2026 Actual PeopleCert ITIL-SOA Dumps, Updated Exam Questions for Guaranteed Pass

ITIL-SOA free sample questions and answers

PeopleCert ITIL-SOA practice quiz with correct answers for search indexing.

1. Question 1

   Scenario

   A financial services organization has undergone a period of rapid expansion. From its operating base it has expanded to serve customers in over 25 countries spread around the globe. There are plans to enter more markets in the next 12 months.

   The key stakeholders involved in the global expansion project have briefed the chief information officer (CIO) on the plans. They have identified IT service performance as one of the major threats to the plan. The CIO has been under pressure from the board due to poor IT service performance in the previous six months. The chief concern has been significant performance variations in network connectivity and communications.

   The organization currently has three contracts with different local external suppliers in operating markets supporting three IT network hubs. Whilst the suppliers are all happy to follow local internal IT processes, getting the three to work together on incidents or changes has proved increasingly difficult.

   A number of outages have resulted in a blame culture where even the local internal IT departments have been sympathetic to their service providers, resulting in strained relationships between these internal departments at an operational level.

   Other issues encountered at one or more locations have included:

   * Long-term service improvements have been sacrificed in favour of short-term fixes that avoid the payment of contract penalties by the suppliers

   * Changes in ownership of the customer relationship by the suppliers

   The CIO believes that a lack of communication between suppliers has been the key cause of failures.

   All three supplier contracts are due for renewal in the next 12 months. After consultation, a decision to re-tender for network services has been taken by IT, and approved by the CIO and the board of directors.

   Refer to the Scenario.

   When considering suppliers, which one of the following options would BEST ensure that network issues are addressed in order to meet the needs of the financial services organization?

   AConsideration should be given to entering into a partnership with three local suppliers who have worked together before in similar circumstances. This will ensure both communication and local cultural differences are addressed.
   Supplier management should have a single, defined local point of ownership with responsibility granted for operational management of issues.
   The threat of contractual penalties should be removed to encourage suppliers to think longer term about sustainable service improvements.
   Suppliers will commit to the use of local IT processes to ensure compliance and good communication.
   Suppliers are to ensure that staff engaged in the contract (in particular the account managers and customer service managers) are fully ITIL trained so they understand and can implement service management best practice disciplines.
   

   BConsideration should be given to entering into a partnership with a single supplier where mutual trust and a good relationship can be established.
   Supplier management should have a single, defined point of ownership within each country to manage all local operational issues.
   A risk-reward framework should be mapped out as an incentive for the supplier to solve local issues.
   A strategic alignment should be sought with the supplier where values, goals and cultural fit are similar to that of the financial services organization.
   The supplier should set up its own dedicated global account management team to deal with transition and on-going issues by working with local IT support teams.
   

   CConsideration should be given to entering into a partnership with a single supplier where mutual trust and a good relationship can be established.
   Supplier management should have a single, defined point of ownership with local responsibility granted for operational management of issues.
   A long-term, risk-reward framework should be mapped out to encourage the supplier to work towards sustainable service improvements instead of shorter-term quick fixes.
   A strategic alignment should be sought with the supplier where values, goals and cultural fit are similar to that of the financial services organization.
   Implementation of a joint partnership team to initially ensure a smooth transition of the service to the new supplier and to subsequently manage on-going service improvement.
   

   DConsideration should be given to re-contracting with the three current local suppliers. There is no suggestion that they are technically incompetent; it appears to be communication and local cultural differences that cause problems.
   Supplier management should have a single, defined local point of ownership with responsibility granted for operational management of issues.
   The threat of contractual penalties should be removed to encourage suppliers to think longer term about sustainable service improvements.
   Communication issues should be addressed by ensuring all incidents are reported to a single global service desk that the financial institution should implement.
   Suppliers are to ensure that staff engaged in the contract (in particular the account managers and customer service managers) are fully ITIL trained so they understand and can implement service management best practice disciplines.
   

   Correct answer: C

   
   

2. Question 2

   A major international company owns shopping malls in many countries. They are responsible for the security, safety and comfort of shoppers visiting the stores in the mall and the facilities management of the locations. The company relies on IT services provided by its IT division. The IT division consists of a corporate IT department at the company's headquarters and a local IT team at each mall. The IT division obtains IT services and products from over 100 different suppliers globally.

   The management of suppliers within the IT division is currently performed by the local IT teams in each country, often by the most appropriate technical manager. This has resulted in inconsistent processes and levels of service across the countries.

   The management team realizes that this is an ineffective use of IT resources and will have an impact on the future growth of the company. They are currently reviewing the situation and wish to develop supplier management processes that are more closely aligned to ITIL practices. The management team recently conducted a survey of all of the local IT teams within the different countries to collect details about the number and type of contracts and suppliers.

   The IT division has developed and implemented many other ITIL processes over the last two years, which has led to significant improvements. The management team would like to build on this success and develop and implement a supplier management process. You have recently joined the corporate IT department and have been given the results of the survey carried out by the management team.

   Refer to Scenario

   Which one of the following options is the BEST sequence of activities to adopt in order to implement a supplier management process and to bring the current situation under control?

   A1. Design and develop a supplier management process.
   2. Define and agree a supplier policy.
   3. Use the results of the survey to categorize each supplier to determine the type of relationship required.
   4. Establish and populate a supplier and contract management information system (SCMIS) from the survey feedback.
   5. Deploy the process in the corporate IT department as a pilot.
   6. Agree which individuals in the corporate IT department and local IT teams are accountable for the management of each contract and supplier.
   7. Deploy the process in the remaining countries and conduct a program of awareness and training.
   

   B1. Define and agree a supplier policy.
   2. Design and develop a supplier management process.
   3. Use the results of the survey to categorize each supplier to determine the type of relationship required.
   4. Establish and populate a SCMIS from the survey feedback.
   5. Agree which individuals in the corporate IT department and local IT teams are accountable for the management of each supplier.
   6. Deploy the process in all countries and conduct a program of awareness and training.
   7. Identify where there are duplicate or multiple contracts in place with suppliers and instigate an initiative to review these with the relevant suppliers.
   

   C1. Carry out a further review of the suppliers used by each store in each country.
   2. Establish and populate the SCMIS from the results of the exercise.
   3. Design and develop a supplier management process.
   4. Define and agree a supplier policy.
   5. Appoint a supplier manager from the corporate IT department to manage all contracts and all suppliers.
   6. Deploy the process in all countries and conduct a program of awareness and training.
   7. Renew all contracts to try to obtain better terms and conditions.
   

   D1. Define and agree a supplier policy.
   2. Agree which individuals in the corporate IT department and local IT teams are accountable for the management of each supplier.
   3. Use the results of the survey to categorize each supplier to determine the type of relationship required.
   4. Establish and populate a SCMIS from the survey feedback.
   5. Design and develop a supplier management process.
   6. Deploy the process in all countries and conduct a program of awareness and training.
   7. Work with the service level manager to ensure that all contracts correctly underpin service level agreements.
   

   Correct answer: D

   
   

3. Question 3

   Scenario

   A commercial IT services company has been successful for many years. Its key strategic differentiator has been the provision of new services to meet customers' needs in very short lead times. Recently profits have dipped, forcing senior management to take a look at the lifecycle costs of providing the IT services to their external customers.

   The organization has had a service catalogue containing customer and supporting views for some time. It is an essential source of information about the IT services and is used by both the business relationship managers and the IT services teams. Services are designed internally but often transitioned and operated in partnership with other suppliers.

   For each service, the service catalogue currently contains:

   * A description of the service

   * Summary of the service level targets

   * The level of support and support details

   * Details of the supporting services and components

   * Details of services obtained from suppliers

   When sales leads are obtained from potential new customers, the requirements are compared with services in the service catalogue and, if no matching service can be found, a project is set up to quickly develop a new service. In the past this has been justified as meeting the needs of the customers, and full business cases were not developed.

   A senior service manager has suggested introducing a service portfolio management process and needs to get the support of the IT management team. The management team wishes to know what extra information would be included in a service portfolio over and above what is already in the service catalogue and what value it would be to them.

   The company is looking to restrict investment in new resources. Therefore, only a few projects can be authorized in the next budget cycle.

   Refer to the Scenario.

   Which one of the following sets of statements BEST describes the elements that a service portfolio contains in addition to the elements in a service catalogue, and describes the additional value service portfolio management would bring to the IT services company in resolving their current issues?

   AThe service portfolio will include: resource allocation; support terms and conditions; ordering and request procedures; the value proposition; offerings and packages.
   The service portfolio will show where additional resources will be required to operate new services.
   Service portfolio management will enable the organization to rationalize existing services to optimize the use of resources.
   

   BThe service portfolio will include: business cases; risks; business outcomes supported; cost and pricing.
   The service portfolio will show the proportion of resources acquired from key suppliers so that the cost of new services can be accurately estimated.
   Creating a service portfolio that includes services in the service pipeline, as well as those in the service catalogue, will enable new services currently being developed to be included in service offerings. This increased visibility of new services extends the range available for new opportunities.
   

   CThe service portfolio will include: ordering and request procedures; service level targets; support terms and conditions; details of services obtained from suppliers.
   The service portfolio will show the resources and capabilities that are needed to improve the services in the service catalogue.
   Service portfolio management will enable the organization to expand the service catalogue to include details of service requests and standard changes, providing a valuable self-help portal to users.
   

   DThe service portfolio will include: business cases; risks; investment priorities; value propositions.
   The service portfolio will show where resources are used across all stages of the service lifecycle both within the provider and where they have been acquired from suppliers.
   Service portfolio management will improve the organization's ability to compare potential investments and make sound decisions.
   

   Correct answer: D

   
   

4. Question 4

   Scenario

   A retail company has enjoyed significant growth in profit over the past year due to negotiating lower buying costs from its suppliers. The organization wishes to reinvest some of this profit to fund a program of change to optimize the use of IT services. They hope this will support revenue growth in the next financial year whilst maintaining profitability.

   The program consists of two main initiatives:

   * An expansion of the on-line retailing services to offer more functionality

   * Enhancement of the marketing service to allow greater targeting of promotional offers.

   There are various options for providing these services that involve use of the current infrastructure or the new virtualization technology, which is slowly being deployed across the organization. The board of directors wishes to conduct a financial review over the next 3 months to compare the cost of providing each service. Projected business revenues will allow the return on investment (ROI) of each option to be calculated. This review will provide an input to the IT organization's service portfolio management process, allowing the various investment options to be considered and an informed decision to be made.

   The organization has a good appreciation of its IT costs along with a mature service catalogue and configuration management system (CMS).

   Refer to the Scenario.

   Which one of the following options would be the BEST approach to providing the information for the financial review of the service options?

   AAppoint an IT finance manager to implement budgeting and accounting for IT services.
   Create a cost model that takes into account direct and indirect costs, as well as fixed and variable costs.
   Use the cost model to calculate the cost of providing the IT services and provide the information to service portfolio management (SPM).
   

   BProduce a summary of current costs, apportioning all costs directly to the appropriate service.
   Any investment in virtualization or new infrastructure should be shared equally between the two services.
   This creates a baseline for comparison with the anticipated business revenues and ROI that will enable a business case to be developed for each option.
   

   CProduce a summary of current costs, recognizing that the resources are shared across services.
   Use service level agreements to understand how the services are used and create a model for the services, ensuring that both current and projected costs are shared appropriately.
   These costs can then be compared with the cost of outsourcing the service and with the anticipated business revenue.
   

   DProduce a summary of current costs, recognizing that the resources are shared across services.
   The various options for providing the service, including those requiring investment in new infrastructure, can then be costed. Using the projected revenues supplied, a calculation can establish the ROI for each option.
   These costs and ROI for each option can then be compared through the service portfolio management process and used as an input to develop a business case for the most advantageous options.
   

   Correct answer: D

   
   

5. Question 5

   Scenario

   A company provides an internet-based gift delivery service which is highly dependent upon IT services provided by the internal IT organization. A year ago the customer payments service that supports the gift ordering website regularly experienced poor availability. The organization hired a service management consultant to assess why the IT services were performing poorly and to rectify the situation.

   As part of the solution, the consultant implemented service level management and adopted the role of interim service level manager. Service level agreements were negotiated with the business and agreed. The necessary underpinning agreements were negotiated and put in place. Regular monitoring and reporting was implemented. Monthly service review meetings with the business unit managers were established to discuss IT service performance and any issues and improvements. Within a year of the start of the initiative the gift ordering website IT service was performing at 98.7% availability, a significant improvement.

   This month's service review meeting was attended by the chief executive officer (CEO) after concerns were expressed about the most recent availability figure for the customer payments service, which was 94%. This covered the period which included one of the traditionally most popular gift ordering times. The consultant stated that the poor availability was almost entirely due to an incident that occurred during one of the busiest periods and. as a result, the overall monthly availability percentage was low. Initial investigation has shown that the service desk used the SLA to designate the incident as a 'Priority 2'. This was however lower than the 'Priority 1" the business believed the incident should have been. The subsequent delay in restoration of the service meant some customer orders were lost.

   The CEO reminded the consultant that a repeat of such an incident would not only have a major effect on monthly revenues but also seriously affect the company's reputation. The consultant agreed that this was unacceptable and committed to review this issue and report back to the CEO.

   Refer to Scenario

   AThe SLM should agree with the business managers to set up a service improvement plan (SIP) to address the issue. Differing views relating to the cause of the low availability mean it should be investigated thoroughly to establish whether the slow restoration of service was due to a lack of understanding by the service desk, incorrect service level targets in the SLA or simply that, owing to the type of failure, restoration was always going to take that length of time. Appropriate action can then be taken to rectify the issue.
   

   BThe issue is with the service desk and its incorrect interpretation of the SLA and failure to escalate the issues. The SLM should agree to set up a SIP for the service desk. The operational level agreement (OLA) with the service desk should be reviewed to ensure that it underpins the SLAs. The SIP should include the retraining of the service desk staff. A complete review of the service desk tools should ensure that they can be used to prioritize incidents correctly by passing through targets agreed into the priority matrix of the toolset.
   

   CThe issue is clearly a breakdown in understanding regarding the critical business periods and the matching of these to the availability targets in the SLAs. The SLM should agree with the business managers to set up a SIP to investigate the issue. The SLAs should be reviewed with the business to ensure that they match with the business needs and, if necessary are updated. Review and update any underpinning agreements as necessary to ensure that they support the targets in the SLAs.
   

   DThe SLM should conduct an investigation by reviewing incidents and problems. Ask the IT service desk and support staff what ideas they have to resolve the issue. Review the impact on all other SLAs. OLAs contracts and procedures. Review the maturity associated with the service level management process and take steps to improve this process if necessary. Create a SIP with an associated business case for presentation to the chief executive officer (CEO).
   

   Correct answer: A