Pass ITIL ITILFND V4 Exam in First Attempt Easily

Introduction

1. Exam Fundamentals

Let's discuss a few details about the Idle Four Foundation exam. If you're like most of my students, you're probably taking this course because you want to become Idle Four Foundation Certified. Maybe you're working towards this certification to advance your current career, or maybe it's because you're trying to get your first job in the information technology field. Either way, this course is designed to help teach you everything you need to know in order to pass that exam. To help you focus your studies throughout the course, though, it's important for you to understand how the exam is designed. The questions on the final exam are focused on your ability to recall or understand the concepts from this course. Now, the words "recall" and "understand" are the key words here. If a question is focused on your ability to recall something, this means you have to be able to identify a definition or a term from the answer choices provided.

For example, if the exam provides you with a definition for a particular term that we use in the course, it's going to provide it to you word for word the same way we presented it inside the course. And then you're going to be provided with four different terms, and you have to select the appropriate term that matches the definition given. Now, this is a great example of a question using the recall level of difficulty on the exam. You're going to get nine questions that are considered recall questions. For that reason, it's really important to be familiar with the definitions that we present in this course. All of these definitions are provided to you in the downloadable study guide, and they're going to be displayed on the screen whenever I'm teaching them to you. Now, if a question is focused on your ability to understand something, this means you have to be able to describe or explain a definition, a term, or a concept based on the answers provided for these questions. The exam isn't looking for an exact word match. Instead, you might get an example of something, and you have to determine the correct idle practise or term that relates to it.

If you pay close attention to this course, you're going to learn the concepts of IdleFour and be able to answer those questions on the exam without too much difficulty. How do you go about taking the official certification exam and becoming ITIL Four Foundation Certified? Well, accelerate, and people start making it quite easy because you don't even have to get in your car and drive to a testing centre like many other certification exams. Instead, you're able to take the exam online from the comfort of your own home or office using the PeopleCert Web Proctoring Service to schedule your exam. You do need an exam voucher, though, because this covers the cost of the certification exam itself. You can buy the exam voucher directly from PeopleSearch on their website for $349.

Now, once you order, your voucher is delivered to your email within about ten minutes, and you can then schedule your certification exam for the day and time that's most convenient for you. So now that you know it's a study in terms of recall and understanding and you know where to buy your voucher and how to schedule your exam, what's next? Well, let's talk about the exam itself. There are some key facts and figures that you need to know. First, the exam is timed. You're going to get 60 minutes to take the exam. Now, if you're not a native English speaker but you're taking the exam in English, you can go ahead and get an extra 15 minutes of time on the exam if you request it during your scheduling. This will bring your time up to 75 minutes if you request a time extension from the speaker. Now, for all of us English speakers, though, we only get 60 minutes. Don't worry though; 60 minutes is plenty of time for this exam. Most of my students finish in about 30 minutes. Now, as for the questions, the exam only has 40 questions, and the exam contains only multiple choice questions on the exam.So again, this exam is about recalling and understanding, not memorization or comprehension in depth. So you won't have to write out a definition word for word or pull up an answer out of thin air. Instead. It's always an A-B-C-D choice. To pass the certification, you have to answer at least 26 questions out of 40 correctly. This equates to a score of 65% or higher on the exam for you to pass it and earn your ISC certification. To best prepare for the exam, I recommend you take a lot of practise exams. We've included quiz questions and two full-length practise exams. with this course.

When you're taking a practise exam, I recommend aiming for 75% or higher to consider it a pass, because this will give you at least a 10% buffer in case you end up having a bad test day or you get nervous when taking a timed test or certification exam. Now, this is because every time you take the exam, you have to buy a new voucher, and you only want to have to take it once. Now, I've said you're going to get 40 questions on exam day, and they're all multiple choice, but they are made up of three different types of multiple choice questions. We call these classic missing words and lists. Let's take a look at each of these. First, we have a classic question. For example, which character was created by Walt Disney? Bart Simpson is Mickey Mouse. Fred Flintstone or David Garfield? Well, if you know cartoons, you probably know the answer is Mickey Mouse. Now, you may see a few classic questions on the exam that are shown as what we call a "negative classic question."

This is symbolised by the word not in the question. So if you're asked something like "Which of these is not a car brand?" A, Ford, B, Saturn, C, Cisco, or D, Toyota? You've probably realised that Cisco isn't a car company, but rather a networking equipment company. In fact, Cisco is a very popular brand of networking equipment, but the other three are car brands. So we would say Cisco is the right answer in this case. The next type of question is what we call a "missing word" question on the exam. This is shown by a question mark that would represent a single word or a shortphrase of two, three, or four words. For example, a banana is a type of fruit. Is it a carrot, an apple, an onion, or a celery? Well, the answer is "apple," because b, c, and d are all types of vegetables. This makes the sentence read as "an apple is a type of fruit." Our final type of question is what's known as a list question.

You're probably going to see one or two of these on your idle foundation exam, though these questions ask so that more than one correct answer can be provided. So you're going to get a numbered list, and you'll have to choose the right answer that represents two of the correct list items. For example, which ingredients are in a PB and J sandwich? One peanut butter, two apples, three bacon, or four grape jelly? Well, as a parent who has made a lot of PB&J sandwiches in her life, I can tell you that the answer is one peanut butter and four jelly. So we have to find the letter that corresponds with answers one and four in it, which in this case is d. And that becomes our answer choice. So now that you know all about the exam, I hope you're ready to start learning all about Ito 4. Let's get started.

2. 4th Industrial Revolution

Back when you attended school as a child, you may have learned about the Industrial Revolution. The first industrial revolution occurred in the 18th and 19th centuries all across Europe and America. During this period, humanity moved from an agrarian-based rural society of farmers into an urbanised industrial area that later developed into some of our country's largest cities. This movement was brought about by the development of mechanisation in the form of iron and textile industries, as well as the power of the steam engine for our transportation needs.

The industrial revolution was only the first one, though. By the end of the 19th century and continuing until World War I, or the Great Wars as they're known in Europe, humanity had moved into the second industrial revolution. During this time, our industries expanded to include steel, oil, electricity, and electrically powered equipment to aid in the mass production of goods. During this time period, cars were developed with internal combustion engines that made transportation even more convenient and efficient. At the same time, the light bulb began to replace candlelight, allowing us to work longer into the night. And of course, communication across great distances became possible through the use of our telephones. Life was better than it had ever been before, but humanity wasn't done exploring and inventing yet. Technology continued to expand in its use, but there weren't any real major breakthroughs until the end of the 20th century.

It was around 1980, when technology had jumped to yet another level. This was way beyond what existed in the Second Industrial Revolution. It was at this time that the third industrial revolution, known as the digital revolution, truly began. With the advancement of analogue and digital electronics, humanity began to utilise lifechanging technologies on a daily basis, including the personal computer, the internet, and the entire spectrum of information and communication technologies. Many of these things are things you're responsible for within your organization. And it was during this third industrial revolution that idleness was first created. Idle was originally developed as a series of best practises and guidance on how to run an information technology organization. In fact, idle, as it was originally developed, was an acronym that stood for information technology infrastructure library. Idle began in the 1980s as a way for organisations to create processes and procedures to better run their IT systems. Throughout the last three decades, idle time has become the de facto standard around the world for IT service management.

As we moved as a society from the first industrial revolution to the second and then on to the third, we're now at a crossroads again. Now we're moving into the fourth industrial revolution, and it is happening right now. The fourth industrial revolution is marked by the creation of cyber-physical systems, where a fusion of technologies has blurred the lines between physical and digital realms. This includes the use of technologies like robotics, nanotechnology, artificial intelligence, the Internet of Things, autonomous cars, and so much more. This explosive growth in technology in the early 21st century has transformed our world economies as well as ourselves. So you may be wondering right now, "why are we spending time talking about the history of various industrial revolutions that occurred over the past few hundred years?" Well, it's to make this point. Idol four is not considered iTile version four. Instead. It's idle for the Fourth Industrial Revolution. Idle is no longer considered an acronym. Idol is a brand name. It simply means idle. It doesn't mean "Information Technology Infrastructure Library" anymore. because idleness is more than just infrastructure. This is a major shift in the way Idle approaches the challenges of IT service management based on this as well.

3. Service Organizations

In today's digital economy, every organisation in the world has become a service organization. You may think your organisation isn't a service organization, but when you really look at what it does on a daily basis, it truly is a service organization. Example: You may work for a grocery store, and you may think you're in the business of selling milk and cereal, which are both products, but in reality, you're probably really a service organization too. Most of the services, if not all of them, that your company currently owns and manages are done to co-create value with your customers. And these are enabled by information technology. Now, how can I make this claim? Well, let's consider a large retailer like Walmart, which sells a wide variety of different products, from diapers to groceries to electronics and car tires.

Walmart has been wildly successful in selling all of these different products. But the particular product Walmart sells doesn't really matter that much. Instead, the real reason that Walmart has been so successful is that they are able to provide a service to their customers that no one else has been able to do the way they have. And that is a collection of services that are enabled by it. Walmart, for example, has created a wonderfully robust distribution and logistics system to get their products to their stores quickly, efficiently, and more cost-effectively than other people. And this allows them to rely on complex inventory, tracking, and logistics systems that are all run by various IT components and services. They've been able to do this to provide products at their everyday low price, which is actually the service they provide to their customers.

Walmart's service is about bringing you the products you want or need at the lowest price always.Other stores can't bring that to you at the same level or at the same cost that Walmart can. So in a price battle, Walmart is going to win every time because of their ability to embrace it and enable their services. But how is Walmart co-creating value with me, the customer? Well, let's say I was having a party tonight and I invited you over for dinner. I might run over to Walmart to buy all of the supplies. I need things like meat and cheese, vegetables, and drinks, and I bring them all back to my kitchen. I then use all of those ingredients to cook a meal for my party night.The value isn't the ingredients that I got from Walmart. It was the result of my co-creation of value with Walmart.

Walmart provided all the ingredients at a low price, and I provided the ability to cook it all up into a delicious meal. Now, the value is the happiness and the full bellies of all of my guests at my party. This is the value co-created through the service. Now, as you think about all the different industries and organisations in the world, it's really hard to think of any that aren't providing some kind of service that is enabled by technology. Because of this, technology has become commonplace in the modern workplace. But all of this technology needs to be managed in order for it to be effective at enabling value for your customers by providing services. And this brings us to the concept of service management. Service management is defined as a set of specialised organisational capabilities for enabling value for customers in the form of services.

The purpose of Idle Four is to provide organisations working in this modern service economy with guidance for managing their information technology. and information technology dependencies effectively, efficiently, and in some coordinated, structured, and integrated way that combines the agility, the time to market, and their ability to deliver new things faster while using their risk controls and providing assurance that the services will be performed properly today, tomorrow, and any day further into the future. It's important to note that this isn't just about providing a quick service to a customer; it's also about being able to balance that with the proper controls to ensure that the service is of high quality now and in the future.

This ensures that there is a balance of speed and control within our organisations and their services. Simply put, it all provides organisations with a comprehensive framework for service management. This framework is designed to ensure that an effective, efficient, flexible, coordinated, and integrated system for the governance and management of services is established. It is also concerned with ensuring that these services are continually improving within your organization. Now, if you're new to the business world or the information technology world, governance might be one that you're not quite familiar with. Governance is simply the means by which an organization is directed and controlled. This means that it involves all of the processes needed to govern or oversee the operation of the organization. For example, in the United States, our government creates rules and laws that are used as a method to direct the actions of its citizens.

This is called governance, right? It's the way that we operate as a country. Well, organizations need governance too. And at your company, there's likely a process for everything you need to do. Think about it. If you want to take two weeks of vacation, you couldn't simply decide to not go to work for two weeks without telling your boss, right? You'd probably end up losing your job. Now. Instead, you're going to go through the process to request the vacation. And that process is going to be different based on your organization or my organization. Because each organization runs itself and its processes differently, that is the way that they run things. That's known as governance.

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Service Management

1. Service Management

As I stated in the last section of this course, Idle is a framework for information technology service management, known as ITSM. According to Idle Four, service management is defined as a set of specialised organisational capabilities for enabling the delivery of value to customers in the form of services. Whenever we speak about an organisational capability, such as in this definition of service management, we are referring to an organisation having both the capacity and the ability to perform the functions required by service management. Whether you're performing it using Idle Four as its framework or another, the ITSM framework is focused on how to best create value within an organisation to provide the desired benefits to your consumers.

Now, to do that, an organisation must organise its people to best support the organisation's activities, practices, and processes. These activities, practices, and processes are the engine that drives the creation of the organisation's products and their services. But none of these activities, practices, and processes could be done in isolation. Instead, we have to consider the service relationships that are built, created, and nurtured throughout the service management process. In this section of the course, we're going to discuss these generalised concepts of service management that apply to both Idle Four and other frameworks. Then we're going to spend a bit of time going over the concepts of outcomes, risks, utility, and warranty to help build a solid foundation before we move into the specific Idle Four concepts that are covered throughout the rest of this course.

Now remember, even though the concepts in this section are generalised for IT service management, that doesn't mean they won't be on the Item IV exam. In fact, we're going to cover all three parts of Learning Objective One in this section of the course. This includes Learning Objective One, which states that you're going to have to be able to recall the definition of service, utility, warranty, customer, user, service management, and sponsor. You can also expect to get two questions from this learning objective on your certification exam. Under Learning Objectives One and Two, you're going to be required to describe the concepts of cost, value, organisation outcome, risk, utility, and warranty on your exam. Two questions will come from this particular learning objective as well. Finally, we're going to cover Learning Objective One Three, which requires you to be able to describe the key concepts of service relationships, including service offerings, service relationship management, service provision, and service consumption. On the certification exam, you can expect to receive one question from this particular learning objective. So let's get started learning about service management and its key concepts.

2. Value

What is value? Well, in idle terms, value is the perceived benefits, usefulness, and importance of something. Now, I know this is very generic, but let's dig into this short definition and explore it a bit, because value is an extremely important concept inside of idle and service management in general. First, notice in the definition that value is perceived. This means that the amount of value something has is always subjective. Who gets to determine this perceived amount of value? Well, the privilege is reserved for the recipient of the value. So let me give you an example to help clarify it. There are two roommates, Julia and John. On one afternoon, they both decide they want to go get an orange. They walk over to the refrigerator to each get themselves an orange and find that there's only one left in the fruit drawer. They begin to fight with each other because each person really wants that orange for themselves. Julia says she values the orange more and she should have it. But John quickly retorts that he values the orange more and that he should have it.

Neither person explains to the other why they want the orange. Instead, they don't tell them about the value they perceive it to have. But being omniscient as the narrator in this example, I know exactly what each of them wants to do with that orange. Julia is hungry, and she desires to have a sweet and healthy afternoon snack. So if she gets the orange, she plans to cut it apart, eat the sweet, juicy flesh inside of it, and throw away the peel. Now, in her perception of the value of this orange, the inside of the fruit holds 100% of the value, and the peel is garbage. It's worthless. John, on the other hand, is a baker, and this afternoon he wanted to make some orange cupcakes. So he needed the orange peel to be able to zest it into the batter. If he gets the orange, he intends to simply use the peel and throw away the orange's sweet inside in the trash. Unlike Julia, who places 100% of the orange's value on its ability to be eaten as an afternoon snack, John believes that that part of the orange is completely worthless. Instead, he places 100% of the value in the orange peel.

Now, I'm sure you can see the interesting thing here about value. This one orange could serve 100% of the needs of each person involved in this transaction if only they could communicate their true desires for that orange. They could both have 100% of the value because the value is perceived by the end recipient. And in this case, our two roommates each view it differently. Now, the grocer who was the original supplier of this orange sold it for a single dollar to the grocer. Had he known that they both valued that $1 orange for different reasons, maybe he would have cut the orange apart, separated the insides away from the peel, and sold each portion for a dollar each. And if he had done that to each of the roommates, he would have doubled the orange's value for himself. Now, I know that sounds a little crazy, but I bet on exam day, you're going to remember about this orange and its value. You're going to remember that the amount of value that something has is based on the recipient's perception of that value, right? It is the recipient who is expected to gain value from the products, relationships, services, or whatever else we are expected to deliver or facilitate for them. Because this value is always considered subjective, it can be quite different from what the original supplier planned; it may be different from what they had described the product as or what service it was going to fulfill. And from what we originally agreed to, this subjectivity should be captured, measured, and evaluated because this is what we have to work with as an organisation that performs service management. Now let's get back to our definition of value once more.

Value is the perceived benefits, usefulness, and importance of something. As I said before, this definition is a bit generic, right? This is because it uses this vague term for something. This word was specifically chosen by the creators of ITIL. Because service management goes beyond just services these days. Because the perceived benefits and usefulness of something really do depend on the context in which it's being talked about.In each given context, we know what that something is and what it means in the value definition. But in a generic definition like this, we can't simply list all of the things something can be, so something becomes that placeholder. Because when we talk about value, value is really based on these relationships as well. And we're going to discuss those service relationships in a future lesson.

3. Organizations and People

In today's digital economy, every organisation in the world has become a service organization. You may think your organisation isn't a service organization, but when you really look at what it does on a daily basis, it truly is a service organization. Example: You may work for a grocery store, and you may think you're in the business of selling milk and cereal, which are both products, but in reality, you're probably really a service organization too. Most of the services, if not all of them, that your company currently owns and manages are done to co-create value with your customers. And these are enabled by information technology.

Now, how can I make this claim? Well, let's consider a large retailer like Walmart, which sells a wide variety of different products, from diapers to groceries to electronics and car tires. Walmart has been wildly successful in selling all of these different products. But the particular product Walmart sells doesn't really matter that much. Instead, the real reason that Walmart has been so successful is that they are able to provide a service to their customers that no one else has been able to do the way they have. And that is a collection of services that are enabled by it. Walmart, for example, has created a wonderfully robust distribution and logistics system to get their products to their stores quickly, efficiently, and more cost-effectively than other people. And this allows them to rely on complex inventory, tracking, and logistics systems that are all run by various IT components and services. They've been able to do this to provide products at their everyday low price, which is actually the service they provide to their customers.

Walmart's service is about bringing you the products you want or need at the lowest price always. Other stores can't bring that to you at the same level or at the same cost that Walmart can. So in a price battle, Walmart is going to win every time because of their ability to embrace it and enable their services. But how is Walmart co-creating value with me, the customer? Well, let's say I was having a party tonight and I invited you over for dinner. I might run over to Walmart to buy all of the supplies. I need things like meat and cheese, vegetables, and drinks, and I bring them all back to my kitchen. I then use all of those ingredients to cook a meal for my party night.

The value isn't the ingredients that I got from Walmart. It was the result of my co-creation of value with Walmart. Walmart provided all the ingredients at a low price, and I provided the ability to cook it all up into a delicious meal. Now, the value is the happiness and the full bellies of all of my guests at my party. This is the value co-created through the service. Now, as you think about all the different industries and organizations in the world, it's really hard to think of any that aren't providing some kind of service that is enabled by technology. Because of this, technology has become commonplace in the modern workplace. But all of this technology needs to be managed in order for it to be effective at enabling value for your customers by providing services. And this brings us to the concept of service management. Service management is defined as a set of specialized organizational capabilities for enabling value for customers in the form of services. The purpose of Idle Four is to provide organizations working in this modern service economy with guidance for managing their information technology. and information technology dependencies effectively, efficiently, and in some coordinated, structured, and integrated way that combines the agility, the time to market, and their ability to deliver new things faster while using their risk controls and providing assurance that the services will be performed properly today, tomorrow, and any day further into the future.

It's important to note that this isn't just about providing a quick service to a customer; it's also about being able to balance that with the proper controls to ensure that the service is of high quality now and in the future. This ensures that there is a balance of speed and control within our organisations and their services. Simply put, it all provides organisations with a comprehensive framework for service management. This framework is designed to ensure that an effective, efficient, flexible, coordinated, and integrated system for the governance and management of services is established. It is also concerned with ensuring that these services are continually improving within your organization. Now, if you're new to the business world or the information technology world, governance might be one that you're not quite familiar with.

Governance is simply the means by which an organisation is directed and controlled. This means that it involves all of the processes needed to govern or oversee the operation of the organization. For example, in the United States, our government creates rules and laws that are used as a method to direct the actions of its citizens. This is called governance, right? It's the way that we operate as a country. Well, organisations need governance too. And at your company, there's likely a process for everything you need to do. Think about it. If you want to take two weeks of vacation, you couldn't simply decide to not go to work for two weeks without telling your boss, right? You'd probably end up losing your job. Now. Instead, you're going to go through the process to request the vacation. And that process is going to be different based on your organisation or my organization.

Because each organization runs itself and its processes differently, that is the way that they run things. That's known as governance.

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