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ITIL Intermediate Lifecycle Stream: CONTINUAL SERVICE IMPROVEMENT (CSI) CERTIFICATE Sample Paper 1, version 6.1 Gradient Style,

ITIL ® Intermediate Lifecycle Stream:

CONTINUAL SERVICE IMPROVEMENT (CSI) CERTIFICATE

Sample Paper 1, version 6.1

Gradient Style, Complex Multiple Choice

QUESTION BOOKLET

Gradient Style Multiple Choice 90 minute paper 8 questions, Closed Book

Instructions

  • 1. All 8 questions should be attempted.

  • 2. You should refer to the accompanying Scenario Booklet to answer each question.

  • 3. All answers are to be marked on the answer grid provided.

  • 4. You have 90 minutes to complete this paper.

  • 5. You must achieve 28 or more out of a possible 40 marks (70%) to pass this examination.

© The Official ITIL Accreditor 2012. The Swirl logo™ is a trade mark of the Cabinet Office. ITIL® is a registered trade mark of the Cabinet Office. ITIL Intermediate Lifecycle CSISample1 QUESTION BOOKLET v6.1. This document must not be reproduced without express permission from The Accreditor. Page 1 of 10

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Question One

Refer to Scenario One

Which one of the following statements about the SWOT analysis BEST reveals its usefulness in identifying the current gaps in the ability of IT to support the corporate objectives?

  • A. The SWOT analysis indicates that IT is committed to better integration with the business by considering:

o

The implementation of knowledge management

 

o

Better monitoring and reporting tools

The training and coaching alignment.

of staff

which will

go

a long way towards

business and IT

  • B. The SWOT analysis does not reveal useful information in its current state as it was conducted before a desired end-state for IT was defined and agreed

IT opportunities have been confused with IT strategies

 

The SWOT analysis should be repeated once the IT objectives have been aligned with the new business strategy.

  • C. The SWOT analysis is not helpful because it does not describe an end-state for IT

There are no actions defined in the SWOT analysis

The SWOT analysis should be repeated in two months time once the business strategies

have been accepted.

  • D. The SWOT analysis indicates that, with significant investment in an integrated service management and monitoring toolset, IT could address its weaknesses The training and coaching of staff will go a long way towards business and IT alignment.

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Question Two

Refer to Scenario One

Which one of the following sets of critical success factors will BEST demonstrate that the company’s management is committed to continual service improvement (CSI) and will help overcome the weaknesses identified?

  • A. Appointing a CSI manager and having people dedicated to the improvement effort Adopting the service lifecycle approach throughout IT Visible management participation in the CSI launch

  • B. Establishing a CSI register to list all possible improvement opportunities

Defining clear criteria for the prioritization of improvement projects as listed in the CSI register

Appropriate resource allocation for the CSI improvement projects throughout the service lifecycle

  • C. Adapting service management processes to suit the IT vision Embedding CSI into everyone’s job description Prioritizing improvement initiatives and placing them appropriately within the service lifecycle

  • D. Demonstrating management commitment through ongoing, visible participation in CSI activities

Providing sufficient and ongoing funding for CSI activities Adopting the service lifecycle approach throughout IT

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Question Three

Refer to Scenario Two

Which one of the following options gives the MOST suitable next steps for CSI activities?

  • A. Review the IT operations function

Audit the team for compliance against procedures to ascertain if the evidence of them not performing routine operational activities on time is true. If it is, take actions to correct this

Review the component measurement activities of the technical and application management functions to identify if the data can be used more widely

  • B. Discount the service quality information. As there is no accurate information on the service delivery, the issues with the service are only the perception of the business

The lack of information needs to be rectified so there should be a concentrated effort to identify and procure the appropriate monitoring tools to deliver accurate information requirements

When the monitoring tools are in place, the resulting information can be analysed to identify why the critical service is failing

  • C. Identify if the service actually meets business needs. It is highly likely that the reason the business is unhappy with the service is that it does not meet their requirements as service strategy is not effective

Looking into the deficiencies in the service lifecycle would be a good starting point for CSI to find out what is wrong and to avoid a similar situation in any future services

By monitoring the outputs of the service lifecycle stages any issues can be identified and improvements implemented

  • D. As the service is critical it should be selected as a good starting point for the implementation of CSI activities to help gain credibility

Although accurate service information is not available, some evidence of what might be causing the failure may be obtained by enlisting the assistance of problem management and change management to look at incident and change trends

The technical and application teams may also be able to help by consolidating all of the component information and using the CMS to identify which components are used to deliver the service; it may then be possible to identify any unreliable components

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Question Four

Refer to Scenario Three

Which one of the following options is the BEST approach for you, as the change manager, to make improvements to the change management process in this organization?

  • A. The starting point is to understand the needs of the business and IT in relation to the change management process. Gather stakeholder feedback on the process while gathering the information

Carry out an unbiased snapshot of how the process is currently performing and show any non-conformance

Understand and agree on the priorities for improvement, for example a gap analysis will identify improvement opportunities which should be classified and prioritized for implementation in a manageable timeframe

Detail the plan to achieve a more effective change management process. For example, identify an acceptable rate of emergency change.

  • B. The starting point is to understand the needs of the business and IT in relation to the change management process. You can also gauge the customer’s and IT’s perception of the process while gathering the information

Compare the information to the current process documentation and prioritize the differences

Understand and agree on the priorities to improve the change management process. For example, looking at Table 1, people may not have the same understanding of the change categorizations so include business impact and urgency to help set priority

Educate people on the reasons for compliance with the process and implement some quick wins.

  • C. Apply the continual service improvement approach and understand “Where are we now?”

Prioritize improvements to the change management process. The level of emergency changes needs to be reduced to 5% from its current position of 20% as these changes increase the risk to the organization

Clearly define what constitutes an emergency change and publish it within the process documentation

Once any improvements have been made, measure the level of emergency changes to see if the objectives have been met. Once they have been met then further improvement can be considered.

  • D. you

As

are new

in

the post,

it

would

not

be

a

good

idea to rush immediately into

 

improvements

 

The level of emergency changes will settle, as it has been coming down over the last five periods

The tool used to log changes has been built in-house and is probably not sufficient for a change management process that will be aligned to ITIL best practice. Look for a replacement so that you are working with quality data

Simply changing the tool will not guarantee its use, so talk with everyone to ensure that they will record every change.

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Question Five

Refer to Scenario Four

Which one of the following are the MOST suitable actions to avoid the issues identified?

  • A. In conjunction with the business, produce a reporting policy which will clarify the target audiences, the report contents and reporting schedules, and ensure it is presented in an understandable format

Content will include historical performance, exceptions, and estimates of future performance

Consideration should be given to:

o

Inviting the process owner to future service review meetings in addition to the service owner.

o

Automating the reporting activities to reduce the people resource requirement

  • B. In conjunction with the business, produce a reporting policy to generate a service-focused reporting framework. Individual reports can then be tailored to show adherence to the relevant service levels

Content will include historical performance, exceptions, actions needed and estimates of future performance

Consideration should be given to:

o

The type of media used for the delivery of the reports, to ensure it is suitable for the audience

o

Ensuring the appropriate language is used to aid business understanding

  • C. In conjunction with the business, produce a reporting policy to generate a business-focused reporting framework. Individual reports can then be tailored to meet the individual needs of the different audiences

Content will include historical performance, exceptions, actions needed for rectification and future avoidance of similar issues

Consideration should be given to:

o

Moving the data processing activities to the functional areas which have the relevant skills

o

Introducing internal review meetings prior to the customer review meetings in order to discuss the content of the reports and identify improvement opportunities

  • D. In conjunction with the business, produce a reporting policy which will clarify the target audiences, the report contents and reporting schedules, and the technology, process and service metrics to be reported

Content will include historical performance, future performance and what was done to rectify any exceptions that occurred

Consideration should be given to:

o

Adding detailed explanations to all of the IT terms used in the reports to avoid future business misunderstanding

o

Reviewing the availability management process to identify why availability levels have been allowed to drop

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Question Six

Refer to Scenario Five

You recognise that not all of the suggested ideas are appropriate. You understand that all of Kotter’s eight steps are important but believe some steps should be emphasised in this situation.

Which one of the following options would be the BEST approach to take to address the situation described in the scenario?

  • A. Use the Kotter “Eight-step approach to transforming your organization”

o

Creating a sense of urgency can help motivate staff and convince the sceptics to change

o

Consolidating and institutionalizing the organizational change can assist in avoiding regression and demonstrate success

Ensure the Deming cycle is a key tool utilized in the activities. The ‘check’ and ‘act’ stages of the cycle will assist in ensuring quality is maintained

  • B. Use the Kotter “Eight-step approach to transforming your organization”

o

Forming a guiding coalition will create a group with sufficient power to lead the change initiative to success

o

Implementing quick wins will show the sceptics that this initiative is not difficult and therefore will succeed

Use the CSI “Seven-step improvement process” as the basis of implementing a quality framework around the improvement initiative. This will ensure that improvements are continually reviewed in order to meet business requirements

  • C. Use the Kotter “Eight-step approach to transforming your organization”

o

Forming a guiding coalition will create a group with sufficient power to make the sceptics change their mind

o

Empowering others to act on the vision will boost the confidence of staff, including the sceptics

Ensure suitable rewards are given to the staff members involved in these improvements. This will ensure that other staff members can see the rewards for good work and will then help maintain the level of quality

  • D. Use the Kotter “Eight-step approach to transforming your organization”

o

Creating a vision will deliver a statement which should clarify direction and motivate people

o

Communicating the vision will create the necessary energy and commitment for the success of the project

Working towards ISO/IEC 20000 accreditation will mean that the organization is moving towards the required level of quality, and the regular audits that are required by this accreditation will ensure regression does not take place

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Question Seven

Refer to Scenario Six

Having reviewed the CSI register entry you decide to consult with some of the stakeholders to clarify points and gather further information prior to deciding whether to accept the improvement request.

Which one of the following options is the BEST set of stakeholders to consult?

  • A. The originator - to discuss:

o

The KPI and justifications are not business-focused

o

The service desk manager is not the correct person to be assigned the action

Problem process owner – to ask them to own the improvement

Incident process manager – to discuss issues with the incident management process so that incidents can be escalated without service level breaches

  • B. The originator - to discuss:

o

The KPI and justifications are not business-focused

o

The service desk manager is not the correct person to be assigned the action

Service owner – to obtain more evidence and find out why this issue has not been identified at service review meetings

Problem process manager – to discuss the relevance of raising a further improvement. If KE information is poor then the problem process may need improvement

  • C. The originator - to discuss:

o

A large-sized improvement with a short timescale is more likely to be an urgent priority than a high

o

Allocate the incident process manager as the person to action the request instead of the service desk manager

Service level manager – to ensure the targets in the SLA referring to incident resolution are fit for purpose

Availability management process owner - to consider why the service is failing so often

  • D. The originator to:

o

Point out that the KPI is not a KPI but a metric

o

Identify the baseline from which we wish to improve

Head of application support - to ask why analysts are being allowed to raise improvements

Service desk manager – to identify if there are sufficient resources available to complete the improvement within requested timescales

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Question Eight

Refer to Scenario Seven

Which of the following options BEST aligns the correct roles with the responsibilities?

A.

Responsibility

Service

Process

Process

CSI

owner

manager

owner

manager

1

   

 

3

4

     

6

   

 

7

 

   

8

 

   

B.

Responsibility

Service

Process

Process

CSI

owner

manager

owner

manager

1

   

 

3

     

5

     

6

   

 

7

     

9

 

 

Question continues overleaf

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Question continued

C.

Responsibility

Service

Process

Process

CSI

owner

manager

owner

manager

2

3

4

     

1

   

 

8

   

 

9

   

 

D.

Responsibility

Service

Process

Process

CSI

owner

manager

owner

manager

2

3

4

     

6

 

   

8

 

 

9

   

 

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ITIL Intermediate Lifecycle Stream: CONTINUAL SERVICE IMPROVEMENT (CSI) CERTIFICATE Sample Paper 1, version 6.1 Gradient Style,

ITIL ® Intermediate Lifecycle Stream:

CONTINUAL SERVICE IMPROVEMENT (CSI) CERTIFICATE

Sample Paper 1, version 6.1

Gradient Style, Complex Multiple Choice

SCENARIO BOOKLET

This booklet contains the scenarios upon which the 8 examination questions will be based. All questions are contained within the Question Booklet and each question will clearly state the scenario to which the question relates. In order to answer each of the 8 questions, you will need to read the related scenario carefully.

On the basis of the information provided in the scenario, you will be required to select which of the four answer options provided (A, B, C or D) you believe to be the optimum answer. You may choose ONE answer only, and the Gradient Scoring system works as follows:

If you select the CORRECT answer, you will be awarded 5 marks for the question

If you select the SECOND BEST answer, you will be awarded 3 marks for the question

If you select the THIRD BEST answer, you will be awarded 1 mark for the question

If you select the DISTRACTER (the incorrect answer), you will receive no marks for the question.

In order to pass this examination, you must achieve a total of 28 marks or more out of a maximum of 40 marks (70%).

© The Official ITIL Accreditor 2012. The Swirl logo™ is a trade mark of the Cabinet Office. ITIL® is a registered trade mark of the Cabinet Office. ITIL Intermediate Lifecycle CSISample1 SCENARIO BOOKLET v6.1. This document must not be reproduced without express permission from The Accreditor. Page 1 of 8

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Scenario One

A medium-sized company specializing in educational products was started seven years ago and has a great reputation. The company is now looking for further expansion.

The company currently has one manufacturing plant which employs 200 people and which has recently experienced difficulty keeping production in line with demand. The company now aims to expand both locally and abroad, and so has recently announced the following business strategies:

Streamline business operations to reduce the bottlenecks impeding the launch of new products

Concentrate on increasing the market share of key products by eliminating the manufacturing of products that are not selling well

Improve production capacity and capabilities by moving to new production sites in different territories.

The chief information officer (CIO) is now considering the IT department’s strategic response to these requirements. One consideration is to increase the awareness and acceptance of a continual service improvement (CSI) approach among IT staff. The CIO believes that the CSI programme will lead to closer integration between IT and the business. You have recently taken over as the CSI manager and have been given the task of considering the goals and objectives for CSI.

You have been given the results of a SWOT analysis that was conducted by IT staff a few months before the business strategies were agreed and published, and before your appointment.

The results of the SWOT analysis are shown below:

STRENGTHS

WEAKNESSES

IT management demonstrates commitment to CSI

The IT department is predominantly reactive in its CSI initiatives

A CSI manager is in place

The IT department has somewhat

People in the company have the right attitude, values and commitment

stagnant processes which have not been reviewed for improvement for some time

IT processes are based on ITIL and at maturity level three

A lack of monitoring and reporting tools means that service management data is insufficient to provide insight into CSI opportunities

 

The ITIL processes are poorly integrated

OPPORTUNITIES

THREATS

Invest in an integrated IT service

Competition is already in existence

management tool to remove IT bottlenecks

New regulatory requirements will require additional effort

Implement a new reporting mechanism and tools for knowledge management in order to streamline IT operations

New technology resulting from business expansion plans will need to be supported

Institute knowledge transfer and coaching for staff to make them more productive

Lack of trained staff creates bottlenecks in support activities

 

Lack of use of formal knowledge management

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Scenario Two

During an internal review meeting the service owner of a critical service reported that the business regularly complains at service review meetings about the deterioration in the quality of the service.

Within the IT organization service management is at a mixed level of maturity. The change, incident, problem, service asset and configuration, and supplier management processes are between maturity levels three and four. The remaining processes are generally between maturity levels two and three, with availability management only at level two.

Evidence shows that most elements of the service lifecycle

are

in

place but are not formally

recognized. The most obvious missing element is the lack of strategic thinking taking place from a service perspective.

Service reporting is carried out but, owing to of the immaturity of some parts of the process, the results are not considered accurate. Component measurement is carried out by the technical and application teams but the results are only used within their own teams. There is also evidence that IT operations is not carrying out routine maintenance tasks on time.

You are the newly appointed CSI manager and, as yet, little has been done on the introduction of CSI into the organization. You have a policy which has been signed off by senior management, a vision statement that you are communicating, and you are now starting to formulate a plan of action. You want your plan to include some quick wins to show the effectiveness of CSI and win over some sceptics from IT and the business.

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Scenario Three

You have just started a new job as a change manager. You are committed to ensuring that the change management process is aligned to the business needs of your company. Initial investigations show that the only documentation available within the company is a change management process flowchart showing how the process is currently carried out. Currently, no reports on process performance are produced.

Changes are logged into a tool that has been designed and implemented in-house. Although the database structure is sound and the information is useful, you suspect that more changes are made than are actually recorded.

You extract some data for analysis that raises some concerns about emergency changes (see table 1 below).

Your initial observation is that there are a high percentage of emergency changes compared with what you have experienced in other companies. Emergency changes are, by their nature, risky and error-prone.

Table 1 – Extract from the change management database

Change Priority:

Low

Medium

High

Emergency

Total

Emergency %

Period_1

11

25

 
  • 25 25.69

21

82

 

Period_2

15

34

 
  • 24 23.95

23

96

 

Period_3

9

39

 
  • 28 19.14

18

94

 

Period_4

12

33

 
  • 21 20.48

17

83

 

Period_5

16

27

 
  • 19 12.67

9

71

 

You believe that improving the change management process is important in order to address the concerns you have after reviewing this information.

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Scenario Four

Your company’s IT organization is proud of their achievements in delivering IT services. A single report covering all services is issued regularly but, despite this, the business customers are not fully aware of what is achieved.

Regular service reviews are carried out with the customers, however these meetings are becoming more and more confrontational. At a recent meeting one of the internal customers was very annoyed at results published in the service level agreement (SLA) report that showed availability levels had dropped from an average of 99% to an actual 98% for this period. The SLA target for availability is 98% and the report showed a change from green to amber on the SLA monitoring report. The customer demanded to know what this actually means and what action the IT organization will to take to resolve the issue. Unfortunately the service owner was not prepared for the question and did not provide an adequate answer.

The customer took his complaint to the chief information officer (CIO) and asked for action to be taken. During the meeting the customer suggested that the current report, though comprehensive, is difficult to understand. This opinion is shared by other internal customers who receive the same report.

Within the IT organization there is enough suitable data to generate the report but the activity is very resource-intensive. The generation of the report is undertaken within the service level management (SLM) team where there is little capacity to take on more work due to the high level of data processing activities undertaken.

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Scenario Five

A major overhaul of the problem management process of a multi-national company is about to take place. A series of workshops is planned to identify a suitable solution. Currently there are several “problem groups” working in different company regions – all with differing levels of success. The process overhaul will create a large amount of organizational change.

In the past similar initiatives have been successful in delivering the required improvements but subsequently the old ways of working have returned and the level of quality has regressed. This has caused concern for both the business and IT management, and a sceptical outlook on future improvements from most of the IT staff. Recent attempts at arranging meetings have met with resistance, resulting in staff not accepting meeting invitations or not turning up when required.

As the problem manager and process owner you wish to avoid this situation and are looking for ideas and techniques that will help. Your first meeting was with the CSI manager who gave you some ideas derived from the ITIL best practice guidance. These include;

Kotter’s “Eight-step approach to transforming your organization”

The Deming cycle

The seven-step improvement process

ISO/IEC 20000 accreditation

Reward schemes.

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Scenario Six

As CSI manager you are reviewing and prioritizing new entries in the CSI register. The next entry to be considered is shown below:

Opportunity number:

21

Date raised:

<today’s date>

Size:

Large

Timescale:

Short

Description:

A high number of service level breaches have occurred on the email service because incidents have not been resolved within agreed timescales. Investigation has shown that the information in the known error database is of poor quality and unusable. This means that all email incidents are currently escalated to second line as they cannot be resolved at first line by the service desk.

Priority

High

KPI

75% decrease in email incidents escalated to second line

Justification

Increase in cost of resolving incidents because second line resource is more expensive than first line

Raised by

Application support analyst

To be actioned by

Service desk manager

Date required by

<one week from today>

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Scenario Seven

As the CSI manager for an organization you have been asked to deliver an awareness campaign to describe clearly who should do what from a CSI and related activities perspective. This initiative has been started owing to organizational changes that have been made to align the IT department with good practice guidelines as described in the ITIL framework.

Your initial session is to a group of service owners, process owners and process managers who want to know what they may be accountable and responsible for, and what other interactions they may have with CSI. They are also interested in your role and where your accountabilities lie in order to try to avoid the duplication of effort that has occurred frequently in the past.

The group has given you the following list:

  • 1. Managing resources assigned to the process.

  • 2. Identifying improvement opportunities for inclusion in the CSI register.

  • 3. Reviewing and prioritizing improvement opportunities.

  • 4. Building an improvement plan.

  • 5. Reviewing the analysed data.

  • 6. Monitoring and reporting on process performance.

  • 7. Producing trends and providing feedback on trends.

  • 8. Making improvements to processes and process implementation.

  • 9. Ensuring the process is fit for purpose.

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ITIL Intermediate Lifecycle Stream: CONTINUAL SERVICE IMPROVEMENT (CSI) CERTIFICATE Sample Paper 1, version 6.1 Gradient Style,

ITIL ® Intermediate Lifecycle Stream:

CONTINUAL SERVICE IMPROVEMENT (CSI) CERTIFICATE

Sample Paper 1, version 6.1

Gradient Style, Complex Multiple Choice

ANSWERS AND RATIONALES

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Answer Key:

 

Scenario

Question

Correct:

2 nd Best:

3 rd Best:

Distracter:

5 Marks

3 Marks

1 Mark

0 Marks

 

1

B

C

D

A

One

2

D

A

B

C

Two

3

D

A

C

B

Three

4

A

B

C

D

Four

5

A

B

C

D

Five

6

A

B

C

D

Six

7

B

A

C

D

Seven

8

D

C

A

B

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QUESTION

 

One

Scenario

One

Question Rationale

 

SWOT analysis is an important tool used in CSI. It is important for someone involved in CSI to ensure that the corporate goals are kept in mind at all times. The question looks at the results of a SWOT analysis that was carried out before the business strategy was set and asks about its usefulness. A SWOT analysis is a technique that can be used to help an organization set its strategy. By assessing strengths, weaknesses, opportunities and threats, an organization can decide what strategies and tactics should be adopted to further their business objectives and address the factors identified by the SWOT analysis. It is important that the overall objectives of the organization are set first so that the SWOT is appropriately focused. In this case the correct sequence is:

   
  • 1. Set the business objectives and strategy

 
  • 2. IT department aligns IT objectives with the business objectives

  • 3. IT department performs a SWOT of IT service provision

 
  • 4. IT department sets the IT service strategy

The answer requires the candidate to have knowledge of what each of the elements of a SWOT analysis is looking at (see section 5.5.9.2) and also the common pitfalls of carrying out a SWOT analysis (see section 5.5.9.4).

MOST CORRECT (5)

 

B

This is the correct answer. The SWOT analysis contains errors. It was also conducted before the recent strategy was set. Bullet 1 – Correct. The SWOT analysis was conducted before the business strategy was set and hence before the IT objectives were aligned with the business strategy. This goes against the principle of knowing the required end state before you carry out the SWOT analysis. Bullet 2 – Correct. The opportunities box in the SWOT analysis contains strategic activities - this is incorrect. It should contain statements of external factors that could be exploited by IT as opportunities. Bullet 3 – Correct. The next step would be to repeat the SWOT analysis after

 

the IT objectives have been aligned with the new business strategy.

SECOND BEST (3)

 

C

This answer is partially correct. Bullet 1 – Partially correct. The SWOT is not useful in its current state. However this is not because it does not describe an end-state for IT, but because it was performed before that end-state was identified. Bullet 2 – Partially correct. A SWOT analysis provides information about the current situation; it should not include actions or activities. The actions are usually defined after the SWOT is performed. The answer statement is true, however it would be incorrect to expect to find actions defined in the SWOT analysis. Bullet 3 – Partially correct. The SWOT should be repeated but there is no reason to wait for two months.

THIRD BEST (1)

 

D

This is only marginally correct. It misses the point of the limited usefulness of an SWOT analysis. Investing in IT technology at this time will only be a temporary solution that may address some weaknesses but will certainly not

 

support the corporate objectives in the end.

 

DISTRACTER (0)

 

A

This answer is incorrect. It misses the point of the limited usefulness of a SWOT analysis. Also, with the exception of the CIO, there are no indications that IT is committed to better integration with the business. Their opportunities are all IT wishes and reflect the fact that they have a reactive and tool-focused mentality.

Syllabus

Unit

/

ITIL SL: CSI04 Continual service improvement methods and techniques

Module supported

Blooms

Taxonomy

Level 4 Analysis - The ability to use the practices and concepts in a situation or

Application – This question requires the delegate to compare the results of the

Testing Level

 

unprompted use of an abstraction. Can apply what is learned in the classroom in

 

workplace situations. Can separate concepts into component parts to understand structure and can distinguish between facts and inferences.

SWOT analysis against corporate objectives and come up with a gap analysis. The

candidate will be able to describe the importance of properly defining metrics and

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measurements, demonstrate setting targets, and describe, use and interpret metrics,

Subjects covered

scorecards and reports, including balanced scorecard and SWOT analysis. Categories Covered:

Book Section Refs

Metrics – SWOT analysis. CSI 5.5.9 – Continual service improvement methods and techniques – Metrics – SWOT analysis

Difficulty

Easy

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QUESTION

 

Two

Scenario

One

Question Rationale

 

Critical success factors need to be selected for the goals identified. This question tests the understanding of appropriate grouping of CSFs around management commitment.

MOST CORRECT (5)

 

D

Bullet 1 – Correct. Stagnant processes and a reactive approach to CSI suggest that commitment to CSI is not at the level it should be. It may have had some commitment in the past but this does not seem to be ongoing Bullet 2 – Correct. The lack of monitoring and reporting tools will limit the maturity of CSI. Funding needs to be gained to rectify these issues and hence allow better identification of CSI opportunities. This will also help introduce more proactive CSI. Bullet 3 – Correct. Adopting the service lifecycle approach will definitely help to integrate the processes and may also assist in increasing maturity where one

 

process may be holding back the maturity of another

 

SECOND BEST (3)

 

A

Bullet 1 - Incorrect. The CSI manager is already in place. Bullet 2 - Correct. See bullet 3 explanation above. Bullet 3 - Partially correct. This would only demonstrate an initial commitment to CSI: for sustainability there would need to be an indication of visible,

THIRD BEST (1)

 

B

ongoing management participation. Bullet 1 - Incorrect. A CSI register is very important for helping to log, prioritize and track improvement initiatives. However it is not critical to the success of CSI. Bullet 2 - Correct. This is a CSI critical success factor but management commitment is a more important CSF Bullet 3 - Incorrect. This statement treats CSI more like a project, rather than a long term commitment

DISTRACTER (0)

 

C

This answer is weak as it is too internally-focused and does not show long- term commitment. Bullet 1 - Incorrect. Adapting ITSM processes to suit the IT vision is not a CSF. It is also too internally-focused. Bullet 2 - Incorrect. Making CSI part of everyone’s job description is not a critical success factor. CSI needs dedicated people, not a piece of everybody. Bullet 3 - Incorrect. This does not reflect management commitment and is not

 

a true CSF of CSI.

Syllabus

Unit

/

ITIL SL: CSI08 Challenges, critical success factors and risks

 

Module supported

 

Blooms

Taxonomy

Level 3 Applying – Use ideas, principles and theories in new, particular and concrete

Application – Although the inspiration for this question is the list of CSFs found in

Testing Level

 

situations. Behavioural tasks at this level involve both knowing and comprehension

 

and might include choosing appropriate procedures, applying principles, using an approach or identifying the selection of options.

section 9.2 in the CSI book, the delegate does not have to remember the list from memory to be able to answer this question. The question can be answered by looking at the facts presented in the scenario and logically selecting the appropriate

answer.

Subjects covered

 

Categories Covered:

 
 

Critical success factors for continual service improvement

Book Section Refs

   

Difficulty

CSI 9.2 – Challenges, risks and critical success factors – Critical success factors Easy

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QUESTION

 

Three

 

Scenario

Two

Question Rationale

 

This question is primarily based on impl ementing CSI and follows the information given in section 8.1, critical considerations and 8.2, Where do I start? The question also requires the delegate to have a working knowledge of process maturity levels in order that they only rely on information from suitably mature processes. The three approaches to implementing CSI (service, lifecycle, and functional group) are provided in the answer and the delegate has to work out which one is most suitable in this case.

MOST CORRECT (5)

 

D

 

Service approach The service is critical – so this should be a major pointer for immediate action to be taken

 

Using the problem and change processes is a good idea as they are at an

in the components used to deliver this service.

acceptable level of maturity and will have good information that can be relied upon The technical teams also have information that will be useful. It is only

 

used internally at the moment but a mature CMS can assist in identifying which components are used in which service and help identify any issues

SECOND BEST (3)

 

A

Functional approach

 
 

IT operations will increase the risk of poor service delivery by not following

procedures. It is something that needs to be investigated and may produce some quick wins in terms of service improvement. However, there may also be no impact on the service in question It is certainly one of the first things that should be carried out but not before the actions noted in the previous answer.

THIRD BEST (1)

 

C

Lifecycle approach

 
 

It is unlikely that the lack of strategic thinking is causing the issues in the

service. The service quality is deteriorating; if requirements were not being met then satisfaction would never have been high This is also a longer-term activity and not therefore a suitable starting point

where quick wins are required.

 

DISTRACTER (0)

 

B

Non-specific approach

 
 

It is not acceptable to suggest that the issue is discounted until further information is available. There is reliable information around and this should be used

Again the service seems to be deteriorating and the delay this answer will cause to investigation will be unacceptable to the business, as it is a critical service There is no evidence in the scenario that tools are the issue with the accuracy of the information available; it may be due to the lack of mature processes, especially availability management. This needs to be further

Syllabus

Unit

/

investigated before tools are considered. ITIL SL: CSI07 Implementing continual service improvement

 

Module supported

 

Blooms

Taxonomy

ITIL SL: CSI04 How problem management supports the activities of CSI Level 3 Applying – Use ideas, principles and theories in new, particular and concrete

Level 4 Analysis - The ability to use the practices and concepts in a situation or

Testing Level

 

situations. Behavioural tasks at this level involve both knowing and comprehension

 

and might include choosing appropriate procedures, applying principles, using an approach or identifying the selection of options.

unprompted use of an abstraction. Can apply what is learned in the classroom in workplace situations. Can separate concepts into component parts to understand structure and can distinguish between facts and inferences.

Analysis – This question requires the delegate to analyse the information in the case

study and make a decision on the best way forward based on this analysis.

Subjects covered

 

Categories Covered:

 
 

Implementing continual service improvement

 

How other processes support CSI

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Book Section Refs

CSI 8.1 – Critical considerations for implementing CSI

Difficulty

CSI 8.2 – Implementing continual service improvement – Where do I start Moderate

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QUESTION

Four

Scenario

Three

Question Rationale

The question is looking for a logical and sensible approach to using the continual service improvement (CSI) approach. Candidates will need to know the order of the model and what each stage is for. In the rationale the step numbers of the approach are used to shorten the text. The steps have been numbered as follows:

Step 1 – What is the vision? Step 2 – Where are we now? Step 3 – Where do we want to be? Step 4 – How do we get there? Step 5 – Did we get there? Step 6 – How do we keep the momentum going?

 

MOST CORRECT (5)

A

Bullet 1 – Steps 1 and 2. The first sentence is about aligning the process to the business needs and helps to set a vision of what the future position should be – step1. The second sentence collects data on the customer’s perception and hence feeds step 2. Bullet 2 – Step 2. The unbiased snapshot will also be useful information for step 2. Bullet 3 –Step 3 – A gap analysis will detail what should be done and can then be prioritized for implementation in a manageable timeframe. Bullet 4 – Step 4. Detailing the plan involves actionable elements to improve the process. The example is to set a target for emergency changes. The example provided is based on the change manager’s experience which

SECOND BEST (3)

B

suggests that the current levels are too high. Bullet 1 – as bullet 1 above. Bullet 2 – Step 2. In the scenario it states that the only documentation is the process flowchart. You also have suspicions that some changes are not being recorded. The information gained would not be a true reflection of the current position. Bullet 3 – Step 3. If perceptions differ then some people may be incorrectly prioritizing changes as emergency when, in reality, they are not. However this option misses the detail of agreeing on what’s to be done in a manageable time frame, as in option A. Bullet 4 – Step 4. Perhaps a fair action that needs to be carried out in order to get to where we want to be. However, step 4 is about detailing a plan based on what is understood and agreed and this does not necessarily take many of the other steps into consideration.

THIRD BEST (1)

C

Bullet 1 – Step 2. Incorrect as a first step as it misses out any consideration of forming a vision to work to. Bullet 2 – Step 3. Makes an assumption that the target for emergency changes should be below 5% of the total changes. There is no evidence to support this. Bullet 3 – Step 4. There may be changes that are incorrectly prioritized as staff may not understand the rules about the types of changes that can be deemed emergency. It may also be that no rules have been set. Either way the detail plan needs to be based on what’s understood and agreed in step three, which hasn’t been made clear here. Bullet 4 – Steps 5 and 6. Correct, it is a good idea to see that improvements have had the desired impact and then look to see how to improve further.

DISTRACTER (0)

D

Bullet 1 – Incorrect. If evidence of the need for improvement can be identified and the improvement justified and approved there is no reason to wait before proceeding. Bullet 2 – Incorrect. There is a downward trend over the periods shown but it cannot be assumed that this will continue. This is especially true of the last drop as it is significant and may not be a true reflection of the trend. Bullet 3 – Incorrect. Implementation of technology/tools before a process is in a suitable condition and the requirements are known is not the recommended approach. Bullet 4 – Partially correct. Awareness of the issues related to unrecorded changes being implemented needs to be made, however this should be a

formal campaign rather than just talking to people.

 

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Syllabus

Unit

/

ITIL SL: CSI01 Introduction to continual service improvement

Module supported

Blooms

Taxonomy

Level 2 Comprehending - Understand or grasp the meaning of what is being

This question requires the delegate to use their knowledge of the CSI approach and

Testing Level

 

communicated and make use of the idea. Tasks include illustrating, inferring,

 

summarizing and interpreting.

Subjects covered

 

explain the correct approach. Categories Covered:

 

CSI approach

Book Section Refs

 

CSI 3.1 – Continual service improvement principles – CSI approach

Difficulty

Moderate

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QUESTION

Five

Scenario

Four

Question Rationale

 

This question is based on the need for suitable and targeted reporting for both IT and the customers. It is based around the need for reporting policies but also checks understanding of:

 

Role of the service / process owner

The value of internal review meetings

Data analysis – not enough information is given to assume there is an availability issue

Processing data fits better with technical and process teams functions rather than in the SLM team

Within the scenario there are several issues that can be identified:

Business does not understand the report produced

There is only one report for all audiences

Service owner does not seem suitably prepared for the meeting

Data processing is all in the SLM team

Little or no spare capacity in the SLM team

Availability is within targets and, although the drop should be investigated by availability management to avoid breaching the target, it looks like this is more of an excuse to get the reporting situation resolved.

MOST CORRECT (5)

 

C

This answer proposes a policy that allows individual reports to be created for each customer if required. Bullet 1 - The reporting policy is correctly business-focused and will help ensure that reports are aligned to individual customer needs. Bullet 2 - The contents of the reports will include historical information and will provide the customer with details of any actions that will be taken to improve service quality. Bullet 3 - This answer recognizes that the IT areas with the skills for data processing are not the ones currently carrying it out. The final point suggests that the service owner’s lack of preparedness could be improved by

SECOND BEST (3)

 

B

introducing internal review meetings. This answer proposes a policy that allows individual reports to be created for each customer if required, but it is flawed in other areas. Bullet 1 - Partially correct. This answer suggests that the reporting policy should be service-focused rather than business-focused. Bullet 2 - Partially correct. The future view given in the answer is towards estimating future service performance rather than looking at avoidance of issues, though it does include the tracking of actions needed.

THIRD BEST (1)

 

A

Bullet 3 - Correct. These are both acceptable considerations. Bullet 1 - Incorrect. Suggests that the policy will retain the single report approach instead of producing reports tailored to individual business area need. Bullet 2 - Incorrect. The future view given in the answer is towards estimating future service performance rather than looking at avoidance of issues. Bullet 3 - Partially correct. The process owner should not be invited to service review meetings. The service owner is the right person but obviously was not fully conversant with the content of the report (Incorrect). Automation would be

 

advantageous to relieve some of the manual activity (Correct).

DISTRACTER (0)

 

D

Bullet 1 - Incorrect. Suggests that the policy will retain the single report approach instead of producing reports tailored to individual business area need. Further, it is very unusual to include technology metrics in a business- focused report and it is not recommended. Bullet 2 - Incorrect. The future view given in the answer is towards estimating future service performance rather than looking at avoidance of issues. Bullet 3 - Incorrect. IT terms should not be used in a business-focused report. There is insufficient evidence to suggest that the availability management

 

process is ineffective.

Syllabus

Unit

/

ITIL SL: CSI04 Continual service improvement methods and techniques

Module supported

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Blooms

Taxonomy

Level 3 Applying – Use ideas, principles and theories in new, particular and concrete

Level 4 Analysis – The ability to use the practices and concepts in a situation or

Testing Level

situations. Behavioural tasks at this level involve both knowing and comprehension

and might include choosing appropriate procedures, applying principles, using an approach or identifying the selection of options.

unprompted use of an abstraction. Can apply what is learned in the classroom in workplace situations. Can separate concepts into component parts to understand structure and can distinguish between facts and inferences.

Application – This question requires the delegate to use their knowledge of reporting policies, and to process and analyse the situation in order to make a

Subjects covered

recommendation for action based on the details of the case study. Categories Covered:

Reporting policies

Book Section Refs

Roles associated with CSI and their responsibilities CSI 5.7 – Continual service improvement methods and techniques – Service reporting CSI 5.7.1 – Continual service improvement methods and techniques – Service

Difficulty

reporting – Reporting policy and rules Hard

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QUESTION

Six

Scenario

Five

Question Rationale

This question looks at a situation where organizational change has failed in the past. It focuses on the use of Kotter’s eight steps to avoid the situation in the future and is testing an understanding of each of the steps.

It also refers to other techniques to support the organizational change and requires knowledge of the following to be considered to determine if they can supplement Kotter in this situation:

 

The Deming cycle

ISO/IEC20000

The CSI seven-step improvement process

 

The issues in the case study are:

 

Falling back into old ways of working

 

Sceptical view on future initiatives from business and IT

Lack of motivation of staff

MOST CORRECT (5)

A

Three of Kotter’s eight steps are mentioned in this answer. Creating a sense of urgency will motivate people and demonstrate that the

The Deming cycle is a very useful tool in this type of situation as the check and

old ways of working are no longer acceptable Consolidating and institutionalizing the change will mean that the old ways

of working are no longer acceptable The first will help win over the sceptics; the remainder should avoid regression and may also help with the sceptics.

act stages can assist in monitoring and measure the process against policies and objectives, reporting results and taking actions to maintain quality.

SECOND BEST (3)

B

Two of Kotter’s eight steps are mentioned in this answer, however the answer is not as strong as A. Forming the guiding coalition will be necessary; you as the problem

The CSI seven-step process will be a useful tool in this situation due to its

manager will not be able to achieve success on your own. The coalition will be a powerful tool to help overcome resistance but not as powerful as the tools described in answer A. Implementing quick wins is a good way to convince some of the sceptics

of the benefits, however it is not as comprehensive as institutionalizing the change described in A. This is unlikel y to address the issue of staff falling back to their old ways.

overlap with the Deming model. However, given the choice of the seven-step process and the Deming cycle, it is the Deming cycle that provides an overall approach, whereas the seven-step process is designed around the Deming cycle and is more focused on measurement.

THIRD BEST (1)

C

Two of Kotter’s eight steps are mentioned in this answer but one will not directly address the issues described in the scenario.

Forming the guiding coalition will be necessary; you as the problem

Giving rewards can create the opposite results to what was expected. By

manager will not be able to achieve success on your own. The coalition will be a powerful tool to help overcome resistance but not as powerful as the tools described in answer A. The statement on empowerment is not true. It may have no effect on the

sceptics until they understand exactly why the improvement is necessary.

rewarding staff they may feel the objectives have been achieved and that can be a trigger for regression. Further, in an organization that has a poor culture,

rewarding some staff can de-motivate others.

 

DISTRACTER (0)

D

Two of Kotter’s eight steps are mentioned in this answer but neither will directly address the issues described in the scenario. Creating a vision will

clarify direction and motivate people but may not be enough to motivate

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the sceptics. Communicating the vision will motivate people who have bought into the concept but again may have little or no impact on the sceptics.

Working towards ISO/IEC 20000 is nonsensical in this case. Compared with the issues in the organization, aiming to achieve an internal standard might appear a remote target. ISO/IEC 20000 could be looked upon as a suitable standard to work towards in some situations but this is wider than the scope of the improvement in question. ISO/IEC 20000 requires all processes to be within scope – not just problem management. It is also a huge commitment to avoid regression. ISO/IEC 20000 does not fix issues.

Syllabus

Unit

/

ITIL SL: CSI03 Continual service improvement principles

Module supported

ITIL SL: CSI07 Implementing continual service improvement

Blooms

Taxonomy

Level 3 Applying – Use ideas, principles and theories in new, particular and concrete

Level 4 Analysis - The ability to use the practices and concepts in a situation or

Testing Level

 

situations. Behavioural tasks at this level involve both knowing and comprehension

 

and might include choosing appropriate procedures, applying principles, using an approach or identifying the selection of options.

unprompted use of an abstraction. Can apply what is learned in the classroom in workplace situations. Can separate concepts into component parts to understand structure and can distinguish between facts and inferences.

Application – This question requires the delegate to have understood the use of Kotter’s steps and the Deming cycle within CSI and to analyse the situation in order to make a recommendation for action based on the details of the scenario.

Subjects covered

   

Categories Covered:

 

Kotter’s “Eight steps to transforming your organization”

Deming cycle

ISO/IEC 20000

Book Section Refs

 

CSI 8.4 – Implementing continual service improvement – CSI and organizational change CSI 3.8 – Continual service improvement principles – The Deming cycle

Difficulty

Appendix A6 – ISO/IEC 20000 Hard

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QUESTION

 

Seven

Scenario

Six

Question Rationale

 

This question is about information in a CSI register. It is a practical question involving looking at entries to test if they are correct. It does, however, require knowledge of other processes to test the validity of entries and also of generic roles.

MOST CORRECT (5)

 

B

The points to discuss with the originator are valid. The ITIL guidance suggests good business justifications are given for making improvements; the service desk manager is not the right person to own this improvement, it should be owned by problem management. A key point for this answer being the best is that it looks to the service owner to provide more evidence and find out why this has not been identified through the normal route of service review meetings. Without this evidence it may turn out that this improvement is the result of an internal IT dispute rather than a genuine business need. The problem manager gets involved because, if there is poor KE information, it points to an issue that the entries in the KEDB are not being correctly policed, which is another improvement that needs to be made.

SECOND BEST (3)

 

A

The first part of this answer is the same as B above and correct. The second part suggests passing ownership to problem management, which is correct. The third part suggests there may be a further improvement opportunity within the incident process that can be recognized. Again this is a good point but is not as good as the points raised in answer B because they are taking the

 

improvement on face value and not looking for more evidence.

THIRD BEST (1)

 

C

The discussions with the originator are poor. The first is re-prioritizing the improvement; as we have not been given the criteria for the different levels of priority we cannot assume this is corre ct. The re-allocation of the improvement is not correct. Incident management may be working correctly; it seems to be the KEDB that is at fault. The SLM element is questioning targets. It may be wise to review them as part of any improvement but it is not necessary prior to acceptance. The improvement is around the handling of the incidents not the availability of

 

the service so the third bullet is not relevant.

 

DISTRACTER (0)

 

D

The KPI is actually a KPI. It is not business-focussed and therefore not a good KPI. The baseline statement is something that will be required but not this early in the activity. Anyone should be able to identify improvements, but this is not a relevant question at this time. Organizations may, however, define clear procedures for identifying, agreeing and submitting improvements in the same way they do with changes. Talking to the SDM at this point is accepting everything at face value and just

 

getting on with the improvement, which is not acceptable.

 

Syllabus

Unit

/

ITIL SL: CSI02 CSI principles

 

Module supported

 

Bloom’s

Taxonomy

Level 4 Analysis - The ability to use the practices and concepts in a situation or

Application – This question requires the delegate to analyse a situation and make a

Testing Level

 

unprompted use of an abstraction. Can apply what is learned in the classroom, in

 

workplace situations. Can separate concepts into component parts to understand structure and can distinguish between facts and inferences.

correct judgement on how to proceed. It relies on the consideration that the situation

is a little suspicious and further evidence would be required before proceeding.

Subjects covered

 

Categories Covered:

 
 

How the CSI register supports the principles of CSI

 

How CSI is influenced by:

 

o

Service level management

 

o

Problem management

o

Knowledge management (KEDB)

Book Section Refs

 

CSI 3.4 Continual service improvement principle - CSI register

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Difficulty

CSI Appendix B – CSI register contents Easy

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QUESTION
QUESTION

Question Rationale

MOST CORRECT (5)

SECOND BEST (3)

THIRD BEST (1)
THIRD BEST (1)
DISTRACTER (0)
DISTRACTER (0)
Eight
Eight
QUESTION Question Rationale MOST CORRECT (5) SECOND BEST (3) THIRD BEST (1) DISTRACTER (0) Eight Scenario
Scenario
Scenario
Seven
Seven
Reviewing analysed data. ✓ The question requires the candidates to know and understand the roles associated
Reviewing analysed data.
The question requires the candidates to know and understand the roles associated
with CSI.
Responsibility
Managing resources assigned
to the process.
Identifying improvement
opportunities for inclusion in the
CSI register.
Reviewing and prioritizing
improvement opportunities.
Building an improvement plan.
Monitoring and reporting on
process performance.
Producing trends and
providing feedback on trends.
Making improvements to
processes and process
implementation.
Ensuring process is fit for
purpose.
NOTE #7 Producing trends and providing feedback on trends in the responsibility of
the reporting analyst which is not part of the grid or scenario.
manager
CSI
owner
Process
manager
Process
owner
Service
  • The errors on this matrix are as follows:

each responsibility.

• •

This is the most correct answer as it correctly assigns the correct role to

Reviewing analysed data. ✓ The question requires the candidates to know and understand the roles associated
Reviewing analysed data. ✓ The question requires the candidates to know and understand the roles associated
Reviewing analysed data. ✓ The question requires the candidates to know and understand the roles associated
Reviewing analysed data. ✓ The question requires the candidates to know and understand the roles associated

Managing resources assigned to the process is the responsibility of the process manager; it has been incorrectly assigned to the process owner Making improvements to processes and process implementation lies with both the process manager and process owner. It is only partially correct as

Managing resources assigned to the pr ocess is the responsibility of the process manager; it has

it is assigned just to the process owner.

• • • •

The errors on this matrix are as follows:

Reviewing analysed data. ✓ The question requires the candidates to know and understand the roles associated

Incorrectly assigns the responsibility for producing and providing feedback on trends to the process manager. This is a responsibility of a reporting analyst, which is not included in the scenario or the matrix Incorrectly assigns monitoring and reporting on process performance to the process owner whereas this is a responsibility of the process manager Managing resources assigned to the process is the responsibility of the process manager; it has been incorrectly assigned to the process owner Partially correct; making improvements to processes and process implementation lies with both the process manager and process owner. It is only partially correctly as it is assigned just to the process manager. The errors on this matrix are as follows:

scenario • • • •
scenario
Incorrectly assigns the responsibili ty for producing and providing feedback on trends to the process manager.
Incorrectly assigns the responsibili ty for producing and providing feedback on trends to the process manager.

Incorrectly assigns managing resources assigned to the process to the process owner; this is the responsibility of the process manager Incorrectly assigns identifying improvement opportunities to the CSI manager only; this is a shared responsibility across all roles listed Incorrectly assigns monitoring and reporting on process performance to the process owner; this is the responsibility of the process manager Incorrectly assigns producing and analysing trends to the CSI manager; this is the responsibility of a reporting analyst and is not included in the

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Incorrectly assigns ensuring the process is fit for purpose to the service owner as well as the process owner; this responsibility lies only with the

Syllabus

Unit

/

process owner. ITIL SL: CSI05 Organizing for continual service improvement

Module supported

Blooms

Taxonomy

Level 3 Applying – Use ideas, principles and theories in new, particular and concrete

Application – The candidate must apply their knowledge of the roles associated with

Testing Level

 

situations. Behavioural tasks at this level involve both knowing and comprehension

 

and might include choosing appropriate procedures, applying principles, using an approach or identifying the selection of options.

CSI. This includes the generic roles of service owner, process owner and process manager that are applicable across the whole lifecycle and those associated with CSI (CSI manager and reporting analyst). The activities carried out by these roles need to

be translated into a RACI matrix as part of an organizational improvement initiative.

Subjects covered

 

Categories Covered:

 
 

Book Section Refs

 

CSI and generic roles and responsibilities CSI 6.3 Roles

Difficulty

Moderate

 

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