1-  Utility is the functionality offered by a product or service to meet a particular need.

2- A customer is a person who defines the requirements for a service and takes responsibility for the outcomes of service consumption.

3- An IT asset is any valuable component that can contribute to the delivery of an IT product or service.

4- A configuration item is any component that needs to be managed in order to deliver an IT service.

5- Relationship management is the practice of establishing and nurturing links between an organization and its stakeholders at strategic and tactical levels.

6-Problem management is the practice of reducing the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors.

7-Incident management is the practice of minimizing the negative impact of incidents by restoring normal service operation as quickly as possible.

8-Continual improvement is the practice of aligning an organization’s practices and services with changing business needs through the ongoing identification and improvement of all elements involved in the effective management of products and services.

9-Service level management is the practice of setting clear business-based targets for service performance so that the delivery of a service can be properly assessed, monitored, and managed against these targets.

10-Service relationship management refers to the joint activities performed by a service provider and a service consumer to ensure continual value co-creation based on agreed and available service offerings. In this example, Google is acting as the service provider and Dion Training is acting as the service consumer for the email services. This enables the co-creation of value to Dion Training and aids in their ability to provide email support to their students.

11-Value is the perceived benefits, usefulness, and importance of something.

12-Risk is a possible event that could cause harm or loss, or make it more difficult to achieve objectives. Risk can also be defined as uncertainty of outcome and can be used in the context of measuring the probability of positive outcomes, as well as negative outcomes.

13-A guiding principle is defined as a recommendation that can guide an organization in all circumstances and will guide organizations when adopting service management. They are not described as prescriptive or mandatory.

14-In order to understand the consumer’s perspective of value, it is important that the service provider understand why the consumer uses the service, what the services help them to do, and how the services help them achieve their own goals. The guiding principle that most closely aligns to your team’s task is ‘focus on value’. ‘Focus on value’ ensures that everything the organization does should link back, directly or indirectly, to value for itself, its customers, and other stakeholders.

15-Based on the scenario given, this best describes the guiding principle of ‘start where you are’ because the current state is being investigated and observed directly to ensure it is fully understood before attempting to build a new service. The team manager is attempting to leverage the pre-existing processes and procedures before creating new ones from scratch. He is not attempting to optimize the current service, but simply desires to understand it so they can identify any issues that should be avoided and any good components of the service that may be reused in the new service.

16-The guiding principle of ‘collaborate and promote visibility’ is focused on involving the right people in the correct roles in order to get additional buy-in for the project and increase the likelihood of long-term success.

17-When analyzing a practice, process, service, metric, or other improvement targets, always ask whether it contributes to value creation. If value is not being created, then eliminate the unnecessary steps to simplify the process.

18-The guiding principle of ‘optimize and automate’ relies heavily on automation. Automation is the use of technology to perform a step or series of steps correctly and consistently with limited or no human involvement.

19-The ‘organization and people’ dimension of a service covers roles and responsibilities, formal organizational structures, culture, and required staffing and competencies, all of which are related to the creation, delivery, and improvement of a service.

20-The ‘information and technology’ dimension focuses on the information and knowledge necessary for the management of services, as well as the technologies required.

21-The components of the service value system are ‘guiding principles’, ‘governance’, ‘service value chain’, ‘practices’, and ‘continual improvement’.

22-Practice is not an activity in the service value chain. The six activities within the service value chain are plan, improve, engage, design and transition, obtain/build, and deliver and support.

23-The ‘obtain/build’ value chain activity ensures that service components are available when and where they are needed and meet agreed specifications. Configuration of the devices based upon the designs provided would best be classified as an action that occurs during the ‘obtain/build’ value chain activity.

24-The ‘how do we get there’ step of the continual improvement model is focused on outlining the plan of action to be undertaken to accomplish the goals set forth in the ‘where do we want to be’ step of the model.

25-Normal changes are changes which need to be scheduled, assessed, and authorized following a standard process. These changes are not considered routine (like a standard change). They are also not considered urgent and don’t need to be implemented as soon as possible to recover from an incident (like an emergency change). In this example, the system is currently working perfectly fine, but you want to add a new function/feature to improve it. This should go through the normal change process. (Note: Routine is not a type of change in ITIL 4.)

26-An emergency change is change that must be implemented as soon as possible to resolve an incident or security issue.

27-The change authority is a person or group responsible for authorizing a change. For a standard change, the change might be pre-authorized for all future changes of the same type. For an emergency change, this might be the IT director. Regardless of their named position, when they are authorizing a change based on the organization’s defined level of authority, they are the change authority.

28- An incident is an unplanned interruption to a service or reduction in the quality of a service.

29-Modern IT service management tools can provide automated matching of incidents to other incidents, problems, or known errors. While the tools may help with resolving incidents faster, they cannot automatically ensure that incidents are resolved within the agreed timeframes from the SLA.

30-This process does not usually include detailed procedures on how to diagnose, investigate, and resolve incidents.

31-A problem is a cause, or potential cause, of one or more incidents. Since you have received 13 calls (13 potential incidents), and the common issue appears to be the domain controller, the domain controller might be the problem.

32-A known error is a problem that has been analyzed but has not been resolved. Since the issue is known (the network switch is broken and must be replaced), but not resolved (awaiting a new switch to arrive and be configured), this is a known error.

33-This is the ‘deliver and support’ activity. Deliver and support ensures users continue to be productive when they need assistance from the service provider.

34- This is ‘obtain/build’ activity. “Obtain/build: The fulfillment of service requests may require acquisition of pre-approved service components.”

35- There is no ‘one’ perfect way to design a service desk. The service desk may utilize a local, centralized, or virtualized model. It just depends on your organization, business needs, and user requirements.

36-The service desk is the main channel for tactical and operational engagement with users. The service desk is the entry point and single point of contact for the service provider with all of its users.

37-Often, service level management reviews show as a ‘watermelon’, all green on the outside and red on the inside. This means that teams are often measuring the wrong things. For example, if you are measuring the uptime of a single server, this isn’t important to the end user or business objective or outcome. Instead, there should be a balanced ‘bundle’ of metrics to properly account for the business objectives as defined by outcomes and not simply operational metrics.

38- The ‘improve’ activity in the service level management practice uses feedback from users about the service and requirements from customers to make recommendations to improve the service.

39-Engage focuses on problems that have a significant impact on services will be visible to customers and users. In some cases, customers may wish to be involved in problem prioritization, and the status and plans for managing problems should be communicated. Workarounds are often presented to users via a service portal. The purpose of engage value chain activity is to provide continual engagement with all stakeholders.

40- This is the ‘design and transition’ activity. Standard changes to services can be initiated and fulfilled as service requests.

Bottom of Form

1. A customer is a person who defines the requirements for a service and takes responsibility for the outcomes of service consumption.
2. A sponsor is a person who authorizes budget for service consumption. This can also be used to describe an organization or individual that provides financial or other support for an initiative.
3. A problem is a cause, or potential cause, of one or more incidents.
4. A change is the addition, modification, or removal of anything that could have a direct or indirect effect on services.
5. The service desk is the practice of capturing demand for incident resolution and service requests.
6. Service configuration management is the practice of ensuring that accurate and reliable information about the configuration of services, and the configuration items that support them, is available when and where needed.
7. Service request management is the practice of supporting the agreed quality of a service by handling all pre-defined, user-initiated service requests in an effective and user-friendly manner.
8. Information security management is the practice of protecting an organization by understanding and managing risks to the confidentiality, integrity, and availability of information.
9. Change enablement is the practice of ensuring that risks are properly assessed, authorizing changes to proceed and managing a change schedule in order to maximize the number of successful IT changes.
10. Service consumption refers to the activities performed by an organization to consume services, which includes the management of the consumer’s resources needed to use the service, service use actions performed by users, and may include the receiving (acquiring) of goods.
11. Utility is defined as the functionality offered by a product or service to meet a particular need. When a service has utility, it is referred to as ‘fit for purpose’.
12. Warranty is defined as the assurance that a product or service will meet agreed requirements. When a service has warranty, it is referred to as ‘fit for use’.
13. A guiding principle is defined as a recommendation that can guide an organization in all circumstances and will guide organizations when adopting service management. They are not described as prescriptive or mandatory. Governance is the means by which an organization is directed and controlled. Governance includes mandatory actions and prescriptive requirements.
14. Based on the scenario given, this best describes the guiding principle of ‘start where you are’ because the current state is being investigated and observed directly to ensure it is fully understood before attempting to fix the service. Before attempting to improve an existing service, you must first analyze the current state and then ‘start where you are’. This prevents an organization from restarting from a ‘blank slate’ each time and instead helps determine what existing services, processes, and components may be reused to create more value.
15. This is an example of the guiding principle of ‘progress iteratively with feedback’. The company released the first version with limited functionality and then changed and improved it over time (iteratively) based on the user’s feedback.
16. The ‘improve’ value chain activity ensures continual improvement of products, services, and practices across all value chain activities and the four dimensions of service management.
17. Where are we now’ is focused on determining the current state of the organization, including mapping out existing processes, conducting objective measurement through metrics, and available resources.
18. The ‘take action’ step of the continual improvement model is focused on performing the actual work involved in order to reach the goals set forth in the ‘where do we want to be’ step. To do this, change management is used to implement a change in the environment and release management is used to make new and changed features available for use.
19. The ‘did we get there’ step is focused on checking the new state of the improvement initiative and comparing it to the original baseline to determine if the desired goal has been reached.
20. The ‘where are we now’ step is focused on determining the current state of the organization, including mapping out existing processes, conducting objective measurement through metrics, and available resources.
21. The ‘how do we keep the momentum going’ step of the continual improvement model is used once the improvement has delivered the expected value and the focus is now shifting to increased improvement or to maintain the gains made by the improvement initiative.
22. This process does not usually include detailed procedures on how to diagnose, investigate, and resolve incidents.
23. An incident is an unplanned interruption to a service or reduction in the quality of a service. Since the wireless service is no longer working and this is an unplanned outage, it should be classified as an incident.
24. Logging an incident is part of the Incident Management activities. Problem management is focused on performing trend analysis of incidents records, detecting duplicate or recurring issues, and analyzing the incidents to identify trends or linked issues.
25. Problem management involves three distinct phases: problem identification, problem control, and error control.
26. This is the ‘engage’ activity. Engage includes regular communication to collect under-specific requirements, set expectations, and to provide status updates.
27. This is the ‘improve’ activity. Improve includes the analysis of data to identify opportunities to provide new service request options. It also contributes to improvement by providing trend, quality, and feedback information about fulfillment of requests.
28. A centralized service desk requires supporting technologies like workflow systems for routing and escalation, workforce management and resource planning systems, a centralized knowledge base, intelligent telephony systems, automatic call distribution, and remote access tools. Automation is wonderful and can provide efficiencies, but it is not required. Also, 24×7 support may not be a business requirement for some organizations. But, if you have a centralized service desk, you will need good remote access tools to be able to support users that are not located at your same location.
29. A centralized service desk includes a team of employees working in a single location.
30. They should relate to defined outcomes and not simply operational metrics. This can be achieved with balanced ‘bundles’ of metrics.
31. You shouldn’t use competitor’s metrics as part of your SLA. Instead, you can use information from customer feedback, customer engagement, business measures, business metrics, and operational metrics.
32. A known error is a problem that has been analyzed but has not been resolved. Since the issue is known (hard drive is out of space), but not resolved (moving the large files to an external device to free up space), this is a known error.
33. The ‘engage’ activity in the service level management practice collects and processes feedback from customers and users.
34. The guiding principle of ‘collaborate and promote visibility’ relies on personnel working across boundaries to produce results that have greater buy-in, more relevance to objectives, and an increased likelihood of success. This is mainly accomplished through establishing proper communication channels with all the relevant stakeholders.
35. The guiding principle ‘think and work holistically’ advises that “services are delivered to internal and external service consumers through the coordination and integration of the four dimensions of service management”. This requires you to think about a service from end-to-end by understanding how an organization can work together in an integrated way to achieve the desired objectives.
36. When analyzing a practice, process, service, metric, or other improvement targets, always ask whether it contributes to value creation. If value is not being created, then eliminate the unnecessary parts or items. This is not ‘optimize and automate’ because the scenario did not mention any intention to automate the reporting efforts.
37. The ‘partners and suppliers’ dimension focuses on the organization’s relationships with other organizations that are involved in the design, development, deployment, delivery, support, and/or continual improvement of services. This also incorporates contracts and other agreements between the organization and its partners or suppliers.
38. The ‘value streams and processes’ dimension focuses on what activities the organization undertakes, and how they are organized, as well as how the organization ensures that it is enabling value creation for all stakeholders efficiently and effectively. A key focus of the ‘value streams and processes’ dimension are processes which are activities that transform inputs into outputs.
39. The components of the service value system are ‘guiding principles’, ‘governance’, ‘service value chain’, ‘practices’, and ‘continual improvement’.
40. Service relationships are not an activity in the service value chain. The six activities within the service value chain are plan, improve, engage, design and transition, obtain/build, and deliver and support.