ITIL-F ITIL Foundation Questions and Answers

Minimizing the impact of incidents that cannot be prevented

Preventing problems and resulting incidents from happening

Eliminating recurring incidents

Restoring normal service operation as quickly as possible

The service portfolio includes all services except those managed by third parties

It is an integral part of the service catalogue

It allows the organization unlimited resources when planning for new service deployments

It represents all resources presently engaged or being released in various stages of the service lifecycle

Be accountable for the outcome of an activity

Perform an activity

Be kept up-to-date on the progress of an activity

Manage an activity

The change schedule

The service portfolio

A configuration management database (CMDB)

The service knowledge management system (SKMS)

Provide overall planning for service transitions and co-ordinate the resources they require

Ensure that all service transitions are properly authorized

Provide the resources to allow all infrastructure elements of a service transition to be recorded and tracked

To define testing scripts to ensure service transitions are unlikely to ever fail

The availability management information system

The capacity management information system

The information security management system

The service knowledge management system

The process owner, process policy and set of process activities

The service owner, service level agreement and set of process procedures

The policy owner, operational level agreement and set of process steps

The service manager, service contract and set of work instructions

Someone who works in the same organization but in a different business unit to the service provider

Anyone who gets charged for the delivered services

Customers who are not part of the same organization as the service provider

Customers for whom the cost of the service is the primary driver

The change management process owner

The change advisory board (CAB)

The service owner

The continual service improvement manager

1, 2 and 4 only

2, 3 and 4 only

1, 3 and 4 only

1, 2 and 3 only

All of the above

1, 2 and 3 only

2 and 4 only

3 and 4 only

Defining where the vendor of an application should be located

Ensuring that the required functionality is available to achieve the required business outcome

Deciding who the vendor of storage devices will be

Agreeing the service levels for the service supported by the application

Impact, priority and urgency are independent of each other

Urgency should be based on impact and priority

Impact should be based on urgency and priority

Priority should be based on impact and urgency

All of the above

3 and 4 only

2 and 4 only

2 only

The results specific to the clauses in a service level agreement (SLA)

The result of carrying out an activity, following a process or delivering an IT service

All the accumulated knowledge of the service provider

All incidents reported to the service desk

1, 3 and 4 only

2, 3 and 4 only

1, 2 and 4 only

1, 2 and 3 only

Naming and numbering conventions

Entry and exit criteria of the release into testing

Roles and responsibilities for the release

The risk register for the release

Outcome

Incident

Change

Problem

Do

Perform

Implement

Measure

2 only

1 only

Neither of the above

Both of the above

Demand management

Incident management

Release and deployment management

Request fulfilment

Operational level agreement (OLA)

Capacity plan

Service level agreement (SLA)

SLA monitoring chart (SLAM)

Notifying more senior levels of management about an incident

Passing an incident to people with a greater level of technical skill

Using more senior specialists than necessary to resolve an Incident to maintain customer satisfaction

Failing to meet the incident resolution times specified in a service level agreement

Service level management

Problem management

Change management

Event management

As many as necessary to complete the activity

Only one - the process owner

Two - the process owner and the process enactor

Only one - the process architect

Process practitioner

Process manager

Service manager

Change manager

RACI model

Incident model

Continual service improvement (CSI) approach

The Deming Cycle

Implementing service and process improvements

Reviewing measurements and metrics

Creating a baseline

Defining measurable targets

Return on investment (ROI), value on investment (VOI), quality

Strategic, tactical and operational

Critical success factors (CSFs), key performance indicators (KPIs), activities

Technology, process and service

2 and 3 only

1 and 3 only

2 and 4 only

All of the above

Functions

Maturity and cost

The end-to-end service

Infrastructure availability

Suppliers, manufacturers and vendors

Customers

Internal departments

The facilities management function

Knowledge

Information

Wisdom

Data

2 and 3 only

2 and 4 only

1 and 3 only

All of the above

1, 2 and 3 only

1, 3 and 4 only

2, 3 and 4 only

All of the above

Wisdom - Information - Data - Knowledge

Data - Information - Knowledge - Wisdom

Knowledge - Wisdom - Information - Data

Information - Data - Knowledge - Wisdom

Allows higher volumes of successful change

Reduction in unplanned costs through optimized handling of service outages

Reduction in the duration and frequency of service outages

Enabling the service provider to have a clear understanding of what levels of service will make their customers successful

Standards

Technology

Academic research

Internal experience

Applications

Infrastructure

Value

Resources

Strategic service

Delivered service

Internal service

External service

Business services

Component services

Supporting services

Customer services

An internal service provider that is embedded within a business unit

A complete set of all the documentation required to deliver world class services to customers

Technical implementation of supporting IT infrastructure components

The implementation and management of quality IT services that meet business needs