Online Access Free ITIL-SOA Exam Questions

Scenario
A financial services organization has undergone a period of rapid expansion. From its operating base it has expanded to serve customers in over 25 countries spread around the globe. There are plans to enter more markets in the next 12 months.
The key stakeholders involved in the global expansion project have briefed the chief information officer (CIO) on the plans. They have identified IT service performance as one of the major threats to the plan. The CIO has been under pressure from the board due to poor IT service performance in the previous six months. The chief concern has been significant performance variations in network connectivity and communications.
The organization currently has three contracts with different local external suppliers in operating markets supporting three IT network hubs. Whilst the suppliers are all happy to follow local internal IT processes, getting the three to work together on incidents or changes has proved increasingly difficult.
A number of outages have resulted in a blame culture where even the local internal IT departments have been sympathetic to their service providers, resulting in strained relationships between these internal departments at an operational level.
Other issues encountered at one or more locations have included:
* Long-term service improvements have been sacrificed in favour of short-term fixes that avoid the payment of contract penalties by the suppliers
* Changes in ownership of the customer relationship by the suppliers
The CIO believes that a lack of communication between suppliers has been the key cause of failures.
All three supplier contracts are due for renewal in the next 12 months. After consultation, a decision to re-tender for network services has been taken by IT, and approved by the CIO and the board of directors.
Refer to the Scenario.
When considering suppliers, which one of the following options would BEST ensure that network issues are addressed in order to meet the needs of the financial services organization?

• A.Consideration should be given to entering into a partnership with a single supplier where mutual trust and a good relationship can be established.
  Supplier management should have a single, defined point of ownership within each country to manage all local operational issues.
  A risk-reward framework should be mapped out as an incentive for the supplier to solve local issues.
  A strategic alignment should be sought with the supplier where values, goals and cultural fit are similar to that of the financial services organization.
  The supplier should set up its own dedicated global account management team to deal with transition and on-going issues by working with local IT support teams.
• B.Consideration should be given to entering into a partnership with a single supplier where mutual trust and a good relationship can be established.
  Supplier management should have a single, defined point of ownership with local responsibility granted for operational management of issues.
  A long-term, risk-reward framework should be mapped out to encourage the supplier to work towards sustainable service improvements instead of shorter-term quick fixes.
  A strategic alignment should be sought with the supplier where values, goals and cultural fit are similar to that of the financial services organization.
  Implementation of a joint partnership team to initially ensure a smooth transition of the service to the new supplier and to subsequently manage on-going service improvement.
• C.Consideration should be given to entering into a partnership with three local suppliers who have worked together before in similar circumstances. This will ensure both communication and local cultural differences are addressed.
  Supplier management should have a single, defined local point of ownership with responsibility granted for operational management of issues.
  The threat of contractual penalties should be removed to encourage suppliers to think longer term about sustainable service improvements.
  Suppliers will commit to the use of local IT processes to ensure compliance and good communication.
  Suppliers are to ensure that staff engaged in the contract (in particular the account managers and customer service managers) are fully ITIL trained so they understand and can implement service management best practice disciplines.
• D.Consideration should be given to re-contracting with the three current local suppliers. There is no suggestion that they are technically incompetent; it appears to be communication and local cultural differences that cause problems.
  Supplier management should have a single, defined local point of ownership with responsibility granted for operational management of issues.
  The threat of contractual penalties should be removed to encourage suppliers to think longer term about sustainable service improvements.
  Communication issues should be addressed by ensuring all incidents are reported to a single global service desk that the financial institution should implement.
  Suppliers are to ensure that staff engaged in the contract (in particular the account managers and customer service managers) are fully ITIL trained so they understand and can implement service management best practice disciplines.

Scenario
A commercial IT services company has been successful for many years. Its key strategic differentiator has been the provision of new services to meet customers' needs in very short lead times. Recently profits have dipped, forcing senior management to take a look at the lifecycle costs of providing the IT services to their external customers.
The organization has had a service catalogue containing customer and supporting views for some time. It is an essential source of information about the IT services and is used by both the business relationship managers and the IT services teams. Services are designed internally but often transitioned and operated in partnership with other suppliers.
For each service, the service catalogue currently contains:
* A description of the service
* Summary of the service level targets
* The level of support and support details
* Details of the supporting services and components
* Details of services obtained from suppliers
When sales leads are obtained from potential new customers, the requirements are compared with services in the service catalogue and, if no matching service can be found, a project is set up to quickly develop a new service. In the past this has been justified as meeting the needs of the customers, and full business cases were not developed.
A senior service manager has suggested introducing a service portfolio management process and needs to get the support of the IT management team. The management team wishes to know what extra information would be included in a service portfolio over and above what is already in the service catalogue and what value it would be to them.
The company is looking to restrict investment in new resources. Therefore, only a few projects can be authorized in the next budget cycle.
Refer to the Scenario.
Which one of the following sets of statements BEST describes the elements that a service portfolio contains in addition to the elements in a service catalogue, and describes the additional value service portfolio management would bring to the IT services company in resolving their current issues?

• A.The service portfolio will include: business cases; risks; investment priorities; value propositions.
  The service portfolio will show where resources are used across all stages of the service lifecycle both within the provider and where they have been acquired from suppliers.
  Service portfolio management will improve the organization's ability to compare potential investments and make sound decisions.
• B.The service portfolio will include: business cases; risks; business outcomes supported; cost and pricing.
  The service portfolio will show the proportion of resources acquired from key suppliers so that the cost of new services can be accurately estimated.
  Creating a service portfolio that includes services in the service pipeline, as well as those in the service catalogue, will enable new services currently being developed to be included in service offerings. This increased visibility of new services extends the range available for new opportunities.
• C.The service portfolio will include: resource allocation; support terms and conditions; ordering and request procedures; the value proposition; offerings and packages.
  The service portfolio will show where additional resources will be required to operate new services.
  Service portfolio management will enable the organization to rationalize existing services to optimize the use of resources.
• D.The service portfolio will include: ordering and request procedures; service level targets; support terms and conditions; details of services obtained from suppliers.
  The service portfolio will show the resources and capabilities that are needed to improve the services in the service catalogue.
  Service portfolio management will enable the organization to expand the service catalogue to include details of service requests and standard changes, providing a valuable self-help portal to users.