ITILFND Practice Exam Questions with Answers ITIL – Foundation (v4) Certification

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

Communicate in a way the audience can hear

Sometimes nothing from the current state can be re used

If a practice is easier to follow it is more likely to be adopted

Fast does not mean incomplete

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

Change authorities are only required for authorizing emergency changes

Change authorities are assigned when each change is deployed

Change authorities are only required for authorizing normal changes

Change authorities are assigned for each type of change and change model

Service desk

Continual improvement

Problem management

Incident management

Service desk

Continual improvement

Service level management

Change enablement

Progress iteratively with feedback

Think and work holistically

Keep it simple and practical

Focus on value

plans

measurement

process

tools

An emergency change

A normal change

An application change

A standard change

Ideation, Design, Develop, Deploy, Test, Operate, Retire

Retire, Test, Operate, Deploy, Ideation, Develop, Design

None of the above

Ideation, Test, Develop, Deploy, Design, Operate, Retire

Service level management

Change control

Service request management

Incident management

How to apply the systems approach of the guiding principle think and work holistically

Services based on one or more products, designed to address needs of a target consumer group

How all the components and activities of the organization work together as a system to enable value creation

Joint activities performed by a service provider and a service consumer to ensure continual value co-creation

how we get there?

Where are we now?

What is the vision?

Where do we want to be?

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 desk

Supplier Management

Service request management

Service level management

IT asset management

Deployment management

Continual management

Monitoring and event management

organizations

outcomes

relationships

services

Change

Event

Known error

Problem

Change enablement

Continual improvement

Incident management

Problem management

Self-help systems

Knowledgeable support staff

Detailed work instructions

Disaster recovery plans

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

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

1 and 2

2 and 3

Understanding the current state

Defining the future desired state

Tracking and managing ideas

Ensuring everyone actively participates

The restoration of normal service operation as quickly as possible

The establishment of links between the organization and its stakeholders at strategic and tactical levels

The alignment of the organization's practices and services with changing business needs

The reduction of the likelihood and impact of incidents

To ensure that user expectations are realistic

To ensure that incidents with highest impact are resolved first

To help information-sharing are learning

To provide links to related changes and known errors

IT asset management and software asset management

Operational and technical management

IT asset management and technical management

Operational management and IT asset management

They should be complex and detailed

They should be well-known and proven

They should include incident handling

They should be brief and simple

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

Ask the user for their preferred resolution timeframe.

Assess the availability of the appropriate support team.

Use an agreed classification which is based on the business impact of the incident.

Create an order of incidents based on the dates and times when they were logged.

Supplier management

Relationship management

Continual improvement

Service level management

It enables effective stakeholder management

It provides shared service expectations

It removes constraints from the customer

It enables a common definition of value

Plan

Engage

Obtain/build

Deliver and support

handing compliments and complaints from user to identify improvements.

Improving relationships with and between stakeholders.

Prioritizing and creating business cases for improvement initiatives.

Identifying the cause unplanned interruptions to service.

The four dimensions of service management

The service value chain

The ITIL guiding principles

Continual improvement

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

costs

users

value

performances

Requesting a workaround for an issue

Requesting information about how to create a document

Requesting an enhancement to an application

Requesting investigation of a degraded service

information

utility

warranty

costs

Use a new method for each improvement the organization handles

Select a few key methods for the types of improvement that the organization handles

Build the capability to use as many improvement methods as possible

Select a single method for all improvements that the organization handles

A backup server is being rebooted while services are running on the primary server

An application is not available during the business hours

A user has requested access to a shared repository

A user wants to reset the password of a server

Incident management

Continual improvement

Service request management

Problem management

Service configuration management

Change enablement

Service request management

Service level management

Availability management

Capacity management

Service portfolio management

Service catalogue management

Pre-determined routing of a service request

Reducing the time to compile service data

Monitoring service availability

Faster resource allocation

Service management

Practices

A value stream

Service level management

As an event

As a problem

As a service request

As a change request

Service desk

Problem management

Incident management

Change control

An outcome can be enabled by more than one output

Outcomes are how the service performs

An output can be enabled by one or more outcomes

An outcome is a tangible or intangible activity

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

Service relationship management

Service consumption

The service value system

The release management' practice

A continual improvement register

An incident record

A change schedule

A service level agreement

Re-assessing a known error to manage the ongoing impact.

Reviewing incident records to identity trends

Implementing a technical fix to resolve an issue

Documenting the steps in workaround

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.

Assess the current state

Implement the improvement

Understand the organizational context

Agree the future state

value

consumption

management

provision

Creating incident records

Diagnosing and resolving incidents

Escalating incidents to a support team for resolution

Trend analysis of incident records

Information should always be communicated

It has an intended purpose or a resultant action

D18912E1457D5D1DDCBD40AB3BF70D5D

Meetings are always the best method of communication

It is stored in the configuration management system

Focus on value

Keep it simple and practical

Start where you are

Progress interactively with feedback

A change authority should be assigned to each type of change and change model

Centralizing change authorization to a single person is the most effective means of authorization

The authorization of normal changes should be expedited to ensure they can be implemented quickly

Standard changes are high risk and should be authorized by the highest level of change authority

The addition, modification, or removal of anything that could have a direct or indirect effect on services

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

Cause of one or more incidents

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

Disaster recovery plans

Swarming

Target resolution times

Self-help

Organizations and people

Information and technology

Partners and suppliers

Value streams and processes

Service requests that cannot be automated should be handled as incidents

Service requests and their fulfillment should be automated as much as possible

Service requests that cannot be automated should be handled as problems

Service requests and their fulfillment should be carried out by service desk staff without automation

an organization

a role

a team

a supplier

Management, control and prediction of the performance, utilization and capacity of individual elements of

IT technology

Review of all capacity supplier agreements and underpinning contracts with supplier management

Management, control and prediction of the end-to-end performance and capacity of the live, operational IT

services

Future business requirements for IT services are quantified, designed, planned and implemented in a

timely fashion

The change management process owner

The change advisory board (CAB)

The service owner

The continual service improvement manager

The value of a service

Service metrics

The total cost of a service

Key performance indicators (KPIs)

Improve

Engage

Obtain/build

Plan

Check that the activity has already been optimized

Check that suitable new technology has been purchased

Ensure that DevOps has been successfully implemented

Ensure the solution removes the need for human intervention