MAL Sample2

ITIL Qualification:
MANAGING ACROSS THE LIFECYCLE (MALC)

CERTIFICATE
Case Study 1, version 1.1
CASE STUDY BOOKLET

This booklet contains the case study upon which at least 8 of the 10 examination questions will be
based. Within each question paper either 8, 9, or 10 questions will be based upon the case study.
Within the Question Booklet, any questions which state 'Please refer to the case study' are based
upon this case study. You are strongly advised to refer to the case study when answering these
questions. Failure to do so may result in experienced candidates selecting incorrect answers.
Questions which state 'This question does NOT use the case study' do not use the case study, and
may be answered without reference to it.
The case study describes an organizational situation and necessarily only provides a limited amount
of information. Where information is not provided (for example the case study may give no information
about a particular ITIL role or process), it should not be assumed that the role or process or other
aspect is absent in the organization. Nor should it be assumed that it is present in the organization.
When such information is important for any examination question, then it will be clearly specified in
the question-specific scenario on the question paper. No assumptions should be made based on the
absence of information in the case study.
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 MALC Case Study 1 v1.1.
This document must not be reproduced without express permission from the Accreditor.
Page 1 of 7
Case study to support the

ITIL Managing across the Lifecycle Examination
Background
A bank specializes in banking services for individuals and companies. The bank offers its services
through branch offices across the country and also through automated teller machines (ATMs), and
telephone and online banking. The bank has operated in its country of origin (HQ country) for many
years and has recently expanded its operations into overseas countries.
The bank offers several different types of accounts, including savings, loans, credit cards and cheque
accounts. All the accounts can be accessed by visiting a branch, by internet or by telephone. Internet
and telephone banking have been increasingly successful in the domestic market and the bank hopes
to deliver more innovative online products and service offerings internationally.
Changing world economics have opened up opportunities for the bank, and recent initiatives have
included:
acquisition of banks in other countries, to expand international operations and widen its
customer base
partnerships with other financial institutions such as insurance companies, to widen the range
of services to the bank's customers
extended hours of operation and a broader range of products through its wider international
coverage.
The bank's strategy is to integrate activities and share services and functions with the recentlyacquired overseas banks where possible. The bank has already started selling and providing services
in these markets.
The partnerships that the bank has established with other financial institutions are strong and the
bank works closely with these partners. The bank has a business strategy, undeclared to its partners,
to take the lead in these partnerships. In particular, the bank wishes to take the lead in designing and
developing new banking services, and in marketing and selling them to the bank's own customers.
The bank also sees opportunities in marketing and selling its products to its partners' end-customers.
To support this strategy the bank has made a significant financial investment and commitment in
terms of professional banking staff and organizational support in these areas.
Banking services
The bank supplies a range of banking service packages to its customers. The following banking
services are considered to be critical components of these service packages, critical both to the
bank's business operation and to support the bank's customers:
24-hour automated teller machine (ATM) service
24-hour customer call centre (telephone banking and enquiry line)
24-hour internet banking (now the most vital for personal (non-business) banking customers)
24-hour global payments service (electronic, inter-bank bank payments, usually large
amounts)
Branch service (local branches which customers can visit to access their accounts)
Third-party sales support service (usually delivered to independent financial advisers on their
own laptop computers; without this service they cannot sell directly to their clients)
Regulatory service (changes to interest rates and other aspects of customer agreements
which have to be notified to customers within a set period).
The Official ITIL Accreditor 2012. ITIL MALC Case Study 1 v1.1.
Page 2 of 7
Other, less critical banking services are also provided, including:
Statement production (provision of account statements on a regular schedule and in response

to customer requests)
Marketing and customer offers (notification and operation of various offers which enhance
other services).
Company structure
The high level company organization is set out in the attached organization chart.
There are eight divisions, each with a divisional director reporting to the chief executive officer (CEO).
The business executive board comprises the CEO plus the eight divisional directors.
The company's divisions work closely together, with collaboration on specific projects often crossing
divisional boundaries. The five banking divisions are:
Retail banking division - focusing on the banking services
Customer delivery division - responsible for the interfaces with the bank's customers,
including managing the branches and the ATM network
Industry liaison division - responsible for working with delivery partners such as other ATM
providers, foreign exchange, credit card companies
Financial products division - non-core banking services offered by the bank, including new
financial products such as the insurance offerings
Global banking division - a division into which the recently-acquired overseas banks report
until they are integrated into the bank's operations.
Additionally there are three non-banking divisions:
Marketing division - covering marketing of the generic brand and specific products
Shared services division - this division consolidates the support services which have evolved
over time within each operational division and includes the departments of human resources
(HR), finance, IT and facilities
Security division - covers security, audit, risk and compliance and is responsible for the bank's
security policy and for adherence to legislation, data security and physical security
requirements and business continuity. It is also responsible for the bank's global risk
management policy.
The chief information officer (CIO) used to report to the chief financial officer (CFO), but now they
both report to the CEO via the shared services divisional director. This change happened a year ago
when the shared services division was formed.
Corporate vision and business strategy

The corporate vision is firmly focused on expansion. Based on this vision, the business executive
board has set targets to be achieved by the close of the next financial year. The current financial year
will close six months from now so these targets are to be achieved 18 months from now, and will be
measured against the current position. Some of the targets are listed below:
In the bank's HQ country, to have as a customer base 10% of the retail banking market
(currently 7%)
To increase income from internet banking by 70%
To increase the income from customers living outside the HQ country by 50%
To achieve a 5% increase in corporate profit.
Part of the business strategy is to integrate and automate business and IT operations within company
constraints that include legislation, regulatory, financial and security constraints.
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Challenges, issues and risks

The commitment to expansion has created some direct and immediate challenges, including:
Language and time-zone concerns, as the bank acquires and partners with companies in
other countries
Cultural and organizational issues - this has especially shown itself in the different levels of
expectation for IT support between the different countries and acquired companies.
All the banking divisions and the marketing division rely on their ability to monitor current performance
and predict future demand. They depend heavily on the accuracy of management information and the
underpinning IT services. Recently there have been issues with integration of management
information across the business units.
As with all banks, there is a large amount of legislation - both national and international - that has to
be complied with. Additionally the bank is committed to conforming to the national banking code of
conduct, drafted collectively by the HQ country's major banks.
A company risk register is maintained and recent additions include:
An operational risk related to an information security breach in the online banking service
All IT hardware maintenance within the HQ country is outsourced to a single supplier which
was not profitable in the last financial year.
IT structure
The IT department is made up of five units, each headed by a manager.
IT strategy unit, which includes IT strategy, planning and IT finance teams
Applications unit, which includes teams for application design, procurement, and
development, as well as application maintenance and support
Operations management unit, which includes an operations control centre, responsible for
controlling the operation of both applications and IT infrastructure - it also includes the service
desk function, incident and problem teams, as well as the technical management team,
responsible for developing and supporting the IT infrastructure
Service implementation unit, which includes the change management team
Service quality unit, which includes the service improvement manager.
IT infrastructure
The bank has built up a server environment consisting of rack mount and blade servers. Some of
these are clustered to provide high availability for critical IT services. Some are configured as virtual
machines, but others are not. In an effort to reduce capital expenditure and increase the utilization of
hardware, the bank has established a new policy of 'virtual first' meaning all new services will be
virtual unless the application requires otherwise.
The bank manages this infrastructure in its own physical data centre with connectivity to branches in
the HQ country via dedicated data links provided by a third-party supplier. Connectivity to offices
outside the HQ country is provided by a third-party supplier via internet wide area network (WAN)
links. The bank has set up a virtual private network (VPN) to ensure appropriate levels of security.
Some direct management of the branch IT infrastructure remains with the customer delivery division.
Some direct management of the overseas banks' IT infrastructure remains with the overseas banks
within the global banking division.
IT services
The banking services are underpinned by IT services. Some IT services, including the desktop
service and the management information (MI) service, support many different banking services. Other
IT services, such as the ATM management service, only support a single banking service. The IT
Page 4 of 7
services have been developed with a good level of collaboration between business and IT staff. This
has worked well, although it is acknowledged that effectiveness and economy could be further
improved by increased involvement of IT staff in developing new and changed banking services.
Some IT development is outsourced and there is a policy that application software is purchased
whenever possible rather than developed in-house. For example, accounting applications, stock
control applications and desktop applications are all based on commercial, off-the-shelf (COTS)
software.
IT service management (ITSM) situation

Due to the nature of the business, ITSM is well integrated into the company. An integrated ITSM
toolset is used to support ITSM processes.
Service strategy
The CIO and IT strategy unit work closely with the business with the aim of delivering relevant
and up-to-date IT services. There is a well-maintained IT service catalogue, easily accessible
to staff, showing the IT services available. The service portfolio, however, is not formally
maintained, although relevant information is available via business change request records
and development records.
Financial control within the IT department is comprehensive at a high level, but only limited
information is known as to the detailed cost of individual IT services and the usage by each
customer.
Service design
Banking staff are actively involved in the IT service design activities undertaken by the
application unit, and good relationships exist between staff in the applications unit and staff in
other divisions.
The applications which support the bank's products are either developed by the applications
unit, or purchased from third-party suppliers and customized by the applications unit. The
applications unit maintains these systems, in collaboration with third-party suppliers where
appropriate.
Approximately 60% of the work of IT service design is delivered by short-term contract staff
working in the applications unit.
Service level agreements are in place, with negotiation beginning during the service design
stage and extending through the service transition stage.
A remote back-up site is available to deliver continuity of critical IT services in the event of a
disaster. There is an IT service continuity policy that requires that all critical IT services be
designed to deliver IT service continuity via this route.
Service transition
It is difficult to secure the involvement of internal customers in the implementation of new and
changed IT services, although they are willing to be involved in IT service design. Once
internal customers have specified what they want, they expect the IT department to deliver
the IT service without their further involvement.
Operational changes are well-managed, with strict control over access to the live IT services,
but there is no formal change evaluation process to provide support for the evaluation of
significant changes, and customer involvement with IT service transition is minimal.
Software testing is well-established, although it is almost totally focused on software
functionality. This has caused issues in the past with new IT services being hard to support
and requiring further effort to make them work after the IT services are operational.
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Service asset and configuration management is focused on detailed data from automated
discovery tools. The incident and problem teams do not feel this data helps them to diagnose
issues easily.
Knowledge management is mostly carried out informally. There is a formal communication
plan to keep staff up-to-date on new policies and requirements. There is awareness that, as
the bank expands, the management of data and information will become increasingly
important.
Six months ago HQ internal users received the roll-out of two updates to the standard desktop
build, which is a major component within the desktop service. One was an important security
update and the other was an update to the management information (MI) application that was
considered critical for financial end-of-year reporting, and is also a component of the MI
service. These two deployments were done at the same time and resulted in significant
incidents for HQ staff.
Service operation
The service desk function and the incident management process are well-established and
effective. Problem management tends to be reactive rather than proactive.
Business questions (how-to questions) are handled by separate business support teams
within each of the main business divisions.
There is a process to manage service requests which is supported by service request
software to enable direct ordering of certain service catalogue items by business users.
There is a central operations control centre in the HQ country which controls the operations of
both applications and IT infrastructure (apart from certain management activities for the
branch IT infrastructure, which are carried out locally by the branches themselves).
Traditionally the operations management unit staff have focused on IT service operation
stage activities and have not been involved with service design stage or service transition
stage activities.
While the plan is to integrate IT from the acquired businesses into the bank wherever
possible, there have been difficulties in integrating the staff, IT and the acquired companies
with the existing bank staff and structure. This has resulted in management focusing more
attention on IT operations.
Continual service improvement
There is a well-established company culture of improvement, demonstrated by availability of
investment funding for improvement projects throughout the bank, including the IT
department. Formal IT service improvement is under the supervision of the service
improvement manager, a senior member of the service quality unit. The service improvement
manager has difficulty getting staff to collaborate in focusing improvements at a service level.
Most IT staff members tend to undertake process improvement without considering service
measurement.
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ORGANIZATION STRUCTURE DIAGRAM
CEO
Shared
services
IT department
CIO
Marketing
Security
Finance
department
CFO
HR department
HR manager
Applications unit
IT strategy unit
(including planning &
finance)
(including design,
procurement,
development,
maintenance,
support)
Retail
banking
Service
implementation
unit
(including change
management)
Industry
liaison
Customer
delivery
Financial
products
Global
banking
Facilities
department
Facilities manager
Operations
management unit
(including ops. control
centre, service desk,
incident mgt., problem
mgt., technical mgt.)
Divisions
Departments
Heads of Department
Service quality
unit
(including service
improvement
manager)
Page 7 of 7
Units
ITIL Qualification:
MANAGING ACROSS THE LIFECYCLE (MALC)
CERTIFICATE
Sample Paper 2, version 5.1

To be used with Case Study 1
Gradient Style, Complex Multiple Choice
QUESTION BOOKLET
120 minute paper
10 questions, Closed Book
Instructions
1.
2.
3.
4.
All 10 questions should be attempted.

All answers are to be marked on the answer grid provided.
You have 120 minutes to complete this paper.
You must achieve 35 or more out of a possible 50 marks (70%) to pass this
examination.
ITIL is a registered trade mark of the Cabinet Office. ITIL MALC Sample2 QUESTION BOOKLET v5.1.
This document must not be reproduced without express permission from The Accreditor.
Page 1 of 16
Version 5.1 (Live)
Owner The Official ITIL Accreditor
Question One
Please refer to the case study
The business has asked for a significant change in order to improve the internet banking IT service.
The change will improve the warranty level of the service package, including the enabling WAN
service, which is provided by a third-party supplier. There are no technical changes to interfaces or
dependencies.
You are responsible for the design of the overall service solution. You have verified that all inputs
from the service strategy lifecycle stage are present and acceptable.
Which one of the following answer options is the BEST approach to ensure that the overall service
solution will achieve an improved warranty level for the Internet banking IT service?
A.
B.
C.
D.
Create a design co-ordination process and use this for a consistent approach to service
design activities, ensuring that all elements of the service design package are addressed.
Use the service level management and supplier management processes to develop agreed
service level requirements and the associated service level targets, which the changed
service must be designed to achieve.
Work with availability management, capacity management, IT service continuity management

and information security management to define service level targets that relate to their areas
of responsibility and to validate that the targets are realistic.
Use the service catalogue process to provide accurate information about the existing internet
banking IT service, its interfaces and dependencies.
Work with the relevant supplier manager for the WAN to establish that the underpinning
contract will support the service level requirements.
Work with the service level manager to define availability, capacity, IT service continuity and
information security service level targets.
Finalize the service level targets for the internet banking IT service during service design.
Work with the technical specialists responsible for availability, capacity, IT service continuity
and information security of the enabling services to ensure that the service level targets can
be achieved.
Plan to work with the technical specialists to update service level targets when the service
has been live for the initial service period and service measurements are available.
Initiate the development of a service model to ensure that technical specialists understand
the structure and dynamics of the changed service.
Work with the technical specialists to develop and validate service measures to underpin the
service level targets defined in the service model, and ensure that the day-to-day operation
of relevant processes match service level targets.
Work with the supplier manager to establish a disaster recovery site to ensure that availability
targets in the service design package can be met.
The Official ITIL Accreditor 2012. ITIL MALC Sample2 QUESTION BOOKLET v5.1.
Page 2 of 16
Version 5.1 (Live)
Question Two
You are the design co-ordination process manager. You have reviewed the IT service management
(ITSM) capabilities and resources for the desktop service and the management information (MI)
service. A review has also been completed of the changes that were carried out to these IT services
over the last six months. It included a review of the service requirements. The key findings are as
listed below:
1. Some service requirements were missing and this led to unexpected warranty issues in early
life support. One deployment resulted in significant incidents for HQ staff.
2. Although the desktop service design package (SDP) is generally good, the plans did not
include resource requirements for additional incident and problem-handling. There were no
metrics or acceptance criteria for changes in incident volumes during early life support.
3. There is no evidence of feedback on the SDP from the service desk and IT operations staff.
There is a risk of alienating key support and operations staff during periods of change and a
risk of increasing staff resistance to change.
4. The configuration items (CIs) within the MI application are defined. However, the MI
application depends on components in the desktop build that are not uniquely identified as
dependent CIs. This has resulted in failed changes for parallel deployments of the desktop
build for a security update and an update to the MI application.
5. Configuration item (CI) information for the desktop build is good and accessible to the
technical management team. However, this information is not shared and is not accessible to
other teams.
The CIO has asked you to recommend improvements to ensure that similar implementations planned
for the next few months will be successful. The improvements should cover all of the key findings and
should be able to be introduced quickly, to avoid similar problems in future.
Which one of the following answer options describes the BEST set of improvements given the
situation and key findings?
A.
B.
C.
Measure key metrics and report these against predicted levels before and during any
deployment. Use these to set acceptance criteria during service transition.
Train support staff to use the existing service asset and configuration information to perform
their roles.
Involve IT support staff, customers and user representatives in reviewing the service design
package (SDP) and in service rehearsals.
Complete the review of the service requirements.
Review and improve the acceptance criteria for service transition, as the warranty of the
service is difficult to support.
Improve the change management process by using formal change evaluation to evaluate
similar parallel deployments.
Review the business and IT strategy and the definition of the SDP.
Perform a strategic review of the desktop service and MI service. The review should ensure
that all service requirements are defined.
Develop a policy of improvement and set up an implementation project for the IT function.
This will enable improvements in measurement and reporting of incident volumes and user
expectations.
Question continues overleaf
Page 3 of 16
Version 5.1 (Live)
Question continued
D.
Hold review meetings with customers, user representatives and IT support staff throughout
the service design lifecycle stage and during service rehearsals.
Agree exit criteria for early life support in the SDP, including measures for incident volumes.
Define configuration items (CIs) for the desktop deployment and dependent CIs in parallel
deployments. Provide IT staff with access to quality configuration information in order for
them to diagnose incidents and problems easily.
Page 4 of 16
Version 5.1 (Live)
Question Three
As the bank has pursued its expansion strategy, investment in IT services has proven more and more
difficult to manage. Both the shared services director and the CIO are concerned that costs are rising
without clear visibility into the source of the costs or the value to the bank of the expenditure. There is
significant concern that key bank services may be compromised if IT is not investing in the right areas.
This concern is supported by the recent online banking information security breach.
The CEO has indicated that not all the IT staff members brought into the bank as a result of the
acquisition of other banks can be retained and that the IT department will be required to make
significant cuts unless business justification for staffing levels can be provided.
You are the manager of the newly-formed service management office (SMO). You have been asked
by the CIO to analyse the situation and define a plan to ensure that the costs of service provision will
be consistently aligned with overall bank priorities now and in the future.
Which one of the following answer options represents the BEST course of action to recommend?
A. The service portfolio should be formalized, starting with the information already available in the
service catalogue and other sources. Existing business interactions should be matured into formal
business relationship management with a focus on understanding the needs of the various
customer groups and the overall needs of the business. Meanwhile IT needs to work with all
appropriate business areas to put in place methods and metrics to determine the total cost of
each service as well as its value to the business. Classifying services as 'core, enhancing or
enabling' can be used initially to understand, and eventually to quantify, the business outcomes
supported by each service.
B. The IT organization should focus on service costing to determine the way funds are being
expended now. This will include working with the business to determine which services cost the
most and why. Then meetings should be held with the individual customer groups to review the
services and to determine which services they believe to be most important to their work
activities. The services in the service catalogue should be classified as 'core, enhancing or
enabling' to support better budgeting decisions. Operational metrics should be created to allow
collection of service-specific data and management information for continual service
improvement.
C. An inventory of IT services should be created, classifying them as representing money spent,
value added or value realized. IT should then hold meetings with customers to review the current
services and to determine which services they believe to be most important to their work
activities. Service design practices need to be reviewed and revised to ensure that the relative
importance of new or changed services is properly reflected in service designs and the resulting
service design packages. Service provider value capture should be embedded into the design of
all services and service changes.
D. You propose beginning by working with the business and IT to classify the services in the service
catalogue as 'core, enhancing or enabling' as a first step in understanding and communicating the
role of each service in business activity. The service portfolio management process should then
be reviewed and revised to ensure that the contribution of each IT service to business activity is
clearly understood. Existing data should be used to create preliminary cost information on an
individual service basis and to identify opportunities for continual service improvement from a cost
perspective. IT should then work with the Finance division to develop an approach to
comprehensive service costing.
Page 5 of 16
Version 5.1 (Live)
Question Four
You are the service improvement manager. Together with the change management process owner,
you are planning a set of tactical improvements to the way IT changes will be handled in the next six
months. Key drivers for the improvements are:
There have been recent incidents following unauthorized changes to the branch
infrastructure.
It is important that a new IT service now under development achieves its required
performance. This new IT service will support a new business-critical insurance service.
The current change authorization model for IT is:
Level 0
Change authority
Business executive board
Level of risk/impact
High risk/impact and/or high cost
Level 1
IT steering group
Change has an impact on multiple IT

services or divisions
Level 2
Change has an impact on a local group
Level 3
Change advisory board (CAB) or

emergency CAB (ECAB)
Change manager
Level 4
Local authorization
Standard change
Low risk change
Which one of the following answer options is the BEST proposal for TACTICAL improvements to the
way IT changes are handled?
A.
B.
Consider refresher training for the customer delivery division and key resources from new
acquisitions.
Establish country IT change advisory boards at level 1 to speed up handling of IT changes,

with these country boards reporting into the business executive board.
Implement a change evaluation process.
Expand testing of utility for new and changed services.
Review the change management process and ensure that the branch IT infrastructure is
within scope.
Check that each change authority has the right representatives. This should include the
customer delivery division and representatives from IT suppliers and new acquisitions.
Introduce the key elements of a change evaluation process.
Increase focus on warranty during testing, and include representatives from the financial
products division.
Page 6 of 16
Version 5.1 (Live)
Question continued
C.
D.
Introduce a service management toolset to increase visibility into changes and their impact
on live services.
Reduce the number of change authority levels, and specify that the new insurance service is
handled at a lower level to reduce time-to-market.
Extend the existing change evaluation process for level 1 and level 2 changes in the
customer delivery and shared services divisions.
Implement a knowledge management process to optimize use of data and to improve

efficiency across business divisions.
Evaluate the change management process within the shared services division and ensure
on-going control over live services in operation.
Check that the users of the change management process have completed training. Consider
refresher training for suppliers and teams where there have been change-related incidents.
Make adjustments to the change authorities, such as ensuring that a customer delivery
division representative is an active member of level 2.
Assess operational readiness during testing, particularly related to support after go-live.
Page 7 of 16
Version 5.1 (Live)
Question Five
Please refer to the Case study
To support the banks ambitious expansion plans, the CIO is keen to increase the quality of the IT
services that underpin the business activities. A critical success factor is improving the banks IT
service management capability.
Customer satisfaction surveys and service design packages (SDPs) were identified as service
improvement suggestions but they are not yet widely used. However the bank is improving its process
for major changes that involve significant cost, risk or organizational impact, and the bank has just
started to capture customer satisfaction survey measurements.
You are the service improvement manager. In further support of the current quality initiative the CIO
has asked you to analyse the following additional service improvement ideas and to recommend the
four suggestions that should be considered next.
The list below shows the additional service improvement ideas:
1. Ensure that each SDP fully documents all required testing of service utility.
2. Plan to incorporate customer satisfaction targets into the service level agreements (SLAs).
3. Introduce the principles of balanced design for major changes as part of the service design
lifecycle.
4. Implement a continual service improvement (CSI) register to record and prioritize service
improvement suggestions and ensure that associated KPIs are identified.
5. For each implementation of a new service carry out a customer satisfaction survey with
business representatives.
6. Create an SDP for each major change and include a definition of each stage of the transition
with suitable entry and exit criteria.
7. Increase the amount of utility testing for all products and IT services before release and
deployment.
8. Reduce the number of new service support issues by introducing involvement from the
business and service implementation unit at the service design stage.
Which one of the following is the BEST set of four improvements to consider next?
A. 1, 4, 5, 7.
B. 2, 3, 4, 6.
C. 3, 4, 5, 8.
D. 1, 5, 7, 8.
Page 8 of 16
Version 5.1 (Live)
Question Six
The service level manager worked with the business to agree the following service level targets for
each of the relevant IT services supporting the banks targets:
High availability (99.99%+)

High customer satisfaction (4 or above on a scale from 1-5, where 5 is the highest)
Reduction in service costs of 20%.
You have been asked to perform a strengths weaknesses opportunities threats (SWOT)
analysis of IT service management within the bank considering the above service level targets.
Which one of the following answer options represents the MOST appropriate SWOT analysis of IT
service management within the bank, given the service level targets in the scenario and in the context
of the overall case study?
A.
Strengths:
Weaknesses:
1. Dedicated physical servers to prevent crossservice impact from incidents.

2. Business and IT are strictly separated to
support good governance.
3. Standardized IT support as one size fits all.
4. Issues with integration of management

information across the business units.
5. Insufficient commitment of staff and finance
for dealing with suppliers.
6. Insufficient network security.
Opportunities:
Threats:
7. Implementing an integrated service

management toolset.
8. Actively involving banking staff in service
design.
9. Reducing co-operation between business

divisions.
10. Focusing on overseas business could
threaten bank's success in domestic market.
B.
Strengths:
Weaknesses:
1. Strict control over access to live services.

2. Good service desk and incident management
process.
3. Well-established culture of improvement.
4. Inadequate software testing.

5. Insufficient data for diagnosis by incident and
problem teams.
6. Limited financial information on cost of
individual services.
Opportunities:
Threats:
7. Available funding for improvement projects

across both business and IT.
8. Business strategy to integrate and automate
business and IT operations.
9. Infrastructure management outside of the

shared services division.
10. Language, time-zone and cultural issues.
Page 9 of 16
Version 5.1 (Live)
Question continued
C.
Strengths:
Weaknesses:
1. Remote back-up site exists for service

continuity.
2. IT department has a unit focused on service
quality.
3. The business and IT work closely together.
4. No formal change evaluation.

5. Missing proactive element of problem
management.
6. Lack of a formally maintained service
portfolio.
Opportunities:
Threats:
7. Acknowledgement that effectiveness and

economy could be improved by involving IT
staff more in developing new and changed
business services.
8. Costs of virtualization solutions are reducing.
9. Handling of business questions by business

support teams.
10. Changes in legislation.
D.
Strengths:
Weaknesses:
1. Well-maintained IT service catalogue easily

accessible to staff.
2. Service request software supports direct
ordering of services.
3. Negotiation of service level agreements
during service design and service transition.
4. Dependence on the knowledge of short-term

contract staff.
5. The operations control centre covers both
applications and infrastructure.
6. Service asset and configuration management
provides detailed data from automated
discovery tools.
Opportunities:
Threats:
7. Purchasing as opposed to developing

software.
8. Renegotiating contract with external WAN
provider.
9. Security breaches and denial-of-service

attacks.
10. High turnover from low employee
satisfaction.
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Question Seven
The shared services division has been asked to cut costs substantially. A new project has just been
approved to identify the cost of individual IT services and usage by each customer. However the chief
information officer (CIO) believes that the bank needs to focus on the value to the business of the IT
services, in addition to the cost of service provision.
The CIO is preparing a presentation for the banks senior management team. These are all customers
of the IT services. The purpose of the presentation is to influence the senior management team to
consider the value to the business from IT services.
From the following answer options, which one is the BEST description of the characteristics of value
in the context of the case study and scenario?
A. Value is defined by customers and does not depend on what was delivered. A key characteristic
of value is defining it in terms of the business outcomes that are achieved, and measuring value
through financial returns and cost savings. The delivery of the banks corporate vision will be the
ultimate measure of value in 18 months time. This will depend on the percentage increase in
income generated from internet banking and from customers living outside the HQ country. Value
can also be realized through the delivery of business outcomes and solutions within company
constraints such as legislation, regulatory, finance and security.
B. Value is defined by customers and they will make the ultimate decision about whether an IT
service is valuable. Customers will select an affordable mix of features and make the final choice
about what is valuable to them. Customers do not always measure value in financial terms, as
some services are not designed to produce revenue. Value can be measured by meeting some
other organizational objective, such as human resource management or a social responsibility
programme. Value is defined in this financial year for the next financial year and may change if
the business and IT strategies change.
C. Customers decide whether an IT service is valuable. They will select a service or product that
represents an affordable mix of features at a price they are willing to pay in order to realize the
desired business outcome. A key characteristic of value is the achievement of objectives. At the
bank, value can be measured though financial returns, such as the percentage increase in
income generated from internet banking and from customers living outside the HQ country. Value
can also be measured by the achievement of the objective to integrate and automate business
and IT operations. Value will change over time as circumstances change and each new or
changed IT service is used.
D. Customers decide whether an IT service is valuable. An affordable mix of features is important as
a customer will make the final choice about what is valuable to them. Customers within the bank
are likely to measure value in financial terms and may indicate how much they are prepared to
pay for a service that helps them to realize the desired business outcome. An IT service may also
be designed to achieve other organizational objectives, such as integration and automation of
business and IT operations within company constraints, e.g. legislation, regulatory and security
constraints.
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Question Eight
In the last few months, there have been major incidents for the internet banking IT service. There
were serious SLA breaches with the underpinning contract for the WAN service in 50% of the
countries outside the HQ country. The CIO is concerned that these issues and current operational
risks will have a negative impact on the business strategy.
The critical success factors (CSF) for service level management for IT services are:
Manage the quality of IT services

Manage the availability and reliability of the IT services
Deliver the agreed IT services at affordable costs.
The extract of the measurement framework grid that applies to the management of the internet
banking IT service and the WAN service is shown below:
Row
1
KPI
Increase in customer
perception and satisfaction
with IT service quality
Measurement
Customer perception and
satisfaction survey results
Percentage improvement in
overall end-to-end
availability of the IT services
End-to-end availability based on

availability of components that
make up the service. Availability
of the web servers, network
availability, application
availability
Target
10% increase in
customer perception and
satisfaction with IT
service quality
2% increase in
availability of IT services
in each country
Which one of the following options is the BEST suggestion for maintaining or improving these key
performance indicators (KPIs)?
A. Do not change the KPIs, as they provide adequate support for the CSFs.
B. Add KPIs:
Reduction in the impact and number of business transactions lost due to IT failures
Reduction in the number of service breaches caused by suppliers
Reduction in the number of risks caused by a security breach of an IT service
Decrease in the costs associated with IT service provision.
C. Add KPIs:
Increase in customer satisfaction with the availability of service

Reduction in the number of incidents caused by suppliers
Reduction in the number of security breaches and security incidents
Decrease in the cost of incident resolution.
D. Add KPIs:
Reduction in service level breaches for customer-facing services and supporting services
Reduction in the number of incidents that cause downtime
Reduction in the number and impact of security breaches and security incidents
Decrease in the cost of incident resolution.
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Question Nine
This question does NOT use the case study
A government project is in progress to introduce a service for public voting, available over the internet
to all citizens during elections. The objective is for 40 percent of votes to be registered electronically
within five years. The project is expected to lead to average yearly cost savings of 60 percent, mostly
in the form of staff reductions and increased efficiency in the administration department responsible
for running elections.
The project fulfils an election pledge and is being sponsored by the present government. There are
several groups who are not very enthusiastic about the changes, including employees within the
affected department and their union representatives. The debates leading up to the decision to initiate
the project have also led to a lot of media and general public interest, and it is imperative that
appropriate stakeholder management is in place to ensure project success.
The new service is currently being designed by an external vendor. In preparation for the next stage
of the project, the service transition team is working with the service design team to ensure that
stakeholder interests have been identified.
The following is the (simplified) power impact matrix for the service transition:
Which one of the following commitment charts MOST appropriately describes the desired situation
which is to help plan the service transition in the context of the scenario?
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Question continued
A.
Stakeholder
Not
committed
Project team
Security management
General public
Media
Government
External vendor
Administration department
Union representatives
No
resistance
Helps it
happen
Makes it
happen
X
X
X
X
X
X
X
X
B.
Stakeholder
Project team
Security management
General public
Media
Government
External vendor
Not
committed
No
resistance
X
X
Helps it
happen
Makes it
happen
X
X
X
X
X
X
C.
Stakeholder
Project team
Security management
General public
Media
Government
External vendor
Not
committed
No
resistance
Helps it
happen
Makes it
happen
X
X
X
X
X
X
X
X
D.
Stakeholder
Project team
Security management
General public
Media
Government
External vendor
Not
committed
No
resistance
Helps it
happen
Makes it
happen
X
X
X
X
X
X
X
X
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Question Ten
This question does NOT use the case study
An organization employs many people who are technically competent and who have a good service
culture. However this is not the case across the whole IT department. It is felt that an overall skills and
organization assessment should be undertaken to understand how to make best use of the staff and
to identify where there are skills deficiencies.
In the past the focus within the IT department has been on processes, with little thought given to the
overall departmental structure and interfaces. Some of the IT service management (ITSM) processes
are reasonably mature but further progress with them has been impossible because interfaces
between processes, lifecycle stages and customers and users are not in place.
It has been decided to look at the organization with a view to moving from the current structure
(described as a network or stage 1 structure) to a more collaborative approach, in order to improve IT
service provision.
The factors driving the organizational change programme have been documented and approved by
senior management.
Which one of the following answer options describes the BEST set of steps to follow to meet the
needs of the organization?
A.
1. A full ITSM assessment should be undertaken looking at all aspects of IT service provision.
The desired organizational structure which meets the needs identified by the ITSM
assessment should be determined. This will include changes to processes, roles and
responsibilities. The appropriate number of people in each section will need to be clearly
defined. All required roles and skills should be documented in a RACI matrix. An IT steering
group will be a key component of the new structure, to ensure business needs are taken into
account.
2. Implement the approved organizational structure and allocate a senior manager with
appropriate organizational change experience to manage the change programme. Set up a
communications project to explain what is happening and why, and to seek views from staff.
Recruit additional staff if necessary to fill any skills gap and re-train staff where possible.
B.
1. An assessment of the current organization should be undertaken. All ITIL processes

including current roles and responsibilities for the processes should be documented, and
their maturity levels assessed.
2. The next step will be to ensure that staff members are allocated to all activities within all the
processes. Where there are skill gaps, implement process training programmes to ensure
that everyone has the appropriate skills to do the job to which they have been allocated.
Ensure sufficient staff members are allocated to every process and recruit if necessary. All
process activities should be documented, and interfaces between processes identified and
also documented. The programme of change should be managed by an external
consultancy company who have experience in this type of work.
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Question continued
C.
1. Identify the appropriate and desired organizational structure, and get senior management
buy-in. Define the required functions and departments together with the processes they will
be responsible for. Define the roles and responsibilities, and the numbers of people for each
role using a RACI matrix; which is an ideal tool to assist in this task.
2. The next step requires the implementation of the new organizational structure. This
programme of change needs to have an overall accountable person from the senior
management team, in order to manage the change. Set up a communications project to
explain to staff what will happen. Recruit additional staff where necessary to fill the skills
gap.
D.
1. Review the current design of the IT organization, and design an appropriate structure, taking
into account the overall business and IT strategy. Define the required roles and
responsibilities using a RACI matrix to assist with this task. A key component of the new
structure will be the IT steering group to ensure business and IT requirements are taken into
account.
2. Implementation will involve a major programme of change. Management of the concerns of
staff will be vital. Commitment from the senior management team will also be important.
Allocate a skilled organizational change manager to manage the change programme. Set up
a communications project to inform people about plans and to enable staff views to be taken
into account. Wherever possible, identified skill gaps should be filled by training and on-thejob work experience.
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ITIL Qualification:
MANAGING ACROSS THE LIFECYCLE (MALC) CERTIFICATE
Sample Paper 2, version 5.1

To be used with Question Booklet Sample 2 v5.1 and Case Study 1
ANSWERS AND RATIONALES
ITIL is a registered trade mark of the Cabinet Office. ITIL MALC Sample2 ANSWERSandRATIONALES v5.1.
Page 1 of 36
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Answer Key:
Question
Correct:
5 Marks
2nd Best:
3 Marks
3rd Best:
1 Mark
Distracter:
0 Marks
10
The Official ITIL Accreditor 2012. ITIL MALC Sample2 ANSWERSandRATIONALES v5.1.
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Answer and Question Rationale:

QUESTION NUMBER
One
Question Rationale
The question requires the candidate to apply knowledge of the inputs, outputs
and interfaces of the stages and processes in the service lifecycle to the specific
situation described, in this case those that play a direct role in achieving an
improved warranty for the service. The candidate must analyse answer options
using information in the case study and scenario, to ensure that required
warranty levels are achieved following a significant change to the internet
banking service.
MOST CORRECT (5)
Positive:
1st bullet: Create a design co-ordination process and use this for a
consistent approach to service design activities, ensuring that all elements
of the service design package are addressed.
The process is responsible and required for ensuring that the overall service
design activities are completed successfully.
Positive:
2nd bullet: Use the service level management and supplier management
processes to develop agreed service level requirements and the associated
service level targets, which the changed service must be designed to
achieve.
The service level management process is a consistent interface to the
business for all service-level-related issues. It provides the business with
the agreed service targets and the required management information to
ensure that those targets have been met.
Since the scenario specifies that the enabling WAN service will be affected,
and is provided by a 3rd party, the supplier management process must be
involved to ensure sufficient commitment from the external vendor.
Positive:
3rd bullet: Work with availability management, capacity management, IT
service continuity management and information security management to
define service level targets that relate to their areas of responsibility and to
validate that the targets are realistic.
SECOND BEST (3)
These are all key aspects of the warranty levels. Validating that the targets
are realistic together with the relevant processes is crucial.
Positive / neutral:
1st bullet: Use the service catalogue process to provide accurate
information about the existing internet banking IT service, its interfaces and
dependencies.
Although information on the existing service is useful, the scenario states
that there are no technical changes to interfaces and dependencies.
Positive:
2nd bullet: Work with the relevant supplier manager for the WAN service to
establish that the underpinning contract will support the service level
requirements.
Since the scenario specifies that the enabling WAN service will be affected,
the supplier management process must be involved to ensure sufficient
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commitment from the external vendor.

Neutral:
3rd bullet: Work with the service level manager to define availability,
capacity, IT service continuity and information security service level
targets.
THIRD BEST (1)
Although the service level manager could provide valuable input on these
service level targets, further involvement from key resources in the specified
processes - availability, capacity and continuity management - should be
secured in order to validate that the targets are realistic.
Neutral / negative:
1st bullet: Finalize the service level targets for the internet banking IT
service during service design.
The case study says that service level agreements are in place, with
negotiation beginning during the design stage and extending through
transition. Finalizing the service level targets during service design
undermines this established procedure.
Positive / neutral:
2nd bullet: Work with the technical specialists responsible for availability,
capacity, IT service continuity and information security of the enabling
services to ensure that the service level targets can be achieved.
Although it is positive that service level targets are validated, this bullet is
not as strong as the equivalent bullet in answer option A, where the
mentioned processes are involved in defining service level targets that
relate to their areas of responsibility in addition to validating that the targets
can be achieved.
Neutral:
3rd bullet: Plan to work with the technical specialists to update service level
targets when the service has been live for the initial service period and
service measures are available.
DISTRACTER (0)
Again the case study states that negotiation of service level agreements
ends during service transition. Updating the service level targets after an
initial service period contradicts this statement.
Negative:
1st bullet: Initiate the development of a service model to ensure that
technical specialists understand the structure and dynamics of the changed
service.
The initial development of a service model is done in the service strategy
lifecycle stage. Also the scenario states that all inputs from the service
strategy lifecycle stage are present and acceptable.
Negative:
2nd bullet: Work with the technical specialists to develop and validate
service measures to underpin the service level targets defined in the service
model, and ensure that the day-to-day operation of relevant processes
match service level targets.
Service level targets are not defined in the service model. Also, as
responsible for the design of the overall service solution, it is unlikely that
you will be responsible or even involved in ensuring that the day-to-day
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operation of processes match service level targets.

Negative:
3rd bullet: Work with the supplier manager to establish a disaster recovery
site to ensure that availability targets in the service design package can be
met.
Syllabus Unit /
Module supported
Blooms Taxonomy
Testing Level
Application
Link to Case Study

Subjects / Categories
covered
Book Section Refs
Difficulty
The case study states that there is a policy in place, requiring all services to
be designed to deliver continuity using the existing disaster recovery site.
Establishing an additional disaster recovery site is in direct violation of this
policy.
ITIL EX: MALC02 Communication and stakeholder management
ITIL EX: MALC03 Integrating service management processes across the lifecycle
Level 4 Analysing - 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
workplace situations. Can separate concepts into component parts to understand
structure and can distinguish between facts and inferences.
Application the candidate is required to apply knowledge of the inputs, outputs
and interfaces of the stages and processes in the service lifecycle, particularly in
service design, and evaluate various approaches to ensure that required
warranty levels are achieved following a significant change to the internet
banking service.
The case study is primarily used to provide context for the question. The case
study also provides a basis for analysis of some of the answer options.
Managing services and service management
The use of service models to aid communication on service strategy and
value creation
The inputs and outputs of processes and stages in the service lifecycle
Any 2.1.1
SS 3.4.7 Service strategy principles How to define services Step 7
Service models
Any appendix 'Examples of inputs and outputs across the service lifecycle'
SS 3.9 (Table 3.21) Service strategy principles Service strategy inputs and
outputs
SD 3.12 (Table 3.7) Service design principles Service design inputs and
outputs
ST 3.3 (Table 3.1) Service transition principles Service transition inputs and
outputs
SO 3.8 (Table 3.5) Service operation principles Service operation inputs and
outputs
CSI 3.12 Continual service improvement principles Continual service
improvement inputs and outputs
Easy
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QUESTION NUMBER
Two
Question Rationale
This question specifically relates to MALC 04 Managing Services across the

service lifecycle and it assumes knowledge of key concepts in MALC01.
Case study
The case study sets the scene for this question:
Six months ago HQ internal users received the roll-out of two updates to the
standard desktop build, which is a major component within the desktop
service. One was an important security update and the other was an update
to the management information (MI) application that was considered critical
for financial end-of-year reporting, and is also an important component of the
MI service. These two deployments were done at the same time and resulted
in significant incidents for HQ staff.
Other relevant points are:
Service transition:
Software testing is well-established, but almost totally focused on software
functionality. This has caused issues in the past with new services proving
hard to support and requiring further effort to make them work after the IT
services are operational.
It is difficult to secure the involvement of internal customers in the
implementation of new and changed IT services although they are willing to
be involved in IT service design. Once internal customers have specified
what they want they expect the IT department to deliver the IT service without
their further involvement.
No formal change evaluation is done, and customer involvement with IT
service transition is minimal.
Service asset and configuration management is focused on detailed data
from automated discovery tools. The incident and problem teams do not feel
this data helps them diagnose issues easily.
Continual service improvement:
There is a well-established company culture of improvement, demonstrated
by availability of investment funding for improvement projects throughout the
bank, including the IT department.
Scenario key points
There are points in the scenario related to your responsibilities as the design coordination manager. ITIL SD 4.1.1 describes specific objectives for design coordination including:
Planning and co-ordinating the resources and capabilities required to design
new or changed services
Managing the quality criteria, requirements and handover points between the
service design stage and service transition
Ensuring that appropriate service designs and/or SDPs are produced and
that they are handed over to service transition as required.
ITIL covers the identification of various service requirements in SD 3.4. In
addition to identifying all the service requirements, the scenario specifically
highlights points related to:
The service itself and its SLR or SLA (addressing warranty)
The technology components used to deploy and deliver the service
The internally delivered supporting services and components and their
associated OLAs
The performance measurements and metrics required.
The key findings in the scenario should be used in evaluating the answer options.
Key points are:
Key finding 1:
Some service requirements were missing for each deployment and this led to
unexpected warranty issues in early life support. One deployment resulted in
significant incidents for HQ staff.
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Involving relevant stakeholders and reviews during the service design lifecycle
stage should help to identify missing requirements like warranty requirements.
(ITIL SD 3.4).
Key finding 2:
Although the desktop service design package (SDP) was generally good, the
plans did not include resource requirements for additional incident and problem
handling.
There were no metrics or acceptance criteria for any change in incident volumes
during early life support. IT support staff said they had insufficient resources to
cope with the incidents during early life support.
Service requirements should define the performance measurements and metrics
required. The design co-ordination process should ensure that resources are
planned for additional incident handling during deployment. It should also ensure
that acceptance criteria for incident volumes and measures are defined and used
to manage user expectations during early life support, (ITIL SD 3.4, SD 4.1.1).
Key finding 3:
There is no evidence of feedback on the SDP from the service desk and IT
operations staff. There is a risk of alienating key support and operations staff
during periods of change and a risk of increasing staff resistance to change.
Ensuring early involvement in the service lifecycle is important for a successful
deployment. The service desk and IT operations staff should be involved in the
service design lifecycle stage, (ITIL ST 3.1.12).
Key finding 4:
The configuration items (CIs) within the MI application are defined. However, the
MI application depends on components in the desktop build that are not uniquely
identified as dependent CIs. This has resulted in failed changes for parallel
deployments of the desktop build for a security update and an update to the MI
application.
As part of identifying service requirements it is important to define the technology
components used to deploy and deliver the service, (ITIL SD 3.4). The
configuration dependencies between the two components of the desktop build
need to be defined.
Key finding 5:
Configuration item (CI) information for the desktop build is good and accessible to
the technical management team. However, this information is not shared and is
not accessible to other teams.
MOST CORRECT (5)
Quality knowledge and information enable people to perform process activities

and support the flow of information between service lifecycle stages and
processes, (ITIL Any 2.2.5).
This answer option includes tactical improvements that will help to ensure
D
that similar parallel deployments will be successful. The improvements help
to reduce the risk of unexpected issues in early life support.
Coverage
The proposed improvements and actions cover all of the key findings and
improvements for related issues identified in the case study.
1st bullet key findings 1 and 3
2nd bullet key finding 2
3rd bullet key findings 4 and 5
Case study
This answer option offers improvement related to four points in the case
study.
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1st bullet. Holding review meetings with customers, user representatives

and IT support staff during the service design lifecycle and service
rehearsals helps with improvement for the following issues in the case
study:
Software testing is well-established, but almost totally focused on
software functionality, this has caused issues in the past with new
services proving hard to support and requiring further effort to make
them work after the IT services are operational.
implementation of new and changed services, although they are willing
to be involved with IT service design.
No formal change evaluation is done, and customer involvement with IT
3rd bullet. Provide IT staff with access to quality configuration information to
diagnose incidents and problems easily is an improvement that is related to
the case study:
Service asset and configuration management is focused on detailed
data from automated discovery tools. The incident and problem teams
do not feel this data helps them diagnose issues easily.
SECOND BEST (3)
This answer option is nearly as good as the 5-mark answer option but the
coverage of the key findings is not as comprehensive.
Coverage
The proposed improvements and actions cover all of the key findings and
improvements for related issues identified in the case study.
1st bullet key findings 2
2nd bullet key findings 4 and 5
3rd bullet key findings 1 and 3
Key finding 1 is not covered as well as the 5-mark answer option. The
improvements include customers in the review of the SDP and service
rehearsals but this is not as good as holding review meetings throughout
the service design lifecycle stage. It does not really mitigate the risks of (a)
alienating key support and operations staff during periods of change and (b)
increasing staff resistance to change which is vital for successful transition.
Case study
This answer option offers improvement related to three points in the case
study.
3rd bullet. Same points as the 1st bullet of the 5-mark answer option.
2nd bullet. Train support staff to use the existing service asset and
configuration information to perform their roles. The case study and
scenario indicate that correct configuration information is not available. This
improvement is therefore not as good as the recommendation in the 5-mark
answer that specifically focuses on defining the CIs for a desktop
deployment and dependent components in parallel deployments. The focus
on providing IT staff with access to quality configuration information to
diagnose incidents and problems easily relates specifically to the case
study and the scenario.
THIRD BEST (1)
This answer option is not as good as the 3 mark option.

Negative
1st bullet. This point is inconsistent with the scenario which states. A review
has also been completed of the relevant implementations which were
carried out over the last six months.
Coverage
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The proposed improvements and actions covers four of the key findings:
2nd bullet key finding 2
3rd bullet key finding 1, 2, 3
Case study
This answer option offers improvement related to two points in the case
study.
3rd bullet. Improve the change management process by using a formal
change evaluation to evaluate similar parallel deployments. This helps
improvement for two key issues identified in the case study:
implementation of new and changed IT services, although they are
willing to be involved with IT service design.
No formal change evaluation is done, and customer involvement with
DISTRACTER (0)
Two recommendations in this answer option are related to strategic

reviews. These points are inconsistent with the question which requires
improvements that can be implemented quickly.
Coverage:
The proposed improvements and actions do not cover any of the key
findings.
Negative:
3rd bullet. The case study states that There is a well-established company
culture of improvement, demonstrated by availability of investment funding
for improvement projects throughout the bank, including the IT department.
This recommendation is therefore inconsistent with the case study.
Syllabus Unit /
Module supported
Blooms Taxonomy
Testing Level
ITIL EX: MALC01 Key concepts of the service lifecycle

ITIL EX: MALC04 Managing services across the service lifecycle
Level 5 Evaluating - The ability to make judgements based on criteria and
standards. Can detect inconsistencies or fallacies within a process or product;
determining whether a process or product has internal consistency; detecting the
effectiveness of a procedure as it is being implemented. Can detect
inconsistencies between a product and external criteria; determining whether a
product has external consistency; detecting the appropriateness of a procedure
for a given problem.
Application
Candidates need to apply their knowledge of managing services across the

service lifecycle to reduce the issues in early life support and reduce the risks
associated with service transition. Candidates need to assess the question and
answer options in the context of the case study and scenario. The question
requires the candidate to make judgements based on criteria covered within ITIL
that are part of the syllabus unit and to determine the best set of opportunities for
tactical improvements. The candidate is expected to detect inconsistencies or
errors within the answer options, based on the case study and scenario. This
includes detecting errors in the answer option such as recommending strategic
reviews when the question specifically states tactical improvements.
The case study provides context for the question, and also provides a basis for
evaluation of the answer options.
Failure to use the case study could reduce the Bloom's level utilized and could
result in selection of an incorrect answer.
Sharing knowledge across the service lifecycle, and the use of knowledge
management
The five stages of the service lifecycle and how they interact with each other
Identification and assessment of customer and stakeholder needs and
requirements across all service lifecycle stages, and ensuring appropriate
priority is given to them
How the service design package (SDP) provides a conduit between service
design, service transition and service operation
Link to Case Study
Subjects/ Categories
covered.
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Book Section Refs
Difficulty
Involve service transition in early stages of the lifecycle

Involve operations staff, business users and other relevant stakeholders in
service rehearsals
Any 1.2 Context
SD 3.4 - Identifying service requirements - Service requirements
SD 4.1.1 - Design co-ordination purpose and objectives
ST 3.1.12 - Service transition principles - Involve service transition in early stages
of the lifecycle
ST 4.4.5.2 - Release and deployment management - Service rehearsals
Moderate
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QUESTION NUMBER
Three
Question Rationale
This question is testing the candidates understanding of how strategy dictates

value, and how value is defined and measured. It requires the candidate to
evaluate how the relevance of key concepts such as 'core, enabling and
enhancing' services and value terms such as money spent, value added and
value realized apply to the situation described and to judge which concepts can
be used to solve the stated issues.
Criteria for answer selection include:
Recognizing that the solution must address immediate and long-term needs
Recognizing the dependencies of the proposed solution on what already
exists in the case study organization.
Leveraging existing resources and capabilities in the case study organization
and moving to create what will be needed in the future.
Recognizing that moving from a situation where very little is known even
about the cost of IT services to a situation where value is fully understood
and linked back to value realized by the business itself will be a gradual
evolution, not a first step.
This answer is a good balance between current and future needs. It
A
recognizes that a service catalogue already exists and builds upon it for the
future by maturing to a full service portfolio. If overall costs are to be
understood and controlled, decisions related to future and not just current
services must be considered. This answer also provides for consistent
mechanisms for understanding business needs so that investments can be
aligned with those needs. It addresses understanding costs (needed in the
short term) and value (needed for long-term success). Finally, this answer
recognizes that services need to be linked to business outcomes.
This answer has significant merit. It leverages existing information in the
D
service catalogue and other sources and puts in place elements to enable
the understanding of the relationship between services and business
activity. The primary weakness in this answer is that it focuses on cost data
and, although it recommends revising the service portfolio management
process, there is no evidence in the case study or scenario that such a
process formally exists or requires revision. Also, it does not mention the
business value of services, but rather relates services to business activity.
The key merit of this answer is that it recognizes the immediate need to
B
understand costs and relate them to services, not just to IT as a whole. It
also seeks to understand what customers want, but this is done at an
individual customer group level which fails to consider relative business
importance. Finally, although it recognizes the need for the right operational
data, it links this data to general continual service improvement and does
not associate it with the stated short- or long-term goals.
This answer recommends inventorying services, apparently not leveraging
C
the existing service catalogue information, or the information stated in the
case study as being available in the business change request and
development records. It then proposes classifying the services using a
method (money spent, value added, value realized) which the scenario
states they have insufficient information to accomplish at this time, and it
fails to identify their objectives for the classification.
Also draws on ITIL EX: MALC03 Integrating service management processes
across the service lifecycle
MOST CORRECT (5)
SECOND BEST (3)
THIRD BEST (1)
DISTRACTER (0)
Syllabus Unit /
Module supported
Blooms Taxonomy
Testing Level
Application
Application The candidate is required to evaluate the actions that could be

taken, based on the case study, question scenario and ITIL theory, and judge
what actions are most appropriate in the circumstances.
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Link to Case Study
covered
Book Section Refs
Difficulty
The case study is used to provide context, and as a basis for evaluation of
answer options.
Failure to use the case study to answer this question could reduce the Bloom's
level utilized and could result in the selection of an incorrect answer option.
Core, enabling and enhancing services
How service strategy elements dictate what constitutes value, and how value
is defined and measured
The value to business and the interfaces of all processes in the ITIL Service
Strategy publication
SS 3.2.2.4 Core, enabling and enhancing services
SS 3.2.3 Value
SS table 3.5 Examples of core, enabling and enhancing services
Any 1.1.4 Value to the business
SS 4.1.3 Strategy management for IT services Value to the business
SS 4.5.3 Business relationship management Value to the business
SS 4.2.3 Service portfolio management Value to the business
SS 4.2.6.4 Interfaces
Moderate
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QUESTION NUMBER
Four
Question Rationale
This question requires the candidate to apply knowledge of service transition

processes, particularly change management / change evaluation, and evaluate
different tactical approaches to improving the handling of IT changes within the
context of the scenario and overall case study.
Positive:
B
MOST CORRECT (5)
1st bullet: Review the change management process and ensure that the
branch IT infrastructure is within scope.
The case study says that the customer delivery division is responsible for
handling the branch IT infrastructure. It is therefore vital to ensure that this
is not outside of the scope of the change management process.
Positive:
2nd bullet: Check that each change authority has the right representatives.
This should include the customer delivery division and representatives from
IT suppliers and new acquisitions.
The customer delivery division must be involved in the change authorities,
to ensure appropriate handling of changes to the branch IT infrastructure.
The same applies to relevant IT suppliers, to manage these relationships
effectively to ensure smooth delivery of service.
Also the case study states that there have been difficulties subsuming
acquisitions into the company. Participating in change authorities would
support this objective.
Positive:
3rd bullet: Introduce the key elements of a change evaluation process
The case study states that there is no formal change evaluation process in
place to support the evaluation of significant changes. However the
scenario lists a key driver for the tactical improvements as being the need
for expected performance of the new IT service supporting the new
insurance service. Introducing key elements of the change evaluation
process would help ensure that the service has the right and expected
performance. Since the question asks for tactical improvement, the bullet
does not specify a full implementation of a change evaluation process.
Positive:
4th bullet: Increase focus on warranty during testing, and include
representatives from the financial products division
The case study states that the current software testing focuses almost
totally on functionality. Adding testing of warranty would increase the
likelihood of success of the new insurance service. Also including
representatives from the financial products division, the division responsible
for the new insurance service offerings, would address the current issue of
only limited involvement from the business in service transition.
SECOND BEST (3)
Neutral:
1st bullet: Evaluate the change management process within the shared
services division and ensure on-going control over live services in
operation.
The case study states that change management is well-developed, and that
there is already strict control over access to live services. Also the recent
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incidents have been related to changes to the branch IT infrastructure,

which is managed by the customer delivery division.
Positive / neutral:
2nd bullet: Check that the users of the change management process have
completed training. Consider refresher training for IT suppliers and teams
where there have been change-related incidents.
Although it is positive to ensure sufficient training, the bullet does not
mention the customer delivery division specifically, and is therefore not as
strong as the equivalent bullet in the best answer option.
Positive:
3rd bullet: Make adjustments to the change authorities, such as ensuring
that a customer delivery division representative is an active member of level
2
Will ensure that changes to the branch IT infrastructure receive sufficient
attention and are seen in relation to other IT changes.
Positive:
4th bullet: Assess operational readiness during testing, particularly related
to support after go-live
THIRD BEST (1)
Will add to the existing practice of testing software functionality, and

address the issue mentioned in the case study with transitioned services
being hard to support and requiring adaptations after going live.
Positive:
1st bullet: Consider refresher training for the customer delivery division and
key resources from new acquisitions.
The recent incidents have been related to changes to the branch IT
infrastructure, managed by the customer delivery division. Ensuring
sufficient training in this division is therefore vital to prevent further
incidents.
Negative:
2nd bullet: Establish country IT change advisory boards at level 1 to speed
up handling of IT changes, and have these country boards report into the
business executive board.
An additional CAB on level 1 that reports into the business executive board
(level 0) can bypass the IT steering group responsible for changes that
have an impact on multiple services and divisions. This could reduce the
visibility into the management of changes, and undermine the current
governance structure.
Neutral:
3rd bullet: Implement a change evaluation process
The scenario lists a key driver for the tactical improvements being the need
for expected performance of the service supporting the new insurance
service. Introducing change evaluation would help ensure that the service
has the right and expected performance. However the question asks for
tactical improvement, while the bullet suggests a full implementation of a
change evaluation process. Implementing a full change evaluation process
cannot be considered a tactical change.
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Neutral:
4th bullet: Expand testing of utility for new and changed services
DISTRACTER (0)
There is already a focus on software functionality testing. Expanding the

testing of utility will likely have little impact on the issues listed in the
scenario.
Neutral:
1st bullet: Introduce a service management toolset to increase visibility into
changes and their impact on live services.
The case study specified that there already is an integrated service
management toolset in place to support service management staff.
Negative:
2nd bullet: Reduce the number of change authority levels, and specify that
the new insurance service is handled at a lower level to reduce time-tomarket.
Although this specific company could have a reason for reducing the
number of change authority levels from what is recommended in ITIL good
practice, there is no information in either the case study or scenario
indicating such a need. Also handling the new insurance service on a low
change authority level would not be in accordance with the current policy in
which changes with high risk/impact should be handled by the business
executive board.
Negative:
3rd bullet: Extend the existing change evaluation process for level 1 and
level 2 changes in the customer delivery and shared services divisions
The case study states that there is no change evaluation process in place.
Neutral:
4th bullet: Implement a knowledge management process to optimize use of
data and improve efficiency across business divisions
Syllabus Unit /
Module supported
Blooms Taxonomy
Testing Level
Application
Link to case study
Implementing a full knowledge management process, and thereby

expanding on the current informal practices, is not a tactical improvement.
Also there are no immediate indications in either the case study or scenario
of why this is necessary or whether it will have an impact on the issues
listed in the scenario.
ITIL EX: MALC03 Integrating service management processes across the service
lifecycle
ITIL EX: MALC05 Governance, roles, people, competence and the organization
Application the candidate is required to apply knowledge of service transition
processes, particularly change management and change evaluation, and
evaluate different tactical approaches to improving the handling of IT changes
within the context of the scenario and overall case study.
The case study is used to provide context for the question, and as a basis for
evaluation of the answer options.
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covered
The value to business and the interfaces of all processes in the ITIL Service
Transition core publication:
o
o
Change management
Change evaluation
Book Section Refs
Difficulty
The application of governance in change management, through change

authorization to ensure the integrity of live services. The role of the change
advisory board (CAB)
ST 4.2.3 Service transition processes Change management Value to
business
ST 4.2.6.4 Service transition processes Change management Interfaces
ST 4.6.3 Service transition processes Change evaluation Value to business
ST 4.6.6.4 Service transition processes Change evaluation Interfaces
ST 4.2.5.5 Service transition processes Change management Authorize
change build and test
ST 4.2.5.10 Service transition processes Change management Change
advisory board
Moderate
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QUESTION NUMBER
Five
Question Rationale
The question requires knowledge of the way process improvement in one stage
of the service lifecycle can be beneficial to other areas. It requires the decisions
to be made between short-term, reactive improvements and fundamental
changes in processes which have a more sustained effect on overall service
quality. The question also requires application of the theory to the case study in
order to determine the correct solution.
Case study points related to opportunities for improvement:
a. Service design: Banking staff are actively involved in the IT service design
activities undertaken by the applications unit; good relationships exist and
applications unit staff members also contribute to the development of new
and changed business services.
b. Service transition: Software testing is well-established, although it is almost
totally focused on software functionality. This has caused issues in the past
with new IT services proving hard to support and requiring further effort to
make them work after the IT services are operational.
c.
Service transition: Knowledge management is mostly carried out informally.

There is a formal communication plan to keep staff up to date on new policies
and requirements. There is awareness that, as the bank expands, work
needs to be done to better leverage data and information to improve
effectiveness.
d. Service transition: No formal change evaluation is done, and customer

involvement with IT service transition is minimal.
e. Service transition: Change management is well-developed with strict control
over access to the live IT services.
Analysis of the suggestions
1. Ensure that each SDP fully documents all required testing of service utility.
Neutral - This should certainly be part of the SDP, but it will not lead to significant
improvements, as there is already good testing of service utility. The case study
says "Software testing is well-established, although it is almost totally focused on
software functionality".
2. Plan to incorporate customer satisfaction targets into the service level
agreements (SLAs).
Positive this improvement shows an ongoing commitment to customer
satisfaction and its measurement and can also lead to the capture of service
improvement ideas from the customers and users that might be implemented to
improve services quality. From the additional information the bank is starting to
formalize the use of this type of information. (SD 4.3.5.7)
3. Introduce the principles of balanced design for major changes as part of the
service design lifecycle.
Positive recognition of the fact that if changes are made to one of the three
elements in a project namely resources, functionality or schedule, this will have
an effect on the other two. In respect of functionality, balanced design ensures a
balance between meeting the utility and the warranty requirements. It is important
that service design recognizes the effect of this and the impact that this could
have on other stages of the service lifecycle. From the case study (see b above)
a lack of operational acceptance testing could be symptomatic of the fact that the
design processes are not recognizing the need for flexibility in this area so that all
required functionality is confirmed. (SD 3.3)
4. Implement a CSI register to record and prioritize service improvement
suggestions and ensure that associated KPIs are identified.
Positive A CSI register allows the capture of relevant information especially the
KPIs required to monitor the improvements success. This record allows for the
prioritization of improvements. Currently, although the bank does invest in
improvements, the case study (see c above) suggests that metrics are not being
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fully utilized. (CSI 3.4)

5. For each implementation of a new service carry out a customer satisfaction
survey with business representatives.
Neutral understanding business representative opinion is useful, however this
does not include other stakeholders such as the users and is concentrated on
very specific events, which is not as regular or comprehensive as a link to SLAs.
6. Create an SDP for each major change and include a definition of each stage of
the transition with suitable entry and exit criteria.
Positive Detailing the lifecycle stages for service transition helps to put in more
checks or quality gates to ensure that all aspects of transition are being
controlled. In the case study (see d above) it states that change evaluation is not
undertaken at present, this approach could be a building block for the subsequent
introduction of the formal change evaluation process. (ST 4.1.5.2)
7. Increase the amount of utility testing for all products and IT services before
release and deployment.
Negative - This is a reactive suggestion. All the evidence in the case study (see
b above) suggests that the present testing of utility of new services is being
undertaken adequately. The area of concern would be warranty testing to ensure
that operations management are in a position to support the new services once
they were live. This only addresses part of one aspect of the balancing of
resources and schedule and functionality.
8. Reduce the number of new service support issues by introducing involvement
from the business and service implementation unit at the service design stage.
Neutral The suggestion is limited since it does not include operations
management at the design stage, which is the area that is responsible for
operational support. The case study (see a above) already highlights that there is
some level of involvement from the business albeit concentrated in the
applications development area (SO 9.1).
MOST CORRECT (5)
2 Positive
3 Positive
4 Positive
6 Positive
SECOND BEST (3)
3 Positive
4 Positive
5 Neutral
8 Neutral
THIRD BEST (1)
1 Neutral
4 Positive
5 Neutral
7 Negative
DISTRACTER (0)
1 Neutral
5 Neutral
7 Negative
8 Neutral
Syllabus Unit /
Module supported
Blooms Taxonomy
Testing Level
ITIL EX: MALC04 Managing services across the service lifecycle

ITIL EX: MALC07 Implementing and improving service management capability
Level 4 Analysing - The ability to use the practices and concepts in a situation or
Application
The candidate needs to apply knowledge of managing across the lifecycle and be
able to analyse improvement suggestions. The candidate needs to apply their
analysis to determine the best options to improve overall service quality.
The case study is used primarily to set context, and is also used as a basis for
analysis of the answer options.
Link to Case Study
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covered
Book Section Refs
Difficulty
Identification and assessment of customer and stakeholder needs and

requirements across all service lifecycle stages, and assuring appropriate
priority is given to them
Customer satisfaction surveys
The challenges, critical success factors and risks of the service lifecycle
stages, and potential conflicts and competing issues across the lifecycle
Planning for improvement with short-, medium- and longer-term improvement
initiatives
How the service design package (SDP) provides a link between service
design, service transition and service operation
SD 3.3 Service design principles Balanced design
SD 4.3.5.7 Service design processes Service level management Process
activities, methods and techniques - Collating, measuring and improving
customer satisfaction
ST 4.1.5.2 - Service transition processes - Process activities, methods and
techniques Service transition lifecycle stages
SO 9.1 - Challenges, risks and critical success factors - Challenges
CSI 3.4 - Continual service improvement principles CSI register
Moderate
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QUESTION NUMBER
Six
Question Rationale
The question requires the candidate to apply their understanding of SWOT

analysis to ITSM in the current situation in the bank. The candidate needs to
evaluate each of the points in the answer options against information in the case
study and scenario, and against the service level targets.
The SWOT analysis in question applies to IT Service Management (ITSM) within
the bank. An appropriate SWOT analysis needs to include:
strengths in the bank's ITSM situation
weaknesses with the ITSM situation in the bank
situations external to ITSM which give rise to opportunities for ITSM
situations external to ITSM which give rise to threats or potential issues
for ITSM in the bank.
The candidate needs to evaluate each element in the answer options in terms of:
whether it correctly meets the definition of a strength, weakness,
opportunity or threat in relation to ITSM in the bank
whether the case study and/or scenario supports it as a strength,
weakness, opportunity or threat
whether it contributes towards the desired end-state for ITSM, for
example in terms of targets in the scenario and/or the case study.
None of the SWOT analyses in the answer options is a full and complete SWOT
analysis of ITSM (that would be a lot larger) but the question is looking for the
most appropriate, given the service level targets. Therefore points which relate to
the service level targets are better than ones which don't, and an overall SWOT
analysis which takes account of all the targets is desirable. Individual elements
have been rated between positive - neutral - negative based on their
appropriateness to assist with evaluation of answer options.
MOST CORRECT (5)
This is the best answer. All elements are valid in terms of SWOT, in terms
of the case study, and potentially have an impact on the target service
levels, with balance across all the service levels.
Strengths:
1. Strict control over access to live services.
Positive: Valid strength. Correct according to case study (Description of
service transition Change management is well-developed, with strict
control over access to the live IT services.). Could support high-availability
target through reducing incidents following changes.
2. Good service desk and incident management process.
service operation The service desk function and the incident
management process are well-established and effective.). Could support
high customer satisfaction target through providing good IT support and
reducing downtime during incidents (also supporting high-availability target).
3. Well-established culture of improvement.
continual service improvement There is a well-established company
culture of improvement, demonstrated by availability of investment funding
for improvement projects throughout the bank including the IT
department.). Could support TCO-reduction target through identifying,
communicating and implementing improvements to reduce TCO. Any
improvement made towards the specified targets would be supported by
this culture of improvement.
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Weaknesses:
4. Inadequate software testing.
Positive: Valid weakness. Correct according to case study (Description of
service transition Software testing is well-established, although it is
almost totally focused on software functionality. This has caused issues in
the past with new IT services being hard to support and requiring further
effort to make them work after the IT services are operational.). Could have
an impact on high-availability target through incidents following changes.
5. Insufficient data for diagnosis by incident and problem teams.
service transition Service asset and configuration management is
focused on detailed data from automated discovery tools. The incident and
problem teams do not feel this data helps them to diagnose issues easily.).
Could reduce customer satisfaction by increasing downtime during incidents
and not preventing recurring incidents.
6. Limited financial information on cost of individual services.
service strategy Financial control within the IT department is
comprehensive at a high level, but only limited information is known as to
the detailed cost of individual services and the usage by each customer).
Could prevent both measuring and reducing service cost.
Opportunities:
1. Available funding for improvement projects across both business and
IT.
Positive: Valid opportunity. (While in some respects this could be seen as
an internal strength, the funding decision will have been made external to
ITSM). Correct according to case study (Description of continual service
improvement There is a well-established company culture of
improvement, demonstrated by availability of investment funding for
improvement projects throughout the bank including the IT department.).
Could enable the introduction of improvements to availability, customer
satisfaction and total cost of ownership (TCO).
7. Business strategy to integrate and automate business and IT
operations.
Positive: Valid opportunity. Correct according to case study (Description of
corporate vision and business strategy Part of the business strategy is to
integrate and automate business and IT operations within company
constraints that include legislation, regulatory, financial and security
constraints.). This could provide an opportunity to increase customer
satisfaction and reduce TCO.
Threats:
8. Infrastructure management outside of the shared services division.
Positive: Valid threat. Correct according to case study (Description of
shared services division Some direct management of the branch IT
infrastructure remains with the customer delivery division. Some direct
management of the overseas banks' IT infrastructure remains with the
overseas banks within the global banking division.). Could prevent highavailability target from being reached by, for example, not including the
branch infrastructure in the scope of change management.
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9. Language, time-zone and cultural issues.
SECOND BEST (3)

challenges, issues and risks The commitment to expansion has created
some direct and immediate challenges, including:
language and time-zone concerns as the bank acquires and
partners with companies in other countries.
cultural and organizational issues. This has especially shown itself
in the different levels of expectation for IT support between the
different countries and acquired companies").
Could affect customer satisfaction due to varying expectations.
This answer is almost as good as the 5-mark answer, and all elements have
some merit. Three of the elements are less comprehensive in terms of their
relevance to the service level targets and/or their validity in SWOT terms.
Strengths:
2. Remote back-up site exists for service continuity.
Positive / Neutral: Valid strength. Correct according to case study
(Description of service design A remote back-up site is available to
deliver continuity of IT services in the event of a disaster. There is an IT
service continuity policy that requires that all critical IT services be designed
to deliver IT service continuity via this route.). Could reduce impact from
major incidents / disasters to support high-availability target. However it
would not provide a day-to-day facility, being there for contingency
purposes, so would not contribute to the service level targets as much as
some of the other strengths.
3. IT department has a unit focused on service quality.
Positive: Valid strength. Correct according to case study. ("Service quality
unit which includes the service improvement manager"). A focus on quality
and improvement could support the targets relating to availability and
customer satisfaction.
4. The business and IT work closely together.
service strategy The CIO and IT strategy unit work closely with the
business with the aim of delivering relevant and up-to-date IT services.).
Could support implementing improvement initiatives related to availability,
customer satisfaction and TCO.
Weaknesses:
5. No formal change evaluation.
service transition There is no formal change evaluation process...... and
customer involvement with IT service transition is minimal.). Could increase
likelihood of incidents following changes, with negative impact on the highavailability target.
6. Missing proactive element of problem management.
service operation Problem management tends to be reactive rather than
proactive.). Could increase downtime from incidents and increase TCO due
to costly emergency improvements.
7. Lack of a formally maintained service portfolio.
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service strategy The service portfolio, however, is not formally
maintained, although relevant information is available via the business
change request and development records.). An improved service portfolio
could impact customer satisfaction.
Opportunities:
1. Acknowledgement that effectiveness and economy could be improved
by involving IT staff more in developing new and changed business
services.
Positive / Neutral: This provides an opportunity. It is not completely clear
from the case study whether the acknowledgement is only within the ITSM
organization or from the business (external and therefore a valid opportunity
in SWOT terms). Correct according to case study (Description of IT
structure The banking services are each underpinned by IT services.
These IT services have been developed with a good level of collaboration
between business and IT staff. This has worked well although it is
acknowledged that effectiveness and economy could be further improved
by increased involvement of IT staff in developing new and changed
banking services.). This acknowledgement provides the opportunity for
involving IT staff more which could support building for high availability
requirements from early in the service lifecycle.
8. Costs of virtualization solutions are reducing.
Positive: Valid opportunity. Relevant according to case study (Description
of IT infrastructure In an effort to reduce capital expenditure and increase
the utilization of hardware, the bank has established a new policy of 'virtual
first' meaning all new servers will be virtual unless the application requires
otherwise.). Reduction in costs of virtualization solutions could have an
impact on TCO towards the TCO reduction target.
Threats:
9. Handling of business questions by business support teams.
service operation Business questions (how-to questions) are handled by
separate business support teams within each of the main business
divisions.). Could prevent customer satisfaction target from being reached
as the business questions would be outside of scope of established good
practice for support, and business perceptions of IT service could be
affected by this service which is outside ITSM control.
10. Changes in legislation.
Neutral: Valid threat in terms of it being an external influence. Not
mentioned explicitly in case study, and unclear whether there would be an
impact on ITSM. However the bank already has a division dedicated to
security, risk and compliance. There is no information indicating that
changes would have specific (positive or negative) impact on the service
level targets in the scenario.
THIRD BEST (1)
This answer has some good elements, and some which are less valid in
terms of their relevance to the service level targets or their validity in SWOT
terms.
Strengths:
1. Well-maintained IT service catalogue easily accessible to staff.
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service strategy There is a well-maintained IT service catalogue easily
accessible to staff showing the IT services available.). However there is no
information indicating that this should have a specific (positive or negative)
impact on the service level targets in the scenario.
2. Service request software supports direct ordering of services.
Neutral: Valid strength. Correct according to case study (Description of
service operations There is a process to manage service requests which
is supported by service request software to enable direct ordering of certain
service catalogue items by business customers.). However there is no
information indicating that this should have a specific (positive or negative)
impact on the service level targets in the scenario.
3. Negotiation of service level agreements during service design and
service transition.
service design Service level agreements are in place, with negotiation
beginning during the service design stage and extending through the
service transition stage.). Having negotiation extending through service
transition could make it more likely that the agreed availability target
(99.99%+) can be met.
Weaknesses:
4. Dependence on knowledge of short-term contract staff.
service design Approximately 60% of the work of IT service design is
delivered by short-term contract staff working in the applications unit.).
Could reduce quality of support and prevent increasing efficiency and the
implementation of cost-reduction measures due to lack of historical
knowledge.
5. The operations control centre covers both applications and
infrastructure.
Neutral: Valid internal situation, though no evidence as to whether it is
actually a weakness. Correct according to case study (Description of
service operation There is a central operations control centre in the HQ
country which controls the operations of both applications and IT
infrastructure.). However there is no information indicating that this should
have a specific (positive or negative) impact on the service level targets in
the scenario.
6. Service asset and configuration management provides detailed data
from automated discovery tools.
Positive/Neutral: Valid internal situation, which involves both a strength
and a weakness (see below). Correct according to case study (Description
of service transition Service asset and configuration management is
focused on detailed data from automated discovery tools.). Could have a
positive impact, and be a strength both during assessment of changes and
incident management. The case study also indicates that this data is
insufficient for incident and problem management teams, which could prove
a weakness and have an impact on availability and customer satisfaction.
Opportunities:
7. Purchasing as opposed to developing software.
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Negative: This statement is an action rather than a situation, and therefore

not a valid opportunity in SWOT terms. The case study indicates maximum
use of purchased software. This indicates that a buy before build policy is
already in place, and this would therefore have very limited impact.
8. Renegotiating contract with external WAN provider.
Neutral/Negative: This statement is an action rather than a situation, and
therefore not a valid opportunity in SWOT terms. Although renegotiating
could potentially have an impact on the TCO of the internet WAN links,
there is no information in the case study indicating that there is a potential
for substantial cost savings in this area.
Threats:
9. Security breaches and denial-of-service attacks.
Positive/Neutral: Valid threat. Although always (theoretical) threats, the
bank already has a division dedicated to security, risk and compliance.
There is no information indicating that risk exposure in this area is not
managed acceptably. Such threats would potentially have an impact on
availability of service.
10. High turnover from low employee satisfaction.
Negative: Not a valid threat. If there were high turnover of ITSM staff, or
low employee satisfaction, then this would be a weakness rather than a
threat. It would need to state an external situation which might give rise to
these things in order to be a threat in SWOT terms.
DISTRACTER (0)
Most of the elements in this option are either invalid in SWOT terms, wrong
in terms of the case study, or less relevant to the service level targets.
Strengths:
1. Dedicated physical servers to prevent cross-service impact from
incidents.
Neutral: Although this could have been a strength under different
circumstances, there is a policy in place to use virtualization.
2. Business and IT are strictly separated to support good governance.
Neutral/Negative: This is not entirely internal to ITSM so would not be a
valid strength in SWOT terms. Although IT is part of the separate shared
service division, this is not necessarily the only way to ensure good
governance. In this case, the business and IT work well together, e.g.
during service design.
3. Standardized IT support as one size fits all.
Neutral: Although standardized, one size fits all IT support could be
considered a strength; in this case there are varying expectations towards
IT support stemming from cultural and organizational issues.
Weaknesses:
4. Issues with integration of management information across the business
units.
challenges, issues and risks Recently there have been issues with
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integration of management information across the business units.). Could

prevent both reaching required customer satisfaction target and reducing
TCO.
5. Insufficient commitment of staff and finance for dealing with suppliers.
Negative: If it were true it would be a valid weakness. Wrong according to
case study. There is full commitment to handling both partnership and
suppliers due to the strategy of driving change.
6. Insufficient network security.
Negative: If it were true it would be a valid weakness. Wrong according to
case study, which says that the bank has set up VPN to ensure appropriate
levels of security.
Opportunities:
7. Implementing an integrated service management toolset.
Negative: This is not a valid opportunity in SWOT terms, as it is an action
rather than a situation giving rise to an opportunity. Wrong according to the
case study. There is already an integrated service management toolset in
place.
8. Actively involving banking staff in service design.
Negative: This is not a valid opportunity in SWOT terms, as it is an action
rather than a situation giving rise to an opportunity. Wrong according to the
case study. Banking staff are already actively involved in service design.
The issue is with involvement in service transition, but the bullet does not
mention that.
Threats:
9. Reducing co-operation between business divisions.
Negative: This is not a valid threat in SWOT terms, as it does not state the
situation which would give rise to such a threat. The case study confirms
that the business divisions currently work closely together, e.g. on projects.
It is not clear how this would have a direct impact on ITSM within the bank
or its service level targets.
10. Focusing on overseas business could threaten bank's success in
domestic market.
Neutral: Valid threat. The case study confirms the bank has had significant
success in the domestic market, and is seeking to expand overseas. It is
unclear however how this threat would have a direct impact on ITSM within
the bank or its service level targets.
Syllabus Unit /
Module supported
Blooms Taxonomy
Testing Level

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Application
Application the candidate is required to apply knowledge of the SWOT analysis

and evaluate different analysis in light of information on service level targets in
the scenario and overall case study.
Link to Case Study
The case study is used to provide context and as a basis for evaluation.
covered
Book Section Refs
Assessing the current situation regarding service provision: SWOT analysis
Difficulty
CSI 5.5.9 Continual service improvement methods and techniques Metrics

SWOT analysis
Hard
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QUESTION NUMBER
Seven
Question Rationale
The question is based on the concept of the characteristics of value described in

the ITIL Service Strategy publication, and its application to the case study.
Value is defined in terms of three areas: the business outcomes achieved, the
customers preferences, and the customers perception of what was delivered.
The value of a service can be considered to be the level to which that service
meets a customers expectations. The characteristics of value are:
Value is defined by customers: The ultimate decision about whether that

service is valuable or not rests with the customer.
Affordable mix of features: It is possible to influence the customers
perception of value through communication and negotiation, but that still does
not change the fact that customers will still make the final choice about what
is valuable to them.
Achievement of objectives: Customers do not always measure value in
financial terms, even though they may indicate how much they are prepared
to pay for a service that helps them to realize the desired outcome. Many
services are not designed to produce revenue, but to meet some other
organizational objective, such as social responsibility programmes, or human
resource management.
Value changes over time and circumstance: What is valuable to a
customer today might not be valuable in two years.
Case study:
The corporate vision is firmly based on expansion and articulates this via targets
to be achieved by the close of the next financial year. The current financial year
closes in six months, so these targets are expected to be achieved 18 months
from now.
In their HQ country, to have as a customer base 10% of retail banking market
(currently 7%)
Increase income from internet banking by 70%
Increase income from customers living outside the HQ country by 50%
Achieve a 5% increase in corporate profit.
In addition, part of the business strategy is to integrate and automate business
and IT operations within company constraints that include legislation, regulatory,
financial and security constraints.
MOST CORRECT (5)
SECOND BEST (3)
THIRD BEST (1)
DISTRACTER (0)
This is the BEST description, as it covers all of the characteristics of value

using examples from the banks corporate vision that relate to the IT
services.
This answer is not as good as the 5-mark answer because it uses fewer
examples from the banks corporate vision. It also misses the last
characteristic value changes over time and circumstance.
This answer does not use any examples from the bank (it uses generic text
from SS 3.2.3). The last sentence Value is defined in this financial year for
the next financial year and may change if the business and IT strategies
change is incorrect. Value is realized in service operation and value will
change over time and circumstance, as new and changed IT services are
deployed to the business and the internet banking customers.
This answer option has several points that are wrong and/or weak, and it
does not include any mention of how value changes over time.
1st sentence Value and does not depend on what was delivered. This
contradicts ITIL: Value needs to be defined in terms of three areas: the
business outcomes achieved, the customers preferences, and the
customers perception of what was delivered.
2nd sentence A key characteristic of value is defining it in terms of the
business outcomes that are achieved and measuring value through
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financial returns and cost savings. Value is not measured only through
financial returns and cost savings.
3rd and 4th sentence The delivery of the banks corporate vision will be
the ultimate measure of value in 18 months time. This measure should
include the increase in income generated from internet banking and from
customers living outside the HQ country is generic for the bank and is not
directly related to characteristics of value from the IT services.
Syllabus Unit /
Module supported
Blooms Taxonomy
Testing Level
Application
Link to Case Study

covered
Book Section Refs
Difficulty
5th sentence Value can also be realized through the delivery of business
outcomes and solutions within company constraints such as legislation,
regulatory, finance and security is valid but not directly related to a
characteristic of value, e.g. achievement of objectives.
Level 4 Analysis - The ability to use the practices and concepts in a situation or
The candidate is expected to analyse the scenario and answer options using the
ITIL concepts of value and characteristics of value. There are inconsistencies
between some of the answer options and ITIL. The BEST answer option is based
on applying the banks business objectives in the corporate vision to the right
characteristics of value.
The case study is used to provide context and as a basis for analysis
How service strategy elements dictate what constitutes value, and how value
is defined and measured
SS 3.2.3 Value
SS 3.2.3.1 Creating value
Moderate
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QUESTION NUMBER
Eight
Question Rationale
Key aspects in the case study relevant to the question are: The corporate vision
is firmly based on expansion and articulates this via targets to be achieved by the
close of their next financial year in 18 months from now.
Part of the business strategy is to integrate and automate business and IT
operations within company constraints that include legislation, financial and
security constraints. A risk due to a security breach for the online banking service
appears in the company risk register.
In the scenario: the CIO is concerned that the recent issues and risks will have a
negative impact on the business strategy.
The question is based on understanding and applying knowledge about critical
success factors (CSFs) and key performance indicators (KPIs). ITIL definition of a
KPI: A metric that is used to help manage an IT service, process, plan, project or
other activity. Key performance indicators are used to measure the achievement
of critical success factors. Many metrics may be measured, but only the most
important of these are defined as key performance indicators and used to actively
manage and report on the process, IT service or activity. They should be selected
to ensure that efficiency, effectiveness, and cost-effectiveness are all managed.
MOST CORRECT (5)
The set of recommendations is the best combination to support the

business strategy. Each recommendation is proactive and provides KPIs at
the correct level.
Positive:
1st bullet: Adding the KPI Reduction in the impact and number of business
transactions lost due to IT failures is good. It focuses on what is crucial for
the bank to support the business strategy. This is a correct level of
measurement and it supports the first CSF.
Positive:
2nd bullet: Adding the KPI Reduction in the number of service breaches
caused by suppliers is good. It provides a focus on third party contract
targets that are essential to support global growth where the bank will
depend on suppliers services in each country. This is a correct level of
measurement and it supports the 1st and 2nd CSFs.
Positive:
3rd bullet: Adding the KPI Reduction in the number of risks caused by a
security breach of an IT service is good. It enables service level
management to monitor the risks caused by security breaches for the online banking service. This is a correct level of measurement and it supports
the 2nd CSF.
SECOND BEST (3)
Positive:
4th bullet: Adding the KPI Decrease in the costs associated with IT service
provision is good. It focuses on what is crucial for IT to support the
business strategy of the bank and target to increase profit. This is a correct
level of measurement and it supports the 3rd CSF.
This is not as good as the 5-mark answer because it partially covers the
CSF- Deliver the agreed IT services at affordable costs. The
recommendation to add the KPI Reduction in the number of incidents that
cause downtime is a good measure but it overlaps with existing KPIs in the
scenario. The recommendation for the KPI on information security is not as
good as the 5-mark answer that is more proactive.
Positive:
1st bullet: Adding the KPI Reduction in service level breaches for customerfacing services and supporting services ensures that the impact of a
potential failure to the SLA targets is measured. It contributes to
understanding the performance of the WAN supporting service.
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Neutral:
2nd bullet: Adding the KPI Reduction in the number of incidents that cause
downtime is a good measure but it overlaps with the second KPI in the
scenario.
Positive:
3rd bullet: Adding the KPI Reduction in the number and impact of security
breaches and security incidents" is good. This KPI enables service level
management to monitor the information security breaches and incidents for
the bank and the internet banking service. This is a correct level of
measurement and it supports the 2nd CSF.
Positive:
4th bullet: Adding the KPI Decrease in the cost of incident resolution is
good. It enables service level management to monitor costs of resolving
incidents for the internet banking service that will contribute to cost
reduction and the 3rd CSF. This is a correct level of measurement.
THIRD BEST (1)
This is not as good as the 3-mark answer because the first bullet
recommends a KPI that overlaps with both of the existing KPIs. The
recommended KPI on information security is not as good as the 3-mark
answer that measures the impact of security breaches and security
incidents.
Neutral:
1st bullet: Adding the KPI Increase in customer satisfaction with the
availability of service is a good measure but it overlaps with the current
KPIs.
Positive:
2nd bullet: Adding the KPI Reduction in the number of incidents caused by
suppliers will support the 1st CSF and the need to manage the WAN
supporting service. It enables service level management to monitor
incidents for the WAN service. It also supports the 2nd CSF.
Positive:
3rd bullet: Adding the KPI Reduction in the number of security breaches
and security incidents is good. It enables service level management to
monitor the risks related to information security breaches for the internet
banking service. This is a correct level of measurement and it supports the
2nd CSF.
Positive:
4th bullet: Adding the KPI Decrease the cost of incident resolution is good.
It enables service level management to monitor costs of resolving incidents
and problems for the internet banking service that will contribute to cost
reduction and the 3rd CSF. This is a correct level of measurement.
DISTRACTER (0)
This answer options does not provide any support for the 3rd CSF - Deliver
the agreed IT services at affordable costs.
Positive:
The set of KPIs support the 1st CSF.
Positive:
The set of KPIs support the 2nd CSF.
Negative:
The set of KPIs do not support the 3rd CSF.
Syllabus Unit /
Module supported
ITIL EX: MALC06 Measurement
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Blooms Taxonomy
Testing Level

Application
The candidate is required to make a judgements based on:

a) Establishing a service measurement framework to ensure that what is
measured is crucial
b) Problems caused by incorrect levels of measurement (too little or too
much).
The judgments need to be linked to the measurements and the correct level of
measurement based on criteria in the case study and scenario. The question
requires the candidate to make judgments based on criteria covered within ITIL
that are part of the syllabus unit. The candidate is expected to detect
inconsistencies or errors within the answer options, based both on the scenario
and on ITIL. The question requires analysis and judgment in selecting the best
recommendation about KPIs for this particular scenario. The candidate is
expected to maximize positive points and minimize the negative points whilst
making a judgment about the best combination of recommendations.
The case study is used to provide context and as a basis for evaluation.
CSFs and KPIs
Design and development of a service measurement framework
CSI 5.5.1 Metrics How many CSFs and KPIs
CSI 5.5.1.1 Qualitative KPIs
CSI 5.5.1.2 Quantitative KPIs
CSI 5.4.1 Design and develop a service measurement framework
CSI 5.4.4 Creating a measurement framework grid
Moderate
Link to Case Study
covered
Book Section Refs
Difficulty
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QUESTION NUMBER
Nine
Question Rationale
The question asks the candidate to identify the most appropriate target
commitment chart in terms of what would be desired to help plan the service
transition.
The key to answering the question is to identify the mismatch between the
position of the various stakeholders in the power impact matrix and their
respective position in terms of their current commitment.
Figure 5.7 in the ITIL Service Transition core publication specifies the following:
- Stakeholders with high/medium importance and medium/high impact:
Key players - need strong buy-in
- Stakeholders with medium importance and medium impact: Active
consultation
- Stakeholders with medium/low importance and low/medium impact:
Maintain interest
- Stakeholders with low importance and low impact: Keep informed
From a commitment chart perspective:
- Strong buy-in requires Makes it happen
- Active consultation requires Helps it happen (or above)
- Maintain interest requires No resistance (or above)
- Keep informed does not require a specific commitment
Based on this, the following commitment chart would be the most appropriate in
this case:
Stakeholder
Project team
Security
management
General public
Media
Government
External
vendor
Administration
department
Union
representatives
Not
committed
No
resistance
Helps it
happen
Makes it
happen
X
X
X
X
X
X
X
X
The project team has high importance to the service transition and medium
impact, designating a key player who should have strong buy-in. Also, the
very objective of a project team is to execute the project and deliver the
change. This requires a Makes it happen commitment level.
Security management has medium importance to the service transition and

medium impact, describing a situation with active consultation taking place
(for instance to ensure sufficient confidentiality of election results) and
therefore a Helps it happen commitment level.
The general public has high importance to the service transition and high
impact, indicating key players. This stakeholder must accept the new service
as a safe and acceptable replacement for existing, manual voting
procedures, and be willing to change behaviour. The project objective of 40%
of votes to be registered electronically within 5 years is absolutely dependent
on this change taking place, requiring a Makes it happen commitment level.
The media has medium importance to the service transition and low impact,
describing a No resistance commitment level needed. It is easy to picture a
situation where the media does have resistance to the change, with
substantial coverage of potential negative impacts of the new service related
to, for instance, confidentiality breaches. This could affect the usage of the
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new service and prevent the project objectives from being reached.
MOST CORRECT (5)

SECOND BEST (3)
THIRD BEST (1)
DISTRACTER (0)
Syllabus
Unit
/
Module supported
Blooms Taxonomy
Testing Level
Application
Link to Case Study

covered
Book Section Refs
Difficulty
The government has high importance to the service transition and low
impact. Overall the government is sponsoring the project and its support will
be needed to drive through cost savings in the administration department,
indicating a Helps it happen commitment level or above.
The external vendor has high importance to the service transition and low
impact, requiring a Helps it happen commitment level or above. The vendor
is responsible for designing the new service and, as such, it could be argued
that a Makes it happen is more appropriate.
The administration department has low importance to the service transition

and high impact, indicating a No resistance commitment level or above. It is
difficult to achieve high commitment levels for this stakeholder, given that the
change would lead to substantial staff reductions.
The union representatives have low importance to the service transition and
low impact. Given that a union could potentially argue against the decision to
implement staff reductions, it would be wise to ensure that the union
representatives agree to the project objectives, indicating a No resistance
commitment level.
This answer option equals the most appropriate commitment chart as

detailed in the rationale above.
This answer option misses the increased commitment needed from the
A
external vendor (in part because it is responsible for designing the new
service), and overestimates the commitment needed from the government.
This answer option misses the high commitment needed from the general
C
public (as they are the ones who must adopt the new service as
replacement for existing, manual voting procedures), overestimates the
commitment from the media (although it could be argued that the media
would be imperative to inform about the new service), and underestimates
the commitment needed from the government (who is the overall sponsor of
the project), the external vendor (who is designing the new service) and the
union representatives (who, although being assessed both with low
importance and low impact in the power matrix, could prevent cost savings
related to staff reductions from being realized).
For all practical purposes this answer option represents the opposite of
B
commitment needed in this case. It vastly underestimates the commitment
level needed from the project team, general public and the government, and
vastly overestimates the commitment level needed from both the media and
the union representatives.
ITIL EX: MALC02 Communication and stakeholder management
D
Application the candidate is required to apply knowledge of stakeholder
management methods and assess various commitment charts to ensure a
successful transition of a new service.
None. This question does not use the case study.
Stakeholder management and communication
ST 5.3 Managing people through service transitions Stakeholder
management
Moderate
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QUESTION NUMBER
Ten
Question Rationale
This question specifically relates to organizational structure.
MOST CORRECT (5)
Has all the key points required for organizational change planning and
implementation:
takes account of overall business and IT strategy

defines required roles & responsibilities - using RACI to assist
Identifies that an IT steering group will be an important part of the
new organization
recognizes this will be a major programme of change
recognizes the concerns of staff will need to be managed
allocates a skilled organizational change manager to manage the
change programme
Communication project - enabling two-way communication
skills gaps to be covered by training, on the job experience, where
possible.
The answer uses key points from organizational development and change
(SS 6.1 and 6.2) as well as other ITIL references documented in the book
references below.
SECOND BEST (3)
Many of the points in answer D but is not as good in the following ways:
THIRD BEST (1)
the assessment is based on process rather than the organizational

structure
the organizational structure is designed to align with needs from an
ITSM assessment rather than the business and IT strategy.
This answer has a lot of good points, and it does identify the importance of
having senior management buy-in, but is worse than the 5- and 3- mark
answer for the following reasons:
The organizational structure is not based on business or IT strategy

It does not recognize the change programme needs to be managed
by someone skilled in organizational change - 'a senior manager'
may not have these skills
Communication is one-way, telling staff but not seeking their views
Skills gaps are addressed by recruitment rather than training.
This answer is based largely on process not organization. Also, using an

external consultancy company to manage the programme could be
appropriate though, as organization change is strategic it is not appropriate
to make this conclusion without careful consideration.
DISTRACTER (0)
Syllabus Unit /
Module supported
ITIL EX: MALC05 Governance, roles, people, competence and the organization
The candidate is required to analyse the four different potential answers to select
the most appropriate for this organization. The candidate must use their
judgement to identify the most appropriate way for forward in light of the current
situation.
None. This question does not use the case study.
The challenge and application of organizational development
The role of the IT steering group in setting direction, policy and strategy for IT
services
Assessing and applying various organizational structures for service
Blooms Taxonomy
Testing Level
Application
Link to Case Study

covered
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management, and combining several perspectives in matrix organizations

Use of the RACI model to define and clarify roles and responsibilities,
particularly in interfaces between processes and between service lifecycle
stages
Stakeholder change management
SS 6.1 Organizational development
SS 6.2 Organizational change
SS 6.4 Organizational design
SD 3.1.6 IT steering group
SD 3.7.4.1 3.7.4.2 Use of the RACI model to define and clarify roles and
responsibilities, particularly in interfaces between processes and between
lifecycle stages
Moderate
Book Section Refs
Difficulty
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ITIL Qualification:

MANAGING ACROSS THE LIFECYCLE (MALC)

Case Study 1, version 1.1

CASE STUDY BOOKLET

Case study to support the

24-hour automated teller machine (ATM) service

24-hour customer call centre (telephone banking and enquiry line)

Other, less critical banking services are also provided, including:

Statement production (provision of account statements on a regular schedule and in response

Retail banking division - focusing on the banking services

Additionally there are three non-banking divisions:

Corporate vision and business strategy

To increase income from internet banking by 70%

To achieve a 5% increase in corporate profit.

Challenges, issues and risks

IT strategy unit, which includes IT strategy, planning and IT finance teams

Service implementation unit, which includes the change management team

Service quality unit, which includes the service improvement manager.

IT service management (ITSM) situation

ORGANIZATION STRUCTURE DIAGRAM

Sample Paper 2, version 5.1

All 10 questions should be attempted.

Work with availability management, capacity management, IT service continuity management

Complete the review of the service requirements.

The current change authorization model for IT is:

Change has an impact on multiple IT

Change has an impact on a local group

Change advisory board (CAB) or

Low risk change

Establish country IT change advisory boards at level 1 to speed up handling of IT changes,

Implement a change evaluation process.

Expand testing of utility for new and changed services.

Introduce the key elements of a change evaluation process.

Question continues overleaf

Implement a knowledge management process to optimize use of data and to improve

High availability (99.99%+)

1. Dedicated physical servers to prevent crossservice impact from incidents.

4. Issues with integration of management

7. Implementing an integrated service

9. Reducing co-operation between business

1. Strict control over access to live services.

4. Inadequate software testing.

7. Available funding for improvement projects

9. Infrastructure management outside of the

Question continues overleaf

1. Remote back-up site exists for service

4. No formal change evaluation.

7. Acknowledgement that effectiveness and

9. Handling of business questions by business

1. Well-maintained IT service catalogue easily

4. Dependence on the knowledge of short-term

7. Purchasing as opposed to developing

9. Security breaches and denial-of-service

Manage the quality of IT services

End-to-end availability based on

Increase in customer satisfaction with the availability of service

Question continues overleaf

1. An assessment of the current organization should be undertaken. All ITIL processes

Question continues overleaf

Sample Paper 2, version 5.1

Gradient Style, Complex Multiple Choice

ANSWERS AND RATIONALES

Answer and Question Rationale:

MOST CORRECT (5)