Sample Questions:

An IT organization is currently 80% virtualized and the CIO is planning for the transition to ITaaS. The organization has already experienced significant savings due to virtualization. Senior executives are concerned that ITaaS requires additional investments such as software licenses and headcount, both at significant cost. How can the CIO convince senior management of the savings potential with ITaaS?

Show how the service catalog and orchestration tools can be viewed in the context of "cost to serve" to provide immediate business value

Explain to senior management that there will not be any additional skill sets or investments required for the ITaaS initiative

Explain that the service catalog can be a method for controlling cost by influencing consumer behavior through showback/chargeback

Propose that the CMDB and orchestration tool will decrease the cost of service delivery.

An IT organization is currently 80% virtualized and the CIO is planning for the transition to ITaaS. Senior executives are concerned that IT supports too many services that are neither efficient nor necessary. What justification can the CIO make to address the executives’ concerns and convince them that transitioning to ITaaS is the correct strategic decision?

ITaaS promotes the rationalization of services currently being offered by IT and offers only the services that provide business value through the service catalog.

A CMDB can be utilized during the instantiation of the services to improve service levels for the consumers of IT services.

ITaaS offers an opportunity to evaluate whether certain IT services should be outsourced to a public cloud service provider.

ITaaS promotes the concept of on-demand self-service, allowing consumers to use only the services from which they can derive business value.

In addition to the service template, what other information do you need to create a standardized service offering?

Rules, constraints, and orchestration

Rules, constraints, and limits

Policies, constraints, and rules

Policies, rules, and orchestration

The IT group within a manufacturing organization is transforming their manual service offerings into automated service offerings to be made available through a service catalog. On reviewing the required KPIs for the service, the service transition project manager asks you if the monitoring tools they currently use need to be replaced. What criteria are needed to effectively monitor the required KPIs?

Can they measure, gather, analyze, and present the required metrics?

Can they control, monitor, automate, and manage all elements of the service?

Can they provide end-to-end support of the services?

Can they integrate with the orchestration engine to provide automation?

The first phase of a new service introduces the offering to 10% of the engineering organization. The IT organization leverages the existing management tools used in their traditional data center to provide visibility into silos and control of the infrastructure. They also have adapted some ITSM concepts as a framework for their management practices. During the initial phase of the service deployment, a problem was encountered in one of the virtual machines. An extensive amount of time and resources were spent determining the cause of the issue, which concerned the IT organization. As a consultant, what should you recommend to prevent these types of service issues?

Upgrade the management tools to provide holistic visibility into the dependencies of a service.

Configure the incident management system to identify issues and resolutions.

Redesign the service offering with an emphasis on reduced complexity and interdependence.

Contract with an external organization that has extensive experience in resolving cloud service issues.