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ITIL Service Capability Operational Support and Analysis Exam (ITILSC-OSA) - ITIL Exam Questions
Last updated on June 20, 2026
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Question
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?
• 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?
Options
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:
• 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.
• 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.
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 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
• 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
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
• 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
• 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
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 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.
• 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.
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2
Question
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 grown consistently over the years. They are now supplying toy stores nationwide and are considered to be the primary supplier of children’s collectable novelty erasers. Brewster’s IT department is relatively small (currently 15 staff) but efficient. They have recently employed an IT Manager in an attempt to improve the management of the infrastructure, as well as more effective use of resources and identification of areas for improvement. The Brewster’s management teams do not have a lot of IT knowledge. The newly appointed IT Manager is very ITIL focused and wants to implement as many ITSM processes as is appropriate there are currently no formal processes in place. On starting with the company the IT Manager completed an internal assessment of the IT infrastructure – including staff skills analysis, and collated the results from 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 to address the issues identified
from the General IT Infrastructure assessment?
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 to address the issues identified
from the General IT Infrastructure assessment?
Options
A
You are not concerned with the lack of skill sharing between the Operational Support departments and Service Design as they are two separate entities of the Service Lifecycle with their own objectives. You are concerned, however, with the lack of skill sharing between the Operational Support teams and decide to formalize the 1st, 2nd and 3rd lines of support and recommend the adoption of a database that will incorporate all Incident records, Problem records, Known Error records, Workarounds and Event information, so that all staff can have access to and use this information.
B
You decide to recommend implementation of the Event Management process to formalize the event monitoring, planning and overall management. Ensure that there is resource sharing between the Service Design teams and the Operational Support teams as their input is necessary to ensure services are designed that will work efficiently in the live environment.
In addition, implement the Problem Management process at the same time, to ensure there are both reactive and proactive activities taking place with regards to Problems, a knowledge bank of information including known errors, workarounds, problems and incident records is produced and maintained.
In addition, implement the Problem Management process at the same time, to ensure there are both reactive and proactive activities taking place with regards to Problems, a knowledge bank of information including known errors, workarounds, problems and incident records is produced and maintained.
C
Implement the Problem Management process, to ensure there are both reactive and proactive activities taking place with regards to Problems, a knowledge bank of information including known errors, workarounds, problems and incident records is produced and maintained.
Once this process is established, working efficiently and staff have become more accustomed to this new way of working, use this success to recommend the implementation of the Event Management process.
Once this process is established, working efficiently and staff have become more accustomed to this new way of working, use this success to recommend the implementation of the Event Management process.
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3
Question
Scenario Technical Management
• To build highly resilient,
cost effective technical architectures.
• To use adequate technical
skills to maintain the technical infrastructure in optimum condition.
• To use technical skills to
speedily diagnose and resolve any technical failures that do occur.
• To test applications for
identifying the potential impact on the production environment
• To contact users to advise
when technical problems are resolved. Application Management
• To build new and modified
applications that are well designed, interface with existing architectures, are resilient and cost-effective.
• To ensure the functionality
and usability requirements of the business are delivered in optimal fashion.
• To ensure resources are
effectively trained and deployed to deliver and support IT Services.
• To efficiently respond to
failures and diagnose and resolve any disruptions that occur.
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
• To build highly resilient,
cost effective technical architectures.
• To use adequate technical
skills to maintain the technical infrastructure in optimum condition.
• To use technical skills to
speedily diagnose and resolve any technical failures that do occur.
• To test applications for
identifying the potential impact on the production environment
• To contact users to advise
when technical problems are resolved. Application Management
• To build new and modified
applications that are well designed, interface with existing architectures, are resilient and cost-effective.
• To ensure the functionality
and usability requirements of the business are delivered in optimal fashion.
• To ensure resources are
effectively trained and deployed to deliver and support IT Services.
• To efficiently respond to
failures and diagnose and resolve any disruptions that occur.
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
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4
Question
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 grown consistently over the years. They are now supplying toy stores nationwide and are considered to be the primary supplier of children’s collectable novelty erasers. Brewster’s IT department is relatively small (currently 15 staff) but efficient. They have recently employed an IT Manager in an attempt to improve the management of the infrastructure, as well as more effective use of resources and identification of areas for improvement. The Brewster’s management teams do not have a lot of IT knowledge. The newly appointed IT Manager is very ITIL focused and wants to implement as many ITSM processes as is appropriate there are currently no formal processes in place. On starting with the company the IT Manager completed an internal assessment of the IT infrastructure – including staff skills analysis, and collated the results from 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 most suitable to address the issues identified from the Customer Satisfaction Survey?
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 most suitable to address the issues identified from the Customer Satisfaction Survey?
Options
A
The results of this initial assessment are better than you had expected, you do not see any need to change things yet. You will suggest to the Business that it will be beneficial to complete another initial assessment in one year, after the next Customer Satisfaction Survey is completed, to compare the satisfaction levels and, if required, identify areas for improvement at that stage.
B
The results of this initial assessment are better than you had expected, you do not see any need to change things yet. You are not concerned with the additional comments as the general feedback is
that customers are satisfied with the end to end service and that a 100% satisfaction is unrealistic.
You will suggest to the Business that more staff is required for the Service Desk to ensure that call waiting times are reduced and that a more detailed and selective criteria is used as part of the selection process to ensure staff are at the correct skill level and competency.
that customers are satisfied with the end to end service and that a 100% satisfaction is unrealistic.
You will suggest to the Business that more staff is required for the Service Desk to ensure that call waiting times are reduced and that a more detailed and selective criteria is used as part of the selection process to ensure staff are at the correct skill level and competency.
C
You decide that the first two ITSM processes that need to be implemented are Incident Management and Request Fulfillment. As this will enable formal management and coordination of the Service Desk, and ensure that Incidents and Service Requests are dealt with accordingly, enabling separate logging and monitoring and faster call response times Send a formal memo to all customers, introducing yourself and your new role, thanking them for their valuable feedback and addressing the issues raised in the survey results and how you intend to resolve them.
D
You decide that the first two ITSM processes that need to be implemented are Incident Management and Request Fulfillment. As this will enable formal management and coordination of the Service Desk, and ensure that Incidents and Service Requests are dealt with accordingly, enabling separate logging and monitoring and faster call response times. In addition, you will ensure that the new Incident Manager will ensure the Service Desk is the single point of contact, as a first priority.
This needs to be the focus over the next quarter to ensure that this policy is adopted ASAP, you will suggest reward options to ensure that staff and end users are in no doubt that this is an essential requirement supported by senior management. Send a formal memo to all customers, introducing yourself and your new role. Thanking them for their valuable feedback and addressing the issues raised in the survey results and how you intend to resolve them.
This needs to be the focus over the next quarter to ensure that this policy is adopted ASAP, you will suggest reward options to ensure that staff and end users are in no doubt that this is an essential requirement supported by senior management. Send a formal memo to all customers, introducing yourself and your new role. Thanking them for their valuable feedback and addressing the issues raised in the survey results and how you intend to resolve them.
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5
Question
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?
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?
Options
A
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
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
B
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
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
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
• 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.
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