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Thank you for choosing ITIL Foundation Exam Study Guide. This book is part of a family of premium-quality Sybex books, all of which are written by outstanding. Title: ITIL® V3 Foundation Exam - The Study Guide. Editors (Inform-IT): Jan van Bon (Managing editor). Authors: Arjen de Jong. Axel Kolthof. Mike Pieper. itil practice test itil foundation sample questions free itil test itil certification questions. Test 24 Test 25 Test itil questions itil foundation exam study guide pdf.
Capacity mgmt provides inIormation to PM used to deIine problems. Changes are oIten packaged together into a release. ISEB examiners reports always make reIerence to the Iact that a large number oI students do not read the question properly. Implementation oI CM can result in incidents. Noushad P Hamsa. Which of the following is a type of service provider? OIten involved in estimating potential impact oI changes since they could aIIect the availability oI the service Capacity mgmt concerned with the cumulative eIIect oI changes over an extended period.
II change is successIul, all associated incidents and problems can be closed. Availability Mgmt provides inIormation about agreed availability levels. PM identiIies the causes oI unavailability and remedies them.
Availability Mgmt aims to optimize inIrastructure design reducing the number oI incidents and problems. Capacity mgmt provides inIormation to PM used to deIine problems.
PM supports capacity mgmt by identiIying the causes oI capacity related problems and resolving them. PM procedures should support the agreed service quality levels.
Page 16 Configuration Management Objectives: Component oI a business process like people, accommodation, computer systems, paper records, Iax machines, etc.
ConIiguration Management Database: A snapshot oI the state oI a ConIiguration Item and any component or related ConIiguration Items, Irozen in time Ior a particular purpose such as the ability to return a service to a trusted state iI a change goes wrong ConIiguration Management supports all other processes! Scope vs. Detail Relationships Common Types: Page 17 ConIiguration items CIs IT components and services provided CMDB conIiguration management database keeps track oI all IT components, their versions and status, relationships between them Asset management accounting process Ior monitoring assets whose purchase price exceeds a deIined limit, which keeps records oI the purchase price, depreciation, business unit, and location.
Monitors Ieedback about current inIormation such as the status oI IT components, their location, and the changes that have been made to them BeneIits managing IT components high quality IT services eIIective problem solving more rapid processing oI changes better control oI soItware and hardware improved security compliance with legal requirements such as licensing more precise expenditure planning better support Ior Availability mgmt and capacity mgmt solid Ioundation Ior IT Service Continuity Management Activities Planning determine strategy, policy, and objectives oI the process, analysis oI available inIormation, identiIying tools and resources, creating interIaces with other processes, projects, suppliers, etc.
This process also monitors IT components and investments Asset Management.
ConIiguration mgmt provides inIormation about the composition oI the inIrastructure, as well as about each oI the elements. Continuity Mgmt uses the baseline to speciIy recovery requirements and checks that these conIigurations are available at the disaster recovery site.
To implement approved changes efficientlv, cost-effectivelv and with minimal risk to the existing and to the new IT inIrastructure. Only approved changes made, risk and cost minimized.
Change Management Tasks: Category 1 o Little impact on current services.
Category 2 o Clear impact on services. The Change Manager requests advice on authorization and planning. Category 3 o SigniIicant impact on the services and the business. Urgent o Change necessary now otherwise severe business impact High o Change needed as soon as possible potentially damaging Medium o Change will solve irritating errors or missing Iunctionality can be scheduled Low o Change leads to minor improvements A change backout plan must always be possible.
Page 21 Change management always ends with a review oI the change. The addition, modiIication, or removal oI approved, supported or baselined hardware, network, soItware, application, environment, system, desktop build or associated documentation.
Request Ior Change: Form or screen, used to record details oI a request Ior a change to any CI within an inIrastructure or to procedures and items associated with the inIrastructure. Schedule that contains details oI all the Changes approved Ior implementation and their proposed implementation dates.
Change Management Process 1. Request Ior a Change 2. Registration and ClassiIication 3. Monitoring and Planning 4. Approve 5. Authorize Implementation 7. Implementation 8. Evaluate Key Concepts to Study: DeIinition oI change modiIication or addition to any part oI the inIrastructure including hardware, soItware, network, or related documents is a change.
Made routinely. May be supported by change coordinators who represent him or her by liaising with the other areas oI the org. Responsible Ior obtaining required authorization. Responsible Ior planning and coordinating the implementation oI changes. CAB change advisory board meets regularly to assess, prioritize, and plan changes.
Normally only reviews more signiIicant changes Not every change is an improvement but every improvement is a change Change management controls Ilexibility changes put in that could cause an incident vs.
Page 23 IM two sided relationship. CM puts through changes requested by IM to resolve the incident. Implementation oI CM can result in incidents. IM personnel must be inIormed oI the implementation oI changes, so that they can quickly identiIy and resolved any related incidents ConIiguration mgmt tightly coupled, so much so that the two processes can be eIIectively integrated which is recommended by ITIL. Changes are recorded under the control oI conIiguration mgmt and impact analysis oI changes is done by conIiguration mgmt.
Problem mgmt Changes oIten requested to correct errors and solve problems. Changes can introduce new errors and so problems Release mgmt changes oIten result in the development and distribution oI a new set oI applications or technical inIrastructure subject to Release mgmt disciplines.
Changes are oIten packaged together into a release. VeriIies intended improvement is actually obtained.
OIten involved in estimating potential impact oI changes since they could aIIect the availability oI the service Capacity mgmt concerned with the cumulative eIIect oI changes over an extended period. There MUST be an organizational reaction to such attempts. Page 25 ReIease Management Objectives: DeIinitive SoItware Library. Reliable versions oI soItware in a single logical location.
However, soItware may be physically stored at diIIerent locations. Release Policy: Development Testing Live Archive Process: Key Concepts to Study: Page 26 Minor releases and hardware upgrades include a number oI minor improvements and Iixes oI known errors. Emergency Iixes normally implemented as a temporary Iix Ior a problem or known error Release Types Delta release partial release, only includes changed hardware and soItware components.
Not always possible to test all links. Full release all components oI the release unit are built, tested, and distributed in its entirety, including components not changed. May be physically in many locations. Spare components and assemblies are maintained at the same level as their counterparts in the live environment Objectives planning, coordination, and implementing oI soItware and hardware designing and implementing eIIicient procedures Ior the distribution and installation oI changes to IT systems ensuring that the hardware and soItware related to changes are traceable, secure, and that only correct, authorized, and tested versions are installed.
SLM Bottlenecks resistance to change bypassing release management urgent Iixes distribution testing Copyright Business-like relationship between customer and supplier Improved speciIication and understanding oI service requirements Greater Ilexibility and responsiveness in service provision Balance customer demands and cost oI services provision Measurable service levels Quality improvement continuous review Objective conIlict resolution Tasks: Describes services in non-technical terms.
Serves as the standard Ior measuring and adjusting the IT services. DeIines the process parameters oI the Service mgmt processes and operational mgmt. Availability mgmt provides inIo about the actual availability to SLM Capacity mgmt provides inIormation about the impact oI new service or extension oI an existing service on the overall capacity, indicates iI the use made oI a service is within the agreed limits.
CM may aIIect the service levels that have been agreed upon. The measures and costs are included in the SLA. Security mgmt both the IT org and the customer will have certain security requirements.
Those agreements are deIined in the SLA. Security mgmt ensures that the agreed security measures are implemented, monitored, and reported to SLM.
ConIiguration mgmt responsible Ior entering the details oI the components and documentation related to a service in the CMDB, and providing inIormation Irom this database.
This enables SLM to report about the quality oI the service provided. Critical Success Iactors capable Service Level Manager with both IT and business expertise, and a supporting org clear process mission and objectives Copyright Overhead costs associated with monitoring and measuring service levels are easily underestimated Skipping the analysis oI the requirements oI the customer, the design stage, and the development oI the SQP can result in a process which is diIIicult to manage and which does not provide clear, measurable standards SLM documents and process could end up becoming ends in themselves instead oI a means to better the relationship between the IT service provider and the customer Copyright Page 32 Continuity Management Why plan?
Business Impact Analysis: Risk Analysis: Do nothing 2.
Manual workarounds 3. Reciprocal arrangements 4. Gradual Recovery cold standby 5. Intermediate Recovery warm standby 6. Immediate Recovery hot standby Cold start accommodation. Environmental controls; power and communications Hot start cold start computing equipment and soItware 7 Sections oI the Plan: Administration 2. The IT InIrastructure 3. Personnel 5. Security 6. Contingency site 7.
Return to normal Test and Review: Assists in Iast, controlled recovery Must be given wide but controlled access Copyright Page 33 Contents incl. Address risks which cannot or have not been eliminated. Provides recovery options. Page 37 FinanciaI Management Objectives: To provide inIormation about and control over the costs oI delivering IT services that support customers business needs. Costing is a must! Input cost units recommended by ITIL: Fixed - unaIIected by the level oI usage Variable - varying according to the level oI usage Direct - usage speciIic to one service Indirect or Overhead usage not speciIic to one service Capital not diminished by usage Revenue or running diminish with usage Charging Objectives: The process oI predicting and controlling the spending oI money within the enterprise and consists oI periodic negotiation cycle to set budgets usually annual and the day-to-day monitoring oI the current budgets.
Key inIluence on strategic and tactical plans. IT Accounting: The set oI processes that enable the IT organization to Iully account Ior the way its money is spent particularly the ability to identiIy costs by customer, by service, by activity.
The set oI processes required to bill a customer Ior the services applied to them. To achieve this requires sound IT Accounting, to a level oI detail determined by the requirements oI the analysis, billing, and reporting procedures. Variable Fixed constant such as rent oI Iacilities, not related to volume Variable related to IT service being provided, varies with volume Capital vs.
Operational Capital generated by purchase oI assets intended Ior long term use, calculated based on depreciated value Operational generated by day to day costs not directly related to production resources i. Based on these, plan budgets and Iinancial objectives budget ID and setup cost control methods by analyzing cost Ior the service accounting Charge appropriate amount to customer charging Request and receive Ieedback Irom customer about charges Activities Budgeting deIine long term objective oI org and create Iinancial plans Ior speciIic time periods Ensures services are continuously available at reasonable costs Zero-based aIter a Iew years, does not use last years data as basis Ior current year.
Each service is justiIied Incremental previous years data used. Page 43 Capacity Management Objective: To determine the right, cost fustifiable, capacitv oI IT resources such that the Service Levels agreed with the business are achieved at the right time. Used to create a Capacity Management Plan. To estimate the resource requirements to support a proposed application change to ensure that it meets its required service levels.
PerIormance mgmt measuring, monitoring, and tuning the perIormance oI IT inIrastructure components Ior optimum perIormance Application Sizing determining the hardware or network capacity needed to support new or modiIied services and the predicted Iuture workload Copyright Page 44 Modeling using analytical, simulation or trending models to determine the capacity requirements oI services and determining the best capacity solutions.
Allows various scenarios to be analyzed and the 'what-iI questions addressed Workload mgmt dealing with understanding what the various business drivers are doing, and what resources they require a Ioundational component oI modeling, but also stands alone.
Capacity planning developing a Capacity Plan, based on a Capacity mgmt database, analyzing the current situation and predicting the Iuture use oI the IT inIrastructure and the resources needed to meet expected demand Ior the IT services preIerably using scenarios Aims to consistently provide the required IT resources at the right time, and at the right cost, aligned with the current and Iuture requirements oI the business.
BeneIits reduced risks associated with existing services as the resources are eIIectively manage, and the perIormance oI the equipment is monitored continuously reduced risks associated with new or modiIied services as Application Sizing means that the impact oI new or modiIied services on existing systems in known reduced costs as investments are made at the appropriate time reduced business disruption through close involvement with CM when determining the impact on IT capacity.
Preventing urgent changes resulting Irom inadequate or incorrect capacity estimates more reliable Iorecasts providing quicker and more accurate response to customer requests greater eIIiciency as demand and supply are balanced at an early stage manage or even reduced capacity-related expenditure as capacity is used more eIIiciently Inputs technology service levels business plans, strategy, requirements, volumes operational schedules deployment programs project plans Iorward schedule oI change incidents and problems Iinancial plans budges Activities Business Capacity management trend, Iorecast, model, protype, size and document Iuture business requirements Service Capacity mgmt monitor, analyze, tune, and report on service perIormance, establish baselines and proIiles Ior use oI services, manage demand Ior services Copyright Page 45 Resource capacity mgmt monitor, analyze, run, and report on the utilization oI component, establish baselines and proIiles oI use oI components Developing the Capacity Plan Modeling Application sizing monitoring analysis tuning implementation demand management populating the capacity database Outputs capacity plan capacity database baselines and proIiles thresholds and alarms capacity reports service level recommendations costing and charging recommendations proactive changes service improvements revised operational schedules eIIectiveness reviews audit reports Relationships IM, PM, CM, Release mgmt, ConIig mgmt, SLM, FM, ITSCM, Availability mgmt IM inIorms capacity mgmt about incidents logged due to capacity or perIormance issues.
Capacity mgmt provides inIormation about the need Ior capacity and the potential impact oI a change on the provision oI service. InIo about the changes provides valuable input to the Capacity plan. Capacity mgmt measures and monitors perIormance levels and provides inIo Ior checking and changing the agreed service levels when needed Copyright Capacity also provides essential inIo Ior charging capacity-related services.
Essential that the Capacity Plan is consistent with all aspects oI Iinancial planning and plans ITSCM capacity mgmt speciIies the min capacity needed to continue or recover service provision in the event oI a disaster. System, Network, and Application mgrs assisting with the optimization oI resources within their own areas, required to provide advice and assistance on technical issues within their area oI specialized knowledge Bottlenecks Unrealistic expectations lack oI appropriate inIormation supplier input or benchmarks implementation in complex environments determining the appropriate level oI monitoring lack oI management support Copyright To predict, plan Ior and manage the availability oI services by ensuring that: Aspects oI Availability: Reliability Maintainability: Maintenance you do yourselI, as a company Resilience: Redundancy Serviceability: This inIormation is used to create the Availability Plan.
SLAs provide an input to this process. Availability IT service is continually available to the customer, little downtime, rapid service recovery Reliability the service is available Ior an agreed period without interruptions, increases iI downtime prevented Maintainability and recoverability activities needed to keep the service in operation and restore it when it Iails, includes preventative maintenance and scheduled inspections Serviceability contractual obligations oI external service providers.
DeIine the support to be provided Ior the outsourced services Objectives provide cost eIIective and deIined level oI availability oI the IT service that enables the business to reach its objectives Copyright Sum oI the detection time and resolution time. Relates to recoverability and serviceability Mean time between Iailures mean time between the recovery Irom one incident and the occurrence oI the next, uptime. Relates to reliability Mean time between system incidents meant time between the occurrences oI two consecutive incidents.
Capacity provides inIormation about the inIrastructure.
The two processes oIten exchange inIormation about scenarios Ior upgrading or phasing out IT components and about availability trends that may necessitate changes to the capacity requirements ITSCM provides inIormation about critical business process.
Many measures taken to improve availability also enhance ITSCM and vice versa PM directly involved in identiIying and resolving the causes oI actual or potential availability problems IM provides reports to determine the achieved availability Copyright Page 50 Security mgmt security criteria have to be considered when determining availability requirements. Availability mgmt can provides inIo to Security mgmt about new services.
CM availability mgmt inIorms Change mgmt about maintenance issues related to new services and elements thereoI. Initiates change mgmt process to implement changes necessitated by availability measures. Page 51 Copyright EXIN exams are available in eleven languages. This certiIicate is awarded aIter exam participants achieve a passing grade oI 65 on a multiple-choice examination.
It identiIies that the holder has in depth knowledge oI the applicable ITIL process and is capable oI managing and implementing that process in an organisation. This certiIicate is awarded aIter exam participants achieve a passing grade oI 60 on a multiple-choice examination. It also identiIies that the holder is capable oI overseeing and managing an entire IT Service Management department either in the implementation stages or in a standing organisation. This certiIicate is awarded aIter participants meet the Iollowing criteria: Receive a passing grade oI 50 on a management skills assessment Receive a passing grade oI 50 on the Service Support examination and a passing grade oI 50 on the Service Delivery examination Typically the Managers course is 2 x 1 weeks training and costs Ior the Managers exam are per paper, and there are 2 papers to take.
If you prefer self-study over the more expensive training course, but you don't want to skimp on information or preparation, then this study guide is for you. Liz Gallacher has implemented improvement programs based on the ITIL framework for many different organizations. Helen Morris has implemented improvement programs for a wide variety of organizations, based on IT Service Management best practice.
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