Lernkartei Fragen für Practice Manager ITITL zweiter Versuch (Seite 2 von 4)

Karten	123
Sprache	Deutsch
Kategorie	Informatik
Stufe	Universität
Erstellt / Aktualisiert	05.09.2025 / 08.09.2025
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MEM helps “report ground truth” because it provides…

Empirical observation of actual component/service performance

Subjective user narratives only

Supplier marketing summaries

Financial forecasts

Portfolio roadmap assumptions

The distinction “Service Desk practice vs team” implies that the practice…

Spans people, processes, info and tech across value streams beyond one team

Is identical to a single functional team

Excludes technology components

Excludes process definitions

Is only a tool configuration

A key driver for flatter collaboration structures (vs rigid tiers) in IM is to…

Facilitate faster resolution via information flow and swarming

Ensure strict handoff gates and delays

Prevent cross-team work

Limit to L1 capabilities only

Mandate on-site war rooms always

An Incident Manager typically is responsible for…

Coordinating handling, monitoring work, running reviews, initiating improvements

Owning the sales pipeline

Approving production budgets

Signing supplier contracts

Publishing corporate policies

The “Periodic Incident Review” process is primarily for…

Continual improvement of the practice, models, and procedures

Weekly executive KPI sign-off

Supplier invoice matching

Release scheduling

Asset depreciation planning

Why capture actions with accurate timestamps during incident handling?

Ensures a reliable timeline, transparency, and better analysis/automation

To increase record size for audits

To avoid communications with users

To replace the need for diagnosis

To eliminate model updates

“Shift-left” in IM emphasizes moving resolution toward…

Users/service desk via self-help, training, chatbots—when safe and effective

Executive leadership only

Supplier legal teams

Back-office finance

Dev-only swat teams by default

MSF stresses that practice metrics should be interpreted in the context of…

Value streams, services, incident types, specialist groups, and time periods

Universal industry benchmarks only

Tool vendor default dashboards

A single global KPI for all teams

Annual audit requirements only

Effective user satisfaction surveys depend on channels being perceived as…

Trusted, effective, and convenient by users

Mandatory for all interactions

Anonymous and untraceable

Part of financial systems

Entirely outsourced to suppliers

Beyond operations, MEM supports improvement by providing data to…

Design, testing, and service level management

Only financial accounting

Executive hiring decisions

Facilities management exclusively

Marketing campaign planning

Typical attributes of service requests in SRM include being…

Predefined, often pre-approved, lower risk, and suitable for automation

Unplanned, high-impact, and urgent

Always requiring CAB approval

Limited to infrastructure purchase only

Exclusive to external customers

Throughout incident handling, stakeholder communications should be updated…

Whenever there are changes to status or key information

Only at closure

Only for major incidents

Only for external customers

Never, to reduce overhead

Impact/urgency evaluation during classification is NOT the same as prioritization because…

Prioritization occurs within teams when resource conflicts arise

Classification is done after closure

Prioritization is only for SRM

Classification is optional

Prioritization is set by finance

Incident models primarily help by…

Optimizing handling of recurring incidents via proven steps

Eliminating monitoring needs

Replacing the CMDB

Guaranteeing zero escalations

Replacing all automation

A typical way of grouping specialists for IM is by…

Technical domain, product/service, territory, or consumer type

Contract value only

SLA penalty exposure only

Vendor loyalty tiers

Finance charge codes

Avoid overcomplicating forms/rules in IM tooling to ensure that…

Manual entries are quick and user-friendly for support teams

All fields are mandatory and exhaustive

Only L3 can create incidents

Users are forced to call, not use portals

No data validation is used

Machine learning can enhance IM by improving detection, matching, classification, and prioritization, provided that…

Data quality and integrations are high

No human review exists

All forms are free text only

Event ingestion is disabled

Only vendor black-box models are used

Event categorization typically distinguishes between information, warnings, and exceptions in order to…

Trigger appropriate responses promptly and filter noise

Create SLAs for each category

Replace incident registration

Eliminate the need for dashboards

Guarantee zero false negatives

A channel with “contextual intelligence” provides…

Integrated history, pre-populated data, and user profile context

Only email attachments

No authentication

A single global time zone

Randomized session routing

The request catalogue is best described as…

A user-facing organized view of available service requests

A CMDB schema index

A list of known errors

A portfolio of projects

A backlog of incidents

An IM governance rule states that each incident must have a responsible person…

At all times, even if ownership transfers during handling

Only at registration

Only at diagnosis completion

Only at closure

Only for P1/P2 tickets

MSF advises looking at incidents from the consumer perspective meaning teams should…

Restore a level of service that satisfies users and consider business impact

Hide behind SLA wording

Delay until a problem is raised

Prioritize only technical metrics

Ignore non-reporting impacts

A recommended step in value stream mapping for incident resolution is to perform a “Gemba walk” to…

Experience real steps, collect data, evaluate, and map information flows

Replace the need for any measurement

Avoid user interactions

Focus on tools only

Skip timeline creation entirely

How do Incident and Problem Management jointly optimize availability over time?

IM minimizes duration; PM extends time between incidents

Both minimize duration only

Both extend time between incidents only

IM extends time between incidents; PM reduces duration

Neither affects availability

MEM efficiency and scope are strongly influenced by…

Service architecture and platform automation capabilities

Supplier payment terms

Office seating layouts

Marketing channel mix

Project stage-gates only

Poor initial incident data quality MOST directly harms which outcome?

Correct decisions, speed of recovery, and effective resource use

Annual portfolio prioritization

Supplier onboarding time

SaaS contract renewals

User license counts

Most IM tools are shared across practices. A practical implication is that organizations often…

Start automation with IM/Service Desk and define cross-practice requirements early

Separate all tools to avoid coupling

Disable knowledge features initially

Defer integration until maturity level 5

Avoid supplier consultancy

“Defined standard interfaces” with suppliers in IM are useful primarily to…

Communicate data exchange rules, tools, and processes for multi-vendor collaboration

Replace SLAs

Avoid contractual commitments

Force proprietary integrations

Eliminate reporting requirements

A metric indicating efficient resolution includes which of the following?

Total number of users in the company

Time to accept for diagnosis, diagnosis time, first-time resolution rate

Number of annual projects

Percentage of changes deferred

Number of servers per DC

A sign of IM continual improvement is an increasing percentage of incidents resolved using…

Recorded solutions and incident models

Manual workarounds never documented

Emergency changes only

External supplier escalations

Unassigned tickets

Service empathy asks agents to recognize feelings but avoid…

Sharing users’ emotions in a way that harms their own mental health

Acknowledging user frustration

Adjusting actions to user needs

Professional communication

Providing updates during outages

Which statement about SRM and Change is CORRECT within MSF courses?

SRM often uses predefined models; changes may be needed but are governed separately

SRM automatically approves all changes

Change enablement defines request catalogues

SRM replaces incident models

SRM always bypasses approvals

MEM’s categorization helps IM primarily by enabling…

Timely differentiation and response to exceptions versus informational events

Direct closure of all exceptions

Replacement of service desk triage

Elimination of event storage

Zero human intervention

A documented workaround should always include a clear definition of…

The symptoms to which it applies

The supplier legal address

The quarterly budget forecast

The project charter

The marketing persona

Event-generated incidents should ideally be handled by…

Automation where feasible, with distinct workflows from user-initiated ones

Manual entry only

A single universal form

Finance approval steps

Portfolio review boards

Information about partners and suppliers in IM is useful to understand…

Contractual terms, SLAs, and integration expectations in workflows

Only procurement discounts

Exclusive CMDB ownership

Marketing segmentation

Office lease durations

A benefit of Service Desk for providers is improved efficiency due to better triage of incoming queries, because it…

Directs work to the right flows and reduces misrouting

Eliminates the need for SRM

Replaces Problem Management

Automates change approvals

Stops event monitoring entirely

Assessing MEM should distinguish between practice potential (design/resources) and performance because…

Capability is different from how it performs within specific value streams

Performance equals maturity

Potential is irrelevant to outcomes

Only capability matters for users

Performance is tool-independent

A primary reason to standardize request models in SRM is to enable…

Faster fulfilment, higher quality, and automation

Elimination of the catalogue

Permanent manual handling

Mandatory CAB for each request

Removal of approvals entirely

User satisfaction in MSF is strongly influenced by Service Desk because many “moments of truth” occur during…

Communications and interactions over convenient channels

Release cutovers

Annual financial audits

Supplier RFPs

License reconciliations

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