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Itil Oas4 PDF
Itil Oas4 PDF
SCENARIO BOOKLET
This booklet contains the scenarios upon which the 8 examination questions will be based. All
questions are contained within the Question Booklet and each question will clearly state the scenario
to which the question relates. In order to answer each of the 8 questions, you will need to read the
related scenario carefully.
On the basis of the information provided in the scenario, you will be required to select which of the
four answer options provided (A, B, C or D) you believe to be the optimum answer. You may choose
ONE answer only, and the Gradient Scoring system works as follows:
• If you select the CORRECT answer, you will be awarded 5 marks for the question
• If you select the SECOND BEST answer, you will be awarded 3 marks for the question
• If you select the THIRD BEST answer, you will be awarded 1 mark for the question
• If you select the DISTRACTER (the incorrect answer), you will receive no marks for the
question
In order to pass this examination, you must achieve a total of 28 marks or more out of a maximum of
40 marks (70%).
A large travel agency has several locations delivering travel services which include flights,
accommodation, and special package deals. In addition to visiting the agency branch locations,
customers can book travel online or by telephone.
Both branch and call centre staff rely on IT services for booking flights and accommodation, and
printing tickets, itineraries and invoices. The head office deals with corporate and administrative
activities.
A year ago, in an attempt to improve IT services, the IT department introduced ITIL service
management processes and practices. Most of the service management processes have been in
place for six months and there have been some perceived improvements in the level of service.
During the last two months, however, some complaints have been received regarding poor levels of
service from the service desk. These include telephone calls not being answered quickly enough and
service desk agents taking too long to provide first-line support. The number of complaints seems to
increase whenever a new release of the main booking system, TravelBook, is deployed.
A major release of TravelBook is planned for next month. The service desk manager is working with
the release and deployment manager to improve the support from the service desk during this
deployment.
In order to plan this support, the release and deployment manager has suggested that the service
desk manager review reports of the relevant metrics used by the service desk.
In an effort to reduce costs and avoid having to expand its corporate headquarters, a large company
has made the decision to launch a telecommuting programme. Participants in this programme will
work at home using corporate laptops and will access corporate systems via the Internet. Participants
will commute to the corporate headquarters no more than once a month and will utilize designated
work areas which will be reserved in advance, much like a hotel room.
An initial pilot of the programme is in the planning stage and will involve 100 senior employees. No
more than five employees per department may participate in the programme and participants must
have at least five years of service with the company. It is expected that, in time, the programme will be
expanded considerably and may grow to include thousands of employees.
The corporate headquarters comprises three large buildings. Open work areas are available in each
of these buildings. Optimally, telecommuters will reserve a work area in the building where the
telecommuter’s supervisor and team members reside. At times, however, telecommuters may have to
walk from one building to another to attend meetings, participate in training classes, and other
activities. Telecommuters will scan their corporate badge to gain access to the buildings. They will
proceed to the reserved cubicle and “check-in” using an online reservation system called “TOffice.”
You represent the service desk and are participating on a team that is determining what changes
must be made to the access management process to accommodate this new programme. The access
management process is working well and is based on ITIL best practices. The organization adopted
ITIL more than ten years ago and its IT service management practices are, in general, quite mature.
The team working on this project includes representatives from human resources, information security
management, and all of the service operation functions. Following a revision of the new information
security policy and an initial brainstorming session, the team is preparing to present a
recommendation to management.
During a weekly staff meeting, members of the service desk mention that they have recently noticed
an increase in the number of incidents affecting laptops used by the sales team. The sales team has
an expensive marketing campaign underway and complaints have found their way to senior
management.
You are the problem manager and have been asked to join the meeting. You ask the analysts to
participate in a quick brainstorming session so that you can better understand the problem. The
analysts agree that the problem seems to be hardware-related as the incidents include hard drive and
memory failures, and broken fans. The analysts also notice that, in some cases, the PCs are repaired
only to fail again. The analysts speculate that the hard drive and memory failures are the most
frequently recurring issues.
You agree to raise a problem record and leave the meeting to begin assembling a problem-solving
group to investigate and diagnose the root cause.
A service desk manager has advised the operations support management team that a feasibility study
on replacing the current service desk software is being conducted. The aim is to replace the current
software with a newer, more sophisticated tool. The service desk manager is looking to establish the
team’s requirements and is asking for your input.
The service desk operates on weekdays from 08:00 through to 18:00, although the actual business
hours of the administration centre are 09:00 to 17:00 Monday to Friday. When the service desk is
closed, the service desk telephones divert to the data centre operations staff.
You are the data centre manager and your team actively monitors the entire infrastructure, batch
scheduling, tape handling requirements, storage capacity and availability levels. You have some
software tools in place but all of the systems are fragmented and there is no centralized database
holding this information to enable trends to be established against the patterns of business activity.
A successful company has grown through a series of acquisitions and now consists of several
business units worldwide, each with its own IT organization. The company has made the decision to
consolidate its IT organizations into a single, shared services unit and adopt ITIL best practices.
Each IT organization handles incidents and service requests through a series of loosely defined
procedures. Change management procedures are enforced only for significant changes and existing
service management tools range from simple, in-house-developed databases to, in the case of one IT
organization, a commercially-developed incident tracking system. Most of the organizations have
some form of configuration management database (CMDB) and a shared knowledgebase, and both
are working well within some of the IT organizations.
A decision has been made to eliminate all in-house-developed systems. The team using the
commercially-developed system believes its tool will work enterprise-wide if it is upgraded to the
current release and customized with some additional capacity.
Management has made it clear that whichever tool is selected, it must enable:
Several managers have seen other commercial tools that will also meet the organization’s needs. As
there is a long holiday weekend in two month's time, there is growing pressure to make a decision
quickly and use the forthcoming holiday weekend to deploy the new system.
You have been asked to lead the IT service management programme. During a staff meeting with
service operation managers, you are asked to recommend the best way to proceed with selecting a
service management tool.
• New systems are being commissioned but without adequate training to support either
personnel or users
• Some senior technical staff are performing entry level tasks while expensive contractors, who
lack the business knowledge, are hired to work on the design of technical architecture and
performance standards for new services, or to perform applications-sizing and modelling
activities
• Application error codes are not always traceable to the correct errors and some application
error messages are not clearly worded
• System and user documentation are out of date
• Ineffective performance and availability reporting due to inaccurate data
• There is confusion within IT regarding who is responsible for managing the technical vendors.
A recent customer satisfaction survey highlighted similar training errors and documentation-related
issues.
Four years ago, a new chief executive officer (CEO) joined a company with the goal of continuing and
improving its reputation and financial achievement.
The CEO realizes that a resilient, integrated IT infrastructure is required to support IT services and
enable the business processes of performing customer orders, supply chain management, product
manufacturing and delivery.
The IT manager has convinced the CEO of the need to use ITIL as a means of continually improving
the quality of IT services. The IT manager has successfully implemented incident, problem, change
and availability management. The IT manager now wants to introduce a request fulfilment process
and has listed the following as objectives to be met:
• To provide a channel for users to request and receive standard services for which a pre-
defined authorization and qualification process exists
• To provide information to users and customers about the availability of services and the
procedure for obtaining access to them
• To source and deliver the components of requested standard services
• To assist with general information, complaints and comments.
A computer games retailer has had a very aggressive business growth pattern. This growth has been
achieved by opening many new outlets and, most significantly, by purchasing three other companies
in the computer games market. It has also expanded its head office premises where a number of
administrative and support services will be centralized.
The IT systems that the original company used were basic and were not managed or supported by
clearly defined processes. The three new companies are similar, although one specializes in internet
sales which have now become a significant part of overall business revenue.
The IT director (an employee for many years) has decided that the quality of IT service delivery is
essential in ensuring IT services support the business’s ambitious plans for further growth. The
internet sales company has some expertise in ITIL and the IT director is now convinced that ITIL is a
trusted framework which will enable the company to achieve its goals.
An external assessment has concluded that the current incident management process is lacking
maturity and that a good starting point would be to review the service desk function and ensure
commonality across the organization.
QUESTION BOOKLET
Instructions
A.
B.
C.
D.
A. • Create a service request model for use in authorizing or revoking telecommuter status
• Identify managers authorized to grant telecommuter access requests
• Identify any potential role conflicts and determine how they will be resolved
• Establish access monitoring and control to ensure rights are being properly used
• Work with incident management to resolve incidents caused by incorrect telecommuter access
settings
B. • Update the information security policy to include programme rules and regulations
• Add the telecommuter programme to the service catalogue and create service level agreements
• Create a user profile for each employee participating in the telecommuter pilot
• Use a request for change to grant pilot participants access to the TOffice application
• Ensure building security is notified immediately when a telecommuter’s employment is
terminated
C. • Create a service request model for use in authorizing or revoking telecommuter status
• Create a telecommuter group and reflect associated rights in the directory of services
• Establish access monitoring and control to ensure rights are being properly used
• Measure telecommuter access requests, instances of access granted, and related incidents
• Work with incident management to resolve incidents caused by incorrect telecommuter access
settings
D. • Create a service request model for use in authorizing or revoking telecommuter status
• Identify any potential role conflicts and determine how they will be resolved
• Use a request for change to grant pilot participants access to the TOffice application
• Use the directory of services to grant and manage TOffice access and rights
• Revoke access immediately when a telecommuter’s employment is terminated
A. Log the problem and record the results of the brainstorming session in the description field.
Categorize the problem using the problem management coding system. Work with the desktop
support team to recreate the problem in the lab and establish all possible causes. Verify that only the
hard drive and memory failures recur, and conduct tests to determine whether the fan is the most
probable cause. Use the configuration management system (CMS) to identify all affected PCs and
initiate a project to proactively replace the fans. Raise a known error record with step-by-step
procedures on how to replace the fan.
B. Log the problem and cross-reference it to related incidents. Record all available details including the
results of the brainstorming session. Categorize the problem in the same way as the incidents. Raise
a known error record for information purposes. Use the CMS to understand fully how extensive the
problem is and assign an appropriate priority. Engage the desktop support team and proceed to
define and describe the problem, establish all possible causes, and begin testing the most probable
cause.
C. Record and publish the minutes of your meeting with the service desk team. As senior management
is involved, log a known error and, in it, direct the service desk to assign all desktop incidents a high
priority. Meet with the desktop support team and use a Pareto chart to determine the most likely
cause of the PC failures. Target the most likely cause first, formulate a plan aimed at proactively
repairing the sales team’s laptops, and record that plan in the known error database.
D. Log and categorize the problem and cross-reference it to all related incidents. Assign a high priority to
it. Raise a known error record that provides a diagnostic script for handling similar incidents. Work
with the desktop support group to define and describe the problem, including its identity, location,
time and scope. Use incident data to determine the specific model of PC which is failing and the
cause of those failures. Install that same model in the lab so the failure can be recreated without
affecting users, and begin testing the most probable cause.
A. The service desk provides coverage for full business hours, so there are no specific data centre
requirements for the service desk tool capability. The only general ongoing requirement linked to the
service desk is the requirement to ensure that the tool permits the reporting and management of any
infrastructure incidents, as does the current tool today.
B. The service desk provides coverage for full business hours, so there are no specific data centre
requirements for the service desk tool capability. Although it would be good to have an automated link
to the new software, it is not essential. The only requirement is to ensure that the tool permits the
reporting and management of any infrastructure incidents, as does the current tool today.
C. The data centre’s main requirement from the service desk software is to be able to automate event
management, since often it will relate to ongoing incident management which the data centre is also
accountable for. Furthermore, as the data centre team takes the service desk calls after hours, it will
need to be able to support the same requirements as the service desk.
D. The data centre’s main requirement from the service desk software is to be able to automate the
operational processes and infrastructure management functions, enabling much-needed reductions in
personnel numbers to be made. Since data centre staff provide the service desk after-hours, these
savings could be made by offering personnel the chance to remain as second line support, thereby
keeping valuable years of experience.
A. • To gain buy-in, examine the existing commercially-developed system and determine if it can
support existing procedures enterprise-wide. Decide to either continue using it or prove that it
fails to satisfy the requirements of the new shared services unit
• Determine how many additional dedicated licences would be needed to use the existing system
and produce a budget for their procurement. Compare that with the cost of acquiring a new
system
• Launch an awareness campaign and encourage senior management to show visible support for
a common system
• Raise a request for change (RFC) and assess the impact of deploying a common system
enterprise wide
B. • Raise an RFC for the change and ensure all stakeholders are involved in assessing its impact
and in scheduling the change
• Examine existing procedures and update as needed to reflect ITIL best practices
• Create a statement of requirements for an integrated ITSM tool that enables the centralization of
key processes and interfaces with other tools (for example, the existing knowledgebase)
• Select the solution, determine how many dedicated licences will be needed to deploy the new
system enterprise-wide, and produce a budget for their procurement
C. • Establish a project. Raise an RFC for the new system and begin promoting awareness of the
project
• Use ITIL guidance to examine and formalize each process that the toolset will support and
establish a common way of working across all organizations
• Create a statement of requirements for an integrated ITSM toolset that enables the centralization
of key processes and interfaces with other tools (for example, the existing knowledgebase)
• Select the solution and create a licensing structure for the new system. Secure funding for its
procurement, upgrade, deployment and ongoing maintenance
D. • Raise an RFC and schedule the change for the forthcoming holiday weekend
• Create a statement of requirements for an integrated ITSM toolset which reflects all of the
mandatory requirements that the tool must satisfy along with the number of dedicated licences
required
• Conduct a capacity check to ensure existing laptops, desktops and the network can handle the
new system. Raise additional RFCs as needed
• Ask senior management to communicate the importance of the new system and encourage its
use
A. • Ensure that technical and application management staff are responsible for maintaining system
documentation
• Document escalation paths to ensure that failures detected by technical or application
management functions are escalated to IT operations in a timely manner for resolution
• Ensure that application management resources are involved in the design and correction of
application-related error messages
B. • Ensure that IT operations resources are actively involved in the definition of problem
classification and coding and in the validation and maintenance of the known error database
(KEDB)
• Ensure that IT operations is accountable for flaws in the design and testing of new IT services
• Ensure that IT operations monitors and manages specialized external vendors
C. • Restructure the IT organization’s technical resources based on their skill set in IT operations in
order to optimize resource utilization
• Ensure that technical and application management are involved in the design and support of IT
services
• Ensure that the technical and applications management functions design and deliver
documentation and user training in a timely manner
D. • Ensure that technical and application management staff are responsible for maintaining system
documentation
• Ensure that technical management resources are actively involved in the definition of problem
classification, coding, and in the validation and maintenance of the KEDB
• Ensure that IT operations delivers user training in a timely manner
A.
Request Initiator /
# Request
Authorizer
Need new keyboard. User has malfunctioning CAPS
001 User
and NUM lock keys.
Question: Will there be any service downtime over the
002 User
weekend?
003 Where do I find process documentation? Manager
Give user access permissions to the human resources
004 User
(HR) time tracking application.
B.
Request Initiator /
# Request
Authorizer
Need new keyboard. User has malfunctioning CAPS
001 User
and NUM lock keys.
Communication for service downtime over the
002 Manager
weekend.
003 Server reboot tonight at 19:00. Operations
Give user access permissions to the HR time tracking
004 User
application.
C.
Request Initiator /
# Request
Authorizer
Need new keyboard. User has malfunctioning CAPS
001 User
and NUM lock keys.
002 Close updated antivirus record. Manager
003 Server reboot. Operations Manager
Give user access permissions to the HR time tracking
004 Manager
application.
D.
Request Initiator /
# Request
Authorizer
Need a new toner cartridge for the shared office
001 User
printer.
Question: Will there be any service downtime over the
002 User
weekend?
003 Where do I find process documentation? Manager
Give user access permissions to the HR time tracking
004 Manager
application.
A. • Centralize the service desk in the head office and train staff
• Implement a new service desk tool enabling incidents to be appropriately recorded
• Define the incident management process.
Although the emphasis is on the incident management process, it is essential that request fulfilment,
problem management, event management and change management are fully implemented at the
same time, as they all have significant interfaces into incident management.
Once the process has been agreed, documented and approved, a tool can be implemented and the
staff trained to use the product. Integration with event management, request fulfilment, service level
management and problem management can then be implemented so that the interfaces can be fully
utilized.
C. • Implement a central service desk in the head office with local service desks at three other
locations, all utilizing the same tool
• Share information between the service desks via an integrated configuration management
system (CMS)
• Define the incident management process.
Once the process has been documented and approved, a tool can be implemented in all locations
and staff and customers trained to use the product, as logging of incidents will be possible via the
internet. It is intended that the service desk tool and staff will be used for several other processes so
this should be planned for, even if everything is not implemented immediately. Processes such as
event management, request fulfilment, service level management and problem management will be
integrated into the tool.
Once the process has been agreed, documented and approved, a tool can be implemented and the
staff and customers trained to use the product, as logging of incidents will be possible via the
internet. It is intended that the service desk tool and staff will be used for other processes so this
should be planned for, even if everything is not implemented immediately. Integration with all other
ITIL processes can then be implemented so that all the interfaces can be fully utilized.
Application – The candidate must apply their knowledge of service desk metrics to
determine which of them can identify the issues described in the scenario.
Subjects covered • Service desk metrics that can be used to measure its effectiveness and
efficiency.
Book Section Refs SO 6.3.5 – Measuring service desk performance
Difficulty Moderate
Application – The candidate must apply their knowledge of the access management
process and in particular the triggers and activities which will create the desired
outcome to address the new telecommuter programme.
Subjects covered Categories Covered:
• Access management, triggers, activities
Book Section Refs SO 4.5.5.6 - Service operation processes – Access management – Process
activities, methods and techniques – Remove or restrict rights
SO 4.5.6 - Service operation processes – Access management – Triggers, Input
outputs and interfaces
SO 4.5.7.2 - Service operation processes – Access management – Information
management – Users, groups, roles and service groups
SO 4.5.8 - Service operation processes – Access management – Critical success
factors and key performance indicators.
Difficulty Moderate
Application – The candidate must apply their knowledge of the problem management
process flow and activities and identify how this can be best used to resolve the
issues described in the scenario.
Subjects covered • Problem management
Book Section Refs SO 4.4.5.1 - Service operation processes – Problem management – Process
activities, methods and techniques – Problem detection
SO 4.4.5.2 - Service operation processes – Problem management – Process
activities, methods and techniques – Problem logging
SO 4.4.5.3 - Service operation processes – Problem management – Process
activities, methods and techniques – Problem categorization
SO 4.4.5.4 - Service operation processes – Problem management – Process
activities, methods and techniques – Problem prioritization
SO 4.4.5.5 - Service operation processes – Problem management – Process
activities, methods and techniques – Problem investigation and diagnosis
SO 4.4.5.7 - Service operation processes – Problem management – Process
activities, methods and techniques - Raising a known error record
Difficulty Moderate
Level 4 Analysis - The ability to use the practices and concepts in a situation or
unprompted use of an abstraction. Can apply what is learned in the classroom in
workplace situations. Can separate concepts into component parts to understand
structure and can distinguish between facts and inferences.
Application – The candidate must apply their knowledge of event management, the
service desk function, and the role of the data centre in operational support. The
candidate must then distinguish between the specific and general requirements to
also use the service desk tool after hours, and the linkage to the software for incident
management which the data centre is also accountable for.
Subjects covered • Event management
Book Section Refs SO 4.1 – Service operation processes - Event management
Difficulty Moderate
Application – The candidate must apply their knowledge of the roles of application
and technical management and analyse how to organize these based on the issues
identified in the baseline assessment.
Subjects covered Categories Covered: Functions
• Technical management
• IT operations management
• Application management
Book Section Refs SO 6.4.1 – Organizing for service operation – Technical management – Technical
management role
SO 6.4.3 – Organizing for service operation – Technical management – Generic
technical management activities
SO 6.5.1 – Organizing for service operation – IT operations management – IT
operations management role
SO 6..6.1 – Organizing for service operation – Application management – Application
management role
SO 6.6.5 – Organizing for service operation – Application management – Generic
application management activities
Application – The candidate must apply their knowledge of the request fulfilment
process and select the correct answer that will address the organization’s objectives.
Subjects covered Categories Covered:
• Request fulfilment
Book Section Refs SO 4.3.1 Service operation processes - Request fulfilment – Purpose and objectives
Difficulty Easy
Level 4 Analysis - The ability to use the practices and concepts in a situation or
unprompted use of an abstraction. Can apply what is learned in the classroom in
workplace situations. Can separate concepts into component parts to understand
structure and can distinguish between facts and inferences.
Application – The candidate must apply their knowledge of the service operation
processes relevant to the scenario and analyse which of the answer options correctly
sequences the right activities to meet the organization’s objectives as stated.
Subjects covered • Distinguish and explain the different service desk organizational structures
• Show the process activities, methods and techniques for this process and how
they relate to the service lifecycle
• Demonstrate the triggers, inputs and outputs, and the process interfaces
• Describe the generic requirements for technology on implementing process
capability
• Demonstrate how to plan and implement service management technologies
Book Section Refs SO 6.3.3 – Organizing for service operation - Service desk - Service desk
organizational structure
SO 4.2.5 – Service Operation processes - Incident management - Process activities,
methods and techniques
SO 4.2.6 – Service Operation processes - Incident management - Triggers, inputs
outputs and interfaces
SO 7.1 – Technology considerations - Generic requirements
SO 8.5 – Implementing service operation - Planning and implementing service
management technologies
Difficulty Moderate