The ITIL v.3. Managers Bridge Examination Scenario Book

The ITIL® v.3. Managers Bridge Examination
Scenario Book
S01: Scenario One
ITIL describes a service as a means of delivering value to customers by facilitating outcomes that
customers want to achieve without the ownership of specific cost and risk. The warranty of a service
ensures that customers do not incur losses from shortfalls or variations in delivery.
S02: Scenario Two
The Service Lifecycle © Crown Copyright 2007 Reproduced under licence from OGC
Your organization has been using ITIL in the production environment and is planning to extend its use
within the development environment. You have been asked by the IT Director to give a presentation to
the Application Development Team about the ITIL Service Lifecycle. You think that Service Design and
Service Transition will be of most interest to this team from an application development perspective and
will focus your presentation in these stages of the Service Lifecycle.
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S03: Scenario Three
Your organization is implementing a new service for the business. The Service Lifecycle is now in the
Transition stage where one of the tasks is to manage the organizational change to prepare for
acceptance and release of the service.
S04: Scenario Four
Relationship of the CMDB, the CMS and the SKMS
© Crown Copyright 2007 Reproduced under licence from OGC
S05: Scenario Five
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The 3 largest banking institution in the world, itATO Bank, has decided to acquire 3 mid-size banks in
the following countries: Japan, England, and the United States. itATO bank already has a presence in
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these countries as well as 20 other countries. These acquisitions will make it the 2 largest financial
institution in the world
Previous acquisitions made in the past 3 years have not been completely integrated. This has resulted in
service support issues where users are experiencing delays in resolution of IT Problems and Incidents.
Poor customer satisfaction has affected the bank’s overall revenue. Data related to these issues was
analyzed and it was determined that the number of customers is declining annually by 3.5%. The new
acquisitions will result in an increase in customers. Although the acquisitions make good business sense
from an immediate Return On Investment and Value Of Investment perspective, the Senior Management
is very concerned about this decline.
Over the last 3 years, the bank has consolidated and integrated the infrastructures of the acquisitions.
This project resulted in consolidation of offices and reducing the total cost of ownership of the Service
Desk. There is a project in place to integrate the applications and data used by the support staff. The
support staff currently has the capability to know which application to use based on the account number
of the customer.
© Official Accreditor of the OGC ITIL Portfolio:- APM Group Limited 2009
This document must not be reproduced without express permission from The APM Group Ltd.
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S06: Scenario Six
The figure below depicts the elements within a Service Portfolio.
Service Pipeline and Service Catalogue © Crown Copyright 2007 Reproduced under licence from OGC
S07: Scenario Seven
Users have been complaining specifically about timely access to the Service Desk for simple and routine
requests. They also have concerns regarding communication from the Service Desk, in particular about
anticipated restoration times of common services such as email and generally about service from the
Service Desk overall. IT is currently constrained by resources at the Service Desk.
© Official Accreditor of the OGC ITIL Portfolio:- APM Group Limited 2009
This document must not be reproduced without express permission from The APM Group Ltd.
@[email protected]
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S08: Scenario Eight
Customers are complaining about what they perceive to be an excessive delay in implementing
Changes they have requested. Currently, all Changes are prioritized for authorization, planning and
implementation according to pre-defined criteria and a policy for classification. Many of the Changes
currently in the backlog have been assessed by the Change Control Board (CCB) to have low priority.
Low-priority Changes tend to have low urgency and are usually not implemented until higher priority
Changes are dealt with since there is a lower impact on the business. The team responsible for planning
and implementing Changes is pre-occupied with Changes that have a higher priority.
However, it is expected that all Changes must be implemented within a reasonable period of time. At
present, the Service Support Director is concerned about the large backlog of low-priority Changes. She
has asked the Change Manager to suggest actions for addressing the current situation first and
foremost. She would also like to avoid such large backlogs in the future.
S09: Scenario Nine
Event Management is focused on generating and detecting meaningful notifications about the status of
the IT Infrastructure and Services.
A member of the datacenter staff starts his shift and begins reviewing the event logs of the past 8 hours.
In Log #1 he observes the following types of events: notification that a scheduled workload has
completed; a user has logged in to use an application; an email has reached its intended recipient.
In Log #2 he observes the following type of events: a user attempts to log on to an application 3 times
with the incorrect password; an unusual situation has occurred in a business process that may require
further business investigation (e.g. a web page alert indicates that a payment authorization site is
unavailable – impacting financial approval of business transactions); a device’s CPU is above the
acceptable utilization rate; a PC scan reveals the installation of unauthorized software.
In Log #3 he observes the following type of events: A server’s memory utilization reaches within 5% of
its highest acceptable performance level; a batch job has completed successfully.
S10: Scenario Ten
You have been hired as a consultant to implement the ITIL 7 Step Improvement Process. Your client has
been using the other Lifecycle stages for about 12 months and feels they have lots of data to help
determine areas for improvement. Step 1 in the improvement process is to define what should be
measured. You begin creating a list of information that will be needed as input to this step.
S11: Scenario Eleven
The role of Service Operation functions are to ensure that the organization has access to the right type
and level of human resources to manage technology and thus to meet business objectives.
© Official Accreditor of the OGC ITIL Portfolio:- APM Group Limited 2009
This document must not be reproduced without express permission from The APM Group Ltd.
@[email protected]
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S12: Scenario Twelve
You have been given the role of Application Analyst/Architect. Your company is adopting ITIL and has
asked you to prepare a list of responsibilities for your role.
S13: Scenario Thirteen
Business Units are coordinated goal driven collections of assets
© Crown Copyright 2007 Reproduced under licence from OGC
S14: Scenario Fourteen
The newly appointed service manager of the Elite Processing Agency has been working with the CSI
Manager. They have noticed a large amount of variation in the achievement of service level targets for
the transaction processing service between various support staff teams. Service level targets are being
met during the daytime hours, but degrade considerably on the overnight shift. A review reveals that this
is partially related to the level of experience, skill and availability of the staff across shifts. The
transaction processing service currently helps generate 34.3% of the company’s revenue. The market is
growing for this service and more demand is being put on the company to supply this service. Concern
is growing that the variation in service levels experienced by the customers will get worse as the
demand for the service increases.
© Official Accreditor of the OGC ITIL Portfolio:- APM Group Limited 2009
This document must not be reproduced without express permission from The APM Group Ltd.
@[email protected]
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