ITIL V3 Intermediate Lifecycle Stream:

SERVICE TRANSITION CERTIFICATE

Sample Paper 2, version 4.0

Gradient Style, Complex Multiple Choice

SCENARIO BOOKLET
This booklet contains the scenarios upon which the 8 examination questions will be based. All questions are contained within the Question Booklet and each question will clearly state the scenario to which the question relates. In order to answer each of the 8 questions, you will need to read the related scenario carefully. On the basis of the information provided in the scenario, you will be required to select which of the four answer options provided (A, B, C or D) you believe to be the optimum answer. You may choose ONE answer only, and the Gradient Scoring system works as follows: If you select the CORRECT answer, you will be awarded 5 marks for the question If you select the SECOND BEST answer, you will be awarded 3 marks for the question If you select the THIRD BEST answer, you will be awarded 1 mark for the question If you select the DISTRACTER (the incorrect answer), you will receive no marks for the question

In order to pass this examination, you must achieve a total of 28 marks or more out of a maximum of 40 marks (70%).

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Scenario One
A bank that has operated with a single location for several years is planning to open two new branches. This expansion requires increased compliance with regulatory reporting. An external consultant assessed the organizations IT Service Management processes and reported: Current Change Management practices are operating at a sufficient level of maturity for the current size and structure of the organization. More analysis should be conducted by Change Management around the number of failed changes being reported, however it is not seen that the branch, or its customers, have been put in a significant position of risk. Configuration Management has been successfully operating in the IT support organization with the use of spreadsheets manually kept up to date by each area. The information found in these spreadsheets demonstrates a solid foundation for configuration information however it is recommended that this information be centrally housed and shared among other areas to optimize its value and potential. As part of the data gathering, the external consultant requested a meeting involving both IT and Business management. At the meeting, the Branch Manager raised the importance of retaining a positive public profile and maintaining the Banks reputation and market image. The Branch Manager realizes that the business plans to expand the number of branches, and operating in a new and larger market space means the Bank must be more competitive. There have recently been some unexplained service outages. These unexplained outages are a major concern as they constitute a risk to Bank operations. In the final report, the external consultant recommends the Bank invest in a more robust Configuration Management System.

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Scenario Two
A new service has been developed for a major airline. The service was designed according to agreed and documented stakeholder requirements. Performance criterion were established along with the release and deployment approach. The Service Design Package (SDP) was completed and signed off by all relevant stakeholders as being accurate, comprehensive and achievable. The Service was subsequently built, deployed and handed over to Service Operations. After initial use of the service, various customers have stated the new service does not deliver the value they expected. A full review, under the authority and direct control of the Chief Information Officer (CIO), shows that the Service Transition phase fully followed company policy and procedures. It is suspected that these may now be deficient and have possibly contributed to the situation, since after following tem, there were still customer issues with the new service, the CIO appointed an external consultant to carry out an independent review of the Service Transition policies and procedures. The consultants review confirms that the new Service was designed and developed in accordance with stakeholder needs and preferences. It also determined that the financial aspects of the service were properly considered, and that the service was correctly designed to deliver a net benefit to the organization. The consultants report notes that while the Companys Service Transition procedures were followed, during the period that the service was being built, tested and deployed into the live environment, a series of external business changes impacted how the service would be used once in operation. These were identified as: Legislation changes that require extra safety inspections on older aircraft New international regulations on minimum passenger space Acquisition of a new subsidiary airline and consequent expansion into new operating territories.

The CIO has asked the consultant to carry out an extra assignment; to work with staff to review and revise the Service Transition policies, processes and procedures, in particular how services are evaluated. The emphasis is to ensure that activities consider, during the design and transition phases, ALL appropriate influencing factors that could affect the anticipated business value of the services.

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Scenario Three
You are the Release and Deployment Manager for an organization, with 2500 users in the United States of America (USA), 300 in France, 450 in Australia and 250 in Singapore. The USA and France have the same applications and a common PC and server infrastructure. Singapore and Australia have similar, applications and infrastructure, but each is different in some respects. IT Services are delivered using commercial off-the-shelf applications to support business operations, integrated by the internal IT department. Users login to each application separately with different usernames and passwords for each application. This is being replaced by new, single sign-on functionality, requiring deployment of new software to all PCs. The single sign-on service requires rapid deployment to ensure implementation within the current financial year. The company has Incident, Problem, Change, Release and Deployment, and Service Level Management in place. User representatives from Singapore and Australia have complained at service review meetings that they experienced significant problems and downtime after previous deployments Also that they are not involved in requirements gathering, testing or assurance activities. They feel other business areas have been consulted and therefore receive a better service from IT. Each business area contributes financially to central IT services funding. Singapore and Australia question the need for them to continue to contribute on an equal financial basis, when other groups get preferential service. Business disruption during the pilot must be limited to enable usual business operations to continue. To take this into account and minimize disruption, the IT department decides to first use a pilot for the single sign-on deployment to give them a chance to identify and fix issues before full roll-out. The pilot scope will include a deployment method, communications, training and installation. A baseline will be taken before any deployment commences.

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Scenario Four
You are Chief Information Officer (CIO) for a company in the mobile phone industry, a very volatile market sector with short planning horizons. The business value of IT rests upon the fast delivery to market of software, hardware and technical innovations. Most of your staff has attended ITIL training and you have established formal Change Management and Release and Deployment Management processes. If Changes are not implemented successfully, then business profitability is affected. The company is a small organization. You know all the staff; the individuals working for you are competent, skilled, work hard for the company and understand the business priorities and goals of the organization. Most software development, hardware installation and upgrades is contracted out. However, while new and changed services are getting implemented on time, often they do not work reliably and often do not seem to deliver the new or improved service quality that the customers expected. The Marketing Department has been passing on information regarding specific customer complaints that in their opinion are caused by IT failures. Change Management is responsible for tracking and overseeing Changes. These Changes are then delivered through a Release and Deployment Management process. Each process is overseen by a different manager both report to your IT Services Manager who is responsible for in-house IT staff. Testing of new or changed services is the responsibility of each Project Manager projects are outsourced and controlled by the Development Contracts Manager. You are sure the issue is with Service Transition, and feel that additional roles will help improve the performance of Service Transition and improve the quality of releases services while maintaining the speed of deployment that is so critical to the Business.

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Scenario Five
A home security surveillance organizations IT department experiences high volumes of Requests for Change (RFC) which are frequently higher impact Changes that cannot follow a standard Change Model. After careful analysis of IT budgets it has been determined that IT has to drastically reduce their operating costs. One major area of concern to the business is what seems to be unnecessary enhancements to the IT infrastructure that often require too many resources to implement. The current IT Change Management process operates separately from both the Business Change Management process and the Project Management Office. The Change Manager has the delegated authority to approve and reject changes provided that each change has been fully assessed against the published Change Evaluation Criteria. This often becomes quite time consuming. The Change Evaluation Criteria includes (among other elements): Determining the impact that the Change will have on business operation and other services Determining the effect on the infrastructure, customer service and Service Level Agreements of not implementing the Change

There is also a list of pre-approved Changes which only need to be logged and recorded in the Service Management tool. In response to the recent demands from the business to reduce ITs operating costs, the IT director has started many initiatives, including improvement to the Change Management process. The IT Director wishes to use ITIL Change Management best practices as the basis for improving the current Change Management practices to address the areas of concern and reduce IT operating costs.

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Scenario Six
The IT department of a large company has been working on an IT Service Management Improvement programme for the last year. Most efforts to date have centered on Change and Service Asset and Configuration Management (SACM). Currently, the combined improvements seem to be delivering benefits. The percentage of Incidents directly attributed to Changes has fallen, and effective SACM has improved impact assessment which in turn, has helped IT understand the potential impact of Changes they propose themselves and those requested by their suppliers or users. All recent new and changed services have passed the required tests, are considered successful and being delivered within their expected performance criteria. Some of the key business customers have just come back from a conference impressed by the apparent flexible and adaptive services their competitors described to them during networking sessions. The feeling is that other companies are able to make better use of the new services delivered by their IT departments. This has led the business to feel that they are not as well served as they should be by their IT Service Provider. Following the positive results from adapting their Change and SACM practices, using ITIL, the IT Service Manager is looking further improve their Service Transition practices. The Chief Information Officer (CIO) has said that funding is available for an improvement project, but made it clear that it must deliver a noticeable improvement in Customer Satisfaction. Those involved with the Service Transition Lifecycle have had several internal debates about how they should move forward. The IT Service Manager has asked for views on which Service Transition processes and activities, and in what priority, would enable them to improve business support and therefore to increase customer satisfaction.

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Scenario Seven
You are a consultant assisting a small market research company. All IT applications used are standard software, purchased as packages and are used widely throughout their market sector. The company makes extensive use of spreadsheets and simple databases, built and used by business staff. There are few IT staff, most are part-time to IT, with their main roles in the Business. The peaks and troughs of work typical in the industry mean this arrangement works well. The roles of Chief Finance Officer (CFO) and Chief Information Officer (CIO) are combined; the current incumbent has previous experience in IT Service Management within a large company. The Organization wants to adopt best practice and they already have a basic understanding of ITIL. At your first meeting the CFO/CIO sets out their current concerns: When software new or updated is purchased, implementation is always later than planned The expected benefits from IT are not delivered. Staff discuss things at industry meetings and get the feeling that although they use the same software as their competitors, they get less benefit from it Services are not always available, and performance is neither consistent nor adequate. Often, when new or improved services are being introduced there are significant unannounced and unplanned outages

The CFO/CIO also explains there is funding for a new full-time role focused on IT, and the CFO/CIO wants that person to focus on Service Transition, since that is the only Service Lifecycle stage that IT actually delivers, because: Service Strategy exists as a defined list of the services the Business needs. The Directors discuss the budgeting to purchase and maintain them and the future requirements, at monthly Board Meetings Service Design is not required since services are purchased as-is and are not developed Service Operations is managed by the users themselves, supported by an external Service Desk from a local company Continual Service Improvement is what is happening now, evidenced by asking you to come in and establish Service Transition

You realize that the CFO/CIO view is not correct and you decide to enlighten this view by making a case that does focus on establishing Service Transition while showing what else is needed to make that successful.

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Scenario Eight
A very successful internet hosting company has recently been introduced to Venture Capitalism. In addition to providing hosting services, they purchased two of their client companies. They increased their success and then sold them for a good profit. After this initial success, their strategy has been to purchase small internet-based companies, building their growth, selling some and keeping others. As an independent Consultant, you have just given a presentation at a Service Management Seminar on ITIL Best Practices and the Service Lifecycle. After attending your talk, the CEO of this Company has approached you and asked how Service Transition can help their Business strategy and support the success and growth of their Organization.

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ITIL V3 Intermediate Lifecycle Stream:

SERVICE TRANSITION CERTIFICATE

Sample Paper 2, version 4.0

Gradient Style, Complex Multiple Choice

QUESTION BOOKLET
Gradient Style Multiple Choice 90 minute paper 8 questions, Closed Book
Instructions 1. All 8 questions should be attempted 2. You should refer to the accompanying Scenario Booklet to answer all questions 3. All answers are to be marked on the answer grid provided 4. You have 90 minutes for this paper 5. You must achieve 28 or more out of a possible 40 marks (70%) to pass this examination

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Question One
Refer to Scenario One
As the Banks IT Manager, you will give a presentation to senior IT leadership, Branch Manager and customers to gain support for upgrading the existing Service Management tool to enable a Configuration Management System (CMS). What are the KEY points your presentation will cover? A. B. There will be a significant increase in the quality and accuracy of Asset information. This will enable IT to provide reporting on software licence compliance Introducing a CMS will improve Incident Managements speed in identifying faulty Configuration Items (CIs) and this reduce the impact that Incidents have on IT Services The business will better understand the value of IT components in use The use of integrated data from across the support organization will allow IT to proactively manage outages and to understand the extent of the impact that Incidents, Problems and failed Changes have on the services IT delivers to the business A CMS will allow IT to account for, manage and protect the integrity of Service Assets and CIs ensuring only authorized components are in use and only authorized Changes take place Improved reporting capabilities will assist IT to comply with regulatory reporting requirements The use of integrated data from across the support organization will allow IT to better manage outages and understand the extent of the impact of IT faults and failed Changes have on the services IT delivers to the business More accurate information would be available enabling better decision making and potentially reduce errors which could optimize support costs Improved reporting capabilities will assist compliance with regulatory reporting requirements More accurate information would be available and shared across the support organization which would result in less application re-work Improved reporting capabilities would increase the efficiency and effectiveness of impact assessments performed for Changes, Incidents and Problems Over time, the average time to implement changes would decrease thus allowing IT to be more responsive to the Business

C.

D.

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Question Two
Refer to Scenario Two
Which one of the following approaches to Evaluation is MOST likely to prevent similar problems in the future? A. Establish an Evaluation process that assesses predicted performance of the service at the beginning and at key stages throughout the Transition stage. The focus is on assessing the beneficial effect of a service change based on modelling and measurement of business outcomes. The Evaluation Report is delivered to Change Management to enable them to decide whether or not to accept the proposed new or changed service. B. The Service Transition teams need to ensure that the service was built as designed, and then the business customer must assess whether the service is to be accepted, since only the business can say whether the service will be able to deliver necessary benefits for the previously determined costs. Only after the IT tests have been completed and IT utility established can business effectiveness be assessed. C. With input from the business and IT, establish an Evaluation process which will consider all anticipated and actual effects of the new or changed service at various key stages of Service Transition, from receipt of Service Design Package to Early Life Support. The process reports to Change Management recommending they accept or reject the service change based on anticipated business value at each stage. D. The anticipated risk to the business of continuing with the Service Transition needs to be formally discussed with the business to reconfirm deployment after the service has been built before proceeding with Transition activities. Once the business has confirmed acceptance, then testing can be carried out and the deployment completed quickly before circumstances change.

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Question Three
Refer to Scenario Three
Which one of the following options is the BEST Pilot approach? A. Pilot in United States of America (USA) taking advantage of the largest individual group, including all users covering all applications. Users receive the new release, using it to carry out normal activities for one week. Afterwards, the pilot is rolled back to the baseline. Availability and Incident statistics are analyzed. Deployment Plans are updated based on lessons learned before full roll-out. B. Pilot in USA, France, Singapore and Australia, include all users covering all applications. Users receive the new release, using it to carry out normal activities. Service Level Agreement (SLA) achievement and open Incidents are reviewed daily. After two weeks, if SLAs are not being achieved, the pilot is rolled back and Deployment Plans updated with lessons learned. If SLAs are being achieved, there will be a handover to Service Operations as a live service. Customer satisfaction and open Problems are to be reviewed at normal Service Reviews. C. Pilot in Singapore and Australia with representative sample covering all applications. Minimize disruption with pre-defined limited samples of transactions daily for one week, recording Exceptions. Survey Singapore and Australian users and analyze recorded exceptions. If successful, handover to Service Operations, and roll-out to all users. If not successful, roll back pilot, update the Deployment Plans before seeking approval for a full roll-out. D. Pilot in USA, Singapore and Australia with representative sample covering all applications. Users will receive the new Release, and use it to carry out normal activities for two weeks. After two weeks the pilot is rolled back, and Incident statistics will be analyzed and supplemented by surveying pilot stakeholders. Deployment plans are updated based on the lessons learned before seeking approval for full roll-out.

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Question Four
Refer to Scenario Four
Which one of the following sets of roles and description BEST reflects those that the Chief Information Officer should introduce to improve the performance of Service Transition? A. Performance and Risk Evaluation Manager This role could be performed by the Release and Deployment Manager and is focused on evaluating the intended effects of a service change and as much of the unintended effects as is reasonably practical given capacity, resource and organizational constraints. They are to provide quality outputs to Change Management. Service Test Manager This role should be undertaken by a new resource, not the Release and Deployment Manager. It is focused on providing confidence that a release will create new or change service or service offerings that deliver the expected outcomes and value for the customers within the projected costs, capacity and constraints. B. Service Transition Manager The IT Services Manager should fill this role and be responsible for acting as the key interface for Senior Management in terms of Service Transition planning and reporting and making final recommendations to the business and IT regarding the decisions to release and deploy new or changed services into production. Release Packaging and Build Manager This role should be undertaken by the Release and Deployment Manager as most development is contracted out. This role establishes the final release configuration, builds the final release delivery, tests the final delivery prior to independent testing, establishes and reports outstanding known errors and workarounds and provides input for final implementation. C. Service Transition Manager The IT Services Manager should fill this role and be responsible for acting as the key interface for Senior Management in terms of Service Transition planning and reporting and making final recommendations to the business and IT regarding the decisions to release and deploy new or changed services into production. Service Test Manager This role should be undertaken by a new resource, not the Release and Deployment Manager. This role is focused on ensuring new or changed services are fit for purpose and fit for use. This role will Confirm that the customer and stakeholder requirements for the new or changed service are correctly defined and remedy any errors or variances early in the service lifecycle. D. Performance and Risk Evaluation Manager This role should be performed by the Release and Deployment and Change Managers and is focused on planning and coordinating resources to successfully establish a new or changed service into production within the predicted cost, quality and time estimates. This role will provide clear and comprehensive plans that enable the customer and business change projects to align their activities with Service Transition. Service Test Manager This role should be undertaken the Release and Deployment Manager and is focused on providing confidence that a release will create new or change service or service offerings that deliver the expected outcomes and value for the customers within the projected costs, capacity and constraints.

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Question Five
Refer to Scenario Five
Based on best practice ITIL Change Management, which of the following answers BEST describes the top 3 initiatives that should be taken to improve the Companys Change Management process? A. First, put in place a Change Advisory Board to assist the Change Manager with assessment and prioritization of Changes and to support the authorization of Changes. Second, Review the list of pre-approved Changes and ensure it is still up to date and fit for purpose as these are a prime candidate for ``unnecessary infrastructure enhancements. Third, update the Change Evaluation Criteria to include business sign-off for all Service Acceptance Criteria. B. First, to ensure more control over spending and streamlining the authorization of Changes, restrict the delegated authority to the Change Manager role and shift authorization responsibilities to the IT Director. Second, review the list of pre-approved Changes and ensure that they still make sense for both the IT organization and the business. Third, widen the scope to interface with the business change processes to ensure all Changes being implemented are aligned to a business outcome. C. First, align the Change Management process with business, project and stakeholder Change Management. Second, update the Evaluation Criteria to include a business focus to the prioritization of Changes, e.g. preventative, enhancement, corrective, etc. Third, put in place a Change Advisory Board to assist the Change Manager with assessment and prioritization of Changes and to support the authorization of Changes. D. First, put in place a Change Advisory Board (CAB) to assist the Change Manager with assessment and prioritization of Changes. The CAB will approve or reject Changes based on their assessment of the risk and impact of the Change. Second, update the Change Evaluation Criteria to include a business focus on the cost of the Change and include Project Manager sign off to accept the costs of the Change within the approved project budget. Third, review the list of pre-approved Changes and ensure that they still make sense for both the IT organization and the business.

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Question Six
Refer to Scenario Six
You are the external consultant who has been asked to advise the team, and to suggest which areas to focus on that would give the desired results. Which one of the following options is the BEST approach to propose? A. The following areas are currently the most important for Service Transition to focus on, and are most likely to be essential to the improvements required: Improve the Organizations Evaluation process Formalize Service Transitions role in Organizational Change

While focusing on the following processes would show improvements for Service Transition, they are not the first priority and should be scheduled for the next phase: Release and Deployment Management Service Testing and Validation

B. The following areas are critical for Service Transition to improve, and are most likely to be essential to the improvements required: Improve the Organizations Evaluation process Release and Deployment Management

While focusing on the following areas would improve the performance of Service Transition, they should not be the first priority and should be scheduled for the next phase: Service Testing and Validation Service Transitions role in Organizational Change

C. The following areas are currently the most important for Service Transition to focus on, and are most likely to be essential to the improvements required: Service Testing and Validation Service Transitions role in Organizational Change

While focusing on the following processes would show improvements for Service Transition, they are not the first priority and should be scheduled for the next phase: Improve the Organizations Evaluation process Release and Deployment Management Question continues overleaf

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Question continued D. The following processes are important for Service Transition, and are most likely to be essential to the improvements required: Improve the Organizations Evaluation process Knowledge Management

While the following areas would improve the performance of Service Transition, they are not first priority and should be scheduled for the next phase: Service Transitions role in Organizational Change Release and Deployment Management

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Question Seven
Refer to Scenario Seven
Which one of the following options demonstrates the MOST IMPORTANT Critical Success Factors for establishing Service Transition? A. Integration with other lifecycle stages processes and disciplines that impact Service Transition. Develop Service Design practices. Regardless of solutions being purchased from Third Parties or developed in house Service Design is a principle source of triggers that initiate work elements within Service Transition. Develop simple Change, Release and Deployment, Validation and Testing and Evaluation processes that reflect the scope, budget and culture of the organization This will demonstrate improved cycle time to deliver Changes and less variation in time, cost and quality predictions during and after Transition. B. Integration with other lifecycle stages processes and disciplines that impact Service Transition. Formalize Service Operation practices to provide testing and Service Acceptance in terms of establishing whether Operations requirements have been met before handover can be made. Develop Change, Release and Deployment and Validation and Testing processes that reflect the scope, budget and culture of the organization. Next, develop a Transition Planning and Support process to manage that capacity and resources to package, build, test and deploy new or changed services. This will demonstrate improved customer satisfaction ratings during and after Service Transition. C. Formalize the approach to Service Strategy which influences the overall structure for Service Transition by providing the Service Portfolio and the constraints and requirements for Service Transition. Develop a Change and Release and Deployment processes which integrate with the other lifecycle stages, namely Service Strategy and Service Design to update the Service Portfolio and Service Catalogue. This will build a thorough understanding of risks that may impact the Transition of services in the Service Portfolio. D. Ensure that Service Transition time and budgets are not impacted by events earlier in the Service Lifecycle to avoid needing to address these in order to make Service Transition successful. Develop formalized Change Management practices which present budgets and expected ROI on new or changed services. This will ensure there is no loss in production hours, costs are kept low, no loss of revenue and perhaps even business failure as a result of poor Service Transition.

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Question Eight
Refer to Scenario Eight
Which one of the following options BEST explains to the CEO how Service Transition can help support the success and growth of the Company? A. Effective Service Transition can complement the business strategy of acquisition and divestments by improving their position to handle high volumes of change and releases across its customer base. ITIL Service Transition will improve the Companys understanding of the level of risk during and after change and could give them a competitive advantage by improving customer confidence in the degree of compliance with business and government requirements during change. B. Effective Service Transition can complement the business strategy of acquisition and divestments by improving their position to handle high volumes of change. ITIL Service Transition can give the Company the ability to adapt quickly to new or changing requirements and market developments, giving them an ultimate, competitive advantage. ITIL Service Transition can also assist in improving the management of corporate mergers, divestments, acquisitions and transfers of service through rigorous control points. C. Service Transition sits between Service Design and Service Operation. The company can extend their business strategy to include their Service Portfolio, Policies, Constraints and architecture. This will help the ever-changing business environment by enabling a seamless integration of Service Transition practices into the organization. D. Effective Service Transition can deliver what the business and newly acquired businesses require within financial and other resource constraints. ITIL Service Transition can provide plans that are aligned with the business and IT and can improve communications and inter-team working. ITIL Service Transition will provide the important decision acceptance criteria needed to avoid unnecessary risk and enable smoother mergers, divestments, acquisitions and transfers of service.

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ITIL V3 Intermediate Lifecycle Stream:

SERVICE TRANSITION CERTIFICATE

Sample Paper 2, version 4.0

Gradient Style, Complex Multiple Choice

ANSWERS AND RATIONALES

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Answer Key:
Scenario One Two Three Four Five Six Seven Eight Question 1 2 3 4 5 6 7 8 Correct: 5 Marks C C D A C A A B 2nd Best: 3 Marks B A A D A B B A 3rd Best: 1 Mark A D C C B D C D Distracter: 0 Marks D B B B D C D C

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QUESTION Question Rationale

One

Scenario

One

MOST CORRECT (5)

SECOND BEST (3) THIRD BEST (1)

DISTRACTER (0) Syllabus Unit / Module supported Blooms Taxonomy Testing Level

This questions tests the candidates understanding of the value of a Configuration Management System and how to articulate the value in both Business and IT terms. This question not only captures a technical element of the CMS but also touches on Stakeholder Management, in having to gain support of both IT and the Business. These three points touch on each of the areas of pain that the business C identified namely the assessment report, regulatory reporting and failed changes. Also this answer option best positions the value statements for both a technical audience and a business audience by addressing both technical benefits and costs This answer option is also a very good choice, however if the IT Manager B emphasized these points they would be leaning to a more technical side and may have trouble gaining support from the business for such a costly venture. This answer option is also highly technical, much like option B. It however A slightly more off target by introducing a narrow view of how the reporting could be improved and assumes that software license compliance is the major reporting issue. While each point is true, they arent represented as value statements, but more D like improved metrics and do not address the issues being faced. ITIL SL: ST03 Service Transition Processes ITIL SL: ST06 Consideration of Technology Level 3 Applying Use ideas, principles and theories in new, particular and concrete situations. Behavioural tasks at this level involve both knowing and comprehension and might include choosing appropriate procedures, applying principles, using an approach or identifying the selection of options. Application - Based on the information given in the scenario the candidate must select the most appropriate option which not only uses Service Asset and Configuration Management to address specific issues it targets both a business and technical audience. Categories covered: Purpose, goal and objective Value to Business CMS ST 4.3.1 - Service Transition processes Service Asset and Configuration Management - Purpose, Goals, Objectives ST 4.3.3 - Service Transition processes Service Asset and Configuration Management - Value to Business ST 7.3 - Technology considerations Configuration Management System Moderate

Subjects covered

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Difficulty

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QUESTION Question Rationale

Two

Scenario

Two

MOST CORRECT (5) SECOND BEST (3)

THIRD BEST (1) DISTRACTER (0) Syllabus Unit / Module supported Blooms Taxonomy Testing Level

This question is focused on the understanding that Evaluation is not about testing if a service has been built according to the agreed design but in whether it will deliver business value. The focus needs to cover both the intended and unintended effects in the circumstances that prevail at the time of transition and as are expected during the operational phase of the service. This answer specifically brings in expertise from all areas and covers the full C duration of ST, and considers both the anticipated and the actual effects the service. Good answer, but the focus is only on beneficial aspects. This is not sufficient A since a key job of Evaluation is to identify if the anticipated benefits can be delivered within acceptable costs, if not, rejection or rework should be recommended. Risk is important and needs to be identified and considered but it is not the D whole picture, benefits also have to be considered. And however quickly transition acts, this approach does not manage changes in requirements. This option does not involve IT. This approach also does not allow the actual B performance to be assessed against the predicted performance so that any deviations can be understood and managed. ITIL SL: ST03 Service Transition Processes Level 4 Analysis The ability to use the practices and concepts in a situation or unprompted use of an abstraction. Can apply what is learned in the classroom, in workplace situations. Can separate concepts into component parts to understand structure and can distinguish between facts and inferences. Application - This question forces the candidate to apply their understanding of the Evaluation processes to a company by analyzing the current issues being faced and selecting the most appropriate approach to prevent issues from recurring. Service Transition Processes ST 4.6.1 Service Transition processes Evaluation - Purpose Goal and scope ST 4.6.4 Service Transition processes Evaluation - Policies, principles and basic concepts Moderate

Subjects covered Book Section Refs Difficulty

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QUESTION Question Rationale MOST CORRECT (5)

Three

Scenario

Three

SECOND BEST (3)

THIRD BEST (1)

DISTRACTER (0)

Syllabus Unit / Module supported Blooms Taxonomy Testing Level

This question focuses on the planning of Service Transition pilots in the context of the case study, requiring analysis and judgment in selecting the best option for this particular scenario. This is the right answer. The scope of the pilot includes sample user D representation from all affected applications and unique infrastructure combinations, without making it into a full roll-out. By eliminating France it takes out complications but without reducing the range since the scenario tells us USA and France work on same systems. The duration of the pilot is reasonable, allowing sufficient time for issues to be highlighted, including weekend access. The method of assessing the success of the pilot is balanced, using both Incidents to identify any issues, and satisfaction surveys to assess the quality of the deployment, involving a balance of stakeholders. The pilot will be rolled back, in line with the ITIL advice, whether it is successful or not, to return to the consistent baseline. It will then be reviewed before commencing full roll-out, subject to approval. There is some merit in this answer. The scope of the pilot is too limited as it A excludes the non USA applications and infrastructure; it also includes all USA users instead of a sample, making this into full roll-out to the USA rather than a pilot. The duration of the pilot is reasonable, allowing sufficient time for issues to be highlighted, but does not clearly include weekends. The method of assessing the success of the pilot is limited to Availability statistics and Incidents, which is correct there is nothing in the case study that requires this to be supplemented by stakeholder surveys, and ITIL is not prescriptive in this area. The pilot will be rolled back, in line with the ITIL advice, whether it is successful or not, to return to the consistent baseline. It will then be reviewed before commencing full roll-out, subject to approval. There is little merit in this answer. The scope of the pilot is unacceptable as it C includes sample user representation from only Singapore and Australia and is only doing a sample of transactions each for a period of one week. The duration of the pilot is reasonable, allowing sufficient time for issues to be highlighted, however the pilot will be run using a pre-defined restricted set of activities, which will not cover all activities carried out by users. This may miss key transactions that use the new functionality. The method of assessing the success of the pilot is restricted to feedback from Singapore and Australian users and reported exceptions. This may make the Singapore and Australia users feel more involved, but completely miss the USA and France experience and hence are not balanced. It also relies on recording Exceptions, instead of reporting Incidents; hence this is more like testing than a pilot. The pilot will only be rolled back if not successful, which makes this a limited roll-out instead of a pilot. The scope of the pilot is all users in all locations, which is a roll-out, not a pilot. B The time extent relies on SLA achievement, which is a roll-out with a back-out plan, not a pilot. This is further re-enforced by using the monthly service review to review pilot achievement. All Incidents should be reviewed, not just open Incidents. ITIL SL: ST03 ST Processes Blooms Level 4 Analysis The ability to use the practices and concepts in a situation or unprompted use of an abstraction. Can apply what is learned in the classroom, in workplace situations. Can separate concepts into component parts to understand structure and can distinguish between facts and inferences. Application - This scenario offers a real life example which the candidate must analyze and apply Release Validation ad Testing knowledge around Pilots to offer

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Subjects covered Book Section Refs Difficulty

the best possible sampling and pilot practices given the circumstances. Categories Covered: Pilots ST 4.4.5.1 Service Transition processes Release and Deployment Management Planning Hard

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QUESTION Question Rationale MOST CORRECT (5)

Four

Scenario

Four

This question focuses on Roles within Evaluation and Service Validation and testing. These two roles will fill in the evaluation and testing gaps that are apparent in the organization. The Performance and Risk Evaluation Manager is a role that can be handled by the existing Release and Deployment Manager, and the Service Test Manager is correctly appointed to a new resource, not the Release and Deployment Manager which will ensure independent testing and test verification. The description of the each role supports the desired outcomes as described by the Chief Information Officer. While the description of the Performance and Risk Evaluation Manager role is D defiantly activities that this organization could benefit from, they have little, if anything, to do with Performance and Risk Evaluation. The Service Test Manager role is accurately described and will provide the needed support for the CIO. However, this role should not be carried out by the Release and Deployment Manager to ensure independent testing and test verification. The Service Transition Manager role is not a necessary role to be filling at this C point in time. The Description for the Service Test Manger role is accurate and does relate well with the organization in terms of ensuring requirements are correctly defined and are managed throughout the transition as this is a volatile environment. Neither of these roles are remotely linked to what the organization needs, the B scenario aggressively displays a need for Evaluation and Service Validation and Testing. ITIL SL: ST05 Organizing for Service Transition A Level 3 Applying Use ideas, principles and theories in new, particular and concrete situations. Behavioural tasks at this level involve both knowing and comprehension and might include choosing appropriate procedures, applying principles, using an approach or identifying the selection of options. Application - This question has the candidate examine the scenario for a need for Evaluation procedures and improved Service Validation and Testing. It tests the ability to discover these weaknesses in the organization and appropriate apply the correct roles to address the issues. Categories Covered: Service Transition Roles and Responsibilities, Evaluation and Service Validation and Testing. ST 6.3.2.4 Organizing for Service Transition Organization models to support Service Transition Service Transition roles and responsibilities Performance and risk evaluation ST 6.3.2.6 Organizing for Service Transition Organization models to support Service Transition Service Transition roles and responsibilities Service test manager Moderate

SECOND BEST (3)

THIRD BEST (1)

DISTRACTER (0) Syllabus Unit / Module supported Blooms Taxonomy Testing Level

Subjects covered Book Section Refs

Difficulty

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QUESTION Question Rationale MOST CORRECT (5)

Five

Scenario

Five

SECOND BEST (3)

THIRD BEST (1)

DISTRACTER (0) Syllabus Unit / Module supported Blooms Taxonomy Testing Level

This question focuses on Change Management policies, practices and Change Authorization. A key policy for Change Management is ensuring the service Change C Management process is in alignment with the business Change Management process. In this scenario it will help tie Changes back to a business need/requirement/project. Further categorizing Changes will help to address the issue being raised - that IT is introducing unnecessary enhancements - by maturing the prioritization and categorization of Changes to include the nature of the Change will assist in determining the types of Changes being implemented. Lastly, introducing a CAB will help reduce the cost that failed Changes impose on IT and the business and improve any bottlenecks created during initial assessment and evaluation of Changes by the Change Manager. While the introduction of the CAB is certainly a good idea, it might not be the A first element to focus on. Reviewing the pre-approved Changes is placed well, however its based on the assumption that the Changes are unnecessary and this may not be the case. The last point correctly addresses the need to include the business, however this suggestion may add a layer of bureaucracy or bottleneck in a process that is already having issues with the length of time its taking to have Changes go through the approval process. While shifting authorization of Changes to the IT director would certainly B streamline the approval process and provide more control over the changes that are put in place, due to the size of the organization and the rate of change it would not improve the situation any but just shift the bottleneck. Review of the pre-approved Changes to ensure they still make sense is smart, and well placed, as is the last point which includes integration with the business. This answer does not address any of the issues or assist the IT director with D meeting the initiatives of the business to reduce running costs. ITIL SL: ST03 Service Transition processes Level 4 Analysis The ability to use the practices and concepts in a situation or unprompted use of an abstraction. Can apply what is learned in the classroom, in workplace situations. Can separate concepts into component parts to understand structure and can distinguish between facts and inferences. Application - This question forces the candidate to analyze the organizations strengths and weaknesses and determine the best course of action to show improvements to their Change Management practices. Categories covered: Change Management ST 4.2.3 Service Transition Change Management Value to business ST 4.2.4 Service Transition Change Management Policies, principle and basic concepts ST 4.2.6.4 Service Transition Change Management Process activities, methods and techniques Asses and evaluate the change ST 4.2.6.5 - Service Transition Change Management Process activities, methods and techniques Authorizing the change ST 4.2.6.8 - Service Transition Change Management Process activities, methods and techniques Change Advisory Board Moderate

Subjects covered Book Section Refs

Difficulty

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QUESTION Question Rationale MOST CORRECT (5)

Six

Scenario

Six

SECOND BEST (3)

THIRD BEST (1)

DISTRACTER (0)

Syllabus Unit / Module supported Blooms Taxonomy Testing Level

This question focuses on understanding the value of specific Service Transition processes and the role that Service Transition Plays in Organizational Change. Since the business benefits are apparently not being delivered focusing on A Evaluation of the service change will bring the business value of the Change to the forefront by managing and understanding any deviations in the intended performance and the actual performance of the Change. . Also, it is plausible that the cause lies in failures to implement elements of the change organizationally. Improving Service Transitions role in Organizational Change will ensure that the organizational change happens according to the plans, that the change is still relevant in current circumstances and that the organizational change delivers the predicted organization, capabilities and resources. It will also drive improvements to Service Design. Next, then formalizing Release and Deployment Management and Service Validation and Testing to support the improved Evaluation process and Service Transitions role in Organizational Change. This answer option isnt bad, focusing on Evaluation of the service change will B bring the business value of the Change to the forefront by managing and understanding any deviations in the intended performance and the actual performance of the Change. However, focusing on Release and Deployment Management as a priority will not improve business support as quickly since releases are, technically, being delivered successfully within their performance criteria. In the following phases, Service Validation and Testing is appropriate placed as improvements here will support successful Release and Deployment and Evaluation. However, more emphasis should be placed on Service Transitions role in Organizational Change given that the goal is support of the business and the business value of change. Evaluation will help identify whether business benefits are being delivered D which will show some quick wins, However focusing on Knowledge Management is not an effective way improve business support.. This answer option does key in on the need to focus on Service Transitions role in Organizational Change but it misses the need to improve testing and focuses Release and Deployment Management, which is functioning well. Focusing on improving testing and releases is missing the point. T is known C that new and changed services are going in as intended it is the business benefits that are not coming through. Therefore Evaluation needs to be the focus. ITIL SL: ST04 Service Transition common activities Level 4 Analysis The ability to use the practices and concepts in a situation or unprompted use of an abstraction. Can apply what is learned in the classroom, in workplace situations. Can separate concepts into component parts to understand structure and can distinguish between facts and inferences. Application - This question has the candidate apply their understanding of how Evaluation is applied to Service Transition and picking out how managing Service Transition role in Organizational Change can impact how well the business is served and supported by IT. Categories covered: Processes within Service Transition and Organizational Change ST 5.2.3 Service Transition common operation activities Managing organization and stakeholder change - Service Transitions role in Organizational Change Moderate

Subjects covered Book Section Refs Difficulty

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QUESTION Question Rationale MOST CORRECT (5)

Seven

Scenario

Seven

SECOND BEST (3)

THIRD BEST (1) DISTRACTER (0)

Syllabus Unit / Module supported Blooms Taxonomy Testing Level

This question deals with identifying and articulating Critical Success Factors for establishing Service Transition and how Service Transition integrates with other parts of the lifecycle. This option takes all points into consideration. It reflects the nature and size of A the organization, and impacts the direct issues being faced of a lack in business value of services, communications around Change, and the importance of the integration of Service Design with Service Transition. This option keys in on Change, Release, Testing and Validation as well as Evaluation to address the issues around quality and time, as well as cost. This option address important aspects of the organization and keys in on the B importance of integration with other lifecycle stages but it fails to address the issues around the business value of services (existing, new and change) not being realized. It is a more technologically focused approach. Focusing on Transition Planning and Support is highly unnecessary at this point; this approach does not take into consideration the culture, size of the organization. This type of management is not critical at this stage. This option misses the point of what is failing. While there is an important C integration between Service Strategy and Service Transition, this option is too high level and does not address any of the issues the organization is facing. The focus on return on investment and budgeting is off target. Also, this is D based on a challenge as opposed to a Critical Success Factor and is mitigating risks of revenue losses and productivity, which are not remotely related to the organization. ITIL SL: ST07 Critical Success Factors ITIL SL: ST01 Introduction to Service Transition Level 4 Analysis The ability to use the practices and concepts in a situation or unprompted use of an abstraction. Can apply what is learned in the classroom, in workplace situations. Can separate concepts into component parts to understand structure and can distinguish between facts and inferences. Application - This question forces the candidate to analyze the organizations structure and culture and determine the most appropriate Critical Success Factors to establish formalized Service Transition. It also tests the candidates ability to understand which processes should be applied and how to ensure these success factors can be in place. Categories Covered: Inputs to Service Transition and Critical Success Factors ST 2.4.5.1 - Service Management as a practice Service Transition fundamentals Interface to other service lifecycle stages - Inputs to Service Transition ST 9.2 - Challenges, critical success factors and risks - Critical Success Factors ST 9.1 - Challenges, critical success factors and risks - Risks Easy

Subjects covered Book Section Refs

Difficulty

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QUESTION Question Rationale MOST CORRECT (5)

Eight

Scenario

Eight

SECOND BEST (3)

THIRD BEST (1) DISTRACTER (0) Syllabus Unit / Module supported Blooms Taxonomy Testing Level

This question focuses on the principles of Service Transition and its potential value to the business. This question highlights some of the high level ways that ITIL Service B Transition can potentially add value to the type of an organization that experiences high rates of Change, that needs to stay extremely competitive and deals heavily in mergers, de-mergers, acquisitions and transfers of service. Also a good option but is not as direct as option B. This option focuses on an A area that may or may not relate to Networks industry and in order to be successful in a venture capitalist market space, they must already have a good handle on understanding risk. This option is slightly scattered, it does not directly address any of the few D points that were discussed in the scenario about the type of company networks is. This loosely explains where Service Transition fits into the Lifecycle and how it C might work with Service Strategy, ITIL SL: ST01 Introduction to Service Transition Level 3 Applying Use ideas, principles and theories in new, particular and concrete situations. Behavioural tasks at this level involve both knowing and comprehension and might include choosing appropriate procedures, applying principles, using an approach or identifying the selection of options. Application - This scenario provides the candidate with enough direct information to pull out the value statements from Service Transition which directly apply to this very specific type of company. Categories Covered: Potential Value to the business ST 2.4.3 Service Management as a practice Service Transition fundamentals Value to Business Easy

Subjects covered Book Section Refs Difficulty

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