rcv2

®

ITIL Intermediate Capabili Capabili ty Stream: tream: RELEASE, CONTROL CONTROL AND VALIDA VA LIDATION TION (RCV) (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 Closed Boo k Instructions 1. 2. 3. 4. 5.

All 8 questions should be attempted. attempted . You should refer refer to the accompanying accompanying Scenario Scenario Booklet to answer answer each question. question. All answers are to be marked on the answer grid provided. You have 90 minutes to complete this paper. You must achieve 28 or more out of a possible possible 40 marks (70%) to pass this examination.

© The Official ITIL Accreditor 2012. The Swirl logo™ is a trade mark of the Cabinet Office. ITIL® is a registered trade mark of the Cabinet Office. ITIL Intermediate Capability RCVSample1 QUESTION BOOKLET v6.1. This document must not be reproduced without express permission from The Accreditor. Page 1 of 10 Version 6.1 (Live) Owner – The Official ITIL Accreditor

Questi Questi on One Refer 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: • •


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 RP1 on 01 December but 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.

© The Official ITIL Accreditor 2012. ITIL Intermediate Capability RCVSample1 QUESTION BOOKLET v6.1. This document must not be reproduced without express permission from The Accreditor. Page 2 of 10 Version 6.1 (Live) Owner – The Official ITIL Accreditor

Questi Questi on One Refer 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: • •


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: • •


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 RP1 on 01 December but 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.


Question Two Refer Refer to Scenario 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 hospital’s “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 hospital’s “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.


Questi on 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 manage ment 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.


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 CMO’s 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 CMO’s 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.


Questi on 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.

• • •

B.

• • •

C.

• • •

D.

• • •

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.

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.

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.

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.


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.


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 responsibilit y for that role Release and deploym ent manager

Caroline

•

Manages the release and deployment management process

Service validation and testing manager •

Erik Dermot

Designs and plans tests

Release packaging and build practitioner •

Ensures that the test environment is built correctly

Build and test environment manager •

Builds the release

B. Name

Service transition role and required responsibilit y for that role Release and deploym ent manager

Caroline

•

Service validation and testing manager •

Erik Dermot

Manages the release and deployment management process Designs and plans tests


Builds the release


Ensures that the test environment is built correctly

C. Name Caroline

Service transition role and required responsibilit y for that role Service validation and testing manager •

Designs and plans tests

Build and test environment manager Erik

•

Release and deploym ent manager •

Dermot

Ensures that the test environment is built correctly Manages the release and deployment management process


Builds the release Question continued overleaf


Question continued D. Name

Service transition role and required responsibilit y for that role Service validation and testing manager

Caroline

•


Erik Dermot

Designs and plans tests Ensures that the test environment is built correctly


Builds the release

Release and deploym ent manager •

Manages the release and deployment management process


Question Eight Refer to Scenario Eigh t 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.

•

•

•

B.

•

•

•

C.

•

•

•

D.

•

•

•

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.

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.

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.

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.


®

ITIL Intermediate Capabili ty 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%).

© The Official ITIL Accreditor 2012. The Swirl logo™ is a trade mark of the Cabinet Office. ITIL® is a registered trade mark of the Cabinet Office. ITIL Intermediate Capability RCVSample1 SCENARIO BOOKLET v6.1. This document must not be reproduced without express permission from The Accreditor. Page 1 of 9 Version 6.1 (Live) Owner – The Official ITIL Accreditor

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 inhouse. This is integrated with a word processing package and a supporting Java 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 Java 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

FMX performance improvement

RU1

FMX quarterly upgrade

RU2

Java upgrade for PCs and laptops

RU3

Word processing quarterly upgrade

RU4

Reason for change Improve performance for sales and manufacturing. Resolves twelve low impact problems. 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. 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 Java upgrade. The software team has advised that a permanent resolution may take three weeks to develop.

© The Official ITIL Accreditor 2012. ITIL Intermediate Capability RCVS ample1 SCENARIO BOOKLET v6.1. This document must not be reproduced without express permission from The Accreditor. Page 2 of 9 Version 6.1 (Live) Owner – The Official ITIL Accreditor

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 hospital’s 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 patient’s 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.


Scenario Three A global company has made a major investment to deploy a co llaboration 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.


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 requester’s 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 CMO’s 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 CMO’s secretary the normal practice and indicated that the software module was unlikely to be made available within 24 hours. The CMO’s secretary is very unhappy with the response from the service desk.


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. GPC’s 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.


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 enterprise’s 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.


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.


Scenario Eigh t 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.


®

ITIL Intermediate Capabili ty Stream: RELEASE, CONTROL AND VALIDATION (RCV) CERTIFICATE

Sample Paper 1, version 6.1

Gradient Style, Complex Multiple Choice

ANSWERS AND RATIONAL ES

© The Official ITIL Accreditor 2012. The S wirl logo™ is a trade mark of the Cabinet Office. ITIL® is a registered trade mark of the Cabinet Office. ITIL Intermediate Capability RCVSample1 ANSWERSandRATIONALES v6.1. This document must not be reproduced without express permission from The Accreditor. Page 1 of 17 Version 6.1 (Live) Owner – The Official ITIL Accreditor

An sw er K ey:

Question

Correct: 5 Marks

2nd Best: 3 Marks

3rd 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

Scenario

© The Official ITIL Accreditor 2012. ITIL Intermediate Capability RCVSample1 ANSWERSandRATIONALES v6.1. This document must not be reproduced without express permission from The Accreditor. Page 2 of 17 Version 6.1 (Live) Owner – The Official ITIL Accreditor

Answ er and Ques ti on Rationale: QUESTION

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. This is the right answer. This approach most closely aligns to the guidance on C 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 Java 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. 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 Java 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. There is little merit in this answer. Deploying RP1 together with RU3 (with a D 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. This is the wrong answer. The testing failed and there is a high risk that the A 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. ITIL SC: RCV05 Release and Deployment Management

Scenario

One

•

•

•

MOST CORRECT (5)

SECOND BEST (3)

THIRD BEST (1)

• •

DISTRACTER (0)

Syllabus Unit / Module supported Bloom’s Taxonomy Testing Level

Subjects cov ered

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. Categories covered: Release unit Release package. 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 • •

Book Section Refs


Difficulty

Easy


QUESTION

Two

Question Rationale

This question tests the candidate’s 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.

Scenario

Two

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 people’s 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.

MOST CORRECT (5)

SECOND BEST (3) THIRD BEST (1) DISTRACTER (0)


Fit for use: The warranty of the application was not in question; it operates as designed. All four factors listed should be considered the most influential evaluation B factors toward the success or failure of AMOS performance for the scenario situation. Three very influential factors and one distracter, “service provider capability”, A are listed. One influential factor “people” and three distracters, “modelling and C measurements”, “fit for use”, and “fit for purpose” are listed. Wrong answer. “Security policy” is not a correct term in factors for considering D 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. ITIL SC: RCV07 Change evaluation 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.

Subjects cov ered

Application – the candidate needs to understand all the factors to co nsider 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. Categories covered: Change evaluation objectives Factors for considering the effect of a service change. 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 Moderate • •

Book Section Refs

Difficulty


QUESTION

Three

Question Rationale

This question aims to test the candidate’s 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. 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. This is not as good as C since it overlooks the identification of the right data D 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. This option is flawed as it focuses on improving the process, roles and A 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. This is the wrong answer. The actions taken are very tool-centric and do not B really address the problem. It ignores other considerations which are more important and pertinent to the issue. ITIL SC: RCV08 Knowledge management

Scenario

Three

•

•

•

MOST CORRECT (5)

SECOND BEST (3)

THIRD BEST (1)

DISTRACTER (0)


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.

Subjects cov ered

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. 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. 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 Moderate •

•

Book Section Refs

Difficulty


QUESTION

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 This is the best answer. It follows all the good practice for handling service A 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. 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. This answer has two major flaws; the service request had not been properly D 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. This is a wrong answer. The action taken failed to address the immediate B 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. ITIL SC: RCV06 Request fulfilment

Scenario

Four

•

•

•

MOST CORRECT (5)

•

•

•

SECOND BEST (3)

THIRD BEST (1)

DISTRACTER (0)


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 th e basic concepts and


Subjects cov ered

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. Categories covered: Request model Request prioritization Request authorization. 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 Easy • • •

Book Section Refs

Difficulty


QUESTION

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. This is the best solution. Information security management should verify and B 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 IT supplier management requirements Service owner Information security management Deployment management DEP – Deployment IT supplier management Service owner Information security management Deployment management SO – Service Service owner operations Information security management The answer is correct but not complete. The scenario is based on a download C 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. This answer does not recognize the importance of the deployment manager D 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. This is the wrong answer. In this scenario, the external supplier is not part of A 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. ITIL SC: RCV04 Service validation and testing

Scenario

Five

• •

•

MOST CORRECT (5)

• • • • • • • • • •

SECOND BEST (3)

THIRD BEST (1)

DISTRACTER (0)


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.


Subjects cov ered

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. Categories Covered: Service validation and testing – Test models, perspectives and levels of testing 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 Moderate •

Book Section Refs

Difficulty


QUESTION

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. This is the best solution. It follows all the good practices needed to establish a B 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. This is the second best answer. It does not begin with the development of a C 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. This approach does not leverage the data sources already available to build a 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. 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. ITIL SC: RCV03 Service asset and configuration management

Scenario

Six

• • •

• •

MOST CORRECT (5)

SECOND BEST (3)

THIRD BEST (1)

DISTRACTER (0)


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


Subjects cov ered

into the ESD function and other process areas. Categories Covered: Configuration management database (CMDB) Federated CMDB Configuration management system (CMS). 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 Hard • • •

Book Section Refs

Difficulty


QUESTION

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. This is the right answer. All responsibilities are against the correct roles. The C 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. Erik’s 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. Dermot’s 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. There is some merit in this answer. All responsibilities are against the correct D 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. Dermot’s 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. There is little merit in this answer. All responsibilities are against the correct B 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. This is the wrong answer. The roles of build and test environment manager A 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. ITIL SC: RCV09 Roles and responsibilities

Scenario

Seven

• •

MOST CORRECT (5)

SECOND BEST (3)

THIRD BEST (1)

DISTRACTER (0)


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 cov ered

Categories covered: The key roles/functions responsible for executing each process step as related to: Service validation and testing Release and deployment management. 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 • •

Book Section Refs


Difficulty

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 Moderate


QUESTION

Eight

Question Rationale

This question focuses on checking the candidate’s 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). This is the right answer. B 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. There is some merit in this answer. C 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. There is little merit in this answer. D 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. 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. ITIL SC: RCV01 Introduction ITIL SC: RCV02 Change management ITIL SC: RCV03 Service asset and configuration management 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.

MOST CORRECT (5)

SECOND BEST (3)

THIRD BEST (1)

DISTRACTER (0)

Syllabus Unit Module supported

/

Bloom’s Taxonomy Testing Level

Subjects cov ered

Scenario

Eight

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. 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 •

•


rcv2

Recommend Documents