Get Started. It's Free
or sign up with your email address
Rocket clouds
VeriSM™ Foundation by Mind Map: VeriSM™ Foundation

1. 1. The Service Organization

1.1. Topics & Concepts

1.1.1. 1.1 Organizational context

1.1.1.1. Asset

1.1.1.2. Best practice

1.1.1.3. Capability

1.1.1.4. Consumer

1.1.1.5. Customer

1.1.1.6. Digital service

1.1.1.7. Management

1.1.1.8. Mission

1.1.1.9. Organization

1.1.1.10. Organizational capability

1.1.1.11. Outcome

1.1.1.12. Output

1.1.1.13. Product

1.1.1.14. Retrospective

1.1.1.15. Service

1.1.1.16. Shadow behavior

1.1.1.17. Shadow IT

1.1.1.18. Value

1.1.1.19. Va;lue proposition

1.1.2. 1.2 Organizational governance

1.1.2.1. Operational planning

1.1.2.2. Policy

1.1.2.3. Principle

1.1.2.4. Procedure

1.1.2.5. Process

1.1.2.6. Strategic planning

1.1.2.7. Tactical planning

1.1.2.8. Values

1.1.3. 1.3 Digital transformation

1.1.3.1. Business model

1.1.3.2. Digital disruption

1.1.3.3. Digital optimization

1.1.3.4. Digital transformation

1.1.3.5. Network effect

1.2. Benefits

1.2.1. Professionals benefits

1.2.1.1. Understand what are the main areas of an organization and how to optimize the ecosystem

1.2.1.2. Ability to establish and improve effective organizational governance

1.2.1.3. Evaluate emerging technologies and their benefits and impacts to the business

1.2.1.4. Understand how the Digital Transformation can positively impact the Service Management of an organization

1.2.2. Business Benefits

1.2.2.1. Optimize the organizational business ecosystem, reducing costs and resources

1.2.2.2. Increase the readiness from Top Management to make decisions about the organizational direction

1.2.2.3. Be ready to adopt emerging technologies in order to create competitive advantage for the business

1.2.2.4. Take advantage of the Digital Transformation Era to innovate the organization's services for digital customers

1.3. Sample exam questions

1.3.1. What is the best description of shadow behavior?

1.3.1.1. Alternatives

1.3.1.1.1. A) A junior observing a senior by doing job-shadowing and learning on-the-job B) Creating a tribal system where team members are overshadowed by others C) Implementing systems or solutions without explicit organizational approval D) IT service provisioning being so good that consumers are unaware of IT

1.3.1.2. Correct answer

1.3.1.2.1. C) Shadow behavior and specifically shadow IT is a big problem in organizations. Not following organizational approval processes and procedures (change management) introduces unknown risks into the environment and may well have an impact on the performance of other IT services. (Literature: A, Chapter 2.3.1)

1.3.2. How does governance flow through an organization?

1.3.2.1. Alternatives

1.3.2.1.1. A) Via delegation from owners to a governing body, who authorize organizational capabilities to take actions to create and support the outcomes to consumers. B) Via good planning in the higher levels of the organization, where it is critical that there is a clearly stated mission and vision with key objectives defined. C) Via organization-wide gatherings once or twice a year, where owners/stakeholders present the mission, vision and objectives, and take feedback from employees. D) Via performance contracts between an employee and his or her manager, making everybody responsible for part of the strategy.

1.3.2.2. Correct answer

1.3.2.2.1. A) There needs to be an actual frame of delegation and authorization supporting the flow of governance for it to really work. (Literature: A, Chapter 2.5.2)

1.3.3. New technology has led to changes within organizations. Which is one of these changes?

1.3.3.1. Alternatives

1.3.3.1.1. A) Services are driven by stable management practices which discourage technology innovation. B) Services can be delivered from anywhere to anywhere. C) Services now undergo a more rigid functional change approach within organizations. D) Services that rely on traditional rigid management approaches are preferable to organizations.

1.3.3.2. Correct answer

1.3.3.2.1. B) New innovative technologies have allowed services to be delivered from anywhere, to anywhere. (Literature: A, Chapter 3.1)

1.3.4. Digital transformation requires a new approach to service management within organizations. Where is the ownership of service management principles situated in an organization?

1.3.4.1. Alternatives

1.3.4.1.1. A) Business owns service management. B) IT owns service management. C) Service management is outsourced to a third-party supplier. D) Service management is owned across the whole organization.

1.3.4.2. Correct answer

1.3.4.2.1. D) Products and services require input from multiple business capabilities who must all work together to achieve organizational objectives. Service management is elevated to the enterprise level. (Literature: A, Chapter 3.5)

1.3.5. How can organizational culture best be described?

1.3.5.1. Alternatives

1.3.5.1.1. A) It is a collection of common practices based on the backgrounds of all employees within an organization. B) It is a reflection of the ethnicity of management and owners within an organization. C) It is a culture that is exclusively defined by the leadership of an organization. D) It is a collection of, and interaction between, the values, systems, symbols, assumptions, beliefs and habits of an organization.

1.3.5.2. Correct answer

1.3.5.2.1. D) Culture is ‘the way we do things in an organization'. According to VeriSM™ a good description would be "the collective values, systems, symbols, assumptions, beliefs and habits of an organization". All of these can be observed in how things are done in the organization. Culture is often not formally defined, written down or taught to new employees. They will mostly "observe and learn how things are done here". (Literature: A, Chapter 2.4)

2. 2. Service culture

2.1. Topics & Concepts

2.1.1. 2.1 Service culture

2.1.1.1. Behavior

2.1.1.2. Culture

2.1.1.3. Service culture

2.1.1.4. Vision

2.2. Benefits

2.2.1. Professionals benefits

2.2.1.1. Define and evaluate if an organization has a service or a product culture

2.2.2. Business benefits

2.2.2.1. Increase the customer satisfaction and loyalty based on a service culture

2.3. Sample exam questions

2.3.1. What is the most important element of creating a service culture?

2.3.1.1. Alternatives

2.3.1.1.1. A) Empowering the employees to make decisions on their own B) Measuring the service culture in order to identify improvement ideas C) Showing the consumer that they are valued by actions rather then telling them D) Training employees and managers in good service behavior

2.3.1.2. Correct answer

2.3.1.2.1. C) Making the consumer feel that they are valued is the most important element of a service culture. (Literature: A, Chapter 4.4)

3. 3. People and organizational structure

3.1. Topics & Concepts

3.1.1. 3.1 Organization structure

3.1.1.1. A-shaped professional

3.1.1.2. Competence

3.1.1.3. Critical thinking

3.1.1.4. I-shaped professional

3.1.1.5. Lifelong learning

3.1.1.6. Profession

3.1.1.7. Reflective practice

3.1.1.8. Role

3.1.1.9. Team

3.1.1.10. T-shaped professional

3.1.2. 3.2 Service Management challenges

3.1.2.1. Business relationship management

3.1.2.2. Change fatigue

3.1.2.3. Contract management

3.1.2.4. Customer relationship management

3.1.2.5. Digital native

3.1.2.6. Expectation management

3.1.2.7. Explicit knowledge

3.1.2.8. Implicit knowledge

3.1.2.9. Knowledge Management

3.1.2.10. Operant behavior

3.1.2.11. Organizational behavior management (OBM)

3.1.2.12. Relationship management

3.1.2.13. Silo

3.1.2.14. Stakeholder

3.1.2.15. Supplier management

3.1.2.16. Tacit knowledge

3.1.2.17. Tribalism

3.1.2.18. Virtual team

3.2. Benefits

3.2.1. Professionals benefits

3.2.1.1. Be able to enhance your leadership skills for the Digital Era

3.2.1.2. Learn new methods to deal with business and customer challenges to achieve success

3.2.1.3. Improve the internal and external communication across teams and customers

3.2.1.4. Understand how to face and get the best from organizational changes

3.2.2. Business benefits

3.2.2.1. Better select internal and/or external professionals to become Digital Leaders within the organization and save business time with recruitment and retaining the work-force

3.2.2.2. Increase the capacity of the work-force to achieve the business and customers goals overcoming the main challenges that can be faced

3.2.2.3. Improve the organization internal and/or external communication to avoid misunderstandings

3.2.2.4. Perform business change without creating service disruption

3.3. Sample exam questions

3.3.1. What is the key activity of a leader's role?

3.3.1.1. Alternatives

3.3.1.1.1. A) Focus on results B) Minimize risk C) Motivate colleagues D) Set up priorities

3.3.1.2. Correct answer

3.3.1.2.1. C) This activity is a key characteristic that is connected with the role of a leader in VeriSM™. Other key characteristics are empower and inspire. (Literature: A, Chapter 5.1)

3.3.2. Emotional intelligence defines two main competencies: personal and social. Which two skills belong to the social competence?

3.3.2.1. Alternatives

3.3.2.1.1. A) Joining social groups and actively communicating with them B) Knowing social media and what people or situations can influence us C) Social awareness and relationship management D) Social content management and using social techniques

3.3.2.2. Correct answer

3.3.2.2.1. C) Social awareness and relationship management are two skills defined by Travis Bradberry and Jean Greaves in their work “Emotional Intelligence 2.0”. (Literature: A, Chapter 5.3)

3.3.3. What is the name of the professional that should have both breadth and depth of knowledge?

3.3.3.1. Alternatives

3.3.3.1.1. A) A-shaped professional B) I-shaped professional C) Service management expert D) T-shaped professional

3.3.3.2. Correct answer

3.3.3.2.1. D) T-shaped professional is an innovative and powerful problem-solver in their area of expertise and capable of interacting and understanding specialists across a wide range of capabilities. (Literature: A, Chapter 5.5)

3.3.4. What is the last stage of team formation?

3.3.4.1. Alternatives

3.3.4.1.1. A) Adjourning B) Forming C) Performing D) Setting-up

3.3.4.2. Correct answers

3.3.4.2.1. A) This is the last stage in the formation of a team. It is when group tasks are complete and the team disbands. The other four stages are forming, storming, norming, and performing. (Literature: A, Chapter 5.7.1)

3.3.5. There is a challenge that teams may operate in silos. What is a recommendation that management should do to overcome this challenge?

3.3.5.1. Alternatives

3.3.5.1.1. A) Implement one-on-one meetings between team members B) Provide team-building activities for each team C) Reward teams who achieve their goals ahead of target D) Share information on the organization’s strategies

3.3.5.2. Answer

3.3.5.2.1. D) Sharing the organization’s strategic aims will help to focus the teams on the bigger picture, so that the team works to help to achieve the overall objective. (Literature: A, Chapter 6.1)

3.3.6. Successful expectation management depends on developing a clear vision of what is expected. How can this clarity be achieved?

3.3.6.1. Alternatives

3.3.6.1.1. A) Ensure that detailed SLA documentation is available B) Report achievement against agreed targets C) Set boundaries and provide a structure for delivery D) Under-promise and over-deliver

3.3.6.2. Answer

3.3.6.2.1. C) Defining the scope of what is to be delivered in an unambiguous way will ensure that all parties are in agreement and prevent a mismatch between expectations and delivery. (Literature: A, Chapter 6.2.1)

3.3.7. What is one of the five components that should be considered in communication?

3.3.7.1. Alternatives

3.3.7.1.1. A) Delivery mechanism B) Intention C) Perception D) Scope

3.3.7.2. Answer

3.3.7.2.1. A) In good communication there are five components to consider. These five components are: sender, context, receiver, delivery mechanism and content. (Literature: A, Chapter 6.4)

3.3.8. What is the first important step in the Kotter's Organizational Change Management (OCM) model?

3.3.8.1. Alternatives

3.3.8.1.1. A) Build a guiding coalition B) Create a sense of urgency C) Generate short-term wins D) Institute change

3.3.8.2. Answer

3.3.8.2.1. This is the first stage in the model of Kotter. It focuses on using opportunities that will appeal (emotionally and intellectually) to the volunteer army to urgently act. (Literature: A Chapter 6.6.1)

4. 4. The VeriSM™ model

4.1. Topics & Concepts

4.1.1. 4.1 The VeriSM™ model

4.1.1.1. Business service management

4.1.1.2. Change

4.1.1.3. Enterprise service management

4.1.1.4. Financial management

4.1.1.5. Incident

4.1.1.6. Issue

4.1.1.7. Management practices

4.1.1.8. Operational model

4.1.1.9. PESTEL

4.1.1.10. Problem

4.1.1.11. Provider

4.1.1.12. Quality

4.1.1.13. Request

4.1.1.14. Service management

4.1.1.15. Service management operating model

4.1.1.16. Service provider

4.1.1.17. Skills inventory

4.1.1.18. Solution

4.1.1.19. Source event

4.1.1.20. Target operating model

4.1.1.21. VeriSM™

4.1.1.22. VeriSM™ model

4.1.2. 4.2 Adapting the VeriSM™ model

4.1.2.1. VeriSM™ model

4.2. Benefits

4.2.1. Professionals benefits

4.2.1.1. Understand how VeriSM™ can be applied across an organization

4.2.1.2. Re-define the organization services based on VeriSM™ practices

4.2.1.3. Orchestrate multiple best practices at an organization

4.2.2. Business benefits

4.2.2.1. Understand how your business can benefit from the VeriSM™ model

4.2.2.2. Increase the service value through VeriSM™ practices

4.2.2.3. Optimize the management and operational model of the organization in order to better use internal/external resources

4.3. Sample exam questions

4.3.1. Which element of the VeriSM™ model defines the management activities or practices necessary to meet the governance requirements by providing guardrails or boundaries?

4.3.1.1. Alternatives

4.3.1.1.1. A) Define B) Management Mesh C) Produce D) Service management principles

4.3.1.2. Answer

4.3.1.2.1. D) The service management principles are based on the organizational governing principles. They provide the guardrails for the products and services delivered, addressing areas such as quality and risk. (Literature: A, Chapter 7 and Chapter 9.1)

4.3.2. Following the deployment of a new product or service, the service provider will provide ongoing support in its use to consumers. Which element of the VeriSM™ model describes this provision of support?

4.3.2.1. Alternatives

4.3.2.1.1. A) Define B) Produce C) Provide D) Respond

4.3.2.2. Answer

4.3.2.2.1. D) The Respond stage describes the support the consumer receives during performance issues, questions or any other requests. (Literature: A, Chapter 7 and 14.1)

4.3.3. What is the main reason VeriSM™ re-defines traditional service management?

4.3.3.1. Alternatives

4.3.3.1.1. A) VeriSM™ divides service management within an organization into separate entities so all entities can work autonomously. B) VeriSM™ focuses on the big picture and does not provide practices for specific organizations. C) VeriSM™ incorporates new technologies and therefore helps IT departments with digital transformation. D) VeriSM™ regards the entire organization as the service provider with capabilities that work together.

4.3.3.2. Answer

4.3.3.2.1. D) This is the key differentiator between VeriSM™ and ITSM. (Literature: A, Chapter 9.2)

4.3.4. What differentiates VeriSM™ from other IT service management approaches?

4.3.4.1. Alternatives

4.3.4.1.1. A) VeriSM™ differentiates IT from other service management practices. B) VeriSM™ focuses on the corporate IT aspects in the organization. C) VeriSM™ is a logical evolution to older IT service management practices. D) VeriSM™ takes all organizational capabilities into account.

4.3.4.2. Answer

4.3.4.2.1. D) VeriSM™ has a holistic view over the organization as a whole. The entire organization is the service provider and the individual departments are the capabilities that support the organization as it delivers products and services. (Literature: A, Chapter 9.2)

4.3.5. VeriSM™ introduces the concept of the Management Mesh. This combines the four elements of resources, management practices, environment and emerging technologies to create and deliver products and services. In which element should frameworks such as ITIL or methodologies such as COBIT be included?

4.3.5.1. Alternatives

4.3.5.1.1. A) Emerging technologies B) Environment C) Management practices D) Resources

4.3.5.2. Answer

4.3.5.2.1. C) The management practices element of the Mesh includes frameworks such as ITIL, and methodologies such as COBIT, SIAM and DevOps. The organization chooses which to use, dependent on the requirement. (Literature: A: Chapter 10)

4.3.6. The Management Mesh can only be built once the organizational governance and service management principles are understood. What else must also be developed before the Mesh is built?

4.3.6.1. Alternatives

4.3.6.1.1. A) Design specifications B) Operational plans C) Strategic plans D) Tactical plans

4.3.6.2. Answer

4.3.6.2.1. C) Working within the guardrails set by the organizational governance and service management principles, the service provider develops their strategic plans to address consumer requirements. Based on these, the Management Mesh is built. (Literature: A, Chapter 10.5)

4.3.7. What is an objective of the Define stage in the VeriSM™ model?

4.3.7.1. Alternatives

4.3.7.1.1. A) To address activities and supporting outcomes that relate to the design of a product or service B) To ensure the product or service is available for consumption C) To react to service issues, inquiries and requests from the consumer D) To take the service blueprint and perform build, test and implement activities under change control

4.3.7.2. Answer

4.3.7.2.1. A) Define is about addressing the activities relating to the design of a service or product. (Literature: A, Chapter 11.1)

4.3.8. Why is testing an important part of the Produce stage?

4.3.8.1. Alternatives

4.3.8.1.1. A) To define risk criteria and the risk appetite of an organization B) To ensure that the product or service meets the requirements set C) To ensure that the organization's requirements are in line with its strategy D) To ensure an organization's architecture is appropriate

4.3.8.2. Answer

4.3.8.2.1. B) Testing needs to ensure that the product or service meets the requirements set in the Design stage. This may include a number of tests that checks, for instance, if the product or service will meet the stakeholder needs that prompted the development of the product or service. Checking whether a service or product meets requirements set in the Define stage normally include activities like testing functionality, usability, technical compatibility etcetera, but testing should also ensure that the product or service enables business outcomes and facilitate the realization of business value. (Literature: A, Chapter 7 and Chapter 12.5)

4.3.9. What activity is part of the Provide stage?

4.3.9.1. Alternatives

4.3.9.1.1. A) Build B) Design C) Improve D) Test

4.3.9.2. Answer

4.3.9.2.1. C) Improve is an activity of the Provide stage of the VeriSM™ model. Improve includes maintenance and improvement activities. (Literature: A, Chapter 13.2)

4.3.10. What is covered by the activity Record in the Respond stage?

4.3.10.1. Alternatives

4.3.10.1.1. A) Capture information B) Deliver results C) Resolve the issue D) Source events

4.3.10.2. Answer

4.3.10.2.1. A) Capturing information is covered by the Record activity. (Literature: A, Chapter 14.2)

4.3.11. What steps describe the high-level process for adapting the VeriSM™ model?

4.3.11.1. Alternatives

4.3.11.1.1. A) Define the stakeholders, select the processes, and implement them in the organization B) Establish the principles, select a set of practices, create a responsive operating model C) Investigate all practices in use, select the best set, and make these mandatory D) Select the best management practice, focus thereon, and implement it step by step

4.3.11.2. Answer

4.3.11.2.1. B) These are the steps in adapting the VeriSM™ model. (Literature: A, Chapter 15.1)

4.3.12. The Define stage of the VeriSM™ model produces a definition of what good service looks like. During which process does this activity take place?

4.3.12.1. Alternatives

4.3.12.1.1. A) Create the service blueprint B) Create the solution C) Define consumer needs D) Gather requirements

4.3.12.2. Answer

4.3.12.2.1. D) During the requirements gathering process the functional and non-functional requirements are established (including what good performance looks like). This drives the construction of the appropriate measures and reporting. (Literature: A, Chapter 11.4)

4.3.13. Which is the objective of service measurement?

4.3.13.1. Alternatives

4.3.13.1.1. A) To demonstrate compliance with laws, regulations and contractual commitments B) To enable service providers to manage the performance capabilities of underpinning service elements C) To enable the consumer to understand the costs of providing the service D) To quantify and qualify the results or outcomes provided by a service

4.3.13.2. Answer

4.3.13.2.1. D) Measuring a service begins by understanding the service and the consumer and how the consumer receives the value of the service. Measurement (and reporting) is the means by which value is demonstrated to the consumer. (Literature: A, Chapter 10.4.4.1)

4.4. Key Concepts

4.4.1. Governance

4.4.1.1. Evaluate

4.4.1.2. Direct

4.4.1.3. Monitor

4.4.2. Service Management Principles

4.4.2.1. Quality

4.4.2.2. Risk

4.4.2.3. Improvement

4.4.2.4. Compliance

4.4.3. Management Mesh

4.4.3.1. Resources

4.4.3.2. Emerging technologies

4.4.3.3. Environment

4.4.3.4. Management Practices

4.4.4. Define

4.4.4.1. Consumer need

4.4.4.1.1. Business case approval

4.4.4.1.2. Endorsement from Steering Committee

4.4.4.2. Required outcome

4.4.4.2.1. Requirement

4.4.4.2.2. Gathering

4.4.4.2.3. Engineering

4.4.4.3. Solution

4.4.4.3.1. Components

4.4.4.3.2. Performance specifications

4.4.4.3.3. Sourcing

4.4.4.3.4. Testing requirements

4.4.4.3.5. Preparation plan

4.4.4.4. Service blueprint

4.4.4.4.1. Service solution design

4.4.4.4.2. Procurement

4.4.4.4.3. Build instructions

4.4.4.4.4. Performance

4.4.4.4.5. Requirements

4.4.5. Produce

4.4.5.1. Build

4.4.5.1.1. Blueprint

4.4.5.1.2. Assemble the service

4.4.5.2. Test

4.4.5.2.1. Test requirements

4.4.5.2.2. Performance parameters

4.4.5.2.3. Test results and sign off

4.4.5.3. Implement and validate

4.4.5.3.1. Release models

4.4.5.3.2. Implement deployment plan

4.4.6. Provide

4.4.6.1. Protect

4.4.6.1.1. Policies: Security, Risk

4.4.6.2. Measure and Maintain

4.4.6.2.1. Stakeholder reports

4.4.6.3. Improve

4.4.6.3.1. New requirements

4.4.7. Respond

4.4.7.1. Record

4.4.7.1.1. Ownership

4.4.7.2. Manage

4.4.7.2.1. Resolve the issue

4.4.8. Consumer

4.4.8.1. Provide inputs

4.4.8.2. Verify

4.4.8.3. Review

4.4.8.4. Improve

5. 5. Progressive practices

5.1. Topics & Concepts

5.1.1. 5.1 Progressive practices

5.1.1.1. Agile service management

5.1.1.2. Consumer experience

5.1.1.3. Continuous delivery

5.1.1.4. Continuous deployment

5.1.1.5. Continuous integration

5.1.1.6. Customer experience (CX)

5.1.1.7. DevOps

5.1.1.8. Information Security

5.1.1.9. Service integration and management (SIAM)

5.1.1.10. Stand-up meeting

5.1.1.11. SWOT

5.1.1.12. Technical debt

5.1.1.13. User

5.1.1.14. User experience (UX)

5.2. Benefits

5.2.1. Professionals benefits

5.2.1.1. Understand how to bring benefits to customers and their services by using integrated progressive management practices: Shift Left, Customer/User Experience and Continuous Delivery

5.2.2. Business benefits

5.2.2.1. Exceed the customer satisfaction and the Service Delivery Power of the organization by using and integrating several modern progressive management practices

5.3. Sample exam questions

5.3.1. An organization is growing rapidly and therefore wants to reconsider all their processes. They find that testing is too risky. They want to minimize costs of fixing errors resulting from late discovery of integration and test errors. Which management practice would best address this issue?

5.3.1.1. Alternatives

5.3.1.1.1. A) Agile B) CX/UX C) Lean D) SIAM

5.3.1.2. Answer

5.3.1.2.1. C) Both Lean and Continuous Delivery improve minimizing delays associated with testing efforts. They both also minimize testing risks and find integration and test errors before they become too expensive to fix. (Literature: A, Chapter 16.1)

5.3.2. How can Agile be used to support service management?

5.3.2.1. Alternatives

5.3.2.1.1. A) Agile cannot be used as it is a project management-only practice B) For building products and services iteratively C) For easy acceptance of all service management practices across the entire organization D) To build all service management processes like traditional waterfall projects

5.3.2.2. Answer

5.3.2.2.1. B) Iteratively building products and services follows Agile techniques. (Literature: A, Chapter 17.5)

5.3.3. How does DevOps advance service management practices?

5.3.3.1. Alternatives

5.3.3.1.1. A) DevOps advances service management practices by shifting them to the left, making them leaner. B) DevOps sets up the principles for service management practices. C) DevOps should be used only to develop new products and services. D) DevOps was established later than service management and therefore does not advance service management practices.

5.3.3.2. Answer

5.3.3.2.1. A) DevOps can advance service management practices by shifting them to the left, making them leaner and automating service management activities. (Literature: A, Chapter 18.7)

5.3.4. What is the third layer between consumer and provider in Service and Integration Management (SIAM)?

5.3.4.1. Alternatives

5.3.4.1.1. A) Service advocate B) Service installer C) Service integrator D) Service manager

5.3.4.2. Answer

5.3.4.2.1. C) This is the name of the third layer between consumer and provider in SIAM. (Literature: A, Chapter 19.2)

5.3.5. In Lean, different types of waste are distinguished. What type of waste is “producing at levels of quality more than required by the customer"?

5.3.5.1. Alternatives

5.3.5.1.1. A) Inventory B) Overdelivering C) Overprocessing D) Overproduction

5.3.5.2. Answer

5.3.5.2.1. C) This is the description of overprocessing. (Literature: A, Chapter 20.7)

5.3.6. Shift Left is an approach which sees solution development, delivery and support pushed to earlier stages in their lifecycle and so gains efficiencies, cost savings and improved customer focus. Which activity is not a feature of Shift Left?

5.3.6.1. Alternatives

5.3.6.1.1. A) Auto-correction of operational issues after they have occurred B) Auto-detection of potential operational issues before they occur C) Automatic incident referral to second line support D) Self service incident diagnosis

5.3.6.2. Answer

5.3.6.2.1. C) This is not a Shift Left activity because comparatively expensive second line resources are involved. Automation, however, is a key component of Shift Left as it reduces the risk of human error. Automated incident referral to second line support may well be, in certain circumstances, the most appropriate process - but it is not Shift Left. (Literature: A, Chapter 21)

5.3.7. What is the first step in building a customer journey map?

5.3.7.1. Alternatives

5.3.7.1.1. A) Define B) Investigate C) Plan D) Research

5.3.7.2. Answer

5.3.7.2.1. A) This is the first step to build a customer journey map. (Literature: A, Chapter 22.7)

5.3.8. How does continuous delivery positively impact change control processes?

5.3.8.1. Alternatives

5.3.8.1.1. A) It does not impact the change control processes. B) It impacts the processes through automated testing facilities. C) It impacts the processes through delivering more information. D) It impacts the processes through less rigorous change control.

5.3.8.2. Answer

5.3.8.2.1. B) Continuous delivery may impact change control process through the elimination of human intervention/human factor or discussion. (Literature: A, Chapter 23.7)

6. 6. Innovative technologies

6.1. Topics & Concepts

6.1.1. 6.1 Impact of technology

6.1.1.1. Cybersecurity

6.1.1.2. Data protection

6.1.1.3. Cloud Computing

6.1.1.4. Virtualization

6.1.1.5. Automation

6.1.1.6. Big Data

6.1.1.7. IoT

6.1.1.8. Machine Learning

6.1.1.9. Robotic process automation

6.1.1.10. Mobile computing technologies

6.1.1.11. BYOD

6.1.1.12. Containerization

6.1.1.13. Serverless computing

6.1.1.14. Artificial Intelligence

6.2. Benefits

6.2.1. Professionals benefits

6.2.1.1. Use different technologies such as: Cloud, Automation, BYOD, IoT, AI, Robotic Process Automation (RPA) and Machine Learning to improve your Service Management

6.2.2. Business benefits

6.2.2.1. Speed up the Service Delivery of the organization by using cutting edge technologies such as Machine Learning gaining in innovation and costs reduction

6.3. Sample exam questions

6.3.1. Technology is changing fast and this provides significant challenges for service management. What is a generic challenge identified for service management?

6.3.1.1. Alternatives

6.3.1.1.1. A) Ensuring cost is matched to budget B) Matching expectations to business relationships C) More complexity and less visibility D) Service management approaches support constraints

6.3.1.2. Answer

6.3.1.2.1. C) A recognized challenge is that emerging technologies and access to new technology can make the service provider’s environment more complex. (Literature: A, Chapter 25.1)

6.3.2. What is a key benefit of cloud?

6.3.2.1. Alternatives

6.3.2.1.1. A) Enhanced internal communication B) Increased quality of the infrastructure C) Increased speed of infrastructure service D) Reduced operating risks

6.3.2.2. Answer

6.3.2.2.1. D) The complexities of managing infrastructure servers, storage and applications is handled by the cloud provider allowing organizations to focus on core activities instead of IT technical tasks. (Literature: A, Chapter 25.2)

6.3.3. An organization decides to use a SaaS solution to control their new Internet of Things (IoT) monitoring devices. What is most important to consider from a service management point of view?

6.3.3.1. Alternatives

6.3.3.1.1. A) A key requirement is that IoT devices have unique identifiers and IP addresses. B) IoT services provide better behavior tracking to support real-time marketing. C) It is an outsourced service, so no specific considerations are required. D) The guardrails for the services must be respected also for SaaS solutions.

6.3.3.2. Answer

6.3.3.2.1. D) The guardrails are overall principles for all services, outsourced or not. (Literature: A, Chapter 1.4 and 25.6)

6.3.4. What is the advantage of Robotic Process Automation (RPA) in service management processes?

6.3.4.1. Alternatives

6.3.4.1.1. A) RPA automates tasks and therefore will always reduce headcount. B) RPA helps in enabling employees to perform more complex tasks. C) RPA increases the quality of the produced products as it automates tasks. D) RPA is a manufacturing technique which cannot be used effectively in service management.

6.3.4.2. Answer

6.3.4.2.1. B) Redeployment of staffing resources to more valuable activities is a clear benefit, and it has also automated more complex tasks involving advanced logic. (Literature: A, Chapter 25.8)

7. 7. Getting started

7.1. Topics & Concepts

7.1.1. 7.1 Getting started

7.1.1.1. all concepts apply

7.2. Benefits

7.2.1. Professional benefits

7.2.1.1. Start to apply VeriSM™ in the organization

7.2.2. Business benefits

7.2.2.1. Start to perceive the VeriSM™ business benefits

7.3. Sample exam questions

7.3.1. An organization wants to break out of fire-fighting mode and move to the proactive mode. On which element(s) of the VeriSM™ model should the focus be first?

7.3.1.1. Alternatives

7.3.1.1.1. A) Define and Produce B) Governance C) Management Mesh D) Provide and Respond

7.3.1.2. Answer

7.3.1.2.1. A) Improving things from the start and producing better services is the way to go. The focus is on the Define and Produce activities, rather than repairing what went wrong. (Literature: A, Chapter 26.1)

8. 0.Before you start

8.1. VeriSM™ Introduction Webinar

8.2. Accredited E-learning training

8.2.1. ITSM Zone

8.3. Official Book

8.3.1. Van Haren Publishing

8.4. Official Exams and Accreditation for Training Partners & Corporates

8.4.1. EXIN

8.4.2. APMG

8.4.3. BCS