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ITIL Intermediate Module – Service Offerings and Agreements Exam (ITIL-SOA) - PCERT Exam Questions
Last updated on June 20, 2026
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Question
Scenario The IT organization of a manufacturing company is carrying out an annual review of its service portfolio. There is limited budget available for the next year and some projects may be delayed or cancelled. The company has control of most of its IT services, however some are mandated by the company's corporate owners.
The following services are under review:
• Service 1: Web ordering service. This is a new service that will enable the company to fulfill its
strategy to sell products on-line and increase its customer base by 20%. Only high-level business
requirements have been established so far but. if the project goes ahead, the system will be provided by a supplier using standard applications and technology. A business case has been created which shows the ratio of value-to-cost to be much greater than one.
• Service 2: Sales office service. The service has grown from a number of separate applications that
have been combined into one suite. The technical solution for each application is similar but some use different versions of the same operating system. The applications themselves provide the required utility and support their business outcomes well. There is some overlap in functionality across the set of applications contained in the service suite.
• Service 3: Finance reporting service. The service is used by the finance department to create
statutory reports to fulfill legal obligations. The service is hosted on a legacy system. The cost of supporting the service is increasing gradually and the return obtained from the service is decreasing. Eventually the service will be replaced by the new enterprise resource planning (ERP) service. It is projected that, over the next two years, the ratio of value-to-cost will drop to less than one.
• Service 4: This is a new ERP service that is being implemented across all companies in the
corporate group. It will eventually replace many existing services including the finance reporting
service. The service has been approved and chartered, and has a current status of "design". A large
number of assets have been allocated to this project. As this service is mandated by the corporate owners, no further decision is required.
Refer to Scenario: As part of the service portfolio management team you have been asked to recommend whether investments should be made in these services in the next year.
Which of the following options is the BEST set of decisions to make for the services?
The following services are under review:
• Service 1: Web ordering service. This is a new service that will enable the company to fulfill its
strategy to sell products on-line and increase its customer base by 20%. Only high-level business
requirements have been established so far but. if the project goes ahead, the system will be provided by a supplier using standard applications and technology. A business case has been created which shows the ratio of value-to-cost to be much greater than one.
• Service 2: Sales office service. The service has grown from a number of separate applications that
have been combined into one suite. The technical solution for each application is similar but some use different versions of the same operating system. The applications themselves provide the required utility and support their business outcomes well. There is some overlap in functionality across the set of applications contained in the service suite.
• Service 3: Finance reporting service. The service is used by the finance department to create
statutory reports to fulfill legal obligations. The service is hosted on a legacy system. The cost of supporting the service is increasing gradually and the return obtained from the service is decreasing. Eventually the service will be replaced by the new enterprise resource planning (ERP) service. It is projected that, over the next two years, the ratio of value-to-cost will drop to less than one.
• Service 4: This is a new ERP service that is being implemented across all companies in the
corporate group. It will eventually replace many existing services including the finance reporting
service. The service has been approved and chartered, and has a current status of "design". A large
number of assets have been allocated to this project. As this service is mandated by the corporate owners, no further decision is required.
Refer to Scenario: As part of the service portfolio management team you have been asked to recommend whether investments should be made in these services in the next year.
Which of the following options is the BEST set of decisions to make for the services?
Options
A
Service 1 - promote to the service catalogue. Allocate resources to the transition stage of the
project
Service 2 – re-factor. Set up project to redesign the applications to concentrate on the core
functionality of the service
Service 3 - retain. As the service is needed to fulfill legal and statutory compliance it should be
retained.
project
Service 2 – re-factor. Set up project to redesign the applications to concentrate on the core
functionality of the service
Service 3 - retain. As the service is needed to fulfill legal and statutory compliance it should be
retained.
B
Service 1 - invest. Charter the service and set up a service design project
Service 2 - replace. Set up project to replace the set of applications with a single application designed
to support the business outcomes
Service 3 - retire. Mark the service for retirement and set up a retirement project. This will make best
use of resources and ensure that information is migrated to the ERP service.
Service 2 - replace. Set up project to replace the set of applications with a single application designed
to support the business outcomes
Service 3 - retire. Mark the service for retirement and set up a retirement project. This will make best
use of resources and ensure that information is migrated to the ERP service.
C
Service 1 - promote to the service catalogue, project
Service 2 - retain. Keep the service and support
Service 3 - delay decision. It is likely that this project will use assets that will be allocated review.
Allocate resources to the transition stage of the it in its current form service will be retired, but not yet. The retirement elsewhere this year. Reconsider at next annual
Service 2 - retain. Keep the service and support
Service 3 - delay decision. It is likely that this project will use assets that will be allocated review.
Allocate resources to the transition stage of the it in its current form service will be retired, but not yet. The retirement elsewhere this year. Reconsider at next annual
D
Service 1 - invest. Charter the service and set up a service design project
Service 2 - rationalize. Set up a project to identify the best way of retaining the support of the
business outcomes but eliminating the duplication of functionality and supporting components
Service 3 - delay decision. It is likely that this service will be retired, but not yet. The retirement
project will use assets that will be allocated elsewhere this year. Reconsider at next annual review.
Service 2 - rationalize. Set up a project to identify the best way of retaining the support of the
business outcomes but eliminating the duplication of functionality and supporting components
Service 3 - delay decision. It is likely that this service will be retired, but not yet. The retirement
project will use assets that will be allocated elsewhere this year. Reconsider at next annual review.
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2
Question
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 manager’s (BRM) responsibilities which will be key to support the expansion?
Refer to the Scenario.
Which one of the following options provides the BEST overview of the business relationship manager’s (BRM) responsibilities which will be key to support the expansion?
Options
A
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.
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 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.
C
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.
D
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.
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3
Question
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?
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?
Options
A
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.
B
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.
C
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.
D
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.
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4
Question
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?
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?
Options
A
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 company’s customers.
Supplier manager: Log the complaints. Quickly arrange a meeting with service desk supplier to investigate the complaints. If necessary, initiate the dispute process.
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 company’s customers.
Supplier manager: Log the complaints. Quickly arrange a meeting with service desk supplier to investigate the complaints. If necessary, initiate the dispute process.
B
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 contract’s penalty clause to recover compensation from the supplier. Increase the supplier’s risk rating. Initiate a service improvement plan in conjunction with continual service improvement.
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 contract’s penalty clause to recover compensation from the supplier. Increase the supplier’s risk rating. Initiate a service improvement plan in conjunction with continual service improvement.
C
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 company’s customers.
Report findings back to service level manager.
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 company’s customers.
Report findings back to service level manager.
D
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.
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.
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5
Question
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 organization’s 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?
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 organization’s 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?
Options
A
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.
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.
B
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).
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).
C
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.
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.
D
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.
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.
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