PeopleCert itil-soa practice test
ITIL Service Offerings and Agreements Exam
Question 1
Scenario
An IT security company provides secure data services to many large financial organizations in several
countries. The company has an administrative headquarters in its home country and a data centre in
each country of operation.
Each data centre obtains support for services from third-party contracts provided by a number of
suppliers. All supporting services are scoped and documented, and are aligned to the corporate
strategy and the regulations in force in each country. The security services company maintains and
regularly reviews a preferred supplier list from which suppliers are selected as required.
A service desk function is provided by one of the suppliers. Over the last 10 years, a strong
relationship has been built up with the supplier based on the high-quality, consistent service they
have provided. The nature of the financial business requires the service desk contract to contain
severe penalty clauses that can be enforced if the agreed service levels are not maintained, although
these have never been required.
A number of complaints have been received from a new banking customer highlighting that, over the
previous three months, the level of service provided by the service desk in the management and
handling of incidents has been inconsistent, and many incidents have not been resolved in line with
agreed targets.
The IT security company has a service level manager who has performed the role for many years.
Recently, a new supplier management process was implemented and a supplier manager appointed.
Some confusion has arisen over how, and by whom, the recent complaints should be dealt with.
Refer to the Scenario.
You have been asked to resolve the confusion over the service level manager and supplier manager
roles. Which one of the following options BEST represents the correct division of responsibilities and
will also address the current complaints regarding the service desk supplier?
- A. Service level manager: Apologize to the customer and compensate them financially for the poor service levels. Assure them that, under the terms and conditions of the contract, a review with the service desk will be carried out and that the supplier will be strictly monitored against agreed targets and penalties imposed, potentially leading to contract termination. Carry out a risk analysis of the supplier and their contract. Supplier manager: Log the complaints. Set up a review of the supplier and the service desk function. Invoke the contracts penalty clause to recover compensation from the supplier. Increase the suppliers risk rating. Initiate a service improvement plan in conjunction with continual service improvement.
- B. Service level manager: Log the complaints. Inform the customer that the complaints will be reviewed as a matter of urgency. Collect evidence of failures and pass to the supplier manager. Ensure that the complaints are dealt with efficiently and effectively and improvements are initiated where appropriate. Keep the customer informed of both progress and outcome. Supplier manager: Arrange a meeting with service desk supplier to investigate the complaints. Review performance of the supplier for all the services they deliver to the companys customers. Report findings back to service level manager.
- C. Service level manager: Log the complaints. Inform the customer that the complaints will be discussed with the supplier at the next scheduled review meeting. Assure the customer that the contractual disputes process will be invoked to ensure that the complaints are dealt with in an efficient and effective manner. Inform the customer of the actions taken. Supplier manager: Discuss the complaints with the supplier at the next review meeting Initiate the dispute process with the supplier. Carry out a risk analysis of the supplier and their contract.
- D. Service level manager: Inform the customer that the complaints will be reviewed as a matter of urgency. Assure the customer that a disputes process is in place to ensure that the complaints are dealt with in an efficient and effective manner. Inform the customer that they will be updated on the outcome. Review performance of the supplier for all the services they deliver to the companys customers. Supplier manager: Log the complaints. Quickly arrange a meeting with service desk supplier to investigate the complaints. If necessary, initiate the dispute process.
Answer:
B
Question 2
Scenario
A large, privately owned company has an internal IT organization that runs most of its IT operations
from the head office. There has been a history of confusion about what is required from the services
and what has actually been achieved, particularly from a warranty perspective. This has resulted in a
strained relationship between the business units and the IT organization.
Some service-based agreements exist between IT and the customers, where all levels of response to
incidents were set to the same targets. Availability targets have not been reviewed for at least two
years. There have been a number of complaints by key customers claiming that the IT staff have been
resolving incidents and implementing change requests based on operational ease rather than
business priority. This is despite operationally robust processes being in place for incident, change
and problem management.
A plan has been put in place to improve the level of the IT service delivered to the organization.
Retirement of the post-holder meant that the first action was to appoint a new IT director. The
opportunity was taken to select a candidate from an external organization, who was committed to
the ITIL framework. The new IT director believes that good IT service management practices are
essential.
The IT director plans to implement many of the service management processes and has already
overseen the creation of a basic service catalogue. The IT director is sure that many of the current
issues can be rectified through the implementation of service level management (SLM) and has
therefore directed that service level agreements (SLA) be introduced for the services provided before
moving onto other areas. You have been asked to lead the project to establish SLAs for the IT
services.
Refer to the Scenario.
Which one of the following sequence of activities would be the BEST approach to establishing service
levels agreements (SLA) in the organization?
- A. Identify all of the services currently delivered using the service catalogue. Define a primarily customer-based approach to implementing service levels agreements (SLAs). Using a pre-prepared pro-forma service level requirements (SLR) template, meet with the appropriate customer representatives to discuss and document their service level requirements. Arrange meetings with the appropriate IT teams, specifically those involved in incident, availability and capacity management, to discuss, document and agree the levels of service required. Draft agreements from these discussions are then reviewed by service operations to ensure that no existing agreements will be compromised and, once this has been confirmed, the SLA is formally reviewed, agreed, and signed by both the customer and IT. The service level targets are then formally communicated, monitored, reported upon and reviewed at the agreed intervals.
- B. Identify all the services currently delivered using the service catalogue. Define a primarily service-based approach to implementing service level agreements. Using the service templates already in use, meet with the appropriate customer representatives and, after discussion, produce formal SLRs which document the levels of service that the customer needs. Arrange meetings with the appropriate IT teams, specifically those involved in incident, availability and capacity management, to discuss, document and communicate the levels of service required. From these discussions operational level agreements (OLAs) are then produced. The SLRs and OLAs can be formally monitored, reported upon and reviewed at the agreed intervals.
- C. Meet with the IT operations team, specifically, those involved in incident, availability and capacity management, to define what level of service they can offer to the business against each service in the service catalogue. Meet with the appropriate customer representatives to give them a clear understanding of the levels of service IT can offer. Produce and agree an SLA and ensure it is signed by representatives of both parties. Document and agree OLAs with the service operation teams. Ensure all parties understand their responsibilities and enforce penalties for non-compliance. Once both agreements have been signed, all service level targets are then formally monitored and reviewed.
- D. Identify all of the services currently delivered using the service catalogue. Define a primarily service-based approach to implementing service level agreements. Meet with the appropriate business representatives and, after discussion, produce a formal SLA that guarantees the levels of service that the business needs. Arrange meetings with the appropriate IT teams, specifically those involved in incident, availability and capacity management, to inform them of the service levels you have agreed Document and agree OLAs with the service operation teams. Once these are agreed and signed the OLAs are passed back to the business to demonstrate that IT will support the SLA and to build upon the trust between the two parties.
Answer:
A
Question 3
Scenario
A flower delivery company introduced ITIL-based service management processes 12 months ago.
One major benefit of the associated service improvement initiatives was that the service availability
of the business critical on-line flower ordering IT service increased from 97% to 98.9% over the last
quarter. This exceeds the service availability target of 98.5%. Last month, reports were circulated
showing the availability improvement.
The service level manager is chairing a service review meeting to review the progress and report
upon this achievement. The customer managers acknowledge the improvement but despite the
reports of improved service availability, a major service outage occurred during the busiest week of
the year when over 25% of the annual business revenue is normally earned. Although IT dealt with
the outage satisfactorily, the loss of revenue and credibility in this mission critical, high-visibility
trading period are serious concerns. The customer managers are concerned that the reporting does
not seem to reflect this or their actual perception of the service.
Agreement is reached at the meeting to address two primary concerns:
1. Service availability targets for the mission critical periods are to be revised.
2. Amended and more representative business reports are to be produced.
Refer to the Scenario.
Which one of the following options will BEST ensure that the primary concerns related to the revision
and reporting of targets are addressed?
- A. Determine what information each IT team can provide regarding the collection and reporting of component availability. Implement revised mechanisms for the analysis, calculation and reporting of service availability. Ensure that event management is implemented to trigger alerts in response to availability issues. This will allow for reactive measures to be introduced so that, if services fail to meet their availability targets, proper actions can be taken to mitigate future failures.
- B. Meet with the customer managers to conduct a thorough review of all services and document all revised service level requirements (SLRs), ensuring that business impact and seasonal variations are taken into account. The SLRs should be transformed into a balanced scorecard of service targets with a dashboard for reporting purposes. Mechanisms should be agreed and implemented to collect, analyze and report against the agreed service targets using the change management process. Reports should be circulated to customer managers five working days in advance of service review meetings.
- C. Meet with the customer managers to review and document their availability requirements, ensuring that business impact and seasonal variations are taken into account. Review the monitoring and measurement mechanisms and ensure that they can measure both component and end-to-end service availability. Agree the revised service availability reporting requirements with the customer. Agree and revise service level agreements and operational level agreements as necessary and implement any changes to the monitoring and reporting mechanisms using the change management process.
- D. Review the requirements for service availability against the data collection and measurement currently provided by the IT teams. Design availability metrics and controls to report any variances at the monthly service review meetings, as well as how these variances will be addressed in the future. Internal IT staff and a customer manager will attend the service review meetings. All changes have to be agreed in the service review meetings before any actions can be performed, thus forcing the customer to come to the meetings and reach agreement before any improvement work or change can occur.
Answer:
C
Question 4
Scenario
A financial services organization has undergone a period of rapid expansion. From its operating base
it has expanded to serve customers in over 25 countries spread around the globe. There are plans to
enter more markets in the next 12 months.
The key stakeholders involved in the global expansion project have briefed the chief information
officer (CIO) on the plans. They have identified IT service performance as one of the major threats to
the plan. The CIO has been under pressure from the board due to poor IT service performance in the
previous six months. The chief concern has been significant performance variations in network
connectivity and communications.
The organization currently has three contracts with different local external suppliers in operating
markets supporting three IT network hubs. Whilst the suppliers are all happy to follow local internal
IT processes, getting the three to work together on incidents or changes has proved increasingly
difficult.
A number of outages have resulted in a blame culture where even the local internal IT departments
have been sympathetic to their service providers, resulting in strained relationships between these
internal departments at an operational level.
Other issues encountered at one or more locations have included:
Long-term service improvements have been sacrificed in favour of short-term fixes that avoid the
payment of contract penalties by the suppliers
Changes in ownership of the customer relationship by the suppliers
The CIO believes that a lack of communication between suppliers has been the key cause of failures.
All three supplier contracts are due for renewal in the next 12 months. After consultation, a decision
to re-tender for network services has been taken by IT, and approved by the CIO and the board of
directors.
Refer to the Scenario.
When considering suppliers, which one of the following options would BEST ensure that network
issues are addressed in order to meet the needs of the financial services organization?
- A. Consideration should be given to entering into a partnership with three local suppliers who have worked together before in similar circumstances. This will ensure both communication and local cultural differences are addressed. Supplier management should have a single, defined local point of ownership with responsibility granted for operational management of issues. The threat of contractual penalties should be removed to encourage suppliers to think longer term about sustainable service improvements. Suppliers will commit to the use of local IT processes to ensure compliance and good communication. Suppliers are to ensure that staff engaged in the contract (in particular the account managers and customer service managers) are fully ITIL trained so they understand and can implement service management best practice disciplines.
- B. Consideration should be given to entering into a partnership with a single supplier where mutual trust and a good relationship can be established. Supplier management should have a single, defined point of ownership within each country to manage all local operational issues. A risk-reward framework should be mapped out as an incentive for the supplier to solve local issues. A strategic alignment should be sought with the supplier where values, goals and cultural fit are similar to that of the financial services organization. The supplier should set up its own dedicated global account management team to deal with transition and on-going issues by working with local IT support teams.
- C. Consideration should be given to entering into a partnership with a single supplier where mutual trust and a good relationship can be established. Supplier management should have a single, defined point of ownership with local responsibility granted for operational management of issues. A long-term, risk-reward framework should be mapped out to encourage the supplier to work towards sustainable service improvements instead of shorter-term quick fixes. A strategic alignment should be sought with the supplier where values, goals and cultural fit are similar to that of the financial services organization. Implementation of a joint partnership team to initially ensure a smooth transition of the service to the new supplier and to subsequently manage on-going service improvement.
- D. Consideration should be given to re-contracting with the three current local suppliers. There is no suggestion that they are technically incompetent; it appears to be communication and local cultural differences that cause problems. Supplier management should have a single, defined local point of ownership with responsibility granted for operational management of issues. The threat of contractual penalties should be removed to encourage suppliers to think longer term about sustainable service improvements. Communication issues should be addressed by ensuring all incidents are reported to a single global service desk that the financial institution should implement. Suppliers are to ensure that staff engaged in the contract (in particular the account managers and customer service managers) are fully ITIL trained so they understand and can implement service management best practice disciplines.
Answer:
C
Question 5
Scenario
A clothing manufacturer has made a decision to supplement factory-based retail outlets by opening a
series of stores at out-of-town shopping malls.
The internal IT organization provides support to many mission-critical business systems for both the
manufacturing and retail operations. It must increase its portfolio of services and service options to
meet the planned new expansion. Typically, the business is subject to seasonal patterns of demand,
which recently have begun to exceed the capability of some of the IT services. This has led to periods
of poor performance of some of the critical systems and therefore to degraded service quality. In
periods of minimal demand, there is a surplus of capacity and performance is optimal.
There is concern that the additional business demand from the new stores will exacerbate these
service performance issues.
The board of directors, made up of representatives from each business unit, has asked for a review of
the business supply and demand issues currently being faced by the IT organization. Many service
management processes have been implemented including service portfolio management and
capacity management. However, IT does not have a demand management process.
Additionally, performance levels on many of the supporting services have remained unchanged for
the past 3 years, even though some may now be less relevant to the overall performance of the
critical services.
Refer to the Scenario.
The review of the supply and demand issues concluded that the implementation of a demand
management process could help the IT organization address the issues. Which one of the following
options provides the BEST solution to both the problems currently being faced and those related to
the proposed expansion?
- A. The service portfolio should be reviewed and an analysis carried out of each business units requirements in order to understand their patterns of business activity (PBA) and corresponding usage of the IT services. Differentiated service offerings should be developed to match PBA; this will make better use of available IT resources. Supporting service performance targets should be amended to reflect these changes. Work with business relationship management and capacity management to develop long term plans to meet the extra demand resulting from the companys expansion plans.
- B. An analysis should be carried out of each business units patterns of business activity (PBA), and appropriate services for each business unit selected from the service catalogue. In conjunction with the finance department, a revised cost model should be introduced to allow for the fluctuation in usage and costs. Differential charging should be introduced to address the issues of service quality.
- C. The service portfolio should be reviewed and an analysis carried out of each business units requirements to understand their current usage of the IT services and where seasonal variations lead to fluctuations in usage. Discussions should take place with the business units to impose limits within specific time periods for each business units usage of IT services. Work with business relationship management and capacity management to develop long term plans to meet the extra demand resulting from the companys expansion plans.
- D. The service portfolio should be reviewed and the business units cumulative service usage should be reviewed, monitored and analyzed. Work with the business to develop short-term measures to manage demand for the IT services, such as delayed or batch processing of retail transactions. Service levels should be reviewed to take into account changes to supporting service performance targets and, where applicable, agreements should be updated through change management.
Answer:
A
Question 6
Scenario
An internet banking organization plans to expand operations outside of its current market. Whilst the
exact details have yet to be established, it is clear that the IT organization must expand its service
offerings within the current portfolio in order to support this growth. It is equally apparent that
external customer needs for banking will vary from market to market and that consequently this will
require development of completely new service offerings.
You are the head of service within the IT organization. You helped the organization adopt the ITIL
framework some years ago and now have most processes in place. Service owners are allocated for
the main IT services. Mature service portfolio, service catalogue and service level management
processes are in place.
The expansion requires ownership of a business relationship management process and you are
considering the role profile for this post.
Refer to the Scenario.
Which one of the following options provides the BEST overview of the business relationship
managers (BRM) responsibilities which will be key to support the expansion?
- A. The BRM will engage actively with the customers, gain a good insight into their business and plans, and develop a strong working relationship. The BRM will work closely with the customer to understand the value proposition of any new IT services that will be required to support the expansion program. The BRM will liaise with the service level manager and service owners to develop the designs of any new IT services, thereby creating value for both parties. The BRM will ensure customer expectations of new services do not exceed what they have agreed to pay for.
- B. The BRM will engage actively with the customers, gain a good insight into their business and plans, and develop a strong working relationship. The BRM will identify the business requirements associated with the expansion program especially concentrating on gaining a clear understanding of business outcomes and business drivers. The BRM will liaise with the service portfolio manager to understand how the business outcomes can be supported by IT services, and, where possible, create new services and service offerings for inclusion in the service catalogue. It is key that the BRM understands how changes to the customer environment in different operating markets might affect the delivery of services.
- C. The BRM will engage actively with the customers, gain their trust, and help them develop their business area. This would help both the IT organization and the company become more successful. If the BRM commits time and energy, it should be possible to improve the IT services quickly to meet the needs of the expansion program and therefore achieve the business objectives. The BRM should take responsibility for the services and their development, while the service level manager will take responsibility for customer liaison. The BRM will take ultimate responsibility for ensuring the customer needs are met by the service provider by managing any third parties in the emerging markets.
- D. The BRM will have primary responsibility for engaging actively with the customers. They should develop a mutual understanding with the customers and have a good working knowledge of their business. The BRM would also work closely with the service owners to understand the profile and usage of the IT services, to help develop the IT services and to create a new service catalogue for the new markets. The BRM will articulate service provider business requirement to the customer to prevent them asking for services that would involve them paying more for the IT service they receive.
Answer:
B
Question 7
Scenario
A commercial IT services company has been successful for many years. Its key strategic differentiator
has been the provision of new services to meet customers needs in very short lead times. Recently
profits have dipped, forcing senior management to take a look at the lifecycle costs of providing the
IT services to their external customers.
The organization has had a service catalogue containing customer and supporting views for some
time. It is an essential source of information about the IT services and is used by both the business
relationship managers and the IT services teams. Services are designed internally but often
transitioned and operated in partnership with other suppliers.
For each service, the service catalogue currently contains:
A description of the service
Summary of the service level targets
The level of support and support details
Details of the supporting services and components
Details of services obtained from suppliers
When sales leads are obtained from potential new customers, the requirements are compared with
services in the service catalogue and, if no matching service can be found, a project is set up to
quickly develop a new service. In the past this has been justified as meeting the needs of the
customers, and full business cases were not developed.
A senior service manager has suggested introducing a service portfolio management process and
needs to get the support of the IT management team. The management team wishes to know what
extra information would be included in a service portfolio over and above what is already in the
service catalogue and what value it would be to them.
The company is looking to restrict investment in new resources. Therefore, only a few projects can be
authorized in the next budget cycle.
Refer to the Scenario.
Which one of the following sets of statements BEST describes the elements that a service portfolio
contains in addition to the elements in a service catalogue, and describes the additional value service
portfolio management would bring to the IT services company in resolving their current issues?
- A. The service portfolio will include: resource allocation; support terms and conditions; ordering and request procedures; the value proposition; offerings and packages. The service portfolio will show where additional resources will be required to operate new services. Service portfolio management will enable the organization to rationalize existing services to optimize the use of resources.
- B. The service portfolio will include: business cases; risks; business outcomes supported; cost and pricing. The service portfolio will show the proportion of resources acquired from key suppliers so that the cost of new services can be accurately estimated. Creating a service portfolio that includes services in the service pipeline, as well as those in the service catalogue, will enable new services currently being developed to be included in service offerings. This increased visibility of new services extends the range available for new opportunities.
- C. The service portfolio will include: ordering and request procedures; service level targets; support terms and conditions; details of services obtained from suppliers. The service portfolio will show the resources and capabilities that are needed to improve the services in the service catalogue. Service portfolio management will enable the organization to expand the service catalogue to include details of service requests and standard changes, providing a valuable self-help portal to users.
- D. The service portfolio will include: business cases; risks; investment priorities; value propositions. The service portfolio will show where resources are used across all stages of the service lifecycle both within the provider and where they have been acquired from suppliers. Service portfolio management will improve the organizations ability to compare potential investments and make sound decisions.
Answer:
D
Question 8
Scenario
A retail company has enjoyed significant growth in profit over the past year due to negotiating lower
buying costs from its suppliers. The organization wishes to reinvest some of this profit to fund a
program of change to optimize the use of IT services. They hope this will support revenue growth in
the next financial year whilst maintaining profitability.
The program consists of two main initiatives:
An expansion of the on-line retailing services to offer more functionality
Enhancement of the marketing service to allow greater targeting of promotional offers.
There are various options for providing these services that involve use of the current infrastructure or
the new virtualization technology, which is slowly being deployed across the organization. The board
of directors wishes to conduct a financial review over the next 3 months to compare the cost of
providing each service. Projected business revenues will allow the return on investment (ROI) of each
option to be calculated. This review will provide an input to the IT organizations service portfolio
management process, allowing the various investment options to be considered and an informed
decision to be made.
The organization has a good appreciation of its IT costs along with a mature service catalogue and
configuration management system (CMS).
Refer to the Scenario.
Which one of the following options would be the BEST approach to providing the information for the
financial review of the service options?
- A. Appoint an IT finance manager to implement budgeting and accounting for IT services. Create a cost model that takes into account direct and indirect costs, as well as fixed and variable costs. Use the cost model to calculate the cost of providing the IT services and provide the information to service portfolio management (SPM).
- B. Produce a summary of current costs, apportioning all costs directly to the appropriate service. Any investment in virtualization or new infrastructure should be shared equally between the two services. This creates a baseline for comparison with the anticipated business revenues and ROI that will enable a business case to be developed for each option.
- C. Produce a summary of current costs, recognizing that the resources are shared across services. Use service level agreements to understand how the services are used and create a model for the services, ensuring that both current and projected costs are shared appropriately. These costs can then be compared with the cost of outsourcing the service and with the anticipated business revenue.
- D. Produce a summary of current costs, recognizing that the resources are shared across services. The various options for providing the service, including those requiring investment in new infrastructure, can then be costed. Using the projected revenues supplied, a calculation can establish the ROI for each option. These costs and ROI for each option can then be compared through the service portfolio management process and used as an input to develop a business case for the most advantageous options.
Answer:
D
Question 9
Scenario
An IT services company provides IT services to many customers. The company has grown rapidly over
the last three years and has recognized the need to implement service management processes to
ensure that they continue to provide services that meet their customer's needs. A service
management implementation project was set up a year ago and most processes are now in place
including service level management and service catalogue management. In addition a business
relationship manager has been allocated.
An opportunity has arisen to engage a new customer, which could lead to a very large contract.
Contact has been made with the potential customer and a meeting arranged. This will be the first
time that these processes have been used to engage a new customer and the IT service manager
wishes to make sure that all concerned are clear of their roles.
Refer to Scenario
Which one of the following options CORRECTLY assigns the responsibilities to the service level
manager, service catalogue manager and the business relationship manager?
Responsibilities:
- A. Service catalogue manager - 3, 7, 8, 9 Service level manager - 1, 2, 4 Business relationship manager- 5, 6, 10
- B. Service catalogue manager - 1, 7 Service level manager - 3, 4, 6, 8, 10 Business relationship manager- 2, 5, 9
- C. Service catalogue manager - 1, 8 Service level manager - 2, 3, 5, 9 Business relationship manager- 4, 6, 7, 10
- D. Service catalogue manager - 1, 8, 9 Service level manager - 2, 3, 5, 7, 10 Business relationship manager- 4, 6
Answer:
D
Question 10
Refer to Scenario
An IT services company has been providing hosted and managed IT services to a number of major
customers for over 20 years. It has invested heavily in ITIL-based service management processes over
the last five years, which has resulted in an increase in the quality of the IT services and an increase
in customer satisfaction with the services. This activity has led to a significant growth in the number
of customers that the company serves.
The company has implemented all of the service design, service transition and service operation
processes to some extent, and is now developing other processes based on ITIL service strategy. As a
result of this latest activity they have recognized that their existing service management tool is
limited in its ability to support several existing processes, and all of the planned new ones. The
supplier of the existing tool is reducing its investment in future development of the tool and is,
therefore, unwilling to commit to any additional new facilities or functionality. This has now become
an issue for the company and, as a result, they are looking to replace the existing tool with a more
comprehensive alternative.
The company plans to develop a requirements specification for the replacement tool and is redwing
the areas that need to be considered, including its deployment throughout the organization. The
budget for the new tool is limited, therefore it is essential that the new tool can be implemented and
used as quickly as possible in order to obtain maximum return on investment (ROI).
Which one of the following options provides the BEST description of the areas that should be
addressed by the requirements specification for the new tool?
- A. The usability and functionality of the new tool The ability to customize the tool to the organization's requirements The planned use of the tool within the organization, together with the number of customers and users of the services and their geographical locations The plans for the deployment and the associated documentation needed for the tool.
- B. The utility and warranty of the new tool The conformance of the tool to international open standards The planned use of the tool within the organization, together with the type and number of licenses required for its deployment The timing of the deployment and the associated tool training and education.
- C. The utility and warranty, and service acceptance criteria of the new tool The ability to customize the tool to the organization's requirements The number of potential users of the tool together with the number of licenses and their geographical locations required for its deployment The timing of the deployment and the associated tool documentation.
- D. The utility and warranty, and service acceptance criteria of the new tool The ability to migrate data from existing tools and to integrate with other tools The planned use of the tool within the organization, together with the type and number of licenses required for its deployment The type and timing of the deployment and the associated tool training and education.
Answer:
D