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

The main objective of ajob rotation programin anIT organizationis tosupport the long-term continuity of the organization(A). Job rotation ensures that multiple staff members are trained across various roles and tasks, reducing dependency on specific individuals and mitigating risks associated with staff turnover or absences. This approach enhances organizational resilience by creating a flexible, cross-trained workforce capable of maintaining operations, aligning withIT organizationprinciples for workforce planning and business continuity.

Train staff on a range of activities (B):While training is a benefit, it is a means to achieve continuity, not the primary objective.

Increase staff job satisfaction (C):Job satisfaction may be a secondary benefit, but it’s not the main goal in an IT context.

Allow staff a diversity in responsibilities (D):Diversity in tasks is a byproduct, not the primary focus, which is organizational continuity.

According tohuman resource managementframeworks, job rotation is a strategic tool for ensuring operational stability, particularly in IT environments where specialized skills are critical.

InITIL’s problem management process,poor registration of problems(A) is the most likely cause of low-quality problem resolution. Effective problem management requires accurate logging of incidents and problems, including detailed descriptions, to enable proper root cause analysis and resolution. If problems are poorly registered (e.g., incomplete or inaccurate data), it hinders diagnosis and resolution, leading to customer dissatisfaction.

Wrong allocation of problems (B):Incorrect assignment to teams can delay resolution but is less fundamental than poor registration, which affects the entire process.

Errors in priority (C):Incorrect prioritization may delay urgent issues, but poor registration impacts resolution quality more directly.

Lack of budget (D):May limit resources, but the scenario points to process quality, not resource constraints.

In theSoftware Development Life Cycle (SDLC), thedevelopment phasetypically includescode writing(A),testing(B), anddocumenting(C) to build and verify the software.Implementation(D) is part of thedeployment phase, where the software is installed and made operational in the production environment, not part of development.

Ause caseoruser storydescribes interactions between a user (role) and the system to achieve a specific goal, defining what the system must do. This corresponds to afunctional requirement(A), which specifies the system’s features or capabilities (e.g., “the system shall allow users to submit a return request”). According toSDLCand requirements engineering, functional requirements focus on specific functionalities, as captured in use cases.

Behavioral requirement (B):Not a standard term; it may refer to system behavior but is less specific than functional requirements.

Non-functional requirement (C):Covers performance, scalability, or usability (e.g., response time), not specific user interactions.

Security requirement (D):A subset of non-functional requirements focused on security, not general use case interactions.

Awhite box testinvolves testing the internal structure and code of an application, requiring access to its source code. The stakeholders’ demand for anindependent white box testindicates their primary concern is thequality of the source code(C). This type of testing, conducted by an independent party, ensures the code is well-structured, secure, and free of defects that could lead to vulnerabilities or inefficiencies.

Capacity (A):Refers to the system’s ability to handle load, typically tested via performance or stress testing, not white box testing.

Performance (B):Focuses on speed and responsiveness, evaluated through performance testing, not white box testing.

Functionality (D):Is tested via black box testing, which focuses on inputs and outputs without examining the code.

White box testing is a technical process often aligned withSDLCquality assurance practices, ensuring code reliability and maintainability, which is critical for stakeholders concerned about long-term system integrity.

To deliverknowledgesupportingcross-functional business units, bothinformation management(A) anddata management(B) are required (C).Data managementensures raw data is collected, stored, and organized (e.g., databases, data quality), whileinformation managementtransforms data into meaningful knowledge (e.g., through analytics, reporting, or knowledge bases) accessible to business units. According toCOBITorIT strategy frameworks, integrating data and information management enables cross-functional collaboration by providing actionable insights and knowledge sharing.

Information management alone (A):Focuses on knowledge delivery but relies on well-managed data.

Data management alone (B):Provides raw data but lacks the processes to turn it into usable knowledge.

The analysis identifiesinsufficient manpower(a staffing issue) andlack of skills(a capability issue) within the internal IT provider. These gaps correspond toorganizational(manpower, related to staffing and resource allocation) andtechnical(skills, related to expertise and technical capabilities) deficiencies (B).

Financial and organizational (A):Financial gaps (e.g., budget constraints) are not mentioned in the scenario.

Financial and technical (C):Financial issues are not indicated; the focus is on manpower and skills.

According tovendor management frameworks, identifying gaps in internal capabilities (e.g., staffing and technical expertise) justifies outsourcing to a vendor to fill these deficiencies.

For a budget proposal that must beas accurate as possibleand supported by aWork Breakdown Structure (WBS)orProduct Breakdown Structure (PBS), thebottom-up estimate(A) is preferred. This method involves estimating costs for each task or deliverable in the WBS/PBS, then aggregating them to calculate the total budget. According toPMBOK, bottom-up estimation leverages detailed data, ensuring high accuracy, especially when a WBS is available.

Rough Order of Magnitude (ROM) (B):A high-level estimate with low accuracy (±50%), used early in projects, not suitable for detailed budgeting.

Analogous estimate (C):Relies on historical data from similar projects, less accurate than bottom-up when detailed WBS data exists.

Budget estimate (D):A general term, not a specific technique, and less precise than bottom-up.

Reviewing anIT service catalog, as perITILservice asset and configuration management, focuses on ensuring services align with business needs and compliance requirements. Key criteria include:

Retiring services (A):Assessing whether services are outdated or no longer needed is critical.

New laws, codes, or regulations (B):Compliance with legal or regulatory changes is essential to avoid penalties.

Service relevance and appropriateness (D):Ensures services meet current business objectives and user needs.

Changes in the IT service provider organization (C), such as internal restructuring or staffing changes, are not typically a direct criterion for service catalog review, as the catalog focuses on services offered, not the provider’s internal operations.

To predict future customer purchases, the marketing department requiresadvanced analytics(B), which involves sophisticated data analysis techniques, such as predictive modeling, machine learning, and data mining. These technologies enable the department to analyze customer behavior, identify patterns, and forecast purchasing trends, supporting targeted advertising campaigns.

Records Management System (RMS) (A):Focuses on managing and storing records, not predictive analysis.

Ad hoc analysis (C):Allows for on-demand, one-off queries but lacks the predictive capabilities of advanced analytics.

Business Intelligence (BI) (D):Provides reporting and historical data analysis but is less focused on predictive modeling compared to advanced analytics.

Advanced analytics aligns withIT strategygoals of leveraging data for competitive advantage, as it supports predictive insights critical for marketing decisions.