Free PeopleCert ITIL-SOA Actual Exam Questions
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Question No. 1
Scenario
An IT security company provides secure data services to many large financial organizations in several
countries. The company has an administrative headquarters in its home country and a data centre in
each country of operation.
Each data centre obtains support for services from third-party contracts provided by a number of
suppliers. All supporting services are scoped and documented, and are aligned to the corporate
strategy and the regulations in force in each country. The security services company maintains and
regularly reviews a preferred supplier list from which suppliers are selected as required.
A service desk function is provided by one of the suppliers. Over the last 10 years, a strong
relationship has been built up with the supplier based on the high-quality, consistent service they
have provided. The nature of the financial business requires the service desk contract to contain
severe penalty clauses that can be enforced if the agreed service levels are not maintained, although
these have never been required.
A number of complaints have been received from a new banking customer highlighting that, over the
previous three months, the level of service provided by the service desk in the management and
handling of incidents has been inconsistent, and many incidents have not been resolved in line with
agreed targets.
The IT security company has a service level manager who has performed the role for many years.
Recently, a new supplier management process was implemented and a supplier manager appointed.
Some confusion has arisen over how, and by whom, the recent complaints should be dealt with.
Refer to the Scenario.
You have been asked to resolve the confusion over the service level manager and supplier manager
roles. Which one of the following options BEST represents the correct division of responsibilities and
will also address the current complaints regarding the service desk supplier?
An IT security company provides secure data services to many large financial organizations in several
countries. The company has an administrative headquarters in its home country and a data centre in
each country of operation.
Each data centre obtains support for services from third-party contracts provided by a number of
suppliers. All supporting services are scoped and documented, and are aligned to the corporate
strategy and the regulations in force in each country. The security services company maintains and
regularly reviews a preferred supplier list from which suppliers are selected as required.
A service desk function is provided by one of the suppliers. Over the last 10 years, a strong
relationship has been built up with the supplier based on the high-quality, consistent service they
have provided. The nature of the financial business requires the service desk contract to contain
severe penalty clauses that can be enforced if the agreed service levels are not maintained, although
these have never been required.
A number of complaints have been received from a new banking customer highlighting that, over the
previous three months, the level of service provided by the service desk in the management and
handling of incidents has been inconsistent, and many incidents have not been resolved in line with
agreed targets.
The IT security company has a service level manager who has performed the role for many years.
Recently, a new supplier management process was implemented and a supplier manager appointed.
Some confusion has arisen over how, and by whom, the recent complaints should be dealt with.
Refer to the Scenario.
You have been asked to resolve the confusion over the service level manager and supplier manager
roles. Which one of the following options BEST represents the correct division of responsibilities and
will also address the current complaints regarding the service desk supplier?
Select one option, then reveal solution.
Question No. 2
Scenario
An IT services company provides IT services to many customers. The company has grown rapidly over
the last three years and has recognized the need to implement service management processes to
ensure that they continue to provide services that meet their customer's needs. A service
management implementation project was set up a year ago and most processes are now in place
including service level management and service catalogue management. In addition a business
relationship manager has been allocated.
An opportunity has arisen to engage a new customer, which could lead to a very large contract.
Contact has been made with the potential customer and a meeting arranged. This will be the first
time that these processes have been used to engage a new customer and the IT service manager
wishes to make sure that all concerned are clear of their roles.
Refer to Scenario
Which one of the following options CORRECTLY assigns the responsibilities to the service level
manager, service catalogue manager and the business relationship manager?
Responsibilities:
An IT services company provides IT services to many customers. The company has grown rapidly over
the last three years and has recognized the need to implement service management processes to
ensure that they continue to provide services that meet their customer's needs. A service
management implementation project was set up a year ago and most processes are now in place
including service level management and service catalogue management. In addition a business
relationship manager has been allocated.
An opportunity has arisen to engage a new customer, which could lead to a very large contract.
Contact has been made with the potential customer and a meeting arranged. This will be the first
time that these processes have been used to engage a new customer and the IT service manager
wishes to make sure that all concerned are clear of their roles.
Refer to Scenario
Which one of the following options CORRECTLY assigns the responsibilities to the service level
manager, service catalogue manager and the business relationship manager?
Responsibilities:
Select one option, then reveal solution.
Question No. 3
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 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?
Select one option, then reveal solution.
Question No. 4
Scenario
A retail company has enjoyed significant growth in profit over the past year due to negotiating lower
buying costs from its suppliers. The organization wishes to reinvest some of this profit to fund a
program of change to optimize the use of IT services. They hope this will support revenue growth in
the next financial year whilst maintaining profitability.
The program consists of two main initiatives:
• An expansion of the on-line retailing services to offer more functionality
• Enhancement of the marketing service to allow greater targeting of promotional offers.
There are various options for providing these services that involve use of the current infrastructure or
the new virtualization technology, which is slowly being deployed across the organization. The board
of directors wishes to conduct a financial review over the next 3 months to compare the cost of
providing each service. Projected business revenues will allow the return on investment (ROI) of each
option to be calculated. This review will provide an input to the IT organization’s service portfolio
management process, allowing the various investment options to be considered and an informed
decision to be made.
The organization has a good appreciation of its IT costs along with a mature service catalogue and
configuration management system (CMS).
Refer to the Scenario.
Which one of the following options would be the BEST approach to providing the information for the
financial review of the service options?
A retail company has enjoyed significant growth in profit over the past year due to negotiating lower
buying costs from its suppliers. The organization wishes to reinvest some of this profit to fund a
program of change to optimize the use of IT services. They hope this will support revenue growth in
the next financial year whilst maintaining profitability.
The program consists of two main initiatives:
• An expansion of the on-line retailing services to offer more functionality
• Enhancement of the marketing service to allow greater targeting of promotional offers.
There are various options for providing these services that involve use of the current infrastructure or
the new virtualization technology, which is slowly being deployed across the organization. The board
of directors wishes to conduct a financial review over the next 3 months to compare the cost of
providing each service. Projected business revenues will allow the return on investment (ROI) of each
option to be calculated. This review will provide an input to the IT organization’s service portfolio
management process, allowing the various investment options to be considered and an informed
decision to be made.
The organization has a good appreciation of its IT costs along with a mature service catalogue and
configuration management system (CMS).
Refer to the Scenario.
Which one of the following options would be the BEST approach to providing the information for the
financial review of the service options?
Select one option, then reveal solution.
Question No. 5
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?
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?
Select one option, then reveal solution.
Question No. 6
Scenario
A company provides an internet-based gift delivery service which is highly dependent upon IT
services provided by the internal IT organization. A year ago the customer payments service that
supports the gift ordering website regularly experienced poor availability. The organization hired a
service management consultant to assess why the IT services were performing poorly and to rectify
the situation.
As part of the solution, the consultant implemented service level management and adopted the role
of interim service level manager. Service level agreements were negotiated with the business and
agreed. The necessary underpinning agreements were negotiated and put in place. Regular
monitoring and reporting was implemented. Monthly service review meetings with the business unit
managers were established to discuss IT service performance and any issues and improvements.
Within a year of the start of the initiative the gift ordering website IT service was performing at
98.7% availability, a significant improvement.
This month's service review meeting was attended by the chief executive officer (CEO) after concerns
were expressed about the most recent availability figure for the customer payments service, which
was 94%. This covered the period which included one of the traditionally most popular gift ordering
times. The consultant stated that the poor availability was almost entirely due to an incident that
occurred during one of the busiest periods and. as a result, the overall monthly availability
percentage was low. Initial investigation has shown that the service desk used the SLA to designate
the incident as a 'Priority 2'. This was however lower than the 'Priority 1" the business believed the
incident should have been. The subsequent delay in restoration of the service meant some customer
orders were lost.
The CEO reminded the consultant that a repeat of such an incident would not only have a major
effect on monthly revenues but also seriously affect the company's reputation. The consultant
agreed that this was unacceptable and committed to review this issue and report back to the CEO.
Refer to Scenario
A company provides an internet-based gift delivery service which is highly dependent upon IT
services provided by the internal IT organization. A year ago the customer payments service that
supports the gift ordering website regularly experienced poor availability. The organization hired a
service management consultant to assess why the IT services were performing poorly and to rectify
the situation.
As part of the solution, the consultant implemented service level management and adopted the role
of interim service level manager. Service level agreements were negotiated with the business and
agreed. The necessary underpinning agreements were negotiated and put in place. Regular
monitoring and reporting was implemented. Monthly service review meetings with the business unit
managers were established to discuss IT service performance and any issues and improvements.
Within a year of the start of the initiative the gift ordering website IT service was performing at
98.7% availability, a significant improvement.
This month's service review meeting was attended by the chief executive officer (CEO) after concerns
were expressed about the most recent availability figure for the customer payments service, which
was 94%. This covered the period which included one of the traditionally most popular gift ordering
times. The consultant stated that the poor availability was almost entirely due to an incident that
occurred during one of the busiest periods and. as a result, the overall monthly availability
percentage was low. Initial investigation has shown that the service desk used the SLA to designate
the incident as a 'Priority 2'. This was however lower than the 'Priority 1" the business believed the
incident should have been. The subsequent delay in restoration of the service meant some customer
orders were lost.
The CEO reminded the consultant that a repeat of such an incident would not only have a major
effect on monthly revenues but also seriously affect the company's reputation. The consultant
agreed that this was unacceptable and committed to review this issue and report back to the CEO.
Refer to Scenario
Select one option, then reveal solution.
Question No. 7
Scenario
An internet banking organization plans to expand operations outside of its current market. Whilst the
exact details have yet to be established, it is clear that the IT organization must expand its service
offerings within the current portfolio in order to support this growth. It is equally apparent that
external customer needs for banking will vary from market to market and that consequently this will
require development of completely new service offerings.
You are the head of service within the IT organization. You helped the organization adopt the ITIL
framework some years ago and now have most processes in place. Service owners are allocated for
the main IT services. Mature service portfolio, service catalogue and service level management
processes are in place.
The expansion requires ownership of a business relationship management process and you are
considering the role profile for this post.
Refer to the Scenario.
Which one of the following options provides the BEST overview of the business relationship
manager’s (BRM) responsibilities which will be key to support the expansion?
An internet banking organization plans to expand operations outside of its current market. Whilst the
exact details have yet to be established, it is clear that the IT organization must expand its service
offerings within the current portfolio in order to support this growth. It is equally apparent that
external customer needs for banking will vary from market to market and that consequently this will
require development of completely new service offerings.
You are the head of service within the IT organization. You helped the organization adopt the ITIL
framework some years ago and now have most processes in place. Service owners are allocated for
the main IT services. Mature service portfolio, service catalogue and service level management
processes are in place.
The expansion requires ownership of a business relationship management process and you are
considering the role profile for this post.
Refer to the Scenario.
Which one of the following options provides the BEST overview of the business relationship
manager’s (BRM) responsibilities which will be key to support the expansion?
Select one option, then reveal solution.
Question No. 8
Scenario
The IT organization of a manufacturing company is carrying out an annual review of its service
portfolio. There is limited budget available for the next year and some projects may be delayed or
cancelled. The company has control of most of its IT services, however some are mandated by the
company's corporate owners.
The following services are under review:
• Service 1: Web ordering service. This is a new service that will enable the company to fulfill its
strategy to sell products on-line and increase its customer base by 20%. Only high-level business
requirements have been established so far but. if the project goes ahead, the system will be provided
by a supplier using standard applications and technology. A business case has been created which
shows the ratio of value-to-cost to be much greater than one.
• Service 2: Sales office service. The service has grown from a number of separate applications that
have been combined into one suite. The technical solution for each application is similar but some
use different versions of the same operating system. The applications themselves provide the
required utility and support their business outcomes well. There is some overlap in functionality
across the set of applications contained in the service suite.
• Service 3: Finance reporting service. The service is used by the finance department to create
statutory reports to fulfill legal obligations. The service is hosted on a legacy system. The cost of
supporting the service is increasing gradually and the return obtained from the service is decreasing.
Eventually the service will be replaced by the new enterprise resource planning (ERP) service. It is
projected that, over the next two years, the ratio of value-to-cost will drop to less than one.
• Service 4: This is a new ERP service that is being implemented across all companies in the
corporate group. It will eventually replace many existing services including the finance reporting
service. The service has been approved and chartered, and has a current status of "design". A large
number of assets have been allocated to this project. As this service is mandated by the corporate
owners, no further decision is required.
Refer to Scenario:
As part of the service portfolio management team you have been asked to recommend whether
investments should be made in these services in the next year.
Which of the following options is the BEST set of decisions to make for the services?
The IT organization of a manufacturing company is carrying out an annual review of its service
portfolio. There is limited budget available for the next year and some projects may be delayed or
cancelled. The company has control of most of its IT services, however some are mandated by the
company's corporate owners.
The following services are under review:
• Service 1: Web ordering service. This is a new service that will enable the company to fulfill its
strategy to sell products on-line and increase its customer base by 20%. Only high-level business
requirements have been established so far but. if the project goes ahead, the system will be provided
by a supplier using standard applications and technology. A business case has been created which
shows the ratio of value-to-cost to be much greater than one.
• Service 2: Sales office service. The service has grown from a number of separate applications that
have been combined into one suite. The technical solution for each application is similar but some
use different versions of the same operating system. The applications themselves provide the
required utility and support their business outcomes well. There is some overlap in functionality
across the set of applications contained in the service suite.
• Service 3: Finance reporting service. The service is used by the finance department to create
statutory reports to fulfill legal obligations. The service is hosted on a legacy system. The cost of
supporting the service is increasing gradually and the return obtained from the service is decreasing.
Eventually the service will be replaced by the new enterprise resource planning (ERP) service. It is
projected that, over the next two years, the ratio of value-to-cost will drop to less than one.
• Service 4: This is a new ERP service that is being implemented across all companies in the
corporate group. It will eventually replace many existing services including the finance reporting
service. The service has been approved and chartered, and has a current status of "design". A large
number of assets have been allocated to this project. As this service is mandated by the corporate
owners, no further decision is required.
Refer to Scenario:
As part of the service portfolio management team you have been asked to recommend whether
investments should be made in these services in the next year.
Which of the following options is the BEST set of decisions to make for the services?
Select one option, then reveal solution.
Question No. 9
Scenario
A large, privately owned company has an internal IT organization that runs most of its IT operations
from the head office. There has been a history of confusion about what is required from the services
and what has actually been achieved, particularly from a warranty perspective. This has resulted in a
strained relationship between the business units and the IT organization.
Some service-based agreements exist between IT and the customers, where all levels of response to
incidents were set to the same targets. Availability targets have not been reviewed for at least two
years. There have been a number of complaints by key customers claiming that the IT staff have been
resolving incidents and implementing change requests based on operational ease rather than
business priority. This is despite operationally robust processes being in place for incident, change
and problem management.
A plan has been put in place to improve the level of the IT service delivered to the organization.
Retirement of the post-holder meant that the first action was to appoint a new IT director. The
opportunity was taken to select a candidate from an external organization, who was committed to
the ITIL framework. The new IT director believes that good IT service management practices are
essential.
The IT director plans to implement many of the service management processes and has already
overseen the creation of a basic service catalogue. The IT director is sure that many of the current
issues can be rectified through the implementation of service level management (SLM) and has
therefore directed that service level agreements (SLA) be introduced for the services provided before
moving onto other areas. You have been asked to lead the project to establish SLAs for the IT
services.
Refer to the Scenario.
Which one of the following sequence of activities would be the BEST approach to establishing service
levels agreements (SLA) in the organization?
A large, privately owned company has an internal IT organization that runs most of its IT operations
from the head office. There has been a history of confusion about what is required from the services
and what has actually been achieved, particularly from a warranty perspective. This has resulted in a
strained relationship between the business units and the IT organization.
Some service-based agreements exist between IT and the customers, where all levels of response to
incidents were set to the same targets. Availability targets have not been reviewed for at least two
years. There have been a number of complaints by key customers claiming that the IT staff have been
resolving incidents and implementing change requests based on operational ease rather than
business priority. This is despite operationally robust processes being in place for incident, change
and problem management.
A plan has been put in place to improve the level of the IT service delivered to the organization.
Retirement of the post-holder meant that the first action was to appoint a new IT director. The
opportunity was taken to select a candidate from an external organization, who was committed to
the ITIL framework. The new IT director believes that good IT service management practices are
essential.
The IT director plans to implement many of the service management processes and has already
overseen the creation of a basic service catalogue. The IT director is sure that many of the current
issues can be rectified through the implementation of service level management (SLM) and has
therefore directed that service level agreements (SLA) be introduced for the services provided before
moving onto other areas. You have been asked to lead the project to establish SLAs for the IT
services.
Refer to the Scenario.
Which one of the following sequence of activities would be the BEST approach to establishing service
levels agreements (SLA) in the organization?
Select one option, then reveal solution.
Question No. 10
Scenario
A financial services organization has undergone a period of rapid expansion. From its operating base
it has expanded to serve customers in over 25 countries spread around the globe. There are plans to
enter more markets in the next 12 months.
The key stakeholders involved in the global expansion project have briefed the chief information
officer (CIO) on the plans. They have identified IT service performance as one of the major threats to
the plan. The CIO has been under pressure from the board due to poor IT service performance in the
previous six months. The chief concern has been significant performance variations in network
connectivity and communications.
The organization currently has three contracts with different local external suppliers in operating
markets supporting three IT network hubs. Whilst the suppliers are all happy to follow local internal
IT processes, getting the three to work together on incidents or changes has proved increasingly
difficult.
A number of outages have resulted in a blame culture where even the local internal IT departments
have been sympathetic to their service providers, resulting in strained relationships between these
internal departments at an operational level.
Other issues encountered at one or more locations have included:
• Long-term service improvements have been sacrificed in favour of short-term fixes that avoid the
payment of contract penalties by the suppliers
• Changes in ownership of the customer relationship by the suppliers
The CIO believes that a lack of communication between suppliers has been the key cause of failures.
All three supplier contracts are due for renewal in the next 12 months. After consultation, a decision
to re-tender for network services has been taken by IT, and approved by the CIO and the board of
directors.
Refer to the Scenario.
When considering suppliers, which one of the following options would BEST ensure that network
issues are addressed in order to meet the needs of the financial services organization?
A financial services organization has undergone a period of rapid expansion. From its operating base
it has expanded to serve customers in over 25 countries spread around the globe. There are plans to
enter more markets in the next 12 months.
The key stakeholders involved in the global expansion project have briefed the chief information
officer (CIO) on the plans. They have identified IT service performance as one of the major threats to
the plan. The CIO has been under pressure from the board due to poor IT service performance in the
previous six months. The chief concern has been significant performance variations in network
connectivity and communications.
The organization currently has three contracts with different local external suppliers in operating
markets supporting three IT network hubs. Whilst the suppliers are all happy to follow local internal
IT processes, getting the three to work together on incidents or changes has proved increasingly
difficult.
A number of outages have resulted in a blame culture where even the local internal IT departments
have been sympathetic to their service providers, resulting in strained relationships between these
internal departments at an operational level.
Other issues encountered at one or more locations have included:
• Long-term service improvements have been sacrificed in favour of short-term fixes that avoid the
payment of contract penalties by the suppliers
• Changes in ownership of the customer relationship by the suppliers
The CIO believes that a lack of communication between suppliers has been the key cause of failures.
All three supplier contracts are due for renewal in the next 12 months. After consultation, a decision
to re-tender for network services has been taken by IT, and approved by the CIO and the board of
directors.
Refer to the Scenario.
When considering suppliers, which one of the following options would BEST ensure that network
issues are addressed in order to meet the needs of the financial services organization?
Select one option, then reveal solution.