ITIL Intermediate Lifecycle Stream:

CONTINUAL SERVICE IMPROVEMENT (CSI) CERTIFICATE

Sample Paper 1, version 5.1

Gradient Style, Complex Multiple Choice

SCENARIO BOOKLET
This booklet contains the scenarios upon which the 8 examination questions will be based. All questions are contained within the Question Booklet and each question will clearly state the scenario to which the question relates. In order to answer each of the 8 questions, you will need to read the related scenario carefully. On the basis of the information provided in the scenario, you will be required to select which of the four answer options provided (A, B, C or D) you believe to be the optimum answer. You may choose ONE answer only, and the Gradient Scoring system works as follows: If you select the CORRECT answer, you will be awarded 5 marks for the question If you select the SECOND BEST answer, you will be awarded 3 marks for the question If you select the THIRD BEST answer, you will be awarded 1 mark for the question If you select the DISTRACTER (the incorrect answer), you will receive no marks for the question

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

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Scenario One
A medium-sized company specializing in educational products for children aged two to six was started seven years ago and has a great reputation. The company has won numerous awards. There is a growing interest in going international. The company recently showed their products at various trade shows in Europe and the Americas. The head office employs about 75 people, seven of them in IT. There is currently only one manufacturing plant, which employs 200 people and which has experienced difficulty keeping production in line with demand. The company must now expand both locally and abroad, and so has recently announced the following business strategies: Streamline business operations to reduce the bottlenecks impeding the launch of new products Concentrate on increasing the market share of key products by eliminating the manufacturing of products that are not selling well Improve production capacity and capabilities by moving to new production sites in Europe and the Americas

The chief information officer (CIO) wishes to increase the awareness and acceptance of a continual service improvement (CSI) approach amongst IT staff. The CIO believes that the continual service improvement programme will lead to closer integration between IT and the business. You have recently been appointed as the CSI manager. Previously a SWOT (strengths, weaknesses, opportunities and threats) analysis was conducted by a selection of staff from the IT team. This was intended as input to the IT strategy that is about to be developed, part of which included a SWOT analysis of continual service improvement within the company. The results of the SWOT analysis are shown below. STRENGTHS IT management demonstrate their commitment to CSI A CSI manager is in place People in the company have the right attitude, values and commitment IT processes are based on ITIL and at maturity level 3 WEAKNESSES The company is predominantly reactive in its CSI initiatives The company has somewhat stagnant processes which have not been reviewed for improvement for some time There is a lack of monitoring and reporting tools Existing service management data is insufficient to provide insight into CSI opportunities

OPPORTUNITIES Invest in an integrated IT service management tool to remove IT bottlenecks Implement a new reporting mechanism and tools for knowledge management to streamline IT operations Institute knowledge transfer and coaching for staff to make them more productive

THREATS Competition is already in existence New regulatory requirements will require additional effort New technology as the result of business expansion plans is expected to be supported Lack of trained staff creates bottlenecks in support activities Lack of use of formal knowledge management

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Scenario Two
You work for a company that has experienced dramatic growth over the past ten years. Unfortunately, the IT organization has not scaled its growth to meet the needs of the new business circumstances, resulting in a very reactive service management culture. The business does not appear to understand or value IT. In order to show the business the contribution that IT is making to the company, some basic reporting has been developed, mostly around the service desk and key system availability. There is reporting capability in the areas of network and server availability but the concept of end-to-end service reporting is not well-understood. A new chief information officer (CIO) has been employed who is an advocate of process and objectives measurement. As the new continual service improvement (CSI) manager, you are tasked with creating a continual improvement culture in the company with solid monitoring and measuring practices. You plan to introduce the ITIL seven-step improvement process to the company. You recognize, however, that previous efforts have stalled shortly after they began, as the IT team has a tendency to see continual improvement as a short-term initiative. The CIO is enthusiastic about implementing a robust process for CSI that will provide ongoing value, but also requires that some immediate benefits be realized.

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Scenario Three
You have just started a new job as a change manager. You are committed to ensuring that the change management process is aligned to the business needs of your company. Initial investigations show that the only documentation available in the company is a change management process flowchart with no reports on process performance produced. Your initial observation is that there are a high percentage of emergency changes being made within the company (compared to what you have been used to in other companies). Changes are logged into a tool that has been designed and implemented in-house. Although the database structure is sound and the information is useful, you suspect that more changes are made than are actually recorded. You extract some data for analysis that confirms your suspicion about emergency changes. (See Table 1 below) Table 1 Extract from the change management database Change Priority: Period_1 Period_2 Period_3 Period_4 Period_5 Low 11 15 9 12 16 Medium 25 34 39 33 27 High 25 24 28 21 19 Emergency 21 23 18 17 9 Total 82 96 94 83 71 Emergency % 25.69 23.95 19.14 20.48 12.67

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Scenario Four
Your companys IT organization has a service quality programme that has been fairly successful at achieving quality improvements, although the business seems not to be aware of this. Although service quality reports are regularly generated and presented to the business, the reports dont seem to be changing the business behaviours, nor does the business seem to recognize how much of an effort the IT organization is now making to communicate these real and positive results. Continual service improvement (CSI) has now been initiated as part of a larger service quality programme. A strong education and awareness program has been conducted to make sure stakeholders at all levels in the company are aware of the CSI efforts and their potential value to the company. As the CSI manager, you have indicated to the rest of the service quality programme team that there are three main target audiences that must be reached with seven-step improvement process information: the business, the IT management team, and the remainder of the IT organization engaged in the daily work of running the IT departments. While you feel that good progress has been made in many areas, you are still of the opinion that interactions with the business need to be improved further.

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Scenario Five
You have recently been appointed as continual service improvement (CSI) manager for your company. You have had many years experience with implementing ITIL best practices across other companies. Within the IT organization, many of the ITIL processes have already been implemented and the company has now decided to mature its practices by adopting the ITIL service lifecycle. CSI has been selected as one of the first stages of their service lifecycle to implement.

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Scenario Six
The IT director has recently approved an ITIL implementation programme. Availability management is currently done at the component level (network, and server monitoring), but there is no end-to-end service monitoring. This is seen as a key requirement as there is a customer perception gap between what is published in the monthly availability reports and the end user experiences. A new service management tool has recently been purchased. An incident management process is in place and configuration item data is captured at the incident logging stage within the tool. Use is made of reports from the change management process to identify where there has been an impact on services. There are some alerts being generated to the technical teams through event management, both during and outside of business hours. Even though the budget available is limited, the IT director requires that there be some data analysis done which is capable of capturing the end-to-end service availability. This will enable IT to act upon performance deficiencies and to facilitate a real demonstration of IT service improvement.

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Scenario Seven
You are the service manager for your company, and you have led your team throughout the implementation of many of the ITIL processes. You are generally happy with the adoption throughout the IT organization, particularly in the areas of change, incident, and service level management, which have been given positive endorsement from the business. The culture of your team is becoming far more service-oriented and, as your role expands, it is agreed that you will recruit for a continual service improvement (CSI) manager. A strong candidate will facilitate continued momentum with the existing processes, as well as the implementation of new processes. As part of your recruitment planning you are keen that the CSI manager should have the following qualities: Strong relationship management A good understanding of the IT services and the customers business Good communication skills

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