Free EXIN ITILSC-OSA Exam Dumps Questions & Answers

Scenario
Vision Media is an international media organization, operating variouslines of business including:
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Film Production Television (production and delivery of their own channel in theUnited States VisionOne) Print media (including newspapers in 15 countries) Online Advertising
The organization has recently been restructured, and now iscomprised of the following companies and departments:
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Vision Films (production of movies and television shows) VisionOne (television channel) VisionNews (coordinates all of the sub-companies involved inthe delivery of printed newspapers, as well as being thecentralized source of news information for all company ownedmedia outlets) VisionNet (managing the online and internet businesses) Legal Services Finance and Administration Human Resources Information Technology
The organization is also actively pursuing growth in the online market,and is currently holding discussions with the leading online newsprovider about the possible acquisition of their company. This wouldincrease the overall size of Vision Media by around 15%.
The Information Technology department acts as a Shared ServiceUnit, providing IT Services to all of sub-companies and departments,which complement some of the Internal Service Providers that alsoexist. The director of Information Technology has realized the need toimprove the quality of services offered by implementing ITIL, and hasdecided to do so using a phased approach. Some of the ServiceDesign and Service Transition processes have already beenimplemented, and they are now planning the implementation ofService Operation.
While the IT director does have tentative support from the otherdirectors and CEO, budgets for implementing the Service Operationprocesses have not been finalized, and still require a business caseto be formally submitted.
Refer to the exhibit.
The IT director is required to submit a business case to the board ofdirectors of Vision Media for the implementation of Service Operation.Which of the following responses is the BEST summary of thebenefits of implementing Service Operation (processes andfunctions), to be included in the business case?

• A.  As part of the ongoing Service Management initiative withinVision Media, the implementation of Service Operation is a vitalelement necessary to achieve service quality and support theobjectives defined for the IT department. This is because ServiceOperation is ultimately where the designs and optimizationsintroduced by IT are supported, and from a business viewpointwhere the actual value of IT is seen. Specific benefits deliveredas a result of improved Service Operation includes: Increased effectiveness and efficiency in IT Service deliveryand support Increased return on investments (ROI) into IT Reduced operational spending on IT Increased customer and user satisfaction of IT services Given current plans for growth of Vision Media and possibleacquisitions, the implementation of Service Operation is especiallyimportant to provide cost-effective processes for managing a growingend user population and increased scope and complexity in ITinfrastructure utilized.
• B.  As part of the ongoing Service Management initiative withinVision Media, the implementation of Service Operation is a vitalelement necessary to enable service quality and reduce theoverall expenditure on IT. This is because Service Operation isultimately where the designs and optimizations introduced by ITare supported, and from an IT perspective where the actual valueof IT Service Management is seen. Specific benefits delivered asa result of improved Service Operation includes: Increased effectiveness and efficiency in IT Service deliveryand support Reduced operational spending on IT Increased customer and user satisfaction of IT services Improved availability and performance of agreed IT services Given current plans for growth of Vision Media and possibleacquisitions, the implementation of Service Operation is especiallyimportant to provide processes for reactively managing a growing enduser population and increased scope and complexity in ITinfrastructure utilized.
• C.  As part of the ongoing Service Management initiative withinVision Media, the implementation of Service Operation is a vitalelement necessary to enable service quality and reduce theoverall expenditure on IT. This is because Service Operation isultimately where the designs and optimizations introduced by ITare deployed, and from a business perspective where the actualvalue of IT Service Management is seen. Specific benefitsdelivered as a result of improved Service Operation includes: Fewer disruptions to agreed IT services Reduced operational spending on IT Increased job satisfaction of IT staff Improved availability and performance of agreed IT services Given current plans for growth of Vision Media and possibleacquisitions, the implementation of Service Operation is especiallyimportant to provide processes for reactively managing a growing enduser population and increased scope and complexity in ITinfrastructure utilized.
• D.  As part of the ongoing Service Management initiative withinVision Media, the implementation of Service Operation is avital element necessary to further improve service quality, andto realize the value of the previous projects already completed(refer Service Design and Service Transition projects). This isbecause Service Operation is ultimately where the designsand optimizations introduced by IT are executed andmeasured, and from a businessviewpoint where the actualvalue of IT is seen. Specific benefits delivered as a result ofimproved Service Operation includes: Increased effectiveness and efficiency in IT Service delivery and support Increased return on investments (ROI) into IT Increased value on investments (VOI) into IT Increased customer and user satisfaction of IT services Given current plans for growth of Vision Media and possibleacquisitions, the implementation of Service Operation processes isespecially important to provide cost-effective capabilities formanaging a growing end user population and increased scope andcomplexity in IT infrastructure utilized.

Which of the following BEST describes the purpose of EventManagement?

• A.  To monitor and control the activities of technical staff
• B.  To monitor interactions and exceptions within the infrastructure
• C.  To detect events, make sense of them and determine the appropriate control action
• D.  To detect and escalate exceptions to normal service operation

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Scenario
You are the CIO of a large stockbroking firm, based in Hong Kong.Recently this company has acquired two other major firms in Londonand New York. Total Company staff now exceeds 800 people. EachFirm currently has their own Service Desk.
Hong Kong has 10 SD staff to 400 employees, with 6 2nd level support staff London has 3 SD staff to 140 employees with 3 2nd level support staff New York has 5 SD staff to 250 employees with 5 2nd levelsupport staff
With this new merger comes new support issues. Complaints arecoming in to say that there si an imbalance with ratio of IT supportstaff to users, Service Desks in London and New York are havingtrouble knowing and supporting new systems which has resulted inusers calling Hong Kong Service Desk. This has resulted in higherresolution times and an inability to get through to the service deskThe Business is not happy with the current situation.
Refer to the scenario.
A)

B)

C)

D)

• A.  Option A
• B.  Option D
• C.  Option C
• D.  Option B

Scenario
Vericom is a leading provider of government, business and consumertelecommunication services, and is currently seeking ways in which toimprove its utilization of IT services to drive growth across its' multiplelines of business. One of the largest organizations in the UnitedKingdom, Vericom is comprised of the following business units:
Verinet (providing ADSL, cable, 3GSM, dialup and satelliteservices)
Infrastructure Services (planning, installing and maintainingthe PSTN and mobile
network infrastructure)
VericomTV (Pay TV)
Consumer Sales and Marketing (including 400 Vericom retailoutlets)
Business and Government
Finance and Administration
Information Technology Services (Shared Service Unit,however some business
units also have their own internalservice provider)
Human Resources
Vericom Wholesale (for wholesale of Vericom infrastructureservices)
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Due to the extensive scope of infrastructure deployed and largeemployee and customer
base, Vericom continues to rely on legacysystems for some critical IT services; however this is seen asabarrier to future organizational growth and scalability of servicesoffered. The CIO of Vericom has also raised the concern that whileimprovements to the technology utilized is important, this also needsto be supported by quality IT Service Management practicesemployed by the various IT departments.
The project of improving the IT Service Management practicesemployed by Vericom has been outsourced to external consultantswho are aware of the major IT refresh that is going to be occurringover the next 24 months.
Refer to the scenario.
As part of the major refresh of IT systems, it has been agreed that theexisting ITIL processes of Incident and Problem Management are notperforming adequately. Recent surveys indicate that:
- A high percentage of incidents are being escalated tosecond linesupport staff - There is inconsistency in the knowledge captured fordiagnosing and resolving incidents and problems - Problem Management is predominantly reactive and typicallyonly executed when a large volume of incidents are identifiedto be of a common root cause
- There is little handover of knowledge (including documentationof Known Errors) for many releases deployed, creatingsignificant workloads for the support groups in the weeksfollowing deployment.
Which of the following responses BEST represents the way in whichyou would seek to improve the situation?

• A.  You communicate the need to review the situation, invitingvarious stakeholders from the IT departments and otherbusiness units to discuss the issues at hand. Your mainconcern is the lack of communication between various ITgroups, so to improve this you focus on: Improving the Release Policy to be adhered to by thevarious Release & Deployment teams, stating thedocumentation and knowledge transfer requirements forthe different types of releases performed. Developing guidelines, procedures and associatedincentives for the capture of knowledge relating toincidents, problems and general service requests. Conducting training and awareness sessions on therequirements for documentation and knowledge capture. Rotating developers and second line staff through theService Desk every three months Develop consistency in the Early Life Support provided bydesign/specialist staff for major releases Improving the interfaces between Incident and Problem Management, particularly those around escalation andproblem detection. Scheduling regular Proactive Problem Managementreviews, which will look at trends in incidents andproblems, and to identify vulnerable infrastructurecomponents. Developing metrics that will be used to evaluate the valueand performance of the Incident and ProblemManagement processes.
• B.  You understand the need to review current practices, soyou compare current practices against those described inthe ITIL volume of Service Operation. You perform a gapanalysis, and realize most of the issues relate toinadequate knowledge capture and sharing. You focus onimproving this by: Reviewing the tools and systems used, and develop abusiness case for acquiring new Knowledge ManagementSoftware to be used by the IT division. Creating rules for the escalation of incident and problemsso that higher level support groups are not overloaded Improving the level of documentation and knowledgecapture by running incentive programs rewarding staff forthe number of contributions made to the knowledgebase Conducting training on how to use the refreshed Incidentand Problem Management processes. Developing performance metrics to be reviewed forIncident and Problem Management
• C.  You understand the need for compliance to the definedprocesses, as currently many staff do not follow prescribedguidelines and procedures. Your efforts focus on improvingcompliance to the Incident and Problem Managementprocesses by: Auditing the processes, seeking where exceptions todefined procedures occur Running awareness sessions to communicate the valueand importance of the processes in place Modifying existing systems and tools so that improvecompliance to existing processes Evaluating which groups are underperforming to identifyany training that needs to occur
• D.  You communicate the need to understand more about thecurrent issues, so you invite the Service Desk, Incident,Problem and Release & Deployment managers to a meetingto review the situation. Your main concern is the lack ofdocumentation and knowledge being recorded by various ITgroups, so to improve this you focus on: Defining the requirements for knowledge capture andtransfer (including Known Errors) so that allcommunication is improved Improving the tools and systems used for by the variousgroups for knowledge capture and transfer Creating rules for the escalation of incident and problemsso that higher level support groups are not overloaded Develop consistency in the Early Life Support provided bydesign/specialist staff for major releases Assigning responsibility to the lead infrastructure architectto oversee Proactive Problem Management. Conducting training on how to use the refreshed Incidentand Problem Management processes. Rotating Service Desk staff through higher level supportteams every three months Developing performance metrics to be reviewed forIncident and Problem Management