Pass the Exin EPI IT Management CITM Questions and answers with CertsForce

InITIL, theservice operationphase focuses on delivering and managing services, including activities like communicating scheduled outages (A), reporting service performance (B), and handling escalations (C).Defining service strategy(D) is part of theservice strategyphase, not service operation, as it involves planning and aligning services with business goals.

Outsourcing IT operations to an external vendor is a form ofrisk transfer(C), where the responsibility for managing certain risks (e.g., operational or technical risks) is shifted to the vendor. According toISO 31000, risk treatment strategies include transferring risk to a third party, often through contracts or outsourcing agreements, where the vendor assumes responsibility for mitigating specific risks.

Sharing (A):Involves distributing risk among multiple parties, not fully transferring it to one.

Retention (B):Means accepting the risk without mitigation, not applicable here.

Modification (D):Refers to changing processes or controls to reduce risk, not outsourcing.

Afirewallis categorized as atechnical preventive control(A) ininformation security management. According toISO/IEC 27001, preventive controls aim to stop security incidents before they occur, and technical controls involve technology-based solutions. A firewall prevents unauthorized access to the network perimeter by filtering traffic, making it a technical preventive control.

Physical detective control (B):Involves physical measures (e.g., cameras) to detect incidents, not applicable to firewalls.

Administrative deterrent control (C):Involves policies or procedures to discourage violations, not technology-based.

Physical corrective control (D):Addresses physical issues post-incident, not relevant to firewalls.

When a lot of data exist about the effort required for project activities, thebottom-upestimation technique (D) is most appropriate. This method involves estimating the effort for each task in theWork Breakdown Structure (WBS)individually, then aggregating them to derive the total project duration or cost. It leverages detailed data for accuracy, as perPMBOK’s estimation techniques.

Top-down (A):Uses high-level estimates based on historical data or expert judgment, less accurate with detailed task data available.

Three-point (B):Uses optimistic, pessimistic, and most likely estimates for uncertainty, but is less focused on leveraging detailed effort data.

Comparative (C):Likely refers to analogous estimation, which relies on comparisons to past projects, not detailed task data.

Bottom-up estimation is ideal when detailed effort data is available, ensuring precision in project planning.

Concerns about future price increases can be addressed byincluding contractual terms(B) in the agreement to limit or regulate price escalations (e.g., fixed pricing, escalation clauses, or review mechanisms). This approach balances the business units’ insistence on proceeding with the selected vendor (based on a thorough evaluation) while mitigating financial risks. According tovendor management best practices, contracts should include clear terms to protect against unforeseen cost increases, ensuring alignment with business objectives.

Ignore the business units and change vendor (A):Contradicts the evaluation process and business units’ decision, risking misalignment.

Sign the contract (C):Ignores the price increase concern, potentially exposing the organization to financial risk.

Re-tender the project (D):Unnecessary, as the vendor was selected through evaluation; contractual terms can address the concern without restarting the process.