ITIL_SD_EXAm

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ITIL® Intermediate Lifecycle Stream: SERVICE DESIGN 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.

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Question One Refer to Scenario One You have been given responsibility for solving the capacity issues and improving the management of capacity. Which one of the following sets of actions is the BEST way to achieve this? A. • Modify the contract with the ISP so that they are required to seek approval for any increase in

capacity resources prior to implementation, in order to reduce the number of ‘panic’ upgrades • Implement capacity thresholds and automatic alerts to warn customers when systems are

slow • Improve the change management processes of the company and the ISP, and establish

interfaces between them to ensure that changes affecting capacity are assessed • Agree with the ISP that they will set up a project to review their capacity management

processes and align them with current service management practice

B. • Establish improved links with the marketing department in order to get adequate warning of product launches and campaigns that may increase customer use of the website

• Work with the ISP to ensure that changes and updates to the web applications are tested and modelled on the ISP’s infrastructure as well as on the company’s infrastructure

• Agree with the ISP to introduce monitoring against predetermined thresholds that will give advance warning of capacity issues allowing action to be taken to avoid incidents

• Introduce a capacity plan so that longer-term capacity changes based upon growth prediction can be planned and funded

C. • Establish improved links with the marketing department in order to get adequate warning of

product launches and campaigns that may increase customer use of the website • Improve the testing of changes and updates to the website applications and ensure that

modelling is included in the testing programmes • Perform usage growth predictions based on monitoring data, to enable accurate predictions

of future demand to be made and the necessary resources to be provided • Establish interfaces between the capacity management process and the change

management processes of both the company and the ISP

D. • Introduce business capacity management to identify any business changes that might alter the demand for the website applications

• Introduce application sizing so that accurate predictions of the resources required to support the website applications can be predicted and provided

• Introduce modelling techniques to ensure that the performance of the website applications are tested under various workload scenarios

• Write a capacity plan to support the annual budget and ensure that adequate funds are available to buy additional capacity for the website applications



Question Two Refer to Scenario Two Which one of the following options is the MOST appropriate RACI chart for allocating the new service design activities across the existing roles within the IT unit?

Labels AccM account managers R responsible SLM service level manager A accountable

CapM capacity manager C consulted AvM availability manager I informed

ITSCM IT service continuity manager ISM information security manager FinM finance manager

A. Service design activity AccM SLM CapM AvM ITSCM ISM FinM Requirements analysis and definition C I C AR C AR I Production of the service design I C R C C C AR Definition of the service acceptance criteria (SAC) I I C C C AR I

Definition of the service design package (SDP) I I AR R AR R C

Review and agree the final SAC and SDP I I R R R R C

B. Service design activity AccM SLM CapM AvM ITSCM ISM FinM Requirements analysis and definition AR R C R C R I Production of the service design C AR R C C C I Definition of the SAC A R C C C C I Definition of the SDP C AR R R R R C Review and agree the final SAC and SDP R AR R R R R C

C. Service design activity AccM SLM CapM AvM ITSCM ISM FinM Requirements analysis and definition C I C AR C R I Production of the service design I C I C C C AR Definition of the SAC I I C C C AR I Definition of the SDP I I R R R R AR Review and agree the final SAC and SDP I I R R R R A

Question continues overleaf



Question continued

D. Service design activity AccM SLM CapM AvM ITSCM ISM FinM Requirements analysis and definition AR C C R C R I Production of the service design C C R AR C C I Definition of the SAC A R C C C C I Definition of the SDP C R AR R R R C Review and agree the final SAC and SDP A R R R R R C



Question Three Refer to Scenario Three You are the service design manager in this company. The head of IT has asked you to investigate the situation as a design issue and to quickly give a recommendation of the best way forward. Which one of the following options is the BEST approach to adopt? A. • Discuss the results of your analysis of the situation with the SLM team and produce a report

summarizing your findings • Get agreement from the BRMs that the service level agreements (SLAs) and targets are still

valid and that the problem is that the business users are not aware of the existing targets • Produce an executive summary for the senior IT management and gain their backing to

enforce the current SLAs and targets • Use an awareness campaign to ensure all business users understand the existing SLAs and

targets

B. • Analyse the situation with the BRMs, SLM and availability management (AvM) teams • Produce a report which summarizes how the existing SLAs and targets are invalid • Agree on a set of improvement actions with the BRMs, the SLM and AvM teams • Produce an executive summary for senior IT management and customers, requesting

funding for implementation of the identified improvement actions

C. • Discuss the results of your analysis of the situation with the BRMs, SLM and customer representatives

• Produce a report summarizing your findings and circulate it to IT and the customer representatives

• Meet with the BRMs and the business to discuss the report • Agree on a set of improvement actions with customers, the BRMs, the SLM and the AvM

teams

D. • Analyse the situation and produce a report summarizing your findings • Get agreement from the SLM team that the existing targets are invalid and propose revised

SLAs and targets • Produce an executive summary for senior IT management and gain their backing and

support to enforce the new SLAs and targets • Implement the new SLAs and targets as a matter of urgency before customer satisfaction

worsens



Question Four Refer to Scenario Four As an ITIL expert you have been asked to give guidance on how to gain better management and control of the suppliers and contracts. Which one of the options below is the BEST approach? A.

1 Revise all existing contracts to ensure they are aligned with business needs and service level

agreement (SLA) targets. Check all contracts for conformance to company policy, organizational terms and legal obligations.

2 Implement a supplier and contract management information system (SCMIS). Include contract expiry dates and automatic notification to the person responsible for the contract one month before termination date in order to prepare for re-negotiation or termination.

3 Assign account managers for each contract for relationship management and management of contractual disputes.

4 Renegotiate and consolidate contracts with all suppliers delivering services to local offices under multiple contracts.

B.

1 Establish a supplier policy and an SCMIS with suppliers categorized as strategic, tactical,

operational or commodity. 2 Establish a supplier management process with focus on maintenance of standard contracts,

terms and conditions as well as management of sub-contracted suppliers. 3 Establish regular meetings with the suppliers in order to monitor contractual performance and

identify improvement areas. 4 Renegotiate and consolidate contracts with strategic suppliers delivering services to local

offices under multiple contracts. C.

1 Assign contract manager roles to the teams working closest to the suppliers and make them

responsible for supplier management. 2 Implement an SCMIS in order to share knowledge and avoid dependence on key people.

Make two people responsible for each contract because of the high turnover. 3 To counter the high turnover, employee satisfaction surveys should be conducted, and

measures to increase job satisfaction should be implemented. 4 Decide that consolidation of contracts with suppliers with multiple contracts is out of scope

because of complex country-specific rules and regulations. D.

1 Establish a supplier policy and an SCMIS. Categorize suppliers and contracts based on risk

and strategic value. 2 Establish a supplier management process defining a standard approach for contract

evaluation and selection, as well as for review, renewal and termination. 3 Focus on supplier relationship and performance management in order to manage contracts,

improvement plans and contractual dispute resolution. 4 Recommend a separate project to assess possibilities for contract consolidation with suppliers

delivering services to local offices under multiple contracts.



Question Five Refer to Scenario Five Several different opinions have been put forward about how and when to create the service acceptance criteria (SAC) and service design packages (SDPs). Which one of the following options is the BEST approach? A. Standard templates and guidelines should be developed for both SAC and SDPs. Chose the new

client management service to be a pilot. Specific SAC should be produced and an individual SDP should be assembled for the new client management service before the service is passed to the transition stage of its lifecycle.

B. Since there have been a lot of handover issues, the new web ordering service should be chosen

to be a pilot. The SAC and SDP for each service will be different, so there is no need to create standard templates. However, specific SAC should be produced and an individual SDP should be assembled for the new client management service during the requirements phase of the service design stage.

C. Standard templates and guidelines should be developed for SDPs, but not for SAC. Use both of

the new services as pilots to enable as much as possible to be learned. For each pilot, specific SAC should be produced and SDPs should be assembled before the service moves into the service transition stage.

D. Standard templates and guidelines should be developed for SAC and SDPs. Chose the new client

management service to be a pilot. Specific SAC should be created during the requirements phase of the service design stage. An SDP should be assembled for the new client management service before the service moves into the service transition stage.



Question Six Refer to Scenario Six Which one of the following options is the BEST proposal to present to the IT Steering Committee? A. • First, IT will work with the external consultant. The requirements for business validation and

sign-off will be documented based on current business knowledge and the previous analysis

• Thereafter, a high-level design, including technical, operational and organizational aspects will be produced. A preferred solution with costs, risks, high-level plan and sourcing options will be proposed to the business for a final decision

B. • First, a business requirements analysis will be carried out, to identify priorities and time constraints. Analysis from the external consultant will be taken into consideration. Requirements will be presented to the business for validation and sign-off

• Thereafter, a high level design, including technical, operational and organizational aspects will be produced. External resources will be hired to replace internal resources on less strategic projects. A preferred solution with costs, risks, high-level plan and sourcing options will be proposed to the business for a final decision

C. • Considering the time constraints, a pragmatic approach will be adopted so that screens and interfaces can be shown to the business as quickly as possible to ensure enough time to get feedback and adjust the solution to the actual requirements

• Flexible and agile development techniques will be used to ensure that services can go live on time with the functionality required. A prerequisite for such an approach is to work with technical experts throughout the project. External experts must be involved as the skills are not available in-house

D. • Considering the time constraints, the development project should be outsourced to a software development company renowned for their ability to take over challenging tasks. Internal business experts will be involved in the requirements phase

• The contract should specify that a phased approach with regular progress meetings will be followed so that balance between time, functionality and costs can be met. It should also guarantee that the final product will be ready for the launch in four months’ time



Question Seven Refer to Scenario Seven You have been asked to assist in the design of measurements and key performance indicators (KPIs) for the processes covered by the project, as well as to design effective management reports. The process owners and the key stakeholders have already identified quite a few metrics for measurement, but they need your guidance on which ones to choose and how they should use them. Which one of the following options is the BEST approach to take for this task? A. • Categorize the metrics within three types: efficiency, progress and compliance. Focus mainly

on progress metrics for the incident management process, compliance metrics for the change management process, and efficiency metrics for the problem management process

• Create standard templates for the process reports and decide dates for regular posting on an internal website in order to make the reports easily accessible for all employees

B. • Categorize the metrics within four types: progress, compliance, effectiveness and efficiency. Select metrics for progress and compliance for all processes. Add a few effectiveness metrics for the change and incident management process. Efficiency metrics should at this stage only be used for the incident management process

• Use a balanced scorecard approach with primary metrics underpinned by secondary metrics to be presented in dashboard reports in regular meetings with the different stakeholder groups

C. • Categorize the metrics within four types: progress, compliance, effectiveness and efficiency. Identify a balanced set of effectiveness, efficiency, progress and compliance metrics to be implemented for each process

• Create dashboard reports with primary metrics for management and secondary metrics for process owners. Ensure that the reports are on the agenda for management meetings to be held on a monthly basis

D. • Categorize the process metrics as primary or secondary metrics. To measure capability and performance of the processes, focus first on primary metrics for all processes and continue with secondary metrics as the processes mature

• Metrics that are not possible to measure should be documented as requirements for a new tool that should be purchased before any reports can be made.



Question Eight Refer to Scenario Eight Which one of the following options is the BEST approach in order to achieve long-term improvements? A. • Set up a formal project with business representatives and key service design resources

• Analyse documentation describing the latest business and IT visions in order to understand the high-level drivers

• With the help of an internal auditor, review the design processes against ITIL • Define and agree on priorities and develop an action plan • Plan regular project progress meetings to keep everybody informed and to take corrective

actions if needed • At the end of the project, submit a final report to all stakeholders

B. • Organize a meeting with senior business management and service operation teams in order to understand the latest business and IT strategies

• With the help of an internal auditor, review the current design activities • Set priorities and define a formal improvement programme • Measure progress and report regularly to all stakeholders • Ensure that improvements are integrated into existing work practices • Regularly review design activities and customer satisfaction to identify new improvement

opportunities

C. • Meet with service operation teams in order to analyse how staff could better collaborate • Agree on an ITIL awareness and training campaign for all IT staff • Involve service operation staff in all new design projects • Set up a group with members from both teams to come up with an improvement plan • Sponsor and follow the implementation of the plan • Make sure there is a fair representation from both teams to maximize the chance that the

proposed improvements are properly integrated into the daily work practices of both teams

D. • Organize a meeting with service operation teams in order to analyse the latest customer satisfaction survey and the incidents related to customer dissatisfaction

• In parallel, ask an external consultant to review the design processes against ITIL • Set priorities and present an action plan for approval by IT management • Set up a formal project to get sufficient visibility, resources and control • Plan regular progress meetings to take corrective actions if needed • At the end of the project, submit a final report to all stakeholders

© 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 ServiceDesignSample1 SCENARIO

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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%).

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Scenario One An internet shopping company was set up two years ago and has been very successful. Much of its success can be attributed to frequent marketing campaigns with special offers. The company develops its own website applications used by shoppers for browsing and ordering products. The website is hosted by a well-known internet service provider (ISP) who provides the infrastructure that supports live operations. The applications are developed and tested on the company’s own infrastructure. Changes and upgrades are sent to the ISP via a wide area network link. Relationships with the ISP are generally good, but there have been occasions when the ISP has charged high prices for last minute increases in capacity. Some shoppers have reported unexpected errors when using the website, which resulted in lost or duplicate orders. It is not known how often this has happened as not all customers report errors. Also, when the company launches new products, customers have complained of slow response times from the website. Over the last six months the company has introduced an initiative to implement service management. The main purpose of this initiative is to streamline operations and reduce costs.



Scenario Two

The IT unit of a small retail company has been implementing service management for a number of years, and has several mature processes in place with responsible managers. In addition there are account managers working within the IT unit who are responsible for interfacing with the business units. The IT unit is about to migrate its service management activities toward a lifecycle focus as described in ITIL. Before that, the unit needs to allocate responsibility for the new activities. You have reviewed the attributes and skills of the most relevant people:

• Account managers (AccM): Previously these were all business analysts. They have a good knowledge of the business, particularly within their own areas, and an appreciation of the services and applications but little knowledge of the IT infrastructure. They have good communication and relationship skills

• Service level manager (SLM): Previously the service desk manager, but has become qualified in service level management and now reviews all service level agreements and service performance with the customers. Has good communication and relationship skills, but little knowledge of the IT infrastructure

• Capacity manager (CapM): Was the network support team leader, so is very technically-minded with a good knowledge of network, server and storage technologies

• Availability manager (AvM): Was the senior server support analyst, so is very knowledgeable about server and storage technology and resilience

• IT service continuity manager (ITSCM): Used to work within operations, and has been trained in risk management and continuity techniques. Has a reasonable knowledge of infrastructure and recovery techniques

• Information security manager (ISM): Also worked in operations, but has now been trained in risk and security techniques and has achieved industry-recognized security qualifications

• Finance manager (FinM): Principally an accountant from corporate finance, who specializes in purchasing and IT finance



Scenario Three The internal IT unit of a major manufacturing company has been implementing service management processes for three years. The company is now starting to improve its service management activities in order to get more buy-in from the business and more business alignment and integration. Until now, the business has been reluctant to get involved in these service management activities, seeing them as an “IT responsibility” even to the extent of expecting IT to develop a business security policy and business continuity plans. The service desk finds it hard to prioritize incidents since the business prioritizations are not properly defined. There are business relationship managers (BRMs) working within the IT unit who provide interfaces to the various lines of business within the manufacturing company. As part of the alignment activity, a customer satisfaction survey has been conducted by the BRMs and the service level management (SLM) team. The main feedback from the survey indicates that many customers are dissatisfied with the level of availability of IT services and the resulting business disruption. In order to investigate the complaints, the service level manager and availability manager have analysed the service availability. They have found that there have been only two breaches of service level availability targets over the last six months.



Scenario Four

A company in the shipping industry has 5,000 employees. In addition to a large head office, they have 100 small offices in 80 different countries. The IT department has 70 people. There are also a few local IT staff or super users at each office. The IT department offers a broad range of IT services, and delivery of these depends on many suppliers. The supplier contracts have been managed by different teams. This has not been an issue until recently, but because of high staff turnover last year, some of the supplier contracts were not managed properly. The contract for management of the company’s internet domain was not renewed on time and this nearly resulted in loss of the domain name. The contract with the laptop supplier was renewed in a hurry even though there had been delays in delivery of laptop service and there are no plans for improvement. Communication with another supplier has been very poor and there have been several instances where agreed targets have not been met. The management team realizes that they need to manage supplier contracts more efficiently. They asked each team to report on how many contracts they manage. The managers were surprised to see how many contracts were involved. Senior management is concerned about the high number of local contracts with the same supplier, and they believe there is potential to introduce greater cost efficiencies.



Scenario Five A large company has an internal unit that provides IT services. The IT unit has been using ITIL as a framework for best practice for a number of years and has demonstrated continual service improvement in the quality of services delivered over this period. The processes implemented during this time are mainly those within the service transition and operation stages of the service lifecycle. The IT unit has recently reviewed their service management activities and decided that they should be implementing processes that have a greater influence over the service design stage. There have recently been a number of issues related to the handover and operation of new services. In addition, there have been issues with the ability to meet the levels of “service warranty” expected by users and customers. The design coordination manager has decided that in order to address these issues they will introduce service acceptance criteria (SAC) and service design packages (SDPs) for all new services. Two new services are considered pilots: the new web ordering service to be launched next month; and the new client management service for which the design project has just started.



Scenario Six A small mobile phone company is renowned for the quality of their products and services. Six months ago, they decided to offer fixed line services. This strategic business project has been kept secret to make it hard for competitors to respond. New business processes have been prepared and a marketing campaign is planned that will start in four months. On that date, the company should be ready to sell, activate and manage contracts for fixed line services. A contract with a fixed telephony operator was signed yesterday. The business has just informed IT of the new project. Their external consultant did an analysis and concluded that it should take about three months to develop the required IT services. This is a strategic move for the company and has to be a success. A significant budget has been allocated so money is not an issue. You are the service design manager. You cannot see how it is possible to design and develop the required IT services within four months. The infrastructure will have to be expanded and new applications are needed. It might be possible to re-use some existing applications but interfaces to the telephony system must be re-written. It is also necessary for them to review IT processes and train staff to make sure IT is ready for the launch. The chief information officer (CIO) is under pressure to make sure the design approach is balanced, feasible and achievable within the time constraints and that it will be a success. As the service design manager you have been invited to the next meeting in the IT steering committee. You have been asked to propose a design approach that will best meet the business need to launch in four months.



Scenario Seven

The IT department in a retail company organized ITIL training for all employees. As the staff learned about ITIL, they realized there were many potential areas for improvement in their organization.

• They have a well-established service desk and process for incident management, but there is a general impression that incidents could be solved quicker

• The change management process is not followed as intended. In practice, the different teams carries out change management activities in different ways because they see the documented process as slow and bureaucratic

• They realized that their problem management process is based on a misunderstanding of what incidents and problems are, and that this process should be re-designed

• A significant issue was that no formal process for measurement or reporting was in place A process improvement project has been initiated. A new problem management process will soon be ready for implementation. Several improvement areas have been identified for the change management process. A measurement and reporting system has been defined as a key delivery for this project, as the management realized that well-defined key performance indicators (KPIs) and improved management reporting can motivate employees, as well as improve overall control of the processes. The challenge is to determine the best way to set up the measurement system.



Scenario Eight

You are the service design manager in a large company. The company has been very successful over the last six months as a result of the launch of its new products. However, the success has a downside. At the last IT management meeting, the service level manager presented the results of a recent IT customer satisfaction survey. These results clearly show that business satisfaction has dropped significantly during the last six months. There seems to be genuine concern about the IT applications that support the new products. Customers complain about poor performance and a high number of incidents, which are the result of ‘infrastructure issues’. On several occasions the IT applications and systems could not cope with the volume of new customers and contracts, even though the sales are fully in line with business expectations. This has caused several significant outages which adversely impacted the business. There has been an investment in additional capacity to improve the situation in the short term. However, as the main issues seem to be linked to design flaws and to a lack of operational staff involvement in design activities, it is suggested that design and operations resources work together in order to ensure a long-term improvement to this situation.

© 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 ServiceDesignSample1 ANSWERSandRATIONALES

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Gradient Style, Complex Multiple Choice

ANSWERS AND RATIONALES

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Answer Key:

Scenario Question Correct:

5 Marks 2nd Best:3 Marks

3rd Best: 1 Mark

Distracter: 0 Marks

One 1 B C D A

Two 2 D B C A

Three 3 C B A D

Four 4 D B A C

Five 5 D A C B

Six 6 B A D C

Seven 7 B C A D

Eight 8 B A D C



QUESTION One Scenario One

Question Rationale

This question focuses on the managerial and supervisory aspects of the capacity management process. The main issues in the scenario are: • Capacity issues possibly caused by marketing campaigns for which IT was not

prepared • The scenario states that changes are tested on the company’s infrastructure but

not the live infrastructure that is owned by the ISP The company is implementing service management and the question is about addressing the above issues and implementing capacity management.

MOST CORRECT (5) B This answer addresses the issues described in the scenario, as well as basic activities enabling improved management of capacity. • Improving links with the marketing department will reduce surprises in

the future. This will allow IT to predict and provide any increase in capacity

• The scenario states that changes are tested on the company’s infrastructure but not the live infrastructure that is owned by the ISP. This bullet addresses this point so that the ISP can ensure that adequate resources are predicted and provided

• The third bullet is in general a good idea when establishing capacity management, enabling proactive actions to be taken to avoid incidents and therefore increase uptime

• Introduce a capacity plan such that longer-term capacity changes based upon growth prediction can be planned and funded. Buying new capacity in a timely manner will reduce performance-related incidents and help avoid sudden expensive increases. This will increase customer satisfaction by ensuring the website is useable when required

SECOND BEST (3) C Good points here but does not address all the issues: • Scenario indicates that a stronger link to the marketing department is

needed • Bullet 2 suggests improving testing but does not mention the issue of

testing on a more representative infrastructure • This will increase customer satisfaction by ensuring the website is

useable when required • Establishing interfaces with the change management processes of the

company and the ISP will ensure that any relevant changes affecting capacity and performance are assessed, avoiding downtime caused by capacity-related incidents

THIRD BEST (1) D A very good theoretical answer but not adequately related to the scenario.

Nor does it address the lack of testing on the ISP infrastructure.

DISTRACTER (0) A This answer shifts too much of the responsibility to the ISP, and is not a proactive approach to capacity management: • The scenario did not state that the ISP was the reason for the panic

upgrade. |It is better to improve internal process to avoid asking for last-minute changes

• It will not help much to warn customers about slow systems. They'll find another shop

• Normally it’s outside your mandate to improve the change process of your ISP, but it’s important to address the interface

• This shifts too much of the responsibility to the ISP, especially since the company does not yet have a proper capacity management process in place themselves

Syllabus Unit / Module supported

ITIL SL: SD03 Service design processes



Blooms Taxonomy Testing Level

Level 4 Analysis – The ability to use the practices and concepts in a situation or 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 – Analysing scenario for issues affecting capacity to decide the best way to solve issues and improve management of capacity. The candidate must distinguish that best practice is not enough on its own; that solutions must address the issues in the scenario and so which practices will be chosen will be impacted by this.

Subjects covered

Categories Covered: • Managerial and supervisory aspects of the capacity management process (SD

4.5) Book Section Refs SD 4.5.3 – Service design processes – Capacity management – Value to business

SD 4.5.4 – Service design processes – Capacity management – Policies, principles and basic concepts SD 4.5.5 – Service design processes – Capacity management – Process activities, methods and techniques – (Figure 4.17 Capacity management overview with sub-processes )

Difficulty Hard



QUESTION Two Scenario Two

Question Rationale

This question focuses on the use and application of the RACI matrix, and tests the candidate’s ability to match skill to activity in the most appropriate way for the IT Unit.

MOST CORRECT (5) D This is the best answer. Everyone is involved. There is only one person accountable for each activity and only the appropriate people are responsible for contributing to each of the activities.

SECOND BEST (3) B This is a reasonable solution, but only worth three marks, because SLM is overloaded with accountability and responsibility. SLM is accountable and responsible for “producing service designs”, but is not ideally suited and doesn’t have the technical knowledge required to undertake this activity.

THIRD BEST (1) C This is an unreasonable solution. AvM is a technician and is certainly not the best person to analyse and define requirements. FinM have been given accountability and/or responsibility for three activities for which they really don’t have the required skills. AccM and SLM have no responsibility or accountability at all.

DISTRACTER (0) A This solution is unacceptable because there are two double accountabilities for two of the activities, which will cause conflict and is against RACI guidelines.


ITIL SL: SD05 Organizing for service design ITIL SL: SD02 Service design principles


Level 4 Analysis – The ability to use the practices and concepts in a situation or 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 – The candidate needs to analyse the scenario and apply knowledge about RACI diagrams in order to identify the best mapping of existing people to new roles and responsibilities. The candidate must analyse the resident skills of the people and take this into account when selecting the most appropriate match of activity to skill.

Subjects covered

Categories Covered: • Organizing for service design • RACI • Roles and responsibilities

Book Section Refs SD 6.3 – Organizing for service design – Roles SD 3.7.4.1 – Service design principles – Design aspects – Designing processes – Designing roles - the RACI model SD 3.7.4.2 – Service design principles – Design aspects – Designing processes – Processes and RACI

Difficulty Hard



QUESTION Three Scenario Three

Question Rationale

This question focuses on the value and use of customer surveys and of using feedback to involve the business and drive improvements.

MOST CORRECT (5) C This is the right answer as it incorporates the business and the appropriate representatives from IT. • It is the only answer that agrees on a set of improvement actions. • The scenario indicates, for example, that some improvements can easily

be done at the service desk to improve customer satisfaction, by agreeing on a set of business priorities for impact and urgency. This might not necessarily involve changing any SLA targets.

• This is the only option that addresses the need of alignment and interaction between IT and business

SECOND BEST (3) B • Assuming that the targets are wrong, adjusting the SLAs and targets alone will not improve customer satisfaction

• Nevertheless, this answer also includes improvements. The weak point is that they don’t involve the business when analysing the situation and proposing the improvements. This is crucial in order to identify the right improvement actions. It would also increase the chance to obtain buy-in and funding from the business

THIRD BEST (1) A This doesn’t really improve the situation. • Just agreeing that the SLAs and targets are still valid won’t improve

anything. It does not identify improvement actions. It does not involve the business

• An awareness campaign about SLAs and targets might be a good idea, but should be done in cooperation with the business. In this case, it might be perceived as blaming the business which signed such a bad SLA and make the cooperation with business managers difficult

DISTRACTER (0) D Assuming the targets are wrong and adjusting the SLAs and targets urgently without any business buy-in is not going to improve customer satisfaction. In fact it’s probably going to make things even worse. The service design manager doesn’t even involve BRMs, or SLM or AvM teams in the analysis or to identify actions.


ITIL SL: SD03 Service design processes


Level 3 Applying – Use ideas, principles and theories in new, particular and concrete 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. Application – Apply knowledge about service level management, and ITIL in general, in order to identify the best way forward in the situation described.

Subjects covered

Categories Covered: • Activities and techniques for service level management, but not the detailed

process steps. Book Section Refs SD 4.2 – Service design processes – Service level management Difficulty Moderate



QUESTION Four Scenario Four

Question Rationale

This question focuses on the managerial and supervisory aspects of the supplier management process. Specific needs for the described scenario must also be addressed. Scope of the supplier management process should include:

• Implementation and enforcement of a supplier policy • Maintenance of a SCMIS • Supplier and contract categorization and risk assessment • Supplier and contract evaluation and selection • Development, negotiation and agreement of contracts • Contract review, renewal and termination • Management of suppliers and suppliers’ performance • Implementation of service and supplier improvement plans • Maintenance of standard contracts, terms and conditions • Management of contractual dispute resolution • Management of sub-contracted suppliers

MOST CORRECT (5) D This answer addresses the issues in the scenario and gives the best coverage according to the scope of the supplier management process.

1 An SCMIS, with suppliers and contracts categorized based on risk and strategic value, is crucial in order to be able to spend more time on key suppliers.

2 A standard approach for contract selection, review, renewal and termination is needed in the scenario, in order to avoid issues such as contracts being renewed despite an absence of improvement plans, and the near termination of contract by accident.

3 This is the core of the supplier management process and addresses an issue in the scenario of poor communication and failures to meet agreed targets.

4 This is one possible approach. To establish a separate project might be the best approach for this issue. Renegotiation and consolidation of contracts with suppliers delivering services to local offices under multiple contracts is a time-consuming task. For each contract renegotiation might need to be aligned with termination dates.

SECOND BEST (3) B Nearly as good as alternative D but misses: • Management of suppliers and suppliers’ performance • Agreement and implementation of service and supplier improvement

plans A possible requirement to consolidate contracts with global suppliers depends on the circumstances and the conditions in each country. Huge savings can sometimes be made possible by establishing company-wide contracts, but sometimes they are not possible because of practical, legal or financial circumstances. This activity should therefore not be the one to start off with.

1 Nearly as good answer as D since it does not categorize based on risk to the business and the strategic value of the supplier.

2 Not as good as answer D. Sub-contracted suppliers are not an issue in the scenario.

3 This answer addresses aspects of relationship and performance management, even if meetings do not necessarily include relationship management.

4 At least this question has a focus on strategic and tactical suppliers only, so this approach might be realistic.

THIRD BEST (1) A This answer covers some of the topics to be addressed, but not correctly, and not all of them.

1 Involvement of the legal department to check contracts according to



company policy, organizational terms and conditions and legal obligations must be done before contracts are signed, not after – as this review suggests. It is better if they are built into the process and carried out by renewal of each contract. Also, alignment with SLA targets must be done before contracts are signed.

2 It is important to implement an SCMIS, but even if notification of contract expiry dates is useful it is not the main purpose of the SCMIS. One month in advance is normally too short a notice for review and renegotiation.

3 Key account managers are normally roles for managing customers, not suppliers, and this is not a role within supplier management.

4 Consolidation of all contracts with suppliers delivering services to local offices under multiple contracts is a huge task. It will take time and effort to renegotiate each contract. The scenario indicates that the majority of people are located at the Head office in one country, so the benefit of consolidation must be carefully considered. It is, though, good to address this issue, since it is of concern to the management.

DISTRACTER (0) C This answer has the wrong focus. The frequent turnover of staff is not the root cause of this problem. Service Management should be focused on well-documented processes and procedures to avoid dependence on key personnel.

1 People working closest to the suppliers might follow up contracts on a day-to-day basis, but supplier management and contract management should be at a higher level.

2 The SCMIS is about more than sharing knowledge and avoiding dependence on key people. Clear roles and responsibilities is an important principle within service management. Two people sharing responsibility for each contract is not a good idea.

3 The frequent turnover of staff is not the root cause of this problem. 4 Consolidation of contracts with global suppliers might not be the task

to start with, but according to the scenario it should at least be addressed.


ITIL SL: SD03 – Service design processes


Level 4 Analysis – The ability to use the practices and concepts in a situation or 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 – The candidate must analyse the chaotic situation with regard to suppliers and contracts in order to decide the best set of actions.

Subjects covered

Categories Covered: • Supplier management • Contract management • SCMIS • Supplier categorization

Book Section Refs SD 4.8.2 – Service design processes – Supplier management – Scope SD 4.8.5 – Service design processes – Supplier management – Process activities, methods and techniques – (Figure 4.27 Supplier management process) SD 4.8.8 – Service design processes – Supplier management – Critical success factors and key performance indicators

Difficulty Easy



QUESTION Five Scenario Five

Question Rationale

This question focuses on the value and use of SAC and SDP within service design activities.

MOST CORRECT (5) D This is the right solution, using SAC and SDP templates, with the SAC being created at the start of the design activities and the SDP being produced before the service moves into the transition stage. The new client management service, which is early in the design phase, should be chosen as a pilot.

SECOND BEST (3) A Both SAC and SDP templates are developed. The only thing is that producing the SAC and SDP ‘before’ transition is less accurate than in option D.

THIRD BEST (1) C Templates are only developed for SDPs and completed as the service moves into the transition stage. Using both upcoming services as a pilot might seem to be a good idea, but creating SAC a month before the launch is too late, so the new web ordering service is not really suitable to be a pilot due to its current limited state of readiness.

DISTRACTER (0) B This is not a good solution, as no templates are developed. More importantly, the option specifies that the SDP is assembled during the requirements phase of the service design stage. This is not possible because the information will not be available at this time. Creating SAC a month before the launch is too late, since the content collection of the SAC should have started in service strategy with financial cost analysis and business sign-off criteria. The SAC is then expanded in the service design requirements phase, together with the SDP with all the reminding items outlined in Appendix B, Therefore, the new web ordering service is not suitable to be a pilot.


ITIL SL: SD01 Introduction to service design


Level 3 Applying – Use ideas, principles and theories in new, particular and concrete 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. Application – The candidate is required to understand the need for templates, and apply ITIL knowledge in order to identify the correct order of producing the SAC and SDPs and where they fit into the lifecycle.

Subjects covered

Categories Covered: • The contents and use of the service design package • The contents and use of service acceptance criteria

Book Section Refs SD Appendix A – The service design package SD Appendix B – Service acceptance criteria (example)

Difficulty Moderate



QUESTION Six Scenario Six

Question Rationale

This question focuses on the importance of balanced design (balance between functionality, resources and schedule, involvement of the business and the need to consider operational aspects).

MOST CORRECT (5) B • Involvement of business for business requirements • Technical, operational and organizational aspects taken into account • Balance looked for: joint decision based on costs, risks analysis, high-level

plan and sourcing options • Sourcing: mainly in-house for the first two phases but nothing mentioned

about the actual development; will be considered after full analysis SECOND BEST (3) A • Similar to B except for the requirement analysis

• The consultant and the service design manager prepare a report (without business involvement) submitted to the business for validation and approval. This is dangerous as their view of the business requirements might not be accurate enough (which would mean a poor starting point for the design). Although it might be tempting to save some time at this stage by not going through a formal requirement analysis, it might end up taking even longer in the long run).

• Alternative B is also better because of the practical approach it takes to freeing up internal resources for the project by hiring people for less strategic tasks.

THIRD BEST (1) D • Business involvement for requirements analysis mentioned • No indication of operational aspects taken into account • Balance between time, functionality and costs looked for • Sourcing: a straight decision for outsourcing before knowing more about the

actual business requirements is not ideal DISTRACTER (0) C • No requirement analysis with the business

• No indication of operational aspects taken into account • No balance between time, functionality and costs: focuses on time only • Sourcing: a straight decision for outsourcing before knowing more about the

actual business requirements is not ideal Syllabus Unit / Module supported

ITIL SL: SD02 Service design principles


Level 3 Applying – Use ideas, principles and theories in new, particular and concrete 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. Application – The candidate is required to apply knowledge of balanced design in the context of the scenario to identify the best proposal.

Subjects covered

Categories Covered: • Balanced design Identifying and documenting business requirements and drivers

purpose, goal and objective of service design Book Section Refs SD 1.1.1 – Introduction – Overview – Purpose and objectives

SD 3.2 – Service design principles – Service design goals SD 3.3 – Service design principles – Balanced design SD 3.4 – Service design principles – Identifying and documenting business requirements and drivers

Difficulty Moderate



QUESTION Seven Scenario Seven

Question Rationale

Knowledge about KPIs and management reporting is crucial at a managerial level. This question is about students’ understanding of different types of metrics. Especially the four types of metrics used to measure the capability and performance of processes: • Progress: milestones and deliverables in the capability of the process • Compliance: compliance of the process to governance and regulatory

requirements and compliance of people to the use of the process • Effectiveness: the accuracy and correctness of the process and its ability to

deliver the ‘right result’ • Efficiency: the productivity of the process, its speed, throughput and resource

utilization

It also brings in the terms ‘primary metrics’ (focusing on the effectiveness and quality of the solutions provided) and ‘secondary metrics’ (focused on the efficiency of the processes used to produce and manage those solutions).

MOST CORRECT (5) B 1 This answer recognizes the four categories of metrics used to

measure the capability and performance of processes. It also proposes a proper use of them. For immature processes, it is recommended to start with metrics used to measure progress and compliance, especially during implementation or redesign. The focus on effectiveness and efficiency metrics should increase as the process maturity develops. The described problem management process is redesigned and immature. Progress and compliance should be carefully measured during the implementation project. During the change management process there were problems with people not following the process, so progress and compliance during re-implementation should be carefully measured. Effectiveness metrics to show if the process is able to deliver “the right result” is also needed, to convince people that it is worth following the process. The incident management is more mature and ready to extend the types of metrics. The scenario states that incidents should be solved faster, so some effectiveness and efficiency metrics should be added, in addition to progress and compliance.

2 A report should reflect the business value in primary metrics (focusing on the effectiveness and quality of the solutions provided) as well as on secondary metrics (focusing on the efficiency of the processes used to produce and manage those solutions). Using a balanced scorecard will ensure focus on different areas (as, for example, people, process, solution, management). Using dashboard reports for different stakeholder groups are a good way to present the reports.

SECOND BEST (3) C Nearly as good as alternative B but:

1 Except for the incident management process, it might be too much to implement all categories of metrics before the processes are more mature. It would be wise to focus on progress and compliance first.

2 Reports focusing only on primary metrics for management and secondary metrics for process owners are not the best idea. Process owners will need to see the whole picture and sometimes management needs to drill down on process metrics as well. It would also be better to present the reports to the management group.



THIRD BEST (1) A

1 Only three out of four categories of metrics are defined.

For immature processes it’s best to focus on progress and compliance. The focus on effectiveness and efficiency metrics should increase as the process maturity develops. In this answer they have done the opposite.

2 It is better if reports are tailored to the stakeholder groups. In addition, this is not the best way to distribute the reports – posting to a website does not mean that people really look at them or use them.

DISTRACTER (0) D

This answer confuses primary/secondary metrics with the four types of metrics used to measure capability and performance of processes (progress, compliance, effectiveness, and efficiency). By definition, primary metrics measure the service delivery and secondary metrics measure the contribution from processes.

1 Distracter: Confusion about terms: both primary and secondary metrics can be in different categories. The difference, as stated in the SD book, is that the primary metrics should focus on determining the effectiveness and the quality of the solutions provided. Secondary metrics can then measure the efficiency of the processes used to produce and manage the solution. In dashboard reports it should ideally be possible to look at the primary metrics and drill down to the secondary metrics.

2 Distracter – but a quite commonly used excuse. The idea of some key KPIs in simple dashboard reports specific to stakeholders should be possible with simple tools in place. Lack of tools should not stop them. In the scenario it is a requirement for the project.


ITIL SL: SD02 Service Design Principles


Level 4 Analysis – The ability to use the practices and concepts in a situation or 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 – Candidate has to analyse the scenario and decide which types of KPI are most suitable for managing the different processes at their current levels of maturity.

Subjects covered Categories Covered: • Designing measurement systems and metrics

Book Section Refs SD 3.7.5 – Service design principles – Design aspects – Designing measurement systems and metrics

Difficulty Moderate



QUESTION Eight Scenario Eight

Question Rationale

The purpose of the question is to assess the candidate’s knowledge of the implementation/improvement cycle in relation to service management in general and service design in particular:

1. What is the vision? 2. Where are we now? 3. Where do we want to be? 4. How do we get there? 5. How can we tell when we have got there? 6. How do we keep going?

As the question asks for long-term improvement, a model answer should cover all six stages of the implementation approach, including keeping the momentum and improvement cycle going. It should also reflect the need for involving the business, service design and service operation, as indicated in the scenario.

MOST CORRECT (5) B The six steps of the implementation/improvement approach are covered, and all relevant stakeholders are involved.

SECOND BEST (3) A Although presented with a different wording, the five first stages are more or less covered but the ‘Where are we now’ is limited to the ITIL review only. In addition, the improvement initiative as described is more of a one-off project than a continuous effort, and the last step of the implementation/improvement approach (How do we keep going?) is not covered. Service operation is not involved in the initiative.

THIRD BEST (1) D Four steps only are covered, and the same comment as for answer A applies. Steps 1 and 6 are not covered at all: the ‘vision’ is not taken into account as the business is not involved, and the initiative is again a one-off effort with no evidence that they ‘will keep going’.

DISTRACTER (0) C The focus is on a symptom (lack of interface and collaboration between service design and service operation) rather than on the genuine issue, which is likely to be far wider. The proposed solution may sound appealing (e.g. awareness, training, involvement of operations staff, SIP) but it does not rest on a sound analysis of the actual needs and business context. In addition, it does not involve the business at all (not even indirectly) and, apart from buy-in and support, there is no active involvement of IT management, reducing the likelihood of permanent improvement.


ITIL SL: SD07 Implementing service design


Level 4 Analysis – The ability to use the practices and concepts in a situation or 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 – The question requires the candidate to analyse the information given in the scenario, and apply knowledge of the six-stage implementation approach to the case.

Subjects covered

Categories Covered: • Implementation and improvement of service design • Six-stage implementation approach

Book Section Refs SD 8.4 – Implementing service design – Implementing service design Difficulty Easy