ITIL Practice Including up 2 79 questions
What is the vision?
Did we get there?
Is there a budget?
Where are we now?
They are driven by patterns of business activity
It is impossible to predict how they behave
It is impossible to influence demand patterns
They are driven by the delivery schedule generated by Capacity Management
1, 2 and 3
2, 4 and 5
1, 3 and 4
1, 2 and 4
Requirements Portfolio and Service Catalogue
Service Knowledge Management System and Service Catalogue
Service Knowledge Management System and Service Pipeline
Service Pipeline and Configuration Management System
1, 3 and 4 only
1, 2 and 3 only
All of the above
2, 3 and 4 only
Review of the router operating system patches
Review of the current capabilities of IT service delivery
The Post Implementation Review (PIR) of a change
Decommissioning legacy servers
A strategy for the successful completion of all Service Management projects
The path to Service Delivery and Service Support for efficient and effective utilization of resources
Levels of Configuration and testing required to deliver a Service Capability
The business perspective as perceived by the customer and the user of services
Maintenance of the technical infrastructure
Documenting and maintaining the technical skills required to manage and support the IT infrastructure
Defining the Operational Level Agreements for the technical teams
Diagnosis of, and recovery from, technical failures
Design the configuration management system from a business perspective
Create technology metrics to align with customer needs
Create a customer facing service catalogue
Train service desk on how to deal with customer complaints about service
Objectives, Metric, Desired outcome
Business Objectives, IT objectives, Process metrics
Desired outcome, Supplier metrics, IT objectives
People, Products, Technology
1 and 2 only
2 only
1, 2 and 3 only
All of the above
1, 2 and 3 only
1, 2 and 4 only
All of the above
None of the above
They are likely to increase gradually
They are likely to increase dramatically
They are likely to gradually reduce
They are likely to reduce initially and then gradually return to current level
Supplier Management negotiates internal and external agreements to support the delivery of services
Supplier Management ensures that suppliers meet business expectations
Supplier Management maintains information in a Supplier and Contracts Database
Supplier Management should be involved in all stages of the service lifecycle, from Strategy through Design and Transition to Operations and Improvement
To monitor and report availability of services and components
To ensure that all targets in Service Level Agreements (SLAs) are met
To guarantee availability levels for services and components
To ensure that service availability matches or exceeds the agreed needs of the business
1, 2, 3 and 4 only
1, 2, 4 and 5 only
1, 3, 4 and 5 only
All of the above
A definite level of utility and warranty associated with a core service package
A description of customer requirements used to negotiate a Service Level Agreement
A description of the value that the customer wants and for which they are willing to pay
A document showing the Service Levels achieved during an agreed reporting period
Plan, Measure, Monitor, Report
Plan, Check, Re-Act, Implement
Plan, Do, Act, Audit
Plan, Do, Check, Act
Define what you should measure, define what you can measure, gather data and process data
Gather data, process data, analyze data and present data
What is the vision, where are we now, what do we want to be, how do we get there?
Gather data, process data, define what you should measure and define what you can measure
An Operations Lifecycle
An IT Management Lifecycle
A Service Lifecycle
An Infrastructure Lifecycle
The design of functions
The design of Service Level Agreements (SLAs)
The design of applications
The design of measurement systems, methods and metrics
1 and 2 only
1 and 3 only
All of the above
2 and 3 only
Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement
Service Strategy, Service Transition, and Service Operation
Service Operation and Continual Service Improvement
Continual Service Improvement
They are used to create value in the form of output for production management
They are used to create value in the form of goods and services
They are used to create value to the IT organisation for Service Support
They are used to create value to the IT organisation for Service Delivery
Purchasing tools to support the process
Ensuring that targets specified in a Service Level Agreement (SLA) are met
Carrying out activities defined in the process
Monitoring and improving the process
Increase customer value
Eliminate excess capacity needs
Increase the value of IT
Align business with IT cost
Facilitates clear communication and workflow practice across all parties involved in the CSI program
Clarifies the roles and responsibilities of individual in the CSI program which could otherwise be overlapping and confusing
Identifies where internal Service Level Agreements (SLAs) can be established to implement CSI
Provides a clear focus for matching the CSI processes to financial planning
How should our resources and capabilities be allocated?
What opportunities are there in the market?
Why should a customer buy these services?
What are the pricing or chargeback models?
Documenting and maintaining the technical skills required to manage and support Applications
Managing applications through their lifecycle
Assisting in the decision to build or buy new software
Developing operational functionality required by the business
The Glossary of Terms
A Service Level Agreement
An Incident Management record
A Configuration Item (CI)
Dealing with Service Requests from the users
Making sure all requests within an IT Organization is fulfilled
Ensuring fulfillment of Change Requests
Making sure the Service Level Agreement is met
It can be used to drive an organization forward
It is something that is in wide industry use
It is always documented in international standards
It is always based on ITIL
1 only
All of the above
None of the above
2 only
The service is fit for purpose
There will be no failures in applications and infrastructure associated with the service
All service-related problems are fixed free of charge for a certain period of time
Customers are assured of certain levels of availability, capacity, continuity and security
The version information of all software
The organizational structure of the company
Asset information
Details of all operational services
The Management of IT services that are viewed as “utilities”, such as printers or network access
The Management of an outsourcing contract
The Management of the physical IT environment, such as a Data Center
The procurement and maintenance of tools that are used by IT operations staff to maintain the infrastructure
Reduce technology investment by $5m due to more accurate capacity and performance modeling processes
Reduce support manpower demand by 30% due to automated incident and problem management processes
Improve employee morale and therefore create better relationships between IT and business units
Reduce Problem resolution by 50% and minimize critical system outages
Insourcing relies on internal resources; outsourcing relies on external organization(s) resources
Insourcing relies on external organization(s) resources; outsourcing relies on internal resources
Insourcing relies on co-sourcing; outsourcing relies on partnerships
Insourcing relies on knowledge process outsourcing; outsourcing relies on application service provisioning
To validate, direct, justify and intervene
To validate, measure, monitor and change
To validate, plan, act and improve
To validate, assign resources, purchase technology and train people
To help ensure that standards and conventions are followed
To help ensure that events are detected as quickly as possible
To help enable different applications to work together
To help implement architectures that support the business strategy
A four step process for the design of effective Service Management
A definition of the people and products required for successful design
A set of questions that should be asked when reviewing design specifications
The four major areas that need to be considered in the design of effective Service Management
Assess the current business situation
Understand high-level business requirements
Agree on priorities for improvement
Create and verify a plan
Supplier Management
Service Level Management
Service Portfolio Management
Contract Management
Internal Sourcing-.
External Sourcing
Co-Sourcing
Managed Services
Application Management
Operations Management
Service Desk
Availability Management
An organization supplying services to one or more external customers
An organization supplying services to one or more internal customers or external customers
An organization supplying services to one or more internal customers
An organization supplying IT services
Produce and maintain all necessary Service Transition Packages
Produce quality, secure and resilient designs for new or improved services, technology architecture, processes or measurement systems that meet all the agreed current and future IT requirements of the organization
Take the overall Service Strategies and ensure they are reflected in the Service Design process and the service designs that are produced
. Measuring the effectiveness and efficiency of the Service Design and supporting processes
IT Service Continuity Management
Problem Management
Service Level Management
Availability Management
The average utilization level of the Service Desk
The level of availability realized and the time not available per period
The percentage of incidents that was resolved within the target
The successful and reverted Changes during a specific period
Services and Resources
Services and Business Processes
Resources and Business Processes
Services, Resources and Business Processes
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