Scenario

Vericom is a leading provider of government, business and consumertelecommunication services, and is

currently seeking ways in which toimprove its utilization of IT services to drive growth across its'

multiplelines of business. One of the largest organizations in the UnitedKingdom, 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 retailoutlets) 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 infrastructureservices)

Due to the extensive scope of infrastructure deployed and largeemployee and customer base, Vericom

continues to rely on legacysystems for some critical IT services; however this is seen as abarrier to future

organizational growth and scalability of servicesoffered. The CIO of Vericom has also raised the concern

that whileimprovements to the technology utilized is important, this also needsto be supported by quality IT

Service Management practicesemployed by the various IT departments.

The project of improving the IT Service Management practicesemployed by Vericom has been outsourced

to external consultantswho are aware of the major IT refresh that is going to be occurringover the next 24

months.

Refer to the scenario.

With Vericom being a large organization (approximately 40 000 staff),some of the business units have

developed their own internal ITdepartments to supplement the services provided by the

centralizedInformation Technology Services (ITS) department. This has occurreddue 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 isto remain in place, there has been

identified issues relating to a lackof consistency in IT Service Management processes used by thedifferent

departments and unclear boundaries for the responsibilitiesof the various IT Service Desks. This has

resulted in:

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

Inconsistency in the categorization and classification ofservice requests, incidents and problems, causing

confusionand frustration when there are multiple IT departmentsinvolved

Known Errors being recorded internally within the various ITdepartments, which may in fact have a wider

impact on thewhole organization when these are not visible to everyone

Inconsistency in the Service Management systems and toolsused for handling service requests, incidents,

problems andKnown Errors.

From the following responses, which BEST represents theapproach you would take to overcome the

issues describedabove?

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

B. You realize a phased approach is the best method, includingfour phases: Phase 1 ?Build or purchase a service management tool thatwill be used by all IT departments for managing incidents,problems and service requests Phase 2 ?Standardize the use of ITIL processes used by theITS department across all IT departments at Vericom Phase 3 ?Deliver training and awareness sessions for staffregarding the importance of the processes and how theyshould be used. Phase 4 ?Review the success of the project and pass anylessons learnt onto future projects

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

D. You realize that improving the business awareness of IT ismost important, and address the issues by: Identifying the training requirements of end users to improvetheir use of IT service Implement an online Service Catalogue for all IT Services,with self-help capabilities to log and track incidents, problemsand service requests Assist Service Level Management in improving the visibility ofthe IT organization in general, and identify areas of customersatisfaction that need improving Build or purchase a service management tool that will be usedby all IT departments and end users for managing incidents,problems, Known Errors and service requests

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

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

B. A Known Error involves an error in the IT infrastructure, A

C. Problem does not involve such an error.

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

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

The success of Service Operation phase is based on some importantCritical Success Factors. From the options below, which would bethe most important for Service Operation?

A. Management support for using phase Business support to ensure users use Service Desk as little aspossible Champions to drive process

usage

Staffing and retention of Service Desk

Service management usage

Suitable tools ?especially Incident Management

Measurement and reporting of capacity

B. Management support for setting up phase Business support to ensure users call Service Desk Champions to lead process implementation Staffing and retention of Service Desk Service management training Suitable tools Measurement and reporting of usage

C. Management support for setting up SD Business support to ensure users call Service Desk Champions to lead Service Support Staffing and retention of Service Desk Service management understanding Suitable tools ?especially Service Desk Measurement and reporting

D. Management support for setting up phase Business support to ensure users use Service Desk Champions to lead process implementation Staffing and retention of Service Desk Service management training Suitable tools ?especially Service Desk Measurement and reporting

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 grownconsistently over the years. They are now supplying toy storesnationwide and are

considered to be the primary supplier of children'scollectable novelty erasers.

Brewster's IT department is relatively small (currently 15 staff) butefficient. They have recently employed

an IT Manager in an attemptto improve the management of the infrastructure, as well as moreeffective use

of resources and identification of areas for improvement.

The Brewster's management teams do not have a lot of ITknowledge. The newly appointed IT Manager is

very ITIL focusedand wants to implement as many ITSM processes as is appropriatethere are currently no

formal processes in place. On starting with thecompany the IT Manager completed an internal assessment

of the ITinfrastructure ?including staff skills analysis, and collated the resultsfrom 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 formalmeans of collecting data to identify service

improvement, other thancustomer surveys. These are very subjective and do not give abalanced picture

regarding quality of service. Through discussions with the Continual Service ImprovementManager, you

decide to start collecting a range of metrics to helpidentify 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 Averagetime to resolve incident Averagetime to escalate incident % of customer updates conducted within target times Customerfeedback AverageService Desk cost of handling incident

C. o % of calls answered by Service Desk Averagetime to escalate incident % of customer updates conducted within Service Deskhours Customerfeedback Averagecost of handling incident

D. % of calls answered by Service Desk Averagetime to resolve problems Averagetime to escalate problem % of customer updates conducted within Service Desktimes Customerfeedback Averagecost of handling problem

Operations Control refers to?

A. The managers of the Event and Access Management Processes

B. Overseeing the monitoring and escalating of IT operational events and activities

C. The tools used to monitor the status of the IT Network

D. The situation where the Service Desk manager is required to monitor the status of the infrastructure when Service Desk Operators are not available