Serves IT Professionals

IT Management Development Center (IT-

MDC)

Sesi 3 & 4: Service Strategy

R Driana Lusmiarwan Soenarjadi, ST., MT
CCENT, CCNA(Voice, Security, Wireless), CCDA,CSE,
CCNP, CCDP, ITIL, PMP, ENA, ECSP, ECDP

Hotel Novotel Bandung,

10-12 November 2010
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Course Agenda

A. Introduction
B. Basic concepts
C. Processes and other activities
D. Organization
E. Methods, techniques and tools
F. Implementation and operation
G. Financial Management
H. Service Portfolio Management
I. Demand Management
J. Exam Prep Questions
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Objectives of SS
Service Strategy delivers guidance with designing, developing and
implementing service management as a strategic asset.

The objectives of Service Strategy are to answer questions such as:

• What services to offer to customers?
• How to differentiate from competitors?
• How to create value for customers?
• How to make a case for strategic investments?
• How to define and improve service quality?
• How to efficiently allocate resources across a portfolio of services?
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Strategy Considered
• Acknowledge other
organization
• Decide differentiate
objective
• Meet Customer’s
business outcomes
• Superior performance
VS competing
alternative
Building Blocks High Serves IT Professionals

Performance Service
Strategy
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Scope
Topics of Service Strategy include:

• Strategy generation
• The development of markets (internal and external)
• Service assets
• Service catalogue
• Implementation of strategy through the service lifecycle
• Demand management
• Financial management
• Service portfolio management
• Organizational development
• Sourcing strategies
• Strategic risks
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What is function
“A Function is a team or group of
people specialized to perform certain
types of work and be responsible for
specific outcomes.”
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What is process
“Process is a structured set of activities designed to
accomplish specific objective.”

• Measurable
• Have Specific results
• Have customer
• Respond to spesific
event
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Service Management
Driven by SS
Service Strategy Service Portfolio

Operational Operation Model &

Customer Portfolio Contract Portfolio
Capabilities Capacity

Transition Operation Plans &

Design Capabilities
Capabilities Schedule

Service Levels
Service Design Service Model
Delivered
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Four P’s Strategy

Perspective Plans

Strategy

Patterns Positions

• Perspective - Have a clear vision and focus.

• Position - Take a clearly defined stance.
• Plan - Form a precise notion of how the organization should develop itself.
• Pattern - Maintain consistency in decisions and actions.
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Resource & Capabilities

Financial Capital Management

Infrastructure Organization

Capabilities
Resources

Applications Processes

Informations Knowledge

People
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Service Value Realization

Service Provisioning Service Value
Value Potential
Performance
Service Level Potential
Performance
Service Assets Customer Assets
Designed &
Delivered
Unlocked Value
Potential

Desired Outcomes

Service Value Realization

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Value Creation
ith
w s
l ue bia
a
Low Impact on business V n ty ce
h
g arra n
outcomes but with high i
H W la
uncertainty Ba
f ith
O w
ue s
Fitness For Use

(unbalanced value) ne al bia

o V
h ility
Warranty

Z i g t
H U

ith
w s
l ue bia High Impact on business
a
V anty outcomes but with low
w r
Lo War ith uncertainty
w
ue as
a l bi (unbalanced value)
V y
o w tilit
L U

Utility

Fitness For Purpose

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Resources and Capabilities

Resources and capabilities are the service assets of a service provider.
Organizations use
them to create value in the form of goods and services.

• Resources - Resources include IT Infrastructure, people, money or

anything else that might help to deliver an IT service. Resources are
considered to be the assets of an organization.

• Capabilities - Capabilities develop over the years. Service providers

must develop distinctive capabilities in order to maintain services that are
difficult to duplicate by the competition. Service providers must also
invest substantially in education and training if they are to continue to
develop their strategic assets and maintain their competitive advantage.
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From Asset To Service

Assets Services

IT Service Provider
Utility

Customer
Resource

Warranty
Capabilities

Value
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Different types of service providers

• Type I: Internal service provider - An internal service provider
that is embedded within a Business Unit. There may be several
type I service providers within an organization.

• Type II: Shared Services Unit - An internal service provider

that provides shared IT services to more than one Business
Unit.

• Type III: External service provider - A service provider that

provides IT services to external customers.
The service portfolio represents the opportunities and readiness
of a service provider to serve the customers and the market
space.
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Service Provider Types

II III
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Chapter III Service Strategy

The service portfolio can be divided into three subsets of
services:

• Service catalogue - The services that are available to

customers.

• Service pipeline - The services that are either under

consideration or in development.

• Retired services - Services that are phased out or withdrawn.

 Serves IT Professionals

Processes and activities of

Service Strategy

The Service Strategy processes:

• Financial management - An integral component of service management. It anticipates

the essential management information in financial terms that is required for the
guarantee of efficient and cost-effective service delivery.

• Demand management - An essential aspect of service management in which offer and

demand are harmonized. The goal of demand management is to predict, as accurately
as possible, the purchase of products and, where possible, to balance the demand with
the resources.

• Service Portfolio Management (SPM) - Method to manage all service management

investments in terms of business value. The objective of SPM is to achieve maximum
value creation while at the same time managing the risks and costs.
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The Service Strategy activities:

• Defining the market - Understand the relation between services and
strategies, understand the customers, understand the opportunities, and
classify and visualize the services.

• The development of the offer - Create a service portfolio that represents

the opportunities and readiness of a service provider to serve the
customers and the market.

• The development of strategic assets - Define the value network and

improve capabilities and resources (service assets) to increase the service
and performance potential.

• Preparation for execution - Strategic assessment, setting objectives,

defining critical success factors, prioritizing investments, et cetera.
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SS Steps 1: Define Market

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SS Steps 2: Develop
Offering
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SS Steps 3: Develop
Strategic Asset
• Service
Management as
a closed-loop
control system
• Service
Management as
a Strategic
Assets
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Organization
There are five recognizable phases in organizational development within the spectrum
of centralization and decentralization:

1.Stage 1: Network - An organization in stage 1 focuses on fast, informal and ad hoc provision of
services. The organization is technologically oriented and is uncomfortable with formal structures.

2.Stage 2: Directive - In stage 2, the informal structure of stage 1 is transformed into an

hierarchical structure with a strong management team. They assume the responsibility for leading
the strategy and for guiding managers to embrace their functional responsibilities.

3.Stage 3: Delegation - In stage 3, efforts are made to enhance technical efficiency and provide
space for innovation in order to reduce costs and improve services.

4.Stage 4: Coordination - In stage 4 the focus is directed towards the use of formal systems as a
means of achieving better coordination.

5.Stage 5: Collaboration - During stage 5, the focus is on the improvement of cooperation with the
business.

The goal of the Service Strategy phase is to improve the core competencies. Sometimes, it is more
efficient to outsource certain services. We call this the SOC principle (Separation of Concerns,
SOC): that which results from the search for competitive differentiation through the redistribution
of resources and capabilities.
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Organization
The following generic forms of outsourcing can be delineated:

• Internal outsourcing:
− Type 1 Internal - Provision and delivery of services by internal staff; this offers the most control,
but is limited in scale.
− Type 2 Shared services - Working with internal BUs; offers lower costs than Type 1 and more
standardization, but is still limited in scale.

• Traditional outsourcing:
− Complete outsourcing of a service - A single contract with one service provider; better in terms
of scaling opportunities, but limited in best-in-class capabilities.

• Multi-vendor outsourcing:
− Prime - A single contract with one service provider who works with multiple providers;
improved capabilities and risks, but increased complexity.
− Consortium - A selection of multiple service providers; the advantage is best-inclass with more
oversight; the disadvantage is the risk of the necessity of working with the competition.
− Selective outsourcing - A pool of service providers selected and managed through the service
receiver; this is the most difficult structure to manage.
− Co-Sourcing - A variation of selective outsourcing in which the service receiver combines a
structure of internal or shared services with external providers; in this case, the service receiver is
the service integrator.
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Roles and responsibilities

Important roles and responsibilities are:

• Chief sourcing officer - The chief sourcing officer reports to the CIO and manages the
implementation of sourcing.
• Director of service management - The director supervises the provider on behalf of
the business.
• Contract manager - The contract manager manages the service contract from the
perspective of the service provider.
• Product manager - The product manager is a key role within service portfolio
management. The role is responsible for managing the services in the service provider’s
organization. Works closely with the business relationship manager.
• Business relationship manager - The business relationship manager brings
coordination and focus to the customer portfolio. This role represents the customer.
• Process owner - The process owner manages the process models that have been
developed on behalf of the users.
• Business representatives - They represent the customers’ interests and manage the
sourcing relationship from that perspective.
• The financial manager - The financial manager is responsible for implementing and
managing the IT Service providers budgeting, accounting and charging.
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Methods, techniques and tools

Services are socio-technical systems with service assets as the operational elements. The
effectiveness of Service Strategy depends on a well-managed relationship between the social and
technical sub-systems. It is essential to identify and manage these dependencies and influences.

Tools for the Service Strategy phase can be:

• Simulation - System Dynamics is a methodology for understanding and managing the complex
problems of IT organizations.

• Analytical modeling - Six Sigma, PMBOK® and PRINCE2® offer well tested methods based on
analytical models. They must be evaluated and adopted within the context of Service Strategy and
service management.

Three techniques for quantifying the value of an investment are suggested:

• Business case - A way of identifying business objectives that are dependent on service
management.

• Pre-Program ROI - Techniques used to quantitatively analyze investments before committing

resources.

• Post-Program ROI - Techniques used to retroactively analyze investments.

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Implementation and operation

Service Strategy provides every phase of the lifecycle with input:

• Strategy and design - Service strategies are implemented through the delivery of the portfolio in a
specific market area. Newly chartered services or services that require improvements in order to
suit the demand are promoted to the Service Design phase. The design can be driven by service
models, outcomes, constraints or pricing.

• Strategy and transition - To reduce the risk of failing, all strategic changes go through Service
Transition. Service Transition processes analyze, evaluate and approve strategic initiatives. Service
Strategy provides Service Transition with structures and constraints like the service portfolio,
policies, architectures, and the contract portfolio.

• Strategy and operations - The final realization of strategy occurs in the production phase. The
strategy must be in line with operational capabilities and constraints. Deployment patterns in
Service Operation define operational strategies for customers. Service Operation is responsible for
delivering the contract portfolio and should be able to deal with demand changes.

• Strategy and CSI - Due to constant changes, strategies are never static. Service strategies need to
be developed, adopted and continually reviewed. Strategic imperatives influence quality
perspectives processed in CSI. CSI processes deliver feedback for the strategy phase on, for
example: quality perspective, warranty factors, reliability, maintainability, redundancy.
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Challenges and opportunities:

• Complexity – IT organizations are complex systems. This explains why some

service organizations are not inclined to change. Organizations are not always
in a position to anticipate the long-term consequences of decisions and actions.
Without continual learning processes, today’s decisions often end up as
tomorrow’s problems.

• Coordination and control - The people who make the decisions often have
limited time, attention and capacity. Therefore they delegate the roles and
responsibilities to teams and individuals. This makes coordination through
cooperation and monitoring essential.

• Preserving Value - Customers are not only interested in the utility and
warranty that they receive for the price they pay. They want to know the Total
Cost of Utilization (TCU).

• Effectiveness in measurement - Measurements focus the organization on its

strategic goals, follow the progression and provide the organization with
feedback.

Most IT organizations are good at monitoring data, but often they are not very
good at providing insights into the effectiveness of the services that they offer.
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Risks
The implementation of strategy leads to changes in the service portfolio. This involves management of related
risks. Risk is defined as follows: “a risk is an uncertain outcome, or in other words, a positive opportunity or a
negative threat.” Risk analysis and risk management must be applied to the service pipeline and service
catalogue in order to identify, curb and mitigate the risks within the lifecycle phases.

The following types of risks are recognized:

• contract risks
• design risks
• operational risks
• market risks
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Financial Management

IT needs of the IT Plans Accounting Charging

business activities (Including Budgets)

Charging
Cost Methods
Identify Financial Control
Objectives Methods

Feedback about
planned charges
Service Level Financial
Management Management

Activities: Budgeting, Accounting, Charging

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Financial Management Strategy

Introduction

Financial management is an integrated component of service management. It provides vital information that
management needs to guarantee efficient and cost-effective service delivery. If strictly implemented, financial
management generates meaningful and critical data on performance. It is also able to answer important
organizational issues, such as:

• Does our differentiation strategy result in higher profits and revenue, reduced costs or increased coverage?
• Which services cost most and why?
• Where are our greatest inefficiencies?

Financial management ensures that the charges for IT services are transparent via the service catalogue and that the
business understands them. The benefits are:

• improved decision-making
• inputs for service portfolio management
• financial compliance and control
• operational control
• value capture and creation
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Financial Management

Basic concepts

Two vital value concepts for service valuation are defined:

• Provisioning value - The actual underlying costs of IT (creation costs), both tangible and intangible.
Examples of these costs include: hardware and software license costs, annual maintenance costs, facility costs, taxes,
compliance costs.
• Service value potential - The value-adding component based on the customer’s value perception or the expected
additional utility and warranty that the customers can obtain compared to their own assets. Looks at the service’s
individual value components to determine the true value of the service. Determines the eventual
value of the service by adding these components and comparing them against the costs (provisioning value).

Financial Management ensures correct funding for the purchase and the delivery of services. The expected demand
for IT services is qualified and translated into financial.
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Financial Management Strategy

This plan may have three primary areas, each of which delivers financial results that are necessary for continued
transparency and service valuation:
• Operating and capital planning (general and fixed asset ledgers) - Translation of IT expenditures to collective
financial systems as part of the collective planning cycle.
• Demand planning - Need for and use of IT services as described earlier.
• Regulatory and environmental planning (compliance) - driven from the business.

Financial management acts as a bridge between financial systems and service management systems. A service-
oriented accounting function results in far more detail and understanding of the delivery and consumption of
services, as well as the production of data for the planning process. Related functions and accounting
properties are:
• Service recording - Allocating a cost center for a service.
• Cost types - High-level expenses, such as hardware, software, personnel costs, administration.
− Once the basis for cost administration (e.g. per department, service or customer)
is established, cost types are determined for cost entry.
− The number of cost types can vary depending on the organization's size.
− Cost types must have a clear and recognizable description, so that costs can be
easily allocated.
− The cost types can then be split up into cost items and settlement for each cost
item may be established at a later stage.
• Cost classification - To ensure good cost control, it is important to gain insight into the types of costs that
occur. Costs can be split up according to various aspects.
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Financial Management

3.2.1 Financial Management… (cont’d)

Variable Cost Dynamics (VCD) analyzes and searches for insight into the many variables that have an impact
on the service costs. The VCD analysis is able to determine the expected impact of events like acquisitions,
divestments and changes in the service portfolio or service alternatives.

Activities

During service valuation activities, the following decisions are made:

• Direct costs versus indirect costs - Can costs be attributed directly to a specific service or are they shared by
several services (indirect costs)? Once the depth and width of the cost components have been identified,
rules or policy plans may be required to indicate how the costs must be spread across the services.
• Labor costs - Develop a system to calculate the wage costs for a certain service.
• Variable costs - Variable expenses that depend on e.g. the number of users or the number of occurring events.
To predict variable costs, you can use:
− Tiers - Identify price breaks to encourage customers to buy a specific volume that is efficient to the
customer and provider.
− Maximum costs - Describe the costs of a service based on maximum variation.
− Average costs - Set the costs at an average calculated over a defined period.
• Translation of cost account data to service value - Can be done only if the costs are linked to services.

After having established the fixed and variable costs for each service, the variable cost drivers and variation
level of a service should be determined.
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Financial Management
Traditional models to fund IT services include:

• Rolling plan funding - A constant funding cycle; suitable for a service lifecycle for which a funding obligation is
incurred at the start of a cycle and continues until changes occur or the cycle ends.
• Trigger based plans - Critical triggers activate planning for a specific event; the change management process, for
instance, could act as a trigger for the planning process for all approved changes that have financial consequences.
• Zero based funding - Only include the actual costs of a service.

The Business Impact Analysis (BIA) represents the basis for planning business continuity. BIA identifies the
financial and operational impact that may result from an interruption of business operations as well as the impact
on assets and customers. This information can help shape and improve operational performance. This is because it
enables improved decision-making with regard to prioritization of incident handling, the focus of problem
management, change management, release and deployment management, and project
prioritization. BIA offers an additional tool to determine the costs of service failure and the relative value of a
service. The costs of a service failure consist of the value of lost productivity and income for a specific period.
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Financial Management
Some concepts in financial management have a big impact on the development of service strategies. A number of
these are highlighted, allowing each organization to determine which the best alternatives are for its Service
Strategy:

• Cost Recovery, Value Center, or Accounting Center? - IT’s financial cycle starts with investment in resources
that create the outputs. Customers identify those outputs as value, reinitiating the cycle. Depending on the
acknowledgement of the added value, IT is then considered a cost center or a valuable asset for the business
objectives.

• Chargeback: to charge or not to charge? - A chargeback model for IT can enable justification and transparency.
Charging increases the customer organization’s awareness of the costs incurred to provide it with information.
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Financial Management

There are several chargeback models:

− Notional charging - An accounting method that provides insight into the costs that would be
charged for a specific settlement method.
− Metered usage - Settling costs on the basis of carefully established consumption units; applies
exclusively for organizations that have made serious progress in introducing financial management.
− Direct plus - Less complex settlement model in which the allocated direct costs of a service are
increased by a percentage of the general indirect costs for shared services.
− Fixed or user cost - Simplest settlement model in which the costs are divided on the basis of an
accepted computing factor, such as the number of users; this method does not allow for much
distinction and therefore makes the least contribution to cost awareness.

• Financial Management implementation checklist - A number of example implementation steps for

phased implementation: plan, analyze, design, implement, measure.

Inputs and outputs

Financial Management gathers data inputs from the whole organization and helps to generate and
disseminate information as an output to base critical decisions and activities on.
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Service Portfolio Management

Introduction

A service portfolio describes the services of a provider in terms of business value. It is

a dynamic method used to govern investments in service management across the
enterprise, in terms of financial values. With Service Portfolio Management (SPM),
managers are able to assess the quality requirements and accompanying costs.

The goal of service portfolio management is to realize maximum value while

managing risks and costs.

Basic concepts

By functioning as the basis of the decision framework, the service portfolio helps to
answer the following strategic questions:
• Why should a client buy these services?
• Why should a client buy these services from us?
• What are the price and charge back models?
• What are our strong and weak points, our priorities and our risks?
• How should our resources and capabilities be allocated?
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Service Portfolio Management

With an efficient portfolio having optimal ROI and risk levels, an organization can maximize the
value realization on its constrained and limited resources and capabilities.
Product managers play an important role in the service portfolio management. They are responsible
for managing services as products during the entire lifecycle. Product managers coordinate and focus
the organization and own the service catalogue. They work closely together with the Business
Relationship Managers, who coordinate and focus on the Client Portfolio. In essence, SPM is a
Governance method.

The service portfolio covers three subsets of services:

• Service catalogue - That part of the service portfolio that is visible to customers. The service
catalogue is an essential strategy tool because it can be viewed as the virtual projection of the actual
and available capabilities of the service provider.
• Service pipeline - Consists of all services that are either under consideration or in development for a
specific market or customer. These services are to be applied in the production phase via the Service
Transition phase. The pipeline represents the growth and strategic anticipation for the future.
• Retired services - Services that are phased out or withdrawn. The phasing out of services is a
component of Service Transition and is necessary to guarantee that all agreements with customers
will be kept.
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Financial Management
Activities

SPM is a dynamic and continuous process that entails the following work methods (see Figure 3.1):

• Define - Making an inventory of services, business cases and validating the portfolio data; start
with collecting information on all existing and proposed services in order to determine the costs of
the existing portfolio; the cyclic nature of the SPM process signifies that this phase does not only
inventory the services, but also validates the data over and over again; each service in the portfolio
should have a business case.

• Analyze - Maximizing the portfolio value, tuning, prioritizing and balancing supply and demand;
in this phase, the strategic goals are given a concrete form. Start with a series of top/down questions
such as: What are the long-term goals of the service organization? Which services are required to
realize these goals? Which capabilities and resources are necessary to attain these services? The
answers to these questions form the basis of the analysis, but also determine the desired result of
SPM. Service
investments must be subdivided into three strategic categories:
− Run the Business - RTB investments concentrate on maintaining the service production.
− Grow the Business - GTB investments are intended to expand the scope of services.
− Transform the Business - TTB investments are meant to move into new market spaces.

• Approve - Finishing the proposed portfolio, authorizing services and resources and making
decisions for the future. There are six different outcomes: retain, replace, rationalize, re-factor,
renew and retire.
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Service Portfolio
Management Service Strategy

•Inventories
Define
•Business Case

•Value Proposition
Analyse
•Prioritization

•Service Portfolio
Approve
•Authorization

•Communication
Charter
•Resource Allocation
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Service Portfolio Management

3.2.2 Service Portfolio Management… (cont’d)

• Charter - Communicating decisions, allocating resources and chartering services. Start with a list of decisions and
action items and communicate these clearly and unambiguously to the organization. Decisions must be in tune
with the budget decisions and financial plans. New services proceed to the Services Design Phase and existing
services are renewed in the service catalogue.

Inputs and outputs

Financial management is a key input to service portfolio management. By understanding cost structures applied in
the provisioning of a service, service costs can be benchmarked against other providers. This IT financial
information can be used together with service demand and internal capability information. This way, beneficial
decisions can be made regarding whether a certain service should be provisioned internally (the output). Service
portfolio management provides input for refreshing services in the service catalogue.
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Demand Management
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Demand Management
Introduction

Demand management is a vital aspect of service management. It aligns supply with demand and aims to predict the
sale of products as closely as possible and, if possible, even regulate it.

Service management must deal with the additional problem of synchronous production and consumption. Service
Operation is impossible without the existence of a demand that consumes the product. It is a pull-system, in which
consumption cycles stimulate the production cycles (Figure 3.2).

It is not possible to produce service output and store it until demand arises. The production capacity of the resources
available for a service is therefore adjusted in accordance with demand prognoses and patterns.

Activity-based demand management: business processes are the primary source of demand for services. Patterns of
Business Activity (PBAs) have an impact on demand patterns.

Basic concepts

• Service packages - A service package is a detailed description of an IT service that can be delivered to customers.
A service package consists of a Service Level Package (SLP) and one or more core services and supporting services.
• Service Level Package (SLP) - A defined level of utility and warranty for a particular service package, from the
perspective of the user. Each SLP is designed to meet the needs of a particular Pattern of Business Activity (PBA).
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Demand Management

3.2.3 Demand Management… (cont’d)

• Core Service Package (CSP) - A detailed description of a core service that may be shared by two or more
service level packages.
• Line of Service (LOS) - A core service or supporting service that has multiple service level packages. A line of
service is managed by a product manager and each service level package is designed to support a particular
market segment.

Activities

Core services deliver the basic results to the customer. They represent the value that customers require and for
which they are willing to pay. Core services represent the basis for the value-proposition to the customer.
Supporting services enable that value proposition (enabling services or Basic Factors) or improve it
(Enhancing services or Excitement Factors).

Bundling core services and supporting services are a vital aspect of a market strategy. Service providers should
thoroughly analyze the prevailing conditions in their business environment, the needs of the customer
segments or types they serve, and the alternatives that are available to these customers. These are strategic
decisions – they shape a long-term vision that is intended to enable the organization to create lasting value for
customers, even if the methods, standards, technologies and regulations in an industry change. Bundling
supporting services with core services affects Service Operations and represents challenges for the Design,
Transition and CSI (Continual Service Improvement) phases.
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Demand Management

3.2.3 Demand Management… (cont’d)

Service providers must focus on the effective delivery of value through core services, while at the same time
keeping an eye on the supporting services. Research has shown that customers are often dissatisfied with
supporting services. Some supporting services, such as the helpdesk or technical support, are generally
bundled but can also be offered separately. This is an important consideration in the strategic planning and
review of the plans. These strategic decisions can have a major impact on the service provider’s success at the
portfolio level. They are important primarily to service providers who supply multiple organizations or
business units while at the same time being forced to reduce costs in order to preserve the competitiveness of
their portfolio.
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Demand Management

3.2.3 Demand Management… (cont’d)

Inputs and outputs

Business processes are the primary inputs for demand management. Patterns of Business Activity (PBAs) influence
the demand forecasts and patterns. Analyzing PBAs within demand management can deliver inputs to other
service management processes such as:

• Service Design - To make the design suit the demand patterns.

• Service catalogue management - To have the appropriate services available.
• Service portfolio management - To approve investing in additional capacity, new services, changes to services.
• Financial management - To approve suitable incentives to influence demand.

Inputs:
• resource utilization profiles of services
• PBAs

Outputs:
• financial constraints (e.g. pricing and charging policies)
• physical constraints (e.g. limited availability)
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SS Steps: Prepare For

Execution
• Strategic Assesment
• Setting Objective
• Aligning Service asset with
customer outcomes
• Defining CSFs
• Competitive Analysis
• Prioritizing Investments
• Exploring Business Potential
• Alignment with customer
needs
• Expansion & Growth
• Differentiation in market space
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Contoh Soal

1. Which ITIL® process is responsible for drawing up a charging system?

a) Availability Management
b) Capacity Management
c) Financial Management for IT Services
d) Service Level Management

2. Which of the following activities is NOT an activity in the Financial Management process?
a. Service devaluation
b. Service Portfolio Management
c. Service Investment Analysis
d. Compliance

3. Which of the following identifies two Service Portfolio components within the Service Lifecycle?
a) Requirements Portfolio and Service Catalogue
b) Service Knowledge Management System and Service Catalogue
c) Service Knowledge Management System and Requirements Portfolio
d) Requirements Portfolio and Configuration Management System
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Exam Prep
Contoh Questions
Soal

4. A Service Level Package is best described as?

a) A description of customer requirements used to negotiate a Service Level Agreement
b) A defined level of utility and warranty associated with a core service package
c) A description of the value that the customer wants and for which they are willing to pay
d) A document showing the Service Levels achieved during an agreed reporting period

5. Setting policies and objectives is the primary concern of which of the following elements of the Service
Lifecycle?
a) Service Strategy
b) Service Strategy and Continual Service Improvement
c) Service Strategy, Service Transition and Service Operation
d) Service Strategy, Service Design, Service Transition, Service Operation and Continual Service
Improvement

6. A service owner is responsible for which of the following?

a) Designing and documenting a Service
b) Carrying out the Service Operations activities needed to support a Service
c) Producing a balanced scorecard showing the overall status of all Services
d) Recommending improvements

7. The utility of a service is best described as:

a) Fit for design
b) Fit for purpose
c) Fit for function
d) Fit for use
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Exam Prep
Contoh Questions
Soal

8. The 4 P’s of ITSM are people, partners, processes and:

a) Purpose
b) Products
c) Perspectives
d) Practice

9 The contents of a service package include:

a) Base Service Package, Supporting Service Package, Service Level Package
b) Core Service Package, Supporting Process Package, Service Level Package
c) Core Service Package, Base Service Package, Service Support Package
d) Core Service Package, Supporting Services Package, Service Level Packages

10. Which of the following concepts and activities help Demand Management in managing the demand for services?
1. Differentiated offerings
2. Differentiated service levels
3. Major Incident Management
4. Analysing and tracking the activity patterns of a business process

a. 4 only
b. 1 and 2 only
c. 1, 2 and 4 only
d. All of the above
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IT-MDC
IT Management Consulting and Training Partner
[email protected]

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