NEW QUESTION NO: 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.
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:

A. Option C
B. Option B
C. Option A
D. Option D
Answer: D

NEW QUESTION NO: 11
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. 
B. 
C. High Impact
II. Low Impact
III. Medium Impact
IV. Major Incident
D. High Impact
II. Low Impact
III. Not an incident, should be a Request for Change
IV. Major Incident
E. 
F. High Impact
II. Medium Impact
III. Not an incident, should be a Request for Change
IV. Major Incident
G. 
H. Major Incident
II. Medium Impact
III. High Impact
IV. Major Incident
Answer: B

NEW QUESTION NO: 12
There have been multiple incidents recorded by the Service Desk. It appears that the network is congested due to multiple connections.
What kind of actions should the Service Desk analyst take in this instance?
A. They should ask the Service Level Manager to revise the Service Level Agreements (SLA) with a decreased availability target
B. They should ask the Problem Manager to look into the problem right away
C. They should ask the Security Manager to check whether too many authorizations may have been issued.
D. They should ask the Capacity Manager to expand the capacity of the network
Answer: B

NEW QUESTION NO: 13
Which ITIL process ensures that the IT Services are restored as soon as possible in the case of a malfunction?
A. Incident Management
B. Problem Management
C. Service Level Management
D. Change Management
Answer: A

NEW QUESTION NO: 14
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:

A. Option A
B. Option C
C. Option D
D. Option B
Answer: A

NEW QUESTION NO: 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:

1. "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"
2. "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:

1. "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"
2. "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 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 Event monitoring and planning and foresee this as being a potential major issue. 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.
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.
C. 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.
D. 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.
Answer: D

NEW QUESTION NO: 16
What is the difference between a Known Error and a Problem?
A. A Known Error always originates from an Incident. This is not always the case with a Problem
B. A Known Error involves an error in the IT infrastructure, A
C. Problem does not involve such an error.
D. With a Problem, the relevant Configuration Items have been identified. This is not the case with a Known Error.
E. The underlying cause of a Known Error is known. The underlying cause of a Problem is not known
Answer: E

NEW QUESTION NO: 17
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:

1. "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"
2. "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:

1. "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"
2. "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 most suitable to address the issues 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. 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.
C. 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 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.
D. 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.
Answer: C

NEW QUESTION NO: 18
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:

A. Option B
B. Option C
C. Option A
D. Option D
Answer: C

NEW QUESTION NO: 19
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.
A. Option D
B. Option A
C. Option B
D. Option C
Answer: D

NEW QUESTION NO: 20
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:

1. "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"
2. "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:

1. "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"
2. "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. 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.
B. 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.
C. 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.
D. 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.
Answer: C