ITIL Service Capability Operational Support and Analysis Exam (ITILSC-OSA) - ITIL Exam Questions

Desk. This has resulted in higher resolution times and an inability to get through to the service desk You are the CIO of a large stock broking firm, based in Hong Kong. Recently this company has Scenario 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 The Business is not happy with the current situation. Refer to the scenario.





A. B.
C. D.

What is the difference between a Known Error and a Problem?

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?

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 department’s 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 Media’s 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 office’s 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

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. As part of the major refresh of IT systems, it has been agreed that the existing ITIL processes of

Incident and Problem Management are not performing adequately. Recent surveys indicate that:

• A high percentage of incidents are being escalated to second line support staff

• There is inconsistency in the knowledge captured for diagnosing and resolving incidents and
problems

• Problem Management is predominantly reactive and typically only executed when a large
volume of incidents are identified to be of a common root cause

• There is little handover of knowledge (including documentation of Known Errors) for many
releases deployed, creating significant workloads for the support groups in the weeks following deployment.

Which of the following responses BEST represents the way in which you would seek to improve the situation?