ITIL-4-Specialist-Monitor-Support-Fulfil Practice Exam Questions with Answers ITIL 4 Specialist: Monitor, Support, FulfilExam Certification

Avalue streamin ITIL 4 refers to a series of steps an organization undertakes to create and deliver services to its consumers. When improving a value stream, organizations need to map out the steps, activities, and flows involved.

Identifying steps, activities, and information flowsis part of the initial analysis of thecurrent value stream, often referred to as the "value stream walk." This involves observing and documenting the current processes, which will later inform future improvements.

Option D ("Do the service value stream walk")is the correct answer because it involves analyzing the current state of the value stream by identifying the existing steps and information flows???.

Incorrect Options:

Option A (Create a 'to be' value stream map)refers to designing a future state, which comes later in the process.

Option B (Reflect on the value stream map)happens after the current state has been mapped.

Option C (Define the purpose of the value stream)is an earlier step before mapping begins.

In ITIL 4, a new analysis and reporting system can enhanceservice request managementby supporting the measurement and reporting of key practice metrics. This enables organizations to track the performance of service requests, ensuring they are meeting agreed service levels and identifying areas for improvement. Such systems provide insights into trends and patterns, helping management teams optimize resource allocation and request handling??.

When a problem has not caused any incidents, the specialist may decide not to register or notify the initiator. This approach is based on the proactive identification of potential issues that have yet to impact the service. Since the problem has not resulted in any service disruptions, it may be deprioritized or monitored without immediate escalation??.

Service empathyis the practice of recognizing and understanding a user's experience by considering their emotions and expectations. A service desk agent can apply service empathy to better handle userqueries and provide a more personalized and effective resolution to incidents. This empathetic approach ensures a better understanding of the user’s challenges and enhances overall service satisfaction??.

Theservice request review and optimization processfocuses on assessing, improving, and optimizing the workflows related to service requests. The key activities include analyzing metrics, identifying improvement opportunities, and communicating updates to stakeholders.

Reviewing metricsandregistering improvementsare standard steps in the optimization process to ensure service requests are handled efficiently.

Communicating updatesto stakeholders is necessary to ensure alignment and smooth transition of optimized service request models.

Option D ("Enacting the procedures to fulfil the request")isnotpart of the optimization process. This refers to operational activities rather than reviewing or optimizing the process??.

Reactive problem identification relies heavily on the analysis of incident data to identify trends and patterns that might indicate underlying problems. Workflow management and collaboration tools often include features for:

Incident Tracking:Capturing and storing information about past and current incidents, including their details, status, and resolution steps.

Incident Analysis:Providing capabilities to search, filter, and analyze incident data to identify recurring issues or common root causes.

Collaboration:Facilitating communication and collaboration among teams involved in incident and problem management, enabling them to share insights and identify potential problems.

While other options might play a role in problem management, they are not as directly focused on providing the historical and current incident information necessary for reactive problem identification:

B. Service configuration management tools:These tools track configuration items and their relationships, which can be helpful in understanding the impact of problems, but they don't primarily focus on incident data.

C. Monitoring and event management tools:These tools focus on real-time monitoring and event correlation, which is more relevant for proactive problem identification.

D. Knowledge management tools:These tools store and manage knowledge articles and solutions, which can be helpful in resolving problems but are not the primary source of incident data for reactive identification.

When an organization is just starting withProblem Management, the best first step is to focus on identifying and resolving problems in critical services. ITIL 4 emphasizes a practical, iterative approach to adopting new practices.

Identify Problems in Critical Services (Answer D - Correct):Starting with critical services helps the organization focus on the most impactful areas and gain experience with problem management. This approach aligns with ITIL’s principle ofstarting where you areby addressing existing issues and building the practice incrementally.

Define Detailed Workflows (Answer A - Incorrect):Defining detailed workflows can come later once the organization has gained some experience in problem management. Initially, it’s more important to focus on addressing key problems.

Define a Broad Scope (Answer B - Incorrect):Starting with a wide scope might overwhelm the organization. Focusing on critical services is a more practical approach when beginning problem management.

Look at Backlogs and Links (Answer C - Incorrect):While analyzing backlogs and links to incidents and changes is important, it’s not the best first step when starting problem management from scratch.

ITIL 4 References:

Problem Management Practice:ITIL encourages organizations to start small and address the most critical problems first, gradually building the practice.

Thesupplier managementpractice ensures that suppliers and their performance are managed appropriately to support the seamless provision of quality services. When used together withservice request management, supplier management helps ensure thatthird parties adjust their level of serviceto the organization's needs by setting clear expectations and monitoring supplier performance through contracts and agreements (SLAs).

Supplier Management: This practice focuses on maintaining and improving supplier relationships, including negotiating and enforcing SLAs, ensuring that third-party services align with organizational requirements.

Option B ("Supplier management")is the correct answer because it ensures that third-party service levels are aligned with the needs of the organization through proper management and oversight??.

Incorrect Options:

Option A (Service level management): This focuses on managing internal service levels rather than external suppliers.

Option C (Service desk): The service desk handles user requests but does not manage third-party suppliers.

Option D (Service catalogue management): This defines available services but does not manage third-party performance.

When users provide feedback that procedures are unclear, ineffective, and slow, the best approach is to review theservice value streamfrom the user’s perspective. This helps identify bottlenecks, inefficiencies, and areas where the user experience can be improved. By focusing on the user's journey through the service request process, the service provider can make targeted improvements that directly address the users' concerns.

User-Centered Review: By analyzing the value stream from the user’s perspective, the organization can optimize procedures to make them clearer, faster, and more effective.

Option B ("Review the service value stream from the user's viewpoint")is the best approach as it directly addresses the feedback provided by users??.

Incorrect Options:

Option A: Communicating the current procedures won't help if the procedures themselves are ineffective.

Option C: Automation can help, but only after the value stream is optimized.

Option D: Outsourcing may not solve the underlying issues and could complicate the process further.

A monitoring action plan outlines the specific steps to be taken when a particular event or set of events occurs. These plans are designed to:

Minimize impact:By having predefined actions, the response to an event can be swift and targeted, reducing the potential negative consequences.

Provide guidance:Action plans ensure that everyone involved knows what to do, avoiding confusion and delays.

Enable proactive response:In some cases, action plans might include steps to be taken before an event fully materializes, potentially preventing it altogether.

Let's consider the other options:

A. An event correlation:This is the process of linking related events together to gain a better understanding of the situation, but it doesn't directly minimize the impact.

B. A rule set:Rule sets define the criteria for triggering alerts or actions based on events, but they are not the actions themselves.

C. A health model:This provides a baseline for normal system behavior, aiding in identifying anomalies, but it doesn't outline specific actions to take.

The 'service desk' practice in ITIL 4 focuses on providing a single point of contact between the service provider and users. It is responsible for capturing demand for incident resolution and service requests, while also being responsible for general communication across the entire organization.

A. Including service desk communication in every value stream: While communication is a key component, service desk communication is not necessarily included ineveryvalue stream. The service desk is a component of user interaction, but the success factor here focuses more on how communication is handled rather than its integration in every part of the value chain?.

B. Ensuring that multichannel communication is used and improved wherever possible(Correct Answer): One of the key success factors for a service desk is to ensure that communication happens across multiple channels such as phone, email, chat, or web portal. This makes the service desk more accessible and flexible in how it interacts with users, and ITIL 4 stresses the importance of continually improving communication channels to enhance service desk effectiveness??.

C. Enabling the effective integration of user communications into value streams: This option suggests that the focus is on how communications fit into value streams, but in the context of the service desk, success factors revolve more around communication quality and accessibility rather than integration into the value streams??.

D. Overcoming the challenges associated with using web portals: While overcoming challenges with portals is important, it is not a broad success factor for the entire practice of the service desk. It is more specific to one communication method?.

Thus, the success factor that best aligns with the goals of the service desk practice in ITIL 4 is ensuring multichannel communication and its continual improvement.

During theincident resolutionstep of the incident handling process, it may become clear that a change is needed to resolve the underlying issue permanently. This is where the connection betweenIncident ManagementandChange Enablementoccurs. For instance, if the resolution of the incident requires a modification to the system, a change request is initiated to implement this solution, ensuring the problem does not recur??.

Omnichannel communicationrefers to the practice of using multiple communication channels (such as phone, email, chat, etc.) to ensure that messages are directed to the correct audience. In ITIL 4, omnichannel communication is crucial for ensuring that users can interact with the service desk or other service providers through their preferred channels, allowing for more efficient incident management and service request handling??.

TheIncident Managementpractice in ITIL 4 provides several benefits, including the fulfillment of SLAs, improving client and employee satisfaction, and reducing losses caused by service unavailability. However,reduced knowledge capture and reuseis not a benefit; in fact, knowledge capture and reuse are key goals of incident management to ensure that lessons learned from incidents are applied to prevent future issues. Proper documentation and sharing of knowledge ensure continuous improvement and efficiency in resolving incidents??.

While knowing the current status of services and service components provides several operational benefits,filtering monitoring datais not directly a benefit of knowing the status. Instead, it relates to the capabilities of the monitoring tools themselves, which are designed to help manage and process large amounts of data. The primary benefits of knowing the status include responding to events, optimizing performance, and preventing future incidents??.

In the 'user query handling' process, the input that initiates the process isrecorded and categorized user queries. Once queries from users are logged and properly categorized, they can be processed according to the guidelines and procedures in place??.

Categorized user queriesare an essential input because they allow the system to triage and direct them to the appropriate resources or resolutions.

Improvement initiativesandguidelines for triageare not direct inputs but rather supportive components or outputs used for process enhancement and decision-making during query handling.

Partners and suppliers can play an important role in supporting theservice desk practicebyproviding trained resourcesto work alongside internal teams. This is particularly useful in situations where specialized knowledge or additional staffing is required to handle user requests efficiently. By integrating trained external resources into the service desk, organizations can enhance their capacity and expertise, leading to better service delivery.

Providing Trained Resources: Suppliers can augment the capabilities of the service desk by contributing skilled personnel who are familiar with the tools, processes, and services being offered.

Option C ("By providing trained resources to work in service desk teams")is the correct answer as it reflects how partners and suppliers can directly support service operations??.

Incorrect Options:

Option A: Mandating self-help portals doesn't require supplier involvement.

Option B: Reducing automation is counterproductive to efficient service desk operations.

Option D: Reducing customization of IT services isn't directly related to service desk support.

In a workshop aimed at contributing toinitial incident diagnosis, it is essential to involve theincident managementandknowledge managementmanagers. The incident management manager ensures that incidents are properly handled and escalated as necessary. The knowledge management manager ensures that relevant information and solutions are available to support efficient incident diagnosis and resolution??.

Testing the serviceandmonitoring and event managementare important functions but are not as directly involved in the initial incident diagnosis.

Technical debtrefers to the accumulation of shortcuts, workarounds, and quick fixes implemented during development or operational activities. These temporary solutions, while addressing immediate needs, can lead to long-term inefficiencies if not addressed properly. In the context of ITIL 4, technical debt often involves workarounds that have been applied to prevent immediate incidents but have not been fully resolved with permanent solutions. This can lead to a backlog of issues that need to be systematically addressed to prevent future problems??.

The primary reason for identifying and understanding problems and their impact is to prevent or minimize the negative effects they can have on services. Problems, if left unaddressed, can lead to recurring incidents, disruptions, and a decline in overall service quality.

The value stream focused on restoring normal service after an incident is primarily concerned with the latter stages of the incident lifecycle. Let's break down why:

Incident detection and registration (1 & 2):These are the initial stages of incident management, where the focus is on identifying and logging the incident. While important, they don't directly contribute to restoring service.

Incident resolution (3):This is where the actual work to fix the underlying issue and restore service takes place. The problem manager's expertise in identifying and addressing root causes can be invaluable in this stage.

Incident closure (4):This involves verifying that the service has been restored, documenting the resolution, and conducting any necessary follow-up actions. The problem manager cancontribute to ensuring that the problem has been adequately addressed and preventive measures are in place.

Therefore, the problem manager should attend workshops 3 and 4, as these are the stages where their expertise and involvement will be most beneficial in improving the value stream for restoring normal service.

TheMonitoring and Event Managementpractice is designed to monitor services and components in real-time to detect events and respond accordingly. This practice allows for the early detection of incidents, which can then be addressed before they escalate and affect service performance.

Monitoring and Event Management (Answer A - Correct):This practice helps detect incidents by monitoring the health of systems and identifying deviations from normal operation. It triggers alerts when events occur that could indicate an incident, allowing for early detection and resolution.

Problem Management (Answer B - Incorrect):Problem management focuses on identifying the root cause of incidents and preventing them, but it is not primarily used for early detection.

Service Request Management (Answer C - Incorrect):This practice deals with fulfilling service requests and does not focus on detecting incidents.

Knowledge Management (Answer D - Incorrect):Knowledge management involves capturing and sharing information but does not directly support the detection of incidents.

ITIL 4 References:

Monitoring and Event Management Practice:Enables the detection of events and incidents in real-time, ensuring that issues are caught early before they impact users.

In ITIL 4, after mapping a value stream, the next logical step is to analyze the value stream map to identify waste. This analysis helps the service management team to pinpoint inefficiencies, bottlenecks, and redundant activities in the incident management process. By identifying and addressing these areas of waste, the team can improve the overall performance and flow of the value stream??.

The process ofevent handlingin ITIL 4 involves managing events by systematically identifying and responding to them. This includes sending out notifications when significant events are detected, ensuring that the appropriate stakeholders are informed of any issues or changes in the status of services??.

Involvingthird partiesin problem management is often necessary whenerrors in third-party productsare the root cause of problems within the service provider's environment. These errors can lead to incidents or disruptions, making it essential to collaborate with external vendors or partners to resolve such issues??.

Problems impacting third parties(Option A) orinsufficient resources(Option D) might be considerations, but the direct impact of third-party products is the most likely reason.

Problem categorization and impact analysis(Option B) are typically internal activities.

Ahealth modelin ITIL 4 refers to a comprehensive understanding of how various components of a service perform in relation to user expectations. By using a health model, a service provider can assess the overalluser experienceand determine whether the service meets performance standards.

Health Model (Answer C - Correct):A health model provides insights into the status of key service components and how they affect the user experience. By comparing actual performance data with desired outcomes, the provider can make informed decisions on service improvements.

Event Correlation (Answer A - Incorrect):Event correlation links related events but does not directly assess user experience.

Rule Set (Answer B - Incorrect):A rule set may be used to define thresholds for system alerts but does not directly assess user experience.

Monitoring Action Plan (Answer D - Incorrect):This refers to the strategy for monitoring activities, but it is not specifically designed to measure or assess user experience.

ITIL 4 References:

Monitoring and Event Management Practice:The health model is a tool for understanding the impact of service health on user experience, allowing for continuous improvement of services.

One of the main challenges associated with user-to-technology interactions is the involvement of subjective attitudes and emotions. Users may have different levels of comfort with technology, varying expectations, and emotional reactions to incidents, which can complicate interactions and affect the quality of the service. Managing these subjective elements requires a combination of technical solutions and empathetic, user-focused support??.

Theservice request managementteam structure is often similar to that of theincident managementpractice. Both practices involve handling user interactions, managing user expectations, and ensuring swift and effective resolution of issues (in the case of incidents) or fulfillment of requests (in the case of service requests).

Shared Team Structures: Since both practices require similar processes—capturing, categorizing, and managing requests or incidents—many organizations use the same or similar team structures for both practices to optimize efficiency.

Option B ("Incident management")is the correct answer because the workflow and team structures often overlap with service request management, as both deal with managing user-facing interactions???.

Incorrect Options:

Option A (Change enablement): This focuses on managing changes, not requests.

Option C (Problem management): This focuses on identifying and managing the root cause of incidents.

Option D (Service level management): This is concerned with setting and managing service performance expectations, not with the operational fulfillment of requests.

The role of aservice desk managergoes beyond operational tasks and includes ensuring that the team works in a positive and productive environment. Maintaining a healthy work culture is essential for motivating staff, reducing burnout, and improving overall service desk performance. This aligns with ITIL’s focus on managing people, roles, and responsibilities to deliver quality service??.

Partners and suppliers in ITIL 4 play a significant role in supporting service management practices, including the service desk. The key is understanding how they can complement and enhance service operations through their expertise and resources.

A. By reducing the need to customize the IT services: This option relates more to service design or service development. It doesn’t specifically align with how partners and suppliers would support the operational and communication-focused aspects of the service desk?.

B. By advising on how to build the team and implement an information system(Correct Answer): Partners and suppliers often provide expertise in areas such as team structuring, system implementation, and best practices. In the context of the service desk, external expertise can be invaluable in setting up effective service desk operations, selecting and implementing tools for managing communication, and ensuring smooth integration with other IT operations??.

C. By providing problem management tools: While problem management tools are valuable, they are more directly aligned with theproblem managementpractice rather than supporting the service desk. The service desk focuses on communication, incident capture, and request management?.

D. By outsourcing the development of IT services: Outsourcing the development of IT services is more aligned with service delivery and design. While external service providers may offer support for technical services, this does not directly support the service desk’s operational focus??.

Therefore,Bis the correct answer as it clearly reflects how partners and suppliers can support the service desk practice through advice on team building and systems implementation??.

To optimize the costs of the services delivered to customers, themost important capabilityof the workflow management tool inservice request managementis thesupport of end-to-end value streams. ITIL 4 focuses on understanding and optimizing the entire value stream rather than isolated tasks to ensure services are delivered efficiently and cost-effectively.

Support of End-to-End Value Streams (Answer D - Correct):By supporting end-to-end value streams, the workflow management tool can track and manage the entire process, from request submission to fulfillment. This capability is critical for analyzing the full cost of delivering a service, identifying bottlenecks, and optimizing the process. Understanding the full value stream allows the CIO to make informed decisions about how to reduce costs without sacrificing service quality.

Available and Convenient Self-Service (Answer A - Incorrect):While self-service can reduce operational costs by enabling users to fulfill some requests independently, it does not directly contribute to optimizing the cost of the entire service delivery process.

Affordable and Flexible Super-User Role (Answer B - Incorrect):Super-user roles can assist in managing service requests, but this feature is not directly related to the optimization of service delivery costs.

Work Hours Planning and Reporting (Answer C - Incorrect):While work hours planning and reporting help manage resource allocation, they are not the most critical element for understanding the overall cost of delivering services across the entire value stream.

ITIL 4 References:

Service Request Management Practice:Emphasizes the importance of managing and optimizing end-to-end value streams to ensure cost-effective service delivery.

Service Value Stream Mapping:ITIL focuses on identifying and optimizing the complete value stream to reduce costs and improve efficiency.

To ensure that incident management practices are continually improving, it is essential that the effectiveness of incident resolution is regularly reviewed. This includes analyzing performance metrics, identifying areas for improvement, and implementing changes to enhance the process. Regular reviews help the organization stay responsive to emerging challenges and ensure that incident management practices remain aligned with organizational goals??.

TheService Deskpractice in ITIL 4 plays a critical role in facilitating communication between the service provider and users. One of itsPractice Success Factors (PSFs)is ensuring effective and efficient communication.

Effective, Efficient, and Convenient Communication (Answer A - Correct):A key success factor for theService Deskis its ability to provide smooth and efficient communication channels between the service provider and its users. This involves ensuring that users can easily report issues, ask questions, and receive timely responses. ITIL 4 encourages the continual improvement of these communication channels to adapt to changing user needs and technological advancements.

Voice and Video Call Scalability (Answer B - Incorrect):While scalability of communication methods is important, it is a technical challenge rather than a core success factor for the Service Desk.

Service Desk Staff Communication (Answer C - Incorrect):While internal communication within the service desk is essential, the primary focus of the Service Desk is facilitating communication between the service provider and its users.

Multichannel Communication (Answer D - Incorrect):Multichannel communication is a means of providing options to users, but it is not a core success factor on its own. The success factor lies in ensuring that communication—regardless of the channel—is effective and continually improving.

ITIL 4 References:

Service Desk Practice:A key success factor is providingeffective communicationbetween users and the service provider.

Continual Improvement Practice:Emphasizes the importance of continually improving communication methods to ensure they meet user needs.

When human responses are required for events,workflow management and collaboration toolsare essential for the effective joint work of IT teams. These tools help coordinate tasks, ensure proper handoffs, and facilitate communication between teams, making it easier to manage incidents and events that require manual intervention??.

The best way to identify waste in a value stream is tomap the activities and information flows. This helps visualize how work and information move through the process, making it easier to identify bottlenecks, redundancies, or unnecessary steps that contribute to inefficiency??.

Reflecting on the value stream map(Option A) andwalking the service value stream(Option B) are useful steps but not as effective for identifying waste as mapping the detailed activities and flows.

Identifying the scope(Option C) is an important first step, but it doesn’t directly help in identifying waste.

Error controlis most likely to have a dependency on third parties, especially when the errors are related to third-party software or services. This process involves managing known errors and may require input from vendors or suppliers to provide patches, updates, or other fixes. As a result, coordination with external partners is often essential in resolving such issues??.

To determine the correct answer, we must first evaluate each of the metrics provided in the options against the ITIL 4 guidelines for Incident Management.

Time between incident detection and acceptance for diagnosis:This metric is critical in measuring the efficiency of incident response processes, as it indicates how quickly an incident is identified and taken up for diagnosis. ITIL emphasizes that timely detection and diagnosis are vital to resolving incidents efficiently, making this a relevant key metric??.

User satisfaction with incident handling and resolution:ITIL 4 places strong emphasis on customer-centricity, including user satisfaction as a key measure of service success. Monitoring user satisfaction helps assess the effectiveness and user-friendliness of incident handling, which is essential for ensuring the quality of service. This is explicitly mentioned in ITIL practices for service management?.

Percentage of incidents resolved before being reported by users(Correct Answer):Although detecting incidents before users report them is important, it is not typically used as a direct measure of incident resolution effectiveness. Instead, this is more of a metric associated withEvent ManagementandMonitoring, where systems automatically detect potential issues before they impact users. Thus, while it helps minimize disruption, it does not directly measure how well incidents are resolved after they are detected??.

Percentage of incidents detected via monitoring and event management:This metric is related to the ITIL practices of monitoring and event management, which are crucial for proactively identifying issues before they affect users. It is an important metric for improving incident detection and, subsequently, the speed of resolution??.

In conclusion, the correct answer isC, as the percentage of incidents resolved before being reported by users is more relevant to event detection and monitoring processes rather than a direct indicator of theeffectiveness of resolving incidents quickly and efficiently. The other options represent key metrics directly linked to the success factor of resolving incidents efficiently, as outlined in ITIL 4???.

Atcapability level 3in the ITIL maturity model, practices likemonitoring and event managementare integrated into service value streams, ensuring that they are part of the broader process of value creation. This integration indicates a mature and well-functioning capability??.

Whileagreed processes, roles, and responsibilities(Option B) andregular reviews or reporting(Options C and D) are important, the key indicator of level 3 is the integration of the practice into the service value streams.

Workflow management and collaboration toolsare used to track and manage the different statuses of problems, including problems under investigation and known errors. These tools help ensure that problems and known errors are handled using predefined workflows, allowing for clear separation of records. This also ensures that problems are moved through the correct processes until they are either resolved or logged as known errors??.

Monitoring and event management toolstrack events and incidents but are not specifically designed for managing problem records.

Knowledge management toolsstore and provide access to information but do not manage workflows.

Service configuration management toolsmanage the configuration of services and assets, but they do not directly manage problem and known error records.

If an organization'sservice request managementpractice only partially achieves its purpose, it would be classified atLevel 2on the ITIL maturity model. At this level, processes are documented but are not consistently followed or integrated into the organizational culture. This leads to the practice being performed inconsistently or in an ad-hoc manner??.

Level 1represents an initial, chaotic process, whileLevel 3andLevel 4reflect higher maturity with more consistent and optimized processes.

When a service provider lacks human resources to establish problem models, it is advisable touse a third-party consulting serviceto help develop these models. ITIL encourages organizations to leverage external expertise when internal resources are insufficient, ensuring that problem management practices remain effective??.

Postponing problem management(Option B) is not recommended as it delays resolution.

Delegating to a problem coordinator(Option C) might help, but if there are insufficient resources, external help is a better option.

Creating a single model(Option D) is not effective, as problems vary and need tailored approaches.

In ITIL 4, theservice owneris typically the person responsible for managing a specific service throughout its lifecycle. The service owner has a deep understanding of the service's architecture, including how the components are configured and how they interact. When a vendor bulletin describes a critical issue affecting servers that play an essential role in the delivery of a service, it is the service owner who is most likely to assess how this issue could impact the organization's operations. They have the expertise to understand the dependencies of these components within the service and make informed decisions about risk mitigation and necessary actions??.

In ITIL 4, incidents are categorized based on their impact and urgency, and the way they are managed depends on their classification. Let’s break down the various types of incidents mentioned in the question:

Recurring Incidents (Answer A):These are incidents that have been identified and occur frequently, often with well-documented resolutions (e.g., through a known error or workaround). Due to their recurring nature and the availability of established solutions, these incidents typically do not require an individual review upon resolution. Instead, they may be reviewed in bulk periodically or handled through predefined processes. According to theITIL Service Operationpractice, recurring incidents are often managed throughProblem Management, where known errors or workarounds can be applied without requiring a detailed review every time. This makes recurring incidents the correct answer.

Major Incidents (Answer B):Major incidents are high-impact, urgent incidents that require immediate attention and ofteninvolve significant resources. ITIL 4 specifies that major incidents should always undergo an individual review to assess the incident's cause, resolution time, and how the incident was handled to avoid future recurrences. This is part of thePost-Incident Reviewprocess outlined in theIncident Managementpractice, ensuring lessons are learned and improvements are made.

New Types of Incidents (Answer C):New types of incidents are unfamiliar and do not have a predefined resolution or known error in place. These incidents typically require careful investigation and review upon resolution to ensure they were handled appropriately and to determine if any preventive measures need to be taken. ITIL 4 promotes continuous learning from such incidents to improveKnowledge Managementand prevent future occurrences.

Incidents Not Resolved in Time (Answer D):Incidents that are not resolved within the agreed time frame (Service Level Agreement breaches) are typically reviewed to understand why the service level was not met. Such incidents are important forService Level Managementto ensure that corrective actions are taken and similar delays do not occur in the future.

ITIL 4 References:

Incident Management Practice:ITIL emphasizes efficient handling of incidents to restore service operation quickly. Recurring incidents often have aknown errorand are resolved using documented procedures, hence not requiring detailed individual review each time.

Problem Management Practice:This deals with analyzing recurring incidents, identifying their root cause, and either resolving them permanently or establishing a workaround.

Service Level Management Practice:Incidents breaching the SLA (Answer D) are usually reviewed to improve performance and ensure compliance in future instances.