PeopleCert itilsc-osa practice test

Question 1

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?

• A. Management support for using phase Business support to ensure users use Service Desk as little as possible Champions to drive process usage Staffing and retention of Service Desk Service management usage Suitable tools especially Incident Management Measurement and reporting of capacity
• B. Management support for setting up phase Business support to ensure users call Service Desk Champions to lead process implementation Staffing and retention of Service Desk Service management training Suitable tools Measurement and reporting of usage
• C. Management support for setting up SD Business support to ensure users call Service Desk Champions to lead Service Support Staffing and retention of Service Desk Service management understanding Suitable tools especially Service Desk Measurement and reporting
• D. Management support for setting up phase Business support to ensure users use Service Desk Champions to lead process implementation Staffing and retention of Service Desk Service management training Suitable tools especially Service Desk Measurement and reporting

Answer:

D

Question 2

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.

Answer:

A

Question 3

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?

• A. By implementing a follow the sun SD, you use current data to determine minimum staffing requirements in each location to support its own location and the expected support levels in other locations. You then ensure that SD staff are trained on all current services. You appoint 2 Super Users per Service Desk to act as a buffer and to assist the users. You set up SD schedule based on usage and work hours.
• B. By implementing a follow the sun SD, you use current data to determine minimum staffing requirements in each location to support its own location and the expected support levels in other locations. You then ensure that all SD staff are trained on all current services and able to provide an average of 60% 1st line support as a target you appoint 2 Super Users per location to act as a buffer and to assist the users. You set up SD schedule based on usage and work hours
• C. By implementing a follow the sun SD, you will start by investigating if the current infrastructure is capable of supporting a global service desk, including use of VOIP technology (this is possible). You use current data to determine minimum staffing requirements in each location to support its own location and the expected support levels in other locations. You decide to use English as the main language for all support. You then ensure that all SD staff are trained on all current services and able to provide an average of 60% 1st line support as a target you appoint 2 Super Users per location to act as a buffer and to assist the users. You set up SD schedule based on usage and work hours
• D. By implementing a follow the sun SD, location. You decide to keep local languages for SD. You use current data to determine minimum staffing requirements in each location to support its own location. You then ensure that all SD staff are trained on local services and able to provide an average of 60% 1st line support as a target. You appoint 2 Super Service Desk Operators per location to act as a buffer and to assist the users.

Answer:

C

Question 4

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.
Sally Robbins, who had previously managed the IT departments Service Desk, has now been
assigned the role of Incident Manager. To assist in the implementation of the process, Sally has
conducted a number of meetings with IT staff, customers, external suppliers and other relevant
stakeholders to identify their requirements. Based on these discussions, Sally has created following
impact definitions, which will be used in conjunction to the given urgency to determine the
appropriate timescales and effort applied for response and resolution to recorded incidents.
Impact Definition:
Low Impact

Affects a single user, preventing them from performing normal work functions

A single, non-critical device or peripheral is unavailable
Medium Impact

Multiple users are affected, preventing them from performing normal work functions

A regular business function is unavailable to part of a or organizational unit department
High Impact

A vital business function is unavailable to an entire department or company owned
organization
Major Incident

A vital business function is unavailable to all Vision

Media departments and company owned organizations
Example Incidents:
I. The IT manager of Vision Films detects that their dedicated Virtual Private Network linking them to
Vision Medias corporate IT systems has failed. This has prevented users from accessing or modifying
any file, document or system maintained by the centralized IT department of Vision Media.
II. The vice-president of the Finance and Administration department reports that her laptop keeps
rebooting. She has an important report to complete for the Chief Executive Officer.
III. The president of Vision TV is unable to stream high-definition video from a regional office. He
requires the regional offices WAN connection to be upgraded to a 14.4 M/bit wireless mobile
network.
IV. A IT staff member is alerted to the failure of systems provided by Human Resources to all other
departments and sub companies to manage payments and leave for Vision Media employees (and
those employed by organizations fully owned by Vision Media)
Which of the following responses provides the correct assignment of impact to the above incidents?
A.
I. High Impact
II. Medium Impact
III. Not an incident, should be a Request for Change
IV. Major Incident
B.
I. High Impact
II. Low Impact
III. Not an incident, should be a Request for Change
IV. Major Incident
C.
I. Major Incident
II. Medium Impact
III. High Impact
IV. Major Incident
D.
I. High Impact
II. Low Impact
III. Medium Impact
IV. Major Incident

Answer:

B

Question 5

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.

Answer:

A

Question 6

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.

Answer:

C

Question 7

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?

• A. As part of the ongoing Service Management initiative within Vision Media, the implementation of Service Operation is a vital element necessary to enable service quality and reduce the overall expenditure on IT. This is because Service Operation is ultimately where the designs and optimizations introduced by IT are supported, and from an IT perspective where the actual value of IT Service Management is seen. Specific benefits delivered as a result of improved Service Operation includes: Increased effectiveness and efficiency in IT Service delivery and support Reduced operational spending on IT Increased customer and user satisfaction of IT services Improved availability and performance of agreed IT services Given current plans for growth of Vision Media and possible acquisitions, the implementation of Service Operation is especially important to provide processes for reactively managing a growing end user population and increased scope and complexity in IT infrastructure utilized.
• B. As part of the ongoing Service Management initiative within Vision Media, the implementation of Service Operation is a vital element necessary to further improve service quality, and to realize the value of the previous projects already completed (refer Service Design and Service Transition projects). This is because Service Operation is ultimately where the designs and optimizations introduced by IT are executed and measured, and from a business viewpoint where the actual value of IT is seen. Specific benefits delivered as a result of improved Service Operation includes: Increased effectiveness and efficiency in IT Service delivery and support Increased return on investments (ROI) into IT Increased value on investments (VOI) into IT Increased customer and user satisfaction of IT services Given current plans for growth of Vision Media and possible acquisitions, the implementation of Service Operation processes is especially important to provide cost-effective capabilities for managing a growing end user population and increased scope and complexity in IT infrastructure utilized.
• C. As part of the ongoing Service Management initiative within Vision Media, the implementation of Service Operation is a vital element necessary to enable service quality and reduce the overall expenditure on IT. This is because Service Operation is ultimately where the designs and optimizations introduced by IT are deployed, and from a business perspective where the actual value of IT Service Management is seen. Specific benefits delivered as a result of improved Service Operation includes: Fewer disruptions to agreed IT services Reduced operational spending on IT Increased job satisfaction of IT staff Improved availability and performance of agreed IT services Given current plans for growth of Vision Media and possible acquisitions, the implementation of Service Operation is especially important to provide processes for reactively managing a growing end user population and increased scope and complexity in IT infrastructure utilized.
• D. As part of the ongoing Service Management initiative within Vision Media, the implementation of Service Operation is a vital element necessary to achieve service quality and support the objectives defined for the IT department. This is because Service Operation is ultimately where the designs and optimizations introduced by IT are supported, and from a business viewpoint where the actual value of IT is seen. Specific benefits delivered as a result of improved Service Operation includes: Increased effectiveness and efficiency in IT Service delivery and support Increased return on investments (ROI) into IT Reduced operational spending on IT Increased customer and user satisfaction of IT services Given current plans for growth of Vision Media and possible acquisitions, the implementation of Service Operation is especially important to provide cost-effective processes for managing a growing end user population and increased scope and complexity in IT infrastructure utilized.

Answer:

B

Question 8

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.

Answer:

B

Question 9

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.

Answer:

D

Question 10

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 users 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

Answer:

A