ITIL-4-Foundation ITIL 4 Foundation Exam Questions and Answers

Change enablement and continual improvement

Change enablement and problem management

Problem management and incident management

Incident management and continual improvement

Fulfilling a service request

Authorizing an emergency change

Logging a new problem

Investigating a major incident

The guiding principles

Governance

Practices

The four dimensions of service management

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)

Inputs, outputs and triggers

Work instructions, procedures and roles

Resources, capabilities and metrics

Process owner, policy and objectives

Process metrics can be used to measure end-to-end service performance

Technology metrics can be used to measure component performance and availability

Process metrics can be used to measure the utilization of a supplier’s network

Technology metrics can be used to determine the overall health of a process

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

Service management

Practices

A value stream

Service level management

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

To ensure that the organization’s suppliers and their performance are managed appropriately

To set clear business-based targets for service levels

To support the agreed quality of a service handling all agreed, user-initiated service requests

Service offering

Service provision

Service management

Service consumption

Relationship management

Change control

Release management

Monitoring and event management

Service configuration management

Problem management

Service level management

Change control

Progress iteratively with feedback

Think and work holistically

Keep it simple and practical

Focus on value

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

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

Service management

Continual improvement

A service

An IT asset

Single system-based metrics

Metrics for the percentage of uptime of a service

Operational metrics

Metrics linked to defined outcomes

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

Incident management

Change control

Service desk

Service request management

Measuring the performance over the first six months, and basing a solution on the results

Asking customers to provide numerical targets that meet their needs

Using operational data to provide detailed service reports

Asking customers open questions to establish their requirements

Change control

IT asset management

Service desk

Service request management

Change control

Problem management

Service desk

Service catalogue management

The service desk should work in close collaboration with support and development teams

The service desk should rely on self-service portals instead of escalation to support teams

The service desk should remain isolated from technical support teams

The service desk should escalate all technical issues to support and development teams

As an event

As a problem

As a service request

As a change request

plans

measurement

process

tools

Accurate and carefully analysed data

Details of how services are measured

A recent maturity assessment

An up-to-date balanced scorecard

To ensure that accurate and reliable information about the configuration of services is available when and where it is needed

To systematically observe services and service components, and record and report selected changes of state

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

To minimize the negative impact of incidents by restoring normal service operation as quickly as possible

A possible event that could cause harm or loss

Something created by carrying out an activity

A result for a stakeholder

A change of state that has significance for the management of a configuration item

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.

1 and 2

2 and 3

3 and 4

1 and 4

Conduct a review of existing service management practices and decide what to keep and what to discard

Review how an improvement initiative can be organized into smaller, manageable sections that can be completed in a timely manner

Review service management practices and remove any unnecessary complexity

Use the four dimensions of service management to ensure coordination of all aspects of an improvement initiative

a model used to determine who will assess a change

A person who approves a change

A tool used to help plan changes

A way to manage the people aspects of change

The same product can be used as a basis for more than one service offering

Service offerings include the transfer of goods from the consumer to the prowler

Service offerings describe how providers and consumers cooperate to co-create value

Each service should be described to consumers as a single service offering

it uses inputs and outputs prescribed by ITIL

It is a service value chain activity

It integrates practices for a specific scenario

It provides an operating model for service providers

Progress iteratively with feedback

Collaborate and promote visibility

Think and work holistically

Keep it simple and practical

The service value system

The 'deliver and support' value chain activity

The 'focus on value' guiding principle

The 'value stream and processes' dimension

A configuration item

A workaround

An incident

A problem

Service request management

Service level management

Incident management

Change management

Did we get there?

Where are we now?

What is the vision?

Where do we want to be?

Organizations should work through the steps of the model in the sequence in which they are presented

The low of the model helps organizations to link improvements to its goals

The model is applicable to only certain parts of the service value system

Organizations should use an additional model or method to link improvements to customer value

Activities should be automated before they are optimized

Automation is best applied to non-standard tasks

Technology eliminates the need for human intervention

Automation frees human resources for more complex activities

Understanding how service consumers use services

Comprehending the whole, but doing something

Recognizing the complexity of systems

Doing fewer things, but doing them better

Service level management

Change enablement

Continual improvement

Service desk

A request to implement a security patch

A request to provide a laptop

A request to resolve an error in a service

A request to change a target in a service level agreement

Collaboration tools and techniques

Balanced scorecard review

Automated pipelines

A variety of access channels

1 and 2

2 and 3

3 and 4

1 and 4

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.

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

Monitoring and event management

Service level management

Change enablement

Service desk

Costs removed from the consumer by the service

Costs imposed on the consumer by the service

Outputs of the service received by the consumer

Risks imposed on the consumer by the service

Ensuring the continual improvement of practices across all value chain activities

Ensuring that services continually meet expectations for quality, costs, and lime to market

Ensuring a shared understanding of the improvement direction for services across the organization

Ensuring continual engagement and good relationships with all stakeholders

Organizations and people

Information and technology

Partners and suppliers

Value streams and processes

Partners and suppliers

Organizations and people

Value streams and processes

Information and technology

User

Change authority

Sponsor

Customer

Assessing which procedures can be re-used when improving a service

Understanding the methods applicable to complex systems

Eliminating metrics which do not contribute to achieving an objective

Using technology for standard tasks to give people time for complex activities

Outputs

Guiding principles

Service offerings

Outcomes

how we get there?

Where are we now?

What is the vision?

Where do we want to be?

IT asset management

Deployment management

Continual management

Monitoring and event management

Incident management

Service level management

Service request management

Change enablement

events

charges

IT assets

known errors

Service relationship management

Service consumption

The service value system

The release management' practice

Service provision, service consumption, service relationship management

Governance, service value chain, practices

Outcomes, utility, warranty

Customer value, stakeholder value, organization

Information security management

Continual improvement

Monitoring and event management

Service level management

Involving people who are not familiar with a service when observing and assessing its activities

Applying risk management when considering to introduce new processes

Using source data to avoid any unintentional data distortion found in reports

Discarding existing processes before assessing their usefulness

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

Communication and collaboration

Workflows and controls

Inputs and outputs

Contracts and agreement

A variety of access channels

Balanced scorecard review

Automated pipelines

Collaboration tools and techniques

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

Focus on value

Think and work holistically

Optimize and automate

Collaborate and promote

1 and 2

2 and 3

3 and 4

1 and 4

The four dimensions of service

Practices

The service value chain

The guiding principles

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