ITIL ITIL-4-Foundation Dumps

In ITIL 4, several service consumer roles are defined to clarify how different stakeholders interact with services. These roles include customer, user, and sponsor, all of which fall under the broader term service consumer.

A user is defined as the role that uses services.

A customer is the role that defines the requirements for a service and takes responsibility for the outcomes of service consumption.

A sponsor is the role that authorizes the budget for service consumption.

A service consumer is a generic term for one or more of these roles (customer, user, sponsor).

Because the exact phrase in the question is “the role that uses services”, this matches the ITIL 4 definition of “user”, so:

C. User is the correct answer.

The other options do not match that definition:

A. Service consumer – an umbrella term, not specifically “the role that uses services”.

B. Customer – focuses on requirements and outcomes, not direct use.

D. Sponsor – focuses on funding and authorization, not use of services.

ITIL 4 Foundation: Definitions of service consumer roles – customer, user, sponsor

ITIL 4 Foundation: Key concepts of service relationships and service consumption

Error control also regularly re-assesses the status of known errors that have not been resolved, taking account of the overall impact on customers and/or service availability, and the cost of permanent resolutions, and effectiveness of workarounds

Continual improvement encompasses all elements of the ITIL SVS. It involves aligning an organization’s practices and services with changing business needs, through the ongoing assessment and improvement of each element involved in the management of products and services. Continual improvement applies to the SVS in its entirety, as well as to all of the organization’s products, services, service components, and relationships, and is the responsibility of every individual involved in service management.

Effective incident management often requires a high level of collaboration within and between teams as this can facilitate information-sharing and learning, as well as helping to solve the incident more efficiently and effectively. There may also be a need for good collaboration tools so that people working on an incident can work together effectively. One technique that takes advantage of collaboration is termed swarming. This brings many different stakeholders together to work on the issue. Management of incidents may require frequent interaction with third party suppliers, and routine management of this aspect of supplier contracts is often part of the incident management practice.

In ITIL 4, an incident is defined as an unplanned interruption to a service, or a reduction in the quality of a service. Unplanned maintenance that results in a service being unavailable for two hours clearly represents an unplanned interruption, so it is managed as an incident.

The incident management practice is responsible for:

Managing the lifecycle of incidents

Restoring normal service operation as quickly as possible

Minimizing the negative impact on business operations

That makes incident management the practice most likely to be involved in handling and coordinating communication about this unplanned downtime.

Why the others are less appropriate here:

Problem management aims to manage causes of incidents and reduce their likelihood or impact over time; it does not primarily manage the immediate unplanned outage.

Change enablement manages changes (including emergency changes), but the question is focused on managing the service unavailability to users, which falls under incident management.

Service request management deals with pre-defined, user-initiated requests (such as password resets, information requests), not with unplanned outages.

Therefore, the practice most likely to manage this unplanned unavailability is incident management, so A is correct.

The organizations and people dimension sets out the people aspects of service management to be considered when designing, operating and changing service offerings. People include employees, managers, executives, customers, supplier employees, or anybody else who is involved in the creation or consumption of services.

Organizations maximize co-creation of value with their customers by facilitating the outcomes they want to achieve. The four dimensions of service management have shown that a holistic approach is the best way for an organization to:

Achieve its goals in delivering quality and cost effective services

Meet the needs of its customers

Satisfy the requirements of its stakeholders

Service relationship management is the joint activities performed by a service provider and a service consumer to ensure continual value co-creation1. It involves establishing, maintaining, and optimizing the service relationship throughout the service lifecycle2. Service relationship management ensures that service providers and service consumers continue to create value together by aligning their objectives, expectations, and capabilities3. References: ITIL Foundation - ITIL 4 Edition, page 5; ITIL® 4 – A Pocket Guide, page 16; ITIL® 4 Practice Guide: Service Relationship Management, page 7.

In ITIL 4, the service value chain is a central element of the service value system and is composed of six activities. Each activity transforms inputs into outputs, contributing to the overall creation of value.

Key points:

Every value chain activity takes one or more inputs (such as information, resources, or outputs from other activities).

It then performs work that transforms these inputs.

It produces one or more outputs that are used by other activities or delivered to stakeholders.

Why the other options are incorrect:

A. Inputs and outputs are fixed for each value chain activity – ITIL 4 explicitly allows for flexibility; inputs and outputs vary depending on the value stream and context.

B. Some value chain activities only have inputs, whereas others only have outputs – This contradicts the model; each activity must receive inputs and produce outputs.

C. Governance determines the inputs and outputs – Governance influences direction and controls but does not prescribe specific inputs and outputs for the value chain activities.

Therefore, the correct statement is that each value chain activity receives inputs and provides outputs.

An output is a tangible or intangible deliverable of an activity, while an outcome is a result for a stakeholder enabled by one or more outputs1. A service provider produces outputs that allow customers to achieve outcomes2. A service consumer utilizes the outputs and benefits from the outcomes2.

Costs are the amount of money spent on a specific activity or resource. From the service consumer’s perspective, there are two types of cost involved in service relationships:

Costs removed from the consumer by the service (a part of the value proposition). For example, for a car sharing service, the customer does not pay for the actual cost of purchasing the car.

A change that must be implemented as soon as possible without strictly following the standard process e.g. to resolve an incident or implement a security patch.

The process for assessment and authorization is expedited to ensure quick implementation, so scheduling and documentation is not a priority.

The change authority may be separate from what is standard or normal practice, typically smaller in number but with greater capacity to expedite approval.

In ITIL 4, the service level management practice is responsible for setting clear, agreed targets for service performance and ensuring that services are delivered in line with these targets.

A key tool used in this practice is the service level agreement (SLA). An SLA is an agreement between a service provider and a customer that:

Defines the expected level of service

Documents specific, measurable service targets (such as availability, response time, resolution time)

Provides a basis to monitor and measure performance against those targets

Because SLAs describe measurable service targets and are used to assess whether the service provider is meeting those targets, they are explicitly used as a tool to help define and measure performance. This aligns directly with the wording in the question.

A. A continual improvement register (CIR)The CIR is used in the continual improvement practice to record, track, and manage improvement opportunities and activities. It supports managing improvements, not defining and measuring service performance targets.

B. An incident recordThis belongs to the incident management practice. Incident records are used to log, manage, and track incidents (unplanned interruptions or reductions in service). They are not designed as tools to define or measure ongoing service performance.

C. A change schedulePart of the change enablement practice, the change schedule is used to plan and communicate the timing of changes. It coordinates when changes will occur but does not define or measure service performance levels.

Therefore, the correct answer is D. A service level agreement, as it is the formal tool used to define and measure service performance in ITIL 4.

ITIL 4 Foundation: Service level management practice – purpose and key terms (including service level agreements)

ITIL 4 Foundation: Concept of SLAs as documents that define and measure service performance targets

ITIL 4 Foundation: Overviews of Continual Improvement, Incident Management, and Change Enablement practices and their key records (CIR, incident records, change schedules)

The purpose of the supplier management practice is to ensure that the organization’s suppliers and their performances are managed appropriately to support the seamless provision of quality products and services1. This practice involves creating closer, more collaborative relationships with key suppliers to improve efficiency, effectiveness, and innovation2. References: ITIL Foundation - ITIL 4 Edition, page 16; ITIL® 4 – A Pocket Guide, page 38.

It is important to understand the difference in these terms not just for clarity, but because outputs are much easier to measure than outcomes.

Outputs are nearly always quantitative, with data available to show whether these have been delivered. Outputs are easy to report on and to validate. There is no grey area.

Outcomes are more challenging to verify because they are both qualitative and quantitative. Whether your outcomes have been achieved will rely, to a great extent, on the perception of the people who receive the service. Perceptions are not easy to measure or report on, but it is essential you find a way to do so.

The incident management practice aims to minimize the negative impact of incidents by restoring normal service operation as quickly as possible1. A major incident is an incident that has a significant impact or urgency for the business and requires a high level of coordination and resources to resolve2. The most likely way of resolving major incidents is by forming a temporary team working together to identify a resolution, such as a major incident team or a swarming team3. The other statements are not true because:

Users establishing a resolution using self-help: Self-help is an option for users to resolve their own incidents with minimal or no assistance from the service provider, but it is not suitable for major incidents that require urgent and expert attention3.

The service desk identifying the cause and a resolution: The service desk is responsible for logging, categorizing, prioritizing, and escalating incidents, but it may not have the skills or authority to identify the cause and a resolution for major incidents that involve multiple teams or suppliers3.

A support team following detailed procedures for investigating the incident: A support team may follow detailed procedures for investigating the incident, but it may not be able to resolve major incidents that require cross-functional collaboration or escalation3. References: ITIL Foundation - ITIL 4 Edition, page 14; ITIL® 4 – A Pocket Guide, page 32; ITIL® 4 Practice Guide: Incident Management, page 8.

Comprehensive and Detailed Explanation From Exact Extract:

In ITIL 4, the monitoring and event management practice is concerned with the systematic observation of services and service components. Its purpose is described as:

Continuously monitoring services and infrastructure.

Identifying and capturing changes of state in these components.

Classifying certain changes of state as events, which are then recorded, reported, and, where necessary, acted upon.

This practice enables early detection of issues, supports automated responses where appropriate, and helps maintain the normal operation and performance of services.

Option C accurately reflects this purpose, so it is correct.

The other options describe the purposes of different ITIL practices:

A – This is the purpose of incident management (restoring normal service operation quickly to minimize impact).

B – This is the purpose of service request management (handling user-initiated service requests effectively).

D – This is the purpose of change enablement (ensuring successful changes through proper risk assessment and authorization).

Relevant ITIL 4 Foundation references:

Monitoring and event management practice: purpose and key activities.

Purpose statements for incident management, service request management, and change enablement practices (for comparison).

Don’t start from scratch and build something new without considering what you already have. It’s almost always better to improve what you currently have than to throw it all away and start again, although you must also be able to recognise when a complete replacement is, in fact, needed.

Not only is this approach less wasteful than starting from scratch – because it preserves value that you already have – but it also helps you to keep your people on board. They’re much more likely to support the changes you need if their previous contributions have been appropriately valued.

Don’t rely on metrics and reports to tell you what the current situation is. When you carry out an assessment you should observe what is happening for yourself, and just use the metrics to support your observations.

IT asset is any financially valuable component that can contribute to the delivery of an IT product or service. The scope of IT asset management typically includes all software, hardware, networking, cloud services, and client devices

A guiding principle is a recommendation that provides universal and enduring guidance to an organization, which applies in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure.

In ITIL 4, service request management is one of the 7 practices described in more detail.

A service request is defined as a user request for something to be provided – for example:

access to an application or file

information or advice

a standard change that is preapproved

a new or replacement item of equipment

The key idea is:

A service request is a formal request from a user for something they are entitled to receive as part of a service.

Looking at each option:

This describes an incident.

An incident is an unplanned interruption to a service or reduction in its quality.

A request to restore normal service operation after something has gone wrong is handled by the incident management practice, not by service request management.

So this is not a service request.

This normally relates to a change.

Implementing a patch modifies the live environment.

This is usually handled through the change enablement practice (and then deployment management), often as a normal change or standard change, depending on the organization’s policies.

Although some standard changes can be triggered via service requests, ITIL Foundation typically uses clearer examples (such as access requests). This option is not the best example.

This is a classic example of a service request:

A user is asking for access (permission) to something as part of an existing service.

It is not fixing something broken, it is asking for something to be provided.

ITIL 4 explicitly lists access requests (for example, to applications, services, or data) as a common type of service request within the service request management practice.

Therefore, C is the correct answer.

This describes problem management:

When we investigate the root cause of one or more incidents, we are using the problem management practice.

The aim is to understand and remove the underlying cause, not to provide a standard service action requested by a user.

So this is not a service request.

This aligns with ITIL 4 Foundation descriptions of:

Service request – a user request for something to be provided.

Service request management practice – managing all types of service requests in a user-friendly and efficient way.

Incident management – restoring normal service operation as quickly as possible.

Problem management – identifying and managing the causes of incidents.

Change enablement – ensuring that changes are evaluated, authorized, and managed.

That is why “a request for access to a file” is the correct example of a service request.

“Service desk staff require training and competency across a number of broad technical and business areas. In particular, they need to demonstrate excellent customer service skills such as empathy, incident analysis and prioritization, effective communication, and emotional intelligence.

The purpose of the service configuration management practice is to ensure that accurate and reliable information about the configuration of services, and the CIs that support them, is available when and where it is needed. This includes information on how CIs are configured and the relationships between them.

Customers are one of the key stakeholder groups that service providers should cooperate with. Customers are the persons who define the requirements for a service and take responsibility for the outcomes of service consumption1. Customers can be internal or external to the service provider’s organization2. Customers are essential for value co-creation, as they provide feedback, resources, and demand for services3. References: ITIL Foundation - ITIL 4 Edition, page 5; ITIL® 4 – A Pocket Guide, page 18; [ITIL® 4 Practice Guide: Customer Relationship Management], page 7.

When a supplier modifies the contract they offer to your organization, this represents a change that can affect services, service components, costs, risks, and agreed service levels.

In ITIL 4, the purpose of the change enablement practice is to maximize the number of successful service and product changes by ensuring that risks are properly assessed, authorizing changes to proceed, and managing the change schedule. This includes changes that arise from external parties such as suppliers, not just technical changes inside IT.

A contract modification by a supplier can:

alter delivery terms or service performance

introduce new risks (financial, operational, compliance)

require changes to service design, support, or architecture

Because of this, it should go through change enablement, where:

the risk to services is assessed

the impact on existing services and customers is evaluated

a decision is made whether to approve, reject, or modify the proposed change

coordination with other practices (like supplier management and service level management) may occur, but the formal risk assessment and authorization of the change are part of change enablement.

Why the other options are less appropriate:

A. Incident management

Focuses on restoring normal service operation as quickly as possible after an unplanned interruption or reduction in quality.

It reacts to incidents; it does not manage contractual changes or assess risks from supplier contract modifications.

B. Service level management

Ensures SLAs and service targets are defined, agreed, and monitored with customers.

While it may be involved in understanding how a supplier change affects SLAs, it is not the primary practice responsible for overall risk assessment and authorization of such changes.

C. Service request management

Deals with predefined, user-initiated requests, such as password resets or standard access requests.

It is operational and transactional and not concerned with supplier contract changes or service risk assessment.

D. Change enablement

Specifically designed to assess, authorize, and manage changes to services and service components, including those triggered by changes in supplier contracts.

Therefore, it is the MOST appropriate practice for assessing the risk to services in this scenario.

So, the practice that would be most involved in assessing the risk to services when a supplier modifies their contract is D. Change enablement.

AXELOS – ITIL Foundation: ITIL 4 Edition, Change Enablement practice purpose and description

AXELOS – ITIL 4 Practice Guides (Change Enablement, Service Level Management, Incident Management, Service Request Management)

There are many ways in which practices and services can be optimized. Regardless of the specific techniques, the path to optimization follows these high-level steps:

Understand and agree the context in which the proposed optimization exists

Assess the current state of the proposed optimization

Agree what the future state and priorities of the organization should be, focusing on simplification and value

Ensure the optimization has the appropriate level of stakeholder engagement and commitment

Execute the improvements in an iterative way

Continually monitor the impact of optimization

CIs are simply any component that needs to be managed in order to deliver an IT service. A server, a virtual server, or even the configuration of an application could be considered a CI, for example

In ITIL 4, “service consumer” is a generic term that includes three specific roles:

Customer – the person or group that defines the requirements for a service and takes responsibility for the outcomes of service consumption.

User – the person or group that actually uses the service.

Sponsor – the person or group that authorizes the budget for service consumption.

So, specifically:

The customer is responsible for defining the requirements for the service and for the overall outcomes expected from the service.

The sponsor is the one who authorizes the budget (not the customer, unless they are playing both roles in a given context).

The user is the one who uses the service in day-to-day operations.

The service provider (or relevant practices like deployment, request fulfillment, etc.) is responsible for provisioning the service, not the customer.

Now, mapping that to the options:

A. Authorizing the budget for the serviceThis is the responsibility of the sponsor role, not specifically the customer role (though one person may sometimes act as both in practice).

B. Provisioning the serviceThis is the responsibility of the service provider, not the customer.

C. Defining the requirements for the service ✅This matches the ITIL 4 description of the customer role: the customer defines requirements and is accountable for service outcomes. Therefore, this is the correct answer.

D. Using the serviceThis describes the user role, not the customer role (even though a person could be both customer and user in some real-world situations).

ITIL 4 Foundation: Definition of service consumer roles – customer, user, sponsor

The purpose of the service request management practice is to support the agreed quality of a service by handling all pre-defined, user-initiated service requests in an effective and user-friendly manner. Service request management is dependent upon well-designed processes and procedures, which are operationalized through tracking and automation tools to maximize the efficiency of the practice. To be handled optimally, service request management should follow these guidelines:

Service requests and their fulfilment should be standardized and automated to the greatest degree possible.

Policies should define which service requests will be fulfilled with limited or even no additional approvals so that fulfilment can be streamlined.

The expectations of users regarding fulfilment times and costs should be clearly set, based on what the organization can realistically deliver.

Opportunities for improvement should be identified and implemented to produce faster fulfilment times and take advantage of automation.

In ITIL 4, a service request is defined as a user request for information, advice, or a standard change, or for access to a service.

A user asking, “How do I create a report?” and contacting the service desk is:

Requesting information/advice

A normal, expected interaction with the service

Not reporting a service failure or interruption

Handling such requests is the purpose of the service request management practice, which ensures that:

Service requests are handled efficiently and user-friendly

Users receive help, information, or access according to agreed procedures

Requests follow pre-defined workflows where possible

Therefore, the practice most likely to help in solving this issue is C. Service request management.

Why the other options are incorrect:

A. Incident managementIncident management deals with unplanned interruptions, reductions in service quality, or failures. Here, the service is working; the user just needs guidance, not restoration of service.

B. Service level managementThis focuses on defining, negotiating, and managing service level agreements (SLAs) and overall service performance, not answering “how to” questions.

D. Change enablementThis practice manages changes to services and components, reducing risk. A user asking how to create a report is not requesting a change to the service.

References (Aligned with ITIL 4 Foundation concepts)

ITIL 4 Foundation: Definition of service request and service request management

ITIL 4 Foundation: Distinction between incidents and service requests

A change is defined as the addition, modification, or removal of anything that could have a direct or indirect effect on services

The incident management practice aims to minimize the negative impact of incidents by restoring normal service operation as quickly as possible1. This practice involves logging, categorizing, prioritizing, investigating, resolving, and closing incidents2. The service desk practice provides a single point of contact for users and customers to report issues, make requests, or seek guidance1. This practice involves providing communication with users, capturing feedback, managing user satisfaction, and facilitating continual improvement3. References: ITIL Foundation - ITIL 4 Edition, page 14; ITIL® 4 – A Pocket Guide, page 32; ITIL® 4 Practice Guide: Incident Management, page 7.

The ‘progress iteratively with feedback’ guiding principle encourages organizations to break down complex initiatives into smaller, simpler, and more manageable units of work1. This principle also recommends seeking and acting on feedback from stakeholders, avoiding big-bang approaches, and adapting plans based on new information2. However, this principle does not advise prohibiting changes to plans, analysing the whole situation in detail, or reducing the number of steps that produce tangible results, as these would be contrary to the iterative and adaptive nature of this principle3. References: ITIL Foundation - ITIL 4 Edition, page 7; ITIL® 4 – A Pocket Guide, page 27; ITIL® 4 Practice Guide: Progress Iteratively with Feedback, page 9.

Think and work holistically

No service, practice, process, department, or supplier stands alone. The outputs that the organization delivers to itself, its customers, and other stakeholders will suffer unless it works in an integrated way to handle its activities as a whole, rather than as separate parts.

No service, practice, process, department, or supplier stands alone. The outputs that the organization delivers to itself, its customers, and other stakeholders will suffer unless it works in an integrated way to handle its activities as a whole, rather than as separate parts.

Taking a holistic approach to service management includes establishing an understanding of how all the parts of an organization work together in an integrated way (remember the four dimensions of service management?), including having an end-to-end visibility of how demand is captured and translated into outcomes. In a complex system, the alteration of one element can impact others and, where possible, these impacts need to be identified, analysed and planned for.

To apply this principle successfully, consider this advice:

Recognize the complexity of the systems

Collaboration is key to thinking and working holistically

Where possible, look for patterns in the needs of and interactions between system elements

Automation can facilitate working holistically