PeopleCert ITILSC-OSA ITIL Service Capability Operational Support and Analysis Exam Practice Test

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Total 26 questions

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Question 1

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

Through further investigation you identify that there is no formal means of collecting data to identify service improvement, other than customer surveys. These are very subjective and do not give a balanced picture regarding quality of service.

Through discussions with the Continual Service Improvement Manager, you decide to start collecting a range of metrics to help identify service improvements.

Which metrics would be relevant to Service Desk?

A% of calls resolved by Service Desk
Average time to identify incident
Average time to escalate incident
% of user updates conducted within target times
Customer feedback
Average Service Desk cost of handling incident

B% of calls resolved by Service Desk
Average time to resolve incident
Average time to escalate incident
% of customer updates conducted within target times
Customer feedback
Average Service Desk cost of handling incident

Co % of calls answered by Service Desk
Average time to escalate incident
% of customer updates conducted within Service Desk hours
Customer feedback
Average cost of handling incident

D% of calls answered by Service Desk
Average time to resolve problems
Average time to escalate problem
% of customer updates conducted within Service Desk times
Customer feedback
Average cost of handling problem

Answer : B

Question 2

Which ITIL process ensures that the IT Services are restored as soon as possible in the case of a malfunction?

AChange Management

BIncident Management

CProblem Management

DService Level Management

Answer : B

Question 3

Scenario

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

Refer to the scenario.

As CIO, you decide to reorganize the Service Desk structure as a means to address the levels of service. You decide to use a follow the sun Service Desk. Which of the following descriptions to you present to the Business as your solution?

ABy implementing a follow the sun SD, you use current data to determine minimum staffing requirements in each location to support its own location and the expected support levels in other locations. You then ensure that SD staff are trained on all current services. You appoint 2 Super Users per Service Desk to act as a buffer and to assist the users. You set up SD schedule based on usage and work hours.

BBy implementing a follow the sun SD, you use current data to determine minimum staffing requirements in each location to support its own location and the expected support levels in other locations. You then ensure that all SD staff are trained on all current services and able to provide an average of 60% 1st line support as a target you appoint 2 Super Users per location to act as a buffer and to assist the users. You set up SD schedule based on usage and work hours

CBy implementing a follow the sun SD, you will start by investigating if the current infrastructure is capable of supporting a global service desk, including use of VOIP technology (this is possible). You use current data to determine minimum staffing requirements in each location to support its own location and the expected support levels in other locations. You decide to use English as the main language for all support. You then ensure that all SD staff are trained on all current services and able to provide an average of 60% 1st line support as a target you appoint 2 Super Users per location to act as a buffer and to assist the users. You set up SD schedule based on usage and work hours

DBy implementing a follow the sun SD, location. You decide to keep local languages for SD. You use current data to determine minimum staffing requirements in each location to support its own location. You then ensure that all SD staff are trained on local services and able to provide an average of 60% 1st line support as a target. You appoint 2 Super Service Desk Operators per location to act as a buffer and to assist the users.

Answer : C

Question 4

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

AThe underlying cause of a Known Error is known. The underlying cause of a Problem is not known

BA Known Error involves an error in the IT infrastructure, A

CProblem does not involve such an error.

DA Known Error always originates from an Incident. This is not always the case with a Problem

EWith a Problem, the relevant Configuration Items have been identified. This is not the case with a Known Error.

Answer : A

Question 5

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?

AThe 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

BThe 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

CThe 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.

DThe 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.

Answer : B

Question 6

Scenario

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)

Refer to the scenario.

With Vericom being a large organization (approximately 40 000 staff), some of the business units have developed their own internal IT departments to supplement the services provided by the centralized Information Technology Services (ITS) department. This has occurred due to the specialized needs and requirements for technology, specifically Verinet, VericomTV and Consumer Sales and Marketing.

While the decision has been made that this organizational structure is to remain in place, there has been identified issues relating to a lack of consistency in IT Service Management processes used by the different departments and unclear boundaries for the responsibilities of the various IT Service Desks. This has resulted in:

End users calling the wrong Service Desk, requiring the call to be redirected to the appropriate group

Inconsistency in the categorization and classification of service requests, incidents and problems, causing confusion and frustration when there are multiple IT departments involved

Known Errors being recorded internally within the various IT departments, which may in fact have a wider impact on the whole organization when these are not visible to everyone

Inconsistency in the Service Management systems and tools used for handling service requests, incidents, problems and Known Errors.

From the following responses, which BEST represents the approach you would take to overcome the issues described above?

AYou realize a coordinated approach is the best method, including:
The development of the ITS Service Desk to be the single point of contact for ALL end user (internal) queries. This will be performed over a 6 month period, to take account for any training and transfer of knowledge that needs to occur. This Service Desk will then escalate to the appropriate second line group (from any of the IT departments) as required.
Develop consistency across all departments for categories and priority coding systems used for all service requests, incidents and problems.
Build or purchase a consistent service management tool that will be used by all IT departments for managing incidents, problems, Known Errors and service requests.
Holding regular review sessions involving staff from each of the IT departments to discuss current issues, recurring and potential problems future initiatives.

BYou realize a phased approach is the best method, including four phases:
Phase 1 -- Build or purchase a service management tool that will be used by all IT departments for managing incidents, problems and service requests
Phase 2 -- Standardize the use of ITIL processes used by the ITS department across all IT departments at Vericom
Phase 3 -- Deliver training and awareness sessions for staff regarding the importance of the processes and how they should be used.
Phase 4 -- Review the success of the project and pass any lessons learnt onto future projects

CYou realize a coordinated approach is the best method, including:
Developing a telephone system that will route calls to the appropriate Service Desk based on the user's input. This should also provide the capability for a Service Desk analyst to call them back during peak periods.
Develop consistency in all the categories assigned to service requests, incidents and problems across all IT departments.
Build or purchase a service management tool that will be used by all IT departments for managing incidents, problems, Known Errors and service requests
Hold regular review sessions involving key staff from each of the IT departments to discuss current issues and potential problems.

DYou realize that improving the business awareness of IT is most important, and address the issues by:
Identifying the training requirements of end users to improve their use of IT service
Implement an online Service Catalogue for all IT Services, with self-help capabilities to log and track incidents, problems and service requests
Assist Service Level Management in improving the visibility of the IT organization in general, and identify areas of customer satisfaction that need improving
Build or purchase a service management tool that will be used by all IT departments and end users for managing incidents, problems, Known Errors and service requests

Answer : A

Question 7

Which of the following is NOT an objective of Service Operation?

AThorough testing, to ensure that services are designed to meet business needs

BTo deliver and support IT Services

CTo manage the technology used to deliver services

DTo monitor the performance of technology and processes

Answer : A