ITIL Intermediate Module - Service Offerings and Agreements : ITIL-SOA Exam Premium File as PDF & Test Engine

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Question 1

A major international company owns shopping malls in many countries. They are responsible for the security, safety and comfort of shoppers visiting the stores in the mall and the facilities management of the locations. The company relies on IT services provided by its IT division. The IT division consists of a corporate IT department at the company's headquarters and a local IT team at each mall. The IT division obtains IT services and products from over 100 different suppliers globally.
The management of suppliers within the IT division is currently performed by the local IT teams in each country, often by the most appropriate technical manager. This has resulted in inconsistent processes and levels of service across the countries.
The management team realizes that this is an ineffective use of IT resources and will have an impact on the future growth of the company. They are currently reviewing the situation and wish to develop supplier management processes that are more closely aligned to ITIL practices. The management team recently conducted a survey of all of the local IT teams within the different countries to collect details about the number and type of contracts and suppliers.
The IT division has developed and implemented many other ITIL processes over the last two years, which has led to significant improvements. The management team would like to build on this success and develop and implement a supplier management process. You have recently joined the corporate IT department and have been given the results of the survey carried out by the management team.
Refer to Scenario
Which one of the following options is the BEST sequence of activities to adopt in order to implement a supplier management process and to bring the current situation under control?

A. 1. Design and develop a supplier management process.
2. Define and agree a supplier policy.
3. Use the results of the survey to categorize each supplier to determine the type of relationship required.
4. Establish and populate a supplier and contract management information system (SCMIS) from the survey feedback.
5. Deploy the process in the corporate IT department as a pilot.
6. Agree which individuals in the corporate IT department and local IT teams are accountable for the management of each contract and supplier.
7. Deploy the process in the remaining countries and conduct a program of awareness and training.
B. 1. Define and agree a supplier policy.
2. Design and develop a supplier management process.
3. Use the results of the survey to categorize each supplier to determine the type of relationship required.
4. Establish and populate a SCMIS from the survey feedback.
5. Agree which individuals in the corporate IT department and local IT teams are accountable for the management of each supplier.
6. Deploy the process in all countries and conduct a program of awareness and training.
7. Identify where there are duplicate or multiple contracts in place with suppliers and instigate an initiative to review these with the relevant suppliers.
C. 1. Carry out a further review of the suppliers used by each store in each country.
2. Establish and populate the SCMIS from the results of the exercise.
3. Design and develop a supplier management process.
4. Define and agree a supplier policy.
5. Appoint a supplier manager from the corporate IT department to manage all contracts and all suppliers.
6. Deploy the process in all countries and conduct a program of awareness and training.
7. Renew all contracts to try to obtain better terms and conditions.
D. 1. Define and agree a supplier policy.
2. Agree which individuals in the corporate IT department and local IT teams are accountable for the management of each supplier.
3. Use the results of the survey to categorize each supplier to determine the type of relationship required.
4. Establish and populate a SCMIS from the survey feedback.
5. Design and develop a supplier management process.
6. Deploy the process in all countries and conduct a program of awareness and training.
7. Work with the service level manager to ensure that all contracts correctly underpin service level agreements.

Question 2

Scenario
A company provides an internet-based gift delivery service which is highly dependent upon IT services provided by the internal IT organization. A year ago the customer payments service that supports the gift ordering website regularly experienced poor availability. The organization hired a service management consultant to assess why the IT services were performing poorly and to rectify the situation.
As part of the solution, the consultant implemented service level management and adopted the role of interim service level manager. Service level agreements were negotiated with the business and agreed. The necessary underpinning agreements were negotiated and put in place. Regular monitoring and reporting was implemented. Monthly service review meetings with the business unit managers were established to discuss IT service performance and any issues and improvements. Within a year of the start of the initiative the gift ordering website IT service was performing at 98.7% availability, a significant improvement.
This month's service review meeting was attended by the chief executive officer (CEO) after concerns were expressed about the most recent availability figure for the customer payments service, which was 94%. This covered the period which included one of the traditionally most popular gift ordering times. The consultant stated that the poor availability was almost entirely due to an incident that occurred during one of the busiest periods and. as a result, the overall monthly availability percentage was low. Initial investigation has shown that the service desk used the SLA to designate the incident as a 'Priority 2'. This was however lower than the 'Priority 1" the business believed the incident should have been. The subsequent delay in restoration of the service meant some customer orders were lost.
The CEO reminded the consultant that a repeat of such an incident would not only have a major effect on monthly revenues but also seriously affect the company's reputation. The consultant agreed that this was unacceptable and committed to review this issue and report back to the CEO.
Refer to Scenario

A. The issue is clearly a breakdown in understanding regarding the critical business periods and the matching of these to the availability targets in the SLAs. The SLM should agree with the business managers to set up a SIP to investigate the issue. The SLAs should be reviewed with the business to ensure that they match with the business needs and, if necessary are updated. Review and update any underpinning agreements as necessary to ensure that they support the targets in the SLAs.
B. The SLM should conduct an investigation by reviewing incidents and problems. Ask the IT service desk and support staff what ideas they have to resolve the issue. Review the impact on all other SLAs. OLAs contracts and procedures. Review the maturity associated with the service level management process and take steps to improve this process if necessary. Create a SIP with an associated business case for presentation to the chief executive officer (CEO).
C. The SLM should agree with the business managers to set up a service improvement plan (SIP) to address the issue. Differing views relating to the cause of the low availability mean it should be investigated thoroughly to establish whether the slow restoration of service was due to a lack of understanding by the service desk, incorrect service level targets in the SLA or simply that, owing to the type of failure, restoration was always going to take that length of time. Appropriate action can then be taken to rectify the issue.
D. The issue is with the service desk and its incorrect interpretation of the SLA and failure to escalate the issues. The SLM should agree to set up a SIP for the service desk. The operational level agreement (OLA) with the service desk should be reviewed to ensure that it underpins the SLAs. The SIP should include the retraining of the service desk staff. A complete review of the service desk tools should ensure that they can be used to prioritize incidents correctly by passing through targets agreed into the priority matrix of the toolset.

Solutions: