ITIL® V3 Intermediate Capability Stream:
Transcription
ITIL® V3 Intermediate Capability Stream:
ITIL® V3 Intermediate Capability Stream: OPERATIONAL SUPPORT AND ANALYSIS (OS&A) CERTIFICATE SCENARIO BOOKLET Scenario One You have recently been appointed as the Problem Management Process Owner of a large global enterprise. You will be working with regional Problem Managers in all areas of the business. A common Problem Management System and Known Error Database (KEDB) are used worldwide. Although the Problem Management process was implemented over twelve months ago, Senior Management perceives that the process is not achieving its goals, which include: Increasing the availability of mission critical services Proactively reducing the impact of incidents Reducing the cost of support services You have been hired to ensure continual process improvement and to ensure the process is being performed consistently worldwide. Whilst meeting with the Service Desk staff, you learn that analysts frequently identify problems, only to learn that those problems have been investigated and closed without resolution, or have been closed pending completion of a change. In some cases, you find that a Known Error record has been added to the KEDB; however, few of the technical teams that have been documenting workarounds and Known Errors have received training, and as a result the records are often incorrectly categorized, duplicated or out-of-date. You learn from discussions with the Problem Managers that the following key metrics are produced and presented to Senior Management: The number of problems recorded The number of problems closed The backlog of outstanding problems The number of Known Errors added to the KEDB Reports show that problem records are being closed fairly quickly and that the number of Known Errors added to the KEDB is increasing. Two of the Problem Managers have a considerably larger backlog than the others. You learn that Major Problem reviews are typically only conducted when a Problem has received the attention of Senior Management. You have made some conclusions and feel there are changes you can make quickly to better align Problem Management with ITIL best practice and achieve some immediate process performance improvement. © OGC’s Official Accreditor: - The APM Group Limited 2008 The Swirl logo™ is a Trade Mark of the Office of Government Commerce ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries @BCL@F804B764 This document must not be reproduced without express permission from The APM Group Ltd. Page 1 of 4 Scenario Two Traduce is a large international trading company with warehouses in five continents and customers all over the world. Its internal IT department introduced a Service Desk and an Incident Management process based on ITIL best practice, a year ago. The Service Desk is available 24-hours a day and accepts calls in twenty different languages, but logs all calls in English. Today, there is a general feeling amongst the business and users that the quality of support has improved significantly. The IT Manager wants to document this, and is planning to use a baseline that was taken before the Service Desk function and the Incident Management process were introduced. Scenario Three Harrison’s Manufacturing is a mid-sized furniture manufacturing company that has recently won an international contract. Harrison’s has also recently merged with Zimmerman’s, a German engineering company that specializes in modern furniture designs. These designs will be offered via Harrison’s web site. Harrison’s U.S. headquarters are located in Georgia and its manufacturing facility is located in Illinois. A new manufacturing facility in California will open later this year. The California facility will initially hire 75 new employees and will utilize state-of-the-art equipment. The existing IT Help Desk is based in Georgia, and provides service to Harrison’s 900+ employees from 7 a.m. to 7 p.m. These hours will need to be extended when the new facility opens in California and consideration must also be given to how to best support the U.S.-based traveling sales staff must also be considered. Harrison’s IT management team recognizes the need to ensure the services provided by IT are capable of meeting the high availability requirements of the rapidly growing business. Management is committed to ensuring that IT services satisfy customer requirements in the most cost-effective way possible. One of the first projects that the management team has launched is focused on improving the incident and problem management processes, and transforming the IT Help Desk into a Service Desk. They want the newly launched Service Desk to handle service requests in addition to incidents and to be more involved in communicating the status of planned changes. A web site that offers self-help capability by allowing users to perform password resets, and the ability to submit an email if additional support is needed, is currently working well after-hours. The 115 Zimmerman’s employees consist of engineers and non-English speaking office staff who currently obtain support by sending an email to [email protected]. A small team of technicians handles the emails on a first-come, first-served basis. You are the Service Desk Manager and have been researching best practice in an effort to determine the best way to structure and staff the Service Desk, to meet the diverse needs of IT users. The Chief Information Officer (CIO) has asked you to help her and the staff reporting directly to her, understand the various options for structuring the Service Desk. She has also asked you to recommend an option that best meets Harrison’s requirements. © OGC’s Official Accreditor: - The APM Group Limited 2008 @BCL@F804B764 This document must not be reproduced without express permission from The APM Group Ltd. Page 2 of 4 Scenario Four An IT Services outsourcing company is going through the process of procuring a new tool for automated Event monitoring. There is no experience within the organization with Event monitoring so a decision has been made to recruit a new member of staff to work exclusively on establishing Event monitoring for at least the first twelve months of their employment. During the interviews, all candidates are asked the same question, which is: “What are the main steps you plan to undertake in the first month of this new role?” Each of the candidates initially suggested that the categorization of the significance of events will need to be defined and agreed and identified several members of staff that will need to be involved in this assessment to ensure the categorization meets the organization requirements, including Customers, the Service Level Manager, the Service Desk, the Development Team and representatives from the Incident and Change Management processes. Scenario Five A large global manufacturing company has experienced rapid growth and very positive profit margins. systems have generally been able to support the growth and on occasions have even facilitated the growth. The IT The IT team currently operates a global Virtual Service Desk and are becoming concerned that despite their best efforts, the number of Incidents reported to the Service Desk increases significantly every month. The majority of the increase in Incidents has been attributed to user enquiries. At the same time, the numbers of Requests For Change (RFC), which are mostly minor repetitive changes, are also increasing, causing problems with implementation of the changes within the agreed target timescales. The Chief Information Officer (CIO) has initiated a project to look into the reasons for these increases in more detail, and to see what can be done to reduce the number of Incidents and RFCs. He has asked the team to look at the latest version of ITIL to see if there are any ideas here that could help. The organization has been using ITIL for approximately three years. Scenario Six The IT unit of a large construction company has experienced difficulty maintaining confidentiality of information, particularly over the past year. This has resulted in company confidential information being leaked to the media and to their competitors, with the result being a loss of business and market confidence. The Chief Executive Officer (CEO) has asked all business units to look at their procedures in detail, to ensure that efforts are made to stop these leaks. The Chief Information Officer (CIO) has discussed the situation with all the staff who report directly to him and they have decided that they must review the Accountability and Responsibilities for protecting access to Services and information in order to combat this issue. Availability Management, IT Service Continuity Management and Information Security Management processes already exist within the organization but some feel that an Access Management process should also be introduced. They feel however, that roles must be clearly defined so that there is no duplication of effort. © OGC’s Official Accreditor: - The APM Group Limited 2008 @BCL@F804B764 This document must not be reproduced without express permission from The APM Group Ltd. Page 3 of 4 Scenario Seven An IT Department of approximately 250 staff members established a Problem Management process on a trial basis, approximately one year ago. The department now has plans to review the process to see how effective and efficient it has been during this period and whether it should continue in operation. The perception amongst IT staff is divided; some members of staff think that the process has been a complete waste of time, whilst others believe that it has helped deliver a better overall level of service for the department and to the end-user population of 14,000 staff. The Problem Management team currently consists of two full-time members of staff, with one team member who is currently on loan from the Service Desk to carry out Trend Analysis. Scenario Eight The IT services for a logistics and distribution organization are provided by an internal IT section, which manages many underpinning services provided by suppliers, in order to achieve successful delivery of the IT services. The IT section is responsible for the design, transition and operation of the IT services, as well as their development and improvement. For a number of years, the organization has used an Incident Management process with a supporting tool at their Service Desk, but has almost no other Service Management processes or activities in place. They are planning to implement the processes within the Service Operation and Service Transition Lifecycle stages in the near future and realize that their existing Service Desk tool does not have the functionality or capability to support these planned additions. To define the requirements for a new Service Management tool to support the planned Service Management activities, the IT section has decided to use the MoSCoW technique, summarized below: MoSCoW: M – MUST have S – SHOULD have C – COULD have W – WON’T have this time, but WOULD like © OGC’s Official Accreditor: - The APM Group Limited 2008 @BCL@F804B764 This document must not be reproduced without express permission from The APM Group Ltd. Page 4 of 4