Prince Fonseka
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ITIL Service Management Quiz on CSI-Benchmarking, created by Prince Fonseka on 11/05/2018.

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CSI-Benchmarking

Question 1 of 40

1

What is a good approach to bench marking
Select two

Select one or more of the following:

  • Management commitment

  • Taking and External view

  • checking for budgets

  • Speaking to stake holders

Explanation

Question 2 of 40

1

What are the practices that aids successful bench marking

Select one or more of the following:

  • Compare Processes - not outputs

  • Involve process owners - acceptance and buyin

  • Setup benchmarking teams - build culture of bench marking

  • Acquire skills - internal staff will need training

  • Involve csi manager - for support

Explanation

Question 3 of 40

1

Benchmarking is often a process of comparing and organization's performance to industry standard figures.

Select one of the following:

  • True
  • False

Explanation

Question 4 of 40

1

What are benchmark research techniques
1. informal conversations with customers, employees or suppliers 2. Focus Groups 3. market research 4. Quantitative research 5. Surveys 6. Questionnaires 7. Re-engineering Analysis 8. Process Mapping 9. Quality Control Variance Reports 10. Financial Ratio Analysis

Select one of the following:

  • 1 and 3

  • 1,2,3,4

  • 2, 5

  • All of the above

Explanation

Question 5 of 40

1

What costs are involved in bench marking?
1. Visit Costs
2. Benchmarking database costs
3. Time Costs

Select one of the following:

  • 1 Only

  • 2 & 3

  • All of the above

Explanation

Question 6 of 40

1

Fill the blank spaces to complete the text.

Comparison with our competitors can lead to 3 outcomes - we maybe , the , or we may be .

Explanation

Question 7 of 40

1

Fill the blank spaces to complete the text.

if we find we are better, this can give to the organisation in the market and give to customers.
We may find we are weaker that our competitors, but te effect of this does not have to be negative. Abenchmark can be the catalyst to initiation and of formal process improvement.

Explanation

Question 8 of 40

1

A Benchmark is the basis for

Select one or more of the following:

  • Profiling quality in the market

  • Boosting self-confidence and pride in employees as well as motivating and tying employees to an organisation.

  • Trust from customers that the organization is a good IT service provider

  • organisation security

Explanation

Question 9 of 40

1

The benefits of bench-marking includes

Select one or more of the following:

  • organisations can achieve economies, in the form of lower prices and higher productivity on the par of the service provider

  • Efficiencies are achieved by comparing the costs of providing IT services and the contribution these services make to business with what is achieved in other organisations.

  • We can achieve effectiveness in terms of actual business objectives realised, compared with what was planned.

Explanation

Question 10 of 40

1

Benchmarking will also help organisations to focus on strategic planning in areas of economy, efficiency and effectiveness.

Select one of the following:

  • True
  • False

Explanation

Question 11 of 40

1

the 3 main areas of contribution within the organisation:
1.
2.
3.
4. External service provider
5. Member of the public
6. benchmarking partners

Drag and drop to complete the text.

    The Customer
    The User or Consumer
    The internal service provider

Explanation

Question 12 of 40

1

When there are a number of services or processes to benchmark, we need to prioritise. Service management processes are bench-marked to find out if they are cost-effective, responsive and can be compared favourably to other organisation's processes.

Select one of the following:

  • True
  • False

Explanation

Question 13 of 40

1

4 basic stages of bench marking are

Select one or more of the following:

  • Planning

  • Analysis

  • Action

  • Review

  • Process

Explanation

Question 14 of 40

1

Benchmarking - what should we meassure

Select one or more of the following:

  • Select the broad service or service management process or function to benchmark, set by business objectives or stakeholder needs

  • Within the process, define the activities to be bench marked.

  • Draw up a preliminary list of potential bench-marking partners - these may be within the org or external

  • identify possible sources of information and methods of collection to confirm the suitability of potential partners

Explanation

Question 15 of 40

1

Benchmarking - what can we meassure

Select one or more of the following:

  • Within the processes, define the activities to be benchmarked

  • Identify the resources required

  • identify the possible sources of information and methods of collection to confirm the suitability of potential partners

  • confirm the KPIs to measure performance when carrying our the activity

  • Document the way the activitites are currently completed

  • Agree the plan and its implementation.

Explanation

Question 16 of 40

1

Benchmarking - Gather the data

Select one or more of the following:

  • confirm the KPIs to measure performance when carrying our the activity

  • Collect information to identify the most likely potential bench marking partner to contact

Explanation

Question 17 of 40

1

Benchmarking - Process the Data

Select one or more of the following:

  • Process any data gathered during the previous step

  • Document the way the activities are currently completed

  • Identify resources required

Explanation

Question 18 of 40

1

Benchmarking - Analyse the data

Select one or more of the following:

  • Confirm the best potential benchmarking partner and make a preliminary assessment of
    the performance gap

  • Collect information to identify the most likely potential benchmarking partner to
    contact

  • Establish contacts and visits, if needed, to validate and substantiate the information

  • Compare the existing process with the benchmarking partner to identify differences and
    innovations

  • Agree targets for improvement if we choose to adopt any of our partner’s ways of
    working

Explanation

Question 19 of 40

1

Benchmarking - Present and Use the Data

Select one or more of the following:

  • Agree targets for improvement if we choose to adopt any of our partner’s ways of
    working

  • Communicate the results of the study throughout the relevant parts of the organization
    and to the benchmarking partner

  • Plan how to achieve the improvements

Explanation

Question 20 of 40

1

Benchmark - Implement corrective action

Select one or more of the following:

  • Plan how to achieve the improvements

  • Review performance when the changes have been embedded in the organization

  • Identify and correct anything which may have caused the organization to fall short of its
    target

  • Communicate the results of the changes to the organization and the benchmarking
    partner

  • Consider benchmarking again, to continue the improvement process

Explanation

Question 21 of 40

1

What are Assessments
Select the correct answer

Select one of the following:

  • Assessments are formal mechanisms for comparing the operational process
    environment to performance standards

  • Assessments are informal mhanisms for comparing the operational process
    environment to performance standards

Explanation

Question 22 of 40

1

Assessments are used for?

Select one or more of the following:

  • identify
    potential shortcomings that could be addressed

  • to measure improved process capability

  • to measure other organisation's effectiveness

Explanation

Question 23 of 40

1

An assessment cannot be carried out by an external third party or internally

Select one of the following:

  • True
  • False

Explanation

Question 24 of 40

1

Some disadvantages to external assessments

Select one or more of the following:

  • The cost

  • The risk of results being rejected by the organization

  • The person carrying out the assessment may have limited knowledge of your
    environment

  • The assessment can be resource intensive

Explanation

Question 25 of 40

1

Disadvantages of internal assessments include

Select one or more of the following:

  • There may be a lack of objectivity

  • The results may not be accepted

  • They are reliant on the skills you have internally – which may be limited

  • The assessment can be resource intensive

  • The cost

Explanation

Question 26 of 40

1

The fact that an organization is undertaking an assessment demonstrates a significant level of
commitment to improvement.

Select one of the following:

  • True
  • False

Explanation

Question 27 of 40

1

Fill the blank spaces to complete the text.

We can think about assessments in line with the improvement lifecycle – at:
Project
Project
Process

Explanation

Question 28 of 40

1

Fill the blank spaces to complete the text.

Assessment at the inception of process introduction is the equivalent of the step during
the cycle

Explanation

Question 29 of 40

1

Fill the blank space to complete the text.

Assessment during a project is also equivalent to the step of the Deming cycle.

Explanation

Question 30 of 40

1

Fill the blank spaces to complete the text.

We can initiate an assessment during process implementation or improvement activities, to
serve as that the project objectives are being met. This will provide tangible
that benefits are being achieved from the investment of time, talent and resources in
process initiatives

Explanation

Question 31 of 40

1

Fill the blank spaces to complete the text.

Assessment once a process is in place is equivalent to the or stages of the Deming
cycle

Explanation

Question 32 of 40

1

Fill the blank space to complete the text.

An assessment can be carried out upon conclusion of a process project, and once the process
has been up and running for a period of time. This is of the maturity of a process and
the process organization.

Explanation

Question 33 of 40

1

Fill the blank space to complete the text.

In addition to serving as a decisive conclusion for a project, scheduling periodic reassessments
can support overall organizational integration and efforts.

Explanation

Question 34 of 40

1

The scope should be based on the assessment’s objective, and the expected future use of
process assessments and assessment reports. It can be as broad as all processes currently
implemented, or focused specifically on known problems within the current process
environment. What are the levels of scope?

Select one or more of the following:

  • Process Only

  • People, Process and Technology

  • Process and Technology

  • Full

Explanation

Question 35 of 40

1

Full assessments includes the following:
Select all that applies:

Select one or more of the following:

  • The ability of the organization to articulate a process strategy

  • The definition of a vision for the process environment as an end state

  • The structure and function of the process organization

  • The ability of process governance to assure that process objectives and goals are met

  • The business and IT alignment via a process framework

  • The effectiveness of process reporting and metrics

  • The capability and capacity of decision-making practices to improve processes over time

  • scheduling periodic reassessments

Explanation

Question 36 of 40

1

Fill the blank spaces to complete the text.

Advantages of Assessments

They can provide an perspective of the current
operational process state compared to a standard
model and a process . Through a thorough
assessment, an accurate determination of any gaps can
be quickly completed, recommendations put forward and
action steps planned

A well-planned and well-conducted assessment is a
process. Thus the assessment is a useful management process
in measuring progress over time and in establishing
improvement targets or objectives
Using a common or universally accepted framework,
applied to a standard process framework, can serve to support
comparing company process maturity to industry

Explanation

Question 37 of 40

1

Fill the blank spaces to complete the text.

The disadvantages include:
An assessment provides only a in time of the process
environment. As such it does not reflect current business or
cultural dynamics and process operational issues

If the decision is to outsource the assessment process, the
assessment and maturity framework can be vendor or
framework The proprietary nature of vendorgenerated
models may make it difficult to compare to industry
standards

The assessment can become an end in itself rather than the
means to an end. Rather than focusing on improving the
efficiency and effectiveness of processes through process
improvement, organizations can adopt a mind-set of improving
process for the sake of achieving
 Assessments are labor-intensive efforts. are needed
to conduct the assessments in addition to those responding
such as process or tool practitioners, management and others.
When preparing for an assessment, an honest estimate of time
required from all parties is in order
 Assessments attempt to be as objective as possible in terms of
measurements and assessment factors, but when all is said and
done assessment results are still subject to of
assessors. Thus assessments themselves are subjective and the
results can have a bias based on the attitudes, experience and
approach of the assessors themselves

Explanation

Question 38 of 40

1

As part of an assessment, we need to look at the relationships between

Select one or more of the following:

  • business processes

  • IT
    services

  • IT systems

  • components

  • Servers

Explanation

Question 39 of 40

1

Fill the blank spaces to complete the text.

Before we can start improving, we need to understand what are being provided to the
business. This can help to identify to the service itself, or improvements to
processes supporting the business service

Explanation

Question 40 of 40

1

Gap analysis can be performed at the strategic, tactical or operational level of an organization.
Analysis can also be conducted from different perspectives, including

Select one or more of the following:

  • Organization – such as Human Resources

  • Process validation

  • Business direction

  • Business processes

  • Information technology

Explanation

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