PeopleCert ITIL-4-Specialist-Monitor-Support-Fulfil Exam Dumps

Workflow management and collaboration tools are used to track and manage the different statuses of problems, including problems under investigation and known errors. These tools help ensure that problems and known errors are handled using predefined workflows, allowing for clear separation of records. This also ensures that problems are moved through the correct processes until they are either resolved or logged as known errors.

Monitoring and event management tools track events and incidents but are not specifically designed for managing problem records.

Knowledge management tools store and provide access to information but do not manage workflows.

Service configuration management tools manage the configuration of services and assets, but they do not directly manage problem and known error records.

In this scenario, incident resolution times are increasing, and incidents are being transferred between multiple teams, causing delays. The best approach is to group technical specialists by product or service, allowing for faster, more efficient resolution.

Group Technical Specialists by Product or Service (Answer B - Correct): Organizing teams by product or service ensures that specialists have deep knowledge of the system they are responsible for, which reduces the need to transfer incidents between teams. This setup aligns with modern development approaches like DevOps, where cross-functional teams are responsible for end-to-end service delivery and incident resolution.

Ensure Only Internal Teams Take Part (Answer A - Incorrect): Limiting incident resolution to internal teams may not be feasible, especially if services are provided in collaboration with external partners.

Ensure Only External Teams Take Part (Answer C - Incorrect): Relying solely on external teams may introduce delays and reduce the organization's control over the incident resolution process.

Design Significant Rewards for Individuals (Answer D - Incorrect): While recognizing individual efforts can be motivational, it does not address the structural problem of incident transfers and delays between teams.

ITIL 4 Reference:

Incident Management Practice: Grouping teams by product or service helps reduce transfer times and ensures faster, more focused incident resolution.

In ITIL 4, after mapping a value stream, the next logical step is to analyze the value stream map to identify waste. This analysis helps the service management team to pinpoint inefficiencies, bottlenecks, and redundant activities in the incident management process. By identifying and addressing these areas of waste, the team can improve the overall performance and flow of the value stream.

During the incident resolution step of the incident handling process, it may become clear that a change is needed to resolve the underlying issue permanently. This is where the connection between Incident Management and Change Enablement occurs. For instance, if the resolution of the incident requires a modification to the system, a change request is initiated to implement this solution, ensuring the problem does not recur.

In organizations where multiple product-focused teams exist alongside a small problem management team, the problem management team's primary role is often to coordinate problem-solving activities across these teams. This ensures that the right people are involved in the investigation and resolution of problems, facilitating collaboration and driving solutions.

Identifying and logging problems (Option A) is typically performed by product-focused teams or incident management.

Investigating problems (Option B) may be a shared responsibility but is often handled by the product-focused teams.

Reviewing known errors (Option D) is part of the error control process but not the main responsibility in a coordination-heavy role.