EMT Practice Test

1. Question Content...

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Question1: Scenario
You are the CIO of a large stock broking firm, based in Hong Kong. Recently this company has acquired two other major firms in London and New York. Total Company staff now exceeds 800 people. Each Firm currently has their own Service Desk.
Hong Kong has 10 SD staff to 400 employees, with 6 2nd level support staff

London has 3 SD staff to 140 employees with 3 2nd level support staff

New York has 5 SD staff to 250 employees with 5 2nd level support staff

With this new merger comes new support issues. Complaints are coming in to say that there si an imbalance with ratio of IT support staff to users, Service Desks in London and New York are having trouble knowing and supporting new systems which has resulted in users calling Hong Kong Service Desk. This has resulted in higher resolution times and an inability to get through to the service desk The Business is not happy with the current situation.
Refer to the scenario.
A:

B:

C:

D:

Question2: 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 required to submit a business case to the board of directors of Vision Media for the implementation of Service Operation. Which of the following responses is the BEST summary of the benefits of implementing Service Operation (processes and functions), to be included in the business case?

Question3: Scenario
Vericom is a leading provider of government, business and consumer telecommunication services, and is currently seeking ways in which to improve its utilization of IT services to drive growth across its' multiple lines of business. One of the largest organizations in the United Kingdom, Vericom is comprised of the following business units:
Verinet (providing ADSL, cable, 3GSM, dialup and satellite services)

Infrastructure Services (planning, installing and maintaining the PSTN and mobile network

infrastructure)
VericomTV (Pay TV)

Consumer Sales and Marketing (including 400 Vericom retail outlets)

Business and Government

Finance and Administration

Information Technology Services (Shared Service Unit, however some business units also have their

own internal service provider)
Human Resources

Vericom Wholesale (for wholesale of Vericom infrastructure services)

Due to the extensive scope of infrastructure deployed and large employee and customer base, Vericom continues to rely on legacy systems for some critical IT services; however this is seen as a barrier to future organizational growth and scalability of services offered. The CIO of Vericom has also raised the concern that while improvements to the technology utilized is important, this also needs to be supported by quality IT Service Management practices employed by the various IT departments.
The project of improving the IT Service Management practices employed by Vericom has been outsourced to external consultants who are aware of the major IT refresh that is going to be occurring over the next 24 months.
Refer to the scenario.
The Verinet business unit which provides internet services is currently facing increased competition from other Internet Service Providers seeking to entice Verinet customers away with offerings such as free VOIP (voice over internet protocol) and Naked DSL (unconditioned local loop). To combat this, Verinet wishes to develop a new marketing campaign highlighting the high quality and availability of services offered.
Before this occurs, the Service Manager within Verinet (who has previously implemented ITIL in other organizations) had recommended implementing Event Management to assist in the continued ability for providing high quality, highly available internet services to the UK population. She has been faced by some resistance, who believe that it is not required as Capacity, Availability, Incident and Problem Management have already been implemented.
Which of the following would be the BEST response to the Veritnet directors in describing the benefits of introducing Event Management to Verinet?
A: The implementation of Event Management to complement existing ITIL processes within Verinet will have a number of significant benefits. The value to the business of implementing the process is directly seen by the following benefits:
Improved speed for Incident and Problem Management for identifying and analyzing the cause and

potential effect
Improved ratio of used licenses against paid for licenses

Percentage re-use and redistribution of under-utilized assets and resources Improved aliment

between provided maintenance and business support
Improvement in maintenance scheduling and management for CIs

B: The implementation of Event Management to complement existing ITIL processes within Verinet will have a number of significant benefits. The value to the business of implementing the process is generally indirect, but would support an enhanced ability to provide high quality and high availability internet services by:
Providing mechanisms for the early detection of incidents and problems before they impact

customers
Notify the appropriate staff of status changes or exceptions that so that they can respond quickly

Providing a basis for automated operations, increasing efficiency and allowing human resources

within Verinet to be better utilized
Providing improved visibility as to the events and interactions that occur within the IT infrastructure

Providing performance and utilization information and trends that can be used for improved capacity

planning and system design
C: The implementation of Event Management to complement existing ITIL processes within Verinet will have a number of significant benefits. The value to the business of implementing the process is generally indirect, but would support an enhanced ability to provide high quality and high availability internet services by:
Providing mechanisms for the early detection of incidents and problems before they impact

customers
Developing capabilities for the monitoring of critical components of the IT infrastructure for

disruptions or breach of utilization thresholds
Automating the notification of key staff when exception events occur

Providing improved visibility as to the events and interactions that occur within the IT infrastructure

Reducing the time requirements of manual activities performed by IT staff as part of preventative

maintenance.
D: The implementation of Event Management to complement existing ITIL processes within Verinet will have a number of significant benefits. The value to the business of implementing the process is directly seen by the following benefits:
Reduced SLA breaches

Reduced times required for diagnosis and root-cause analysis of problems

Reducing ratio of high priority incidents

Reduced Mean Time to Restore (MTTR) for incidents

Improved availability levels

Improved delivery of capacity and performance, with fewer capacity related incidents.

Question4: 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 Media. 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?
A: The 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

B: The 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

C: It 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

D: Access 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.

Question5: Which of the following BEST describes the purpose of Event Management?

Question6: 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:

1. "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"
2. "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:

1. "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"
2. "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
Which of the following options would be the most effective option to address the issues identified from the General IT Infrastructure assessment?

Question7: Scenario
NEB is a financial management company that specializes in lending money for substantial property investments. They have a large IT department that is currently using the following ITSM processes:
Service Level Management

Availability Management

IT Service Continuity Management

Information Security Management

Incident Management

Problem Management.

Each of these processes have been implemented within the planned target time and are working effectively and efficiently. Staff have adapted to the changes in a very positive manner and see the benefits of using the ITIL framework.
Last Saturday, there was a security breach. A previous member of staff, who has left the company and joined a competitor organization, has been able to gain access to several client lending files. After initial investigation, it was found that access was not terminated when the staff member left the company - this has highlighted that there are insufficient processes in place to ensure access rights are terminated when staff leave the company, change roles etc and there is ongoing investigation to see how many other previous staff still have access to the system.
The business has requested immediate recommendations from the IT Manager, as to what can be done to ensure this situation does not happen again and how best to inform clients, with reference to the security breach.
Refer to the scenario.
Which of the following options is most suitable to deal with this situation?

Question8: The success of Service Operation phase is based on some important Critical Success Factors. From the options below, which would be the most important for Service Operation?

Question9: Which of the following is NOT an objective of Service Operation?

Question10: Which ITIL process ensures that the IT Services are restored as soon as possible in the case of a malfunction?

Question11: Technical Management is NOT responsible for?

Question12: 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:

1. "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"
2. "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:

1. "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"
2. "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?

Question13: 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:

1. "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"
2. "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:

1. "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"
2. "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
Which of the following options would be the most effective option to address the issues identified from the Staff Skills Analysis?

Question14: What is the best definition of an Incident Model?

Question15: What is the difference between a Known Error and a Problem?

Question16: Operations Control refers to?

Question17: Functions are best described as?

Question18: Scenario
Vericom is a leading provider of government, business and consumer telecommunication services, and is currently seeking ways in which to improve its utilization of IT services to drive growth across its' multiple lines of business. One of the largest organizations in the United Kingdom, Vericom is comprised of the following business units:
Verinet (providing ADSL, cable, 3GSM, dialup and satellite services)

Infrastructure Services (planning, installing and maintaining the PSTN and mobile network

infrastructure)
VericomTV (Pay TV)

Consumer Sales and Marketing (including 400 Vericom retail outlets)

Business and Government

Finance and Administration

Information Technology Services (Shared Service Unit, however some business units also have their

own internal service provider)
Human Resources

Vericom Wholesale (for wholesale of Vericom infrastructure services)

Due to the extensive scope of infrastructure deployed and large employee and customer base, Vericom continues to rely on legacy systems for some critical IT services; however this is seen as a barrier to future organizational growth and scalability of services offered. The CIO of Vericom has also raised the concern that while improvements to the technology utilized is important, this also needs to be supported by quality IT Service Management practices employed by the various IT departments.
The project of improving the IT Service Management practices employed by Vericom has been outsourced to external consultants who are aware of the major IT refresh that is going to be occurring over the next 24 months.
Refer to the scenario.
With Vericom being a large organization (approximately 40 000 staff), some of the business units have developed their own internal IT departments to supplement the services provided by the centralized Information Technology Services (ITS) department. This has occurred due to the specialized needs and requirements for technology, specifically Verinet, VericomTV and Consumer Sales and Marketing.
While the decision has been made that this organizational structure is to remain in place, there has been identified issues relating to a lack of consistency in IT Service Management processes used by the different departments and unclear boundaries for the responsibilities of the various IT Service Desks. This has resulted in:
End users calling the wrong Service Desk, requiring the call to be redirected to the appropriate group

Inconsistency in the categorization and classification of service requests, incidents and problems,

causing confusion and frustration when there are multiple IT departments involved Known Errors being recorded internally within the various IT departments, which may in fact have a

wider impact on the whole organization when these are not visible to everyone Inconsistency in the Service Management systems and tools used for handling service requests,

incidents, problems and Known Errors.
From the following responses, which BEST represents the approach you would take to overcome the issues described above?
A: You realize a coordinated approach is the best method, including:
The development of the ITS Service Desk to be the single point of contact for ALL end user

(internal) queries. This will be performed over a 6 month period, to take account for any training and transfer of knowledge that needs to occur. This Service Desk will then escalate to the appropriate second line group (from any of the IT departments) as required.
Develop consistency across all departments for categories and priority coding systems used for all

service requests, incidents and problems.
Build or purchase a consistent service management tool that will be used by all IT departments for

managing incidents, problems, Known Errors and service requests.
Holding regular review sessions involving staff from each of the IT departments to discuss current

issues, recurring and potential problems future initiatives.
B: You realize a phased approach is the best method, including four phases:
Phase 1 - Build or purchase a service management tool that will be used by all IT departments for

managing incidents, problems and service requests
Phase 2 - Standardize the use of ITIL processes used by the ITS department across all IT

departments at Vericom
Phase 3 - Deliver training and awareness sessions for staff regarding the importance of the

processes and how they should be used.
Phase 4 - Review the success of the project and pass any lessons learnt onto future projects

C: You realize a coordinated approach is the best method, including:
Developing a telephone system that will route calls to the appropriate Service Desk based on the

user's input. This should also provide the capability for a Service Desk analyst to call them back during peak periods.
Develop consistency in all the categories assigned to service requests, incidents and problems

across all IT departments.
Build or purchase a service management tool that will be used by all IT departments for managing

incidents, problems, Known Errors and service requests
Hold regular review sessions involving key staff from each of the IT departments to discuss current

issues and potential problems.
D: You realize that improving the business awareness of IT is most important, and address the issues by:
Identifying the training requirements of end users to improve their use of IT service

Implement an online Service Catalogue for all IT Services, with self-help capabilities to log and track

incidents, problems and service requests
Assist Service Level Management in improving the visibility of the IT organization in general, and

identify areas of customer satisfaction that need improving
Build or purchase a service management tool that will be used by all IT departments and end users

for managing incidents, problems, Known Errors and service requests

Question19: There have been multiple incidents recorded by the Service Desk. It appears that the network is congested due to multiple connections.
What kind of actions should the Service Desk analyst take in this instance?

Question20: Which of the following is NOT an example of a Service Request?

Question21: Scenario
Vericom is a leading provider of government, business and consumer telecommunication services, and is currently seeking ways in which to improve its utilization of IT services to drive growth across its' multiple lines of business. One of the largest organizations in the United Kingdom, Vericom is comprised of the following business units:
Verinet (providing ADSL, cable, 3GSM, dialup and satellite services)

Infrastructure Services (planning, installing and maintaining the PSTN and mobile network

infrastructure)
VericomTV (Pay TV)

Consumer Sales and Marketing (including 400 Vericom retail outlets)

Business and Government

Finance and Administration

Information Technology Services (Shared Service Unit, however some business units also have their

own internal service provider)
Human Resources

Vericom Wholesale (for wholesale of Vericom infrastructure services)

Due to the extensive scope of infrastructure deployed and large employee and customer base, Vericom continues to rely on legacy systems for some critical IT services; however this is seen as a barrier to future organizational growth and scalability of services offered. The CIO of Vericom has also raised the concern that while improvements to the technology utilized is important, this also needs to be supported by quality IT Service Management practices employed by the various IT departments.
The project of improving the IT Service Management practices employed by Vericom has been outsourced to external consultants who are aware of the major IT refresh that is going to be occurring over the next 24 months.
Refer to the scenario.
As part of the major refresh of IT systems, it has been agreed that the existing ITIL processes of Incident and Problem Management are not performing adequately. Recent surveys indicate that:
A high percentage of incidents are being escalated to second line support staff

There is inconsistency in the knowledge captured for diagnosing and resolving incidents and problems

Problem Management is predominantly reactive and typically only executed when a large volume of

incidents are identified to be of a common root cause
There is little handover of knowledge (including documentation of Known Errors) for many releases

deployed, creating significant workloads for the support groups in the weeks following deployment.
Which of the following responses BEST represents the way in which you would seek to improve the situation?
A: You understand the need to review current practices, so you compare current practices against those described in the ITIL volume of Service Operation. You perform a gap analysis, and realize most of the issues relate to inadequate knowledge capture and sharing. You focus on improving this by:
Reviewing the tools and systems used, and develop a business case for acquiring new Knowledge

Management Software to be used by the IT division.
Creating rules for the escalation of incident and problems so that higher level support groups are

not overloaded
Improving the level of documentation and knowledge capture by running incentive programs

rewarding staff for the number of contributions made to the knowledgebase Conducting training on how to use the refreshed Incident and Problem Management processes.

Developing performance metrics to be reviewed for Incident and Problem Management

B: You communicate the need to review the situation, inviting various stakeholders from the IT departments and other business units to discuss the issues at hand. Your main concern is the lack of communication between various IT groups, so to improve this you focus on:
Improving the Release Policy to be adhered to by the various Release & Deployment teams, stating

the documentation and knowledge transfer requirements for the different types of releases performed.
Developing guidelines, procedures and associated incentives for the capture of knowledge relating

to incidents, problems and general service requests.
Conducting training and awareness sessions on the requirements for documentation and

knowledge capture.
Rotating developers and second line staff through the Service Desk every three months

Develop consistency in the Early Life Support provided by design/specialist staff for major releases

Improving the interfaces between Incident and Problem

Management, particularly those around escalation and problem detection.

Scheduling regular Proactive Problem Management reviews, which will look at trends in incidents

and problems, and to identify vulnerable infrastructure components.
Developing metrics that will be used to evaluate the value and performance of the Incident and

Problem Management processes.
C: You understand the need for compliance to the defined processes, as currently many staff do not follow prescribed guidelines and procedures. Your efforts focus on improving compliance to the Incident and Problem Management processes by:
Auditing the processes, seeking where exceptions to defined procedures occur

Running awareness sessions to communicate the value and importance of the processes in place

Modifying existing systems and tools so that improve compliance to existing processes

Evaluating which groups are underperforming to identify any training that needs to occur

D: You communicate the need to understand more about the current issues, so you invite the Service Desk, Incident, Problem and Release & Deployment managers to a meeting to review the situation.
Your main concern is the lack of documentation and knowledge being recorded by various IT groups, so to improve this you focus on:
Defining the requirements for knowledge capture and transfer (including Known Errors) so that all

communication is improved
Improving the tools and systems used for by the various groups for knowledge capture and transfer

Creating rules for the escalation of incident and problems so that higher level support groups are

not overloaded
Develop consistency in the Early Life Support provided by design/specialist staff for major releases

Assigning responsibility to the lead infrastructure architect to oversee Proactive Problem

Management.
Conducting training on how to use the refreshed Incident and Problem Management processes.

Rotating Service Desk staff through higher level support teams every three months

Developing performance metrics to be reviewed for Incident and Problem Management

Question22: 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:

B:

C:

D:

Question23: Scenario
You are the CIO of a large stock broking firm, based in Hong Kong. Recently this company has acquired two other major firms in London and New York. Total Company staff now exceeds 800 people. Each Firm currently has their own Service Desk.
Hong Kong has 10 SD staff to 400 employees, with 6 2nd level support staff

London has 3 SD staff to 140 employees with 3 2nd level support staff

New York has 5 SD staff to 250 employees with 5 2nd level support staff

With this new merger comes new support issues. Complaints are coming in to say that there si an imbalance with ratio of IT support staff to users, Service Desks in London and New York are having trouble knowing and supporting new systems which has resulted in users calling Hong Kong Service Desk. This has resulted in higher resolution times and an inability to get through to the service desk The Business is not happy with the current situation.
Refer to the scenario.
As CIO, you decide to reorganize the Service Desk structure as a means to address the levels of service.
You decide to use a follow the sun Service Desk. Which of the following descriptions to you present to the Business as your solution?

Question24: Scenario
Vericom is a leading provider of government, business and consumer telecommunication services, and is currently seeking ways in which to improve its utilization of IT services to drive growth across its' multiple lines of business. One of the largest organizations in the United Kingdom, Vericom is comprised of the following business units:
Verinet (providing ADSL, cable, 3GSM, dialup and satellite services)

Infrastructure Services (planning, installing and maintaining the PSTN and mobile network

infrastructure)
VericomTV (Pay TV)

Consumer Sales and Marketing (including 400 Vericom retail outlets)

Business and Government

Finance and Administration

Information Technology Services (Shared Service Unit, however some business units also have their

own internal service provider)
Human Resources

Vericom Wholesale (for wholesale of Vericom infrastructure services)

Due to the extensive scope of infrastructure deployed and large employee and customer base, Vericom continues to rely on legacy systems for some critical IT services; however this is seen as a barrier to future organizational growth and scalability of services offered. The CIO of Vericom has also raised the concern that while improvements to the technology utilized is important, this also needs to be supported by quality IT Service Management practices employed by the various IT departments.
The project of improving the IT Service Management practices employed by Vericom has been outsourced to external consultants who are aware of the major IT refresh that is going to be occurring over the next 24 months.
Refer to the scenario.
Discussions have recently been held regarding the performance of the Incident and Problem Management.
There has been some confusion among IT managers as to what metrics demonstrate the quality and performance of these two processes.
From the options below, which represents the best range of measures for evaluating the success of Incident and Problem Management?
A:

B:

C:

D:

Question25: 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:

1. "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"
2. "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:

1. "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"
2. "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
Which of the following options would be most suitable to address the issues identified from the Customer Satisfaction Survey?