Free Peoplecert ITIL-SOA Exam Dumps Questions & Answers

Scenario
A commercial IT services company has been successful for many years. Its key strategic differentiator has been the provision of new services to meet customers' needs in very short lead times. Recently profits have dipped, forcing senior management to take a look at the lifecycle costs of providing the IT services to their external customers.
The organization has had a service catalogue containing customer and supporting views for some time. It is an essential source of information about the IT services and is used by both the business relationship managers and the IT services teams. Services are designed internally but often transitioned and operated in partnership with other suppliers.
For each service, the service catalogue currently contains:
* A description of the service
* Summary of the service level targets
* The level of support and support details
* Details of the supporting services and components
* Details of services obtained from suppliers
When sales leads are obtained from potential new customers, the requirements are compared with services in the service catalogue and, if no matching service can be found, a project is set up to quickly develop a new service. In the past this has been justified as meeting the needs of the customers, and full business cases were not developed.
A senior service manager has suggested introducing a service portfolio management process and needs to get the support of the IT management team. The management team wishes to know what extra information would be included in a service portfolio over and above what is already in the service catalogue and what value it would be to them.
The company is looking to restrict investment in new resources. Therefore, only a few projects can be authorized in the next budget cycle.
Refer to the Scenario.
Which one of the following sets of statements BEST describes the elements that a service portfolio contains in addition to the elements in a service catalogue, and describes the additional value service portfolio management would bring to the IT services company in resolving their current issues?

• A.  The service portfolio will include: business cases; risks; investment priorities; value propositions.
  The service portfolio will show where resources are used across all stages of the service lifecycle both within the provider and where they have been acquired from suppliers.
  Service portfolio management will improve the organization's ability to compare potential investments and make sound decisions.
• B.  The service portfolio will include: resource allocation; support terms and conditions; ordering and request procedures; the value proposition; offerings and packages.
  The service portfolio will show where additional resources will be required to operate new services.
  Service portfolio management will enable the organization to rationalize existing services to optimize the use of resources.
• C.  The service portfolio will include: business cases; risks; business outcomes supported; cost and pricing.
  The service portfolio will show the proportion of resources acquired from key suppliers so that the cost of new services can be accurately estimated.
  Creating a service portfolio that includes services in the service pipeline, as well as those in the service catalogue, will enable new services currently being developed to be included in service offerings. This increased visibility of new services extends the range available for new opportunities.
• D.  The service portfolio will include: ordering and request procedures; service level targets; support terms and conditions; details of services obtained from suppliers.
  The service portfolio will show the resources and capabilities that are needed to improve the services in the service catalogue.
  Service portfolio management will enable the organization to expand the service catalogue to include details of service requests and standard changes, providing a valuable self-help portal to users.

A major international company owns shopping malls in many countries. They are responsible for the security, safety and comfort of shoppers visiting the stores in the mall and the facilities management of the locations. The company relies on IT services provided by its IT division. The IT division consists of a corporate IT department at the company's headquarters and a local IT team at each mall. The IT division obtains IT services and products from over 100 different suppliers globally.
The management of suppliers within the IT division is currently performed by the local IT teams in each country, often by the most appropriate technical manager. This has resulted in inconsistent processes and levels of service across the countries.
The management team realizes that this is an ineffective use of IT resources and will have an impact on the future growth of the company. They are currently reviewing the situation and wish to develop supplier management processes that are more closely aligned to ITIL practices. The management team recently conducted a survey of all of the local IT teams within the different countries to collect details about the number and type of contracts and suppliers.
The IT division has developed and implemented many other ITIL processes over the last two years, which has led to significant improvements. The management team would like to build on this success and develop and implement a supplier management process. You have recently joined the corporate IT department and have been given the results of the survey carried out by the management team.
Refer to Scenario
Which one of the following options is the BEST sequence of activities to adopt in order to implement a supplier management process and to bring the current situation under control?

• A.  1. Define and agree a supplier policy.
  2. Design and develop a supplier management process.
  3. Use the results of the survey to categorize each supplier to determine the type of relationship required.
  4. Establish and populate a SCMIS from the survey feedback.
  5. Agree which individuals in the corporate IT department and local IT teams are accountable for the management of each supplier.
  6. Deploy the process in all countries and conduct a program of awareness and training.
  7. Identify where there are duplicate or multiple contracts in place with suppliers and instigate an initiative to review these with the relevant suppliers.
• B.  1. Define and agree a supplier policy.
  2. Agree which individuals in the corporate IT department and local IT teams are accountable for the management of each supplier.
  3. Use the results of the survey to categorize each supplier to determine the type of relationship required.
  4. Establish and populate a SCMIS from the survey feedback.
  5. Design and develop a supplier management process.
  6. Deploy the process in all countries and conduct a program of awareness and training.
  7. Work with the service level manager to ensure that all contracts correctly underpin service level agreements.
• C.  1. Carry out a further review of the suppliers used by each store in each country.
  2. Establish and populate the SCMIS from the results of the exercise.
  3. Design and develop a supplier management process.
  4. Define and agree a supplier policy.
  5. Appoint a supplier manager from the corporate IT department to manage all contracts and all suppliers.
  6. Deploy the process in all countries and conduct a program of awareness and training.
  7. Renew all contracts to try to obtain better terms and conditions.
• D.  1. Design and develop a supplier management process.
  2. Define and agree a supplier policy.
  3. Use the results of the survey to categorize each supplier to determine the type of relationship required.
  4. Establish and populate a supplier and contract management information system (SCMIS) from the survey feedback.
  5. Deploy the process in the corporate IT department as a pilot.
  6. Agree which individuals in the corporate IT department and local IT teams are accountable for the management of each contract and supplier.
  7. Deploy the process in the remaining countries and conduct a program of awareness and training.