Event Management to Verinet?

• A. The implementation of Event Management to complement existing ITIL processes within Verinet will have a number of significant benefits. The value to the business of implementing the process is directly seen by the following benefits: • Improved speed for Incident and Problem Management for identifying and analyzing the cause and potential effect • Improved ratio of used licenses against paid for licenses • Percentage re-use and redistribution of under-utilized assets and resources Improved aliment between provided maintenance and business support • Improvement in maintenance scheduling and management for CIs
• B. The implementation of Event Management to complement existing ITIL processes within Verinet will have a number of significant benefits. The value to the business of implementing the process is generally indirect, but would support an enhanced ability to provide high quality and high availability internet services by: • Providing mechanisms for the early detection of incidents and problems before they impact customers • Notify the appropriate staff of status changes or exceptions that so that they can respond quickly • Providing a basis for automated operations, increasing efficiency and allowing human resources within Verinet to be better utilized • Providing improved visibility as to the events and interactions that occur within the IT infrastructure • Providing performance and utilization information and trends that can be used for improved capacity planning and system design
• C. The implementation of Event Management to complement existing ITIL processes within Verinet will have a number of significant benefits. The value to the business of implementing the process is generally indirect, but would support an enhanced ability to provide high quality and high availability internet services by: • Providing mechanisms for the early detection of incidents and problems before they impact customers • Developing capabilities for the monitoring of critical components of the IT infrastructure for disruptions or breach of utilization thresholds • Automating the notification of key staff when exception events occur • Providing improved visibility as to the events and interactions that occur within the IT infrastructure • Reducing the time requirements of manual activities performed by IT staff as part of preventative maintenance.
• D. The implementation of Event Management to complement existing ITIL processes within Verinet will have a number of significant benefits. The value to the business of implementing the process is directly seen by the following benefits: • Reduced SLA breaches • Reduced times required for diagnosis and root-cause analysis of problems • Reducing ratio of high priority incidents • Reduced Mean Time to Restore (MTTR) for incidents • Improved availability levels • Improved delivery of capacity and performance, with fewer capacity related incidents.

Question 9

Scenario
Vericom is a leading provider of government, business and consumer telecommunication services,
and is currently seeking ways in which to improve its utilization of IT services to drive growth across
its’ multiple lines of business. One of the largest organizations in the United Kingdom, 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 retail outlets)
•
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 infrastructure services)
Due to the extensive scope of infrastructure deployed and large employee and customer base,
Vericom continues to rely on legacy systems for some critical IT services; however this is seen as a
barrier to future organizational growth and scalability of services offered. The CIO of Vericom has
also raised the concern that while improvements to the technology utilized is important, this also
needs to be supported by quality IT Service Management practices employed by the various IT
departments.
The project of improving the IT Service Management practices employed by Vericom has been
outsourced to external consultants who are aware of the major IT refresh that is going to be
occurring over the next 24 months.
Refer to the scenario.
Discussions have recently been held regarding the performance of the Incident and Problem
Management. There has been some confusion among IT managers as to what metrics demonstrate
the quality and performance of these two processes.
From the options below, which represents the best range of measures for evaluating the success of
Incident and Problem Management?
A.

B.

C.

D.

Question 10

Scenario
Vericom is a leading provider of government, business and consumer telecommunication services,
and is currently seeking ways in which to improve its utilization of IT services to drive growth across
its’ multiple lines of business. One of the largest organizations in the United Kingdom, 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 retail outlets)
•
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 infrastructure services)
Due to the extensive scope of infrastructure deployed and large employee and customer base,
Vericom continues to rely on legacy systems for some critical IT services; however this is seen as a
barrier to future organizational growth and scalability of services offered. The CIO of Vericom has
also raised the concern that while improvements to the technology utilized is important, this also
needs to be supported by quality IT Service Management practices employed by the various IT
departments.
The project of improving the IT Service Management practices employed by Vericom has been
outsourced to external consultants who are aware of the major IT refresh that is going to be
occurring over the next 24 months.
Refer to the scenario.
With Vericom being a large organization (approximately 40 000 staff), some of the business units
have developed their own internal IT departments to supplement the services provided by the
centralized Information Technology Services (ITS) department. This has occurred due to the
specialized needs and requirements for technology, specifically Verinet, VericomTV and Consumer
Sales and Marketing.
While the decision has been made that this organizational structure is to remain in place, there has
been identified issues relating to a lack of consistency in IT Service Management processes used by
the different departments and unclear boundaries for the responsibilities of the various IT Service
Desks. This has resulted in:
•
End users calling the wrong Service Desk, requiring the call to be redirected to the
appropriate group
•
Inconsistency in the categorization and classification of service requests, incidents and
problems, causing confusion and frustration when there are multiple IT departments involved
•
Known Errors being recorded internally within the various IT departments, which may in fact
have a wider impact on the whole organization when these are not visible to everyone
•
Inconsistency in the Service Management systems and tools used for handling service
requests, incidents, problems and Known Errors.
From the following responses, which BEST represents the approach you would take to overcome the
issues described above?

• A. You realize a coordinated approach is the best method, including: • The development of the ITS Service Desk to be the single point of contact for ALL end user (internal) queries. This will be performed over a 6 month period, to take account for any training and transfer of knowledge that needs to occur. This Service Desk will then escalate to the appropriate second line group (from any of the IT departments) as required. • Develop consistency across all departments for categories and priority coding systems used for all service requests, incidents and problems. • Build or purchase a consistent service management tool that will be used by all IT departments for managing incidents, problems, Known Errors and service requests. • Holding regular review sessions involving staff from each of the IT departments to discuss current issues, recurring and potential problems future initiatives.
• B. You realize a phased approach is the best method, including four phases: • Phase 1 – Build or purchase a service management tool that will be used by all IT departments for managing incidents, problems and service requests • Phase 2 – Standardize the use of ITIL processes used by the ITS department across all IT departments at Vericom • Phase 3 – Deliver training and awareness sessions for staff regarding the importance of the processes and how they should be used. • Phase 4 – Review the success of the project and pass any lessons learnt onto future projects
• C. You realize a coordinated approach is the best method, including: • Developing a telephone system that will route calls to the appropriate Service Desk based on the user’s input. This should also provide the capability for a Service Desk analyst to call them back during peak periods. • Develop consistency in all the categories assigned to service requests, incidents and problems across all IT departments. • Build or purchase a service management tool that will be used by all IT departments for managing incidents, problems, Known Errors and service requests • Hold regular review sessions involving key staff from each of the IT departments to discuss current issues and potential problems.
• D. You realize that improving the business awareness of IT is most important, and address the issues by: • Identifying the training requirements of end users to improve their use of IT service • Implement an online Service Catalogue for all IT Services, with self-help capabilities to log and track incidents, problems and service requests • Assist Service Level Management in improving the visibility of the IT organization in general, and identify areas of customer satisfaction that need improving • Build or purchase a service management tool that will be used by all IT departments and end users for managing incidents, problems, Known Errors and service requests

Question 11

Scenario
Vericom is a leading provider of government, business and consumer telecommunication services,
and is currently seeking ways in which to improve its utilization of IT services to drive growth across
its’ multiple lines of business. One of the largest organizations in the United Kingdom, 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 retail outlets)
•
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 infrastructure services)
Due to the extensive scope of infrastructure deployed and large employee and customer base,
Vericom continues to rely on legacy systems for some critical IT services; however this is seen as a
barrier to future organizational growth and scalability of services offered. The CIO of Vericom has
also raised the concern that while improvements to the technology utilized is important, this also
needs to be supported by quality IT Service Management practices employed by the various IT
departments.
The project of improving the IT Service Management practices employed by Vericom has been
outsourced to external consultants who are aware of the major IT refresh that is going to be
occurring over the next 24 months.
Refer to the scenario.
As part of the major refresh of IT systems, it has been agreed that the existing ITIL processes of
Incident and Problem Management are not performing adequately. Recent surveys indicate that:
•
A high percentage of incidents are being escalated to second line support staff
•
There is inconsistency in the knowledge captured for diagnosing and resolving incidents and
problems
•
Problem Management is predominantly reactive and typically only executed when a large
volume of incidents are identified to be of a common root cause
•
There is little handover of knowledge (including documentation of Known Errors) for many
releases deployed, creating significant workloads for the support groups in the weeks following
deployment.
Which of the following responses BEST represents the way in which you would seek to improve the
situation?

• A. You understand the need to review current practices, so you compare current practices against those described in the ITIL volume of Service Operation. You perform a gap analysis, and realize most of the issues relate to inadequate knowledge capture and sharing. You focus on improving this by: • Reviewing the tools and systems used, and develop a business case for acquiring new Knowledge Management Software to be used by the IT division. • Creating rules for the escalation of incident and problems so that higher level support groups are not overloaded • Improving the level of documentation and knowledge capture by running incentive programs rewarding staff for the number of contributions made to the knowledgebase • Conducting training on how to use the refreshed Incident and Problem Management processes. • Developing performance metrics to be reviewed for Incident and Problem Management
• B. You communicate the need to review the situation, inviting various stakeholders from the IT departments and other business units to discuss the issues at hand. Your main concern is the lack of communication between various IT groups, so to improve this you focus on: • Improving the Release Policy to be adhered to by the various Release & Deployment teams, stating the documentation and knowledge transfer requirements for the different types of releases performed. • Developing guidelines, procedures and associated incentives for the capture of knowledge relating to incidents, problems and general service requests. • Conducting training and awareness sessions on the requirements for documentation and knowledge capture. • Rotating developers and second line staff through the Service Desk every three months • Develop consistency in the Early Life Support provided by design/specialist staff for major releases • Improving the interfaces between Incident and Problem • Management, particularly those around escalation and problem detection. • Scheduling regular Proactive Problem Management reviews, which will look at trends in incidents and problems, and to identify vulnerable infrastructure components. • Developing metrics that will be used to evaluate the value and performance of the Incident and Problem Management processes.
• C. You understand the need for compliance to the defined processes, as currently many staff do not follow prescribed guidelines and procedures. Your efforts focus on improving compliance to the Incident and Problem Management processes by: • Auditing the processes, seeking where exceptions to defined procedures occur • Running awareness sessions to communicate the value and importance of the processes in place • Modifying existing systems and tools so that improve compliance to existing processes • Evaluating which groups are underperforming to identify any training that needs to occur
• D. You communicate the need to understand more about the current issues, so you invite the Service Desk, Incident, Problem and Release & Deployment managers to a meeting to review the situation. Your main concern is the lack of documentation and knowledge being recorded by various IT groups, so to improve this you focus on: • Defining the requirements for knowledge capture and transfer (including Known Errors) so that all communication is improved • Improving the tools and systems used for by the various groups for knowledge capture and transfer • Creating rules for the escalation of incident and problems so that higher level support groups are not overloaded • Develop consistency in the Early Life Support provided by design/specialist staff for major releases • Assigning responsibility to the lead infrastructure architect to oversee Proactive Problem Management. • Conducting training on how to use the refreshed Incident and Problem Management processes. • Rotating Service Desk staff through higher level support teams every three months • Developing performance metrics to be reviewed for Incident and Problem Management

Question 12

Scenario
NEB is a financial management company that specializes in lending money for substantial property
investments. They have a large IT department that is currently using the following ITSM processes:
•
Service Level Management
•
Availability Management
•
IT Service Continuity Management
•
Information Security Management
•
Incident Management
•
Problem Management.
Each of these processes have been implemented within the planned target time and are working
effectively and efficiently. Staff have adapted to the changes in a very positive manner and see the
benefits of using the ITIL framework.
Last Saturday, there was a security breach. A previous member of staff, who has left the company and
joined a competitor organization, has been able to gain access to several client lending files. After
initial investigation, it was found that access was not terminated when the staff member left the
company – this has highlighted that there are insufficient processes in place to ensure access rights
are terminated when staff leave the company, change roles etc and there is ongoing investigation to
see how many other previous staff still have access to the system.
The business has requested immediate recommendations from the IT Manager, as to what can be
done to ensure this situation does not happen again and how best to inform clients, with reference
to the security breach.
Refer to the scenario.
Which of the following options is most suitable to deal with this situation?

• A. Your first recommendation is to implement the Access Management process as soon as possible. You suggest that as the IT organization has already effectively and efficiently implemented six processes, they will be able to manage a well executed and fast implementation. This process will ensure that access is provided to those who are authorized to have it and will ensure access is restricted to those who are not. With regards to informing clients, you recommend that clients are not told of the situation as you feel it will be too damaging to the NEB reputation and will result in a catastrophic loss of clientele. You suggest that if clients are contacted by the competitor organization, they cannot prove that any information has been obtained via NEB files and (as there is now a plan to implement Access Management) NEB can confidently reassure clients that there is ample security and access management in place to ensure this situation could never arise.
• B. Your first recommendation is to implement the Access Management process as soon as possible. You suggest that as the IT organization has already effectively and efficiently implemented six processes, they will be able to manage a well executed and fast implementation. As Access Management is the execution of the policies laid out within the Availability and Information Security Processes, the foundations are already laid. This process will ensure that access is provided to those who are authorized to have it and will ensure access is restricted to those who are not. To ensure alignment between the Business and IT, there will need to be integration with the Human Resources department to ensure there are consistent communications with regards to staff identity, start and end dates etc. With regards to informing clients of the breach, you suggest that the clients affected by the breach must be informed ASAP. You recommend a formal letter is sent from senior management to reassure clients that the situation is being taken seriously and what actions are taking place to ensure this never happens again. You are aware that this could damage the company’s reputation, as security is a critical success factor, but feel that the specific clients must be informed by NEB ASAP, as there is a high risk they will be approached by the competitor organization.
• C. Your first recommendation is to implement the Access Management process as soon as possible. This process will ensure that access is provided to those who are authorized to have it and will ensure access is restricted to those who are not. With regards to informing clients of the breach, you suggest that only the specifically affected clients are informed of the breach, via a formal letter sent from senior management to reassure clients that the situation is being taken seriously. You suggest that the tone and focus of the letter should emphasize the following points: • There has been a ‘minor’ security breach fault of member of staff, who’s employment has now been terminated • No data has been ‘lost or changed’ • Sufficient action has been taken to ensure this situation does not happen again and NEB would like to assure their clients that there security and continued confidence is of the highest importance.
• D. Your first recommendation is to implement the Access Management process as soon as possible. You suggest that as the IT organization has already effectively and efficiently implemented six processes, they will be able to manage a well executed and fast implementation. This process will ensure that access is provided to those who are authorized to have it and will ensure access is restricted to those who are not. With regards to informing clients of the breach, you suggest that all clients need to be informed of the breach and the action being taken to ensure this does not happen again. You are aware that this could damage the company’s reputation, but are concerned that if only the specifically affected clients are informed, word will spread and the entire client base will feel they have been kept out of the loop on such an important issue and further damage to NEB’s reputation will be felt.

Question 13

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 grown consistently over the years. They are now supplying toy stores
nationwide and are considered to be the primary supplier of children’s collectable novelty erasers.
Brewster’s IT department is relatively small (currently 15 staff) but efficient. They have recently
employed an IT Manager in an attempt to improve the management of the infrastructure, as well as
more effective use of resources and identification of areas for improvement.
The Brewster’s management teams do not have a lot of IT knowledge. The newly appointed IT
Manager is very ITIL focused and wants to implement as many ITSM processes as is appropriate
there are currently no formal processes in place. On starting with the company the IT Manager
completed an internal assessment of the IT infrastructure – including staff skills analysis, and collated
the results from 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 formal means of collecting data to identify
service improvement, other than customer surveys. These are very subjective and do not give a
balanced picture regarding quality of service.
Through discussions with the Continual Service Improvement Manager, you decide to start collecting
a range of metrics to help identify 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 Average time to resolve incident Average time to escalate incident % of customer updates conducted within target times Customer feedback Average Service Desk cost of handling incident
• C. o % of calls answered by Service Desk Average time to escalate incident % of customer updates conducted within Service Desk hours Customer feedback Average cost of handling incident
• D. % of calls answered by Service Desk Average time to resolve problems Average time to escalate problem % of customer updates conducted within Service Desk times Customer feedback Average cost of handling problem

Question 14

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 grown consistently over the years. They are now supplying toy stores
nationwide and are considered to be the primary supplier of children’s collectable novelty erasers.
Brewster’s IT department is relatively small (currently 15 staff) but efficient. They have recently
employed an IT Manager in an attempt to improve the management of the infrastructure, as well as
more effective use of resources and identification of areas for improvement.
The Brewster’s management teams do not have a lot of IT knowledge. The newly appointed IT
Manager is very ITIL focused and wants to implement as many ITSM processes as is appropriate
there are currently no formal processes in place. On starting with the company the IT Manager
completed an internal assessment of the IT infrastructure – including staff skills analysis, and collated
the results from 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 to address the issues identified
from the General IT Infrastructure assessment?

• A. You decide to recommend implementation of the Event Management process to formalize the event monitoring, planning and overall management. Ensure that there is resource sharing between the Service Design teams and the Operational Support teams as their input is necessary to ensure services are designed that will work efficiently in the live environment. In addition, implement the Problem Management process at the same time, to ensure there are both reactive and proactive activities taking place with regards to Problems, a knowledge bank of information including known errors, workarounds, problems and incident records is produced and maintained.
• B. You are not concerned with the lack of skill sharing between the Operational Support departments and Service Design as they are two separate entities of the Service Lifecycle with their own objectives. You are concerned, however, with the lack of skill sharing between the Operational Support teams and decide to formalize the 1st, 2nd and 3rd lines of support and recommend the adoption of a database that will incorporate all Incident records, Problem records, Known Error records, Workarounds and Event information, so that all staff can have access to and use this information.
• D. Implement the Problem Management process, to ensure there are both reactive and proactive activities taking place with regards to Problems, a knowledge bank of information including known errors, workarounds, problems and incident records is produced and maintained. Once this process is established, working efficiently and staff have become more accustomed to this new way of working, use this success to recommend the implementation of the Event Management process.

Question 15

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 grown consistently over the years. They are now supplying toy stores
nationwide and are considered to be the primary supplier of children’s collectable novelty erasers.
Brewster’s IT department is relatively small (currently 15 staff) but efficient. They have recently
employed an IT Manager in an attempt to improve the management of the infrastructure, as well as
more effective use of resources and identification of areas for improvement.
The Brewster’s management teams do not have a lot of IT knowledge. The newly appointed IT
Manager is very ITIL focused and wants to implement as many ITSM processes as is appropriate
there are currently no formal processes in place. On starting with the company the IT Manager
completed an internal assessment of the IT infrastructure – including staff skills analysis, and collated
the results from 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 to address the issues identified
from the Staff Skills Analysis?

• A. Organize a meeting with the managers of each IT department and form a Communication Plan. This plan will include all agreed methods, reasons and a list of personnel to be included for communications within the Operation departments. This plan will then be distributed to 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 day to day activities. In addition, make a proposal to the Business that a Release and Deployment Manager is needed, this role will not only take on the responsibility of implementing a formal Release and Deployment process but will, manage the build, test and deployment departments and will also ensure that there is a consistent communication route to the service desk on upcoming releases and organizing training/knowledge updates and consultation with service desk staff on new or changed services. B. Organize a meeting with the managers of each IT department and form a Communication Plan. This plan will include all agreed methods, reasons and a list of personnel to be included for communications within the Operation departments. This plan will then be distributed to 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 day to day activities In addition, ask for the service desk to be sent copies of the release schedule so they are informed of upcoming releases.
• C. Recommend to the Business that a new staff training program needs to be implemented that will include one service desk member per week shadowing a member of staff in each of the Business Process areas to learn how they do things and what the business objectives are. In addition, request a weekly update from the build, test and deployment areas on any upcoming releases, including any relevant information that will enable the service desk staff to provide a better service to the customer.
• D. No immediate action required. You will work on a new training and communication policy that will formalize the process of communication and knowledge transfer between departments. You will also recommend that the first ITSM process to be implemented with be a formalized Incident Management process to ensure that effective measurements and analysis is taking place and that there is monitoring of staff competency and skill.