An SLA covering all Customer groups and all the services they use
SLAs for each service that are Customer-focused and written in business language
An SLA for each service type, covering all those Customer groups that use that Service
An SLA with each individual Customer group, covering all of the services they use
2, 3 and 4
All of them
2 and 3 only
1, 2 and 3
The going rate that is agreed with Customers
Market rate
Cost-plus
Profitable
Verification
Security
Reliability
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
Incident volume reduction
Elimination of lost incidents
Less disruption to both IT support staff and users
Change & Release Management
Service Level Management
IT Service Financial & Continuity Management.
Change & Capacity Management
Lack of ownership of impacted services
Increased visibility and communication of changes
Better alignment of IT services to actual business needs
The ability to absorb a larger volume of change
Develop Procedures and Initial Testing
Education and Awareness
Review, Audit and Assurance
Ongoing Training and Testing
2 and 3 only
All of them
1, 2 &4
1, 3 &4
1, 2 & 4
2 & 3
All of them
None of them
Root Cause Analysis
Business Impact Analysis
Service Outage Analysis
Component Failure Impact Analysis
4 to 24 hours
More than 72 hours
24 to 72 hours
4 to 8 hours
System Optimisation Approach
Systematic Operational Adjustment
Serviceability of Applications
Service Outage Analysis
The prevention of failure, and the ability to keep services and components operable
The ability to restore services or components back to normal operation
The percentage of the agreed service hours for which the service is available
The support which external suppliers can be contracted to provide for parts of the IT infrastructure
Depreciation is used to calculate how maintenance can be offset against tax
Staff costs are capital costs because of their high value
Cost centres are used to measure ROCE (Return on Capital Employed)
Direct costs can be allocated to a single customer, service or activity
Documentation
Software
Purchase order
Accommodation
DSL
CMDB
AMDB
CDB
4 2 1 3
4 3 2 1
2 1 4 3
2 1 3 4
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
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
Catalogue services, establish SLRs, review underpinning contracts and OLAs, negotiate service levels, agree SLAs
An urgent release is always a delta release
A full release may contain package and delta releases
Package release may contain full and delta releases
A full release may contain several delta releases
To reduce costs and performance levels to a minimum
To ensure that there is always sufficient capacity available to meet all customer demands
To ensure that business demands are affordable and achievable
To provide cost-effective IT capacity to meet agreed service levels
Network Management
The Service Desk
Capacity Management
Problem Management
All four
1&2
3&4
1, 2 &3
Remedial Service Desk
Virtual Service Desk
Local Service Desk
Central Service Desk
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
Clear and concise, leaving no room for ambiguity.
Legally worded as they must be contractually binding
1 & 2
1 & 3
3 & 4
2 & 4
When it is urgent
When it is a Major Incident
If the person reporting the incident is very senior
Never
1, 3 & 5
2 & 4
2, 3 & 5
All of them
Yes, because without a mature Incident Management process in place there is no reliable information available
No, because the quality of Incident Management information is of little importance to proactive Problem Management
No, because progress can still be made on solving long-standing Problems
Yes, because trend analysis cannot be undertaken without a lot of accurate Incident Management information
The RFCs that it satisfies
The number of updates to the OHS
Service Level metrics
The DSL configuration
Chairing the CAB
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
1 Only
2 Only
1 & 3
1, 2 & 3
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
You should try to satisfy all the wishes of the IT staff
1 & 2only
2 & 3 only
1 & 3 only
All of them
The number of Problems raised
The number of Known Errors identified
The number of Problems correctly categorised
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
A capital cost
A type of charging policy
An uplift to allocated costs
A revenue stream
What is the vision?
Did we get there?
Is there budget?
Where are we now?
Documenting the roles and relationships of stakeholders in a process or activity
Defining requirements for a new service or process
Analyzing the business impact of an incident
Creating a balanced scorecard showing the overall status of Service Management
To standardize operation
For knowing the cost of services provided
For roles and responsibility to be clear
For later comparison
Through testing, to ensure that services are designed to meet business needs
To deliver and support IT services
To manage the technology used to deliver services
To monitor the performance of technology and processes
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
Service Optimization
Service Transition
Service Design
Service Strategy
All of the above
1 only
2 only
None of the above
Select Product, Requirements, Selection Criteria, Evaluate Product
Selection Criteria, Requirements, Evaluate Product, Select Product
Requirements, Selection Criteria, Select Product, Evaluate Product
Requirements, Selection Criteria, Evaluate Product, Select Product
1, 2 and 3
2, 4 and 5
1, 3 and 4
1, 2 and 4
The relative importance of the Incident based on impact and urgency
The speed with which the Incident needs to be resolved
The number of staff that will be assigned to work on the Incident so that it is resolved in time
The escalation path that will be followed to ensure resolution of the incident
Quiz Review Timeline +
Our quizzes are rigorously reviewed, monitored and continuously updated by our expert board to maintain accuracy, relevance, and timeliness.