To practice completing questions on Service Operations
Only incidents not resolved at logging
Only incidents from bona fide customers
All incidents except simple enquiries
All incidents
A Known Error is always the result of an Incident, a Problem is not
There is no real difference between a Problem and a Known Error
In the case of a Known Error there is a fault in the IT Infrastructure, with a Problem there is not
In the case of a Known Error the underlying cause of the Problem is known
Incident category
Make/model of faulty item
Impact code
Cost of faulty item
Working with third party suppliers
Known Error management
Always taking charge of difficult incidents
Working with Availability Management to ensure agreed levels of service availability
A presentation to the board of directors to explain the importance of Problem Management
Implementation of the Problem Management process
The selection of an appropriate tool to log all incident data more accurately
The introduction of a single Service Desk number so customers know who to contact
Component Impact Analysis
Confidentiality, Integrity and Availability
Configuration Item Availability
Central Intelligence Agency
The Incident Manager
The Capacity Manager
The Problem Manager
The Availability Manager
The errors are reported and, because the underlying cause is known, handled by Change Management as a Request for Change with the status of ‘urgent change’
The errors are reported as Problems at the Service Desk and, because manufacturing is involved, are directly introduced as Changes
The errors are reported as incidents to the Service Desk and after some research they are identified as Known Errors, which can then be changed
The errors are reported as Incidents and a Problem is identified. After the cause of the error has been established and a temporary workaround found, it is labeled as a Known Error that can be corrected by raising a Request for Change
Service Desk
Change Management
Incident Management
Problem Management
The category to which the problem belongs.
The impact of the problem.
The priority of the problem.
The urgency of the problem.
All of the above
1 and 4 only
2 and 3 only
None of the above
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
Thorough 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
The speed with which the Incident needs to be resolved
The relative importance of the Incident based on impact and urgency
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
The ability to report on the successful delivery of services by checking the uptime of infrastructure devices
The ability to detect events, make sense of them and determine the appropriate control action
The ability to monitor and control the activities of technical staff
The ability to report on the successful delivery of services by checking the uptime of infrastructure devices