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ITIL

Intermediate Capability Stream:



RELEASE, CONTROL AND VALIDATION (RCV)
CERTIFICATE


Sample Paper 1, version 6.1


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 each question.
3. All answers are to be marked on the answer grid provided.
4. You have 90 minutes to complete 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

You have been asked by the chief information officer to recommend the approach that should be
taken to deploy the release units, taking into account business requirements and the release policy.
Which one of the following four recommendations is the BEST approach?

A. Deploy the original release package RP1 on 01 December and establish early life support to
manage any issues. Once the fix is available to RU3, immediately deploy it as an emergency
release.


B. Re-assemble the release units into the following release packages:

RP2: Release units RU1, RU2 and RU4
RP3: Release unit RU3.

Once the fix is available to RU3, test it, and immediately deploy both RP3 and RP2.


C. Re-assemble the release units into the following release packages:

RP2: Release units RU1, RU2 and RU4
RP3: Release unit RU3.

Test RP2 and plan to deploy it on 01 December.
Once the fix is available to RU3, test it, and plan to include it in the March release.


D. Deploy the original release package RP1 on 01 December but do not deploy release unit RU3 to
the laptops. Once the fix is available to RU3, test it, and then immediately deploy release unit
RU3 to the laptops.


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Question Two

Refer to Scenario Two

Which change evaluation factors for assessing the effects of implementing AMOS were neglected
during this AMOS implementation and have contributed MOST to its failure as described in the
scenario?

A. There was a lack of service provider capability to deliver the required support for the new
system, and the organizational setting to provide the right access to user data was an issue.
There was a lack of availability of skilled and knowledgeable support resources. In addition
some people did not have the required know-how to use the new system.

B. The hospitals tolerance to absorb increased workload with the new system was hampered and,
in addition, the organizational setting to deliver the right access to user data was an issue. The
HMC did not have sufficient resource to support the situation, and some people were not
knowledgeable enough to use the system.

C. The new system was not fit for use for the doctors. There were no modelling and
measurements done before the system was implemented to see if it was ready for production.
The system was not built with functions that were fit for purpose for the users. Also the people
were not equipped to use the new system appropriately.

D. The hospitals security policy was not appropriately set. It impeded the service provider
capability to perform support services for the users. The new system was not built with functions
that were fit for use for the doctors and pharmacists. Finally, there was a lack of people
manpower to support the new infrastructure.





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Question Three

Refer to Scenario Three

You are the quality manager of the enterprise. Which one of the following options is the BEST
approach to resolve the issue?

A. You work with the IT organization to assess the current knowledge management process, and the
roles and responsibilities defined to execute the process. You examine whether the process is
designed with clarity and ease of execution, and whether information is captured and maintained
effectively. You then examine how the tool has been customized to meet the process
requirements. You discover a number of gaps and develop an action plan with the vendor.

B. You go back to examine the customization of the collaboration tool and determine how it has met
the stated process requirements. In addition, you compare other tools in the market with the tool
already purchased and discuss with the vendor the feasibility of adding functionality which may
help resolve the current issues and improve knowledge management performance. You then
make a recommendation to senior management on implementing additional tool functionality.

C. You start by talking to different business and IT stakeholders about their requirements for
knowledge management in order to understand what information the tool should capture to help
them perform their work. You then define an effective governance model for knowledge
management and make recommendations on policies, processes, procedures, organization,
technologies and metrics to promote effective use and maintenance of the knowledge base.

D. You start by defining a knowledge management strategy for the entire company. You talk to
different stakeholders about their views on the goals and objectives, governance model, policies,
processes, organization, technologies and performance metrics for knowledge management. In
addition, you examine how well knowledge management is integrated with other service transition
processes. Based on the outcome of these discussions you develop a new action plan to improve
current knowledge management practices.

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Question Four

Refer to Scenario Four

You are the chief information officer (CIO). Immediately after the call, the service desk manager has
reported the situation to you. What is the most correct course of action you would take to rectify the
situation?

A. You call the CMO office stating that their request will be handled with a higher priority as an
exception. You ask request fulfilment to acquire the necessary financial approval and to log the
service request prior to installing the software module. You believe there is a need to handle the
service requests from a group of high-ranking executives with a higher priority. You ask request
fulfilment to develop a request model for such a purpose. The request model will be documented
and published to all service desk staff so that they are aware of the appropriate action to take for
a similar situation in the future.

B. This is a one-off event and you believe the service desk has responded appropriately based on
the current working guidelines. You send apologies to the CMO office but urge them to give
sufficient lead time for their requests. You then advise request fulfilment to process the request
promptly and to ensure it will not breach the current SLA. You ask the service desk manager to
monitor all service requests raised by high-ranking executives and to inform you immediately of
any requests that deviate from normal practice. You will take this issue to the regular senior
executive meeting and discuss possible alternatives for resolution.

C. You call the CMO office stating that their request will be handled with a higher priority as an
exception. To ensure the required business reports are made available in time, you immediately
send a deployment practitioner to install the necessary software module on the CMOs PC. You
also believe there is a need to handle the service requests from a group of high-ranking
executives with a higher priority. You ask request fulfilment to develop a request model for such a
purpose. The request model will be documented and published to all service desk staff so that
they are aware of the appropriate action to take for a similar situation in the future.

D. You call the CMO office stating that their request will be handled with a higher priority as an
exception. To ensure the required business reports are made available in time, you immediately
send a deployment practitioner to install the necessary software module on the CMOs PC. You
ask the service desk manager to monitor all future service requests raised by high-ranking
executives, and to inform you immediately of any urgent requests like this one in the future. You
will work with him on a case-by-case basis deciding on the most appropriate course of action to
take to rectify each situation.


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Question Five

Refer to Scenario Five

You are the service validation and test manager and you need to recommend which IT stakeholders
should be added to verify and sign off each test model in the scenario.

Which one of the following options provides the BEST recommendation?

A. Add the external supplier to SLR and SO test models
Add IT supplier management to SLR and SO test models
Add information security management to the SLR and SO test models.


B. Add IT supplier management to the SLR and DEP test models
Add deployment manager to the SLR and DEP test models
Add information security management to the SLR, DEP and SO test models.


C. Add IT supplier management to the SLR and DEP test model
Add information security management to the DEP and SO test model
Add deployment manager to the DEP test model.


D. Add IT supplier management to the SLR, DEP and SO test models
Add information security management to the DEP and SO test model
Add deployment manager to the SO test model.
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Question Six

Refer to Scenario Six

You are the head of the enterprise service desk (ESD) function and are responsible for the
development of a plan to resolve these issues.

Which one of the following is the MOST effective approach to adopt as your plan?

A. You decide to build an enterprise-wide configuration management database (CMDB) to resolve
the current issues. You start by defining a logical configuration model identifying the relationships
between configuration items (CIs) and the required level of detail. After deploying a new CMDB
system with a common interface for all user groups and in order to populate the CMDB using
asset discovery tools, you review and improve the current processes, roles and responsibilities.
Finally, you orchestrate the processing of configuration information by implementing interface
controls between the CMDB and various business functions and service management processes.

B. You start by constructing a logical configuration model to accommodate the services that
configuration management must support. Based on the resulting model you use discovery tools to
reconcile the configuration baseline across the existing data sources, in parallel with improving
current processes, roles and responsibilities. You then deploy a configuration management
system (CMS) which connects and incorporates all relevant data sources across business
functions. You orchestrate the processing of configuration information by implementing interface
controls between the CMS and various business functions and service management processes.

C. You start by adopting one of the existing data sources with CI identification that most closely
matches the needs of the ESD. You convert this data source to become an enterprise-wide
CMDB. You then deploy a CMS tool to build an interface between this data source and the ESD,
in parallel with reviewing and improving current processes, roles and responsibilities. Finally, you
orchestrate the processing of configuration information by implementing interface controls
between the CMS and various business functions and service management processes.

D. You decide to preserve the current configuration management environment and add a service
knowledge management system (SKMS) which is critical to help expedite incident handling and
problem resolution. You implement the SKMS by identifying all of the underlying CIs and their
relationships, populating the knowledge base with data which the ESD agents have maintained,
and defining all the processes, roles and responsibilities. This will provide all ESD agents with
convenient access to historical data and the information that they need for delivering the support
services.
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Question Seven

Refer to Scenario Seven

You are the service transition manager. Which one of the following options BEST matches the correct
roles and responsibilities to each person?

A.

Name Service transition role and required responsibility for that role
Caroline


Release and deployment manager
Manages the release and deployment management process
Service validation and testing manager
Designs and plans tests
Erik
Release packaging and build practitioner
Ensures that the test environment is built correctly
Dermot
Build and test environment manager
Builds the release

B.

Name Service transition role and required responsibility for that role
Caroline
Release and deployment manager
Manages the release and deployment management process
Service validation and testing manager
Designs and plans tests
Erik
Release packaging and build practitioner
Builds the release
Dermot
Build and test environment manager
Ensures that the test environment is built correctly

C.

Name Service transition role and required responsibility for that role
Caroline
Service validation and testing manager
Designs and plans tests
Erik
Build and test environment manager
Ensures that the test environment is built correctly
Release and deployment manager
Manages the release and deployment management process
Dermot
Release packaging and build practitioner
Builds the release

Question continued overleaf
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Question continued

D.

Name Service transition role and required responsibility for that role
Caroline
Service validation and testing manager
Designs and plans tests
Build and test environment manager
Ensures that the test environment is built correctly
Erik
Release packaging and build practitioner
Builds the release
Dermot
Release and deployment manager
Manages the release and deployment management process
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Question Eight

Refer to Scenario Eight

You are preparing your presentation using relevant examples. Which one of the following options
describes the MOST CORRECT application of service transition processes and activities throughout
the service lifecycle stages?

A. Service asset and configuration management (SACM) will be used at the service strategy
stage to update the service catalogue with the new service levels
Change management will be used at the service design stage to update the service portfolio
with the scope of the new services
The service acceptance criteria for the release and deployment management process will be
designed at the start of the service transition stage.

B. SACM will be used at the service strategy stage to record updates to the service portfolio
SACM will be used at the service design stage to capture details of the service acceptance
criteria and the test plan in the configuration management system (CMS)
Change management will be used at the service transition stage to authorize any minor
changes to the operational readiness tests.

C. Change management will be used at the service strategy stage to authorize the addition of
the collection service to the service portfolio
SACM will be used at the service design stage to capture the details of the collection service
in the CMS
The service acceptance criteria for the release and deployment management process will be
developed at the service transition stage.

D. Change management will be used at the service strategy stage to authorize the addition of
the collection service to the service portfolio
SACM will be used at the service design stage to add the collection service to the service
portfolio
The requirements for the operational readiness tests applied during the release and
deployment management process will be developed at the service transition stage.


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ITIL

Intermediate Capability Stream:



RELEASE, CONTROL AND VALIDATION (RCV)
CERTIFICATE

Sample Paper 1, version 6.1


Gradient Style, Complex Multiple Choice



SCENARIO BOOKLET

This booklet contains the scenarios upon which the 8 examination questions are based. All questions
are contained within the Question Booklet and each question will clearly state the scenario to which it
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 must 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

You are the release and deployment manager for a food manufacturer experiencing rapid sales
growth in a competitive market. The busiest sales period of the year starts in four weeks time.

The organization uses an application known as FMX, which has been developed and is hosted in-
house. This is integrated with a word processing package and a supporting J ava application. These
are installed on all PCs and laptops. All PCs have the same configuration. According to the
configuration records a large number of laptops have not received a J ava upgrade for two years. Half
of the users in the sales department use laptops.

Some users are complaining that the performance of FMX is slow and, at peak times, this makes the
application unusable.

There is a release policy in the company containing the following key statements:

All software should be tested before deployment
Releases must meet business requirements
Risks to the business should be minimised
Releases will be deployed every three months.

A release package, RP1, has been created containing the following release units:

Release unit description
Release
unit
number
Reason for change
FMX performance improvement RU1
Improve performance for sales and
manufacturing.
FMX quarterly upgrade RU2
Resolves twelve low impact problems.
J ava upgrade for PCs and laptops RU3
Six monthly service packs from the supplier
containing support for more languages. The
version currently deployed will no longer be
supported by the manufacturer in six months
time.
Word processing quarterly
upgrade
RU4
Quarterly service pack from the supplier. No
critical fixes.

RP1 is scheduled to be deployed in four weeks time on 01 December.

Testing the release package took two weeks. Tests executed using PCs were successful, however
two tests executed using laptops failed. The symptom is that the laptop sometimes freezes and must
be rebooted. The root cause has been identified as an error in the RU3 J ava upgrade. The software
team has advised that a permanent resolution may take three weeks to develop.

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Scenario Two

A Hospital Management Company (HMC) currently owns and operates many hospitals in different
regions. Recently HMC acquired another hospital, and implemented an automated medication
ordering system (AMOS) which had been successfully deployed and supported at many of its other
hospitals.

Recent incidents at the newly acquired hospital have revealed growing evidence of incorrect and
delayed medications being administered to patients by the hospitals pharmacy since the deployment
of AMOS. A team has been established to perform a change evaluation to determine what has
caused the increased risk of medication errors and why the implementation of the AMOS service did
not perform as expected.

The change evaluation team has concluded that:

Doctors were not fully trained in the use of AMOS, meaning they were unable to properly use
the pick list of medication. Instead, prescriptions were hand-written which could have possibly
increased the risk of the wrong medicine being dispensed.

Medication information stored in AMOS was not kept up-to-date. While this issue had been
reported to HMC, it remained unresolved due to a lack of manpower.

Due to privacy issues, support staff members do not have authorization to access individual
patients medical records maintained by AMOS. Only one designated pharmacist has Super
User privileges and can update AMOS records. Workload pressures experienced by the
Super User have resulted in no AMOS updates for 3 weeks.

Complicated hospital records access procedures mean that clearance for another Super
User would take months.

The evaluation team concluded that these factors may have been unique to this hospital and a
primary reason why AMOS is not performing as expected. Further, the team believes that, in this
case, the change evaluation process was lacking during the implementation of AMOS.
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Scenario Three

A global company has made a major investment to deploy a collaboration tool to automate its incident
management and request fulfilment processes, and to provide a knowledge base for its service desk
agents around the world.

The vendor of the new tool started the project 12 months ago. The tool was installed, tested and
deployed within the first four months of the project.

However, eight months after the launch of the new system, little benefit has been realized by the
company. Business end-users continue to complain about IT support quality, including the
disappointing performance for first-time-fix and incident turnaround time. Management reports show
that the usage rate of the system as a knowledge management tool is declining from initial start-up
levels. The new tool appears to be contributing very little to the improvement of overall performance.

The senior management of the company has concluded that the knowledge management functionality
provided by the collaboration tool is not performing as expected. They have invited the quality
manager to conduct an investigation and to recommend ways of improving the situation.


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Scenario Four

A large enterprise maintains a company-wide service desk to handle all reported incidents and service
requests. Request fulfilment prioritizes all incoming service requests, based primarily on the number
of users affected, and has an established service level agreement (SLA). All service requests that
have an associated charge must be approved by the requesters manager.

The secretary to the chief marketing officer (CMO) called the service desk this morning to request an
immediate installation of a business analytics software module to the CMOs PC in order to produce
some business reports. The CMO urgently needs these reports prior to a meeting with the company
chief executive tomorrow afternoon.

Since it is a standard software module the request should be made through a self-help system and
the current SLA commits to completion within 3 days, dependent upon financial approval. The on-duty
service desk agent explained to the CMOs secretary the normal practice and indicated that the
software module was unlikely to be made available within 24 hours.

The CMOs secretary is very unhappy with the response from the service desk.



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Scenario Five

A global publishing company, GPC, is working with an external supplier to deliver a new and
innovative online download service. Historically, the external supplier has had application
performance issues and security breaches caused by a lack of testing. The sales and marketing
department is responsible for a successful launch. It is working closely with the IT organization to
achieve this.

GPCs IT organization is adopting ITIL practices and its service owners are now responsible for the
acceptance testing of new or changed IT services, IT service operation, and the management of their
IT suppliers in the service operation lifecycle stage.

IT supplier management is responsible for ensuring that the external supplier delivers its commitment
through service design and service transition.

Information security management is responsible for preventing security breaches throughout the
service lifecycle.

The IT deployment manager is responsible for ensuring that the download service level requirements
can be tested through service design and service transition before handing over responsibility to the
service owner in service operations.

You are the IT service validation and test manager and you need to improve IT stakeholder
involvement in testing at the right points through the service lifecycle. In the service test plan, the
service owner is responsible for verifying and sign-off of the following test models:

SLR Service level requirements
DEP Deployment
SO Service operation.

Other key IT stakeholders are the IT deployment manager, information security management, and IT
supplier management.
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Scenario Six

A large company created the enterprise service desk (ESD) function six months ago in order to
consolidate individual service desks from several business functions into a centralized service desk.
A large number of complaints have been received about the effectiveness and efficiency of the ESD
in responding to and resolving incidents and problems. The root cause has been identified as a lack
of an enterprise-wide configuration management data source.
Before the ESD was established, each service desk function maintained its own IT asset and
configuration information within multiple data sources. The information was duplicated and often
inconsistent across the different service desks. Many suppliers also maintained their own records,
leading to further inconsistency with the enterprises actual physical environment.
The configuration information was not consolidated when the ESD was created. There is currently no
enterprise-wide configuration management system (CMS). In order to investigate incidents and
problems, ESD and IT staff members have to retrieve configuration information from the multiple data
sources. This also affects change management, release and deployment management, and financial
management. The company urgently needs an improvement plan for the current situation.
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Scenario Seven

A large organization develops and provides a hosted IT service to the pharmaceutical industry. All
application development is done by an internal IT development team. You are the newly-appointed
service transition manager.
Following the deployment of a recent major release to an important client, a high number of incidents
and problems were reported. This has caused significant business disruption to the client. The errors
should have been identified and resolved during testing.
Investigations have highlighted the following root causes:
There was no separate test environment
There was no independent testing
Roles and responsibilities for service transition were unclear.

A separate test environment has now been set up. You decide to put together a service transition
management team using the ITIL guidelines with the following roles:

Role A: Service validation and testing manager
Role B: Release and deployment manager
Role C: Release packaging and build practitioner
Role D: Build and test environment manager.

You have the following people available:

Caroline, who has been the IT quality and test manager for the last two years
Erik, who has been the IT development manager for the last five years
Dermot, who joined the organization last week as a project manager in the technical
management function and who has experience building and deploying releases.


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Scenario Eight

A large bank has implemented service management using ITIL guidelines for all service lifecycle
stages. You are the head of service transition.

The board of directors has decided to outsource the management of all desktops and laptops to an
external company. This strategic change will include transferring all desktop and laptop assets, and
reviewing and revising the service levels with the business. The external company will also provide a
new service to collect laptops from people who leave the organization. The outsourced services will
be piloted in one area of the bank.

Some of the IT service management staff members are confused as to how service transition
processes and activities are applied through the service lifecycle stages. The chief information officer
has asked you to give them a presentation. The aim is to improve their understanding using examples
that are relevant to the outsourcing project.
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ITIL

Intermediate Capability Stream:



RELEASE, CONTROL AND VALIDATION (RCV)
CERTIFICATE


Sample Paper 1, version 6.1


Gradient Style, Complex Multiple Choice



ANSWERS AND RATIONALES
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Answer Key:


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

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Answer and Question Rationale:

QUESTION One Scenario One
Question Rationale

Explain the concept of release unit, and differentiate between various release
design options and considerations
Check that the candidate can apply ITIL practices to review a set of required
changes and construct a valid approach to release units and release packages
Test that the candidate can analyse which option best meets business
requirements with manageable risk.
MOST CORRECT (5) C This is the right answer. This approach most closely aligns to the guidance on
release units and release packages, by linking together release units that have
dependencies into release packages, and having separate release packages
for unconnected components. It also deploys the necessary performance
improvements in time for the busiest sales period. The revised FMX and office
tools release package will be tested before deployment. The timescales are
likely to be met because the release units have already been tested together
when testing the original release package. The J ava upgrade has IT but not
business drivers for deployment, and can safely be delayed with no impact
until after the busiest sales period in order to minimize the risk to the business.
Including it and the fix with the next FMX quarterly upgrade in a new release
package minimizes the work needed to release it.
SECOND BEST (3) B There is some merit in this answer. Separating RP1 into two new release units
is the correct approach. However, immediately deploying once the fix is
available breaches the release policy that releases should be deployed every
three months. Waiting until the fix to the J ava problem is available before
deploying RP2 risks adversely affecting the business, as RU1 and RU2 are the
performance upgrades that are needed for the busy sales period. Delaying
RU4 is acceptable as it has no crucial fixes.
THIRD BEST (1) D There is little merit in this answer. Deploying RP1 together with RU3 (with a
known error) to the business environment is very risky, and it breaches the
release policy that:
All software should be tested before deployment
Risks to the business should be minimized.
Immediately deploying RU3 once the fix is available and tested also breaches
the release policy that releases should be deployed every three months.
Delaying RU3 is acceptable as it has no crucial fixes.
DISTRACTER (0) A This is the wrong answer. The testing failed and there is a high risk that the
problem will affect the sales laptops, leading to repeated loss of service in the
busiest sales period of the year. The root cause is already known and early life
support will not assist in developing the fix. Deploying the fix as an emergency
release with no testing breaches the release policy.
Syllabus Unit /
Module supported
ITIL SC: RCV05 Release and Deployment Management
Blooms Taxonomy
Testing Level
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
their structure and can distinguish between facts and inferences.

Application The candidate must apply their knowledge of release and deployment
management to the issues described in the scenario to determine the correct
approach.
Subjects covered

Categories covered:
Release unit
Release package.
Book Section Refs ST 4.4 Service transition processes Release and deployment management
ST 4.4.4.1 Service transition processes Release and deployment management
policies, principles and basic concepts Release and deployment management
policies
ST 4.4.4.2 Service transition processes Release and deployment management
policies, principles and basic concepts Release unit and release package
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Difficulty Easy

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QUESTION Two Scenario Two
Question Rationale

This question tests the candidates ability to choose the most influential
success/failure factors that should have been included in the initial change evaluation
requirements for the scenario situation in order to achieve its main objectives of
reducing risk and increasing the success of the new hospital pharmacy application.

Based on the scenario here are the factors that should be considered most relevant
for evaluating the performance of the new AMOS system:

Organizational setting: Can each hospital accept the implementation and operation
of AMOS at their site? The HMC support staff has no authorization to access medical
records maintained by AMOS in order to provide the necessary support. The records
could only be updated by one designated pharmacist. Provisioning another access
will take a long time. In this case there were not enough skilled people with the right
access to perform the duties that the hospitals required with minimal risk.

Tolerance: The hospital pharmacy units are too busy to absorb the increased
workload of the medication dispensing systems during the transition period. This has
contributed to the risk of failure.

Resources: There was a lack of manpower of HMC support staff to look into the
situation and to address the problems.

People: The doctors were not trained to use AMOS. The pharmacy staff had to read
hand-written prescriptions, which may have caused less vigilance and precision in
fulfilling medication orders. The peoples readiness to use the new system was
questionable (e.g. no training) and this contributed further to the risk of failure.

The following factors are not as important for evaluating AMOS in the scenario
situation.

Fit for purpose: there was no clear indication that the doctors, pharmacy staff and
the nurses could not use the new system. It had been deployed to many other
hospitals without issues.

Service provider capability: Since the new system has been successfully
implemented at the other hospitals by HMC, we can assume that Service provider
capability is not a factor here.

Modelling and measurement: Is there a model for the hospital pharmacy behaviour
that could predict the number of corrected medication errors? Since the application
functioned as designed, this is not likely to be a contributing factor.

Fit for use: The warranty of the application was not in question; it operates as
designed.
MOST CORRECT (5) B All four factors listed should be considered the most influential evaluation
factors toward the success or failure of AMOS performance for the scenario
situation.
SECOND BEST (3) A Three very influential factors and one distracter, service provider capability,
are listed.
THIRD BEST (1) C One influential factor people and three distracters, modelling and
measurements, fit for use, and fit for purpose are listed.
DISTRACTER (0) D Wrong answer. Security policy is not a correct term in factors for considering
the effects of a service change. It is the resource to support the users that is
in shortage, not the people. Also fit for use is not an influencing effect in the
scenario.
Syllabus Unit /
Module supported
ITIL SC: RCV07 Change evaluation
Blooms Taxonomy
Testing Level
Level 3 Applying Use ideas, principles and theories in new, particular and concrete
situations. Behavioural tasks at this level involve both knowing and comprehension
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and might include choosing appropriate procedures, applying principles, using an
approach or identifying the selection of options.

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
their structure and can distinguish between facts and inferences.

Application the candidate needs to understand all the factors to consider when
assessing the effect of a service change. Based on the information given in the
scenario, they must then apply this understanding to identify which factors have a
direct impact on the risk of failure when deploying the AMOS system.
Subjects covered

Categories covered:
Change evaluation objectives
Factors for considering the effect of a service change.
Book Section Refs ST 4.6.1 Change evaluation Purpose and objectives
ST 4.6.5.6 Change evaluation Process activities, methods and techniques
Factors for considering the effect of a service change
ST Table 4-14 Factors for considering when assessing the effects of a service
change
Difficulty Moderate

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QUESTION Three Scenario Three
Question Rationale

This question aims to test the candidates ability to develop an effective knowledge
management strategy. The key learning points include:
Understanding that the issue of ineffective knowledge management is the lack of
strategy, not deficiencies in the tool
Understanding the components of an effective knowledge management strategy,
and recognizing the identification and capture of the correct data and information
into the knowledge base as the first important step to knowledge management
best practices
Understanding that all stakeholders (both business and IT) requirements should
be considered when building a knowledge base, rather than just focusing on
technologies.
MOST CORRECT (5) C This is the best solution. It focuses on the stakeholders requirements and
works with them to identify the right information to capture into the knowledge
base. It then defines other enabling components of the strategy such as
governance, policies, process, automation tools and performance metrics.
These are all critical for the implementation of an effective knowledge
management strategy to resolve the current issues.
SECOND BEST (3) D This is not as good as C since it overlooks the identification of the right data
and/or information to be captured. It provides a comprehensive approach to
improving all enabling initiatives with a renewed strategy. However without the
right information for the stakeholders being captured in the knowledge base,
knowledge management performance will be undermined.
THIRD BEST (1) A This option is flawed as it focuses on improving the process, roles and
responsibilities and tool for knowledge management. It completely overlooks
other aspects of implementing an effective knowledge management strategy.
The actions taken may help address some operational issues for knowledge
management. However without the right information being captured,
knowledge management will not work.
DISTRACTER (0) B This is the wrong answer. The actions taken are very tool-centric and do not
really address the problem. It ignores other considerations which are more
important and pertinent to the issue.
Syllabus Unit /
Module supported
ITIL SC: RCV08 Knowledge management
Blooms Taxonomy
Testing Level
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.

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
their structure and can distinguish between facts and inferences.

Application The candidate must not only be able to distinguish the right sequence
of activities to address the issues but also know that the systemic lack of strategy
and process rigour is causing symptoms in the use of the technology.
Subjects covered Categories Covered:
Understand what constitutes an effective knowledge management strategy and
discuss practical techniques for enabling knowledge transfer
Relate effective data and information management to successful knowledge
management and describe its key steps.
Book Section Refs ST 4.7 - Service transition processes - Knowledge management especially
ST 4.7.5.1 - Service transition processes - Knowledge management - Process
activities, methods and techniques - Knowledge management strategy
ST 4.7.5.3 - Service transition processes - Knowledge management - Process
activities, methods and techniques - Managing data, information and knowledge
Difficulty Moderate

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QUESTION Four Scenario Four
Question Rationale

The question tests the ability of the candidates to understand and apply the basic
concept; activities and process flow of request fulfilment. Based on the given
scenario the question focuses on the best practice to prioritize service requests for
VIPs who may frequently demand service levels to exceed normal guidelines. This
question tests the understanding of a few concepts surrounding VIP support:
When there is an incoming service request from a VIP that exceeds normal
guidelines, the service desk should always endeavour to meet the request with
higher priority
The special support requirements for VIPs should be formally recognized by
request fulfilment and should be documented as a clear guidance for all support
staff for full awareness
Even though the requests are to be handled with higher priority, it must still
comply with necessary authorization and approval processes
MOST CORRECT (5) A This is the best answer. It follows all the good practice for handling service
requests from VIPs that may frequently demand a higher priority for
completion.
Firstly, the service desk should agree to meet the request when it first
comes in, rather than rejecting it or becoming involved in a dispute with the
requester
Secondly, while the request should be handled with special provision and
urgency, there is a need to formally recognize the special requirement for
supporting VIPs within an enterprise on a permanent basis. This can be
achieved through a documented request model that stipulates the priority,
steps and actions to take based on the request type
Thirdly, request authorization must still be acquired even though the
request may be handled with higher priority. Request authorization is a
crucial step within the process flow of request fulfilment and no action can
be taken without proper authorization
The steps taken by the CIO in this answer option fulfil all of the above good
practices and therefore it is the best answer to the question.
SECOND BEST (3) C This is next best answer. The request was handled as an exception with a
higher priority. The CIO had recognized the need to handle service requests
from VIPs through developing a formal workflow (i.e. request model). However,
the current request was handled without proper authorization. As the
installation of the software module required a charge, the service request must
be financially approved before any actions can be taken.
THIRD BEST (1) D This answer has two major flaws; the service request had not been properly
authorized before actions were taken. The actions taken by the CIO failed to
recognize that service requests raised by VIPs require differentiated service
levels to be documented within the guidance provided to all the support staff. It
simply treated each request handling on an ad-hoc basis.
DISTRACTER (0) B This is a wrong answer. The action taken failed to address the immediate
service request with a differentiated priority. The incoming request from the
VIP was still rejected and normal practice prevailed. No actions had been
planned to recognize the special support needs of the VIPs. The answer
attempts to push everything back to the status quo.
Syllabus Unit /
Module supported
ITIL SC: RCV06 Request fulfilment
Blooms Taxonomy
Testing Level
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.

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
their structure and can distinguish between facts and inferences.

Application the candidate is required to understand the basic concepts and
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activities of request fulfilment, and be able to apply this understanding to the context
of supporting service requests from VIPs with differentiated priorities. This will enable
the candidate to choose the best answer option.
Subjects covered

Categories covered:
Request model
Request prioritization
Request authorization.
Book Section Refs SO 4.3.4.2 Service Operation processes Request Fulfilment - Policies, principles
and basic concepts Principles and basic concepts
SO 4.3.5.4 Service Operation processes Request Fulfilment Process activities,
methods and techniques Request prioritization
SO 4.3.5.5 Service Operation processes Request Fulfilment Process activities,
methods and techniques Request authorization
SO 4.3.5.7 Service Operation processes Request Fulfilment Process activities,
methods and techniques Request model execution
Difficulty Easy

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QUESTION Five Scenario Five
Question Rationale

This question tests that the candidate can apply ITIL practices to check that the right
stakeholders are involved in verification of different test models. The learning
objectives are to:
Differentiate various test models
Differentiate various validation and testing perspectives and relate these to the
stakeholder groups requirements to be addressed
Apply the use of test levels and test models to help with identifying the
stakeholders that should verify service deliverables.
MOST CORRECT (5) B This is the best solution. Information security management should verify and
sign off all the test models, as they are responsible for security throughout the
service lifecycle. The deployment manager should verify and sign off the
service level requirements and the deployment test model. This will ensure
that there is an integrated and consistent approach to deployment. In this
scenario, the service owner is responsible for IT supplier management and
deployment during the service operation lifecycle stage. The best option for
this scenario is:
Test model IT Stakeholder group to verify the test model
SLR Service level
requirements

IT supplier management
Service owner
Information security management
Deployment management
DEP Deployment IT supplier management
Service owner
Information security management
Deployment management
SO Service
operations
Service owner
Information security management
SECOND BEST (3) C The answer is correct but not complete. The scenario is based on a download
service and it states that, The deployment manager is responsible for
ensuring that the download service level requirements can be tested through
service design and service transition. This means that the deployment
manager should verify and sign off the service level requirements.
THIRD BEST (1) D This answer does not recognize the importance of the deployment manager
role in verifying the service level requirements and deployment test models.
The scenario also states that IT supplier management is not responsible for
verifying the service operation test model. Therefore adding IT supplier
management to the service operation test model is wrong. The deployment
manager should be involved in tests that impact on deployment, and not in the
service operation test.
DISTRACTER (0) A This is the wrong answer. In this scenario, the external supplier is not part of
the IT organization and should not be considered a key IT stakeholder in this
context. As in option D, this answer does not recognize the importance of the
deployment manager role in verifying the test models for the service level
requirements and deployment. The scenario clearly states that IT supplier
management is responsible for the management of the external supplier during
service design and service transition. Therefore, IT supplier management
should be responsible for the verification and sign-off of the DEP test models.
Syllabus Unit /
Module supported
ITIL SC: RCV04 Service validation and testing
Blooms Taxonomy
Testing Level
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.

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
their structure and can distinguish between facts and inferences.
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Application The candidate must apply knowledge of the service validation and
testing process and analyse which stakeholders fit and which do not fit into various
test models logically according to the scenario.
Subjects covered

Categories Covered:
Service validation and testing Test models, perspectives and levels of testing
Book Section Refs ST 4.5.4.5 Service transition processes Service validation and testing Policies,
principles and basic concepts Test models
ST 4.5.4.6 Service transition processes Service validation and testing Policies,
principles and basic concepts Service validation and testing perspectives
ST 4.5.4.7 Service transition processes Service validation and testing Policies,
principles and basic concepts Levels of testing and test models
Difficulty Moderate

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QUESTION Six Scenario Six
Question Rationale

This question is intended to test the understanding of the candidates on the strategy
and various aspects of implementing a successful enterprise configuration
management practice. The important learning objective here is to recognize the need
to use a logical model to outline configuration management requirements and their
interdependencies before any technology or process implementation takes place.
These requirements include:
CI identification, level of detail and their relationship (i.e. configuration structure)
Common interface between configuration data and various user groups
Establishment of processes, roles and responsibilities for ongoing configuration
management activities
Interface control to ensure correct update and maintenance to configuration data
The leverage of multiple CMDBs (or a Federated CMDB) over a singular CMDB.
MOST CORRECT (5) B This is the best solution. It follows all the good practices needed to establish a
configuration management practice. This includes building a logical model for
configuration management, leveraging the existing multiple data sources to
construct a federated CMDB, establishing a common interface for all user
groups of the CMDB, and orchestrating information-processing activities by
implementing interface control. The approach provides a permanent solution
with a well-balanced interface accommodating the needs of different service
functions (not just ESD), and minimizes the impact of change on business
users.
SECOND BEST (3) C This is the second best answer. It does not begin with the development of a
logical model so future incorporation of other requirements into the
CMDB/CMS will be difficult, if not impossible. This approach is completely
biased to the needs of the ESD and does not leverage the other existing data
sources, nor does it accommodate the needs of configuration management
support for other processes such as change management, release and
deployment management, and financial management, which are also
mentioned in the scenario.
THIRD BEST (1) A This approach does not leverage the data sources already available to build a
federated CMDB which could provide a more cost-effective way to implement
a configuration management strategy. The resulting effort, if at all feasible,
could be time-consuming and expensive. It incorrectly suggests deploying a
new CMDB system and then reviewing and improving processes, roles and
responsibilities. It fails to accommodate the needs of configuration
management support for other processes, such as change management,
release and deployment management, and financial management, which are
also mentioned in the scenario.
DISTRACTER (0) D This is the wrong answer. It simply builds one more isolated data source
(knowledge base) for the ESD without any attempt to integrate and leverage
others. It does not address the root cause of the issue which is the lack of an
enterprise-wide CMDB. The separate knowledge base is a short-sighted
solution and does not help the ESD to identify the resolution of incidents and
problems.
Syllabus Unit /
Module supported
ITIL SC: RCV03 Service asset and configuration management
Blooms Taxonomy
Testing Level
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.

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
their structure and can distinguish between facts and inferences.

Application The candidate, after understanding the considerations and good
practices of planning and implementing a CMDB, must identify the correct sequence
of CMS practice development, and also analyse the current state and how this fits
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into the ESD function and other process areas.
Subjects covered

Categories Covered:
Configuration management database (CMDB)
Federated CMDB
Configuration management system (CMS).
Book Section Refs ST 4.3 Service transition processes Service asset and configuration management
ST 4.3.4.2 Service transition processes Service asset and configuration
management - Policies, principles and basic concepts Basic concepts The
configuration model
ST 4.3.4.3 Service transition processes Service asset and configuration
management Policies, principles and basic concepts Configuration management
system (Up to Configuration baseline)
ST 4.3.5.2 Service transition processes Service asset and configuration
management Process activities, methods and techniques Management and
planning
Difficulty Hard

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QUESTION Seven Scenario Seven
Question Rationale

This question focuses on being able to understand, identify and distinguish the key
roles/functions responsible for executing each process step as related to:
Service validation and testing
Release and deployment management.
MOST CORRECT (5) C This is the right answer. All responsibilities are against the correct roles. The
service validation and testing manager role and the release and deployment
manager roles are correctly undertaken by separate people to avoid a conflict
of interest. Eriks development experience makes him a good fit for the build
and test environment manager role. His management experience and years
with the company provide him with the knowledge of existing processes,
resources, tools and so forth that is required to serve as release and
deployment manager. Dermots experience in building and deploying releases
makes him a good fit for the release packaging and build practitioner role and
is supported by the ITIL guidance that this role may be carried out by technical
management personnel.
SECOND BEST (3) D There is some merit in this answer. All responsibilities are against the correct
roles. The service validation and testing manager role and the release and
deployment manager role are undertaken by separate people to avoid a
conflict of interest. However, Erik has development skills and management
experience and so he should be assigned the role of release and deployment
manager. Dermots experience in building and deploying releases makes him
a good fit for the release packaging and build practitioner role, however he is a
bit too inexperienced and new to the organization to step into the release and
deployment manager role.
THIRD BEST (1) B There is little merit in this answer. All responsibilities are against the correct
roles but it is flawed because the roles of service validation and testing
manager and the release and deployment manager are combined to one
person.
DISTRACTER (0) A This is the wrong answer. The roles of build and test environment manager
and the release packaging and build practitioner have the wrong
responsibilities. The service validation and testing manager role and the
release and deployment manager role are done by the same person whereas
these roles should always be undertaken by separate people to avoid a conflict
of interest.
Syllabus Unit /
Module supported
ITIL SC: RCV09 Roles and responsibilities
Blooms Taxonomy
Testing Level
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.

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
their structure and can distinguish between facts and inferences.
Application The candidate needs to understand the key roles and responsibilities
for release and deployment management and service validation and testing
management. The candidate must apply this understanding and analyse the given
information from the scenario to determine the appropriate assignment of these roles
to different people based on their experience and background.
Subjects covered Categories covered:
The key roles/functions responsible for executing each process step as related to:
Service validation and testing
Release and deployment management.
Book Section Refs ST 6.4 Organizing for service transition Roles especially:-
ST 6.4.9.2 Organizing for service transition Roles Service validation and testing
roles Service validation and testing process manager
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ST 6.4.8.2 Organizing for service transition Roles Release and deployment
management roles Release and deployment management process manager
ST 6.4.8.3 Organizing for service transition Roles Release and deployment
management roles Release packaging and build practitioner
ST 6.4.8.6 Organizing for service transition Roles Release and deployment
management roles Build and test environment manager
Difficulty Moderate

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QUESTION Eight Scenario Eight
Question Rationale

This question focuses on checking the candidates understanding of the service
lifecycle, in particular how the processes described within service transition support
the service lifecycle. To support this it also checks understanding of the scope of
change management and service asset and configuration management (SACM).
MOST CORRECT (5) B This is the right answer.
1. Correct. The updated service portfolio is an output from service strategy.
This will have been baselined as a configuration item (CI) when the
internal services were created. SACM updates CIs and is used in all
lifecycle stages.
2. Correct. The service design package contains service acceptance criteria
and test plans. It will be stored as a service CI as an output of service
design using the SACM process.
3. Correct. The operational readiness tests are first designed and agreed
upon in service design but may be refined in service transition prior to the
start of testing (e.g., once the approach to performing the service
rehearsal is approved); any changes will be under change management.
SECOND BEST (3) C There is some merit in this answer.
1. Correct. The updated service portfolio is an output from service strategy.
This will have been baselined as a CI when the internal services were
created. Changes to baselined CIs use change management. Change
management is used in all lifecycle stages.
2. Correct. The details of the collection service will be captured in the service
design package, which will be stored as a service CI as an output of
service design using the SACM process.
3. Not correct. The service design package contains operational readiness
tests which are developed during service design, not service transition.
THIRD BEST (1) D There is little merit in this answer.
1. Correct. The updated service portfolio is an output from service strategy.
This will have been baselined as a CI when the internal services were
created. Changes to baselined CIs use change management. Change
management is used in all lifecycle stages.
2. Not correct: New services are added to the service portfolio in service
strategy, not service design.
3. Not correct. The service design package contains operational readiness
tests which are developed at the service design stage.
DISTRACTER (0) A This is the wrong answer.
1. Not correct. The service levels are updated in the service design stage as
part of the service design package.
2. Not correct: The scope of services will be agreed and the service portfolio
updated during service strategy.
3. Not correct: Service acceptance criteria are agreed during service design.
Syllabus Unit /
Module supported
ITIL SC: RCV01 Introduction
ITIL SC: RCV02 Change management
ITIL SC: RCV03 Service asset and configuration management
Blooms Taxonomy
Testing Level
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
their structure and can distinguish between facts and inferences.
Application The candidate must be able to correctly identify and match the correct
process and sequence in the lifecycle stages. Based on the scenario given, the
candidate must also be able to analyse which activities need to take place at different
lifecycle stages in order to manage the transition for the outsourcing service.
Subjects covered

Categories covered:
Scope of the service transition lifecycle stage in relation to the RCV processes,
its value to the business and how the RCV processes interact with processes
within other lifecycle stages
Types of change requests and description of them using examples by service
lifecycle stage
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The use of a configuration management system (CMS) and its major
components in supporting the effective execution of SACM process.
Book Section Refs ST 1.1.1 Introduction Overview Purpose and objectives of service transition
ST 1.1.2 Introduction Overview Scope
ST 1.1.2.1 Introduction Overview Processes within service transition
ST 4.2.2 Service transition processes Change management Scope
ST 4.2.4.3 Service transition processes Change management Policies,
principles and basic concepts Types of change request
ST 4.3.2 Service transition processes Service asset and configuration
management Scope
ST 4.3.4.3 Service transition processes Service asset and configuration
management Policies, principles and basic concepts Configuration management
system
Difficulty Hard