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NEW QUESTION NO: 5
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.
A. Option C
B. Option A
C. Option B
D. Option D
Answer: C
NEW QUESTION NO: 6
Which of the following is NOT an objective of Service Operation?
A. To manage the technology used to deliver services
B. Thorough testing, to ensure that services are designed to meet business needs
C. To deliver and support IT Services
D. To monitor the performance of technology and processes
Answer: B
NEW QUESTION NO: 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 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.
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 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.
Answer: B
NEW QUESTION NO: 8
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
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 resolve incident
Average time to escalate incident
% of customer updates conducted within target times
Customer feedback
Average Service Desk cost of handling incident
B. 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
C. % 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
D. % 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
Answer: A
NEW QUESTION NO: 9
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. Major Incident
II. Medium Impact
III. High Impact
IV. Major Incident
B.
C.
D. High Impact
II. Low Impact
III. Not an incident, should be a Request for Change
IV. Major Incident
E. High Impact
II. Medium Impact
III. Not an incident, should be a Request for Change
IV. Major Incident
F.
G. High Impact
II. Low Impact
III. Medium Impact
IV. Major Incident
H.
Answer: H
NEW QUESTION NO: 10
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 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
B. 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
C. 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.
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.
Answer: B
NEW QUESTION NO: 11
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. 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.
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 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. 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.
Answer: D
NEW QUESTION NO: 12
Which of the following BEST describes the purpose of Event Management?
A. To monitor and control the activities of technical staff
B. To detect and escalate exceptions to normal service operation
C. To detect events, make sense of them and determine the appropriate control action
D. To monitor interactions and exceptions within the infrastructure
Answer: C
NEW QUESTION NO: 13
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 Security Manager to check whether too many authorizations may have been issued.
B. They should ask the Capacity Manager to expand the capacity of the network
C. They should ask the Service Level Manager to revise the Service Level Agreements (SLA) with a decreased availability target
D. They should ask the Problem Manager to look into the problem right away
Answer: D
NEW QUESTION NO: 14
Which of the following is NOT an example of a Service Request?
A. A user calls the Service Desk because they would like to change the functionality of an application.
B. A user calls the Service Desk to order a toner cartridge
C. A Manager submits a request for a new employee to be given access to an application
D. A user logs onto an internal web site to download a licensed copy of software from a list of approved options
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. 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.
C. 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.
D. 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.
Answer: C