ITIL Practitioner Sample Papers

See page 5 of the Scenario Booklet for additional information.  You may need this information to answer questions 1 to 6.

SP1Q1. Is the SLA approach planned by DriveYou.com the correct way to apply the ITIL concept of ‘adopt and adapt’?

A) Yes, because tangible outcomes are the most important element of services and CruiseAlong Cars’ engineers do not need to get immediate help whenever they have an issue.
B) No, because SLAs should not be agreed before actual service levels have been measured and compared to industry averages.
C) Yes, because the SLAs will set the expectations and CruiseAlong Cars’ engineers will stop calling DriveYou.com developers out of hours.
D) No, because DriveYou.com should first focus on understanding CruiseAlong Cars’
requirements and the solution needs to cater for those requirements.

See page 5 of the Scenario Booklet for additional information.  You may need this information to answer questions 1 to 6.

SP1Q2. Which element of the support service that DriveYou.com provides to CruiseAlong Cars is the MOST important to improve, and why?

A) Risk, because delays in support request responses can delay the self-driving car project.
B) Outcome, because the software must provide better functionality for the self-driving cars.
C) Cost, because delivering software support out of regular business hours is expensive.
D) Value, because reducing the price of the service will set realistic customer expectations.

SP1Q3. (The scenario and additional information are not required to answer this question)
In which step of the CSI approach should DriveYou.com management approve the investment in defining SLAs?

A) ‘How do we keep the momentum going?’
B) ‘How do we get there?’
C) ‘Where do we want to be?’
D) ‘What is the vision?’

See page 5 of the Scenario Booklet for additional information.  You may need this information to answer questions 1 to 6.

SP1Q4. Here is an extract from the completed benefits realization review template, produced after DriveYou.com made the planned SLA improvements.

Baseline value - Low customer satisfaction

Expected result - Support calls resolved within an average of 4 hours

Achieved result - Support calls resolved in an average of 4.2 hours

Has the template been used correctly, and why/why not?

A) No, because the achieved result is worse than the expected result.
B) No, because the baseline value is a different metric from the results.
C) Yes, because it correctly identifies the actual results of the improvement effort.
D) Yes, because all the fields address the needs of the customers.

See page 5 of the Scenario Booklet for additional information.  You may need this information to answer questions 1 to 6.

SP1Q5. DriveYou.com carried out a gap analysis, which revealed that the goals and strategy of the improvement support their organization’s vision. There is also a positive attitude among their developers towards providing CruiseAlong Cars’ engineers with a good service.

During the ‘where do we want to be?’ step, what other questions should DriveYou.com ask in order to compare the current state with the desired state?

Question
1 Will our service management toolset allow us to effectively measure and report on SLAs?
2 Does our vision and mission statement for service level management support DriveYou.com’s company culture?
3 Is our current skillset sufficient to run an effective service level management process?
4 Are event management and incident management sufficiently mature to provide inputs to our service level management process?
5 Are DriveYou.com engineers sufficiently committed to the initiative to ensure it works?

A) 1, 3 and 4.
B) 1, 4 and 5.
C) 1, 2 and 3.
D) 2, 4 and 5.

See page 5 of the Scenario Booklet for additional information.  You may need this information to answer questions 1 to 6.

SP1Q6. DriveYou.com is defining an iterative approach to improving the support service; however CruiseAlong Cars wants the improvements to be made all at once.

What is the BEST way to proceed, taking into consideration the guiding principles?

A) Proceed with the first iteration so that CruiseAlong Cars will experience better service quickly.
B) Instead of using an iterative approach, make the improvements the way that CruiseAlong Cars wants.
C) Document all iterations before starting so that CruiseAlong Cars will be comfortable with the project.
D) Encourage CruiseAlong Cars to allow the first iteration to be done as a proof of concept.

SP1Q7. (The scenario and additional information are not required to answer this question)
What impact does OCM have on an improvement initiative?

A) It defines and measures stakeholder value.
B) It contributes to the organization’s vision statement.
C) It helps to create a sense of urgency for changes.
D) It provides tools to evaluate organizational needs.

SP1Q8. (The scenario and additional information are not required to answer this question)

Which BEST describes resistance management?

A) Analyzing stakeholders to work out their power, influence and interest in the improvement initiative.
B) Checking that people have not reverted to old ways of working and that the desired state is still being maintained.
C) Finding out where people are on their change journey and using tactics to help them transition.
D) Identifying sponsors for the improvement initiative and creating a sponsor diagram.

See page 5 of the Scenario Booklet for additional information.  You may need this information to answer questions 7-12.

SP1Q9. This is an extract from a stakeholder analysis worksheet:



Which of the rows have been entered correctly?

A) 1 and 4.
B) 3 and 4.
C) 1 and 2.
D) 2 and 3.

See page 5 of the Scenario Booklet for additional information.  You may need this information to answer questions 7-12.

SP1Q10. The consultant needs to create a sense of urgency to change the way that the researchers work.  

Which action would contribute MOST to achieving this?

a) DriveYou.com management should warn researchers about the risk of losing data to
competitors through unauthorized access.
b) DriveYou.com management should inform researchers about the potential loss of funding, brand and reputation if the situation is allowed to continue.
c) DriveYou.com management should send an email to researchers to emphasize that senior management has sponsored this change initiative.
d) The consultant should organize a meeting with DriveYou.com owners and researchers to understand the researchers’ concerns and address them.

See page 5 of the Scenario Booklet for additional information.  You may need this information to answer questions 7-12.

SP1Q11. One research team has voiced concerns that the proposed DMS solution does not support their needs, and has suggested alternative solutions.

Which is the BEST action to take next?

A) Allow that research team to continue using the old solution while transitioning all other research teams.
B) Speak to other research teams to identify if they also have issues with the proposed solution.
C) Persuade the research team that due to the urgency, they need to accept the proposed solution without changes.
D) Consider the suggestions as this is the only research team raising concerns about the solution.

See page 5 of the Scenario Booklet for additional information.  You may need this information to answer questions 7-12.

SP1Q12. The new DMS has been implemented and has been running for a pilot period.

Which two activities would BEST help to determine whether requirements have been met?

Activity
1 Ask CruiseAlong Cars if they are satisfied with the improvement
2 Gather feedback via a survey with selected research teams
3 Ask project managers of all research teams if the DMS is working well
4 Review metrics and monitoring regarding document version conflicts and access control

A) 1 and 2.
B) 2 and 3.
C) 1 and 4.
D) 3 and 4.

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 13 to 20.

SP1Q13. The IT director has decided to use a balanced scorecard to help define metrics and measurement, so that similar data will be collected in each country.

Which is the BEST set of high level CSFs for this purpose?

CSF
1 Cost effective provision of IT services
2 High levels of customer satisfaction
3 Meet all agreed service targets
4 Effective ITSM processes
5 Effective use of technology
6 Effective staff development

A) 1, 2, 4 and 6.
B) 1, 3, 4 and 5.
C) 3, 4, 5 and 6.
D) 1, 2, 3 and 5.

See page 5 of the Scenario Booklet for additional information.  You may need this information to answer questions 13 to 20.

SP1Q14. The IT director has decided that services for executives when they are travelling (‘roaming’) must be improved.

Which KPI is BEST to support this CSF?

A) Customer satisfaction for roaming executives is increased by 25% over a year.
B) Resolution time for incidents for roaming executives is reduced by 20% over a year.
C) Connectivity services for roaming executives have greater than 99.9% availability.
D) Cost of providing services to roaming executives is reduced by 15% over six months.

See page 5 of the Scenario Booklet for additional information.  You may need this information to answer questions 13 to 20.

SP1Q15. The IT director has decided that one CSF for the consolidation will be “The service desk operates effectively”.

Which set of KPIs provides the BEST balanced view of service desk effectiveness?

KPI
1 At least 80% average customer satisfaction rating on call closure
2 90% of P1 incidents are resolved within 4 hours
3 70% of incidents are resolved without escalation
4 At least one improvement from the service desk CSI register is completed every month
5 90% of incidents are categorized correctly the first time

A) 1, 2 and 3.
B) 1, 3 and 4.
C) 1, 2 and 5.
D) 3, 4 and 5.

See page 5 of the Scenario Booklet for additional information.  You may need this information to answer questions 13 to 20.

SP1Q16. The IT director has commissioned an assessment to compare the quality of services offered in each country. This will help IT management to decide which approach to adopt when consolidating the
services.

What output is MOST relevant to this assessment?

A) Process maturity of key processes in each country.
B) SWOT analysis identifying issues in each country.
C) SLA achievements against the SLA in each country.
D) Gap analysis comparing each country to a baseline.

See page 5 of the Scenario Booklet for additional information.  You may need this information to answer questions 13 to 20.

SP1Q17. A project has been initiated to consolidate the IT services, and the project manager is planning how they will manage this. The project manager is designing a monthly report for IT leaders in each country.

What information is MOST important to include in this report, and why?

See page 5 of the Scenario Booklet for additional information.  You may need this information to answer questions 13 to 20.

SP1Q18. What must the IT team do before it can re-design metrics and reporting for the standardized services?

Activity
1 Understand how services are currently being measured
2 Define the information needed for operation of the services
3 Document the current service performance levels achieved
4 Discover how current reports are used in practice

A) 2 and 3.
B) 1 and 2.
C) 3 and 4.
D) 1 and 4.

See page 5 of the Scenario Booklet for additional information.  You may need this information to answer questions 13 to 20.

SP1Q19. CruiseAlong Cars has identified new SMART metrics and reporting for the consolidated services, however the time and money needed to implement most of these may not be available.

What is the BEST step to take next?

A) Identify improved metrics and reporting that can be achieved now without extra investment and implement these.
B) Use a business case showing the ROI to gain management approval for the improved metrics and reporting.
C) Carry out a new assessment of metrics and reporting to identify if existing functionality could be sufficient.
D) Make quick improvements to metrics and reporting as part of an incremental approach to reach the desired state.

See page 5 of the Scenario Booklet for additional information.  You may need this information to answer questions 13 to 20.

SP1Q20. CruiseAlong Cars has carried out an assessment of metrics and reporting in the different countries.  They have identified three countries where the existing metrics and reports are useful, however the
metrics and reports used in each of the three countries are different.

Which is the BEST way to proceed?

A) Let each country create the best metrics and reporting approach for their needs, possibly using one of the three approaches as a starting point. Allow each country to use a different report to meet local needs.
B) Allow each country to choose one of the three identified approaches to metrics and reporting, to provide the best solution for each country. Do not allow countries to make local changes to these reports.
C) Create a new worldwide set of metrics and reporting based on analysis of the three approaches to ensure compatible worldwide practice. Allow each country to add to these standard reports if necessary.
D) Compare the approaches used in the three countries and choose the best of these to be rolled out to all countries, to ensure best practice is replicated. Do not allow countries to make local changes.

SP1Q21. (The scenario and additional information are not required to answer this question)
A GCITS employee sends an email to a DriveYou.com researcher and follows up with a phone call to make sure everything has been understood.

Which is the MAIN communication principle that is being followed?

a) ‘Communication is a two way process’.
b) ‘We’re all communicating, all the time’.
c) ‘Timing and frequency matter’.
d) ‘The message is in the medium’.

SP1Q22. (The scenario and additional information are not required to answer this question)
Which is an example of the communication principle ‘timing and frequency matter’?

A) Copying information to multiple contacts.
B) Sending an agenda before every meeting.
C) Confirming information has been understood.
D) Including graphs and charts in meeting minutes.

SP1Q23. (The scenario and additional information are not required to answer this question)

Which is the MOST important reason for using a workshop and meeting action plan?

A) To ensure that minutes are created.
B) To plan the logistics of a workshop or meeting.
C) To plan actions that have been agreed at a workshop or meeting.
D) To ensure the agenda is suitable.

SP1Q24. (The scenario and additional information are not required to answer this question)

A business case is required to justify a network upgrade due to poor performance of the network from DriveYou.com to NSDoT.

Who is the BEST person to write this business case, and why?

See page 6 of the Scenario Booklet for additional information.  You may need this information to answer questions 21 to 28.

SP1Q25. On the DriveYou.com stakeholder communication plan for this network upgrade, which stakeholder is likely to require the MOST frequent communication and which stakeholder requires ONLY email
notifications?

See page 6 of the Scenario Booklet for additional information.  You may need this information to answer questions 21 to 28.

SP1Q26. DriveYou.com has decided to increase network bandwidth.

In order to finalize the technical approach, how does the IT service owner need to communicate?

A) By sending the business case to the CIO to obtain initial technical approval.
B) By running a teleconference with the technical teams to establish a shared vision.
C) By submitting a report to the service manager with details of the technical requirements.
D) By holding a workshop to consult with technical stakeholders on the solution design.

See page 6 of the Scenario Booklet for additional information.  You may need this information to answer questions 21 to 28.

SP1Q27. DriveYou.com discovers that some of the increased usage of bandwidth has been caused by inefficient practices at the UoB and arranges an educational briefing to explain the issue to UoB staff.

At the end of the session, what is the BEST way for DriveYou.com to ensure that the changes required are understood and agreed?

a) By sending UoB staff an email after the session highlighting inefficient practices, and
requesting confirmation of receipt.
b) By providing UoB staff with instructions on data usage, and asking for confirmation that they accept them.
c) By giving UoB staff meeting notes immediately after the session detailing data requirements, and recording who attended.
d) By instructing UoB line managers to implement the required changes quickly, and asking for regular updates.

See page 6 of the Scenario Booklet for additional information.  You may need this information to answer questions 21 to 28.

SP1Q28. The increased bandwidth has been operating for 6 months. DriveYou.com plans to meet with the UoB and GCITS to review the outcomes.

What key items need to be communicated in order to demonstrate improvements, and how should they be presented?

See page 6 of the Scenario Booklet for additional information. You may need this information to answer questions 29 to 34.

SP1Q29. What is the BEST way for DriveYou.com to address the situation using the concept of ‘adopt and adapt’?

A) They should refer to ITIL guidance, to gather ideas for improving their practices and prioritize improvements based on the severity of associated audit issues.
B) They should make small adjustments to their existing change management and release management practices, to address the documented deficiencies.
C) They should follow ITIL guidance closely on the processes related to the audit deficiencies, in order to plan and implement sustainable improvements.
D) They should follow ITIL guidance on the release and deployment process, in order to show that they are following accepted best practices.

See page 6 of the Scenario Booklet for additional information.  You may need this information to answer questions 29 to 34.

SP1Q30. Creating ITSM capabilities has been identified as a potential solution to address the deficiencies.  DriveYou.com is analyzing the elements of their service.

Which statement BEST describes what the service is, who the customer is, and what the outcome is?

A) DriveYou.com is delivering compliant transportation services to the NSDoT and the desired outcome is to pass regulatory audits.
B) DriveYou.com is delivering software development services to CruiseAlong Cars and the desired outcome is software for the driverless cars.
C) As the software delivery and use is internal to DriveYou.com, there are no customers and the desired outcome is a holistic service.
D) A DriveYou.com development team is delivering software development services to vehicle testers and the desired outcome is test-ready vehicles.

SP1Q31. (The scenario and additional information are not required to answer this question)

Which statement BEST describes the importance of an output to a step in the CSI approach?

A) A completed benefits realization review template is important to ‘did we get there?’ because this will control what improvements are done first.
B) A completed benefits realization review template is important to ‘did we get there?’ because the organization needs to know that the work is complete.
C) A completed orientation worksheet is important to answering ‘what is the vision?’ because it clarifies the context in which the improvement will be made.
D) A completed orientation worksheet is important to ‘what is the vision?’ because reviewing all proposed improvements will prevent duplicate improvements being made.

See page 6 of the Scenario Booklet for additional information.  You may need this information to answer questions 29 to 34.

SP1Q32. What improvements are MOST LIKELY to be included in a single CSI register?

A) Only improvement opportunities for the development team that failed the audit.
B) Only improvement opportunities that would help resolve the audit deficiencies.
C) Any improvement opportunities for any aspect of DriveYou.com IT.
D) Any improvement opportunities for any aspect of DriveYou.com IT and CruiseAlong Cars IT.

See page 6 of the Scenario Booklet for additional information.  You may need this information to answer questions 29 to 34.

SP1Q33. What action should be taken FIRST to address the findings of the audit?

A) Engage an auditor with specialist knowledge of the Agile development environment.
B) Review the current approach to see how it can be modified.
C) Design a solution for maintaining the IT environment and updating production software.
D) Implement ITIL release and deployment management.

See page 6 of the Scenario Booklet for additional information.  You may need this information to answer questions 29 to 34.

SP1Q34. DriveYou.com believes that their processes and practices are good, but agree that the evidence required by the auditors is not available.

Assuming DriveYou.com is correct, what is the BEST course of action?

A) Improve stakeholder management to persuade the auditors that the processes are fit for purpose.
B) Improve interfaces between processes to ensure processes and practices are fit for purpose for current and future audits.
C) Improve development practices to respond to the auditors’ requirements in an iterative manner.
D) Improve metrics and measurement to produce the data needed to demonstrate compliance with audit requirements.

SP1Q35. (The scenario and additional information are not required to answer this question)

Which statement BEST describes OCM?

A) OCM is a set of activities that are applied when a project is initiated within the organization to drive process improvement.
B) OCM is a capability that moves individuals, teams and organizations from the current state to a desired future state.
C) OCM is a function or team within an organization that performs organizational change activities such as resistance management.
D) OCM is a process applied when a major change is taking place within the organization to ensure everyone has training.

SP1Q36. (The scenario and additional information are not required to answer this question)

What is the MAIN value of stakeholder planning?

A) It helps to provide accurate data on all the stakeholders for an improvement initiative.
B) It helps to identify the stakeholders required to act as sponsors for an improvement initiative.
C) It helps to categorize the stakeholders that will be impacted by an improvement initiative.
D) It helps to ensure effective communication with stakeholders for an improvement initiative.

See page 6 of the Scenario Booklet for additional information.  You may need this information to answer questions 35 to 40.

SP1Q37. In a sponsor diagram for the service desk consolidation at the UoB, who is MOST likely to be the AUTHORIZING sponsor?

A) IT operations manager.
B) Head of library services.
C) Head of IT.
D) Head of administrative services.

See page 6 of the Scenario Booklet for additional information.  You may need this information to answer questions 35 to 40.

SP1Q38. The service desk consolidation project requires the support of analysts from both service desks.

Which is the BEST way to gain the support of the service desk staff at the start of the improvement initiative?

a) The authorizing sponsor should chair a meeting with the service desk managers to warn them of the possible negative effects if the project is not implemented. The service desk managers should then communicate this message to their staff.
b) Workshops should be organized for service desk staff and student representatives. The authorizing sponsor should highlight the benefits and opportunities of consolidation, and the
risks of not consolidating.
c) The authorizing sponsor should host separate webinars with each service desk to talk about the benefits of the project and the potential for outsourcing if the consolidation is not successful.
d) The primary stakeholders in the consolidation should be identified. The authorizing sponsor should meet with them to identify people’s likely reactions to the initiative, and reflect these in
the stakeholder communication plan.

See page 6 of the Scenario Booklet for additional information.  You may need this information to answer questions 35 to 40.

SP1Q39. The university needs to perform a training needs analysis as part of the project implementation.

Which is the BEST approach to take?

A) Examine HR training records and interview the service desk managers to evaluate staff areas of weakness. Then create a training plan and matrix.
B) Send all service desk staff on ITIL foundation training courses. Then analyze training records to produce a training plan and matrix based on the needs of the project.
C) Invite tool vendors for the consolidated service desk to provide recommendations based on their experience with similar customers. Then create a training plan and matrix.
D) Examine IT staff training records and interview individuals to determine areas of weakness.  Then create a training plan and matrix.

See page 6 of the Scenario Booklet for additional information.  You may need this information to answer questions 35 to 40.

SP1Q40. It is likely that the UoB will meet some resistance to change, both from IT staff and customers of the service desks.

What is the BEST way, initially, to identify any potential resistance?

A) Provide a web form to all stakeholders so that they can submit feedback anonymously. This will remove any barriers to giving genuine viewpoints and observations about the transition.
B) Set up meetings between the authorizing sponsor and service desk analysts as they are likely to be the most concerned about the change. This will show them that their issues are being taken seriously.
C) Deliver education and training to IT staff, students and academics. This will raise awareness of the need to change and equip them with the knowledge and skills needed to make the transition.
D) Provide a comprehensive education programme for IT staff and customers as they may oppose the change due to a fear of the unknown. Feedback forms after training will provide details of their concerns.

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 1 to 6.


SP2Q1. What are the BEST steps to start developing and improving problem management, as a means to manage and reduce incidents?

A) Develop process documentation, train service desk, and implement a knowledge base.
B) Implement ITIL problem management, document responsibilities, and create a RACI model authority matrix.
C) Identify commonly recurring incidents, develop work-arounds, and investigate root causes.
D) Hire a problem manager, create a problem management team, and agree targets.

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 1 to 6.

SP2Q2. Which problem has the highest priority, and why?

A. The keycard management problem because it will result in significant cost to the university.
B. The WiFi connection problem because it will result in significant risk to the university.
C. The keycard management problem because it will result in significant risk to the university.
D. The WiFi connection problem because it will result in significant cost to the university.

SP2Q3. The problem management process is being developed and improved using the CSI approach.

What is the purpose of the ‘did we get there?’ step?

A. To create regular problem management reports.
B. To ensure that problem management has been developed effectively.
C. To build a single list of problems for management prioritization.
D. To define new CSFs and KPIs for problem management

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 1 to 6.

SP2Q4. This is an extract from a benefits realization review of the project to develop and improve problem management:



Is this a valid use of the template?

A. Yes, because this shows whether a benefit was achieved.
B. No, because the achieved result is worse than the expected result.
C. Yes, because service downtime is better than expected.
D. No, because service downtime is not a valid measure of problem management.

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 1 to 6.

SP2Q5. There are many complaints every day about delays in resolving incidents and lack of communication from IT about their status.

When assessing these complaints, what is the BEST approach to start with?

A. Sit in the support operation and see how customers’ incidents are handled.
B. Talk through the incidents with support staff to identify actions taken.
C. Review incident management metrics to see if targets are being met.
D. Track times taken to resolve incidents by logging some dummy incidents.

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 1 to 6.

SP2Q6. To improve problem management, the UoB wants to make better use of the information and knowledge held by teams and individuals in different countries.

What is the BEST way to do this, by applying the guiding principles?

A. By building a common service catalogue.
B. By ensuring the service desk raises problem records for recurring incidents.
C. By requiring that all documents are written in non-technical language.
D. By making incidents and problems visible across all IT areas.

SP2Q7. Which of the following BEST describes OCM?

A. An approach for managing service change.
B. A standard for managing organizational change.
C. A standard for managing the process aspect of change.
D. An approach for managing the people aspect of change.

SP2Q8. Which activity should be used to identify areas of weakness for the KL service desk analysts?

A. Managing sponsors.
B. Managing stakeholders.
C. Analyzing training needs.
D. Creating a sense of urgency.

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 7 to 12.

SP2Q9. Which roles in this sponsorship diagram are reinforcing sponsors?



A. KL service desk analysts and local manager in KL.
B. UoB Service Desk Manager and local manager in KL.
C. UoB Service Desk Manager and UoB IT manager.
D. UoB IT Manager and KL service desk analysts.

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 7 to 12.

SP2Q10. The local manager in KL knows that the service desk analysts are very likely to resist the change.

What is the BEST tactic to overcome this resistance?

A. Work with the internal communications department to publish FAQs on the company intranet.
B. Email the service desk analysts explaining the importance of the improvement to the company.
C. Meet with the service desk analysts and discuss how they will benefit from the improvement.
D. Monitor the situation and review in a month’s time to determine if it is still an issue for concern.

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 7 to 12.

SP2Q11. This diagram shows four possible rows for a RACI matrix.

Which row has the CORRECT entry for this service desk transition?

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 7 to 12.

SP2Q12. For the transition to a corporate tool, the UoB Service Desk Manager is creating a stakeholder matrix.

Which is the CORRECT stakeholder category for the KL service desk?

A. Minor: The KL service desk is a satellite operation with a few analysts. Their impact on the success of the project is minor.
B. Major: The local manager and analysts must be actively involved. This will ensure there is no resistance after the transition is complete.
C. Critical: The service desk must be fully engaged. Their cooperation is central to the success of the transition and impacts the objective directly.
D. Significant: The KL service desk should be kept informed of the transition. Their direct influence is minimal so active communication is appropriate.

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 13 to 20.

SP2Q13. The project manager is defining CSFs and KPIs to measure the success of the project.

Which hierarchical approach is MOST suitable for this purpose?

A. ITIL component to scorecard.
B. ITIL vision-to-measurement.
C. Balanced scorecard.
D. Organization cascade.

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 13 to 20.

SP2Q14. One CSF for the project is to provide a more consistent service for roaming users.
KPIs for the service are measured and reported every month. Reduction and increase in KPIs is based on comparison to the beginning of the year.

Which two KPIs would BEST underpin this CSF?




A. 1 and 4
B. 2 and 3.
C. 1 and 2.
D. 3 and 4.

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 13 to 20.

SP2Q15. The Project Manager has proposed the following KPIs to measure service quality.



Is this a balanced set of KPIs?

A. No, because there are no process KPIs.
B. No, because there are no leading KPIs.
C. Yes, it is a balanced set of KPIs.
D. No, because there are no inside-out KPIs.

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 13 to 20.

SP2Q16. The project manager needs to understand how the service desks are working.

Which is the FIRST action the project manager should take?

A. Visit all service desks; document their current practices and KPIs and talk to their customers.
B. Visit a representative sample of service desks and their customers; collect the same data from all of them.
C. Send each service desk a questionnaire for staff and customers to complete and return.
D. Speak to all of the service desks and their customers on the telephone; collect the same data from all of them.

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 13 to 20.

SP2Q17. The project manager has assessed the service desks and has written a report that says:

 Outsourced service desks are 10% lower cost than in-house provision.
 Customer satisfaction is higher for small local service desks than for centralized service desks.
 Some countries have a mandatory requirement for local language support.
 Roaming users can only get support from their home service desk.
 There is a large variance in the quality of support offered by different service desks.
 There are no consistent KPIs to enable adequate comparison of service desks.
Does this report enable a decision to be made on the next action to take?

A. No, because there is no information on first level fix rate.
B. Yes, because it has identified the need for consistent metrics to support a decision.
C. No, because there is a variance in quality of support from different service desks.
D. Yes, because outsourced service desks are significantly cheaper.

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 13 to 20.

SP2Q18. KPIs were defined in the ‘where do we want to be?’ step. One way that these will be used is to establish ‘did we get there?’ after improvements have been made. Two of these KPIs are:

KPIs
25% increase in customer satisfaction in the annual survey
10% reduction in time to resolve priority 3 incidents

Are these KPIs SMART?

A. Yes, these are SMART KPIs.
B. No, because one of them is not relevant to the project goals.
C. No, because one of them is not time-bound.
D. No, because one of them is not measurable.

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 13 to 20.

SP2Q19. During the consolidation project, it is clear that some people at CruiseAlong Cars do not understand the need for CSFs and believe that just KPIs are sufficient. The project manager suggests that even
though CSFs are not directly measurable, the focus in customer reviews is on “the CSFs that the KPIs support, rather than the KPIs in isolation”.

Is the project manager correct?

A. Yes, if focus is solely on a KPI used to measure activities, then people will do whatever they can to ensure that the figures look good at the expense of customer experience.
B. No, the choice of KPIs is based on the current maturity and effectiveness of the process or service in question, and not on how this contributes to value through a CSF.
C. Yes, concentrate on CSFs in those areas where the aim is to maintain the current status, with fewer CSFs in areas where the aim is to make changes.
D. No, KPIs are SMART targets and therefore we understand how they will affect behaviour and impact customers.

See page 5 of the Scenario Booklet for additional information. You may need this information to answer questions 13 to 20.

SP2Q20. Which is the MOST relevant quality metric for this service desk consolidation?

A. Percentage of incidents escalated to second line support.
B. Incident resolution time.
C. Cost per incident.
D. Average number of incidents each day.

SP2Q21. An ongoing communications plan includes emails, telephone calls, face-to-face meetings and briefings with various different stakeholders.

Which communication principle does this BEST demonstrate?

A. ‘Timing and frequency matter’.
B. ‘There is no single method of communication’.
C. ‘Communication is a two-way process’.
D. ‘We’re all communicating, all of the time’.

SP2Q22. Which is the BEST example of the communication principle: ‘the message is in the medium’?

A. A meeting agenda sent to all attendees before every meeting.
B. A selection of presentations and webinars to communicate new policies.
C. An email requesting confirmation that information has been understood.
D. Business case documents that include detailed risk analysis.

SP2Q23. What is the MOST important reason for using a workshop and meeting action plan?

A. To make sure the equipment needed is available and working.
B. To demonstrate professionalism when planning the workshop.
C. To ensure the workshop covers its objectives.
D. To provide the exact agenda to the workshop delegates in advance.

SP2Q24. Initial discovery information has been gathered to help identify the scope of the GCITS consolidation project. A project manager is responsible for creating a business case to justify the required
investment.

Which will MOST help the project manager to ensure the business case is fit for purpose?

A. Writing the information in a style that is familiar to senior management.
B. Presenting the information exactly as each team has given it.
C. Providing an analysis of the technical options and challenges involved.
D. Including a detailed project plan so that management can assess it fully.

See page 6 of the Scenario Booklet for additional information. You may need this information to answer questions 21 to 28.

SP2Q25. Senior management has signed off the business case. The project manager needs to create a stakeholder communication plan to start the consolidation process.

What are the BEST three steps to ensure this plan is fit for purpose?

Steps
1 Create a personalized communication for each affected employee
2 Choose the same communication channel for all targets
3 Identify the most effective communication channels for each target
4 Establish an initial schedule for delivering messages
5 Ensure key stakeholders from each team are included as targets
6 Ensure communications are signed off by the project team

A. 3, 4 and 5.
B. 1, 2 and 5.
C. 2, 4 and 6.
D. 1, 3 and 6.

See page 6 of the Scenario Booklet for additional information. You may need this information to answer questions 21 to 28.

SP2Q26. GCITS wants to gather current state information, from various individuals and teams, about existing systems and services provided.

Which is the CORRECT communication principle to apply, and why?

A. ‘We’re all communicating, all of the time’, because GCITS needs to avoid sending the communication during key business periods to ensure the majority of teams and individuals will reply.
B. ‘Timing and frequency matter’, because the tone and positioning of the communication will affect whether GCITS can gather the information in a timely manner.
C. ‘There is no single method of communication’, because the information GCITS gathers will be from different sources and these individuals and teams will have different preferred means of contact.
D. ‘The message is in the medium’, because GCITS needs to check whether the message has been understood by individuals and teams to allow them, to respond accurately.

See page 6 of the Scenario Booklet for additional information. You may need this information to answer questions 21 to 28.

SP2Q27. There is currently a lack of team cooperation at GCITS and this may affect the success of the consolidation project.

What is the BEST way for GCITS leaders to develop a more collaborative culture?

A. By reinforcing the new behavioural strategy through consistent leadership.
B. By defining a clear set of behavioural principles that must be followed.
C. By allowing staff to define their own criteria for acceptable behavior.
D. By mandating staff to be open and transparent with colleagues.

See page 6 of the Scenario Booklet for additional information. You may need this information to answer questions 21 to 28.

SP2Q28. The consolidation project involves bringing together a number of complex systems, processes and ways of working. The project manager needs to communicate progress clearly to the whole
organization.

Which is the BEST approach?

A. Ad-hoc email communication, showing all project activities, CSFs and KPIs.
B. A monthly newsletter, showing all project activities, CSFs and KPIs.
C. A monthly newsletter, summarizing the current status and next steps.
D. Ad-hoc email communication, summarizing the current status and next steps.

See page 6 of the Scenario Booklet for additional information. You may need this information to answer questions 29 to 34.

SP2Q29. Which is the BEST example of using the ITIL concept ‘adopt and adapt’ when delivering improvements?

A. Use the organization’s ITIL compliant toolset to enhance GCITS processes based on improvement priorities.
B. Combine both GCITS and DriveYou.com service management processes to produce a best practice solution that reduces the cost of support.
C. Modify GCITS cloud services to align with ITIL guidance and other best practice frameworks.
D. Enhance GCITS processes based on a gap analysis between current delivery and required benefits, taking ideas from best practices.

See page 6 of the Scenario Booklet for additional information. You may need this information to answer questions 29 to 34.

SP2Q30. In the first set of improvements, which elements of the cloud services at GCITS are the MOST important to focus on?

A. Cost and outcome.
B. Value and outcome.
C. Value and risk.
D. Cost and risk.

SP2Q31. Which rows BEST match the outputs with the associated step in the CSI approach?



A. 2 and 3.
B. 3 and 4.
C. 1 and 4.
D. 1 and 2.

See page 6 of the Scenario Booklet for additional information. You may need this information to answer questions 29 to 34.

SP2Q32. This is an extract from the CSI register for this improvement.

Which is the CORRECT entry?

See page 6 of the Scenario Booklet for additional information. You may need this information to answer questions 29 to 34.

SP2Q33. What is the BEST way to choose a design for release and deployment management that will address the issues in the scenario?

A. Try different designs, monitor the outcomes, and select the best.
B. Identify the constraints, specify required outcomes, and plan a solution.
C. Identify improvement opportunities, prioritize, and select the best option.
D. Compare current process to ITIL guidance, identify gaps, and plan improvements.

See page 6 of the Scenario Booklet for additional information. You may need this information to answer questions 29 to 34.

SP2Q34. Which two metrics are the BEST ones to use to identify ‘where are we now?’ for this improvement?

Metric
1 Time spent on capacity planning
2 Downtime caused by software releases
3 Unplanned spending on infrastructure expansion
4 Number of incidents due to software releases

A. 1 and 2.
B. 1 and 4.
C. 3 and 4.
D. 2 and 3.

SP2Q35. Which option gives the correct definitions of OCM and ITIL change management?

SP2Q36. (The scenario and additional information are not required to answer this question)

Which statement BEST describes the purpose of sponsorship within an improvement initiative?

A. To organize and coordinate people's efforts and the allocation of resources to maximize efficiency in achieving identified goals.
B. To analyze key stakeholders in order to assess their power, influence and interest in the improvement initiative.
C. To ensure support from managers or business leaders to promote the initiative and authorize the change.
D. To clarify the role played by managers or business leaders in prioritizing changes during the lifecycle of the initiative.

See page 6 of the Scenario Booklet for additional information. You may need this information to answer questions 35 to 40.

SP2Q37. This is an extract from a stakeholder worksheet for the project:

Which row has been CORRECTLY entered into the worksheet?

See page 6 of the Scenario Booklet for additional information. You may need this information to answer questions 35 to 40.

SP2Q38. A DriveYou.com manager is leading the initiative to merge the two companies.

What are the steps the manager should take to identify WHICH employees or teams are resistant to change?

Steps
1 Provide both companies with web-based feedback forms to submit questions or
comments anonymously
2 Travel to the different locations, talk to staff at both companies about the merger
and get feedback to establish where resistance is coming from
3 Attend team meetings at both companies to hear what people are saying and
provide feedback
4 Organize a meeting with management of both companies and provide them with
positive messages for their staff regarding the merger

A. 1 and 4.
B. 3 and 4.
C. 2 and 3.
D. 1 and 2.

See page 6 of the Scenario Booklet for additional information. You may need this information to answer questions 35 to 40.

SP2Q39. DriveYou.com has introduced new methods to conduct research in a more structured and controlled way. However, some NoImpact.com researchers do not want to use these new methods.

Which is the BEST way to encourage them to change their way of working?

A. Travel to the NoImpact.com location to meet with the research teams.
B. Send emails to the individual researchers to request that they follow procedures.
C. Arrange a meeting between the researchers and the CEO of CruiseAlong Cars.
D. Publish a blog from the CEO stating that researchers must follow procedures.

See page 6 of the Scenario Booklet for additional information. You may need this information to answer questions 35 to 40.

SP2Q40. Six months after the merger, a few NoImpact.com researchers have reverted to the old way of working.

Which is the BEST approach to reinforce the need to adopt the new working practices?

A. Reward and recognize the researchers that follow process.
B. Discipline researchers that do not follow process.
C. Ask project managers which researchers are not delivering on expectations.
D. Review again in six months to establish whether the new practices have been fully adopted.

What is CX?

What is UX?

What are the 4 P's of Design?

What are the 5 Aspects of Design?

Adopt & _____ ?

_____ & Adapt?

Utility=

Warranty=

What are the 3 "E's" of Quality?

What are the components of a service?

What are the 9 Guiding Principles?

What are the 3 core competencies?

What are the 4 process metrics?

What are the 6 steps to the CSI approach?

What is the definition of SMART for KPI's?

What are the 4 Process Metrics?

What are the 3 metric categories?