ITILSC-SOA 무료 덤프문제 온라인 액세스

Scenario
A clothing manufacturer has made a decision to supplement factory-based retail outlets by opening a series of stores at out-of-town shopping malls.
The internal IT organization provides support to many mission-critical business systems for both the manufacturing and retail operations. It must increase its portfolio of services and service options to meet the planned new expansion. Typically, the business is subject to seasonal patterns of demand, which recently have begun to exceed the capability of some of the IT services. This has led to periods of poor performance of some of the critical systems and therefore to degraded service quality. In periods of minimal demand, there is a surplus of capacity and performance is optimal.
There is concern that the additional business demand from the new stores will exacerbate these service performance issues.
The board of directors, made up of representatives from each business unit, has asked for a review of the business supply and demand issues currently being faced by the IT organization. Many service management processes have been implemented including service portfolio management and capacity management. However, IT does not have a demand management process.
Additionally, performance levels on many of the supporting services have remained unchanged for the past 3 years, even though some may now be less relevant to the overall performance of the critical services.
Refer to the Scenario.
The review of the supply and demand issues concluded that the implementation of a demand management process could help the IT organization address the issues. Which one of the following options provides the BEST solution to both the problems currently being faced and those related to the proposed expansion?

• A.An analysis should be carried out of each business unit's patterns of business activity (PBA), and appropriate services for each business unit selected from the service catalogue.
  In conjunction with the finance department, a revised cost model should be introduced to allow for the fluctuation in usage and costs.
  Differential charging should be introduced to address the issues of service quality.
• B.The service portfolio should be reviewed and an analysis carried out of each business unit's requirements to understand their current usage of the IT services and where seasonal variations lead to fluctuations in usage.
  Discussions should take place with the business units to impose limits within specific time periods for each business unit's usage of IT services.
  Work with business relationship management and capacity management to develop long term plans to meet the extra demand resulting from the company's expansion plans.
• C.The service portfolio should be reviewed and the business unit's cumulative service usage should be reviewed, monitored and analyzed.
  Work with the business to develop short-term measures to manage demand for the IT services, such as delayed or batch processing of retail transactions.
  Service levels should be reviewed to take into account changes to supporting service performance targets and, where applicable, agreements should be updated through change management.
• D.The service portfolio should be reviewed and an analysis carried out of each business unit's requirements in order to understand their patterns of business activity (PBA) and corresponding usage of the IT services.
  Differentiated service offerings should be developed to match PBA; this will make better use of available IT resources. Supporting service performance targets should be amended to reflect these changes.
  Work with business relationship management and capacity management to develop long term plans to meet the extra demand resulting from the company's expansion plans.

Scenario
An internet banking organization plans to expand operations outside of its current market. Whilst the exact details have yet to be established, it is clear that the IT organization must expand its service offerings within the current portfolio in order to support this growth. It is equally apparent that external customer needs for banking will vary from market to market and that consequently this will require development of completely new service offerings.
You are the head of service within the IT organization. You helped the organization adopt the ITIL framework some years ago and now have most processes in place. Service owners are allocated for the main IT services. Mature service portfolio, service catalogue and service level management processes are in place.
The expansion requires ownership of a business relationship management process and you are considering the role profile for this post.
Refer to the Scenario.
Which one of the following options provides the BEST overview of the business relationship manager's (BRM) responsibilities which will be key to support the expansion?

• A.The BRM will have primary responsibility for engaging actively with the customers. They should develop a mutual understanding with the customers and have a good working knowledge of their business. The BRM would also work closely with the service owners to understand the profile and usage of the IT services, to help develop the IT services and to create a new service catalogue for the new markets. The BRM will articulate service provider business requirement to the customer to prevent them asking for services that would involve them paying more for the IT service they receive.
• B.The BRM will engage actively with the customers, gain a good insight into their business and plans, and develop a strong working relationship. The BRM will identify the business requirements associated with the expansion program especially concentrating on gaining a clear understanding of business outcomes and business drivers. The BRM will liaise with the service portfolio manager to understand how the business outcomes can be supported by IT services, and, where possible, create new services and service offerings for inclusion in the service catalogue. It is key that the BRM understands how changes to the customer environment in different operating markets might affect the delivery of services.
• C.The BRM will engage actively with the customers, gain a good insight into their business and plans, and develop a strong working relationship. The BRM will work closely with the customer to understand the value proposition of any new IT services that will be required to support the expansion program. The BRM will liaise with the service level manager and service owners to develop the designs of any new IT services, thereby creating value for both parties. The BRM will ensure customer expectations of new services do not exceed what they have agreed to pay for.
• D.The BRM will engage actively with the customers, gain their trust, and help them develop their business area. This would help both the IT organization and the company become more successful. If the BRM commits time and energy, it should be possible to improve the IT services quickly to meet the needs of the expansion program and therefore achieve the business objectives. The BRM should take responsibility for the services and their development, while the service level manager will take responsibility for customer liaison. The BRM will take ultimate responsibility for ensuring the customer needs are met by the service provider by managing any third parties in the emerging markets.