ITIL®ITIL® Service Operation Sample Exam #2

ITIL® Intermediate Lifecycle Stream:
SERVICE OPERATION CERTIFICATE
Sample Paper 2, version 6.1
Gradient Style, Complex Multiple Choice
SCENARIO BOOKLET
This booklet contains the scenarios upon which the eight 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 eight 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 ServiceOperationSample2 SCENARIO
BOOKLET v6.1. This document must not be reproduced without express permission from The Accreditor.
Page 1 of 9
Version 6.1 (Live) Owner – The Official ITIL Accreditor
Scenario One
A large financial institution has recently completed implementing of a new IT service management
framework, and has selected its new service management tools. Although staff are following the new
processes there are many functionality gaps with their existing service management tools that require
time-consuming manual workarounds. This has led to considerable pressure to implement the new
tools as soon as possible.
The new service management tools are modular and can be introduced using a phased
implementation, although the IT department would prefer to introduce the complete solution as quickly
as possible to address the functionality issues being experienced and to take advantage of new
features. The tools allow for remote support of desktop PCs, which will greatly improve the level of IT
support and reduce costs. However, to activate this functionality, software will need to be deployed to
over 70,000 workstations across the organization. Business managers are nervous about this major
implementation.
The business is a global enterprise and some of the IT services are required 24 hours a day and
seven days a week. The business cannot function without these services for more than two hours.
There are some opportunities during the weekends for short periods of downtime to conduct essential
maintenance.
There has been some investment in gathering and storing support data in the existing tools although
the accuracy and integrity of the data is suspect. The value of this data needs to be considered before
a decision is made to transfer the data into the new system.
As the release and deployment manager, you need to consider how best to implement the new
service management tools, while ensuring there is minimal disruption to the business.
© The Official ITIL Accreditor 2012. ITIL Intermediate Lifecycle ServiceOperationSample2 SCENARIO BOOKLET v6.1.
This document must not be reproduced without express permission from The Accreditor.
Page 2 of 9
Scenario Two
An organization recently acquired another company that operates in a similar but complementary
market. The company was acquired because of its expertise in an emerging market. The IT
department of the parent company adopted ITIL-based service management some years ago. The IT
department of the newly acquired company has not adopted ITIL. A business team in the acquired
company uses an IT service that is supported by technology that is new to the parent company.
The parent company and the acquired company are in different towns 25 miles apart and while there
are no plans to merge the two premises, the organizational structure of the companies will be merged.
The parent company employs 1,000 staff in total and 150 staff in IT. The acquired company employs
100 staff in total and 10 staff in IT. The two IT departments will be integrated into a single organization
structure. Management requires that there should be minimal impact upon service provision as a
result of the integration.
The IT department of the parent company is divided into technical, application and IT operations
management functions that are organized into a number of specialized teams. In addition, there is a
service desk which is well managed and uses established incident management and problem
management processes. These processes are supported by a mature configuration management
system (CMS) that incorporates a known error database (KEDB). The processes ensure that incidents
and problems are escalated to the correct technical teams. This is essential as many services rely on
specialized technology where only certain staff members have the required skill to resolve issues. The
service desk works with IT operations management to provide IT support 24 hours a day and seven
days a week. Shift hand-over meetings and an integrated service management tool ensure continuity
of support.
The current situation is that all services from both companies, including the specialized IT service
from the acquired company, have been integrated into the service catalogue. All services in the
service catalogue will be used at both sites. The systems and networks have been integrated to
support this.
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Scenario Three
You are the IT operations manager for a large utility company that provides electricity to four cities. IT
service failures have recently caused power outages to small sections of these cities.
The chief information officer (CIO) launched an investigation and discovered the following:
• IT teams are organized around technology and do not understand how they support business
goals
• Some outages were the result of aging technology, poor maintenance and under-skilled staff
• Incident management is informal; most technical teams have their own procedures for
handling failures
• Reported uptime for most applications is 99% or greater
• Some critical IT services are supported by over-utilized systems running at 96% capacity;
although most systems are running at less than 30% capacity
• There is one main data centre, but many business units support their own applications and
systems. Some of these systems are not located in the data centre
The chief executive officer (CEO) is concerned that the situation is deteriorating. The CEO also
recently announced that to remain competitive, the company is launching a new energy trading
business in nine months. The CEO is thinking of outsourcing the provision of IT for the new business.
The CIO needs to act urgently to prevent further failures and to challenge the proposed outsourcing
model, as this would result in spending restrictions on an already limited budget. The CIO has asked
you to formulate an approach to deal with this.
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Scenario Four
In an ongoing effort to protect its designs and unique manufacturing processes, a rapidly-growing
product manufacturer made the decision to limit access to certain areas of the corporate headquarters
and manufacturing facility. To accomplish this, an electronic access control system was implemented
and card readers were installed in areas such as research and development, the product testing lab,
the manufacturing floor, the executive offices, and the accounting and human resources departments.
Employees who work in these areas have been given badges that enable them to open the doors.
In the days following the installation of the card readers, security guards repeatedly found the doors to
these areas propped open, both during and after normal business hours. An investigation discovered
that IT staff members were leaving the doors propped open so that they could work on incidents,
complete installation projects, and work in equipment rooms located in the secure areas. It was also
discovered that IT had spare equipment in locked storage rooms within the secure areas.
IT staff were warned against leaving the doors open and told to knock and wait for an employee who
could let them in and accompany them. IT support work was delayed as there were times when there
were no employees available to grant access and IT staff had to wait for a security guard. A
suggestion to move the equipment located in the storage rooms was rejected, as the cost to do so
would have been significant and the suggestion did not address the fact that IT staff had a legitimate
need to access these areas. In addition, an outside contractor handles some desktop support issues.
Page 5 of 9
Scenario Five
You are the director of service management for an organization that has recently acquired a small
subsidiary. The subsidiary is actually more advanced than your own in terms of IT service
management maturity. The subsidiary organization has a very effective service desk in place, very
mature incident management and problem management processes, and is using automated support
tools that are well liked by all concerned.
Your own organization has been struggling to implement a new service desk (coincidentally using an
earlier release of the same support tool) and has also encountered a lot of criticism both from the IT
users and from the various IT support groups. The users feel that the service desk is not really
contributing anything and is in fact an obstacle to them reaching the correct technical people quickly
enough. The IT support groups feel threatened by the introduction of the service desk and are not
providing the necessary buy-in or support for the service desk. As a result many incidents are not
logged and so resolution targets are being missed, metrics are grossly distorted, and identified
solutions and workarounds are not being captured.
The chief information officer (CIO) has asked for your views on how to proceed.
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Scenario Six
A technology company relies on many IT services for the design, manufacturing, marketing and sales
of its products and services.
The general perception of the IT department is good, but there is much room for improvement.
Incident management is well established and service level targets for resolving incidents are normally
met. One area that has been highlighted by the users is the number of repeat incidents that occur and
the time it takes to resolve the underlying cause.
In order to address the issue you have been appointed as the problem manager. Some attempts have
been made in the past to distinguish between incidents and problems, but the results have been
inconsistent. This has caused the following issues:
• Large numbers of problem records are created for the same problem; some by service desk
staff, and some by second and third-line service providers
• Problem records are not created even though there have been many recurrences of the same
type of incident
• The service desk tool automatically creates problem records for all incidents that are
escalated to second-line support
Because of the ineffectiveness of the problem management process, the IT support effort is dedicated
to managing incidents.
From your previous experience you understand the value that both reactive and proactive problem
management activities can bring to an organization. However, because of the lack of root cause
resolution the number of incidents is increasing. Senior management is very concerned that the
situation may get out of control and wish you to take decisive action to resolve the issues as quickly
as possible.
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Scenario Seven
An organization started to implement service management processes last year. Many processes are
operating well, including all of the service operation processes. Change management, service asset
and configuration management and release and deployment management have been implemented.
In addition they have acquired an integrated configuration management system (CMS) and a
definitive media library (DML). Many existing tools are used where possible.
A recent review has identified the need to upgrade the service management toolsets to further
improve the service management processes.
The organization has identified a number of issues in service operation that they think can be
improved by the addition of new tools:
• The service desk has a large turnover of staff

• The service desk staff find it difficult to deal with the large volume of calls they receive
• Second-line support staff get confused about which incidents to deal with first, with the result
that resolution of important incidents is sometimes delayed
• Event management is able to resolve many issues before incidents occur but their existing
tools are not integrated and do not detect events on all systems and components
The organization only has a limited budget so must be careful to identify those areas that should be
most urgently addressed. You have been asked to compile a list of tool features and requirements
that will address these issues.
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Scenario Eight
You are the service desk manager of a toy manufacturing company. It is a dynamic company that
maintains its competitive advantage by responding quickly to trends in the toy market and fulfilling
orders for toys in very short timescales. The company exercises careful control of its costs and
requires the staff and business processes to be very flexible. To support this flexibility the company
regularly requires staff to change or share roles. This results in many requests to move or purchase IT
equipment. There are also frequent requests to make changes to service access when users change
roles.
The company has many IT services that are required to support the business activities. As a result the
IT department needs to respond quickly to service requests.
You joined the company three months ago and until now the service desk has dealt with all requests
as incidents, prioritizing them together with real incidents, including service outages.
Consequently the following issues have arisen:
• Service requests are delayed because they become confused with incidents
• Users sometimes purchase their own IT equipment and consumables because they believe
they can obtain them more quickly
• Service desk staff morale is dropping because they feel they cannot cope with the increasing
number of incidents
You have been told that due to cost control no additional staff can be employed. So, you are in the
process of planning to implement a request fulfilment process that will allow you to make better use of
existing staff. The process will be initiated by service desk staff and will involve other support groups.
You are also planning to set up a self-help section of the intranet for users to select service requests
from menu options.
IT management is keen to increase the return on investment (ROI) of the integrated service
management tool that was purchased and implemented one year ago. The tool includes a workflow
engine that can be easily adapted to route service requests to the appropriate team. The tool can be
easily integrated with an intranet self-help interface. The self-help interface has not yet been
developed.
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QUESTION BOOKLET
Gradient Style Multiple Choice

90 minute paper
Eight 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.
ITIL® is a registered trade mark of the Cabinet Office. ITIL Intermediate Lifecycle ServiceOperationSample2 QUESTION BOOKLET
v6.1. This document must not be reproduced without express permission from The Accreditor.
Page 1 of 9
Question One
Refer to Scenario One

Which one of the following options is MOST likely to successfully address the important factors in this
deployment?
A. • Software deployment should be handled through a formal release and deployment management
process and scheduled to reflect business needs
• Users should be placed on call in case they are needed to intervene during the deployment
• To achieve maximum benefit from the new tool set as quickly as possible, a ‘big bang’ approach
to implementation should be adopted to deploy the software across the whole organization
during the first available weekend
• Due to its unreliability, no data from the current systems will be migrated
B. • Software deployment should be handled through a formal release and deployment management
process and planned and scheduled in conjunction with the change management process
• Users should be warned in advance if manual intervention (e.g. reboot) is required
• A phased approach should be adopted to reduce the risk to live services and to map schedules
to local working patterns
• To avoid the risk of carrying forward redundant and incorrect data, no data will be migrated.
Existing data will be archived and available offline to meet subsequent requirements
C. • Software deployment should be handled through a formal release and deployment management
process and scheduled to reflect business needs
• Users should be consulted during the planning and scheduling of the deployment to cater for
manual intervention (e.g. reboot)
• A phased approach should be adopted to reduce the risk to live services and to map schedules
to local working patterns
• Careful planning is needed to identify data that needs to be migrated, cleansed and verified, and
to allow for the transition period when different parts of the organization will be operating on
different tools
D. • Software deployment should be undertaken by release and deployment management and

combined with other deployments to make best use of specialist technical resources
• The deployment should be scheduled for a suitable opportunity and users informed when their
workstations are to be updated
• To achieve maximum benefit from the new tool set as quickly as possible, a ‘big bang’ approach
to implementation should be adopted to deploy the software across the whole organization
during the first available weekend
• Users will be encouraged to re-input any legacy data they wish to be retained on the new system
© The Official ITIL Accreditor 2012. ITIL Intermediate Lifecycle ServiceOperationSample2 QUESTION BOOKLET v6.1.
Page 2 of 9
Question Two
Refer to Scenario Two

Which one of the following options is the BEST set of organizational design principles for the IT
Department?
A. • Establish a service desk at each site with a service desk manager for each
• Appoint a central technical manager to manage the technical teams across both sites
• Create a hybrid structure using a combination of teams and roles based on geography and
technology specialism
• Assign shift leaders to take responsibility for the 24-hours-a-day, seven-days-a-week (24/7)
operation
B. • Establish a centralized service desk with a single service desk manager

• Appoint a technical manager at each site to manage the two sites separately
• Establish a geographic organizational structure with technical teams and roles duplicated at each
site
• Rely on super users in the acquired organization to deal with queries for the specialized IT
service
C. • Establish a service desk at each site with a service desk manager for each
• Appoint a technical manager at each site to manage the two sites separately
• Organize the technical teams by process, using the ITIL processes established in the parent
company
• Appoint a problem manager to deal with any issues that arise from the integration
D. • Establish a centralized service desk with a single service desk manager

• Appoint a central technical manager to manage the technical teams across both sites
• Retain the existing structure of organization by technology specialism
• Assign shift leaders to take responsibility for the 24-hours-a-day, seven-days-a-week (24/7)
operation
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Question Three
Refer to Scenario Three

Which one of the following would be the MOST appropriate approach for the IT operations manager to
take?
A. Implement the ITIL service lifecycle in a controlled manner, ensuring there is a process in place for
understanding business requirements, defining the correct strategy and designing the solution.
Involve operational staff in defining the requirements and designing a solution to address the current
issues. This will also ensure they are capable of supporting the new business opportunity. Use
workarounds and supplier support to deal with interim failures until formal incident management is in
place. Use weekly reports on system utilization and incident resolution to encourage better
communication between the technical teams.
B. Focus on the technology and operational issues that you directly control. Implement formal incident
management and problem management processes so you can properly identify and correct the
causes of the outages. Align the structure of the current departments with the functions in ITIL to
improve communication. Once the current situation is stabilized, direct the teams to start analysing
the infrastructure and recommending changes such as: purchasing new equipment; improving
maintenance schedules; and replacing non-performing suppliers. Recommend that at a later stage,
the chief information officer (CIO) establishes service strategy and service level management
processes.
C. Establish a project to support both the strategic business opportunity and the operational issues.
Simply reacting to recent failures will not allow you to overcome the fundamental lack of processes
and inappropriate organizational design. The strategic project will ensure that the operational
processes and functions are properly designed and built, and it will allow these changes to be
introduced gradually to ensure minimal resistance from the teams. In addition, it is likely you will
receive more funding for supporting the new business opportunity, than for implementing internal
processes that are invisible to the business.
D. Focus on the operational issues. The CIO priority is to ensure IT is meeting current and future
business goals. Use the service lifecycle concept to initiate a project aimed at resolving operational
issues. Define a formal incident management process and consider a reorganization of the
departments in the data centre. Establish formal capacity and availability monitoring across all
departments, and use the results to improve the design and utilization of the infrastructure.
Simultaneously, the CIO should launch a project to determine the feasibility of supporting the new
business. Link these projects and involve key operational staff in both.
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Question Four
Refer to Scenario Four

In an effort to resolve the issue, the IT operations manager asked all stakeholders to work towards a
resolution.
Which one of the following options is the BEST sequence of next steps to take toward a resolution?
A. Obtain agreement from the business managers to grant access to IT staff and to grant the authorized
IT staff permission to escort contractor personnel into the secure areas during normal business hours.
Document that permission in a service level agreement (SLA). Require each IT staff member to
submit a service request that must be approved by an IT manager to obtain a badge.
B. Obtain agreement from the business managers to provide badges to those IT staff members
assigned to technical management teams with responsibilities in the secure areas. Require each staff
member to submit a service request that must then be approved by an IT manager to obtain a badge.
In the case of the contractors, have security conduct a background check to verify each contractor’s
identify and provide the contractors with a temporary badge that contains an expiration date.
C. Obtain agreement from the business stakeholders defined in the access management process to
provide badges to those IT and contractor personnel with responsibilities in the secure areas. Update
associated SLAs and the service catalogue. Create a request for change (RFC) listing all IT and
contractor personnel who need access to the secure areas and include an expiration date for the
contractors. Verify each employee’s identity with human resources and each contractor’s identity with
security before granting the badges.
D. Require each IT staff member and contractor who needs access to the secure areas to contact the
service desk. The service desk will log a service request that includes required personal information
and the reason that access is required. The service desk will then issue badges. Provide contractors
with a badge that contains a photograph and contract expiration date and provide access only during
normal business hours. Automatically restrict access on the contract expiration date.
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Question Five
Refer to Scenario Five

Which one of the following approaches is MOST likely to help overcome the challenges facing the parent
organization?
A. • Initiate a project to re-launch the service desk and incident management process ensuring that
the project team includes experienced staff from both organizations
• Establish the business expectations, levels of service, call volumes and nature of incidents in
order to plan the staffing levels for the service desk
• Utilize staff from the subsidiary service desk to train and mentor staff for the re-launched service
desk
• Publicize the re-launch of the service desk using experience and achievements from the
subsidiary desk to promote the benefits and gain support and adherence to the new process and
procedures
B. • Initiate a project to re-launch the service desk and incident management process, creating a
project team of staff from the subsidiary organization’s service desk
• Use the experience of the subsidiary service desk to plan the staffing levels for the service desk,
scaling up the staff numbers to suit the parent organization
• Create incident management and service desk procedures based on the successful procedures
used by the subsidiary organization’s service desk
• Utilize the project team members to publicize the re-launch of the service desk and enforce
adherence to the new process and procedures
C. • Initiate a project to re-launch the service desk and incident management process ensuring that
the project team includes experienced staff from both organizations
• Use the experience of the subsidiary service desk to plan the staffing levels for the service desk,
scaling up the staff numbers to suit the parent organization
• Create incident management and service desk procedures based on the successful procedures
used by the subsidiary organization’s service desk
• Update the support tool to the same release as the subsidiary organization and where possible
share data such as known error records
D. • Initiate a project to evaluate and implement some of the successful elements from the subsidiary
organization’s service desk
• Have IT support groups provide diagnostic scripts to increase the service desk’s ability to resolve
incidents at first line
• Update the support tool to the same release as the subsidiary organization and where possible
share data such as known error records
• Introduce metrics to measure the volume and type of calls handled by the re-launched services
and review these regularly with senior IT management
Page 6 of 9
Question Six
Refer to Scenario Six

Which one of the following options summarizes the BEST initial approach to address the issues described
in the scenario?
A. Establish procedures that advise service desk and support staff when they should create problem
records. Implement frequent and regular analysis of incident and problem data to identify any trends
as they become discernible. Set up a mechanism for carrying out major problem reviews. Agree on a
plan with the service desk manager to improve the procedure and tools for identifying similar
incidents and linking them to problems.
B. Establish procedures that advise service desk and support staff when they should create problem
records. Establish a set of common categories to be used by both incident management and
problem management. Reconfigure the tools to prevent the automatic creation of problem records for
incidents escalated to second-line support. Ensure service desk and support staff are trained on the
new procedures and are able to distinguish between incidents and problems.
C. Advise the service desk staff that they should not create problem records. Create a procedure where
the problem manager and the service desk manager review all incidents daily and create problem
records as necessary. Implement frequent and regular analysis of incident and problem data to
identify any trends as they become discernible. Set up a service improvement plan to identify and
implement further improvements.
D. Review the problem management process and create a service improvement plan to instigate any
necessary improvements. Establish a set of common categories to be used by both incident
management and problem management. Establish a priority code matrix and definitions that are
shared among the process areas of incident, problem and change management. Implement the new
procedures and ensure that staff are trained as necessary.
Page 7 of 9
Question Seven
Refer to Scenario Seven

Which one of the following options is the BEST set of tool features that will address the issues
experienced by this organization?
A. • Event management technology that includes open interfaces to allow connections to other tools
and therefore improve the detection of events
• Self-help technology to support request fulfilment
• Workflow and escalation functionality that will support all service operation processes
• A known error database to provide details of workarounds to the service desk
B. • Self-help technology to allow users to log and track their own incidents
• Remote control tools to improve the diagnosis and resolution of incidents
• Workflow and escalation functionality that will support all service operation processes
• Diagnostic utilities to improve the service desk’s ability to diagnose incidents at first line
C. • Event management technology that includes open interfaces to allow connections to other tools
and therefore improve the detection of events
• Remote control tools to improve the diagnosis and resolution of incidents
• Links to directory service technology to support the access management process
• Self-help technology to provide company-wide access to the service catalogue
D. • An integrated configuration management system (CMS) to support all service operation

processes
• Self-help technology to support request fulfilment
• Directory service technology that allows users to view and update service access
• Software deployment technology to improve the deployment processes
Page 8 of 9
Question Eight
Refer to Scenario Eight

You are putting a business case together to justify the time and cost needed to set up the request
fulfilment process.
Which one of the following lists of benefits and challenges is MOST correct?
A. Benefits will include:

• Fewer delays in handling requests for standard services
• Reduction in incident resolution time
Challenges will include:
• Integrating the self-help interface with the integrated service management tool
• Encouraging all business staff to use the self-help interface
B. Benefits will include:

• Reduction in the number of service desk staff
• Reduction in time taken for service desk to answer phone calls
• Recruiting additional staff to deal with the increase in service requests
• Encouraging all business staff to use the self-help interface
C. Benefits will include:

• Automation of all service requests using the self-help intranet interface
• Improved ability to route service requests to the appropriate support group
• Creating a clear definition of the requests that will be handled by the request fulfilment
process
• Development of a user-friendly intranet interface
D. Benefits will include:

• Fewer delays in handling requests for standard services
• Reduced costs as a result of centralized control of purchasing
• Creating a clear definition of the requests that will be handled by the request fulfilment
process
• Development of a user-friendly intranet interface
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ANSWERS AND RATIONALES
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v6.1. This document must not be reproduced without express permission from The Accreditor.
Page 1 of 17
Answer Key:
Scenario Question Correct: 2nd Best: 3rd Best: Distracter:

5 Marks 3 Marks 1 Mark 0 Marks
One 1 C B A D
Two 2 D A B C
Three 3 D B C A
Four 4 C B A D
Five 5 A C D B
Six 6 B A D C
Seven 7 A B C D
Eight 8 D C A B
© The Official ITIL Accreditor 2012. ITIL Intermediate Lifecycle ServiceOperationSample2 ANSWERSandRATIONALES v6.1.
Page 2 of 17
QUESTION One Scenario One
Question Rationale This question considers the factors which organizations need to plan for to prepare
and deploy new or upgraded ITSM support tools. It includes high-level considerations
around deployment, capacity management, timing and approach. It also highlights
the need for formal release and deployment management as covered in service
transition.
MOST CORRECT (5) C This answer takes full account of the important factors involved in the
introduction of new ITSM support tools, including deployment, data migration,
capacity, business impact and approach to introduction.
Bullet 1 - All service implementations should be handled following the service
life cycle, and service management tools are no exception. Using the release
and deployment process for this implementation is the recommended
approach.
Bullet 2 - Any users affected by the deployment must be consulted during the
planning so that their needs can be taken into account and business disruption
kept to a minimum.
Bullet 3 - While some IT staff see the need to implement the tools as soon as
possible, a phased approach to deployment is most appropriate in this case,
given the geographical distribution of users and the business criticality of the IT
services.
Bullet 4 - This option recognizes the investment in legacy data by identifying
the need for data cleansing, validation and migration.
SECOND BEST (3) B This answer correctly identifies and addresses many important factors but is a
little weaker on the involvement of users and the migration of data.
Bullet 1 - Correct. This is a correct statement. Change management should be
involved.
Bullet 2 - Partially correct. Warning users in advance is not wrong but would
not fulfil their needs. It would be better to involve them in the planning so that
any critical business periods can be avoided.
Bullet 3 - Correct. See answer C, bullet 3.
Bullet 4 - Incorrect. Archiving instead of migrating legacy data will undervalue
the investment described in the scenario. Where possible existing data should
be re-used.
THIRD BEST (1) A Bullet 1 - Correct. See answer C bullet 1.
Bullet 2 - Incorrect. Placing users on call is vague and inappropriate. There are
70,000 workstations – placing these users on call will be unacceptable to the
business.
Bullet 3 - Incorrect. Suggests a ‘big-bang’ approach. This is inappropriate in
the context of the scenario. While some IT staff see the need to implement the
tools as soon as possible, a phased approach to deployment is most
appropriate in this case, given the geographical distribution of users and the
business criticality of the IT services.
Bullet 4 - Incorrect. This option disregards any potential value that the existing
data has despite the fact that the scenario describes this as an investment.
DISTRACTER (0) D A very technical answer that does not balance the needs of the business with
the needs of the IT department.
Bullet 1 - Partially correct. Scheduling the deployment with other deployments
is sensible in some cases. However, given the scale of this deployment it could
introduce too much risk.
Bullet 2 - Incorrect. Scheduling the deployment at a suitable time is too vague
– business needs are not mentioned. The users should be consulted about the
deployment, not simply informed.
Bullet 3 - Incorrect. See answer A bullet 3.
Bullet 4 - Incorrect. Putting the responsibility on the users for the migration of
data is wrong.
Syllabus Unit / ITIL SL: SO07 Implementation of service operation
Page 3 of 17
Module supported
Blooms Taxonomy Level 4 Analysis – The ability to use the practices and concepts in a situation or
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.
Application – challenges the candidate’s ability to separate concepts into component

parts. This question demands analysis and decomposition of various factors involved
in implementing service management technologies.
Subjects covered Categories Covered:
• Planning and implementing service management technologies
Book Section Refs SO 8.5 – Implementation of service operation – Planning and implementing service
management technologies
Difficulty Easy
Page 4 of 17
QUESTION Two Scenario Two
Question Rationale This question requires the candidate to understand the roles and responsibilities of
service operation and the suggested organizational structure and to apply them to a
scenario.
MOST CORRECT (5) D Bullet 1 - A centralized service desk to serve both sites is appropriate as both
sites use the same services and the additional number of users is
approximately 10% of the current number of users.
Bullet 2 - Given the size of the organization and the relatively small number of
additional IT staff, a single technical manager is appropriate.
Bullet 3 - Management has stated that there should be minimal impact
resulting from the integration; thus, retaining the existing organization structure
by technology specialization is correct.
Bullet 4 - Assigning shift leaders is a good idea to maintain 24/7 operation of
the IT services.
SECOND BEST (3) A Bullet 1 - Incorrect. Establishing a service desk at each site would be
inappropriate and expensive considering the size of the second site and the
fact that both sites use the same services.
Bullet 2 - Correct.
Bullet 3 - The scenario does not provide enough detail to indicate whether this
is a practical solution. There is a danger that the geographic approach could
result in duplicate roles.
Bullet 4 - Correct.
THIRD BEST (1) B Bullet 1 - Correct.
Bullet 2 - Incorrect. Appointing a technical manager for each site would be
Bullet 3 - Incorrect. Geographically duplicating the technical roles and teams at
both sides will introduce unnecessary bureaucracy and cost and is
inappropriate for the size of the second site.
Bullet 4 - Incorrect. The role of super user can be a helpful addition in some
organizations. However, in this case, it has been suggested as a solution to
provide support for the specialized IT service. As this service will be used at
both sites it would be better to train the service desk staff to provide consistent
support to all users.
DISTRACTER (0) C Bullet 1 - Incorrect. Establishing a service desk at each site would be
Bullet 2 - Incorrect. Appointing a technical manager for each site would be
Bullet 3 - Incorrect. In general it is not a good idea to organize a structure
around the service management processes as this has a tendency to create
silos, i.e. teams and departments that do not communicate with one another.
Further, in this case, it would cause a large amount of change and upheaval,
which management wishes to avoid.
Bullet 4 - Incorrect. First, it is inappropriate to appoint a problem manager for
the sole purpose of dealing with issues arising from the integration. Second,
the scenario states that an established problem management process exists,
so it is likely that this role has already been assigned.
Syllabus Unit / ITIL SL: SO05 Organizing for service operation
Module supported
Blooms Taxonomy Level 3 Applying – Use ideas, principles and theories in new, particular and concrete
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.
Page 5 of 17
Application – Candidates are required to apply their knowledge of service operation
roles and organizational structure to the scenario. This question requires a general
knowledge of the principles and terminology in all of section SO 6.
• Roles
• Service operation organizational structures
• Service desk
Book Section Refs SO 6.7 – Organizing for service operation – Roles
SO 6.10 – Organizing for service operation – Service operation organization
structures
Difficulty Moderate
Page 6 of 17
QUESTION Three Scenario Three
Question Rationale The successful candidate will need to demonstrate an understanding of the service
lifecycle concept and that it does not require all service management projects to
begin with implementing service strategy, but that the strategic issues need to be
addressed. A successful strategy could involve starting by resolving operational
issues first. In this scenario the temptation is to focus on the new business
opportunity because of the discussion about outsourcing and the apparent
importance of this new strategy to the organization. In reality, not addressing the
power failures will mean that the company will not be able to continue doing
business.
MOST CORRECT (5) D This answer ensures the best balance between being responsive and
achieving stability; as well as between being reactive and proactive. The
operational staff are involved at the appropriate level of planning and
execution, and the IT operations manager is not required to implement
processes that are best handled by the CIO or other department heads.
SECOND BEST (3) B From the IT operation manager’s point of view this is not an unreasonable
answer. In some organizations this may be the only option. For example, the
application development team may ‘own’ the relationship with the business for
new services, and the IT operations manager may have little control over
applications and systems supported by business units. This option has merit in
that it focuses on the immediate priorities to ensure that the business is able to
address the power outages, while also building strong operational processes
that will position IT strategically. The downside of this answer is that the IT
operations manager is not positioning the IT department to contribute to the
service lifecycle beyond the service operation phase. As a result IT will remain
a back-office support group, providing reasonable customer service, but not
playing a strategic role.
THIRD BEST (1) C This approach does not effectively deal with the issues currently affecting the
business, nor does it reflect the needed sense of urgency. This approach
would also mean not being entirely honest with the business about the true
aims of the project and how funding will be allocated. The only merit of this
answer is that the project will obtain funding and will achieve some degree of
success. It is a high-risk approach however, and not recommended.
DISTRACTER (0) A This answer misinterprets the concept of the service lifecycle, viewing it as a
set of processes that have to be fully implemented before any value is
obtained. By the time the lifecycle has been implemented, this organization will
be out of business or under government scrutiny. The strategy to improve
communication between technical groups is also flawed. Focusing on internal
performance and the causes of incidents without changing the culture and
practices of those groups will simply sour the relationships further.
Syllabus Unit / ITIL SL: SO01 Introduction to service operation
Module supported ITIL SL: SO02 Service operation principles
Application – This question requires candidates to break down the scenario and
examine its different parts in an effort to determine the best approach. This question
focuses on the relationship between service operation and the other phases of the
service lifecycle. It requires the candidate to determine how to achieve a balance
between being reactive or proactive and seeking stability or responsiveness.
Candidates must take into consideration the fact that this organization is just starting
to implement service management. Overcoming a lack of communication – the result
of informal processes – must also be considered.
Page 7 of 17
• The context of service operation and the service lifecycle
• Achieving balance in service operation
Book Section Refs SO 1.1.1 – Introduction – Overview – Purpose and objective of service operation
SO 1.2 – Introduction – Context
SO 3.1.3 – Service operation principles – Service operation fundamentals –
Processes within service operation
SO 3.1.4 – Service operation principles – Service operation fundamentals –
Functions within service operation
SO 3.2 – Service operation principles – Achieving balance in service operation
SO 3.4 – Service operation principles – Operation staff involvement in other service
lifecycle stages
SO 3.5 – Service operation principles – Operational health
SO 3.6 – Service operation principles – Communication
Difficulty Moderate
Page 8 of 17
QUESTION Four Scenario Four
Question Rationale This question focuses on access management and its application to physical access
and the process of granting access.
MOST CORRECT (5) C This proposal offers the best resolution and also correctly addresses all of the
steps that must be taken to identify authorized users and manage their ability
to access services as required. It reflects the required integration with service
level management (SLM) and ensures agreement is obtained from appropriate
stakeholders. The issue of verifying identity is addressed, as is the need to
remove contractor access upon contract completion. Using an RFC to trigger
the access management process is appropriate in such a case as this where a
large number of staff are affected. The alternative would be to create many
individual service requests that could be time consuming and error-prone.
SECOND BEST (3) B This answer has merit but does not reflect the required integration with SLM
and the need to obtain agreement from stakeholders already defined in the
access management process. It also fails to reflect how IT staff members’
identities will be verified.
Using a service request to obtain access is a good thing; however, in the
situation described in the scenario there is a need to set up a lot of staff at one
time so an RFC is a quick way of achieving this.
Having security conduct background checks seem inappropriate; human
resources would be better suited to the task.
THIRD BEST (1) A This answer lacks specificity in terms of both ensuring that the appropriate
business line managers provide permission and explaining how users’
identities will be verified. Nor is it the best solution from a cost perspective as
IT staff members (who could be engaged elsewhere) are required to escort
contractor personnel.
DISTRACTER (0) D This answer is wrong. It does not contain any action to verify that the user
requesting access is who they say they are and that they have a legitimate
need for access. This answer also does not discuss integration with SLM or
working with stakeholders to agree on the criteria for granting access.
Requiring each staff member to contact the service desk is inefficient and
error-prone.
Syllabus Unit / ITIL SL: SO03 Service operation processes
Module supported
Application – This question demands the analysis and decomposition of various

factors involved in the process of granting physical access, thereby challenging
candidates’ ability to separate concepts into component parts. Candidates must also
determine the appropriate next steps.
• Access management
Book Section Refs SO 4.5.4 – Service operation processes – Access management – Policies, principles
and basic concepts
Figure 4.9 Access management process flow
SO 4.5.6 – Service operation processes – Access management – Triggers, inputs,
outputs and interfaces
Difficulty Hard
Page 9 of 17
QUESTION Five Scenario Five
Question Rationale This question focuses on the potential management issues for an organization that is
faced with the prospect of merging two service desks. One of the service desks is
quite mature and thriving, while the other is newly launched and undergoing
acceptance problems. This question challenges the candidate to consider how best
to proceed.
MOST CORRECT (5) A This answer directly addresses the issues described by the scenario.
Bullet 1 - A formal project is the appropriate approach to re-launching the
service desk. Involving staff from both organizations will allow them to share
experiences and plan a suitable approach.
Bullet 2 - Correct planning of the service desk must include establishing the
right staffing levels to match the needs of the business.
Bullet 3 - Service desk staff must be trained. Providing shadowing and mentor
support from experienced staff is the best approach.
Bullet 4 - The re-launched service desk must be publicized and the
experiences of the subsidiary organization will provide evidence of what can
be achieved and thus gain support.
SECOND BEST (3) C While this answer includes some good points it has one fundamental
weakness - it does not include promoting the re-launch of the service desk.
This is critical to overcoming the resistance to change in this organization.
Bullet 1 - Correct – see answer A, bullet 1.
Bullet 2 - Using the quantity of staff at the subsidiary service desk to calculate
the quantity of staff for the re-launched service desk is an inappropriate
approach. It is highly likely that the needs of the two organizations are quite
different. A proper investigation into the parent organization’s needs is the best
approach and should take into account business expectations, levels of
service, call volumes and nature of incidents.
Bullet 3 - Basing the incident management and service desk procedures on the
subsidiary service desk procedures is a reasonable start, but they must not be
based on these alone. The re-launched service desk may need to support
different business needs.
Bullet 4 - Upgrading the support tool to a common release is a good idea, but
not essential in the short term.
THIRD BEST (1) D Bullet 1 - A little vague. What is meant by “some of the successful elements”?
A full project to re-launch the service desk is a better approach.
Bullet 2 - Creating diagnostic scripts is a good thing and may have some
effect. However, it is unlikely to bring about the cultural change necessary to
overcome resistance from staff.
Bullet 3 - see answer C bullet 3.
Bullet 4 - A service desk must be measured. However, this answer is limited
and does not suggest using the metrics to demonstrate improvements to
customers or staff.
DISTRACTER (0) B While this answer may appear attractive, it focuses entirely on using staff and
experiences from the subsidiary organization. Given the culture and resistance
in the parent organization this approach is likely to antagonize staff in the
parent organization and make matter worse.
Syllabus Unit / ITIL SL: SO05 Organizing for service operation
Module supported
Application – This question requires candidates to analyse the scenario, break down
the challenges, and use the concepts learned to identify the best way to overcome
the challenges.
Page 10 of 17
• Service desk
Book Section Refs SO 6.3 – Organizing for service operation – Service desk function
SO 6.3.4 - Organizing for service operation – Service desk function – Service desk
staffing
Difficulty Moderate
Page 11 of 17
QUESTION Six Scenario Six
Question Rationale This question focuses on the approach to improving problem management.
The issues in the scenario indicate:
• A lack of consistent procedures for creating problem records
• The tools are incorrectly configured and do not support the processes.
Problems should not be created for every incident escalated to second-line
support. This indicates a misunderstanding of the difference between
incident and problem management
• A lack of understanding of the difference between incidents and problems
and how they should be handled.
The scenario also makes it clear that the current situation must be quickly brought
under control; thus reactive problem management should be established first and
proactive problem management will come later.
MOST CORRECT (5) B This answer concentrates on bringing the issues under control as soon as
possible and addresses the points described above.
• Clear procedures are required to clear up the confusion regarding when to
create problem records
• The establishment of common categories will help to align incident and
problem management processes and improve the ability to identify related
incidents and to match incidents to problems
• Reconfiguring the tools will prevent problem records being raised for
escalated incidents. Problems should not be automatically required for
incidents that are escalated to second-line support. This is indicates a
misunderstanding of the difference between incident and problem
management
• Training is needed to clear up the confusion and to enforce and support
the use of the new procedures.
SECOND BEST (3) A • Clear procedures are required to clear up the confusion regarding when to
create problem records
• Trend analysis is a proactive problem management activity. Setting up
trend analysis is not a bad thing to do as long it does not detract from
bringing the current situation under control. It probably does not address
the most urgent issues
• Major problem reviews are a proactive problem management activity. This
does not address any of the current issues and it is too soon in the
development of this organization and their processes to introduce this
activity
• Improving the tool for incident matching will help. However, the answer is a
little vague as to how soon this will happen.
THIRD BEST (1) D Some of the activities described in this answer would be reasonable in some
circumstances. However, in this case they are too vague and do not address
the urgency of the issues in the scenario.
• Reviewing the problem management process is a reasonable thing to do
• The establishment of common categories will help to align incidents and
problem management process and improve the ability to identify related
incidents and to match incidents to problems
• There is no evidence in the scenario that incident or problem priorities are
an issue. In fact the incident management process operates well
• When implementing new procedures it is important to train staff. However,
this answer is vague – it is not clear what the procedures are and who will
be trained.
DISTRACTER (0) C This is answer is vague and does not describe any practical actions that
address the issues described in the scenario.
• Preventing service desk staff from creating problem records will not
Page 12 of 17
resolve the current issues; in fact it could make things worse by delaying
the investigation and resolution of problems
• Relying on the service desk manager and problem manager to create
problems is not a bad idea but it is unlikely to address any of the issues in
the scenario
• Trend analysis is a proactive problem management activity. Setting up
trend analysis is not a bad thing to do long term as long it does not detract
from bringing the current situation under control. It probably does not
address the most urgent issues that need to be dealt with immediately
• Setting up a service improvement plan is a reasonable thing to do;
however, in this case it is unclear what it will achieve. It will not help to
address the urgent issues that need to be dealt with in the initial phase of
getting the situation under control.
Module supported
Application – Requires review, analysis of the scenario, and judgement based on

good practice for determining which approach best summarizes the solution to
address the needs of the organization.
• Problem management
Book Section Refs SO 4.4 – Service operation processes – Problem management, in general but
especially:
SO 4.4.4.2 – Service operation processes – Problem management – Policies,
principles and basic concepts – Principles and basic concepts
SO 4.4.6 – Service operation processes – Problem management – Triggers, inputs,
outputs and interfaces
Difficulty Moderate
Page 13 of 17
QUESTION Seven Scenario Seven
Question Rationale This question focuses on identifying tool requirements that can address issues in the
scenario organization. Most of the tool features are valid – the candidate must select
those most closely related to the scenario.
MOST CORRECT (5) A Each issue in the scenario is addressed by one of the answer options.
Bullet 1. This resolves the interconnectivity issues that event management are
experiencing with their tools.
Bullet 2. Self-help technology will allow users to log and track their own service
requests. This will reduce the number of calls received by the service desk and
improve their ability to deal with the workload.
Bullet 3. The workflow functionality will allow incidents and requests to be
prioritized and escalated to support staff providing clearer instructions
regarding which incidents to deal with and in which order.
Bullet 4. A known error database will provide workaround and resolution
details to all service desk staff. This will enable new and inexperienced service
desk staff members to quickly deal with incidents thus helping to address the
issue of staff turnover.
SECOND BEST (3) B While this answer contains some good ideas, not all of the scenario issues are
addressed. The second-line support and event management issues are
ignored.
Bullet 1. Self-help technology can be used to allow users to log and track their
own incidents. This may reduce the number of calls received by the service
desk but most of these calls will still require first-line support from the service
desk. There will, however, be some improvement.
Bullet 2. Remote control tools allow service desk staff to take over a user’s
workstation and so can improve diagnosis and resolution. This may speed up
resolution and provide more time to deal with the volume of calls.
Bullet 3. Correct – See answer A, bullet 3.
Bullet 4. Correct – Diagnostic tools can help service desk staff improve
diagnosis and resolution. This may speed up resolution and provide more time
to deal with the volume of calls.
THIRD BEST (1) C Only the event management issue is addressed, the others are ignored.
Bullet 2. Incorrect – See answer B, bullet 1.
Bullet 3. Incorrect – Does not address any of the issues. There is no evidence
in the scenario that access management is an issue.
Bullet 4. Incorrect – Does not address one of the issues. IT is not clear what
benefit site-wide access to the service catalogue would bring to this situation.
DISTRACTER (0) D Only the service desk workload is addressed, all other issues are ignored.
Bullet 1. Incorrect – The scenario states that this organization already has an
integrated configuration management system (CMS).
Bullet 3. Incorrect – Under no circumstances should users be able to alter their
own access rights.
Bullet 4. Incorrect – Does not address any of the issues. There is no evidence
in the scenario that release and deployment has any issues.
Syllabus Unit / ITIL SL: SO06 Technology considerations
Module supported
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
Page 14 of 17
Application – The candidate must apply their knowledge of the tools and technology
associated with service operation to the situation described in the scenario.
• Technology considerations
Book Section Refs SO 7.1 – Technology considerations – Generic requirements
SO 7.2 – Technology considerations – Event management
SO 7.3 – Technology considerations – Incident management
SO 7.4 – Technology considerations – Request fulfilment
SO 7.5 – Technology considerations – Problem management
SO 7.6 – Technology considerations – Access management
Difficulty Easy
Page 15 of 17
QUESTION Eight Scenario Eight
Question Rationale This question focuses on the request fulfilment process, particularly its value to
business and challenges.
MOST CORRECT (5) D A good balance of benefits to the business and IT. Addresses the need for the
business to be flexible and responds to the issues in the scenario.
Bullet 1 – A good request fulfilment process should result in fewer delays
because requests and incidents are no longer confused and clear procedures
will be in place for dealing with requests.
Bullet 2 – By exercising central control over all service requests, those that
involve purchasing can be grouped, thus providing the opportunity to obtain
better deals and price reductions.
Bullet 3 – Creating and communicating a definition of the type of requests that
are included in the request fulfilment process is a challenge.
Bullet 4 – Developing a user-friendly self-help interface that users will want to
use is a challenge.
SECOND BEST (3) C Bullet 1 – It is unlikely that all service requests can be fulfilled using the self-
help interface.
Bullet 2 – Correct. The request fulfilment process will ensure that the workflow
functionality of the service management tool can be correctly utilized by
defining the procedure for each type of request.
Bullet 3 – Correct – see answer D bullet 3.
Bullet 4 – Correct – see answer D bullet 4.
THIRD BEST (1) A Bullet 1 – Correct – see answer D bullet 1.
Bullet 2 – Incorrect. It is unlikely that the request fulfilment process will have
any effect on incident resolution time. There is insufficient evidence in the
scenario to know whether this is an issue.
Bullet 3 – Incorrect. The scenario states that this is easy to achieve.
Bullet 4 – Correct. It is unlikely that all staff will want to use the self-help
interface. There should always be a channel for unconfident users to contact
the service desk with their requests. However, to obtain the best ROI from
request fulfilment and self-help, business staff should be encouraged to use it.
DISTRACTER (0) B Bullet 1 – The introduction of a request fulfilment process will not necessarily
reduce the number of staff at the service desk. The process should make
better use of existing staff and resources.
Bullet 2 – Incorrect. The introduction of a request fulfilment process will have
no direct effect on the phone answer time.
Bullet 3 – Incorrect. The scenario states that recruiting additional staff is not
possible. The introduction of a request fulfilment process should allow better
use to be made of existing staff and resources.
Bullet 4 – Correct. It is not necessary for all staff to use the self-help interface.
There should always be a channel for unconfident users to contact the service
desk with their requests. However, to obtain the best ROI from request
fulfilment and self-help, business staff should be encouraged to use it.
Module supported
Application – The candidate must analyse the scenario and choose the benefits and
challenges that are appropriate for the scenario.
• Request fulfilment
Book Section Refs SO 4.3 – Service operation processes – Request fulfilment, in general but especially:
SO 4.3.1 – Service operation processes – Request fulfilment – Purpose and
Page 16 of 17
objectives
SO 4.3.2 – Service operation processes – Request fulfilment – Scope
SO 4.3.3 – Service operation processes – Request fulfilment – Value to business
SO 4.3.6 – Service operation processes – Request fulfilment – Triggers, inputs,
output and interfaces
SO 4.3.9 – Service operation processes – Request fulfilment – Challenges and risks
Difficulty Easy
Page 17 of 17

ITIL®ITIL® Service Operation Sample Exam #2

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ITIL® Intermediate Lifecycle Stream:

SERVICE OPERATION CERTIFICATE

Sample Paper 2, version 6.1

Gradient Style, Complex Multiple Choice

• The service desk has a large turnover of staff

Consequently the following issues have arisen:

SERVICE OPERATION CERTIFICATE

Sample Paper 2, version 6.1

Gradient Style, Complex Multiple Choice

Gradient Style Multiple Choice

1. All 8 questions should be attempted.

Refer to Scenario One

D. • Software deployment should be undertaken by release and deployment management and

Refer to Scenario Two

B. • Establish a centralized service desk with a single service desk manager

D. • Establish a centralized service desk with a single service desk manager

Refer to Scenario Three

Refer to Scenario Four

Refer to Scenario Five

Refer to Scenario Six

Refer to Scenario Seven

D. • An integrated configuration management system (CMS) to support all service operation

Refer to Scenario Eight

A. Benefits will include:

B. Benefits will include:

C. Benefits will include:

D. Benefits will include:

SERVICE OPERATION CERTIFICATE

Sample Paper 2, version 6.1

Gradient Style, Complex Multiple Choice

ANSWERS AND RATIONALES

Scenario Question Correct: 2nd Best: 3rd Best: Distracter:

Application – challenges the candidate’s ability to separate concepts into component

Application – This question demands the analysis and decomposition of various

Application – Requires review, analysis of the scenario, and judgement based on

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