ITIL® Service Management and Strategy Assignment - [University Name]

This assignment provides a comprehensive review of ITIL® (Information Technology Infrastructure Library) concepts and service management practices. It addresses key questions related to service strategy, including the major outputs, purpose, and definition of service assets, utility, and warranty. The assignment explores service strategy processes such as service portfolio management, demand management, and financial management, along with their roles and functions within an organization. It also covers service design, the inputs and outputs of the service design phase, and the five aspects of design. The assignment includes answers to multiple-choice questions and provides detailed explanations and examples to illustrate the practical application of ITIL® principles. Furthermore, it discusses the roles of service owners and process owners, and explores the benefits of service management over technology management.

SECTION REVIEW ANSWERS
INTRODUCTION
1. _________ create value, remove risk of ownership from customers, serv outcomes
customers want to achieve, and reduce the effects of constraints
A. Resources
B. Services
C. Systems
D. Processes
2. _________ is a set of specialized organizational capabilities for providing value to
customers in the form of services
A. Service management
B. Information technology
C. Technology management
D. Service
3. Why might an organization want to use ITIL®?
A. ITIL® is published good practice
B. ITIL® is a validated framework
C. ITIL® provides a basis on which to improve
D. All of the above
4. ITIL® is a stand-alone, totally inclusive framework that eliminates the need to consider
any other standard.
A. True
B. False
5. The ITIL® core volumes include service strategy, service design, continual service
improvement and what other volumes?
1. Service optimization
2. Service operation

3. Service release
4. Service transition
A. 1 and 3
B. 2 and 4
C. 1 and 4
D. 4 only
6. There are times when it is feasible to have more than one person accountable for an
activity within a process.
A. True
B. False
7. Which of the following is NOT a characteristic of a process?
A. Responds to a specific event (trigger)
B. It is timely
C. It is measurable and therefore performance driven
D. It provides a specific output to a customer
8. What is the term defined by “units of organization specialized to perform certain types
of work and responsible for specific outcomes?”
A. Processes
B. Functions
C. Services
D. Service management
9. The RACI Model is NOT used to identify which of the following roles?
A. Who is responsible
B. Who is accountable
C. Who is consulted
D. Who is charged
10. What is the term defined by “structured set of activities designed to accomplish a

specific set of objectives?”
A. Function
B. Service
C. Process
D. Resource
INTRODUCTION
1. Describe the roles of the service owner and process owner.
Sample Answer
The service owner is accountable for the individual services and ensures that the processes
that support that service are engaged with that service. Process owners are accountable for
individual processes that support services. Process owners ensure that the processes are
engaged with the services that they support.
2. Discuss briefly why an organization could benefit from the concepts of service
management instead of technology management?
Sample Answer
Your answer may vary, but providing technology only answers part of the business needs.
The business needs solutions, not technology. IT as a service provider provides these
solutions through services that are better aligned to the business desired outcomes. Through
services, IT can better understand the true needs of the business and can provide the
services required to deliver value to the business.

SERVICE STRATEGY OVERVIEW
1. What is the major output of service strategy?
A. Service lists
B. Service level package (SLP)
C. Service level agreement (SLA)
D. Operational services
2. What is the purpose of service strategy?
A. To provide the ability to think and act in a strategic manner
B. To determine how to pay for services
C. To justify ITIL® throughout the organization
D. To ensure accountability of actions to an organization’s shareholders
3. Service assets can best be described as what?
A. The organization’s capital purchases
B. The ability to provide service to external customers
C. A set of organizational capabilities for providing value to customers in the form of services
D. Any capability or resources of a service provider.
4. Which of the following statements about value is most correct?
A. The service provider determines the value of services
B. The value of a service is determined by the customer
C. Value of a service cannot be determined
D. The customer’s view of value is irrelevant
5. Service assets consist of what?
A. Processes and functions
B. Utility and warranty
C. Capabilities and resources
D. Financial capital, infrastructure, applications and information.

6. Which of the following statements is correct?
A. Capabilities are intangible and resources are tangible.
B. Capabilities are tangible and resources are intangible.
C. Capabilities and resources are both tangible.
D. Capabilities and resources are both intangible.
7. The value of a service is described in terms of what?
A. Form and function
B. Capabilities and resources
C. Utility and warranty
D. Applications and systems
8. Utility is best described as what?
A. A promise or guarantee that a product or service will meet its requirements
B. The functionality offered of a product or service.
C. The added value that a service delivers to customers.
D. None of the above.
9. A service works exactly as described but fails often due to lack of capacity. This is an
example of what?
A. High utility and high warranty
B. High utility and low warranty
C. Low utility and high warranty
D. Low utility and low warranty
10. A service that delivers the basic outcomes desired by one or more customers is what?
A. Supporting service
B. Enabling service
C. Enhancing service
D. Core service

SERVICE STRATEGY OVERVIEW
1. List the types and examples of service assets. Which are tangible and which are
intangible?
Sample Answer
Service assets are any capability or resource of a service provider.
The capabilities of a service provider are intangible and include the knowledge and skills of
the organization, the processes, procedures and organization.
The resources of a service provider are tangible and include the financial capital,
infrastructure, applications and information.
People are both capabilities and resources.
2. Most households subscribe to cable or satellite television. What are the core and
supporting services for this service? Which are enabling services and which are
enhancing services?
Sample Answer
The core service for cable television depends on what the customer’s desired outcomes are.
For most people, the desired outcome is to get a clear picture for the shows they want to
watch. This would be a core service.
Supporting services are those things that come with cable television that are in addition to
our desired outcomes. Some supporting services enhance our experience with cable
television. These services are the enhancing service. Other services enable the cable
television service. We usually do not have direct interaction with these enabling services.
These are the enabling services.
Examples of enhancing services might include:
Video on demand
Universal remote
Movie packages
Sports packages

The ability to record programs through a DVR
Examples of enabling services might include:
Cable network infrastructure
Satellite services
Billing services
The combination of the core service, enhancing services and enabling services are bundled
together. This bundling is the service package that the customer receives.

SERVICE STRATEGY PROCESSES
1. Which of the following is NOT a processes within service strategy?
A. Service portfolio management
B. Service catalog management
C. Demand management
D. Financial management
2. What is the purpose of service portfolio management (SPM)?
A. Manage the service portfolio
B. Maximize return at an acceptable risk
C. Ensure proper governance of IT resources
D. Match IT capabilities with demand for services
3. Which of the following is NOT a question answered by the service portfolio?
A. How should our resources and capabilities be allocated?
B. What is the availability of these services?
C. What are the pricing or charge back models?
D. Why should a customer buy these services?
4. The service pipeline is
A. The list of services being considered as well as services in operation
B. The list of services being considered before they go into operation
C. The pipeline of requirements that should be considered for a new service
D. The demand for application development resources
5. Which of the following is NOT a part of the service portfolio?
A. Service specifications
B. Service pipeline
C. Service catalog
D. Retired services

6. Which demand management focus involves the use of patterns of business activity and
user profiles?
A. Current
B. Tactical
C. Strategic
D. Operational
7. Which demand management focus involves the use of differential charging to
encourage customers to use IT services at less busy times?
A. Tactical
B. Strategic
C. Current
D. Operational
8. What are some possible sources of demand?
A. People
B. Processes
C. Applications
D. All of the above
9. The service portfolio documents services in terms of
A. Outcomes
B. Demand
C. Value
D. Capabilities
10. Which service strategy process has determining PBAs as an activity?
A. Demand management
B. Financial management
C. Strategy management
D. Service portfolio management

SERVICE STRATEGY PROCESSES
1. List, and provide a brief overview of the processes within the service strategy stage of
the service lifecycle.
Sample Answer
The processes within service strategy include service portfolio management, demand
management and financial management.
Service portfolio management is a dynamic method for governing investments in service
management across the enterprise and managing them for value.
Demand management is a set of activities that understand and influence customer demand
for services and the provision of capacity to meet these demands.
Financial management provides financial input and output to other processes to enable
more qualified and higher quality financial decision making.
2. In your organization, how does financial management play a role? Additionally, how
could financial management support the processes throughout the service lifecycle?
Sample Answer
You specific answer will vary dependent upon your organization.
Generally, financial management plays a role throughout the service lifecycle. In service
strategy, financial management assists with the business case for investments in services as
well as the approach not only to specific services, but the service strategy overall.
In service design, financial management assists all processes in determining what the most
cost-effective approach would be in selection of technology to support the service as well
as processes to support the service. Financial management assists with the evaluation of the
availability (availability management) and capacity (capacity management) of a service, the
approach to continuity (IT service continuity management) and security (information
security management) as well as selection of suppliers and the specifics within the contracts
(supplier management). Financial management plays a key role in service catalog
management and service level management by providing financial information to better

communicate with users and customers.
In service transition, financial costs of CIs will be collected and stored in service asset and
configuration management. Financial management assists with decision making regarding
the approach to provide changes (change management), deploy services (release and
deployment management) and collect and maintain information and knowledge
(knowledge management).
In service operation, financial management helps with decision making regarding the cost
of restoring service (incident management), addressing the resolution of underlying errors
(problem management), detecting events and determining the appropriate control action
(event management) and optimizing the fulfillment of requests in a cost effective manner
(request fulfillment).
Continual service improvement is, in part, driven by financial optimization in determining
which services to improve and evaluating the options to improve them.

SERVICE DESIGN OVERVIEW
1. What is the major input to service design?
A. Service design package (SDP)
B. Service transition package (STP)
C. Service level package (SLP)
D. Service package (SP)
2. What is the major output from service design to service transition?
A. Service design package (SDP)
B. Service transition package (STP)
C. Service level package (SLP)
D. Service package (SP)
3. The purpose of service design is best described as what?
A. To ensure value through the proper implementation of the functionality of a service
B. The design of new or changed services for introduction into the live environment
C. To ensure that cost-justifiable availability and capacity exist for current and future services
D. To provide a logical model of the IT infrastructure and the relationships between
components, applications, systems and services
4. The 4 Ps of service design include people, products, partners, and what other item?
A. Vendors
B. Positions
C. Technology
D. Processes
5. Ensuring that an entire service can be implemented, transitioned, and operated
efficiently and effectively describes what?
A. Five aspects of design
B. 4 Ps of service design