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ITIL Service Capability Service Offerings and Agreements Exam (ITILSC-SOA) - ITIL Exam Questions
Last updated on June 20, 2026
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1
Question
Scenario A flower delivery company introduced ITIL-based service management processes 12 months ago. One major benefit of the associated service improvement initiatives was that the service availability
of the business critical on-line flower ordering IT service increased from 97% to 98.9% over the last
quarter. This exceeds the service availability target of 98.5%. Last month, reports were circulated
showing the availability improvement. The service level manager is chairing a service review meeting to review the progress and report upon this achievement. The customer managers acknowledge the improvement but despite the reports of improved service availability, a major service outage occurred during the busiest week of
the year when over 25% of the annual business revenue is normally earned. Although IT dealt with
the outage satisfactorily, the loss of revenue and credibility in this mission critical, high-visibility trading period are serious concerns. The customer managers are concerned that the reporting does not seem to reflect this or their actual perception of the service.
Agreement is reached at the meeting to address two primary concerns:
1. Service availability targets for the mission critical periods are to be revised.
2. Amended and more representative business reports are to be produced.
Refer to the Scenario.
Which one of the following options will BEST ensure that the primary concerns related to the revision and reporting of targets are addressed?
of the business critical on-line flower ordering IT service increased from 97% to 98.9% over the last
quarter. This exceeds the service availability target of 98.5%. Last month, reports were circulated
showing the availability improvement. The service level manager is chairing a service review meeting to review the progress and report upon this achievement. The customer managers acknowledge the improvement but despite the reports of improved service availability, a major service outage occurred during the busiest week of
the year when over 25% of the annual business revenue is normally earned. Although IT dealt with
the outage satisfactorily, the loss of revenue and credibility in this mission critical, high-visibility trading period are serious concerns. The customer managers are concerned that the reporting does not seem to reflect this or their actual perception of the service.
Agreement is reached at the meeting to address two primary concerns:
1. Service availability targets for the mission critical periods are to be revised.
2. Amended and more representative business reports are to be produced.
Refer to the Scenario.
Which one of the following options will BEST ensure that the primary concerns related to the revision and reporting of targets are addressed?
Options
A
Review the requirements for service availability against the data collection and measurement currently provided by the IT teams. Design availability metrics and controls to report any variances at the monthly service review meetings, as well as how these variances will be addressed in the future.
Internal IT staff and a customer manager will attend the service review meetings. All changes have to be agreed in the service review meetings before any actions can be performed, thus forcing the customer to come to the meetings and reach agreement before any improvement work or change can occur.
Internal IT staff and a customer manager will attend the service review meetings. All changes have to be agreed in the service review meetings before any actions can be performed, thus forcing the customer to come to the meetings and reach agreement before any improvement work or change can occur.
B
Meet with the customer managers to conduct a thorough review of all services and document all revised service level requirements (SLRs), ensuring that business impact and seasonal variations are taken into account. The SLRs should be transformed into a balanced scorecard of service targets with a dashboard for reporting purposes. Mechanisms should be agreed and implemented to collect,
analyze and report against the agreed service targets using the change management process.
Reports should be circulated to customer managers five working days in advance of service review meetings.
analyze and report against the agreed service targets using the change management process.
Reports should be circulated to customer managers five working days in advance of service review meetings.
C
Meet with the customer managers to review and document their availability requirements,
ensuring that business impact and seasonal variations are taken into account. Review the monitoring and measurement mechanisms and ensure that they can measure both component and end-to-end
service availability. Agree the revised service availability reporting requirements with the customer.
Agree and revise service level agreements and operational level agreements as necessary and implement any changes to the monitoring and reporting mechanisms using the change management process.
ensuring that business impact and seasonal variations are taken into account. Review the monitoring and measurement mechanisms and ensure that they can measure both component and end-to-end
service availability. Agree the revised service availability reporting requirements with the customer.
Agree and revise service level agreements and operational level agreements as necessary and implement any changes to the monitoring and reporting mechanisms using the change management process.
D
Determine what information each IT team can provide regarding the collection and reporting of component availability. Implement revised mechanisms for the analysis, calculation and reporting of
service availability. Ensure that event management is implemented to trigger alerts in response to
availability issues. This will allow for reactive measures to be introduced so that, if services fail to meet their availability targets, proper actions can be taken to mitigate future failures.
service availability. Ensure that event management is implemented to trigger alerts in response to
availability issues. This will allow for reactive measures to be introduced so that, if services fail to meet their availability targets, proper actions can be taken to mitigate future failures.
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2
Question
Scenario A company provides an internet-based gift delivery service which is highly dependent upon IT services provided by the internal IT organization. A year ago the customer payments service that supports the gift ordering website regularly experienced poor availability. The organization hired a
service management consultant to assess why the IT services were performing poorly and to rectify
the situation. As part of the solution, the consultant implemented service level management and adopted the role of interim service level manager. Service level agreements were negotiated with the business and agreed. The necessary underpinning agreements were negotiated and put in place. Regular monitoring and reporting was implemented. Monthly service review meetings with the business unit managers were established to discuss IT service performance and any issues and improvements. Within a year of the start of the initiative the gift ordering website IT service was performing at
98.7% availability, a significant improvement.
This month's service review meeting was attended by the chief executive officer (CEO) after concerns were expressed about the most recent availability figure for the customer payments service, which
was 94%. This covered the period which included one of the traditionally most popular gift ordering
times. The consultant stated that the poor availability was almost entirely due to an incident that occurred during one of the busiest periods and. as a result, the overall monthly availability percentage was low. Initial investigation has shown that the service desk used the SLA to designate the incident as a 'Priority 2'. This was however lower than the 'Priority 1" the business believed the incident should have been. The subsequent delay in restoration of the service meant some customer orders were lost. The CEO reminded the consultant that a repeat of such an incident would not only have a major effect on monthly revenues but also seriously affect the company's reputation. The consultant agreed that this was unacceptable and committed to review this issue and report back to the CEO.
Refer to Scenario
service management consultant to assess why the IT services were performing poorly and to rectify
the situation. As part of the solution, the consultant implemented service level management and adopted the role of interim service level manager. Service level agreements were negotiated with the business and agreed. The necessary underpinning agreements were negotiated and put in place. Regular monitoring and reporting was implemented. Monthly service review meetings with the business unit managers were established to discuss IT service performance and any issues and improvements. Within a year of the start of the initiative the gift ordering website IT service was performing at
98.7% availability, a significant improvement.
This month's service review meeting was attended by the chief executive officer (CEO) after concerns were expressed about the most recent availability figure for the customer payments service, which
was 94%. This covered the period which included one of the traditionally most popular gift ordering
times. The consultant stated that the poor availability was almost entirely due to an incident that occurred during one of the busiest periods and. as a result, the overall monthly availability percentage was low. Initial investigation has shown that the service desk used the SLA to designate the incident as a 'Priority 2'. This was however lower than the 'Priority 1" the business believed the incident should have been. The subsequent delay in restoration of the service meant some customer orders were lost. The CEO reminded the consultant that a repeat of such an incident would not only have a major effect on monthly revenues but also seriously affect the company's reputation. The consultant agreed that this was unacceptable and committed to review this issue and report back to the CEO.
Refer to Scenario
Options
A
The SLM should agree with the business managers to set up a service improvement plan (SIP) to address the issue. Differing views relating to the cause of the low availability mean it should be investigated thoroughly to establish whether the slow restoration of service was due to a lack of understanding by the service desk, incorrect service level targets in the SLA or simply that, owing to the type of failure, restoration was always going to take that length of time. Appropriate action can then be taken to rectify the issue.
B
The issue is with the service desk and its incorrect interpretation of the SLA and failure to escalate the issues. The SLM should agree to set up a SIP for the service desk. The operational level agreement (OLA) with the service desk should be reviewed to ensure that it underpins the SLAs. The SIP should include the retraining of the service desk staff. A complete review of the service desk tools should ensure that they can be used to prioritize incidents correctly by passing through targets agreed into the priority matrix of the toolset.
C
The issue is clearly a breakdown in understanding regarding the critical business periods and the matching of these to the availability targets in the SLAs. The SLM should agree with the business managers to set up a SIP to investigate the issue. The SLAs should be reviewed with the business to ensure that they match with the business needs and, if necessary are updated. Review and update any underpinning agreements as necessary to ensure that they support the targets in the SLAs.
D
The SLM should conduct an investigation by reviewing incidents and problems. Ask the IT service desk and support staff what ideas they have to resolve the issue. Review the impact on all other SLAs. OLAs contracts and procedures. Review the maturity associated with the service level management process and take steps to improve this process if necessary. Create a SIP with an associated business case for presentation to the chief executive officer (CEO).
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3
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: 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.
B
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.
C
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.
D
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.
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4
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, 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.
B
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.
C
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.
D
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).
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5
Question
Scenario A travel company specializes in providing complete holiday packages to meet customer requirements. There have been instances over the past year where the business has been unable to process holiday bookings due to failure of the IT services. Sales have been lost and the failure has been raised at board level. The IT director has assured the board that the situation will be rectified. Most holiday bookings are made either by telephone via the company's call centre or through a dedicated website. Both interface with the same back-end booking-processing service. Apart from the call centre and website, the main business services map onto organizational departments and cover: marketing, finance, business operations and central administration. After some initial investigation within the IT organization, it is clear that the intermittent failures,
which were related to a lack of capacity, have occurred during exceptional peak holiday booking periods. The IT organization is not certain when or if these are going to occur in the future. Some booking periods are predictable, such as those associated with promotional offers. Other patterns are totally unpredictable as they often coincide with bad weather being experienced where customers live. You have been asked how the activities of demand management, based on ITIL practices, can be used to address this issue.
Refer to Scenario
Which one of the following options is the BEST set of actions required to resolve the issue?
which were related to a lack of capacity, have occurred during exceptional peak holiday booking periods. The IT organization is not certain when or if these are going to occur in the future. Some booking periods are predictable, such as those associated with promotional offers. Other patterns are totally unpredictable as they often coincide with bad weather being experienced where customers live. You have been asked how the activities of demand management, based on ITIL practices, can be used to address this issue.
Refer to Scenario
Which one of the following options is the BEST set of actions required to resolve the issue?
Options
A
Identify and understand the PBA resulting from metrics of all the IT services. Ensure that the volume, frequency and location of service use is taken into account.
Gain an understanding of how the PBA relate to the use of the IT assets especially the hardware and software that may be the cause of the IT failures.
Once these activities have been completed, the PBA will be used to plan and implement sufficient capacity to meet all demand at all times.
Discuss the risks associated with failing to meet demand with capacity management and technical staff. Reach agreement on how to avoid a repeat of the IT failures caused by demand at busy periods.
Gain an understanding of how the PBA relate to the use of the IT assets especially the hardware and software that may be the cause of the IT failures.
Once these activities have been completed, the PBA will be used to plan and implement sufficient capacity to meet all demand at all times.
Discuss the risks associated with failing to meet demand with capacity management and technical staff. Reach agreement on how to avoid a repeat of the IT failures caused by demand at busy periods.
B
Identify the pattern of customer enquiries for holiday bookings and the resulting volume,
frequency and location of staff activity. Document these as PBA.
Gain an understanding of the different roles that are performed by the call centre staff and how these relate to the PBA for the call centre business processes.
Use this information to identify any shortfall in capacity and create cost estimates of additional resource required to enable the IT services to meet the PBA.
Discuss the risks associated with failing to meet demand with the business managers. Reach agreement on how to avoid a repeat of the IT failures caused by demand at busy periods.
frequency and location of staff activity. Document these as PBA.
Gain an understanding of the different roles that are performed by the call centre staff and how these relate to the PBA for the call centre business processes.
Use this information to identify any shortfall in capacity and create cost estimates of additional resource required to enable the IT services to meet the PBA.
Discuss the risks associated with failing to meet demand with the business managers. Reach agreement on how to avoid a repeat of the IT failures caused by demand at busy periods.
C
Identify the pattern of customer enquiries for holiday bookings and the resulting volume,
frequency and location of staff activity. Document these as patterns of business activity (PBA) Gain an understanding of the different roles that are performed by staff from all business units and how these relate to the PBA for all business processes.
Use this information to identify any shortfall in capacity and create cost estimates of additional resource required to enable the IT services to meet the PBA.
Recommend that, where PBA are very predictable, investment should be made in additional resource.
Where PBA are unpredictable, the risks associated with railing to meet demand should be discussed
with the business managers, and mitigation actions agreed.
frequency and location of staff activity. Document these as patterns of business activity (PBA) Gain an understanding of the different roles that are performed by staff from all business units and how these relate to the PBA for all business processes.
Use this information to identify any shortfall in capacity and create cost estimates of additional resource required to enable the IT services to meet the PBA.
Recommend that, where PBA are very predictable, investment should be made in additional resource.
Where PBA are unpredictable, the risks associated with railing to meet demand should be discussed
with the business managers, and mitigation actions agreed.
D
Immediately implement demand management, document the process and allocate roles and responsibilities.
The demand manager should initiate an activity to identify and understand user profiles resulting
from business use of the IT services. Code the user profiles linking them to the associated business
roles.
Match the user profiles to the IT services and analyze any shortfall in capacity required to meet the business objectives. Create a business case for the additional resource required to exceed the business demand for the IT services to account for unpredictable business activity.
Work with service portfolio management and financial management to agree on the approval of the investment and initiate the project to acquire all the additional resources.
The demand manager should initiate an activity to identify and understand user profiles resulting
from business use of the IT services. Code the user profiles linking them to the associated business
roles.
Match the user profiles to the IT services and analyze any shortfall in capacity required to meet the business objectives. Create a business case for the additional resource required to exceed the business demand for the IT services to account for unpredictable business activity.
Work with service portfolio management and financial management to agree on the approval of the investment and initiate the project to acquire all the additional resources.
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