ITIL-4-Foundation ITIL 4 Foundation Exam Question and Answers

Output

Outcome

Utility

Warranty

A change

An event

An incident

A problem

Restricting information about the improvement to essential stakeholders only.

Increasing collaboration and visibility for the improvement.

Involving customers after all planning has been completed.

Engaging every stakeholder group in the same way, with the same communication.

Service request management

Service level management

Incident management

Change management

Make new and changed services available for use

Ensure that risks have been property assessed

Record and report selected changes of state

Plan and manage the full lifecycle of all IT assets

Understanding what services help the service consumer

Reducing the number of steps in the customer experience

Assessing services to identify parts that can be reused

Identifying activities that can be achieved in smaller iterations

To organize a major improvement initiative into several smaller initiatives

To make new and improved services and features available for use

To ensure a shared understanding of the vision and improvement direction for all products and services

To continually improve all products and services across all value chain activities

It enables effective stakeholder management

It provides shared service expectations

It removes constraints from the customer

It enables a common definition of value

Any financially valuable component that contributes to a service

Any request from a user that is a normal part of service delivery

Any component that needs to be managed to deliver a service

Any change of state that has significance for the management of a service

Design and transition

Deliver and support

Plan

Obtain/build

A result for a stakeholder enabled by one or more outputs

A formal description of one or more services, designed to address the needs of a target consumer group

Join activities performed by a service provider and a service consumer to ensure continual value co-creation

A set of specialized organizational capabilities for enabling value for customers in the form of services.

organizations

outcomes

relationships

services

IT asset management

Deployment management

Continual management

Monitoring and event management

Assess the current state

Implement the improvement

Understand the organizational context

Agree the future state

Speeding up the planning and authorization of emergency changes

Providing information about deployed changes to help manage incidents and problems.

Tracking and managing improvement ideas from identification through to final action

Providing a way to initiate normal changes

Information security management

IT Asset Management

Change enablement

Service Configuration management

Service request management

Service desk

Problem management

Continual management

Service relationship management

Service consumption

The service value system

The release management' practice

Communication and collaboration

Workflows and controls

Inputs and outputs

Contracts and agreement

1 and 2

2 and 3

3 and 4

1 and 4

Authorizing the budget for the service

Provisioning the service

Defining the requirements for the service

Using the service

Each value chain activity receives inputs and provides outputs

The organization’s governance will determine the inputs and outputs of each value chain activity

Some value chain activities only have input, whereas others only have outputs

Input and output are fixed for each value chain activity

The system of directing and controlling an organization

A model to help meet stakeholders expectations

Recommendations to help an organization in all aspects of its work

A need from consumers for new or changes services

To ensure that the service levels have been agreed with customers

To reduce the number of metrics that need to be measured and reported

To ensure that all services are included in the service reports

To help focus on business outcomes, rather than operational result.

Service consumption

Service offerings

Change enablement

Service relationship management

Value streams and processes

Partners and suppliers

Information and technology

Organizations and people

The guiding principles

Governance

Practices

The four dimensions of service management

Information security management

Continual improvement

Monitoring and event management

Service level management

Progress iteratively with feedback

Think and work holistically

Keep it simple and practical

Focus on value

Value streams and processes

Partners and suppliers

Information and technology

Organizations and people

Costs removed from the consumer are part of service consumption

Costs imposed on the consumer are costs of service utility

Costs removed from the consumer are part of the value proposition

Costs imposed on the consumer are costs of service warranty

A high-risk change that needs very thorough assessment

A change that is typically implemented as a service request

A change that must be implemented as soon as possible

A change that needs to be scheduled, assessed and authorized following a defined process

assets

values

elements

services

Service configuration management

Problem management

Service level management

Change control

It should be managed at the senior level of the organization

It should be used to capture user demand

There should only be one for the whole organization

It should be re-prioritized as ideas are documented

Problem identification, problem control, error control

Problem analysis, error identification, incident resolution

Problem logging, problem classification, problem resolution

Incident management, problem management, change control

Start where you are

Think and work holistically

Keep it simple and practical

Progress iteratively with feedback

How to apply the systems approach of the guiding principle think and work holistically

Services based on one or more products, designed to address needs of a target consumer group

How all the components and activities of the organization work together as a system to enable value creation

Joint activities performed by a service provider and a service consumer to ensure continual value co-creation

Service value chain activities

Service level management

Service value chain inputs

Change control

Use a new method for each improvement the organization handles

Select a few key methods for the types of improvement that the organization handles

Build the capability to use as many improvement methods as possible

Select a single method for all improvements that the organization handles

The ‘improve’ value chain activity

The ‘continual improvement register’

The ‘continual improvement model’

The ‘engage’ value chain activity

To support the agreed quality of a service handling all agreed, userinitiated service requests

To set clear business-based targets for service performance

To establish and nurture the links between the organization and its stakeholders

To align the organization's practices and services with changing business needs

The incident priority

The incident category

A change schedule

A self-help tool

Start where you are

Collaborate and promote visibility

Keep it simple and practical

Optimize and automate

Service desk

Problem management

Incident management

Change control

The testing of emergency can be eliminated in order to implement the change quickly

The assessment and authorization of emergency changes is expedited to ensure they can be implemented quickly

Emergency changes should be authorized and implemented as service requests

Emergency changes must be fully documented before authorization and implementation

Schedule, assess, authorize

Diagnose, investigate, resolve

Initiate, approve, fulfill

Acknowledge, classify, own

Only add controls and metrics when they are needed

Design controls and metrics first, then remove those not adding value

Design controls and metrics and add them individually until all are implemented

Only add controls and metrics that are required for compliance

To help automated matching of incidents to problems or known errors

To identify which support team the incident should be escalated to

To ensure that incidents with the highest business impact are resolved first

To encourage a high level of collaboration within and between teams

User

Change authority

Sponsor

Customer

Practices

The service value chain

The service value system

The guiding principles

Service offering

Service provision

Service relationship management

Service consumption

Service requirement

Service agreement

Service consumption

Service provision

Service desk

Service request management

Service level management

Service configuration management

Using artificial intelligence

Defining controls and procedures

Using formal roles and responsibilities

Working with an integrator to manage relationships

Continual improvement

Service desk

Service level management

Problem management

Processes refers to skill and training

Partners refers to suppliers and vendors

People refers to technology and tools

Products refers to producers and metrics

Relationship management

Change enablement

Supplier management

Service desk

The service value system

The service value chain

The seven guiding principles

The four dimensions of service management

A possible event that could cause harm or loss, or make it more difficult to achieve objectives

A means of enabling value co-creation by facilitating outcomes that customers want to achieve, without the customer having to manage specific costs and risks

A tangible or intangible deliverable of an activity

Joint activities performed by a service provider and a service consumer to ensure continual value co- creation based on agreed and available service offerings

The process owner and process manager for each type of release

The roles and responsibilities for incident and problem resolution

The naming convention and expected frequency of each type of release

The naming convention for all configuration items (CI) recorded in the configuration management system

(CMS)

an organization

a role

a team

a supplier

To obtain/build activity that ensures the service components are available when and where they are needed and meet agreed specifications.

To ensure that all current and planned IT services are delivered to agreed achievable targets.

To establish and nurture the links between the organization and its stakeholders at strategic and tactical levels.

To track and manage improvement ideas from identification to final action, organizations use a database or structured document called a continual improvement register (CIR).

The four dimensions of service

Practices

The service value chain

The guiding principles

Problem management

Incident management

Deployment management

Supplier management

Availability

Warranty

Outcome

Utility

a dedicated team

a formal process

detailed procedures

a value chain activity

Additional expense that the service consumer has because they are using the service

Money that the service consumer no longer needs to spend because they are using the service

Tangible or intangible results for the service consumer because they are using the service

The benefits, usefulness. and importance of the service that are perceived by the service consumer

It identifies the cause of major incidents.

It authorizes changes to resolve incidents.

It maintains detailed procedures for diagnosing incidents.

It resolves the highest impact incidents first.

events

charges

IT assets

known errors

Service request management

Service configuration management

Deployment management

Change enablement

Service level management

Change enablement

Service request management

Problem management