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ISEB-ITILV3F - ITIL Foundation Certificate in IT(R) Service Management - BrainDump Information

Vendor Name : ISEB
Exam Code : ISEB-ITILV3F
Exam Name : ITIL Foundation Certificate in IT(R) Service Management
Questions and Answers : 162 Q & A
Updated On : November 9, 2018
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ISEB-ITILV3F exam Dumps Source : ITIL Foundation Certificate in IT(R) Service Management

Test Code : ISEB-ITILV3F
Test Name : ITIL Foundation Certificate in IT(R) Service Management
Vendor Name : ISEB
Q&A : 162 Real Questions

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ISEB ISEB ITIL Foundation Certificate

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what is an ISEB supervisor's certificates in IT service management? and may you inform me what ITIL is? These both were requested in a contemporary job description.For assistance about the ISEB manager's certificates in IT service administration, please see this web web site. you're going to additionally want to examine the guidelines at this web site.

as far as i will inform, this is knowledgeable building effort that combines practising and tests to develop already-licensed managers -- who must first reap an ISEB/EXIN groundwork certificate in IT carrier administration (or the ISEB community carrier management certificates, which offers exemption) -- into more senior certifications in the specific areas of carrier guide or provider birth.

as far as ITIL goes, that refers to the IT Infrastructure Library, a generally European strategy to managing IT functions, supported by means of British typical 15000 (BS15000). See this internet site for greater assistance.

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ISEB-ITILV3F exam Dumps Source : ITIL Foundation Certificate in IT(R) Service Management

Test Code : ISEB-ITILV3F
Test Name : ITIL Foundation Certificate in IT(R) Service Management
Vendor Name : ISEB
Q&A : 162 Real Questions

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ITIL Foundation Certificate in IT(R) Service Management

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What can CIOs expect from ITIL 4? More leadership advice, for one | killexams.com real questions and Pass4sure dumps

ITIL 4 -- the first update of the IT service management framework since 2011 -- is launching in early 2019. To find out what CIOs can expect from the new version, we spoke with ITSM guru David Ratcliffe, co-founder and president of the training consultancy Pink Elephant Inc.

Recognized as one of the industry's foremost IT service management experts, Ratcliffe contributed to the first version of the ITIL framework (1989-1996). In 1997, he taught the first ITIL foundation course offered in North America.

While he did not contribute directly to this most recent ITIL update, he participated in planning sessions, was briefed on the revisions and, as head of a leading ITIL training organization, he has helped guide the certification scheme.

A clear-eyed judge of where previous versions of ITIL fell short, Ratcliffe dubs ITIL 4 "a major leap forward." Of note is ITIL 4's deeper focus on prescriptive guidance, the value of IT and what's required of an IT leader in a time of tremendous technology and business change.

Editor's note: The following was edited for clarity and brevity.

How is ITIL 4 going to be different from ITIL 3 and -- to ask the broader question-- will it remain relevant for modern IT organizations that are adopting emerging technology, approaches like DevOps and other IT service delivery modes, like cloud, that were not widespread when ITIL 3 was released?

David Ratcliffe: If we take a couple of steps backward and look at what were the weaknesses in version 3 that No. 4 is going to address, it's mainly the context and the application of version 3 that was a challenge. That was not because it was version 3, but because -- up until a couple of years ago when Axelos introduced something called the ITIL Practitioner Guidance Book, which is part of ITIL 3 -- virtually everything we taught in ITIL was about processes and activities.

The big shortcoming all through that time -- maybe 20 years or so -- was the application of that workflow: How do you implement those processes? How do you build tools that match up to that way of working? How do you get people to change the way they work to match up with ITIL?

We actually realized that this was a challenge within the first few years but never really supplemented ITIL with prescriptive guidance. We now have that in ITIL 4, which is a big leap forward.

What we've done is we've tried to improve the application of ITIL to acknowledge the leadership requirement for organizational change, the adoption of some of these practices in lean and Agile, and the awareness of the scale and scope of IT processes as this gray line crossing over into the development world.

Say goodbye to systems thinking

So, the big conceptual change is that there's more practical, prescriptive advice on how to apply the ITIL framework?

Ratcliffe: It's not just how to implement these ways of working. It's understanding the context today of things needing to be done quicker and faster, of the business actually having more of a role in defining what it wants. The business didn't use to have that role in the early days of ITIL -- they relied on the IT guys to come forward and say, 'How about doing this?' Now, the business is coming forward and saying, 'Our competitors are doing this, why aren't we doing it?'

So, the business community is more demanding and it wants to see valuable solutions, so there is a big discussion now on what do we mean by value in IT services. There's a definition of value in version 3, but it's not really very helpful. It wasn't something people spent a lot of time thinking about. Now, it's really important.

And lastly, this idea of what we call systems thinking. IT people have always been famous for thinking first about systems and then, secondly, about how do our systems fit into the business. That has to be turned around and you've got to think, 'What is our business doing, and where is the opportunity for IT to make the business more successful?' The systems are not what drive the business. The business drives what the systems should be.

ITIL evolution Communicating change

OK, so ITIL 4 looks into the world beyond the ITIL processes that CIOs already know about and into areas such as how have better relationships and interactions with the business. How does that happen?

Ratcliffe: Some of it is just traditional organizational change techniques.

If you're working in a factory and you want to change the way the production line works, you've got to get people to understand why the new way of working is better and how they can play a part in making that effective and successful. You don't just say, 'Stop doing it that way and start doing it this way.'

The academics understand organizational change very well, and the leading organizations that go through organizational change effectively understand this.

But the average IT person has never been in that kind of a situation. They think, 'Oh, we have a better process, let's just do that.' Then they find out that while they might have been convinced, the change affects a lot of people, and they haven't done a very good job of explaining why the urgency, what the benefits are, what we require of them and how to continually improve it. These are the things that we're talking about in ITIL 4 -- as much and if not more so than what are the inputs and outputs of the process in operations. The latter hasn't changed very much.

Identifying IT leaders

Who in IT is the advice intended for?

Ratcliffe: What we have to do -- and it's reflected in the new certification scheme -- is to identify people we call leaders, or strategists. And that could be from the CIO down -- anyone who is in a position of authority or a position where they are accountable for improving things. I've talked before about the difference between managing and leading. Managing is all about short-term, established, well-understood things that need to get done. Leading is all about thinking about how we can make things better.

So, there now is this discussion in ITIL about leadership and how do we lead improvement. And it's not just about looking up to a single person -- the CIO. All of our senior people or people in positions of authority with responsibility for change need to understand the bits and bytes of what we mean by organizational change: It's understanding people, and it's understanding culture, and that's now described in ITIL 4.

So, this is a great opportunity for us -- I don't just mean for us in the training and consulting business -- I mean for the industry as a whole. For the very first time, we have done a much more holistic job of working though practices and evolving practices more effectively for the business, instead of looking at things in isolation and saying, 'Here's a new and improved process, let's just roll it out' -- and not thinking about how does that impact the business in terms of improving value, and how do we need to do this in a way where it can be successful? To do that requires getting inside the minds of all of the people who are involved and who will be affected by the change and making sure they understand how this new way of working will deliver value.

So, yes, the new version is not just tinkering around the edges. It's actually a whole layer of stuff on top that allows us to do those pieces of work as they evolve and improve in a more effective way.

ITIL update: Reception so far?

That's pretty exciting -- what's your prediction about how ITIL 4 will be received?

Ratcliffe: Well, we've got some feedback already, and this all top-secret stuff, so I hope there's way to describe this without giving too much away. We were commissioned by [ITIL joint owner] Axelos to deliver the first training course. It's been done and we delivered it to a specially invited group of practitioners at the ITSM Fusion conference in St. Louis. The feedback we got was outstanding -- 36 out of 38 people were super impressed with the direction that ITIL 4 has taken and tried to do.

[SearchCIO contributor and Pink Elephant Vice President] Troy DuMoulin is getting involved in training the trainers. He said that one of the things he's concerned about is making sure the trainers who are training practitioners stress upfront the things that we don't normally talk about in previous versions of ITIL (some of the things we've already recapped); we have got to spend quite some time making sure people understand how IT delivers value and what value really means -- and also get away from this systems thinking I referred to, and think more about the business rather than systems.

Defining IT value

How do you think IT value should be defined?

Ratcliffe: It's a very tricky subject, and so you have got to really think deeply about it, almost on a project-by-project basis. It's not like you can put a chart up on the wall in the IT department, and say, 'This is what value means to us,' because depending on what service or what applications, what you're providing to one group of customers as opposed to another group of customers, the way you quantify value is going to be different. You might be able to have a general statement that describes and defines the way that you quantify value, but you can't even write it down. It's like the ether: You think it's there, but you don't really know how to capture it.

That's an important nuance -- that IT value depends upon the context. In one situation, speed may represent the highest value; in another, reliability, or ease of use.

Ratcliffe: In ITIL 3, we talk about utility and warranty. Utility is what does an action do, and warranty is how reliably does it work.

In ITIL 4, they have gone beyond that -- maybe it is not possible to write down what value is, but we've got to talk about it with the customer before we get too deeply into development. 'What is going to be most useful to you? And can we break it down using Agile concepts into a way that we check and do it iteratively and stop when there is no more value in proceeding?'

So, there are discussions around Agile and, particularly, around lean thinking, which helps developers and the IT folks make sure what they're doing for the business is cost-effective and worthwhile.

Dictionary definitions of value like this have been around for a long time: Determine whether what you're getting out of the activity is worth what you're putting into it in terms of cost.

But in IT, it's tough because things are changing so much. One group of customers might value one aspect of the service or an application, and another group might value something else, because of their level of previous experience or awareness or how they use the service.

Determining IT value and how it relates to organizational change means you've got to have good collaboration between the IT people -- this is the DevOps stuff -- and you've got to have good relationship management with business people and with other suppliers in order to resolve this discussion around value every time we have to do something different.

So, having good communications, collaboration, an attitude of cooperation; it's important to understand what we call the voice of the customer as being a critical tool, so we can make sure what we do is worthwhile and we're not just making assumptions and steaming ahead.

What do you say to critics who say, 'ITIL is dead?'

Ratcliffe: I don't know if it is a very fair comment. I think there are people out there who believe it is an easy way to get attention by saying you don't need ITIL anymore.

I'd say: 'You're probably saying that because you're using what you need from it already, and you don't think you need to pay much attention to it anymore. But you've embedded it in.'

I think if ITIL had been left on its own without the recent development work -- what we call an update -- yeah, people might not pay as much attention to it in terms of new adoptions, because when you looked at it, you'd think: 'Where is the reference to DevOps? Where is the reference to the types of applications and services we're providing today?' This all looks much like the old mainframe world of 20 years ago, which is where most people worked at that time. And so, yeah, I can imagine it is easy for people to say it's not of value anymore.

But I don't think that's the case. ITIL 4 is going to help us make use of other frameworks and techniques, because it is going to crystallize together things like Agile, DevOps, IT governance and leadership, and strategy. It helps us to say, 'Hey, let's get together and make sure we exploit all these techniques and keep in mind the prerequisites of delivering IT service quality.'


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American ITIL | killexams.com real questions and Pass4sure dumps

Deep in the heartland of America an experiment is under way. The Information Technology Infrastructure Library (ITIL), a set of best practices for IT service management, has begun to take root in the United States. Popularized in Britain more than 10 years ago, ITIL is only now getting noticed in the United States. Widespread implementation is a ways off, but if what is happening in Oklahoma City and other test beds flourishes, ITIL may well become the standard by which all IT operates.

When looking for a standardized technology framework, Oklahoma City IT director Mark Meier found that ITIL principles best matched the city's needs.

"I took over IT about three and a half years ago, and there was virtually no governance," recalls Meier. "I think we were typical of most organizations -- our performance was pretty abject. We had more than 200 hours of enterprise downtime a year. So we looked at ITIL because it adopted a lot of the philosophies we had engendered into our department."

Meier found that not only was ITIL an interpretive set of best practices, but that successful implementation also demands ITIL be interpreted based on the organization.

"I will tell you that for ITIL to be effective, you have to interpret it," said Meier. "I hear people say they are going to do it literally and I think that is a mistake. I think everybody's organizational needs are completely different."

Like most government organizations, Oklahoma City recently faced some tough times. IT lost 26 percent of its staff, while city leaders were demanding a rapid increase in performance. Meier said implementing and interpreting ITIL is playing a significant role in meeting the city's needs.

"The combination of ITIL, executive support and a good understanding of technology have really reversed our situation. Our output has gone up at least 300 percent, and our downtime has gone from 200 hours per year to 7.42 hours. I would not attribute all these things to ITIL, but it was certainly part of the overall effort."

Meier and his staff are some of America's early ITIL fans. So where, exactly, did this compilation of IT management techniques come from?

What Is It and Why Is It Here?The 1980s were a time of radical change throughout the world. People throwing off the shackles of oppression will be forever immortalized by the now dismantled Berlin Wall. As communism gave way and freedom began to rise in Eastern Europe, another kind of revolution was under way in the United Kingdom.

Under the direction of the Thatcher administration, a Cabinet-level organization known as the Central Computer and Telecommunications Agency (CCTA) began addressing the costly IT failings Britain seemed wont to suffer. As the iron curtain began to fall, the CCTA was aware that IT was about to rise and become a more critical element than it had ever been before.

At the outset, the CCTA's goal was to create a framework to help improve IT service delivery. CCTA examined the concepts and methods of leading IT agencies in both the commercial and government sectors. The project soon evolved from merely a service delivery framework to an entire set of IT best practices.

In the late 1980s, with their collective information gleaned from sources around the world, the CCTA published a set of books and called it the IT Information Library, or ITIL. There were 10 books total, each with its own discipline. The concepts of service delivery and service support, however, were the overarching themes throughout the books.

In the early 1990s, the UK and the Netherlands developed the IT Service Management Forum (itSMF) with the goal of spreading the good news of ITIL. Through locally managed meetings, itSMF helped ITIL make headway in much of Europe. In fact, it began to gain such popularity that the UK and the Netherlands each created their own ITIL certification program.

By the year 2000, the CCTA had been replaced by the UK Office of Government Commerce (OGC), a new version of ITIL was nearing completion, and virtually everyone in western business and government were rapidly implementing ITIL. Everyone, that is, except the United States.

Coming to AmericaWhile the rest of the world began to term ITIL the de facto standard for IT service management, most people in the United States had never even heard of it. In general, American IT was still the golden goose that could do no wrong, despite oftentimes failing to produce any measurable results.

Rob Roy is an ITIL consultant and one of only a handful of Americans certified an ITIL "master." Until very recently, he said, companies and the government were extremely reluctant to force IT to produce.

"The IT department saved the world with Y2K," Roy said. "They did such a good job, people thought the whole thing was smoke and mirrors. Then in 2001, we had an economic downturn and business was looking for places to cut. For years IT had been the fat cow. Well, people started asking, 'What have you produced? What is a cost-benefit analysis?' IT couldn't answer -- so they started to get cut. So IT had to find ways of doing with less but producing more -- the same thing every other department has had to worry about."

Doing more with less -- the age-old paradox that is foisted upon business and government in times of famine. ITIL offers IT organizations a way to manage that paradox. In fact, ITIL can help IT departments do substantially more than most would believe, which is why, over the last three or four years, ITIL has started to catch on in the United States. However, the United States has a long way to go to catch up.

"I've been working with ITIL for about six years, which is about five and a half years longer than most folks," said Roy. "I took my foundation class in Quebec, and I was the only American in the class."

Roy said he thinks some good old-fashioned American pride played a part in ITIL's slow acceptance in the United States.

"I think it has taken so long to catch on here because we didn't invent it. It's been going full-guns in England for 10 years as in the Netherlands. Most of Europe, too. We're about the last holdout."

Others have provided more analytical reasons as to why ITIL and America are really just now meeting one another. Ken Hamilton, past president of itSMF USA and director of IT Service Management Global Education at HP, said that cultural differences might be to blame.

"Europe tends to be a qualitative environment," he explained. "Process improvement in terms of the quality of service delivered, these sorts of metrics were more popular in Europe -- whereas in the United States, cost savings, return on investment, hard-dollar savings were the primary drivers. In the United States, we needed to have large, visible organizations go through at least one iteration of a life cycle of ITIL process deployment to show it could be done successfully and there were quantitative returns on investments."

A number of companies, such as HP, IBM, Procter & Gamble and DHL are investing heavily in ITIL. At the same time, a number of government agencies are beginning their own ITIL experiments. From Oklahoma City at the local level to Virginia and Wisconsin at the state level, American government is finally starting to notice this surprisingly simple solution.

Reinventing the WheelAlong with a timely conflux of circumstances, ITIL is helping American IT realize that for 40 years, there has never been any kind of functional set of best practices for IT. To think about it in those terms is staggering. There are best practices for food service, mechanics, retail, writers, lawyers, doctors -- almost every industry has an agreed-upon set of best practices -- every industry, that is, except the very industry that keeps all others functioning.

Randy Steinberg is an ITIL master determined to get the message out. He is currently authoring a book about ITIL and is amazed by the fact that IT has no best practice standard.

"When you look at the IT industry, when it comes to the science of managing technology, there are extremely little amounts of knowledge out there on a formal basis," he said. "If you walk into bookstores -- and I've done this worldwide -- the best I've found is Charing Cross Road in London ... there are maybe five books on the shelf that deal with infrastructure management. Here in the United States, you might find one or two at Borders or Barnes & Noble."

Steinberg said that the present IT education system needs serious improvement.

"You can't really find courses on IT management in colleges, yet it is so critical. Gartner [research and analysis group] came out with a statistic that said six in 10 IT projects fail because people underestimate or fail to build correct infrastructures to support the projects."

The great irony of ITIL is that many of its principles already are being implemented by IT shops. The set of best practices that make up ITIL are not some unknown, revolutionary ideas. Instead, ITIL is merely a framework that organizes numerous best practices into a sensible, functional order.

"ITIL was organized by the British government," Roy said. "They stole ideas left and right to make it. In fact, large parts of ITIL were originally developed in this country. The CCTA sat down and looked worldwide at IT to see who is doing well and what they are doing -- and they just took all these ideas and put them together."

That account may seem like an oversimplification, but it isn't. The fact is most IT shops consistently use large portions of ITIL without even realizing it. The trouble has been that, prior to ITIL, no one connected the dots. What ITIL does is connect the dots and apply them to the concept of service management for IT.

Service management is the idea that IT departments should work to support the overall goals of an organization. Instead of existing as a problem solving entity, service management teaches IT shops how they can help advance an organization's mission by focusing primarily on two subconcepts -- service support and service delivery -- with metrics included to measure all areas of performance.

Today, most government agencies struggle to improve constituent service while maintaining a healthy bottom line. As it happens, ITIL just might be the too-good-to-be-true solution that delivers.

Gaining Ground in GovernmentAcross the country, ITIL is quickly becoming the topic du jour in government IT. More people are learning of the benefits ITIL offers, and some are already crafting models that may very well lead the rest of the country into an ITIL revolution.

Among the American ITIL pioneers, Virginia and Wisconsin are blazing a trail at the state level. ITIL is vastly interpretive and entirely scalable, both of which are great attributes. Because of those attributes, the principles of ITIL can work equally well in Nome, Alaska, and for the whole federal government.

In Virginia, the Virginia Information Technologies Agency (VITA) is implementing ITIL with tremendous success. Director of customer support services Chris Saneda said ITIL is an excellent addition to VITA.

"We are applying ITIL as a component of a larger program we call Operation Excellence," he said. "ITIL really brings a common set of languages, structures and guidelines. We are using those as a starting point and adapting them to meet our needs. It allows us to ensure that all of our practices and procedures are in line with best practices from an infrastructure standpoint."

Created in 2003 by the General Assembly, VITA has taken the IT shops of 90 executive-branch agencies and collapsed them into a single IT organization. Now, with all these disparate agencies operating under one umbrella, VITA was looking for a way to standardize.

"What really drew us to ITIL was that it is an existing set of best practices," said Saneda. "ITIL makes things visible to us in terms of incident management. We have a single point of contact, which is a best practice of ITIL. That point of contact follows up with every call they receive to ensure that the problem has been resolved to the customer's satisfaction. I'm not sure it's unique, but it is a best practice we've implemented here. And it's taken over our help desk and improved it tremendously. I think customers see a tremendous turnaround in our practices."

Saneda and others are finding that ITIL is renewing the focus on serving customers needs. The consolidation movement sweeping the nation would be utterly pointless if it didn't improve the functions of an organization. And in government, the primary function is serving the public.

"These processes should be bringing value to the customer," said Saneda. "That is the big focus of ITIL. Becoming customer-centric is something that ITIL can help you achieve."

Matt Miszewski agrees. As CIO for Wisconsin, Miszewski is all too aware that the help desk, or as ITIL recommends, "service desk" is often at the front lines when it comes to government interaction with customers.

"The service desk is the place where the rubber meets the road," said Miszewski. "As you start to build up your knowledge base of problems and incidents, service becomes better, then users become happier."

As part of the state's Shared Information Services Initiative, Miszewski said ITIL merges very well with the goal of consolidating IT infrastructure and the overall goal of better customer service.

"We made a promise to our business owners that this consolidation would not just mean lower prices but better service," said Miszewski. "ITIL gives us a way to deliver on that promise. And instead of being a radical change, ITIL is much more of a nod to the things we were doing right and understanding we can always improve those things. We found that we were doing about 70 percent of the management best practices in ITIL, but we just weren't doing them in a cohesive way."

Miszewski believes the current drive toward open source interoperability is facilitating the sudden interest in ITIL, and that ITIL implementation will propel the movement.

"From an end-user perspective, the speed to incident resolution has got to be one of the key reasons why ITIL is starting to catch on," said Miszewski. "ITIL makes sense. It doesn't cost anything [other than the books] and increases customer service, which is great for everyone. We're leading the charge. If it starts in IT and works well, we could save a lot of money."

Coming SoonAs Virginia, Wisconsin, Oklahoma City and others are proving, ITIL is here to stay. In fact, it may soon be doing much more than that. It has been the de facto world standard for service management and may soon be given an official title.

"ITIL is being promoted as the international standard," said Hamilton, who forecasted that itSMF will soon succeed in designating ITIL as the international standard. "It is currently being fast-tracked. It is projected to be ratified, if things go well, sometime in 2006. In addition, we're working on ITIL 3.0, doing an update to the library for the 2006 time frame."

While still in its infancy in the United States, ITIL is heralded by its champions as the only way for IT to survive. With fewer than 1,000 Americans certified ITIL masters, it has a long way to go before it becomes widely accepted.

ITIL is almost certain to become the method for operating IT in the future. Aside from the books, ITIL is free, it's scalable, it saves money and it's interpretive. For those reasons, every organization -- both public and private -- should be clamoring to understand the best practices of ITIL.

Perhaps the most compelling reason for ITIL is the simplest. As Roy said, "ITIL is the most uncommon thing in IT: It is common sense."



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