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Notice of Rights: Copyright © The Art of Service. All rights reserved. No part of
this book may be reproduced or transmitted in any form by any means,
electronic, mechanical, photocopying, recording, or otherwise, without the prior
written permission of the publisher.
Notice of Liability: The information in this book is distributed on an “As Is” basis
without warranty. While every precaution has been taken in the preparation of the
book, neither the author nor the publisher shall have any liability to any person or
entity with respect to any loss or damage caused or alleged to be caused directly
or indirectly by the instructions contained in this book or by the products
described in it.
This Exam Preparation book is intended for those preparing for the ITIL® V3
Intermediate Capability Stream: Operational Support and Analysis (OSA) Exam.
The Art of Service is an Accredited Training Organization for this program and
has been training this course for more than 8 years. The strategies and content
in this book are a result of experience and understanding of the ITIL® OSA
Program, and the exam requirements.
This book is not a replacement for completing the course. This is a study aid to
assist those who have completed an accredited course and preparing for the
exam.
Do not underestimate the value of your own notes and study aids. The more you
have, the more prepared you will be.
While it is not possible to pre-empt every question and content that MAY be
asked in the Intermediate OSA exam, this book covers the main concepts
covered within the ITIL Intermediate OSA Syllabus and a Practice Exam (created
by The Art of Service).
Due to licensing rights, we are unable to provide actual APMG Exams. However,
the study notes and sample exam questions in this book will allow you to more
easily prepare for an APMG ITIL® OSA exam.
Ivanka Menken
Executive Director, The Art of Service
http://www.theartofservice.com/
2 Table of Contents
1 Foreword ................................................................................... 1
2 Table of Contents ...................................................................... 2
3 ITIL® v3 Certification Pathway................................................... 7
4 Exam Specifics .......................................................................... 8
5 Exam Prerequisites.................................................................... 8
6 Exam Hints ................................................................................ 9
7 The Art of Service Objective Tree ............................................ 11
8 Study Notes ............................................................................. 12
9 IT Service Management........................................................... 13
9.1 Basic Concepts: ................................................................ 13
9.1.1 ITSM is the effective and efficient process driven
management of quality IT Services. The added value to ITSM is
that is business aligned and maintains a holistic Service
Lifecycle approach................................................................... 13
9.1.2 Four Perspectives of ITSM (as found in Service Design
Phase): 13
9.1.3 Why Service Management? ....................................... 13
9.1.4 Roles: There are many roles associated with ITIL
processes. Each process should have a Process Manager e.g.
Incident Manager. It is also reasonable for each Phase to have
a Manager, e.g. Service Design Manager. ............................... 13
9.2 Key Terms:........................................................................ 14
10 ITIL ® v3 Service Lifecycle ...................................................... 15
11 Service Operation .................................................................... 16
11.1 Basic Concepts.............................................................. 16
11.1.1 Service Operation – Value:......................................... 16
11.1.2 Service Operation – Scope:........................................ 16
11.1.3 Achieving the Balance................................................ 17
11.1.4 Communication .......................................................... 17
12 Operational Support and Analysis............................................ 18
13 Event Management.................................................................. 19
13.1 Basic Concepts.............................................................. 19
13.1.1 Event management – Business Value ........................ 19
13.1.2 Activities..................................................................... 19
13.1.3 Interfaces ................................................................... 20
13.1.4 Metrics ....................................................................... 20
13.1.5 Challenges ................................................................. 21
The refresh of ITIL® into V3 brought impressive positive changes. The evolution
of the core principles and practices provided by the framework provides the more
holistic guidance needed for an industry that continues to mature and develop at
a rapid pace.
Many organizations and individuals who had previously struggled with their
adoption of the ITIL framework will continue to find challenges in ‘implementing’
ITIL® as part of their approach for governance of IT Service Management
practices. In light of this, the primary goal of this book is to provide the support
materials needed to enable the understanding and application of the ITIL®
framework in a wide-range of contexts.
This comprehensive book is designed as an easy reference that will walk you
through the 5 Lifecycle critical steps you need to take to create a successful
portfolio of IT Services. In addition you will learn how to manage and refine your
service portfolio as your company's business evolves.
3 ITIL® v3 Certification Pathway
Since the launch of ITIL v3 in July 2007, a new certification path was
also released. This new path encompasses all the new v3 Programs,
ending in the possible attainment of “Expert Status”. The figure below
demonstrates the possible pathways that you could take to achieve
the Expert status.
5 Exam Prerequisites
In order to sit the ITIL Intermediate OSA Exam, you MUST have an
ITIL v3 Foundation Certificate or ITIL v2 Foundation plus Bridge
Certificate and completion of an accredited program from an ITIL
Accredited Training Provider.
When it comes time to sit your exam, you need to do this through an
accredited Authorized Examination Center. You may have the option
to do the exam as web or paper based. Either way, you will be given
a paper copy of the Scenarios. A good thing!
(Especially of you are doing web based – do not waste time opening
web versions of the scenario – use the paper ones)
Know your content – know your order. This study guide gives you
a solid revision approach to this course – but does not cover ALL
content (that’s why you do the course). Make sure you know what
makes up a policy/plan/ and the activities for each process, as well as
who does what.
Question hints
o The 4 possible answers will appear to be similar – you need to
read the possible answers carefully.
o Eliminate the most obvious “wrong answer”... Things to look
for:
o Order of activities
o Red herring activities
o Wrong processes
o Wrong description
o From the remaining 3 responses – start to identify
similarities/differences – this will help you to eliminate the next
response generally – the differences will be a hint that one of
them is incorrect – you have to decide which one
o It is probable that the “most correct” response would have the
correct order of activities/ descriptions and “just that little bit
more”.
o DO NOT assume that the longest response is the most correct
one
o Expect a “phase” question – while most questions are obvious
what it is testing (i.e. process) – you could expect to get a “big
picture” question asking about Service Transition in general –
so make sure you understand your related phases
9.1.4 Roles: There are many roles associated with ITIL processes.
Each process should have a Process Manager e.g. Incident
Manager. It is also reasonable for each Phase to have a
Manager, e.g. Service Design Manager.
Customer: refers to the person who “pays” for the service, or has the
authority to request a service
Objectives:
o Service Operation ensures day-to-day operation of processes
is conducted, controlled and managed effectively.
o Enable successful service improvements by systematically,
monitoring performance, assessing metrics and data
gathering.
o Service Operation staff should have processes and support
tools in place. This enables an overall view of Service
Operation and delivery and the ability to detect any
threats/failures to service quality.
o As services may be provided, in whole or in part, by one or
more partner/supplier organizations, the Service Operation
view of end-to-end service must be extended to encompass
external aspects of service provision – and where necessary
shared or interfacing processes and tools are needed to
manage cross-organizational work-flows.
11.1.4 Communication
o Communications must have an intended purpose or a resultant
action.
o Information should not be communicated unless there is a clear
audience.
o The audience must have been actively involved in determining the
need for the communication and what they will do with the
information.
o Frequency, location and choice of medium for communication
must be decided by the individual department and documented in
a policy.
13.1.2 Activities
o Event occurs
o Event Notification
o Event Detection
o Event Correlation
o Significance of Events
o Event Filtering
o Trigger
o Response Selection
o Review Actions
o Close Event
13.1.4 Metrics
o # of events by category and significance
o # and % of events that required human intervention and whether
this was performed
o # and % of events that resulted in incidents and changes
o # and % of events caused by existing problems and known errors
o # and % of repeated or duplicated events
o # and % of events indicating performance issues and potential
availability issues
o # and % of each type of event per platform or application
o # and ratio of events compared with the number of incidents.
13.1.7 Risks:
o Failure to obtain adequate funding
o Ensuring the correct level of filtering
o Failure to maintain momentum in rolling out the necessary
monitoring agents across the IT infrastructure.
14.1.1 Objective:
To restore normal service operation as quickly as possible and
minimize the adverse impact on business operations, thus
ensuring that the best possible levels of service quality and
availability is maintained.
14.2.2 Activities
o Ownership, Monitoring, Tracking and Communication
o Incident identification/logging
o Categorization and initial support, prioritisation
o Investigation and diagnosis
o Resolution and recovery
o Incident closure
14.2.4 Metrics
o # of Incidents (as a control measure)
o Breakdown of incidents at each stage
o Size of current incident backlog
o # and % of major incidents
o Mean elapsed time to achieve incident resolution
o % of incidents handled with agreed response time
o Average cost per incident
o # of incidents reopened and as a % of the total
o # and % of incidents incorrectly assigned
o # and % incidents incorrectly categorized
o % of incidents closed by Service Desk with no other reference
o # and % of incidents handled per Service Desk agent
14.2.5 Challenges
o The ability to detect incidents as early as possible
o Convincing all staff that all incidents must be logged
o Availability of information about problems and Known
Errors
o Integration into the CMS to determine relationships
o Integration into the SLM process
14.2.7 Risks
o Being inundated with incidents that cannot be handled within
acceptable timescales due to a lack of available or properly
trained resources.
o Incidents being bogged down or not progressed as intended
because of inadequate support tools to raise alerts and
prompt progress
o Lack of adequate and/or timely information sources because
of inadequate tools or lack of integration.
o Mismatches in objectives or actions because of poorly aligned
or non-existent OLA’s and/or UC’s.
Incident:
1. An unplanned interruption to an IT service or reduction in the
quality of an IT service.
15.1.1 Objective:
o Prevent problems and resulting incidents from happening, to
eliminate recurring incidents and to minimize the impact of
incidents that cannot be prevented.
15.2.5 Metrics
o Total # of problems recorded in the period
o % of problems resolves within SLA targets
o # and % of problems that exceed their resolution times
o Backlog of outstanding problems and the trend
o Average cost of handling problem
o # of major problems (opened/closed)
o % of Major Problem Reviews successfully performed
o # of Known Errors added to the KEDB
o % accuracy of the KEDB
o % of Major Problem Reviews completed successfully and on
time.
Objectives:
o Providing a channel for users to request and receive standard
services for which a pre-defined approval and qualification
process exists.
o Providing information to users and customers about the
availability of services and the procedure for obtaining them.
o Source and deliver the components of requested standard
services.
o Assist with general information, complaints or comments.
16.1.2 Activities:
o Menu Selection
o Financial Approval
o ‘Other’ Approval
o Fulfilment
o Closure
16.1.4 Metrics:
o Total # of Service Requests (as a control measure)
o Breakdown of service requests at each stage
o Size of current backlog for outstanding Service Requests
o # and % of Service Requests completed within agreed target
times
o Mean elapsed time for handling each type of service request
o Average cost per type of Service Request
o Level of client satisfaction with the handling of Service
Requests
Objective:
o Access Management helps to protect the confidentiality,
integrity and availability (CIA) of assets, therefore it is the
execution of policies and actions defined in Security and
Availability Management.
17.1.2 Activities
o Requesting access
o Verification
o Providing rights
o Monitoring identity status
o Logging and tracking access
o Removing or restricting rights
17.1.3 Interfaces
o HR
o Information Security Management
o Change Management
o SLM
o Configuration Management
18.1.1 Objective:
The primary aim of the Service Desk is to restore the ‘normal
service’ to the user ASAP.
Role:
The Service Desk is a vitally important part of an organizations
IT Department and should be the single point of contact for IT
users on a day-to-day basis.
The Service Desk will handle all incidents and service requests
usually using specialist software tools to log and manage such
events
18.2.3 Staffing
o Staffing levels
o An organization must ensure that the correct number
of staff are available at any given time to match the
demand being placed on the desk by the business.
o A number of tools are available to help determine the
appropriate number of staff for the Service Desk
o Skill Levels
o An organization must decide on the level and range of
skills it requires of the Service Desk staff – and then
ensure that the skills are available at the appropriate
times.
o The decision on the required skills level will often be
driven by target resolution times, the complexity of the
systems supported and ‘what the business is prepared
to pay for
o Training
o Investment should also be made in the professional
development of Service Desk staff.
o Internal mentoring and shadowing 2nd and 3rd level
support staff is a good start, but best of breed Service
Desks benefit from a formalized program of staff
development.
o Staff Retention
o IT Managers must recognize the importance of the
Service Desk and the staff who work on it, and give
this special attention. Any significant loss of staff can
be disruptive and lead to inconsistency of service.
o Super Users
o Many organizations find it useful to appoint or
designate a number of ‘Super Users’ throughout the
user community, to act as liaison points with IT in
general and the Service Desk in particular.
19.1.1 Objective:
o Helps plan, implement and maintain a stable technical
infrastructure to support the organization’s business
processes through:
o The use of adequate technical skills to maintain the technical
infrastructure in optimum condition
o Swift use of technical skills to speedily diagnose and resolve
any technical failures that do occur.
19.2.1 Role:
o Custodian of technical knowledge and expertise related to
managing the IT Infrastructure.
o Provides detailed technical skills and resources needed to
support the ongoing operation of the IT Infrastructure.
o Plays an important role in providing the actual resources to
support the IT Service Management lifecycle.
o Ensures resources are effectively trained and deployed to
design, build, transition, operate and improve the technology
to deliver and support IT Services.
19.2.2 Activities
o Specialist Technical Architects and Designers
o Specialist Maintenance and Support Staff
19.2.3 Organization
o The primary criteria of Technical Management organizational
structure is that of specialization or division of labor.
o The principle is that people are grouped according to their
technical skills sets that are determined by the technology that
needs to be managed.
20.1.1 Objective:
o Maintenance of the ‘status quo’ to achieve stability of the
organizations day to day processes and activities
o Regular scrutiny and improvements to achieve improved
service at reduced costs, whilst maintaining stability
o Swift application of operational skills to diagnose and resolve
any IT operations failures that occur.
20.2.1 Role:
o To perform the daily operational activities needed to manage
the IT Infrastructure. This is done according to the
performance standards defined during Service Design.
o In many ways, the function performs many of the logistical
activities required for the effective and efficient delivery and
support of services. (e.g. Event Management)
20.2.3 Organization
o IT Operations Management is a function in its own right but, in
many cases, staff from Technical and Applications
Management form part of this function.
o These staff will manage and execute their own operational
activities. Others will delegate these activities to a dedicated
IT Operations department.
20.2.4 Metrics
o Successful completion of scheduled jobs
o # of exceptions to scheduled activities and jobs
o # of data or systems restores required
o Equipment installation statistics
o Process metrics
o Maintenance activities
21.1.1 Objective:
o In many organizations Applications Management departments
have staff that perform daily operations for those applications.
o As with Technical Management, these staff logically form part
of the IT Operations Management Function.
21.2.1 Role
o Managing Applications throughout their lifecycle.
o Supports and maintain operational applications, plays an
important role in design, testing and improvement of
applications that form part of IT Services.
o Support the organization’s business processes by helping to
identify functional and manageability requirements for
application software.
o Assist in the design and deployment of those applications.
o Provide ongoing support and improvement of those
applications.
o Identify skills required to support the applications
21.2.2 Organization
o Although Application Management departments perform
similar activities, each application or set of applications has a
different set of management and operational requirements.
o For example:
o Purpose
o Functionality
o Platform
o Brand of technology
23.1.1 Activities
o Managing Technology
o Monitoring and Control
o IT Operations
o Console Mgt, Operations Bridge
o Job scheduling
o Backup and Restore
o Print & Output
o Mainframe Mgt
o Service Mgt and Support
o Network Mgt
o Storage and Archive
o Database administration
o Directory and service Mgt
o Desktop support
o Middleware Mgt
o Internet/web Mgt
o Facilities and Data Center Mgt
o Improvement of operational activities
Question 1
Question 2
Question 4
Question 5
Question 7
Which ITIL process ensures that the IT Services are restored as soon
as possible in the case of a malfunction?
a) Change Management
b) Incident Management
c) Problem Management.
d) Service Level Management
Question 8
Question 10
Which of the following is NOT an objective of Service Operation?
Scenario 1
a) You decide that the first two ITSM processes that need to
be implemented are Incident Management and Request
Fulfillment. As this will enable formal management and
coordination of the Service Desk, and ensure that
Incidents and Service Requests are dealt with accordingly,
enabling separate logging and monitoring and faster call
response times
Send a formal memo to all customers, introducing yourself
and your new role, thanking them for their valuable
feedback and addressing the issues raised in the survey
results and how you intend to resolve them
b) You decide that the first two ITSM processes that need to
be implemented are Incident Management and Request
Fulfillment. As this will enable formal management and
coordination of the Service Desk, and ensure that
Incidents and Service Requests are dealt with accordingly,
enabling separate logging and monitoring and faster call
response times. In addition, you will ensure that the new
Incident Manager will ensure the Service Desk is the
single point of contact, as a first priority. This needs to be
the focus over the next quarter to ensure that this policy is
adopted ASAP, you will suggest reward options to ensure
that staff and end users are in no doubt that this is an
essential requirement supported by senior management.
Send a formal memo to all customers, introducing yourself
and your new role. Thanking them for their valuable
feedback and addressing the issues raised in the survey
results and how you intend to resolve them.
a)
Organize a meeting with the managers of each IT
department and form a Communication Plan. This plan
will include all agreed methods, reasons and a list of
personnel to be included for communications within the
Operation departments. This plan will then be distributed
to all staff, with a memo that will include;
o A photograph of each IT staff member with job title
o Brief Job Description and explanation of their day
to day activities
In addition, make a proposal to the Business that a
Release and Deployment Manager is needed, this role will
not only take on the responsibility of implementing a formal
Release and Deployment process but will, manage the
build, test and deployment departments and will also
ensure that there is a consistent communication route to
the service desk on up coming releases and organizing
training/knowledge updates and consultation with service
desk staff on new or changed services.
b)
Organize a meeting with the managers of each IT department
and form a Communication Plan. This plan will include all
agreed methods, reasons and a list of personnel to be
included for communications within the Operation
departments. This plan will then be distributed to all staff, with
a memo that will include;
o A photograph of each IT staff member with job title
o Brief Job Description and explanation of their day
to day activities
In addition, ask for the service desk to be sent copies of
the release schedule so they are informed of upcoming
releases
a)
o % of calls resolved by Service Desk
o average time to identify incident
o average time to escalate incident
o % of user updates conducted within target times
o customer feedback
o average Service Desk cost of handling incident
b)
o % of calls resolved by Service Desk
o average time to resolve incident
o average time to escalate incident
o % of customer updates conducted within target times
o customer feedback
o average Service Desk cost of handling incident
c)
o % of calls answered by Service Desk
o average time to escalate incident
o % of customer updates conducted within Service Desk
hours
o customer feedback
o average cost of handling incident
d)
o % of calls answered by Service Desk
o average time to resolve problems
o average time to escalate problem
As part of the major refresh of IT systems, it has been agreed that the
existing ITIL processes of Incident and Problem Management are not
performing adequately. Recent surveys indicate that:
While the decision has been made that this organizational structure is
to remain in place, there has been identified issues relating to a lack
of consistency in IT Service Management processes used by the
different departments and unclear boundaries for the responsibilities
of the various IT Service Desks. This has resulted in:
• End users calling the wrong Service Desk, requiring the call to
be redirected to the appropriate group
• Inconsistency in the categorization and classification of
service requests, incidents and problems, causing confusion
and frustration when there are multiple IT departments
involved
• Known Errors being recorded internally within the various IT
departments, which may in fact have a wider impact on the
whole organization when these are not visible to everyone
• Inconsistency in the Service Management systems and tools
used for handling service requests, incidents, problems and
Known Errors
a)
Incident Management Problem Management
Before this occurs, the Service Manager within Verinet (who has
previously implemented ITIL in other organizations) had
recommended implementing Event Management to assist in the
continued ability for providing high quality, highly available internet
services to the UK population. She has been faced by some
resistance, who believe that it is not required as Capacity, Availability,
Incident and Problem Management have already been implemented.
While the IT director does have tentative support from the other
directors and CEO, budgets for implementing the Service Operation
a)
The design of a quality Access Management process will need to
consider the current state of IT Service Management that exists within
the IT department, as well as the organizational requirements of
Vision Media in general. This will require interfaces to be created
with:
• Information Security Management: Which is responsible for
the development and renewal of security policies, guidelines
and procedures, which are then executed by Access
Management
• Service Level Management: Which is responsible defining the
customer requirements for access to IT services
• Request Fulfillment: Access Management will often be
triggered by Service Requests, taken by the Service Desk or
submitted using automated and self-help mechanisms
• Change Management: Request for Changes (RFCs) will often
involve modification of access rights
• Demand Management: Which will provide information as to
the patterns of business that will generate requests for
access.
b)
The design of an efficient Access Management process will need to
account for the existing IT Service Management processes already
implemented within the IT department, as well as the Human
Resource requirements of Vision Media in general. This will require
interfaces to be created with:
• Information Security Management: Which is responsible for
the development and renewal of security policies, guidelines
and procedures, which are then executed by Access
Management
• Capacity Management: Which is responsible for the design of
systems and infrastructure, which are in turn supported by
Access Management
• Knowledge Management: Each Knowledge base will require
various levels of access to be defined and enforced.
• Change Management: Request for Changes (RFCs) will often
involve modification of access rights
• Demand Management: Which will provide information as to
the patterns of business that will generate requests for
access.
d)
Access Management will need to be implemented in isolation from
existing IT Service Management processes already in place at Vision
Media so that its’ integrity can be ensured. The only exception to this
is Information Security Management, which is responsible for the
development and renewal of security policies, guidelines and
procedures. Access Management uses these as formal inputs, which
are then executed accordingly
Urgency
High 1 2 3
Impact Priority
Med 2 3 4
Low 3 4 5
Impact Definition:
• Low Impact
o Affects a single user, preventing them from performing
normal work functions
o A single, non-critical device or peripheral is unavailable
• Medium Impact
o Multiple users are affected, preventing them from
performing normal work functions
o A regular business function is unavailable to part of a
or organizational unit department
• High Impact
o A vital business function is unavailable to an entire
department or company owned organization
• Major Incident
o A vital business function is unavailable to all Vision
Media departments and company owned organizations
a)
I. High Impact
II. Medium Impact
III. Not an incident, should be a Request for Change
IV. Major Incident
b)
I. High Impact
II. Low Impact
III. Not an incident, should be a Request for Change
IV. Major Incident
c)
I. Major Incident
II. Medium Impact
III. High Impact
IV. Major Incident
d)
I. High Impact
II. Low Impact
III. Medium Impact
IV. Major Incident
You are the CIO of a large stockbroking firm, based in Hong Kong.
Recently this company has acquired two other major firms in London
and New York. Total Company staff now exceeds 800 people. Each
Firm currently has their own Service Desk.
With this new merger comes new support issues. Complaints are
coming in to say that there si an imbalance with ratio of IT support
staff to users, Service Desks in London and New York are having
trouble knowing and supporting new systems which has resulted in
users calling Hong Kong Service Desk. This has resulted in higher
resolution times and an inability to get through to the service desk
a)
Request Fulfilment Access Management
You highlight that this new You raise the following benefits:
process will work well with the o Controlled access to
new SD setup as Request services
Fulfilment will provide quick and o Employees have the right
effective access to standard level of access
services, which business staff o Less likelihood of errors in
can use to improve their data entry
productivity, for the quality of o Ability to audit
business services and products. o Ability to easily revoke
You stress that Request access rights
Fulfilment effectively reduces the o Maybe needed for
bureaucracy involved in regulatory compliance
requesting and receiving access
to existing or new services,
therefore also reducing the cost
of providing these services
b)
Request Fulfilment Access Management
You highlight that this new You raise the following benefits:
process will work well Incident o Controlled access to
Management as Request networks
Fulfilment will provide quick and o Employees have the right
effective access to standard level of access
services, which business staff o Less likelihood of errors in
can use to improve their data entry
productivity, for the quality of o Ability to audit
business services and products. o Ability to easily revoke
You stress that Request access policies
c)
Request Fulfilment Access Management
You highlight that this new You raise the following benefits:
process will work well with the o Controlled access to
new SD setup as Request services
Fulfilment will provide quick and o Employees have the right
effective access to standard level of access
services, which business staff o Less likelihood of errors in
can use to improve their data entry
productivity, for the quality of o Ability to audit
business services and products. o Ability to easily revoke
You stress that Request access rights
Fulfilment effectively reduces the o Maybe needed for
waiting time for requesting and regulatory compliance
receiving access to existing or
new services, therefore also
reducing the complaints from
users
d)
Request Fulfilment Access Management
You highlight that this new You raise the following benefits:
process will work well Incident o Controlled access to
Management as Request networks
Fulfilment will provide support o Employees have the right
standard services, which IT staff create own access
can use to improve their o Less likelihood of errors in
productivity, for the quality of data entry
business services and products. o Ability to audit
You stress that Request o Ability to easily revoke
Fulfilment effectively reduces the access policies
waiting time for requesting and o Maybe needed for
removing access to existing or business compliance
new networks, therefore also
a)
o Management support for using phase
o Business support to ensure users use Service Desk as little as
possible
o Champions to drive process usage
o Staffing and retention of Service Desk
o Service management usage
o Suitable tools – especially Incident Management
o Measurement and reporting of capacity
b)
c)
1. A
2. B
3. C
4. A
5. B
6. C
7. B
8. B
9. B
10. A
Remember – the way the exams are scored are on a 5/3/1/0 point
scale. The following answer guide will help you to identify the most
correct answer, and why it is more correct than the next answer.
Question 1
Distracter D
Distracter C
Question 3
Distracter B
Question 4
Third Best C Does not reference other processes and does not
value business credibility
Distracter A
Question 6
Third Best A Business case for Knowledge mgt tool not part of
service operation, lack of communication methods
to address issues
Distracter C
Question 7
Distracter D
Question 8
Question 9
Distracter A
Distracter C
Question 11
Question 13
Question 15
Question 16
Function: A team or group of people and the tools they use to carry
out one or more processes or activities.
Websites
www.artofservice.com.au
www.theartofservice.org
www.theartofservice.com
A
Ability 23, 33, 101-2
ability, enhanced 81
access 26, 30, 32-5, 54, 61, 65-7, 87-9, 101-2, 108
Access Management 3-4, 18, 33, 47, 66, 87-9
Access Management and Request Fulfilment 101
access management features 47
access management process 66-7
efficient 88
Access Management Processes 53
access mgt 108, 110, 112
access rights 34, 65
audit of 87, 89
modification of 87-9
reset of 76-7
revoke 33, 101-2
access rights Average time 76-7
acquisitions 83-6
act 37, 83, 91-4, 99-100
addition 19, 57, 59-61
answer guide 5, 106
answers 5, 8-10, 15, 106
Application Management 43, 91-4
Application Management Function 4, 18, 43
applications 9, 20, 43, 54, 91
modified 91-4, 116
test 92-4
applications/incidents/service requests 56
architectures, existing 91-4
Art of Service Objective Tree 2, 11
assessment, initial 58
audit 33, 101-2
availability 15, 23-4, 27, 33, 80
Availability Management 24, 28, 33, 65, 114
availability of services 20, 30, 80
Availability of services 109
Average cost of handling problem 28
Average Service Desk 38
Average Service Desk cost of handling incident 38
average time 38, 63, 76-9, 107
B
Basic Concepts 2-4, 13, 16, 19, 23, 27, 30, 33, 36, 39, 41, 43, 45
BCP Business Continuity Plan 114
benefits 6, 11, 21, 65, 80, 84-5, 101, 110, 112
following 80, 82, 101-2
C
calls 38, 55-6, 58, 63, 73, 75-9
capabilities 14, 23, 75, 116-17
capacity 15, 52, 76, 80, 82, 104
Capacity Management 24, 28
D
damage 6, 67-8
data centers 42, 91-4
data entry 33, 101-2
delivery 16, 83, 117
demonstrate 7, 106-12
department managers 88-9
departments 17, 34, 36, 38, 55-6, 59-60, 65, 69-70, 73-5, 83, 85, 87-8,
95-6
deployment 31, 43, 70, 93, 107
designations 6
designs 16, 21, 39, 43, 84-5, 87-9, 91
system 81, 88
desk 37-8
development 74, 87-9
diagnose 41, 91-4
speedily 39, 91-4
diagnosis 23, 27, 29, 52, 82
Direct requests 87-9
directors 83-4, 87, 90
Directory of services 35
Directory Services 47
disruptions 26, 81, 85, 91-4
Distracter 106-13
documentation 70-2
E
Early Life Support 71-2
efficiency 47, 84-5
element, vital 84-5
employees 33, 54, 98, 101-2
Enable Service Design processes 47
entities 6, 26, 61
environments 13, 42, 91-4
live 61-2
production 92-4
errors 21, 24, 27, 33, 52, 101-2
escalate problem Copyright 63
escalation 71, 78-9
Event and Access Management Processes 53
event correlation 19, 76-7
event detection 19, 21
Event Management 2-4, 18-21, 41, 45, 51
implementation of 80-1
recommended implementing 80
event management process 19, 61-2
F
Facilities Management 42
failures 17, 20-1, 26, 29, 40, 92-4, 96, 111, 114-16
operations 41, 91-4
technical 39, 52, 91-4
feedback 57-8
filtering, correct level of 21
first contact 53, 76-9
first line 76-9
first recommendation 66-7
focus 13, 50, 57, 67, 70-2, 106, 109-10
formal management 57
Fulfilment 30, 101-2
functionality 23, 43, 46, 54, 91-4, 118
service s 35
functions 4, 12, 14, 38, 41-2, 51, 84, 90-1, 93, 111, 116
G
Given current plans 84-6
government 69
groups 14, 35, 71-3, 116
second line 74, 76-9
guidelines 38, 87-9
H
handling incident 38, 63
average Service Desk cost of 63
handling problem 28, 64
High Impact 97
high priority incidents Reduced Mean 82
Higher productivity of business 27
highlight 101-2
holistic Service Lifecycle approach 2, 13
Hong Kong 98
Hong Kong Service Desk 98
human resources 19, 66, 81, 87, 89, 96
J
job title 59
K
KEDB 28-9, 47, 116
key interfaces 89, 110
Key Terms 2-4, 14, 22, 26, 29, 32, 35
knowledge 1, 9, 55-6, 70-2, 74
knowledge bank 61-2
Known Errors 20, 28-9, 46, 52, 61-2, 70, 72-5, 78-9, 116
L
lack 25, 50, 61, 71-3, 108
56
lack of skill 61
M
Maintainability 116-17
Major Incident 3, 26, 97, 111
Major Incident Copyright 97
Major problem review 27-8, 78-9
management 2, 13, 16-17, 22, 25, 42-3, 55, 61, 71, 80, 101-2
Management support 50, 104-5
Manager 2, 13, 54-5, 66
managers 37, 53, 59, 76, 96
managing 7, 17, 39, 83-6
Managing Change in Service Operation 49
managing incidents 74-5, 77-9
managing user communication 91, 93
Mean Time to Restore (MTTR) 82
Mean Time to Restore Service 114, 117
Measurement 40, 44, 50, 104-5, 112
mechanisms, self-help 87, 89
Med 95
medium impact 97, 111
memo 59
formal 57
method, best 74-5
metrics 16, 63, 109
Metrics 2-4, 20, 24, 28, 31, 34, 38, 40, 42, 44
Missing availability mgt 110
Missing metrics of incident resolution time 109
modification 87, 89
monitor 14, 51, 53-4, 91
monitoring agents 21
Most Correct 106-12
most correct answer 8, 106-12
MTTR (Mean Time to Restore) 82
O
Objective 3-4, 19, 23, 27, 33, 36, 39, 41, 43
objectives 11, 16, 25, 30, 56, 61, 85, 90
off-shore Service Desk solutions 38
OGC 119
online Service Catalogue 75
operation 16, 20, 39, 112
operation departments 59
operational activities 42, 49
operational events 53
Operational Support 56, 61-2
Operational Support and Analysis, see OSA
Operations 49, 111
Operations Control 41, 53
Operations Management 42, 91-4
Operations Management Function 4, 18, 41, 43
optimizations 16, 84-5
optimum condition 39, 91-4
organizational structure 39, 73
organizational unit department 95
organizations 4, 11, 13-15, 20, 31, 35-7, 39, 42-3, 51, 66-7, 73, 75, 80,
83, 95-6, 110
competitor 65-7
organizations Applications Management departments 43
organizations services 17
organization s 38, 92, 94
organization s business processes 39, 43
organization s day 91, 93
organization s staff member/employee 14
OSA (Operational Support and Analysis) 1-2, 4-5, 12, 18, 45, 50
Outsourcing Service Desk 4, 38
ownership 14, 23, 115, 117
P
PBA Pattern of Business Activity 114
performance 19-20, 71, 76, 81-2, 84-5
person 6, 14, 19, 34, 56
personnel, list of 59
phase 2, 13, 74, 104-5
photograph 59
planning 61, 69, 83
policies, revoke access 101-2
Q
quality Access Management process 87
R
Rationale 106-12
recovery sites 91-4
Reduced negative business impact 36
Reduced operational spending 84-5, 110
reduction 26-7, 29, 116
refresh 69-70
refresher 5, 51
Release & Deployment Management 28, 31
Release & Deployment Management/Service Asset 31
releases 56, 59-60, 70-2, 107, 117
release 31
S
SAC Service Acceptance Criteria 115
SACM Service Asset and Configuration Management 115
Sally 95
scenario 8-10, 55, 57, 59, 61, 63, 65-6, 69-70, 73, 76, 80, 83-4, 87, 90,
95, 98-9 [2]
scope 2, 16, 32, 69, 87-9
increased 84-6
SD 99, 104, 106, 108, 112-13
calling 112-13
sun 99
valid metric of 107
SD metrics 107
SD schedule 99
SD setup 101-2
SD staff 98-9
Second Best 106-12
security 65-7
security policies, renewal of 87-9
senior management 57, 67
Service 14, 17, 31-2, 112, 116-17
outsourced 38
Service Asset & Configuration Management 28, 31
Service Assets 117
service being 38
Service Continuity Management 28, 65, 114
Service Continuity Planning for ITSM support tools 47
T
Table of Contents 2
target times 31, 38, 63
U
UC s 25
understanding 1, 9, 11, 23, 106-12
service management 104
usage 99, 104, 112
service management 104
use Event Management 20
user awareness 91-4
user calls 54
user population 84-6
user satisfaction 84-6
users 14, 16, 26, 30, 32, 34-6, 57, 74-5, 89, 98-100, 102-3, 112-13
prevented 96
V
value 1-2, 13-14, 16, 19, 71, 80-2, 84, 117
actual 16, 84-5
value business credibility 108
VBF 115, 118
W
web 8-9
work 25, 27-8, 37-8, 47, 56, 60-2, 101-2
work hours 99
workarounds 27, 29, 61-2, 78-9, 116
Workarounds and Event information 61
www.artofservice.com.au www.theartofservice.org
www.theartofservice.com 119