ITILFND Questions and Answers

It optimizes overall business risk

It optimizes financial exposure

It ensures that all changes are authorized by the change advisory board (CAB)

It ensures that service requests follow the normal change management process

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.

1 and 4

3 and 4

2 and 3

1 and 2

Partners and suppliers

Organizations and people

Value streams and processes

Information and technology

Incidents

Problems

Events

Requests

Problem identification

Problem control

Error control

Post-implementation review

Change enablement

Continual improvement

Incident management

Problem management

Define measurable targets

Perform baseline assessments

Execute improvement actions

Evaluate measurements and metrics

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

An unplanned interruption to a service, or reduction in the quality of a service

A cause, or potential cause, of one or more incidents

A problem that has been analyzed and has not been resolved

Any change of state that has significance for the management of a service or other configuration item (CI)

It determines the priority assigned to the incident

It determines how the service provider is perceived

It helps direct the incident to the correct support area

It ensures that incidents are resolved in timescales agreed with the customer

User

Change authority

Sponsor

Customer

1 and 2

1 and 3

2 and 4

3 and 4

Output

Outcome

Utility

Warranty

Deployment management

Incident management

Service level management

Service request management

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

value

consumption

management

provision

Engage

Obtain/build

Plan

Improve

Service requests are fulfilled using simple workflows

A new workflow is created for each type of request

Additional approval is sometimes needed for restoration of service

Financial authorization is sometimes required for service requests

measured

rewarded

managed

defined

Supplier management

Technical expertise

Event monitoring

Problem management

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.

Continual improvement

Service level management

Service desk

Problem management

Standardizing practices and services

Determining where the most positive impact would be

Securing stakeholder engagement

Understanding the vision and objectives of the organization

As soon as a solution for the problem has been identified

As soon as a workaround for the problem has been identified

As soon as the analysis of the frequency and impact of incidents justifies the change

As soon as the analysis of cost, risks and benefits justifies the change

The ‘improve’ value chain activity

The ‘continual improvement register’

The ‘continual improvement model’

The ‘engage’ value chain activity

Assurance that a product or service will meet agreed requirements

The amount of money spent on a specific activity or resource

The functionality offered by a product or service to meet a particular need

The perceived benefits, usefulness and importance of something

Whenever the workaround is used

Whenever the problem is resolved

Whenever the workaround becomes a known error

Whenever the problem is prioritized

Change control

IT asset management

Service desk

Service request management

Service value streams

Value realization

Customer engagement

The application of practices

Each time the standard change is implemented

When the procedure for the standard change is created

At least once a year

When an emergency change is requested

Start where you are

Think and work holistically

Keep it simple and practical

Progress iteratively with feedback

Start where you are

Collaborate and promote visibility

Keep it simple and practical

Optimize and automate

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

By initially concentrating on the most complex tasks

By optimizing as much as possible first

By replacing human intervention wherever possible

By replacing the existing tools first

It enables the reassessment of known erros

It enables quick and efficient diagnosis of incidents

It removes the need for collaboration during incident resolution

It removes the need for regular customer updates

Keep it simple and practical

Collaborate and promote visibility

Optimize and automate

Think and work holistically

The guiding principles

Governance

Practices

The four dimensions of service management

To reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents

To capture demand for incident resolution and service requests

To set clear business-based targets for service performance

To maximize the number of successful IT changes by ensuring risks are properly assessed

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

To record requests for provision of a resource or service

To provide a structured approach to implementing improvements

To organize past, present, and future improvement ideas

To authorize changes to implement improvement initiatives

Design and transition

Deliver and support

Plan

Obtain/build

To ensure that spending is properly accounted for

To ensure that information security requirements are met

To streamline the fulfillment workflow

To set user expectations for fulfillment times

It allows higher volumes of successful change

It reduces unplanned costs through optimized handling of service outages

It reduces the duration and frequency of service outages

It enables the service provider to understand what levels of service will make their customers successful

Service request management

Service configuration management

Deployment management

Change enablement

Service desk

Continual improvement

Problem management

Incident management

Requesting required service actions

Authorizing budget for service consumption

Ensuring access to agreed resources

Receiving of the agreed goods

Release management

Deployment management

Change enablement

Supplier management

Speeding up the planning and authorization of emergency changes

Providing information about deployed changes to help manage incidents and problems

Providing a means of initiating and assessing normal changes

Tracking and managing improvement ideas from identification through to final action

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

Change evaluation

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Knowledge management

Service validation and testing

Service asset and configuration management

To help identify problems

To escalate incidents to the correct support team

To ensure effective handling of service requests

To engage the correct change authority

Service level management

Service desk

Continual improvement

Change enablement

It provides a link with stakeholders at strategic and tactical levels

It carries out change assessment and authorization

It investigates the cause of incidents

It needs a practical understanding of the business processes

Changes to service levels

Changes to products and services

Changes to organizational structure

Changes to skills and competencies

Incident management restores service operation, service desk provides communication with users

incident management manages interruptions to service desk monitors achieved service quality

incident management resolves issues, service desk investigates the underlying causes of issues

incident management resolves complex issues, service desk resolve simpler issues.

An emergency change to apply a security patch

The implementation of a workaround

Providing a virtual server for a development team

Managing an interruption to a service

Service consumption

Service offerings

Change enablement

Service relationship management

A request for normal operation to be restored

A request to implement a security patch

A request tor access to a file

A request to investigate the cause of an incident

Outcomes

Value

Utility

Warranty

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.

existing information

new methods

additional measurements

revised processes

Service request management

Problem management

Change control

Service level management

Customers, providers and documents

Information technology, people and processes

Information technology, networks and people

People, processes and customers

By using a combination of practices

By using a single functional team

By determining service demand

By implementing process automation

Service level agreements

Inputs, outputs and triggers

Opportunity, demand and value

Service desk

Restoration of normal service operation as quickly as possible

Prioritization of problems based on the risk that they pose

Authorization of changes to resolve the cause of problems.

Resolution of incidents in a time that meet customer expectations

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

Analysis Paralysis

Direct observation

Minimum viable product

Feedback loop

Emergency changes are low risk and well understood

Authorization of emergency changes may be deferred until after implementation

It is necessary to complete all documentation before an emergency charge is implemented

Emergency changes are not usually recorded in the change schedule