ITILSC-SOA 試験問題を無料オンラインアクセス

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?

• A.1. 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.
• B.1. 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.
• C.1. 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.
• D.1. 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.

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?

• A.Produce 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.
• B.Produce 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.
• C.Appoint 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).
• D.Produce 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.