ITILFND ITIL - Foundation Question and Answers

A request for normal operation to be restored

A request to implement a security patch

A request for access to a file

A request to investigate the cause of an incident

Incident management

Service level management

Service request management

Change enablement

The management of resources configured to deliver the service

The management of resources needed to consume the service

The grouping of one or more services based on one or more products

The joint activities performed to ensure continual value co-creation

Organizations and people

Partners and suppliers

Information and technology

Value streams and processes

Start where you are

Think and work holistically

Keep it simple and practical

Progress iteratively with feedback

Requesting a workaround for an issue

Requesting information about how to create a document

Requesting an enhancement to an application

Requesting investigation of a degraded service

To ensure services achieve agreed and expected performance

To make new or changed services available for use

To move new or changed components to live environments

To set clear business-based targets for service performance

Ensuring that service components are available when needed

Providing transparency and good stakeholder relationships

Supporting services according to specifications

Continually meeting stakeholder expectations for costs

A customer

A user

A configuration item (CI)

An IT asset

Accurate and carefully analysed data

Details of how services are measured

A recent maturity assessment

An up-to-date balanced scorecard

Service desk

Problem management

Incident management

Change control

Service configuration management

Problem management

Service level management

Change control

IT asset management and software asset management

Operational and technical management

IT asset management and technical management

Operational management and IT asset management

Continual improvement

Service level management

Service desk

Problem management

Progress iteratively with feedback

Keep is simple and practical

Start where you are

Focus on value

Use a single workflow for all types of service request

Leverage existing workflows whenever possible

Use different workflows for each type of service request

Avoid workflows for simple service requests

Try to create a solution for every exception

Start with a complex solution, then simplify

Understand how each element contributes to value creation

Ignore the conflicting objectives of different stakeholders

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

Ideation, Design, Develop, Deploy, Test, Operate, Retire

Retire, Test, Operate, Deploy, Ideation, Develop, Design

None of the above

Ideation, Test, Develop, Deploy, Design, Operate, Retire

Service requests are usually normal changes that can be implemented quickly without authorization

Emergency changes are changes that must be fully tested and fully documented prior to implementation

Standard changes are changes that need to be scheduled, assessed and authorized following a standard process

Emergency changes are changes that must be implemented as soon as possible and therefore authorization is expedited

Relationship management

Change enablement

Supplier management

Service desk

It reduces the number of metrics that need to be collected

It reports each service element separately

It provides an outcome-based view of services

It facilitates the automatic collection of metrics

The urgency and impact

The impact and complexity

The cost and urgency

The complexity and cost

Charging

Governance

Budgeting

Accounting

Start where you are

Collaborate and promote visibility

Progress iteratively with feedback

Think and work holistically

Utility

Asset

Cost

Outcome

The degradation of a service

The replacement of a toner cartridge

The provision of a laptop

A complaint about a support team

To maximize the number of successful service and product changes

To ensure accurate information about the configuration of services is available

To set clear business-based targets for service levels

To ensure that suppliers and their performance are managed appropriately

Service offering

Service provision

Service relationship management

Service consumption

Standard changes are those that need to be scheduled, assessed and authorized following a standard process

Normal changes are triggered by the creation of a change request which can be created manually or automated

Assessment and authorization of normal changes should be expedited to ensure they can be implemented quickly

There should be a separate change authority for standard changes which includes senior managers who understand the risks involved

Service management

Warranty

Cost

Utility

Customer portfolio, service catalogue and retired services

Customer portfolio, configuration management system and service catalogue

Service pipeline, service catalogue and retired services

Service pipeline, configuration management system and service catalogue

Technical management

Service desk

Application management

Facilities management

Changes to service levels

Changes to products and services

Changes to organizational structure

Changes to skills and competencies

Service management

Practices

A value stream

Service level management

Management, control and prediction of the performance, utilization and capacity of individual elements of

IT technology

Review of all capacity supplier agreements and underpinning contracts with supplier management

Management, control and prediction of the end-to-end performance and capacity of the live, operational IT

services

Future business requirements for IT services are quantified, designed, planned and implemented in a

timely fashion

Improvement ideas are documented, assessed and prioritized

Improvement ideas from many sources are kept in a single CIR

Improvement ideas that are not being actioned immediately are removed from the CIR

Improvement ideas are tested, funded and agreed

To support the ‘incident management’ practice and improvement planning

To manage emergency changes

To plan changes and help avoid conflicts

To manage standard changes

1 and 2

2 and 3

3 and 4

1 and 4

1 and 2

2 and 3

3 and 4

1 and 4

Assessing and prioritizing improvement opportunities

Performing service reviews with customers

Providing good-quality updates when expected

Automating service requests to the greatest degree possible

Service provider ceasing to trade

Security breach

Failure of server hardware

Cost of purchasing servers

The restoration of normal service operation as quickly as possible

The establishment of Inks between the organization and its stakeholders at strategic and tactical levels

The alignment of the organization's practices and services with changing business needs

The reduction of the likelihood and impact of incidents

existing information

new methods

additional measurements

revised processes

Service request management

Problem management

Change control

Service level management

Incident management

Service level management

Problem management

Service request management

Service desk

Continual improvement

Service level management

Change enablement

Problem

Incident

Event

Known error

To protect the information needed by the organization to conduct its business

To make new and changed services and features available for use

To move new or changed components to live environments

To plan and manage the full lifecycle of all IT assets.

To ensure that agreements are written simply and are easy to understand

To collect information about service consumer goals and objectives

To capture information about service issues and performance against agreed goals

To ensure continual improvement of services, so that they meet the evolving needs of service consumers

Focus on value

Start where you are

Think and work holistically

Keep it simple and practical

Service level management

Change enablement

Continual improvement

Service desk

Problems are not related to incidents.

Problems must be resolved quickly in order to restore normal business activity.

Problem analysis should focus on one of the four dimensions to achieve a fast diagnosis.

Problem prioritization involves risk assessment.

Complex service requests should be dealt with as normal changes

Service requests that require simple workflows should be dealt with as incidents

Service requests require workflows that should use manual procedures and avoid automation

Service requests are usually formalized using standard procedures for initiation, approval and fulfilment

Organizations and people

Information and technology

Partners and suppliers

Value streams and processes

Service

Warranty

Organization

IT asset

Service desk

Continual improvement

Problem management

Incident management

1 and 4

3 and 4

1 and 2

2 and 3

Engage

Obtain/build

Plan

Improve

Understanding the current state

Defining the future desired state

Tracking and managing ideas

Ensuring everyone actively participates

Identifying the service customer who will receive value

Defining customer experience and user experience

Understanding what is valuable to the service consumer

Ensuring value is co-created by improvement initiatives.

how we get there?

Where are we now?

What is the vision?

Where do we want to be?

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

Service desk

Supplier Management

Service request management

Service level management

Information security management

Continual improvement

Monitoring and event management

Service level management

Communication and collaboration

Workflows and controls

Inputs and outputs

Contracts and agreement

Service request management

Service desk

Problem management

Continual management

Incident management

Service level management

Problem management

Service request management

organizations

outcomes

relationships

services

Considering the existing organizational assets before building something new

Integrating an organization’s activities to deliver value

Eliminating unnecessary steps to deliver valuable outcomes

Breaking down large initiative into smaller pieces of work

Information security management

IT Asset Management

Change enablement

Service Configuration management

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.