Questionmark Perception

Introduction

Introduction

This is the sample exam VeriSM™ Foundation. The Rules and Regulations for EXIN's examinations apply to this exam.

This sample exam consists of 40 multiple-choice questions. Each multiple-choice question has a number of possible answers, of which only one is the correct answer.

The maximum number of points that can be obtained for this sample exam is 40. Each correct answer is worth one point. If you obtain 26 points or more you will pass.

The time allowed for this sample exam is 60 minutes.

Good luck!

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EXIN® is a registered trademark.
VeriSM™ is a registered trademark of IFDC.

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

	Via delegation from owners to a governing body, who authorizes organizational capabilities to create and support the outcomes to consumers.
	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.
	Via organization-wide gatherings once or twice a year, where owners/stakeholders present the mission, vision and objectives, and take feedback from employees.
	Via performance contracts between an employee and his or her manager, making everybody responsible for part of the strategy.

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

	Business owns service management.
	IT owns service management.
	Service management is outsourced to a third-party supplier.
	Service management is owned across the whole organization.

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

	Empowering the employees to make decisions on their own
	Measuring the service culture in order to identify improvement ideas
	Showing the consumer that they are valued by actions rather than telling them
	Training employees and managers in good service behavior

	Focus on results
	Minimize risk
	Motivate colleagues
	Set up priorities

	Joining social groups and actively communicating with them
	Knowing social media and what people or situations can influence us
	Social awareness and relationship management
	Social content management and using social techniques

	A-shaped professional
	I-shaped professional
	Service management expert
	T-shaped professional

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

	Ensure that detailed SLA documentation is available
	Report achievement against agreed targets
	Set boundaries and provide a structure for delivery
	Under-promise and over-deliver

	Build a guiding coalition
	Create a sense of urgency
	Generate short-term wins
	Institute change

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

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

	Emerging technologies
	Environment
	Management practices
	Resources

	Adjourning
	Forming
	Performing
	Setting-up

	Delivery mechanism
	Intention
	Perception
	Scope

	Define
	Management Mesh
	Produce
	Service management principles

	Define
	Produce
	Provide
	Respond

	Design specifications
	Operational plans
	Strategic plans
	Tactical plans

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

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

	Capture information
	Deliver results
	Resolve the issue
	Source events

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

	Create the service blueprint
	Create the solution
	Define consumer needs
	Gather requirements

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

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

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

	Service advocate
	Service installer
	Service integrator
	Service manager

	Auto-correction of operational issues after they have occurred
	Auto-detection of potential operational issues before they occur
	Automatic incident referral to second line support
	Self service incident diagnosis

	Complaint handling
	Customer service
	Support experience
	User interface

	It does not impact the change control processes.
	It impacts the processes through automated testing facilities.
	It impacts the processes through delivering more information.
	It impacts the processes through less rigorous change control.

	Ensuring cost is matched to budget
	Matching expectations to business relationships
	More complexity and less visibility
	Service management approaches support constraints

	Enhanced internal communication
	Increased quality of the infrastructure
	Increased speed of infrastructure service
	Reduced operating risks

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

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

	Define and Produce
	Governance
	Management Mesh
	Provide and Respond