Scenario
Vericom is a leading provider of government, business and consumertelecommunication services, and is
currently seeking ways in which toimprove its utilization of IT services to drive growth across its'
multiplelines of business. One of the largest organizations in the UnitedKingdom, 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 retailoutlets) 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 infrastructureservices)
Due to the extensive scope of infrastructure deployed and largeemployee and customer base, Vericom
continues to rely on legacysystems for some critical IT services; however this is seen as abarrier to future
organizational growth and scalability of servicesoffered. The CIO of Vericom has also raised the concern
that whileimprovements to the technology utilized is important, this also needsto be supported by quality IT
Service Management practicesemployed by the various IT departments.
The project of improving the IT Service Management practicesemployed by Vericom has been outsourced
to external consultantswho are aware of the major IT refresh that is going to be occurringover 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 ITdepartments to supplement the services provided by the
centralizedInformation Technology Services (ITS) department. This has occurreddue 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 isto remain in place, there has been
identified issues relating to a lackof consistency in IT Service Management processes used by thedifferent
departments and unclear boundaries for the responsibilitiesof the various IT Service Desks. This has
resulted in:
End users calling the wrong Service Desk, requiring the call tobe redirected to the appropriate group
Inconsistency in the categorization and classification ofservice requests, incidents and problems, causing
confusionand frustration when there are multiple IT departmentsinvolved
Known Errors being recorded internally within the various ITdepartments, which may in fact have a wider
impact on thewhole organization when these are not visible to everyone
Inconsistency in the Service Management systems and toolsused for handling service requests, incidents,
problems andKnown Errors.
From the following responses, which BEST represents theapproach you would take to overcome the
issues describedabove?
A. You realize a coordinated approach is the best method,including: The development of the ITS Service Desk to be the singlepoint of contact for ALL end user (internal) queries. This willbe performed over a 6 month period, to take account for anytraining and transfer of knowledge that needs to occur. ThisService Desk will then escalate to the appropriate second linegroup (from any of the IT departments) as required. Develop consistency across all departments for categoriesand priority coding systems used for all service requests,incidents and problems. Build or purchase a consistent service management tool thatwill be used by all IT departments for managing incidents,problems, Known Errors and service requests. Holding regular review sessions involving staff from each ofthe IT departments to discuss current issues, recurring andpotential problems future initiatives.
B. You realize a phased approach is the best method, includingfour phases: Phase 1 ?Build or purchase a service management tool thatwill be used by all IT departments for managing incidents,problems and service requests Phase 2 ?Standardize the use of ITIL processes used by theITS department across all IT departments at Vericom Phase 3 ?Deliver training and awareness sessions for staffregarding the importance of the processes and how theyshould be used. Phase 4 ?Review the success of the project and pass anylessons learnt onto future projects
C. You realize a coordinated approach is the best method,including: Developing a telephone system that will route calls to theappropriate Service Desk based on the user's input. Thisshould also provide the capability for a Service Desk analystto call them back during peak periods. Develop consistency in all the categories assigned to servicerequests, incidents and problems across all IT departments. Build or purchase a service management tool that will be usedby all IT departments for managing incidents, problems,Known Errors and service requests Hold regular review sessions involving key staff from each ofthe IT departments to discuss current issues and potentialproblems.
D. You realize that improving the business awareness of IT ismost important, and address the issues by: Identifying the training requirements of end users to improvetheir use of IT service Implement an online Service Catalogue for all IT Services,with self-help capabilities to log and track incidents, problemsand service requests Assist Service Level Management in improving the visibility ofthe IT organization in general, and identify areas of customersatisfaction that need improving Build or purchase a service management tool that will be usedby all IT departments and end users for managing incidents,problems, Known Errors and service requests
Scenario
Vericom is a leading provider of government, business and consumertelecommunication services, and is
currently seeking ways in which toimprove its utilization of IT services to drive growth across its'
multiplelines of business. One of the largest organizations in the UnitedKingdom, 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 retailoutlets) 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 infrastructureservices)
Due to the extensive scope of infrastructure deployed and largeemployee and customer base, Vericom
continues to rely on legacysystems for some critical IT services; however this is seen as abarrier to future
organizational growth and scalability of servicesoffered. The CIO of Vericom has also raised the concern
that whileimprovements to the technology utilized is important, this also needsto be supported by quality IT Service Management practicesemployed by the various IT departments. The project of improving the IT Service Management practicesemployed by Vericom has been outsourced to external consultantswho are aware of the major IT refresh that is going to be occurringover the next 24 months.
Refer to the scenario.
Discussions have recently been held regarding the performance ofthe Incident and Problem Management. There has been someconfusion among IT managers as to what metrics demonstrate thequality and performance of these two processes.
From the options below, which represents the best range ofmeasures for evaluating the success of Incident and ProblemManagement?
A.
B.
C.
D.
Scenario
Vericom is a leading provider of government, business and consumertelecommunication services, and is
currently seeking ways in which toimprove its utilization of IT services to drive growth across its'
multiplelines of business. One of the largest organizations in the UnitedKingdom, Vericom is comprised of
the following business units:
Verinet (providing ADSL, cable, 3GSM, dialup and satelliteservices) Infrastructure Services (planning,
installing and maintainingthe PSTN and mobile network infrastructure)
VericomTV (Pay TV)
Consumer Sales and Marketing (including 400 Vericom retailoutlets) Business and Government
Finance and Administration
Information Technology Services (Shared Service Unit,however some business units also have their own
internalservice provider) Human Resources
Vericom Wholesale (for wholesale of Vericom infrastructureservices)
Due to the extensive scope of infrastructure deployed and largeemployee and customer base, Vericom
continues to rely on legacysystems for some critical IT services; however this is seen asabarrier to future
organizational growth and scalability of servicesoffered. The CIO of Vericom has also raised the concern
that whileimprovements to the technology utilized is important, this also needsto be supported by quality IT Service Management practicesemployed by the various IT departments.
The project of improving the IT Service Management practicesemployed by Vericom has been outsourced to external consultantswho are aware of the major IT refresh that is going to be occurringover the next 24 months.
Refer to the scenario.
As part of the major refresh of IT systems, it has been agreed that theexisting ITIL processes of Incident and Problem Management are notperforming adequately. Recent surveys indicate that:
A high percentage of incidents are being escalated tosecond linesupport staff There is inconsistency in the knowledge captured fordiagnosing and resolving incidents and problems Problem Management is predominantly reactive and typicallyonly executed when a large volume of incidents are identifiedto be of a common root cause There is little handover of knowledge (including documentationof Known Errors) for many releases deployed, creatingsignificant workloads for the support groups in the weeksfollowing deployment.
Which of the following responses BEST represents the way in whichyou would seek to improve the situation?
A. You understand the need to review current practices, soyou compare current practices against those described inthe ITIL volume of Service Operation. You perform a gapanalysis, and realize most of the issues relate toinadequate knowledge capture and sharing. You focus onimproving this by: Reviewing the tools and systems used, and develop abusiness case for acquiring new Knowledge ManagementSoftware to be used by the IT division. Creating rules for the escalation of incident and problemsso that higher level support groups are not overloaded Improving the level of documentation and knowledgecapture by running incentive programs rewarding staff forthe number of contributions made to the knowledgebase Conducting training on how to use the refreshed Incidentand Problem Management processes. Developing performance metrics to be reviewed forIncident and Problem Management
B. You communicate the need to review the situation, invitingvarious stakeholders from the IT departments and otherbusiness units to discuss the issues at hand. Your mainconcern is the lack of communication between various ITgroups, so to improve this you focus on: Improving the Release Policy to be adhered to by thevarious Release and Deployment teams, stating thedocumentation and knowledge transfer requirements forthe different types of releases performed. Developing guidelines, procedures and associatedincentives for the capture of knowledge relating toincidents, problems and general service requests. Conducting training and awareness sessions on therequirements for documentation and knowledge capture. Rotating developers and second line staff through theService Desk every three months Develop consistency in the Early Life Support provided bydesign/specialist staff for major releases Improving the interfaces between Incident and Problem Management, particularly those around escalation andproblem detection. Scheduling regular Proactive Problem Managementreviews, which will look at trends in incidents andproblems, and to identify vulnerable infrastructurecomponents. Developing metrics that will be used to evaluate the valueand performance of the Incident and ProblemManagement processes.
C. You understand the need for compliance to the definedprocesses, as currently many staff do not follow prescribedguidelines and procedures. Your efforts focus on improvingcompliance to the Incident and Problem Managementprocesses by: Auditing the processes, seeking where exceptions todefined procedures occur Running awareness sessions to communicate the valueand importance of the processes in place Modifying existing systems and tools so that improvecompliance to existing processes Evaluating which groups are underperforming to identifyany training that needs to occur
D. You communicate the need to understand more about thecurrent issues, so you invite the Service Desk, Incident,Problem and Release and Deployment managers to a meetingto review the situation. Your main concern is the lack ofdocumentation and knowledge being recorded by various ITgroups, so to improve this you focus on: Defining the requirements for knowledge capture andtransfer (including Known Errors) so that allcommunication is improved Improving the tools and systems used for by the variousgroups for knowledge capture and transfer Creating rules for the escalation of incident and problemsso that higher level support groups are not overloaded Develop consistency in the Early Life Support provided bydesign/specialist staff for major releases Assigning responsibility to the lead infrastructure architectto oversee Proactive Problem Management. Conducting training on how to use the refreshed Incidentand Problem Management processes. Rotating Service Desk staff through higher level supportteams every three months Developing performance metrics to be reviewed forIncident and Problem Management
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 grownconsistently over the years. They are now supplying toy storesnationwide and are
considered to be the primary supplier of children'scollectable novelty erasers.
Brewster's IT department is relatively small (currently 15 staff) butefficient. They have recently employed
an IT Manager in an attemptto improve the management of the infrastructure, as well as moreeffective use
of resources and identification of areas for improvement.
The Brewster's management teams do not have a lot of ITknowledge. The newly appointed IT Manager is
very ITIL focusedand wants to implement as many ITSM processes as is appropriatethere are currently no
formal processes in place. On starting with thecompany the IT Manager completed an internal assessment
of the ITinfrastructure ?including staff skills analysis, and collated the resultsfrom 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:
"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" "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:
"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"
"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 toaddress the issues identified from the
General IT Infrastructureassessment?
A. You decide to recommend implementation of the EventManagement process to formalize the event monitoring,planning and overall management. Ensure that there isresource sharing between the Service Design teams andthe Operational Support teams as their input is necessaryto ensure services are designed that will work efficiently inthe live environment. In addition, implement the Problem Management process at the same time, to ensure there are both reactive andproactive activities taking place with regards to Problems,a knowledge bank of information including known errors,workarounds, problems and incident records is producedand maintained.
B. You are not concerned with the lack of skill sharingbetween the Operational Support departments andService Design as they are two separate entities of theService Lifecycle with their own objectives. You areconcerned, however, with the lack of skill sharing betweenthe Operational Support teams and decide to formalize the1st, 2nd and 3rd lines of support and recommend theadoption of a database that will incorporate all Incidentrecords, Problem records, Known Error records,Workarounds and Event information, so that all staff canhave access to and use this information.
C. You are not concerned with the lack of skill sharingbetween the Operational Support departments andService Design as they are two separate entities of theService Lifecycle with their own objectives. You areconcerned, however, with the lack of Event monitoring andplanning and foresee this as being a potential major issue.You decide to recommend implementation of the EventManagement process to formalize the event monitoring,planning and overall management. Ensure that there isresource sharing between the Service Design teams andthe Operational Support teams as their input is necessaryto ensure services are designed that will work efficiently inthe live environment.
D. Implement the Problem Management process, to ensurethere are both reactive and proactive activities taking placewith regards to Problems, a knowledge bank of informationincluding known errors, workarounds, problems andincident records is produced and maintained. Once this process is established, working efficiently andstaff have become more accustomed to this new way ofworking, use this success to recommend theimplementation of the Event Management process.
Scenario
Vision Media is an international media organization, operating variouslines 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 iscomprised 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 newsprovider about the possible acquisition of their company. This wouldincrease the overall size of Vision Media by around 15%.
The Information Technology department acts as a Shared ServiceUnit, providing IT Services to all of sub-companies and departments,which complement some of the Internal Service Providers that alsoexist. The director of Information Technology has realized the need toimprove the quality of services offered by implementing ITIL, and hasdecided to do so using a phased approach. Some of the ServiceDesign and Service Transition processes have already beenimplemented, and they are now planning the implementation ofService Operation.
While the IT director does have tentative support from the otherdirectors and CEO, budgets for implementing the Service Operationprocesses have not been finalized, and still require a business caseto be formally submitted.
There is some confusion as to how the process of AccessManagement should be designed. In particular, there is debate as tohow the process should be integrated into the overall approach of ITService Management within Vision Media. The IT director has askedfor submissions from some of her staff, describing how they thinkAccess Management should be designed.
Which of the following submissions describes the most appropriateway in which to design and implement Access Management withinVision Media?
A. The design of a quality Access Management process will need toconsider the current state of IT Service Management that exists withinthe IT department, as well as the organizational requirements ofVision Media in general. This will require interfaces to be createdwith: Information Security Management: Which is responsible forthe development and renewal of security policies, guidelinesand procedures, which are then executed by AccessManagement Service Level Management: Which is responsible defining thecustomer requirements for access to IT services Request Fulfillment: Access Management will often betriggered by Service Requests, taken by the Service Desk orsubmitted using automated and self-help mechanisms Change Management: Request for Changes (RFCs) will ofteninvolve modification of access rights Demand Management: Which will provide information as tothe patterns of business that will generate requests foraccess. Outside the scope of IT Service Management, some of the interfacesthat 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 toaccount for the existing IT Service Management processes alreadyimplemented within the IT department, as well as the HumanResource requirements of Vision Media in general. This will requireinterfaces to be created with: Information Security Management: Which is responsible forthe development and renewal of security policies, guidelinesand procedures, which are then executed by AccessManagement Capacity Management: Which is responsible for the design ofsystems and infrastructure, which are in turn supported byAccess Management Knowledge Management: Each Knowledge base will requirevarious levels of access to be defined and enforced. Change Management: Request for Changes (RFCs) will ofteninvolve modification of access rights Demand Management: Which will provide information as tothe patterns of business thatwill generate requests foraccess 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 Managementconsiders a number of key interfaces with existing IT ServiceManagement processes, as well as other business processes, toensure success and satisfaction of its defined objectives. Thisincludes: Information Security Management: Which is responsible forthe development and renewal of security policies, guidelinesand procedures, which are then executed by AccessManagement Availability Management: Which is responsible for the designof security systems and infrastructure, which are in turnsupported by Access Management Request Fulfillment: Access Management will often betriggered by Service Requests, taken by the Service Desk orsubmitted using automated and self-help mechanisms Change Management: Request for Changes (RFCs) will ofteninvolve modification of access rights Configuration Management: Which can be used to recordrelationships 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 contractorsand external suppliers
D. Access Management will need to be implemented in isolation fromexisting IT Service Management processes already in place at VisionMedia so that its' integrity can be ensured. The only exception to thisis Information Security Management, which is responsible for thedevelopment and renewal of security policies, guidelines andprocedures. Access Management uses these as formal inputs, whichare then executed accordingly.
Scenario
You are the CIO of a large stockbroking firm, based in Hong Kong.Recently this company has acquired two other major firms in Londonand New York. Total Company staff now exceeds 800 people. EachFirm 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 levelsupport staff
With this new merger comes new support issues. Complaints arecoming in to say that there si an imbalance with ratio of IT supportstaff to users, Service Desks in London and New York are havingtrouble knowing and supporting new systems which has resulted inusers calling Hong Kong Service Desk. This has resulted in higherresolution times and an inability to get through to the service deskThe Business is not happy with the current situation.
Refer to the scenario.
A. B.
C.
D.
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 grownconsistently over the years. They are now supplying toy storesnationwide and are
considered to be the primary supplier of children'scollectable novelty erasers.
Brewster's IT department is relatively small (currently 15 staff) butefficient. They have recently employed
an IT Manager in an attemptto improve the management of the infrastructure, as well as moreeffective use
of resources and identification of areas for improvement.
The Brewster's management teams do not have a lot of ITknowledge. The newly appointed IT Manager is
very ITIL focusedand wants to implement as many ITSM processes as is appropriatethere are currently no
formal processes in place. On starting with thecompany the IT Manager completed an internal assessment
of the ITinfrastructure ?including staff skills analysis, and collated the resultsfrom 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:
"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" "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:
"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"
"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 optionto address the issues identified from the
Staff Skills Analysis?
A. Organize a meeting with the managers of each ITdepartment and form a Communication Plan. This planwill include all agreed methods, reasons and a list ofpersonnel to be included for communications within theOperation departments. This plan will then be distributedto all staff, with a memo that will
include; A photograph of each IT staff member with job title.
Brief Job Description and explanation of their dayto day activities.
In addition, make a proposal to the Business that a Release and Deployment Manager is needed, this
role willnot only take on the responsibility of implementing a formalRelease and Deployment process
but will, manage thebuild, test and deployment departments and will alsoensure that there is a
consistent communication route tothe service desk on upcoming releases and organizingtraining/
knowledge updates and consultation with servicedesk staff on new or changed services.
B. Organize a meeting with the managers of each IT departmentand form a Communication Plan. This plan will include allagreed methods, reasons and a list of personnel to beincluded for communications within the Operationdepartments. This plan will then be distributed to all staff, witha memo that will include; A photograph of each IT staff member with job title Brief Job Description and explanation of their dayto day activities In addition, ask for the service desk to be sent copies ofthe release schedule so they are informed of upcomingreleases.
C. Recommend to the Business that a new staff trainingprogram needs to be implemented that will include oneservice desk member per week shadowing a member ofstaff in each of the Business Process areas to learn howthey do things and what the business objectives are. Inaddition, request a weekly update from the build, test anddeployment areas on any upcoming releases, includingany relevant information that will enable the service deskstaff to provide a better service to the customer.
D. No immediate action required. You will work on a newtraining and communication policy that will formalize theprocess of communication and knowledge transferbetween departments. You will also recommend that thefirst ITSM process to be implemented with be a formalizedIncident Management process to ensure that effectivemeasurements and analysis is taking place and that thereis monitoring of staff competency and skill.
Technical Management is NOT responsible for?
A. Maintenance of the technical Infrastructure
B. Documenting and maintaining the technical skills required to manage and support the IT Infrastructure
C. Defining the Operational Level Agreements for the various technical teams
D. Diagnosis of, and recovery from, technical failures
Which of the following is NOT an example of a Service Request?
A. A user calls the Service Desk to order a toner cartridge
B. A user calls the Service Desk because they would like to change the functionality of an application.
C. A Manager submits a request for a new employee to be given access to an application
D. A user logs onto an internal web site to download a licensed copy of software from a list of approved options
Scenario
Vericom is a leading provider of government, business and consumertelecommunication services, and is
currently seeking ways in which toimprove its utilization of IT services to drive growth across its'
multiplelines of business. One of the largest organizations in the UnitedKingdom, 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 retailoutlets) 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 infrastructureservices)
Due to the extensive scope of infrastructure deployed and largeemployee and customer base, Vericom
continues to rely on legacysystems for some critical IT services; however this is seen as abarrier to future
organizational growth and scalability of servicesoffered. The CIO of Vericom has also raised the concern
that whileimprovements to the technology utilized is important, this also needsto be supported by quality IT
Service Management practicesemployed by the various IT departments.
The project of improving the IT Service Management practicesemployed by Vericom has been outsourced to external consultantswho are aware of the major IT refresh that is going to be occurringover the next 24 months.
Refer to the scenario.
The Verinet business unit which provides internet services is currentlyfacing increased competition from other Internet Service Providersseeking to entice Verinet customers away with offerings such as freeVOIP (voice over internet protocol) and Naked DSL (unconditionedlocal loop). To combat this, Verinet wishes to develop a newmarketing campaign highlighting the high quality and availability ofservices offered. Before this occurs, the Service Manager within Verinet (who haspreviously implemented ITIL in other organizations) hadrecommended implementing Event Management to assist in thecontinued ability for providing high quality, highly available internetservices to the UK population. She has been faced by someresistance, 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 Veritnetdirectors in describing the benefits of introducing Event Managementto Verinet?
A. The implementation of Event Management to complementexisting ITIL processes within Verinet will have a number ofsignificant benefits. The value to the business of implementingthe process is directly seen by the following benefits: Improved speed for Incident and Problem Management foridentifying and analyzing the cause and potential effect Improved ratio of used licenses against paid for licenses Percentage re-use and redistribution of underutilized assetsand resourcesImproved aliment between provided maintenance andbusiness support Improvement in maintenance scheduling and management forCIs
B. The implementation of Event Management to complementexisting ITIL processes within Verinet will have a number ofsignificant benefits. The value to the business of implementingthe process is generally indirect, but would support anenhanced ability to provide high quality and high availabilityinternet services by: Providing mechanisms for the early detection of incidents andproblems before they impact customers Notify the appropriate staff of status changes or exceptionsthat so that they can respond quickly Providing a basis for automated operations, increasingefficiency and allowing human resources within Verinet to bebetter utilized Providing improved visibility as to the events and interactionsthat occur within the IT infrastructure Providing performance and utilization information and trendsthat can be used for improved capacity planning and systemdesign
C. The implementation of Event Management to complementexisting ITIL processes within Verinet will have a number ofsignificant benefits. The value to the business of implementingthe process is generally indirect, but would support anenhanced ability to provide high quality and high availabilityinternet services by: Providing mechanisms for the early detection of incidents andproblems before they impact customers Developing capabilities for the monitoring of criticalcomponents of the IT infrastructure for disruptions or breachof utilization thresholds Automating the notification of key staff when exception eventsoccur Providing improved visibility as to the events and interactionsthat occur within the IT infrastructure Reducing the time requirements of manual activitiesperformed by IT staff as part of preventative maintenance.
D. The implementation of Event Management to complementexisting ITIL processes within Verinet will have a number ofsignificant benefits. The value to the business of implementingthe process is directly seen by the following benefits: Reduced SLA breaches Reduced times required for diagnosis and root-cause analysisof 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 fewercapacity related incidents.
