Exin ITILSC-OSA Exam Questions


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Exam Name: ITIL Service Capability Operational Support and Analysis Exam

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ITILSC-OSA Exam Sample Questions:



Operations Control refers to?

 

The managers of the Event and Access Management Processes

 

Overseeing the monitoring and escalating of IT operational events and activities

 

The tools used to monitor the status of the IT Network

 

The situation where the Service Desk manager is required to monitor the status of the
infrastructure when Service Desk Operators are not available


Overseeing the monitoring and escalating of IT operational events and activities






Technical Management is NOT responsible for?

 

Maintenance of the technical Infrastructure

 

Documenting and maintaining the technical skills required to manage and support the IT
Infrastructure

 

Defining the Operational Level Agreements for the various technical teams

 

Diagnosis of, and recovery from, technical failures


Defining the Operational Level Agreements for the various technical teams






What is the difference between a Known Error and a Problem?

 

The underlying cause of a Known Error is known. The underlying cause of a Problem is
not known

 

A Known Error involves an error in the IT infrastructure, A

 

Problem does not involve such an error.

 

A Known Error always originates from an Incident. This is not always the case with a
Problem

 

With a Problem, the relevant Configuration Items have been identified. This is not the
case with a Known Error.


The underlying cause of a Known Error is known. The underlying cause of a Problem is
not known






Scenario
Vision Media is an international media organization, operating variouslines of business
including:
Film Production
Television (production and delivery of their own channel in the United States
VisionOne)
Print media (including newspapers in 15 countries)
Online Advertising
The organization has recently been restructured, and now iscomprised of the following
companies and departments:
Vision Films (production of movies and television shows)
VisionOne (television channel)
VisionNews (coordinates all of the sub-companies involved in the delivery of
printed newspapers, as well as being the centralized source of news information
for all company owned media outlets)
VisionNet (managing the online and internet businesses)
Legal Services
Finance and Administration
Human Resources
Information Technology
The organization is also actively pursuing growth in the online market,and is currently
holding discussions with the leading online newsprovider about the possible acquisition of
their company. This wouldincrease the overall size of Vision Media by around 15%.
The Information Technology department acts as a Shared ServiceUnit, providing IT
Services to all of sub-companies and departments,which complement some of the Internal
Service Providers that alsoexist. The director of Information Technology has realized the
need toimprove the quality of services offered by implementing ITIL, and hasdecided to do
so using a phased approach. Some of the ServiceDesign and Service Transition processes
have already beenimplemented, and they are now planning the implementation ofService
Operation.
While the IT director does have tentative support from the otherdirectors and CEO, budgets
for implementing the Service Operationprocesses have not been finalized, and still require
a business caseto be formally submitted.
Refer to the exhibit.
There is some confusion as to how the process of AccessManagement should be
designed. In particular, there is debate as tohow the process should be integrated into the
overall approach of ITService Management within Vision Media. The IT director has
askedfor submissions from some of her staff, describing how they thinkAccess
Management should be designed.
Which of the following submissions describes the most appropriateway in which to design
and implement Access Management withinVision Media?

 

The design of a quality Access Management process will need toconsider the current
state of IT Service Management that exists withinthe IT department, as well as the
organizational requirements ofVision Media in general. This will require interfaces to be
createdwith:
Information Security Management: Which is responsible forthe development and renewal of
security policies, guidelinesand procedures, which are then executed by
AccessManagement
Service Level Management: Which is responsible defining thecustomer requirements for
access to IT services
Request Fulfillment: Access Management will often betriggered by Service Requests, taken
by the Service Desk orsubmitted using automated and self-help mechanisms
Change Management: Request for Changes (RFCs) will ofteninvolve modification of
access rights
Demand Management: Which will provide information as tothe patterns of business that will
generate requests foraccess.
Outside the scope of IT Service Management, some of the interfacesthat will also need to
be created are:
Human Resources: So that effective (and automated)communication exists to assist in the
creation, modification,removal and audit of access rights.
General:
Direct requests from department managers
Requests for enabling increased access for VIP staff

 

The design of an efficient Access Management process will need toaccount for the
existing IT Service Management processes alreadyimplemented within the IT department,
as well as the HumanResource requirements of Vision Media in general. This will
requireinterfaces to be created with:
Information Security Management: Which is responsible forthe development and renewal of
security policies, guidelinesand procedures, which are then executed by
AccessManagement
Capacity Management: Which is responsible for the design ofsystems and infrastructure,
which are in turn supported byAccess Management
Knowledge Management: Each Knowledge base will requirevarious levels of access to be
defined and enforced.
Change Management: Request for Changes (RFCs) will ofteninvolve modification of
access rights
Demand Management: Which will provide information as tothe patterns of business thatwill
generate requests foraccess
Outside the scope of IT Service Management, some of the interfaces that will also need to
be created are:
Legal Services: So that the Legal department can verify the request for access is
appropriate and lawful.
• General:
Direct requests from department managers
Requests for enabling increased access for VIP staff

 

It is important that the implementation of Access Managementconsiders a number of key
interfaces with existing IT ServiceManagement processes, as well as other business
processes, toensure success and satisfaction of its defined objectives. Thisincludes:
Information Security Management: Which is responsible forthe development and renewal of
security policies, guidelinesand procedures, which are then executed by
AccessManagement
Availability Management: Which is responsible for the designof security systems and
infrastructure, which are in turnsupported by Access Management
Request Fulfillment: Access Management will often betriggered by Service Requests, taken
by the Service Desk orsubmitted using automated and self-help mechanisms
Change Management: Request for Changes (RFCs) will ofteninvolve modification of
access rights
Configuration Management: Which can be used to recordrelationships between users and
systems they can access.
Outside the scope of IT Service Management, some of the interfaces that will also need to
be created are:
Human Resources: So that effective (and automated) communication exists to assist in the
creation, modification, removal and audit of access rights.
General:
Direct requests from department managers
Requests for enabling restricted access to contractorsand external suppliers

 

Access Management will need to be implemented in isolation fromexisting IT Service
Management processes already in place at VisionMedia so that its’ integrity can be
ensured. The only exception to thisis Information Security Management, which is
responsible for thedevelopment and renewal of security policies, guidelines andprocedures.
Access Management uses these as formal inputs, whichare then executed accordingly


It is important that the implementation of Access Managementconsiders a number of key
interfaces with existing IT ServiceManagement processes, as well as other business
processes, toensure success and satisfaction of its defined objectives. Thisincludes:
Information Security Management: Which is responsible forthe development and renewal of
security policies, guidelinesand procedures, which are then executed by
AccessManagement
Availability Management: Which is responsible for the designof security systems and
infrastructure, which are in turnsupported by Access Management
Request Fulfillment: Access Management will often betriggered by Service Requests, taken
by the Service Desk orsubmitted using automated and self-help mechanisms
Change Management: Request for Changes (RFCs) will ofteninvolve modification of
access rights
Configuration Management: Which can be used to recordrelationships between users and
systems they can access.
Outside the scope of IT Service Management, some of the interfaces that will also need to
be created are:
Human Resources: So that effective (and automated) communication exists to assist in the
creation, modification, removal and audit of access rights.
General:
Direct requests from department managers
Requests for enabling restricted access to contractorsand external suppliers






Scenario
Vericom is a leading provider of government, business and consumertelecommunication
services, and is currently seeking ways in which toimprove its utilization of IT services to
drive growth across its’ multiplelines of business. One of the largest organizations in the
UnitedKingdom, Vericom is comprised of the following business units:
Verinet (providing ADSL, cable, 3GSM, dialup and satellite services)
Infrastructure Services (planning, installing and maintaining the PSTN and mobile
network infrastructure)
VericomTV (Pay TV)
Consumer Sales and Marketing (including 400 Vericom retailoutlets)
Business and Government
Finance and Administration
Information Technology Services (Shared Service Unit, however some business
units also have their own internal service provider)
Human Resources
Vericom Wholesale (for wholesale of Vericom infrastructureservices)
Due to the extensive scope of infrastructure deployed and largeemployee and customer
base, Vericom continues to rely on legacysystems for some critical IT services; however
this is seen as abarrier to future organizational growth and scalability of servicesoffered.
The CIO of Vericom has also raised the concern that whileimprovements to the technology
utilized is important, this also needsto be supported by quality IT Service Management
practicesemployed by the various IT departments.
The project of improving the IT Service Management practicesemployed by Vericom has
been outsourced to external consultantswho are aware of the major IT refresh that is going
to be occurringover the next 24 months.
Refer to the scenario.
The Verinet business unit which provides internet services is currentlyfacing increased
competition from other Internet Service Providersseeking to entice Verinet customers away
with offerings such as freeVOIP (voice over internet protocol) and Naked DSL
(unconditionedlocal loop). To combat this, Verinet wishes to develop a newmarketing
campaign highlighting the high quality and availability ofservices offered.
Before this occurs, the Service Manager within Verinet (who haspreviously implemented
ITIL in other organizations) hadrecommended implementing Event Management to assist in
thecontinued ability for providing high quality, highly available internetservices to the UK
population. She has been faced by someresistance, who believe that it is not required as
Capacity, Availability,Incident and Problem Management have already been implemented.
Which of the following would be the BEST response to the Veritnetdirectors in describing
the benefits of introducing Event Managementto Verinet?

 

The implementation of Event Management to complementexisting ITIL processes within
Verinet will have a number ofsignificant benefits. The value to the business of
implementingthe process is directly seen by the following benefits:
Improved speed for Incident and Problem Management foridentifying and analyzing the
cause and potential effect
Improved ratio of used licenses against paid for licenses
Percentage re-use and redistribution of under-utilized assetsand resourcesImproved
aliment between provided maintenance andbusiness support
Improvement in maintenance scheduling and management forCIs

 

The implementation of Event Management to complementexisting ITIL processes within
Verinet will have a number ofsignificant benefits. The value to the business of
implementingthe process is generally indirect, but would support anenhanced ability to
provide high quality and high availabilityinternet services by:
Providing mechanisms for the early detection of incidents andproblems before they impact
customers
Notify the appropriate staff of status changes or exceptionsthat so that they can respond
quickly
Providing a basis for automated operations, increasingefficiency and allowing human
resources within Verinet to bebetter utilized
Providing improved visibility as to the events and interactionsthat occur within the IT
infrastructure
Providing performance and utilization information and trendsthat can be used for improved
capacity planning and systemdesign

 

The implementation of Event Management to complementexisting ITIL processes within
Verinet will have a number ofsignificant benefits. The value to the business of
implementingthe process is generally indirect, but would support anenhanced ability to
provide high quality and high availabilityinternet services by:
Providing mechanisms for the early detection of incidents andproblems before they impact
customers
Developing capabilities for the monitoring of criticalcomponents of the IT infrastructure for disruptions or breachof utilization thresholds
Automating the notification of key staff when exception eventsoccur
Providing improved visibility as to the events and interactionsthat occur within the IT
infrastructure
Reducing the time requirements of manual activitiesperformed by IT staff as part of
preventative maintenance

 

The implementation of Event Management to complementexisting ITIL processes within
Verinet will have a number ofsignificant benefits. The value to the business of
implementingthe process is directly seen by the following benefits:
Reduced SLA breaches
Reduced times required for diagnosis and root-cause analysisof problems
Reducing ratio of high priority incidents
Reduced Mean Time to Restore (MTTR) for incidents
Improved availability levels
Improved delivery of capacity and performance, with fewercapacity related incidents


The implementation of Event Management to complementexisting ITIL processes within
Verinet will have a number ofsignificant benefits. The value to the business of
implementingthe process is generally indirect, but would support anenhanced ability to
provide high quality and high availabilityinternet services by:
Providing mechanisms for the early detection of incidents andproblems before they impact
customers
Notify the appropriate staff of status changes or exceptionsthat so that they can respond
quickly
Providing a basis for automated operations, increasingefficiency and allowing human
resources within Verinet to bebetter utilized
Providing improved visibility as to the events and interactionsthat occur within the IT
infrastructure
Providing performance and utilization information and trendsthat can be used for improved
capacity planning and systemdesign




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