.
SLAs for each service that are Customer-focused and written in business language
An SLA with each individual Customer group, covering all of the services they use
An SLA for each service type, covering all those Customer groups that use that Service
An SLA covering all Customer groups and all the services they use
1, 2 and3
2, 3 and 4
All of them
2 and 3 only
The going rate that is agreed with Customers
Cost-plus
Market rate
Profitable
Security
Reliability
Verification
Maintainability
Be as detailed as possible so that frequent reports can be produced to avoid spending a lot of money
Be as high level as possible
Match the organisation’s requirement for information to be held
Vary according to cost
Service Level Manager
Capacity Manager
Change Manager
Financial Manager
Improved user satisfaction
Elimination of lost incidents
Incident volume reduction
Less disruption to both IT support staff and users
Service Level Management
Change & Release Management
IT Service Financial & Continuity Management.
Change & Capacity Management
Increased visibility and communication of changes
Better alignment of IT services to actual business needs
Lack of ownership of impacted services
The ability to absorb a larger volume of change
Education and Awareness
Review, Audit and Assurance
Ongoing Training and Testing
Develop Procedures and Initial Testing
2 and 3 only
1, 2 &4
All of them
1, 3 &4
2 & 3
All of them
None of them
1, 2 & 4
Root Cause Analysis
Service Outage Analysis
Component Failure Impact Analysis
Business Impact Analysis
24 to 72 hours
4 to 24 hours
More than 72 hours
4 to 8 hours
System Optimisation Approach
Service Outage Analysis
Systematic Operational Adjustment
Serviceability of Applications
The prevention of failure, and the ability to keep services and components operable
The support which external suppliers can be contracted to provide for parts of the IT infrastructure
The ability to restore services or components back to normal operation
The percentage of the agreed service hours for which the service is available
Depreciation is used to calculate how maintenance can be offset against tax
Direct costs can be allocated to a single customer, service or activity
Staff costs are capital costs because of their high value
Cost centres are used to measure ROCE (Return on Capital Employed)
Purchase order
Documentation
Software
Accommodation
DSL
AMDB
CDB
CMDB
4 2 1 3
2 1 4 3
2 1 3 4
4 3 2 1
To maintain and improve IT service quality in line with business requirements
To provide IT services at the lowest possible cost by agreeing with Customers their minimum requirements for service availability and ensuring performance does not exceed these targets.
To provide the highest possible level of service to Customers and continuously improve on this through ensuring all services operate at maximum availability.
To ensure that IT delivers the same standard of service at the least cost
Catalogue services, establish SLRs, review underpinning contracts and OLAs, negotiate service levels, agree SLAs
Draft SLAs, catalogue services, review underpinning contracts and OLAs, draft SLRs, negotiate, agree SLAs
Draft SLAs, review underpinning contracts and OLAs, negotiate, catalogue services,
Review underpinning contracts and OLAs, draft SLAs, catalogue services, negotiate, agree SLAs
An urgent release is always a delta release
Package release may contain full and delta releases
A full release may contain package and delta releases
A full release may contain several delta releases
To reduce costs and performance levels to a minimum
To ensure that business demands are affordable and achievable
To provide cost-effective IT capacity to meet agreed service levels
To ensure that there is always sufficient capacity available to meet all customer demands
Network Management
The Service Desk
Capacity Management
Problem Management
1&2
3&4
1, 2 &3
All four
Virtual Service Desk
Local Service Desk
Remedial Service Desk
Central Service Desk
Clear and concise, leaving no room for ambiguity.
Technically focused, so that they may be understood by IT professionals
A mixture of business, technical and legal language, so that they can be understood by everyone
Legally worded as they must be contractually binding
1 & 2
3 & 4
2 & 4
1 & 3
When it is a Major Incident
Never
When it is urgent
If the person reporting the incident is very senior
1, 3 & 5
All of them
2 & 4
2, 3 & 5
No, because the quality of Incident Management information is of little importance to proactive Problem Management
Yes, because without a mature Incident Management process in place there is no reliable information available
Yes, because trend analysis cannot be undertaken without a lot of accurate Incident Management information
No, because progress can still be made on solving long-standing Problems
The number of updates to the OHS
Service Level metrics
The RFCs that it satisfies
The DSL configuration
Establishing the root cause of a Capacity Incident which has led to an RFC being raised
Devising the backout plan for a significant Change
Ensuring a Release has reached the target CIs
Chairing the CAB
1 Only
1 & 3
2 Only
1, 2 & 3
You should try to satisfy all the wishes of the IT staff
You should try to capture as much information as possible about all types of CIs
You shouldn’t collect detailed information about CIs that are not under Change Control
You shouldn’t worry too much about Change Control; the main objective is to get the database loaded
1 & 2only
All of them
2 & 3 only
1 & 3 only
The number of Problems raised
The number of Problems correctly categorised
The number of Known Errors identified
The number of RFCs raised
Customer Service Level Requirements are established
Changes taking place are properly coordinated
All the information in the CMDB is kept up to date.
Technical support staff are less likely to be interrupted to deal with user’s calls
An uplift to allocated costs
A capital cost
A type of charging policy
A revenue stream
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