Name: ITIL Service Offerings and Agreements
Brand: ValidExamDumps
SKU: ITIL-SOA
Price: 20 USD
Availability: InStock
Rating: 4.8 (405 reviews)

Free PeopleCert ITIL-SOA Exam Actual Questions

The questions for ITIL-SOA were last updated On Jun 13, 2025

At ValidExamDumps, we consistently monitor updates to the PeopleCert ITIL-SOA exam questions by PeopleCert. Whenever our team identifies changes in the exam questions,exam objectives, exam focus areas or in exam requirements, We immediately update our exam questions for both PDF and online practice exams. This commitment ensures our customers always have access to the most current and accurate questions. By preparing with these actual questions, our customers can successfully pass the PeopleCert ITIL Service Offerings and Agreements exam on their first attempt without needing additional materials or study guides.

Other certification materials providers often include outdated or removed questions by PeopleCert in their PeopleCert ITIL-SOA exam. These outdated questions lead to customers failing their PeopleCert ITIL Service Offerings and Agreements exam. In contrast, we ensure our questions bank includes only precise and up-to-date questions, guaranteeing their presence in your actual exam. Our main priority is your success in the PeopleCert ITIL-SOA exam, not profiting from selling obsolete exam questions in PDF or Online Practice Test.

Question No. 1

Refer to Scenario

An IT services company has been providing hosted and managed IT services to a number of major customers for over 20 years. It has invested heavily in ITIL-based service management processes over the last five years, which has resulted in an increase in the quality of the IT services and an increase in customer satisfaction with the services. This activity has led to a significant growth in the number of customers that the company serves.

The company has implemented all of the service design, service transition and service operation processes to some extent, and is now developing other processes based on ITIL service strategy. As a result of this latest activity they have recognized that their existing service management tool is limited in its ability to support several existing processes, and all of the planned new ones. The supplier of the existing tool is reducing its investment in future development of the tool and is, therefore, unwilling to commit to any additional new facilities or functionality. This has now become an issue for the company and, as a result, they are looking to replace the existing tool with a more comprehensive alternative.

The company plans to develop a requirements specification for the replacement tool and is redwing the areas that need to be considered, including its deployment throughout the organization. The budget for the new tool is limited, therefore it is essential that the new tool can be implemented and used as quickly as possible in order to obtain maximum return on investment (ROI).

Which one of the following options provides the BEST description of the areas that should be addressed by the requirements specification for the new tool?

AThe usability and functionality of the new tool
The ability to customize the tool to the organization's requirements
The planned use of the tool within the organization, together with the number of customers and users of the services and their geographical locations
The plans for the deployment and the associated documentation needed for the tool.

BThe utility and warranty of the new tool
The conformance of the tool to international open standards
The planned use of the tool within the organization, together with the type and number of licenses required for its deployment
The timing of the deployment and the associated tool training and education.

CThe utility and warranty, and service acceptance criteria of the new tool
The ability to customize the tool to the organization's requirements
The number of potential users of the tool together with the number of licenses and their geographical locations required for its deployment
The timing of the deployment and the associated tool documentation.

DThe utility and warranty, and service acceptance criteria of the new tool
The ability to migrate data from existing tools and to integrate with other tools
The planned use of the tool within the organization, together with the type and number of licenses required for its deployment
The type and timing of the deployment and the associated tool training and education.

Show Answer

Correct Answer: D

Question No. 2

Scenario

An IT services company provides IT services to many customers. The company has grown rapidly over the last three years and has recognized the need to implement service management processes to ensure that they continue to provide services that meet their customer's needs. A service management implementation project was set up a year ago and most processes are now in place including service level management and service catalogue management. In addition a business relationship manager has been allocated.

An opportunity has arisen to engage a new customer, which could lead to a very large contract. Contact has been made with the potential customer and a meeting arranged. This will be the first time that these processes have been used to engage a new customer and the IT service manager wishes to make sure that all concerned are clear of their roles.

Refer to Scenario

Which one of the following options CORRECTLY assigns the responsibilities to the service level manager, service catalogue manager and the business relationship manager?

Responsibilities:

AService catalogue manager - 3, 7, 8, 9
Service level manager - 1, 2, 4
Business relationship manager- 5, 6, 10

BService catalogue manager - 1, 7
Service level manager - 3, 4, 6, 8, 10
Business relationship manager- 2, 5, 9

CService catalogue manager - 1, 8
Service level manager - 2, 3, 5, 9
Business relationship manager- 4, 6, 7, 10

DService catalogue manager - 1, 8, 9
Service level manager - 2, 3, 5, 7, 10
Business relationship manager- 4, 6

Show Answer

Correct Answer: D

Question No. 3

Scenario

A large, privately owned company has an internal IT organization that runs most of its IT operations from the head office. There has been a history of confusion about what is required from the services and what has actually been achieved, particularly from a warranty perspective. This has resulted in a strained relationship between the business units and the IT organization.

Some service-based agreements exist between IT and the customers, where all levels of response to incidents were set to the same targets. Availability targets have not been reviewed for at least two years. There have been a number of complaints by key customers claiming that the IT staff have been resolving incidents and implementing change requests based on operational ease rather than business priority. This is despite operationally robust processes being in place for incident, change and problem management.

A plan has been put in place to improve the level of the IT service delivered to the organization.

Retirement of the post-holder meant that the first action was to appoint a new IT director. The opportunity was taken to select a candidate from an external organization, who was committed to the ITIL framework. The new IT director believes that good IT service management practices are essential.

The IT director plans to implement many of the service management processes and has already overseen the creation of a basic service catalogue. The IT director is sure that many of the current issues can be rectified through the implementation of service level management (SLM) and has therefore directed that service level agreements (SLA) be introduced for the services provided before moving onto other areas. You have been asked to lead the project to establish SLAs for the IT services.

Refer to the Scenario.

Which one of the following sequence of activities would be the BEST approach to establishing service levels agreements (SLA) in the organization?

AIdentify all of the services currently delivered using the service catalogue.
Define a primarily customer-based approach to implementing service levels agreements (SLAs).
Using a pre-prepared pro-forma service level requirements (SLR) template, meet with the appropriate customer representatives to discuss and document their service level requirements.
Arrange meetings with the appropriate IT teams, specifically those involved in incident, availability and capacity management, to discuss, document and agree the levels of service required.
Draft agreements from these discussions are then reviewed by service operations to ensure that no existing agreements will be compromised and, once this has been confirmed, the
SLA is formally reviewed, agreed, and signed by both the customer and IT.
The service level targets are then formally communicated, monitored, reported upon and reviewed at the agreed intervals.

BIdentify all the services currently delivered using the service catalogue.
Define a primarily service-based approach to implementing service level agreements.
Using the service templates already in use, meet with the appropriate customer representatives and, after discussion, produce formal SLRs which document the levels of service that the customer needs.
Arrange meetings with the appropriate IT teams, specifically those involved in incident, availability and capacity management, to discuss, document and communicate the levels of service required.
From these discussions operational level agreements (OLAs) are then produced.
The SLRs and OLAs can be formally monitored, reported upon and reviewed at the agreed intervals.

CMeet with the IT operations team, specifically, those involved in incident, availability and capacity management, to define what level of service they can offer to the business against each service in the service catalogue.
Meet with the appropriate customer representatives to give them a clear understanding of the levels of service IT can offer.
Produce and agree an SLA and ensure it is signed by representatives of both parties.
Document and agree OLAs with the service operation teams.
Ensure all parties understand their responsibilities and enforce penalties for non-compliance.
Once both agreements have been signed, all service level targets are then formally monitored and reviewed.

DIdentify all of the services currently delivered using the service catalogue.
Define a primarily service-based approach to implementing service level agreements.
Meet with the appropriate business representatives and, after discussion, produce a formal SLA that guarantees the levels of service that the business needs.
Arrange meetings with the appropriate IT teams, specifically those involved in incident, availability and capacity management, to inform them of the service levels you have agreed
Document and agree OLAs with the service operation teams.
Once these are agreed and signed the OLAs are passed back to the business to demonstrate that IT will support the SLA and to build upon the trust between the two parties.

Show Answer

Correct Answer: A

Question No. 4

Scenario

A financial services organization has undergone a period of rapid expansion. From its operating base it has expanded to serve customers in over 25 countries spread around the globe. There are plans to enter more markets in the next 12 months.

The key stakeholders involved in the global expansion project have briefed the chief information officer (CIO) on the plans. They have identified IT service performance as one of the major threats to the plan. The CIO has been under pressure from the board due to poor IT service performance in the previous six months. The chief concern has been significant performance variations in network connectivity and communications.

The organization currently has three contracts with different local external suppliers in operating markets supporting three IT network hubs. Whilst the suppliers are all happy to follow local internal IT processes, getting the three to work together on incidents or changes has proved increasingly difficult.

A number of outages have resulted in a blame culture where even the local internal IT departments have been sympathetic to their service providers, resulting in strained relationships between these internal departments at an operational level.

Other issues encountered at one or more locations have included:

* Long-term service improvements have been sacrificed in favour of short-term fixes that avoid the payment of contract penalties by the suppliers

* Changes in ownership of the customer relationship by the suppliers

The CIO believes that a lack of communication between suppliers has been the key cause of failures.

All three supplier contracts are due for renewal in the next 12 months. After consultation, a decision to re-tender for network services has been taken by IT, and approved by the CIO and the board of directors.

Refer to the Scenario.

When considering suppliers, which one of the following options would BEST ensure that network issues are addressed in order to meet the needs of the financial services organization?

AConsideration should be given to entering into a partnership with three local suppliers who have worked together before in similar circumstances. This will ensure both communication and local cultural differences are addressed.
Supplier management should have a single, defined local point of ownership with responsibility granted for operational management of issues.
The threat of contractual penalties should be removed to encourage suppliers to think longer term about sustainable service improvements.
Suppliers will commit to the use of local IT processes to ensure compliance and good communication.
Suppliers are to ensure that staff engaged in the contract (in particular the account managers and customer service managers) are fully ITIL trained so they understand and can implement service management best practice disciplines.

BConsideration should be given to entering into a partnership with a single supplier where mutual trust and a good relationship can be established.
Supplier management should have a single, defined point of ownership within each country to manage all local operational issues.
A risk-reward framework should be mapped out as an incentive for the supplier to solve local issues.
A strategic alignment should be sought with the supplier where values, goals and cultural fit are similar to that of the financial services organization.
The supplier should set up its own dedicated global account management team to deal with transition and on-going issues by working with local IT support teams.

CConsideration should be given to entering into a partnership with a single supplier where mutual trust and a good relationship can be established.
Supplier management should have a single, defined point of ownership with local responsibility granted for operational management of issues.
A long-term, risk-reward framework should be mapped out to encourage the supplier to work towards sustainable service improvements instead of shorter-term quick fixes.
A strategic alignment should be sought with the supplier where values, goals and cultural fit are similar to that of the financial services organization.
Implementation of a joint partnership team to initially ensure a smooth transition of the service to the new supplier and to subsequently manage on-going service improvement.

DConsideration should be given to re-contracting with the three current local suppliers. There is no suggestion that they are technically incompetent; it appears to be communication and local cultural differences that cause problems.
Supplier management should have a single, defined local point of ownership with responsibility granted for operational management of issues.
The threat of contractual penalties should be removed to encourage suppliers to think longer term about sustainable service improvements.
Communication issues should be addressed by ensuring all incidents are reported to a single global service desk that the financial institution should implement.
Suppliers are to ensure that staff engaged in the contract (in particular the account managers and customer service managers) are fully ITIL trained so they understand and can implement service management best practice disciplines.

Show Answer

Correct Answer: C

Question No. 5

Scenario

An IT security company provides secure data services to many large financial organizations in several countries. The company has an administrative headquarters in its home country and a data centre in each country of operation.

Each data centre obtains support for services from third-party contracts provided by a number of suppliers. All supporting services are scoped and documented, and are aligned to the corporate strategy and the regulations in force in each country. The security services company maintains and regularly reviews a preferred supplier list from which suppliers are selected as required.

A service desk function is provided by one of the suppliers. Over the last 10 years, a strong relationship has been built up with the supplier based on the high-quality, consistent service they have provided. The nature of the financial business requires the service desk contract to contain severe penalty clauses that can be enforced if the agreed service levels are not maintained, although these have never been required.

A number of complaints have been received from a new banking customer highlighting that, over the previous three months, the level of service provided by the service desk in the management and handling of incidents has been inconsistent, and many incidents have not been resolved in line with agreed targets.

The IT security company has a service level manager who has performed the role for many years. Recently, a new supplier management process was implemented and a supplier manager appointed. Some confusion has arisen over how, and by whom, the recent complaints should be dealt with.

Refer to the Scenario.

You have been asked to resolve the confusion over the service level manager and supplier manager roles. Which one of the following options BEST represents the correct division of responsibilities and will also address the current complaints regarding the service desk supplier?

AService level manager: Apologize to the customer and compensate them financially for the poor service levels. Assure them that, under the terms and conditions of the contract, a review with the service desk will be carried out and that the supplier will be strictly monitored against agreed targets and penalties imposed, potentially leading to contract termination.
Carry out a risk analysis of the supplier and their contract.
Supplier manager: Log the complaints. Set up a review of the supplier and the service desk function. Invoke the contract's penalty clause to recover compensation from the supplier. Increase the supplier's risk rating. Initiate a service improvement plan in conjunction with continual service improvement.

BService level manager: Log the complaints. Inform the customer that the complaints will be reviewed as a matter of urgency. Collect evidence of failures and pass to the supplier manager. Ensure that the complaints are dealt with efficiently and effectively and improvements are initiated where appropriate. Keep the customer informed of both progress and outcome.
Supplier manager: Arrange a meeting with service desk supplier to investigate the complaints. Review performance of the supplier for all the services they deliver to the company's customers. Report findings back to service level manager.

CService level manager: Log the complaints. Inform the customer that the complaints will be discussed with the supplier at the next scheduled review meeting. Assure the customer that the contractual disputes process will be invoked to ensure that the complaints are dealt with in an efficient and effective manner. Inform the customer of the actions taken.
Supplier manager: Discuss the complaints with the supplier at the next review meeting
Initiate the dispute process with the supplier. Carry out a risk analysis of the supplier and their contract.

DService level manager: Inform the customer that the complaints will be reviewed as a matter of urgency. Assure the customer that a disputes process is in place to ensure that the complaints are dealt with in an efficient and effective manner. Inform the customer that they will be updated on the outcome. Review performance of the supplier for all the services they deliver to the company's customers.
Supplier manager: Log the complaints. Quickly arrange a meeting with service desk supplier to investigate the complaints. If necessary, initiate the dispute process.

Show Answer

Correct Answer: B