Question No. 1

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

Co % 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

Show Answer

Correct Answer: B

Question No. 2

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 Medi

a. 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?

AThe 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

BThe 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

CIt 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

DAccess 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.

Show Answer

Correct Answer: C

Question No. 3

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:

IThe 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?

AI. High Impact
II. Medium Impact
III. Not an incident, should be a Request for Change
IV. Major Incident

BI. High Impact
II. Low Impact
III. Not an incident, should be a Request for Change
IV. Major Incident

CI. Major Incident
II. Medium Impact
III. High Impact
IV. Major Incident

DI. High Impact
II. Low Impact
III. Medium Impact
IV. Major Incident

Show Answer

Correct Answer: B

Question No. 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.

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)