ITIL-4-Foundation ITIL 4 Foundation Exam Questions and Answers

Tangible or intangible deliverables

Results desired by a stakeholder

Configuration of an organization's resources

Functionality offered by a product or service

It should have a workaround to reduce the impact

It should be prioritized based on its potential impact and probability

It should be resolved so that it can be closed

It should be diagnosed to identify possible solutions

Change control

Problem management

Service desk

Service catalogue management

Service value streams

Value realization

Customer engagement

The application of practices

To ensure services achieve agreed and expected performance

To make new or changed services available for use

To move new or changed components to live environments

To set clear business-based targets for service performance

It enables the reassessment of known erros

It enables quick and efficient diagnosis of incidents

It removes the need for collaboration during incident resolution

It removes the need for regular customer updates

Workflow management and inventory systems

Communication systems and knowledge bases

Roles and responsibilities

Security and compliance

A request for normal operation to be restored

A request to implement a security patch

A request for access to a file

A request to investigate the cause of an incident

Any financially valuable component that contributes to a service

Any request from a user that is a normal part of service delivery

Any component that needs to be managed to deliver a service

Any change of state that has significance for the management of a service

Consider

Discard

Re-use

Improve

Incident management

Service level management

Service request management

Change enablement

Deployment management

Incident management

Service level management

Service request management

To record requests for provision of a resource or service

To provide a structured approach to implementing improvements

To organize past, present, and future improvement ideas

To authorize changes to implement improvement initiatives

Partners and suppliers

Organizations and people

Value streams and processes

Information and technology

A continual improvement register

An incident record

A change schedule

A service level agreement

Service request management

Service desk

Problem management

Continual management

Outcomes enable products to be delivered to a stakeholder

An outcome defines the amount of money spent on technology for a service

An outcome depends on at least one output to deliver a result

Outcomes provide assurance to stakeholders on how a service performs

Service consumption

Service offerings

Change enablement

Service relationship management

Assessing which procedures can be re-used when improving a service

Understanding the methods applicable to complex systems

Eliminating metrics which do not contribute to achieving an objective

Using technology for standard tasks to give people time for complex activities

The restoration of normal service operation as quickly as possible

The establishment of links between the organization and its stakeholders at strategic and tactical levels

The alignment of the organization's practices and services with changing business needs

The reduction of the likelihood and impact of incidents

Configuration item

Sponsor

IT asset

Service offering

Change enablement

Continual improvement

Incident management

Problem management

Service desk

Service level management

Incident management

Change enablement

Incident management

Service Request management

Change enablement

Service request management

Communication and collaboration

Workflows and controls

Inputs and outputs

Contracts and agreement

Information security management

Continual improvement

Monitoring and event management

Service level management

Progress iteratively with feedback

Collaborate and promote visibility

Think and work holistically

Keep it simple and practical

Any financially valuable component that can contribute to delivery of an IT product or service

Any component that needs to be managed in order to deliver an IT service

Any change of state that has significance for the management of a service

A problem that has been analyzed but has not been resolved

Service level management

Change enablement

Service request management

Problem management

A standard change

A change model

An emergency change

A normal change

Incident management and service request management

Service request management and deployment management

Deployment management and change enablement

Change enablement and incident management

Organizations and people

Information and technology

Partners and suppliers

Value streams and processes

Service providers are able to respond more quickly to customer needs

Bottlenecks in the service provider's workflow are identified.

The complexities of the service provider's IT systems are identified.

The service provider gains a better understanding of the customer experience.

Incident management

Continual improvement

Service request management

Problem management

Service configuration management

Service desk

Problem management

Deployment management

1 and2

2 and 3

3 and 4

1 and 4

It focuses on the service actions performed by users

It requires the service consumer to create resources for the service provider

It requires co-operation of both the service provider and service consumer

It focuses on the fulfilment of the agreed service actions

Complex service requests should be dealt with as normal changes

Service requests that require simple workflows should be dealt with as incidents

Service requests require workflows that should use manual procedures and avoid automation

Service requests are usually formalized using standard procedures for initiation, approval and fulfilment

Output

Outcome

Utility

Warranty

A request to implement a security patch

A request to provide a laptop

A request to resolve an error in a service

A request to change a target in a service level agreement

Collaboration tools and techniques

Balanced scorecard review

Automated pipelines

A variety of access channels

An unplanned interruption to a service, or reduction in the quality of a service

A cause, or potential cause, of one or more incidents

An incident for which a full resolution is not yet available

Any change of state that has significance for the management of a configuration item (CI)

Less low level work and a greater ability to focus on user experience

Increased phone contact and a reduced ability to focus on user experience

Ability to work from multiple locations, geographically dispersed

Ability to work from a single centralised location

Service level manager

Service desk agent

Change authority

Problem analyst

handing compliments and complaints from user to identify improvements.

Improving relationships with and between stakeholders.

Prioritizing and creating business cases for improvement initiatives.

Identifying the cause unplanned interruptions to service.

By initially concentrating on the most complex tasks

By optimizing as much as possible first

By replacing human intervention wherever possible

By replacing the existing tools first

costs

users

value

performances

It is performed by customers using a mix of IT systems, services and processes

It is performed by IT service providers using a mix of suppliers and their products

It is performed by the service desk using a mix of people, process and technology

It is performed by IT service providers using a mix of people, process and technology

Assessing and prioritizing improvement opportunities

Performing service reviews with customers

Providing good-quality updates when expected

Automating service requests to the greatest degree possible

To ensure that spending is properly accounted for

To ensure that information security requirements are met

To streamline the fulfillment workflow

To set user expectations for fulfillment times

cost

Utility

Warranty

Risk

Schedule, assess, authorize

Diagnose, investigate, resolve

Initiate, approve, fulfill

Acknowledge, classify, own

To help automated matching of incidents to problems or known errors

To identify which support team the incident should be escalated to

To ensure that incidents with the highest business impact are resolved first

To encourage a high level of collaboration within and between teams

1 and 2

2 and 3

3 and 4

1 and 4

To help identify problems

To escalate incidents to the correct support team

To ensure effective handling of service requests

To engage the correct change authority

A set of specialized assets for transitioning services into the live operational environment

A set of specialized organizational capabilities for delivering value to customers in the form of services

The capability of supplier to deliver services to providers in exchange for money

The capability of service providers to minimize their costs without reducing the value of the services

Customers, providers and documents

Information technology, people and processes

Information technology, networks and people

People, processes and customers

A service that is fit for use

A service that meets its service level targets

A service that increases constraints on the consumer

A service that supports the performance of the consumer

Supplier management

Change enablement

Relationship management

Service desk

It provides a link with stakeholders at strategic and tactical levels

It carries out change assessment and authorization

It investigates the cause of incidents

It needs a practical understanding of the business processes

Service desk

Service request management

Service level management

Service configuration management

The ‘improve’ value chain activity

An overall plan

Customer requirements

Feedback loops

The problem record is deleted

The problem remains in the known error status

A change request is submitted to change control

Problem management restores the service as soon as possible

An addition or modification that could have an effect on services

Any change of state that has significance for the management of a configuration item

A cause or potential cause of one or more incidents

An unplanned reduction in the quality of a service

Service management

Practices

A value stream

Service level management

A single SLA defines target service levels for multiple customer, so every customer sees reports about other customers’ experiences.

The metrics in an SLA are focused on internal measures, so that reports show everything is good, while the customer is not satisfied.

SLA targets change very frequently, so that each report includes new measures and trends cannot be analyzed.

Introducing SLAs for a service enables customer to see that the service provider is doing a really good job, so this improves satisfaction.

Service management

Warranty

Cost

Utility

Make ‘focus on value’ a responsibility of the management

Focus on the value of new and significant projects first

Focus on value for the service provider first

Focus on value at every step of the improvement

Continual improvement

Service level management

Service desk

Problem management

An organization should always use a single technique to ensure metrics are consistent

An organization should always use a strength, weakness, opportunity and threat (SWOT) analysis

An organization should always develop competencies in methodologies and techniques that will meet their

needs

An organization should always use an approach that combines Lean, Agile and DevOps methodologies

The consumer demand for the service

The time that the customer indicates for service delivery

The service levels of the supplier

The time needed to realistically deliver the service

Organizations and people

Partners and suppliers

Information and technology

Value streams and processes