RCV 3

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ITILis a registered trade mark of the Cabinet Office. ITIL Intermediate Capability RCVSample2 QUESTION BOOKLET v6.1.
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Version 6.1 (Live) Owner The Official ITIL Accreditor

ITIL
Intermediate Capability Stream:

RELEASE, CONTROL AND VALIDATION (RCV)
CERTIFICATE

Sample Paper 2, 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.
The Official ITIL Accreditor 2012. ITIL Intermediate Capability RCVSample2 QUESTION BOOKLET v6.1.
Page 2 of 9
Question One

Refer to Scenario One

You need to make recommendations when reviewing the email about the evaluation agenda.

Which one of the following options provides the BEST recommendations to improve the agenda?

A. 1. The presentation on the Overview of the change evaluation process should also cover:
Contents of the service design interim evaluation report, i.e. the risk profile, deviations
report and a recommendation to accept or reject the change
An explanation of how the actual performance of the e-Shop service will be evaluated
during release packaging.
2. Under agenda item 3 add: Actual performance.

B. 1. The presentation on the Overview of the change evaluation process should also cover
the objectives, and inputs and outputs including the evaluation report that goes to change
management.
2. Under agenda item 3 - add:
Fit for use - whether the e-Shop service will minimize the number of security breaches
as well as providing enough capacity
Resources - availability of staff, finances, and other resources to run the e-Shop
service.

C. 1. The presentation on the Overview of the change evaluation process should also cover
the objectives, the evaluation of the actual performance, and the sections to be included in
the change evaluation report.
2. Under agenda item 3 add: Fit for use, as this is very important for an e-Shop in the
healthcare sector.

D. 1. Meetings objective: delete unintended because the evaluation after service design should
focus on the intended effects of the change.
2. The presentation on the Overview of the change evaluation process should cover the
objectives, and inputs and outputs including the evaluation report that goes to change
management.

Page 3 of 9
Question Two

Refer to Scenario Two

Which of the following recruitment strategies is MOST appropriate when staffing the initial service
transition organization?

A. Combine the roles of configuration analyst and configuration librarian for the first headcount due to
synergy between these two roles. Hire the release and deployment manager for the second
because it is a key role currently required. Combine the change evaluation manager and service
validation and testing manager for the third to reduce interfaces.

B. Hire the configuration librarian for the first headcount since this resource is needed to work with the
vendor. Hire the change evaluation manager for the second because it is a key role currently
required. Combine the service validation and testing manager and the release and deployment
manager for the third to reduce interfaces. Leave the configuration analyst till a later stage.

C. Merge the role of the configuration analyst with the SACM manager. Hire the release and
deployment manager for the first headcount because it is a key role currently required. Hire the
change evaluation manager for the second and the configuration librarian for the third. Leave the
service validation and testing manager till a later stage.

D. Combine the roles of configuration analyst and change evaluation manager for the first headcount
due to synergy between these two roles. Hire the release and deployment manager for the second
because it is a key role currently required. Combine the roles of configuration librarian and service
validation and testing manager for the third to reduce interfaces.

Page 4 of 9
Question Three

Refer to Scenario Three

As a first step you decide to have a separate meeting with the most appropriate personnel for each of
these issues. Who should you invite for discussion in each meeting?

A. For issue #1 you involve the service operation manager. You request that problem management
staff develop a clear process with your SVT staff to identify the risks of system change and to
mitigate them where possible.

For issue #2 you enlist the help of your release and deployment management staff to propose
effective ways for testing the changes in all release packages.

For issue #3 you involve the service design manager and your selected service transition staff to
identify improvement opportunities for the current test environment and to develop a funding
proposal to upgrade the testing environment.

B. For issue #1 you involve the service operation manager. You request that problem management
staff develop a clear process with your SVT staff to identify the risks of system changes and to
mitigate them where possible.

For issue #2 you enlist the help of your release and deployment management staff to propose
effective ways for testing the changes in all release packages.

For issue #3 you talk to the service strategy manager to identify improvement opportunities for the
current test environment and to develop a funding proposal to upgrade the testing environment.

C. For issue #1 you request the service operation manager to work with your staff from change
management, change evaluation and SVT staff to develop a clear process to identify the risks of
system change and to mitigate them where possible.

For issue #2 you speak to the service design manager about the possibility of incorporating an
effective approach for testing the change in all service design packages.

For issue #3 you talk to the service strategy manager to identify improvement opportunities for the
current test environment and to develop a funding proposal to upgrade the testing environment.

D. For issue #1 you enlist the help of your staff from change management, change evaluation and SVT
to develop a clear process to identify risks of system change and to mitigate them where possible.

For issue #2 you talk to the service design manager about the possibility of incorporating an
effective approach for testing the change in all service design packages.

For issue #3 you talk to all three of them and your selected service transition staff to identify
improvement opportunities for the current test environment, in particular, to the service strategy
manager to develop a funding proposal to upgrade the testing environment.

Page 5 of 9
Question Four

Refer to Scenario Four

You are an experienced ITSM consultant. The chief information officer (CIO) has hired you to provide a
recommendation on the future service model for request fulfilment.

Which one of the following options is the BEST course of action the company should take?

A. A service catalogue will be published on a company web portal to enable users to request services.
The centralized service desk (CSD) agent will log all service requests submitted through the portal
in the CSD system. The agent will assign service requests, and standard changes that have a pre-
approved procedure and cost, to request fulfilment. All other requests will be routed either to
incident management or to change management depending on their actual requirements.

B. A service catalogue will be published on a company web portal to enable users to request services.
Request fulfilment will receive all service requests through a comprehensive self-help function on
the portal. This will allow users to apply workarounds and quick fixes, and execute pre-defined
changes without having to contact the CSD. Other requests that cannot be fulfilled by the self-help
function will be forwarded to the CSD for further screening and handling.

C. All users will submit service requests, and standard changes that have a pre-approved procedure
and cost, to request fulfilment via a new email address, servicerequest@company.com. This email
address will be monitored by request fulfilment staff. All other requests will be raised by calling the
CSD hotline where the CSD agent will redirect them either to incident management or to change
management depending on their actual requirements.

D. Users will continue to forward all change requests to the email address,
needchange@company.com, which will be monitored by change management. The users will
send all other service requests to another email address, servicerequest@company.com, which
will be monitored by request fulfilment. Once a change is identified as a standard change it will also
be forwarded to servicerequest@company.com by change management.

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Question Five

Refer to Scenario Five

Which one of the following four business justifications will be MOST likely to secure the approval of the
banks chief operating officer (COO) to implement the service knowledge management system
(SKMS)?

A. Recent incidents indicate the need to improve the capability of the business users, systems
developers and support staff for implementing system and service upgrade projects. Through
ensuring accuracy and correlation of configuration information, the SKMS will improve the
knowledge of the business users and technical staff. This empowers all staff to determine the most
effective application testing and support strategy. Over time this will enhance the overall
organizational capability to respond to the changing business requirements.

B. The capture of accurate configuration information directly into the SKMS will provide much better
visibility of application dependency and compatibility for the entire environment. Such information is
crucial for implementing major system upgrades. It will facilitate the development of more effective
test plans and test scripts by the users and test team. It will also provide the support staff with better
information to respond to incidents and technical problems. Over time this will help mitigate risks
and improve time-to-production for the business changes.

C. The new SKMS will capture accurate configuration data in a single, federated repository. This will
improve the development, testing and support of all systems changes prior to actual deployment.
By implementing effective governance and policies on its use, the SKMS will preserve accuracy of
configuration data. It will also remove conflicting data from different data sources and enable timely
identification and analysis of errors. Over time this will lead to improved problem resolution and
time-to-production for the business changes.

D. Information provided by the SKMS will reveal patterns of successful change management for
system and service upgrades, and enable lessons to be learned from experience. This will lead to
the bank having an improved capability to predict the risks of all options for implementing business
changes. The SKMS will also enable the staff to anticipate and avoid common issues and problems
with business changes, and help management to develop an effective change strategy. Over time
this will help the bank to make informed business decisions.

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Question Six

Refer to Scenario Six

The chief information officer has asked you to recommend suitable key performance indicators (KPIs)
for the change management process. The KPIs must support the goals of the organization and support
the resolution of the issues in the scenario.

Which one of the following options proposes the MOST suitable KPIs for the accompanying scenario?

A. The following KPIs should be introduced:
Number of changes that were authorized and implemented for the last two years
Percentage of unauthorized changes out of all changes implemented within the last two
years
Number of failed changes caused by poor and inaccurate specification
Number of incidents associated with problems caused by implemented changes within the
last two years.

B. The following KPIs should be introduced:
Reduction in number of reported incidents associated with implemented changes
Reduction in the number of failed changes that result in a backed-out situation
Percentage of all changes in each month meets service level targets (SLA) based on their
urgency and priority
Improvement in percentage of all changes that meet customers agreed cost and time
requirements.

C. The following KPIs should be introduced:
Improvement in percentage of all changes whose implementation meets SLA based on
their urgency and priority
An increase in percentage of all changes that meet customers agreed cost and time
requirements
Reduction in the number of reported problems associated with implemented changes
Reduction in the number of failed changes that result in a backed-out situation.

D. The following KPIs should be introduced:
An increase in percentage of all changes that meet customers agreed cost and time
requirements
Number of failed changes caused by poor and inaccurate specification
Increase in accuracy of predictions for time, cost and risks of all authorized changes
Number of incidents reported to the service desk.

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Question Seven

Refer to Scenario Seven

You are a senior manager of this company and a member of the vendor selection panel. Based on the
proposal summary you need to identify the vendor that BEST meets the organizations objectives.
Which vendor should you choose?

A. Vendor A

B. Vendor B

C. Vendor C

D. Vendor D
Page 9 of 9
Question Eight

Refer to Scenario Eight

Which one of the following options is the BEST approach for executing the pilot?

A. Pilot half of the applications with representative stakeholders from USA, and all users in Denmark
and Sweden. These users will use the new release to carry out normal activities. Service level
agreement (SLA) achievements and incidents will be reviewed daily. After two weeks, if the SLAs
have been consistently achieved, then the deployment will be handed over to service operation and
approval requested to roll-out all applications to all remaining users. SLA achievements, open
incidents and customer satisfaction will be reviewed at the monthly service review meetings.

B. Pilot all applications with representative stakeholders from USA and all users in Sweden. These
users will use the new release to carry out normal activities from Monday to Friday within a
designated week. SLA achievements and incidents will be reviewed daily. At the end of the trial
period the pilot will be rolled back if required. Incident and availability statistics will be analysed and
a survey of all stakeholders will be taken. Plans will be updated based on the lessons learned
before seeking approval for a full roll-out.

C. Pilot all applications with representative stakeholders from USA and Denmark. These users will use
the new release to carry out normal activities for two weeks. SLA achievements and incidents will
be reviewed daily. After two weeks the pilot will be rolled back if required. Incident and SLA
statistics will be analysed and a survey of all stakeholders will be taken. Plans will be updated
based on the lessons learned before seeking approval for a full roll-out.

D. Pilot all applications with representative stakeholders from USA and Sweden. These users will use
the new release according to a pre-defined sample of transactions each day. At the end of two
weeks any incidents will be recorded, and a survey will be taken. If, after two weeks customers are
satisfied, then approval will be requested for a roll-out to remaining users. If customers are not
satisfied the pilot will be rolled back. Plans will be updated based on the lessons learned before
seeking approval for another pilot.

ITILis a registered trade mark of the Cabinet Office. ITIL Intermediate Capability RCVSample2 SCENARIO BOOKLET v6.1.
Page 1 of 9

ITIL

CERTIFICATE



SCENARIO BOOKLET

This booklet contains the scenarios upon which the eight 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 eight 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%).
The Official ITIL Accreditor 2012. ITIL Intermediate Capability RCVSample2 SCENARIO BOOKLET v6.1.
Page 2 of 9
Scenario One

A healthcare company plans to expand its business by adding an online shopping (e-Shop) capability
to its existing website. There have been recent website performance issues caused by insufficient
capacity and resources. The project to create the new e-Shop service is in the Define Service
Solution stage.

The IT organization is also adopting the ITIL service transition processes, including the change
evaluation process.

You are the head of change management. You have been asked to review and provide suggestions
for improving the following email which will be circulated to the stakeholders involved in the evaluation
review:

Dear Colleague,

You are requested to attend the service design evaluation meeting for the e-Shop service. This
review is part of the change evaluation process. The meetings objective is to evaluate the e-
Shop service design package v01 to confirm the intended effects and to identify potential
unintended effects of the proposed service change.

The agenda is:

1. Introduction
2. Presentation - Overview of the change evaluation process - plan the evaluation, evaluate
predicted performance
3. Evaluation of e-Shop service design - factors for considering the effect of the change:
a) Service provider capability - ability of business support and IT to perform as required
b) Tolerance - ability or capacity of the current website to absorb the e-Shop service
c) Organizational setting - ability of our organization to accept the e-Shop service
d) Modelling and measurement the extent to which the predicted behaviour from a model
matches the actual behaviour from the e-Shop service
e) Purpose - whether the e-Shop service will be fit for purpose
f) People - the people within the e-Shop operating environment and the effect of change on
them
4. Risk identification and assessment
5. Actions and next steps
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Scenario Two

An international school has just appointed a vendor to replace their school administrative system. The
project is divided into three phases. Phase one will be completed in three months time. This will
include the delivery of a configuration management database (CMDB) interfaced with the first major
release of the new school system.

You are the head of IT operations for the school. To support this project, the chief information officer
(CIO) has asked you to establish a new service transition organization. You have been assigned the
roles of service transition manager and change manager. Another experienced IT manager will take
on the role of service asset and configuration management (SACM) process manager.

Although there are some skilled practitioners, the new organization will also require the following key
service transition roles:

Configuration analyst
Configuration librarian
Change evaluation manager
Service validation and test manager
Release and deployment manager

The board has approved the immediate recruitment of three resources initially. If phase one of this
project is successful the board will approve the hiring of resources for all of the remaining roles. In
addition, the board and the CIO have agreed the following principles for staffing the project in phase
one:

1. Since there are more roles than approved headcount, roles and responsibilities may be
combined where appropriate.
2. The school will engage an external vendor to conduct the design and planning of the SACM
process and the CMDB.
3. The initial organization should have clear ownership of all the required service transition
processes.

You move on to start the recruitment for the new organization.
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Scenario Three

You are the service transition manager for a large enterprise. Recently there were some major issues
related to upgrading various business systems. The issues were:

1. Some of the application upgrades were deployed to production even though the changes did
not fully meet the acceptance criteria. The risks of these changes were not fully understood
and mitigated. This led to failures to meet business expectations.

2. For some upgrades, the promised service levels were not realized in the production
environment. Prior to deploying the upgrade the test team was unable to verify whether the
service levels could be achieved.

3. The test environment had not been upgraded in the past few years to reasonably mirror the
actual production environment. This led to an inability to analyse the impact of the change
based on the test results.

All of the issues primarily relate to the poor effectiveness of the service validation and testing (SVT)
process.

The chief information officer is very concerned and has asked you and your service transition staff to
work with the service strategy manager, the service design manager and the service operation
manager to review the current situation, and to develop an action plan to resolve the issues.

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Scenario Four

A services organization uses its centralized service desk (CSD) to manage incidents and changes.
The CSD has only a few service agents. They manage technical issues and problems, answer users
queries, handle generic information requests and reset passwords. All these activities are registered
and tracked in a service desk system.

For change requests, users can submit a request for change (RFC) form to the e-mail address,
needchange@company.com. Due to resource constraints this e-mail address is monitored by only
one agent from the service desk. This agent screens every change request and, depending on the
type of change, routes the RFC to the appropriate team.

Service level management is responsible for handling requests for new services and requests for
changes to existing services. The service level manager works with the change manager to submit
RFCs deemed appropriate to the change advisory board. All RFCs are recorded in an internal system.

The current service model has resulted in three main issues:

1. A large number of service requests and standard changes are raised by the users. This creates a
heavy workload for both incident management and change management.
2. Users are confused by the multiple channels they can use to submit requests, and confused as to
who should be their first contact.
3. The ownership for fulfilling different types of service or change request is unclear.

The above issues have had an impact on levels of performance which the IT service provides to the
business. Service efficiency, effectiveness and user satisfaction are declining. To rectify the situation
the chief information officer (CIO) plans to set up a request fulfilment process within IT.

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Scenario Five

A global bank is planning to deploy a large number of releases to its mission-critical applications. This
is to meet the needs of a rapid business development programme in Asia.

The programme has suffered substantial delays in recent months following major failures after the
deployment of some of the application releases. The banks system support group (SSG) gathered
information from different business users and support specialists and discovered the following issues:

Scattered data sources with inconsistent data for problem diagnosis
Insufficient skills of both business users and IT support staff
The lack of an effective approach to test the changes and releases prior to deployment.

The head of SSG proposes that a new service knowledge management system (SKMS) should be
implemented to improve the performance of service transition. This needs to be approved by the chief
operating officer (COO).

The COOs interests are to improve the banks overall organizational capability, insights and wisdom
to respond to business demands, to manage risks, and to implement all changes effectively. Other
requirements from the users or IT support groups are of less concern.

The head of SSG needs to develop the business justifications for the SKMS. The contents of the
business justifications should display the value of SKMS and describe how data within the
organization can be transformed to information, subsequently to knowledge, and finally to wisdom.
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Scenario Six

You are the process owner for change management at a large local government organization. The
goal of the organization is the provision of quality and widely-available services to internal and
external customers. The services should also provide good value for money.

There are 64 different IT services. Half of these services were developed by external suppliers.
Customers can access some of the IT services 24 hours a day.

Changes are authorized by a change advisory board with senior representation from IT and the
business. The number of unsuccessful changes has increased, affecting the availability and reliability
of the IT services. The number of incidents reported in relation to implementing changes is also
increasing.

One recent incident affected the deployment of a major change to a key service. Some important
steps were missing from the change documentation, and the change was backed out. This meant that
the planned date was not achieved and the costs of the change were a lot higher than budgeted.

There is also an increase in the number of changes that have failed to meet the required service level
based on their urgency. Several complaints were received from the customers.

The chief information officer is concerned about the situation and the damage it has caused to the
reputation of the IT organization.

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Scenario Seven

The management of a company recently approved the implementation of a versatile configuration
management system (CMS), including a federated configuration management database (CMDB),
related processes and tools.

The company currently has a separate problem management database for end-user support, and a
definitive media library (DML) to store current versions of all software and systems. Information about
all other IT assets is maintained in disparate systems.

There are several CMS tool functions that the company wishes to implement, the most urgent ones
being those related to configuration verification and audit. Four vendors have been shortlisted to
provide the technologies and implementation services.

Due to budget constraints the CMS solution will be implemented in three phases, with only two major
CMS functions being implemented in each phase. To select the BEST-qualified vendor the company
has asked each vendor to present their approach for implementing the configuration verification and
audit functions. The proposals are summarized as follows:

(No particular order for the functions within each phase)

Vendor A Vendor B Vendor C Vendor D
Phase
1

Automatic
discovery and
loading of CI
information

Guided
interrogation and
reporting of the
CMDB

Automatic
discovery and
loading of CI
information

Integration and
interface with
definitive media
library (DML)

Automatic
discovery and
loading CI
information

Integration with
current problem
management
database
Discovery, update
and display of
hierarchic and
networked CI
relationships

Support the
update and
display of CIs of
varying
complexity
Phase
2
Discovery, update
and display of
hierarchic and
networked CI
relationships

Support the
update and
display of CIs of
varying
complexity
Discovery, update
and display of
hierarchic and
networked CI
relationships

Support for
configuration
baselines,
including
reversion to
trusted versions
Discovery, update
and display of
hierarchic and
networked CI
relationships

Support the
update and
display of CIs of
varying
complexity
Automatic
discovery and
loading of CI
information

Support for
configuration
baselines,
including
reversion to
trusted versions
Phase
3
Support for
configuration
baselines,
including
reversion to
trusted version

Maintenance and
display of history
of all CIs
Guided
interrogation and
reporting of the
CMDB

Maintenance and
display of history
of all CIs

Automatic
identification of all
affected CIs when
any CI is the
subject of a
request for
change

Maintenance and
display of history
of all CIs
Integration with
current problem
management
database

Guided
interrogation and
reporting of the
CMDB
Page 9 of 9
Scenario Eight

You are the release and deployment manager for a multi-national organization using off-the-shelf
applications to support business operations.

There are 2500 users in the USA, 10 in Sweden and 60 in Denmark. Users in Denmark and Sweden
use identical applications on PCs and server infrastructure with identical configurations. The USA
applications and infrastructure configurations are similar, but not identical.

There are service level agreements (SLAs) for each service. Monthly service reviews are attended by
stakeholders where performance and open problems are discussed.

Most users access the services over a private network. The sales force work remotely during the
week and upload sales orders and download updated price lists on the weekend.

Users have different usernames and passwords to access each application. It has been decided that
new, single sign-on functionality will be introduced for all users, which will require deployment of a
new release of each application to all PCs.

To minimize risks, a pilot for the deployment of the single sign-on release will be used. This will
provide an opportunity to identify and fix any issues before a full roll-out. A baseline will be taken
before any deployments commence.

According to the release and deployment management policy, the pilot will be rolled back if there are
significant failures or if it is necessary to ensure that pilot users have the correct baseline before the
full deployment.
ITILis a registered trade mark of the Cabinet Office. ITIL Intermediate Capability RCVSample2 ANSWERSandRATIONALES
v6.1. This document must not be reproduced without express permission from The Accreditor.
Page 1 of 18

ITIL

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ANSWERS AND RATIONALES
The Official ITIL Accreditor 2012. ITIL Intermediate Capability RCVSample2 ANSWERSandRATIONALES v6.1.
Page 2 of 18
Answer Key:

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

Page 3 of 18
Answer and Question Rationale:

QUESTION One Scenario One
Question Rationale

The question tests whether the candidate understands the change evaluation
process and can apply the ITIL practices to the change evaluation process. The
objectives are to check that the candidate:
Understands the purpose, scope and terminology of the process
Understands the difference between the evaluation performed after service
design compared to the later evaluations where the actual performance of the
service change can be compared to the predicted performance
Can analyse the scenario and answer options to identify factors for evaluating
the effectiveness of a service design and changes.
MOST CORRECT (5) B This is the best solution. It recommends providing an overview of the change
evaluation process and its interface to change management. Covering the
overview at the meeting will ensure that the stakeholder communication is
better. This answer includes the relevant factors to cover in the evaluation of
the service design and which are important to the company by adding fit for
use and resources to agenda item 3.
SECOND BEST (3) C This is correct and reasonably constructive. Although it adds fit for use to
agenda item 3, it is not as good as the MOST correct answer because it does
not add a reference to resources, which the scenario states are insufficient.
THIRD BEST (1) D This does not add as much constructive feedback as B or C. It misses adding
fit for use and resources to agenda item 3. Deleting the unintended effects of
a service change is incorrect as it should be included.
DISTRACTER (0) A This is the wrong answer. The contents of the service design interim
evaluation report do not include a deviations report as there is, as yet, no
actual performance to compare with the predicted performance. The actual
service performance against the predicted performance cannot be evaluated
until the change is implemented. The statement that actual performance will be
evaluated during release packaging is incorrect. Evaluation of the actual
performance of the enhanced service is performed once the change is
implemented. Adding actual performance to agenda item 3 is inappropriate.
The actual service performance cannot be evaluated until the change is
implemented.
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
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
structure and can distinguish between facts and inferences.

Application The candidate needs to apply content knowledge to determine the
correct activities in the change evaluation process and needs to analyse how these fit
within the context of the scenario to select the most correct answer option.
Subjects covered

Categories covered:
The intended effect and unintended effect of a change, and application of the
factors for evaluating the effectiveness of a service design and changes
The evaluation of predicted service performance and actual performance with
risk management and demonstration of what impact it could have on the course
of actions for the overall service design/change evaluation.
Book Section Refs ST 4.6.5.4 Service transition processes Change evaluation Process activities,
methods and techniques Understanding the intended effect of a change
Page 4 of 18
ST 4.6.5.5 Service transition processes Change evaluation Process activities,
methods and techniques Understanding the unintended effect of a change
methods and techniques Factors for considering the effect of a service change
methods and techniques Evaluation of predicted performance
methods and techniques Evaluation of actual performance
methods and techniques Risk management
ST 4.6.5.10 Service transition processes Change evaluation Evaluation report
ST Table 4.14 Service transition processes Change evaluation Factors for
considering the effect of a service change
Difficulty Easy

Page 5 of 18
QUESTION Two Scenario Two
Question Rationale

This question tests the candidates on discerning the high-level roles and
responsibilities within a service transition organization and, based on a given set of
scenario principles, articulating the importance and urgency of having some or all of
these roles fulfilled. The end result is a staffing strategy.
To answer this question correctly, one must be able to capture the following learning
points:
1. Change evaluation takes input from the service design and release packages to
develop the evaluation plan. It also takes input from service validation and testing
to produce evaluation reports for change management.
2. While release and deployment management will plan, design, build and test
release packages, it must not be combined with service validation testing which
helps verify the release packages
3. The configuration analyst is a detailed planner/designer for service asset and
configuration management (SACM) principles, process, configuration item (CI),
configuration management database (CMDB) sponsored by the SACM process
manager. The role of configuration analyst may be combined with either SACM
manager or configuration librarian to leverage the synergy among these roles.
MOST CORRECT (5) A Combining the roles of configuration analyst and librarian sounds logical per
learning point #3 from the question rationale, especially when the SACM
practice and the CMDB are built from the beginning to foster synergy between
architecture and operations. Putting a separate headcount for release and
deployment manager is also sensible as it is an integral part of the entire
service transition practice. Combining change evaluation management with
service validation and testing management would reduce handoffs (per staffing
principle #1 from the scenario) as they work together closely with change
management to make the whole transition successful.
SECOND BEST (3) C This answer has a lot of merits but has one flaw: it leaves the hiring of service
validation and testing manager to a later stage so it fails staffing principle #3,
which demands clear ownership for all required service transition processes.
THIRD BEST (1) D This answer has major flaws. Combining the roles of configuration analyst and
change evaluation manager has little to do with synergy as their
responsibilities are different. Combining the roles of configuration librarian and
service validation and testing manager would not reduce interfaces because
the two roles have minimal inter-dependency.
DISTRACTER (0) B This is the wrong answer. It makes a logical error by hiring a configuration
librarian before hiring a configuration analyst. The roles of release and
deployment manager should not be combined with service validation and
testing manager.
Syllabus Unit /
Module supported
ITIL SC: RCV04 Service validation and testing
ITIL SC: RCV07 Change evaluation
ITIL SC: RCV09 Roles and responsibilities
Blooms Taxonomy
Testing Level

their structure and can distinguish between facts and inferences.

Application The candidate needs to capture the concepts and learning of different
service transition roles and apply them to the scenario in order to determine the best
staffing strategy for a major system deployment project. The logical relationship
between roles, their conflict of interests and the staffing principles (given in the
scenario) must be clearly understood in order to select the right strategy.
Page 6 of 18
Subjects covered

Categories covered include roles relating to:
Service asset and configuration management
Service validation and testing
Release and deployment management
Change evaluation.
Book Section Ref ST 6.4.7.3 Organizing for service transition Roles Service asset and
configuration management roles Configuration analyst
ST 6.4.7.4 Organizing for service transition Roles Service asset and
configuration management roles Configuration librarian
ST 6.4.8.2 Organizing for service transition Roles Release and deployment
management roles Release and deployment management process manager
ST 6.4.9.2 Organizing for service transition Roles Service validation and testing
roles Service validation and testing manager
ST 6.4.10.2 Organizing for service transition Roles Change evaluation roles
Change evaluation process manager
ST 4.5.6.4 Service transition processes Service validation and testing Triggers,
inputs, outputs and interfaces Interfaces
ST 4.6.6.4 - Service transition processes Change evaluation Triggers, inputs,
outputs and interfaces Interfaces
Difficulty Moderate

Page 7 of 18
QUESTION Three Scenario Three
Question Rationale

The question focuses on testing the candidates ability to understand the validation
and testing (SVT) process and its interface with other service transition processes
and service lifecycle stages. In particular it is important to recognize SVT not only
supports all of the release and deployment steps within service transition but also
interacts with processes within all stages of the service lifecycle.
MOST CORRECT D This is the right answer.

Issue #1 is concerned with risk identification and mitigation for service
changes. It is the sole responsibility of service transition, with change
management, change evaluation and SVT interacting with each other to
ascertain change performance through test results, conduct risk assessment,
and eventually approve or reject the change to proceed for deployment.
Therefore the discussion need not go outside of service transition to develop a
resolution.

Issue #2 is concerned with the testability of the change and ensuring there is a
feasible approach to test the change. This is the responsibility of service
design, which should support SVTs effort to carry out an effective testing of
the changes. The discussion therefore should involve service design to
mobilize appropriate resources to support SVT.

Issue #3 is concerned with the provision of sufficient funding and resources to
accommodate effective testing of all changes. It is the responsibility of service
strategy to support all lifecycle stages, particularly with service transition, to
identify needs and to provision appropriate funding to realize those needs. The
discussion should therefore involve all service leads and selected service
transition staff to provide input of the requirements.
SECOND BEST C This is the next best answer.

This answer is wrong in addressing issue #1, as service transition is
responsible for risk identification and mitigation for changes. The discussion
need not go outside of service transition to involve service operation staff.

For Issue #3 it is correct to involve service strategy, but the issue needs input
from all stakeholders across the lifecycle stages to understand the needs and
wants. Therefore the meeting should not be just between service strategy and
service transition
THIRD BEST B Almost everything is wrong in this answer except that service strategy is
involved in issue #3. The approach to address issue #1 is wrong for the same
reason as in C. For issue #2, the party to ensure service changes are testable
is service design, not the release and deployment staff of service transition.
DISTRACTER A This answer is completely wrong. The approaches to address issues #1 and
#2 are wrong for the same reason as in option B. For issue #3 service design
can only support it with input to testing environment requirements, but should
not be the party to accommodate SVT with funding and resource support to
upgrade testing environment.
Syllabus Unit /
Module supported
ITIL SC RCV04 Service validation and testing

Blooms Taxonomy
Testing Level

Page 8 of 18

Application This question tests the candidates understanding of the input, output
and interface of the SVT process, and its relationship to other processes within the
lifecycle. By applying this understanding and analysing the scenario the candidate is
required to pick the right parties to engage in resolving the change issues described
within the scenario.
Subjects covered SVT inputs (ST 4.5.6.2)
SVT outputs (ST 4.5.6.3)
SVT interface with other lifecycle stages (ST 4.5.6.4)
Book Section Ref ST 4.5.6 - Service transition processes Service validation and testing triggers,
inputs, outputs and interfaces
Difficulty Moderate

Page 9 of 18
QUESTION Four Scenario Four
Question Rationale

This question tests the candidates understanding of the strategy, and various
aspects of the implementation and application, of request fulfilment practices. The
important learning objective here is to show a thorough understanding of the
differences between objectives and responsibilities of the request fulfilment and the
related processes.
MOST CORRECT (5) A This is the best answer. It addresses all three issues in the scenario
effectively. It redirects workload of service requests away from incident
management and change management. It reduces all possible channels
between users and service providers to a single interface: the service portal
operated by the CSD. Finally, it clarifies ownership amongst request fulfilment,
incident management and change management with clear segregation of
duties.
SECOND BEST (3) C This answer is not as good as A. It creates two different channels between
users and service providers, namely the email address for request fulfilment
and the CSD hotline for everything else. However, issue #2 in the scenario has
not been addressed. It requires the users to put forward the right type of
requests to the right channel and that is undesirable from a users perspective.
THIRD BEST (1) D This answer has failed to address most of the issues in the scenario. It creates
different channels for different request types and continues to confuse the
users (issue #2 in the scenario). It divides ownership for processing standard
change between change management and request fulfilment in front of the
users. It does not attempt to reduce the number of change requests initially
sent to change management so it would not help to reduce workload for
change management (issue #1 in the scenario).
DISTRACTER (0) B This is the wrong answer. The request fulfilment process is not created to
allow users to acquire incident resolution (i.e. workarounds and quick fixes)
and perform change implementation themselves. Furthermore, this answer
implies these activities would not be logged. It tries to resolve issue #1 through
a self-help function by offering the wrong functions through request fulfilment.
Syllabus Unit /
Module supported
ITIL SC: RCV06 Request fulfilment
Blooms Taxonomy
Testing Level


Application The candidate must apply their knowledge of the request fulfilment
process and analyse how it should be implemented to resolve the issues described in
the scenario.
Subjects covered

Categories Covered:
Single user interface
Self-help function
Request fulfilment purpose and objectives
Request fulfilment scope
Request fulfilment process activities, methods and techniques
Request fulfilment triggers, inputs, outputs and interfaces.
Book Section Ref SO 4.3.1 Service operation processes Request fulfilment Purpose and
objectives
SO 4.3.2 Service Operation processes Request Fulfilment Scope
SO 4.3.4 - Service Operation processes Request Fulfilment Policies, principles
and basic concepts
Page 10 of 18
SO 4.3.5 Service Operation processes Request Fulfilment Process activities,
methods and technique
Difficulty Easy

Page 11 of 18
QUESTION Five Scenario Five
Question Rationale

This question tests the candidates on their understanding of the Data-Information-
Knowledge-Wisdom (DIKW) structure of knowledge management (KM), and how the
different layers of KM value contribute to the business. The question aims to examine
the candidates ability to apply the information layer concept into a real-life scenario,
and their ability to recognise how knowledge can be created and evolved from the
flow of organizing data to generating wisdom.
MOST CORRECT (5) D This describes the service knowledge management system (SKMS) benefits at
the highest DIKW level Wisdom generation. It relates KM to providing
insightful information pertaining to making sound business judgements. In the
context of mission-critical system upgrades, it provides a long-term solution for
mitigating risks, discerning the best implementation strategy and helping the
business understand the patterns for success. This is the level of information
and value from KM that should be promoted and ultimately achieved for the
business.
SECOND BEST (3) A This describes the SKMS benefits at the next level below wisdom Knowledge
generation. It describes all the knowledge required to address the current
issues, and the formation of an effective test strategy through the
knowledgebase to address on-going challenges. However the benefits stop at
the know-how and effective knowledge-sharing, rather than recognizing a
pattern for successful change management to becoming organizational
wisdom and the capability to manage all future changes.
THIRD BEST (1) B This describes the SKMS benefits at the next level below knowledge
Information generation. It simply focuses on two capabilities to address the
problems of past failures, and how the knowledgebase can contribute to
providing these capabilities. The benefits described are the point solutions for
current issues which do not really help drive the keen interest from the
business on KM over time.
DISTRACTER (0) C This simply describes how the SKMS can integrate all discrete data sources
within the bank to provide a single repository that eliminates all data
inconsistency and redundancy. This is not what the major value of KM is about
and will generate limited benefits to address current issues.
Syllabus Unit /
Module supported
ITIL SC: RCV08 Knowledge management
Blooms Taxonomy
Testing Level


Application The candidate must apply their knowledge of SKMS and their
understanding of the DIKW structure for knowledge management to determine the
best value statement to acquire the SKMS project approval within the context of the
scenario.
Subjects covered

Articulate the value of the KM process to the business, especially in the context
of service transition
Illustrate the basic information layers of the KM concept using the DIKW structure
and discuss relationships between the layers using examples
The Data-to-Information-to-Knowledge-to-Wisdom structure
The SKMS; the flow from data to wisdom
KM value to business
KM policies, principles, basic concepts.
Book Section Ref ST 4.7.3 Service transition processes Knowledge management Value to
Page 12 of 18
business
ST 4.7.4.2 Service transition processes Knowledge management Policies,
principles and basic concepts The Data-to-Information-to-Knowledge-to-Wisdom
structure
ST 4.7.4.3 Service transition processes Knowledge management Policies,
principles and basic concepts The service knowledge management system
ST Fig 4.35 - Service transition processes Knowledge management Policies,
principles and basic concepts The flow from data to wisdom
Difficulty Hard

Page 13 of 18
QUESTION Six Scenario Six
Question Rationale

This question focuses on the selection and use of KPIs to support change
management in the context of the case study, requiring analysis and judgement in
selecting the best option for this particular scenario. The scenario displays the four
major issues and/or requirements related to implementing change:
1. The number of incidents due to problems encountered in changes has
increased.
2. Many changes overrun in costs and time to implement.
3. Many changes have resulted into a backed-out situation due to errors.
4. Some urgent changes have failed to meet the service level requirement.
MOST CORRECT (5) C This is the right answer. All four KPIs correlate well with the four issues or
requirements above. They aim at either improving the performance of change
management or reducing deficiencies leading to failed changes.
The first KPI aims to improve the service level of changes particularly
for those that are considered urgent for the business
The second KPI promotes changes to be run on time and within
budget
The third KPI aims to improve quality of changes by reducing
problems and consequential incidents
The fourth KPI aims to reduce significant errors leading to change
being backed out.
They are all relevant to the context of the scenario and will help improve the
overall change management performance
SECOND BEST (3) B This is the next best answer. Some KPIs are not as relevant as those in the
most correct answer. A reduction in the number of incidents caused by change
is good but not as good as reducing the number of problems, which implies the
cause is determined. The answer about average time to implement all
changes meets SLA target is a metric and not a KPI and has no supporting
evidence in the scenario.
THIRD BEST (1) D Most of this answer is wrong. The first KPI is valid as it addresses the issue of
changes going over budget and having delay. However, none of the others are
KPIs or relevant to the scenario. The increase in accuracy of prediction for
time and cost as a valid KPI has no supporting evidence in the scenario. The
others are simply metrics, not KPIs.
DISTRACTER (0) A This answer is wrong. None of these are KPIs they are all metrics. Some of
these are valid metrics for change management but none of them are valid
KPIs in the context of the scenario.
Syllabus Unit /
Module supported
ITIL SC: RCV02 Change management
Blooms Taxonomy
Testing Level


Application The candidate must apply knowledge of what distinguishes a KPI from
a metric and determine valid KPIs for change management, then analyse and select
the appropriate ones based on the context of the scenario.
Subjects covered

Categories covered:
How change management can be effectively measured
Key performance indicators; examples of the types of measures for change in the
context of business goals.
Book Section Ref ST 4.2.8 Service transition processes Change management Critical success
Page 14 of 18
factors and key performance indicators
Difficulty Easy

Page 15 of 18
QUESTION Seven Scenario Seven
Question Rationale

This question tests the candidates on their understanding of the configuration
verification and audit activity, and the identification of a tools configuration
management system (CMS) functions which are required to enable configuration
audit. By structuring the CMS implementation into phases it also tests if the
candidate can articulate a logical approach for implementing configuration audit.
There are roughly 3 stages to build configuration audit capability from scratch (that is
a client without any automated CMS).
Populate the configuration management database (CMDB) with the required
configuration data
Establish the baseline and structure for the audit
Provide the necessary interface, change history and configuration report to
facilitate the audit.
The right answer should demonstrate this logical sequence of implementation of
CMS functions across different phases.
MOST CORRECT (5) B This is the best answer.
The plan given here provides the best logical approach to build capability of
configuration audit.
Phase 1 - implement functions that populate the configuration data, and
enable transfer of definitive media library (DML) information to the CMDB
Phase 2 - establish the baseline for the audit through building CI
relationships and setting a configuration baseline for gap discovery
Phase 3 - facilitate the actual configuration audit through automating
CMDB interrogation and reporting and maintaining historic records for
tracking changes.
SECOND BEST (3) A This answer has some merit but is not as good as B mainly for two reasons:
In Phase 2 the Support the update and display of CIs of varying
complexity function is not an urgent prerequisite for implementing
configuration audit given that only 2 functions can be accommodated in
each phase. It could improve the precision of the audit but it is not a show-
stopper.
The information captured in the DML is completely omitted in terms of
building the initial data in the CMDB for audit.
THIRD BEST (1) C The plan here has several flaws:
In Phase 1 the Integration with current problem management database is
not the most urgent pre-requisite for enabling configuration audit
The plan has omitted the integration of DML
In phase 2 the Support the update and display of CIs of varying
complexity function is not an urgent pre-requisite for implementing
configuration audit
In phase 3 the Automatic identification of other affected CIs when any CI
is the subject of a RFC function is not directly related to enabling
configuration audit
No configuration baseline is established in this plan for carrying out the
actual audit.
DISTRACTER (0) D This answer is wrong.
This plan has all the errors of plan A and, in addition, the flaw of integrating
current problem management.
There is also a logical error in terms of populating the CMDB with the required
data: you cannot implement Discovery, update and display of hierarchic and
networked CI relationships before you implement Automatic discovery and
loading of IT assets/infrastructure.
The flow of implementation is technically not feasible.
Syllabus Unit /
Module supported
ITIL SC: RCV03 Service asset and configuration management
ITIL SC: RCV10 Technology and implementation considerations
Blooms Taxonomy
Testing Level
Page 16 of 18


Application Through understanding of configuration verification and audit and the
technological considerations for implementing CMS, the candidate needs to articulate
the correct approach to implement configuration verification and audit, and to identify
the right set of CMS functions that are required to enable configuration verification
and audit.
Subjects covered Illustrate the key process activities of SACM, and discuss the tools, models and
deliverables for executing each of these key activities, in particular verification
and audit
Illustrate considerations for implementing technologies in support of the
processes within the release, control and validation practice and , in particular,
analyse how the configuration management system should be deployed
Process activities, methods and techniques; verification and audit
Book Section Ref ST 4.3.5.6 Service transition processes Service asset and configuration
management Process activities, methods and techniques Verification and audit
ST 7.3 - Technology considerations - Configuration management system
Difficulty Hard

Page 17 of 18
QUESTION Eight Scenario Eight
Question Rationale

This question focuses on the planning of service transition pilots in the context of the
case study, requiring analysis and judgement in selecting the best option for this
particular scenario.
MOST CORRECT (5) C This is the right answer. The scope of the pilot includes sample user
representation from all affected applications and unique infrastructure
combinations, without making it into a full roll-out (note that Denmark and
Sweden have the same applications and infrastructure, so it is valid to just
include users from Denmark). The time extent 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 problems and satisfaction surveys involving a balance
of stakeholders to assess the quality of the deployment. The pilot will be rolled
back if required, in line with the ITIL advice, and in line with the policy stated in
the scenario. It will then be reviewed before commencing full roll-out, subject to
approval.
SECOND BEST (3) B There is some merit in this answer. Denmark and Sweden have the same
applications and infrastructure, so it is valid just to include users from Sweden.
However, the scope of the pilot includes all users from Sweden instead of a
sample, making this into a full roll-out rather than a pilot for Sweden. The time
extent (5 consecutive workdays from Monday to Friday) of the pilot falls short
of covering weekend access as described in the scenario. The method of
assessing the success of the pilot is balanced, using both incidents to identify
any problems and satisfaction surveys involving a balance of stakeholders.
The pilot will be rolled back if required, in line with the ITIL advice, and in line
with the policy stated in the scenario which identifies situations when a roll-
back is necessary. It will then be reviewed before commencing full roll-out,
subject to approval.
THIRD BEST (1) D There is little merit in this answer. The scope of the pilot is acceptable as it
includes sample user representation from all affected applications and unique
infrastructure combinations, without making it into a full roll-out. The time
extent of the pilot is reasonable, allowing sufficient time for issues to be
highlighted, however the pilot will be run using a pre-defined sample of
transactions, which will not cover all activities carried out by users. This may
miss key transactions that use the new functionality. The pilot will only be
rolled back if customers are not satisfied, which (1) is inconsistent with the
policy stated in the scenario and (2) virtually makes this a limited roll-out to the
USA and Sweden, and not a pilot.
DISTRACTER (0) A This is the wrong answer. The scope of the pilot is all users in Sweden and
Denmark, which is a roll-out, not a pilot. The time extent relies on SLA
achievements, which is a roll-out with a back-out plan, not a pilot. There is no
consideration given to the policy stated in the scenario regarding rolling back
the pilot if required. The error is compounded by using the monthly service
review to review pilot achievements, instead of at the end of the pilot. Roll-out
of all applications to all remaining users is wrong since only half of the
applications were covered in the pilot. All incidents and problems should be
reviewed, not just open incidents and problems.
Syllabus Unit /
Module supported
ITIL SC: RCV05 Release and deployment management
Blooms Taxonomy
Testing Level

Page 18 of 18

Application The candidate must apply their knowledge of release and deployment
management process activities, specifically those pertinent to pilots, and analyse the
scenario objectives, stated policy and requirements to determine the best approach.
Subjects covered

The overall approach for release and deployment planning. Describe clear
planning considerations, particularly relative to pilots
Release and deployment planning.
Book Section Ref ST 4.4.5.1 Service transition processes Release and deployment management
Process activities, methods and techniques Release and deployment planning
(Planning of pilots)
Difficulty Moderate

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