ITIL Sample Questions Answers

Assess the current state

Implement the improvement

Understand the organizational context

Agree the future state

An emergency change to apply a security patch

The implementation of a workaround

Providing a virtual server for a development team

Managing an interruption to a service

Continual improvement

Service level management

Service desk

Problem management

information

utility

warranty

costs

To produce service design packages and ensure they are handed over to service transition

To assess and evaluate all changes and their impact on service designs

To document the initial structure and relationship between services and customers

To gather and document new service level requirements from the customer

An initial baseline assessment

The production of a detailed CSI plan

Verifying that improvement targets have been achieved

Understanding priorities for improvement

Deployment management

Incident management

Service level management

Service request management

An event

An IT asset

A configuration item

A change

Engage

Obtain/build

Plan

Improve

Re-assessing a known error to manage the ongoing impact.

Reviewing incident records to identity trends

Implementing a technical fix to resolve an issue

Documenting the steps in workaround

organizations

outcomes

relationships

services

To help automated matching of incidents to problems or known errors

To identify which support team the incident should be escalated to

To ensure that incidents with the highest business impact are resolved first

To encourage a high level of collaboration within and between teams

Inputs, outputs and triggers

Work instructions, procedures and roles

Resources, capabilities and metrics

Process owner, policy and objectives

Meeting stakeholder expectations for time to market

Understanding the organization’s service vision

Understanding stakeholder needs

Providing services to agreed specifications

The ‘improve’ value chain activity

An overall plan

Customer requirements

Feedback loops

Pre-determined routing of a service request

Reducing the time to compile service data

Monitoring service availability

Faster resource allocation

The guiding principles

Governance

Practices

The four dimensions of service management

1 and 4

3 and 4

1 and 2

2 and 3

Involving people who are not familiar with a service when observing and assessing its activities

Applying risk management when considering to introduce new processes

Using source data to avoid any unintentional data distortion found in reports

Discarding existing processes before assessing their usefulness

Service consumer

Customer

User

Sponsor

They are deliverables provided to service consumers.

They allow service consumers to achieve a desired result.

They provide products to service providers based on outputs.

The co-create value for service providers by reducing costs and risks.

A request to implement a security patch

A request to provide a laptop

A request to resolve an error in a service

A request to change a target in a service level agreement

Standard change

Normal change

Emergency change

Change model

Consider

Discard

Re-use

Improve

Information security management

Continual improvement

Monitoring and event management

Service level management

IT asset management

Deployment management

Continual management

Monitoring and event management

Keep it simple and practical

Think and work holistically

Star: where you are

Progress iteratively with feedback

Known error is the status assigned to a problem after it has been analysed

A known error is the cause of one or more problems

Known errors cause vulnerabilities, problems cause incidents

Known errors are managed by technical staff, problems are managed by service management staff

Organizations and people

Value streams and processes

Information and technology

Partners and suppliers

To ensure that spending is properly accounted for

To ensure that information security requirements are met

To streamline the fulfillment workflow

To set user expectations for fulfillment times

They should be complex and detailed

They should be well-known and proven

They should include incident handling

They should be brief and simple

To support the agreed quality of a service handling all agreed, userinitiated service requests

To set clear business-based targets for service performance

To establish and nurture the links between the organization and its stakeholders

To align the organization's practices and services with changing business needs

Change control

IT asset management

Service desk

Service request management

IT asset management and software asset management

Operational and technical management

IT asset management and technical management

Operational management and IT asset management

Service level management

Change control

Service request management

Incident management

It enables the reassessment of known erros

It enables quick and efficient diagnosis of incidents

It removes the need for collaboration during incident resolution

It removes the need for regular customer updates

A high-risk change that needs very thorough assessment

A change that is typically implemented as a service request

A change that must be implemented as soon as possible

A change that needs to be scheduled, assessed and authorized following a defined process

Value streams and processes

Partners and suppliers

Information and technology

Organizations and people

The ‘improve’ value chain activity

The ‘continual improvement register’

The ‘continual improvement model’

The ‘engage’ value chain activity

The incident priority

The incident category

A change schedule

A self-help tool

Meeting expectations for quality, costs and time-to-market

Ensuring the continual improvement of services

Ensuring that the organization's vision is understood

Providing transparency and good relationships

closed

logged

analysed

escalated

Ensuring that stakeholder expectations for quality are met

Ensuring that stakeholder needs are understood by the organization

Ensuring that service components are available when needed

Ensuring that services are operated to meet agreed specifications

To restore normal service operation as quickly as possible

To manage workarounds and known errors

To capture demand for incident resolution and service requests

To systematically observe services and service components

Organizations should work through the steps of the model in the sequence in which they are presented

The flow of the model helps organizations to link improvements to its goals

The model is applicable to only certain parts of the service value system

Organizations should use an additional model or method to link improvements to customer value

Service configuration management

Service desk

Problem management

Deployment management

Service management

Practices

A value stream

Service level management

Fulfilling a service request

Authorizing an emergency change

Logging a new problem

Investigating a major incident

In the definitive capacity library

In the definitive media library

In the definitive security library

In the definitive production library

Ensure suppliers include details of their approach to service improvement in contracts

Require evidence that the supplier uses agile development methods

Require evidence that the supplier implements all improvements using project management practices

Ensure that all supplier problem management activities result in improvements

Management information systems and tools

Risk analysis and management approach

Management policy for business case creation

Corporate governance and policy

Whenever the workaround is used

Whenever the problem is resolved

Whenever the workaround becomes a known error

Whenever the problem is prioritized

Progress iteratively with feedback

Think and work holistically

Keep it simple and practical

Focus on value

Workflow management and inventory systems

Communication systems and knowledge bases

Roles and responsibilities

Security and compliance

The management of resources configured to deliver the service

The management of resources needed to consume the service

The grouping of one or more services based on one or more products

The joint activities performed to ensure continual value co-creation

it uses inputs and outputs prescribed by ITIL

It is a service value chain activity

It integrates practices for a specific scenario

It provides an operating model for service providers

Change control

Problem management

Service level management

Continual improvement

A set of interconnected activities that help an organization deliver a valuable service

A description of one or more services that help address the needs of a target consumer group

A set of specialized organizational capabilities for enabling value for customers

Recommendations that help an organization when adopting a service management approach

Change enablement

Service level management

Service request management

Problem management

It is maintained by the service desk and updated with the details of each new incident

It is a part of the configuration management database (CMDB) and contains workarounds

It is maintained by problem management and is used by the service desk to help resolve incidents

It is maintained by incident management and contains solutions to be implemented by problem

management

Service desk

Change enablement

Service level management

Supplier management

Organizations and people

Information and technology

Partners and suppliers

Value streams and processes

1 and 2

2 and 3

3 and 4

1 and 4

A configuration item

A workaround

An incident

A problem

Communicate in a way the audience can hear

Sometimes nothing from the current state can be re used

If a practice is easier to follow it is more likely to be adopted

Fast does not mean incomplete

All improvement ideas should be logged in a single ‘continual improvement register’

A single team should carry out ‘continual improvement’ across the organization

‘Continual improvement’ should have minimal interaction with other practices

Everyone in the organization is responsible for some aspects of ‘continual improvement’

Incident management

Service level management

Problem management

Service request management

Monitoring and event management

Service configuration management

Problem management

Incident management

A standard change

A change model

An emergency change

A normal change

A change authority is assigned each time a standard change is requested

Emergency changes are authorized by the technician making the change

Assignment of the change authority is based on the charge type and model

The chance authority will ensure changes are authorized after they are deployed

Start where you are

Focus on value

Think and work holistically

Optimize and automate

Service

Warranty

Organization

IT asset