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ITIL

CONTINUAL SERVICE IMPROVEMENT


(CSI) PRACTICE EXAM
Sample Paper 1, version 6.2
ITIL CSI Exam Format

Eight (8) multiple choice, scenario-based, gradient-scored questions.


28 marks required to pass (out of 40 available), equivalent to 70%
Exam duration: 90 minutes (one and a half hours)
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.

Candidates Details
Name:
Email ID:
Mobile Number:

Signature

*For your convenience, we have integrated scenarios and questions in one


booklet. But in classroom sessions and actual certification exam, you will be
provided three booklets separately for scenarios, questions and answers.

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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 departments 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
A CSI manager is in place initiatives
People in the company have the right attitude, values and The IT department has somewhat stagnant processes
commitment which have not been reviewed for improvement for some
IT processes are based on ITIL and at time
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 management tool to Competition is already in existence


remove IT bottlenecks New regulatory requirements will require additional effort
Implement a new reporting mechanism and tools for New technology resulting from business expansion plans
knowledge management in order to streamline IT will need to be supported
operations Lack of trained staff creates bottlenecks in support
Institute knowledge transfer and coaching for staff to activities
make them more productive Lack of use of formal knowledge management

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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?

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

The implementation of knowledge management


Better monitoring and reporting tools

The training and coaching of staff which will go a long way towards business and IT
alignment.

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.

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.

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 com-
panys management is committed to continual service improvement (CSI) and will help over-
come the weaknesses identified?

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

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

Adapting service management processes to suit the IT vision

Embedding CSI into everyones job description

Prioritizing improvement initiatives and placing them appropriately within the service
lifecycle

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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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 matu-
rity 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 manage-
ment, 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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Question Three

Refer to Scenario Two

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

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

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

Question continues overleaf

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Question continued

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

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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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 Low Medium High Emergency Total Emergency %


Priority:
Period_1 11 25 25 21 82 25.69
Period_2 15 34 24 23 96 23.95
Period_3 9 39 28 18 94 19.14
Period_4 12 33 21 17 83 20.48
Period_5 16 27 19 9 71 12.67

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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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?

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.

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 customers and ITs 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.

Question continues overleaf

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Question continued

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.

As you 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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Scenario Four

Your companys 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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Question Five

Refer to Scenario Four

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

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:

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

Automating the reporting activities to reduce the people resource requirement

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:

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

Ensuring the appropriate language is used to aid business understanding

Question continues overleaf

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Question continued

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:

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

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

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:

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

Reviewing the availability management process to identify why availability levels


have been allowed to drop

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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;

Kotters 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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Question Six

Refer to Scenario Five

You recognise that not all of the suggested ideas are appropriate. You understand that all of
Kotters 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?

Use the Kotter Eight-step approach to transforming your organization

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

Use the Kotter Eight-step approach to transforming your organization

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

Question continues overleaf

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Question continued

Use the Kotter Eight-step approach to transforming your organization

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

Use the Kotter Eight-step approach to transforming your organization

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

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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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: <todays date>
Size: Large
Timescale: Short
Description: A high number of service level breaches have
occurred on the email
service because incidents have not been re-
solved within agreed
timescales. Investigation has shown that the
information in the known
error database is of poor quality and unus-
able. 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
Justification Increase in cost of resolving incidents be-
cause 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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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?

The originator - to discuss:


The KPI and justifications are not business-focused
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

The originator - to discuss:


The KPI and justifications are not business-focused
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 improvement within
requested timescales

Question continues overleaf

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Question continued

The originator - to discuss:


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

The originator to:


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

As the CSI manager for an organization you have been asked to deliver an awareness cam-
paign 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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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 - Managing resources
assigned to the process.
3 - Reviewing and prioritizing
improvement opportunities.
4 - Building an improvement
plan.
6 - Monitoring and reporting on
process performance.
7 - Producing trends and providing
feedback on trends.
8 - Making improvements to
processes and process
implementation.

B.

Responsibility Service Process Process CSI


owner manager owner manager
1 - Managing resources
assigned to the process.
2 - Identifying improvement
opportunities for inclusion in
the CSI register.
5 - Reviewing the analysed
data.
6 - Monitoring and reporting on
process performance.
7 - Producing trends and providing
feedback on trends.
9 - Ensuring the process is fit
for purpose.

Question continues overleaf


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Question continued

C.

Responsibility Service Process Process CSI


owner manager owner manager
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.
8 - Making improvements to
processes and process
implementation.
9 - Ensuring the process is fit
for purpose.

D.

Responsibility Service Process Process CSI


owner manager owner manager
2 - Identifying improvement
opportunities for inclusion in
the CSI register.
3 - Reviewing and prioritizing
improvement opportunities.
4 - Building an improvement
plan.
6 - Monitoring and reporting on
process performance.
8 - Making improvements to
processes and process
implementation.
9 - Ensuring the process is fit
for purpose.

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Reproduction of this material requires the permission of AXELOS Limited.
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