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Free PeopleCert ITIL-SOA Exam Actual Questions

The questions for ITIL-SOA were last updated On Apr 28, 2025

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Question No. 1

Scenario

A commercial IT services company has been successful for many years. Its key strategic differentiator has been the provision of new services to meet customers' needs in very short lead times. Recently profits have dipped, forcing senior management to take a look at the lifecycle costs of providing the IT services to their external customers.

The organization has had a service catalogue containing customer and supporting views for some time. It is an essential source of information about the IT services and is used by both the business relationship managers and the IT services teams. Services are designed internally but often transitioned and operated in partnership with other suppliers.

For each service, the service catalogue currently contains:

* A description of the service

* Summary of the service level targets

* The level of support and support details

* Details of the supporting services and components

* Details of services obtained from suppliers

When sales leads are obtained from potential new customers, the requirements are compared with services in the service catalogue and, if no matching service can be found, a project is set up to quickly develop a new service. In the past this has been justified as meeting the needs of the customers, and full business cases were not developed.

A senior service manager has suggested introducing a service portfolio management process and needs to get the support of the IT management team. The management team wishes to know what extra information would be included in a service portfolio over and above what is already in the service catalogue and what value it would be to them.

The company is looking to restrict investment in new resources. Therefore, only a few projects can be authorized in the next budget cycle.

Refer to the Scenario.

Which one of the following sets of statements BEST describes the elements that a service portfolio contains in addition to the elements in a service catalogue, and describes the additional value service portfolio management would bring to the IT services company in resolving their current issues?

AThe service portfolio will include: resource allocation; support terms and conditions; ordering and request procedures; the value proposition; offerings and packages.
The service portfolio will show where additional resources will be required to operate new services.
Service portfolio management will enable the organization to rationalize existing services to optimize the use of resources.

BThe service portfolio will include: business cases; risks; business outcomes supported; cost and pricing.
The service portfolio will show the proportion of resources acquired from key suppliers so that the cost of new services can be accurately estimated.
Creating a service portfolio that includes services in the service pipeline, as well as those in the service catalogue, will enable new services currently being developed to be included in service offerings. This increased visibility of new services extends the range available for new opportunities.

CThe service portfolio will include: ordering and request procedures; service level targets; support terms and conditions; details of services obtained from suppliers.
The service portfolio will show the resources and capabilities that are needed to improve the services in the service catalogue.
Service portfolio management will enable the organization to expand the service catalogue to include details of service requests and standard changes, providing a valuable self-help portal to users.

DThe service portfolio will include: business cases; risks; investment priorities; value propositions.
The service portfolio will show where resources are used across all stages of the service lifecycle both within the provider and where they have been acquired from suppliers.
Service portfolio management will improve the organization's ability to compare potential investments and make sound decisions.

Show Answer

Correct Answer: D

Question No. 2

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. 3

Scenario

The IT organization of a manufacturing company is carrying out an annual review of its service portfolio. There is limited budget available for the next year and some projects may be delayed or cancelled. The company has control of most of its IT services, however some are mandated by the company's corporate owners.

The following services are under review:

* Service 1: Web ordering service. This is a new service that will enable the company to fulfill its strategy to sell products on-line and increase its customer base by 20%. Only high-level business requirements have been established so far but. if the project goes ahead, the system will be provided by a supplier using standard applications and technology. A business case has been created which shows the ratio of value-to-cost to be much greater than one.

* Service 2: Sales office service. The service has grown from a number of separate applications that have been combined into one suite. The technical solution for each application is similar but some use different versions of the same operating system. The applications themselves provide the required utility and support their business outcomes well. There is some overlap in functionality across the set of applications contained in the service suite.

* Service 3: Finance reporting service. The service is used by the finance department to create statutory reports to fulfill legal obligations. The service is hosted on a legacy system. The cost of supporting the service is increasing gradually and the return obtained from the service is decreasing. Eventually the service will be replaced by the new enterprise resource planning (ERP) service. It is projected that, over the next two years, the ratio of value-to-cost will drop to less than one.

* Service 4: This is a new ERP service that is being implemented across all companies in the corporate group. It will eventually replace many existing services including the finance reporting service. The service has been approved and chartered, and has a current status of "design". A large number of assets have been allocated to this project. As this service is mandated by the corporate owners, no further decision is required.

Refer to Scenario:

As part of the service portfolio management team you have been asked to recommend whether investments should be made in these services in the next year.

Which of the following options is the BEST set of decisions to make for the services?

AService 1 - invest. Charter the service and set up a service design project
Service 2 - replace. Set up project to replace the set of applications with a single application designed to support the business outcomes
Service 3 - retire. Mark the service for retirement and set up a retirement project. This will make best use of resources and ensure that information is migrated to the ERP service.

BService 1 - promote to the service catalogue, project
Service 2 - retain. Keep the service and support
Service 3 - delay decision. It is likely that this project will use assets that will be allocated review. Allocate resources to the transition stage of the it in its current form service will be retired, but not yet. The retirement elsewhere this year. Reconsider at next annual

CService 1 - invest. Charter the service and set up a service design project
Service 2 - rationalize. Set up a project to identify the best way of retaining the support of the business outcomes but eliminating the duplication of functionality and supporting components
Service 3 - delay decision. It is likely that this service will be retired, but not yet. The retirement project will use assets that will be allocated elsewhere this year. Reconsider at next annual review.

DService 1 - promote to the service catalogue. Allocate resources to the transition stage of the project
Service 2 -- re-factor. Set up project to redesign the applications to concentrate on the core functionality of the service
Service 3 - retain. As the service is needed to fulfill legal and statutory compliance it should be retained.

Show Answer

Correct Answer: C

Question No. 4

A major international company owns shopping malls in many countries. They are responsible for the security, safety and comfort of shoppers visiting the stores in the mall and the facilities management of the locations. The company relies on IT services provided by its IT division. The IT division consists of a corporate IT department at the company's headquarters and a local IT team at each mall. The IT division obtains IT services and products from over 100 different suppliers globally.

The management of suppliers within the IT division is currently performed by the local IT teams in each country, often by the most appropriate technical manager. This has resulted in inconsistent processes and levels of service across the countries.

The management team realizes that this is an ineffective use of IT resources and will have an impact on the future growth of the company. They are currently reviewing the situation and wish to develop supplier management processes that are more closely aligned to ITIL practices. The management team recently conducted a survey of all of the local IT teams within the different countries to collect details about the number and type of contracts and suppliers.

The IT division has developed and implemented many other ITIL processes over the last two years, which has led to significant improvements. The management team would like to build on this success and develop and implement a supplier management process. You have recently joined the corporate IT department and have been given the results of the survey carried out by the management team.

Refer to Scenario

Which one of the following options is the BEST sequence of activities to adopt in order to implement a supplier management process and to bring the current situation under control?

A1. Design and develop a supplier management process.
2. Define and agree a supplier policy.
3. Use the results of the survey to categorize each supplier to determine the type of relationship required.
4. Establish and populate a supplier and contract management information system (SCMIS) from the survey feedback.
5. Deploy the process in the corporate IT department as a pilot.
6. Agree which individuals in the corporate IT department and local IT teams are accountable for the management of each contract and supplier.
7. Deploy the process in the remaining countries and conduct a program of awareness and training.

B1. Define and agree a supplier policy.
2. Design and develop a supplier management process.
3. Use the results of the survey to categorize each supplier to determine the type of relationship required.
4. Establish and populate a SCMIS from the survey feedback.
5. Agree which individuals in the corporate IT department and local IT teams are accountable for the management of each supplier.
6. Deploy the process in all countries and conduct a program of awareness and training.
7. Identify where there are duplicate or multiple contracts in place with suppliers and instigate an initiative to review these with the relevant suppliers.

C1. Carry out a further review of the suppliers used by each store in each country.
2. Establish and populate the SCMIS from the results of the exercise.
3. Design and develop a supplier management process.
4. Define and agree a supplier policy.
5. Appoint a supplier manager from the corporate IT department to manage all contracts and all suppliers.
6. Deploy the process in all countries and conduct a program of awareness and training.
7. Renew all contracts to try to obtain better terms and conditions.

D1. Define and agree a supplier policy.
2. Agree which individuals in the corporate IT department and local IT teams are accountable for the management of each supplier.
3. Use the results of the survey to categorize each supplier to determine the type of relationship required.
4. Establish and populate a SCMIS from the survey feedback.
5. Design and develop a supplier management process.
6. Deploy the process in all countries and conduct a program of awareness and training.
7. Work with the service level manager to ensure that all contracts correctly underpin service level agreements.

Show Answer

Correct Answer: D

Question No. 5

Scenario

A company provides an internet-based gift delivery service which is highly dependent upon IT services provided by the internal IT organization. A year ago the customer payments service that supports the gift ordering website regularly experienced poor availability. The organization hired a service management consultant to assess why the IT services were performing poorly and to rectify the situation.

As part of the solution, the consultant implemented service level management and adopted the role of interim service level manager. Service level agreements were negotiated with the business and agreed. The necessary underpinning agreements were negotiated and put in place. Regular monitoring and reporting was implemented. Monthly service review meetings with the business unit managers were established to discuss IT service performance and any issues and improvements. Within a year of the start of the initiative the gift ordering website IT service was performing at 98.7% availability, a significant improvement.

This month's service review meeting was attended by the chief executive officer (CEO) after concerns were expressed about the most recent availability figure for the customer payments service, which was 94%. This covered the period which included one of the traditionally most popular gift ordering times. The consultant stated that the poor availability was almost entirely due to an incident that occurred during one of the busiest periods and. as a result, the overall monthly availability percentage was low. Initial investigation has shown that the service desk used the SLA to designate the incident as a 'Priority 2'. This was however lower than the 'Priority 1" the business believed the incident should have been. The subsequent delay in restoration of the service meant some customer orders were lost.

The CEO reminded the consultant that a repeat of such an incident would not only have a major effect on monthly revenues but also seriously affect the company's reputation. The consultant agreed that this was unacceptable and committed to review this issue and report back to the CEO.

Refer to Scenario

AThe SLM should agree with the business managers to set up a service improvement plan (SIP) to address the issue. Differing views relating to the cause of the low availability mean it should be investigated thoroughly to establish whether the slow restoration of service was due to a lack of understanding by the service desk, incorrect service level targets in the SLA or simply that, owing to the type of failure, restoration was always going to take that length of time. Appropriate action can then be taken to rectify the issue.

BThe issue is with the service desk and its incorrect interpretation of the SLA and failure to escalate the issues. The SLM should agree to set up a SIP for the service desk. The operational level agreement (OLA) with the service desk should be reviewed to ensure that it underpins the SLAs. The SIP should include the retraining of the service desk staff. A complete review of the service desk tools should ensure that they can be used to prioritize incidents correctly by passing through targets agreed into the priority matrix of the toolset.

CThe issue is clearly a breakdown in understanding regarding the critical business periods and the matching of these to the availability targets in the SLAs. The SLM should agree with the business managers to set up a SIP to investigate the issue. The SLAs should be reviewed with the business to ensure that they match with the business needs and, if necessary are updated. Review and update any underpinning agreements as necessary to ensure that they support the targets in the SLAs.

DThe SLM should conduct an investigation by reviewing incidents and problems. Ask the IT service desk and support staff what ideas they have to resolve the issue. Review the impact on all other SLAs. OLAs contracts and procedures. Review the maturity associated with the service level management process and take steps to improve this process if necessary. Create a SIP with an associated business case for presentation to the chief executive officer (CEO).

Show Answer

Correct Answer: A