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

To minimize the negative impact of incidents by restoring normal service operation as quickly as possible

To be the entry point and single point of contact for the service provider with all of its users

To support the agreed quality of a service by handling all pre-defined, user-initiated service requests

To establish and nurture the links between the organization and its stakeholders at strategic and tactical levels

1 and 4

3 and 4

2 and 3

1 and 2

Excellent technical knowledge

Root cause analysis skills

Demonstration of emotional intelligence

Knowledge of telephony technology

The number of passengers checked in

The average time to response to change requests

The average resolution time for incidents

The number of problems resolved

Reduces the likelihood and impact of incidents

Ensures services are restored as soon as possible

Helps direct the incident to the correct support area

Determines how the service provider is perceived

Service level management

Relationship management

Continual improvement

Service desk

Service consumer

Service provider

Customer

Supplier

Ensure suppliers include details of their approach to service improvement in contracts

Require evidence that the supplier uses agile development methods

Require evidence that the supplier implements all improvements using project management practices

Ensure that all supplier problem management activities result in improvements

It is maintained by the service desk and updated with the details of each new incident

It is a part of the configuration management database (CMDB) and contains workarounds

It is maintained by problem management and is used by the service desk to help resolve incidents

It is maintained by incident management and contains solutions to be implemented by problem

management

Continual improvement participation should be limited to a small dedicated team.

It is the role of senior management to authorize improvement initiatives.

Training should be provided to those involved in continual improvement.

A single continual improvement register should be maintained by senior management.

It determines the priority assigned to the incident

It determines how the service provider is perceived

It helps direct the incident to the correct support area

It ensures that incidents are resolved in timescales agreed with the customer

Utility

Asset

Cost

Outcome

Service level management

Change control

Service request management

Incident management

Collaborate and promote visibility

Focus on value

Start where you are

Keep it simple and practical

Only add controls and metrics when they are needed

Design controls and metrics first, then remove those not adding value

Design controls and metrics and add them individually until all are implemented

Only add controls and metrics that are required for compliance

Change enablement and continual improvement

Change enablement and problem management

Problem management and incident management

Incident management and continual improvement

To ensure that accurate and reliable information about the configuration of services is available when and where it is needed

To observe services and service components

To protect the information needed by the organization to conduct its business

To plan and manage the full lifecycle of all IT assets

A possible event that could cause harm or loss

Something created by carrying out an activity

A result for a stakeholder

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

The ‘improve’ value chain activity

The ‘continual improvement register’

The ‘continual improvement model’

The ‘engage’ value chain activity

By paying for the service

By managing server hardware

By communicating constraints

By managing staff availability

Incident management

Change control

Service desk

Service request management

Workflow management and inventory systems

Communication systems and knowledge bases

Roles and responsibilities

Security and compliance

Change control

Problem management

Service desk

Service catalogue management

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

Start where you are

Think and work holistically

Keep it simple and practical

Progress iteratively with feedback

Incident management

Continual improvement

Service request management

Problem management

Whenever the workaround is used

Whenever the problem is resolved

Whenever the workaround becomes a known error

Whenever the problem is prioritized

Each time the standard change is implemented

When the procedure for the standard change is created

At least once a year

When an emergency change is requested

3 and 4

2 and 3

1 and 4

1 and 2

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 testing of emergency can be eliminated in order to implement the change quickly

The assessment and authorization of emergency changes is expedited to ensure they can be implemented quickly

Emergency changes should be authorized and implemented as service requests

Emergency changes must be fully documented before authorization and implementation

Continual improvement

Service level management

Service desk

Problem management

Progress iteratively with feedback

Keep is simple and practical

Start where you are

Focus on value

Problem analysis

Technical knowledge

Listening

Diagnosis

Deciding how degradations of service are resolved

Deciding how to handle service requests where the steps are unknown

Deciding which service requests require approval

Deciding when workarounds should be used

Organizations and people

Information and technology

Partners and suppliers

Value streams and processes

Incident management and service request management

Service request management and deployment management

Deployment management and change enablement

Change enablement and incident management

Target resolution times

Escalating all incidents to support teams

Collaboration between teams

Detailed procedural steps for incident investigation

Monitoring and event management

Incident management

Service level management

IT asset management

Collaboration tools and techniques

Balanced scorecard review

Automated pipelines

A variety of access channels

Creating targets based on the percentage of uptime of a service

Understanding the ongoing requirements of customers

Using complex technical terminology in service level agreements (SLAs)

Measuring low-level operational activities

Restoring normal service as quickly as possible

Reducing the number and impact of incidents

Maximizing the number of successful changes

Managing workarounds and known errors

Outcomes rely on outputs to deliver results for a stakeholder.

Outcomes use activities to produce tangible or intangible deliverables.

Outcomes gives service consumers assurance of products or services

Outcomes help a service consumers to assess the cost of a specific activity

Understanding what services help the service consumer

Reducing the number of steps in the customer experience

Assessing services to identify parts that can be reused

Identifying activities that can be achieved in smaller iterations

A means of identifying events that could cause harm or loss

A means of determining whether a service is fit for purpose

A means of identifying a result for a stakeholder

A means of determining whether a service is fit for use

Did we get there?

Where are we now?

What is the vision?

Where do we want to be?

relationships with suppliers

configuration of services

skills of people

authorization of changes

The service value chain

Opportunity and demand

Continual improvement

Governance

Release management

Deployment management

Change enablement

Supplier management

To systematically observe services and service components

To protect the information needed by the organization to conduct its business

To be the entry point and single point of contact for the service provider with all of its users

To identify, analyze, monitor, and continually improve links with stakeholders

Service level management

Relationship management

Service desk

Monitoring and event management

problem

risk

change

configuration item

Organizations and people

Information and technology

Partners and suppliers

Value streams and processes

Service consumer

Customer

User

Sponsor

An event

An IT asset

A configuration item

A change

Identifying the service customer who will receive value

Defining customer experience and user experience

Understanding what is valuable to the service consumer

Ensuring value is co-created by improvement initiatives.

Incident management

Service level management

Problem management

Service request management

value

consumption

management

provision

Business objectives

Improvement plans

Assessment results

Measureable Targets

Workflows and controls

Communication and collaboration

Inputs and outputs

Contracts and agreements

To ensure that the service levels have been agreed with customers

To reduce the number of metrics that need to be measured and reported

To ensure that all services are included in the service reports

To help focus on business outcomes, rather than operational result.

Technical management

Service desk

Application management

Facilities management

The system of directing and controlling an organization

A model to help meet stakeholders expectations

Recommendations to help an organization in all aspects of its work

A need from consumers for new or changes services

Authorizing the budget for the service

Provisioning the service

Defining the requirements for the service

Using the service

Design and transition

Deliver and support

Plan

Obtain/build

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

An emergency change to apply a security patch

The implementation of a workaround

Providing a virtual server for a development team

Managing an interruption to a service

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

Service level manager

Service desk agent

Change authority

Problem analyst

A continual improvement register

An incident record

A change schedule

A service level agreement

Authorizing changes to proceed

Making new features available for use

Moving new software to live environments

Ensuring information about services is available

IT asset management

Deployment management

Continual management

Monitoring and event management