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ITIL 4 Problem Mgmt study materials
ITIL 4 Problem Mgmt study resources

ITIL 4 Problem Mgmt practice questions

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Question 1Problem management concepts and principles

In ITIL 4, what is the primary purpose of the problem management practice?

  1. To negotiate and agree service levels with customers and users
  2. To restore service within agreed targets after an unplanned interruption
  3. To reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents Correct answer.
  4. To manage the full lifecycle of all IT assets in the organisation

Explanation

ITIL 4 defines problem management as the practice of reducing the likelihood and impact of incidents by identifying actual and potential causes, and managing workarounds and known errors. Its focus is on causes and prevention, not on restoring service or managing assets. Restoration is incident management and service level negotiation belongs to service level management.

Question 2Problem management concepts and principles

What is the ITIL 4 definition of a problem?

  1. A temporary solution that reduces or eliminates the impact of an incident
  2. A problem that has been analysed but not yet resolved
  3. An unplanned interruption to a service or reduction in the quality of a service
  4. A cause, or potential cause, of one or more incidents Correct answer.

Explanation

In ITIL 4 a problem is defined as a cause, or potential cause, of one or more incidents. The definition deliberately includes potential causes, which is why problem management covers both reactive and proactive work. The other options describe an incident, a workaround, and a known error respectively.

Question 3Problem management concepts and principles

What is a known error in ITIL 4 problem management?

  1. An incident that has been escalated to a third-party supplier
  2. A recurring incident that has no assigned owner
  3. A problem that has been analysed but not yet resolved Correct answer.
  4. A change that failed and was rolled back

Explanation

A known error is a problem that has been analysed but not resolved, typically with a documented root cause and often a workaround. Recording known errors allows service desk staff to resolve matching incidents faster. Known errors remain open until the underlying problem is permanently resolved.

Question 4Problem management concepts and principles

A service desk analyst applies a documented temporary fix that restores a user's access while the underlying fault remains. What has the analyst used?

  1. A workaround Correct answer.
  2. A service request
  3. A problem model
  4. A permanent resolution

Explanation

A workaround is a temporary way to reduce or eliminate the impact of an incident or problem for which a full resolution is not yet available. It restores service without removing the root cause. Permanent resolution removes the cause itself, so the fault would no longer recur.

Question 5Problem management concepts and principles

Which outcome is associated with the problem management practice in ITIL 4?

  1. Increased volume of recurring incidents
  2. Reduced frequency and impact of incidents through identification of causes Correct answer.
  3. Faster approval of standard changes
  4. Guaranteed elimination of all incidents across the organisation

Explanation

Problem management aims to reduce the likelihood and impact of incidents by finding and addressing causes, including potential causes identified proactively. It cannot eliminate all incidents, because some arise from unpredictable events or user error. Faster change approval belongs to change enablement.

Question 6Problem management concepts and principles

Which role typically owns a problem through its lifecycle and is accountable for its resolution?

  1. The service desk agent who first logged the incident
  2. The problem owner Correct answer.
  3. The change authority
  4. The customer who reported the incident

Explanation

Problem management assigns a problem owner who is accountable for managing the problem through to resolution, including coordination of investigation and documentation. The person who logged the incident only records symptoms. The change authority approves changes and the customer reports impact but does not own the problem.

Question 7Problem management concepts and principles

How does problem management differ from incident management in terms of primary focus?

  1. Incident management focuses on causes; problem management focuses on restoring service
  2. Both practices focus exclusively on restoring service within agreed targets
  3. Both practices focus exclusively on identifying root causes
  4. Problem management focuses on causes; incident management focuses on restoring service quickly Correct answer.

Explanation

Incident management prioritises restoring normal service as quickly as possible, while problem management investigates and removes the underlying causes to prevent recurrence. The two practices work together but have different objectives. Confusing them leads to recurring incidents that are never permanently fixed.

Question 8Problem management concepts and principles

Which statement best describes proactive problem management?

  1. It closes problems automatically when related incidents stop being logged
  2. It identifies potential causes of incidents before they occur, for example through trend analysis Correct answer.
  3. It transfers all problem investigation to the change authority
  4. It responds only after a major incident has been escalated

Explanation

Proactive problem management looks for potential causes of incidents, often using trend analysis and monitoring data, before incidents cause significant harm. Reactive problem management, by contrast, is triggered by incidents that have already occurred. Proactive work is a defining feature of the ITIL 4 practice.

Question 9Problem management concepts and principles

A team notices that a batch job fails every time a specific database maintenance task runs overnight. They log this as a problem and begin investigating the interaction between the two jobs. Which activity of the problem management workflow are they performing?

  1. Error control
  2. Problem closure
  3. Problem identification
  4. Problem control Correct answer.

Explanation

Problem control covers the activities of identifying and analysing the problem, including root cause analysis and documenting findings. Problem identification is the earlier detection step that recognises the problem exists. Error control then manages known errors and their workarounds until resolution.

Question 10Problem management concepts and principles

After a problem has been analysed and a workaround documented, which activity ensures the workaround is available to the service desk and tracked until a permanent fix is delivered?

  1. Continual improvement
  2. Problem identification
  3. Service level management
  4. Error control Correct answer.

Explanation

Error control manages known errors, including documenting and communicating workarounds and monitoring them until the problem is permanently resolved. It ensures the service desk can apply the workaround consistently. Problem identification only detects the issue, and continual improvement is a broader practice.

Question 11Problem management concepts and principles

Which technique is commonly used within problem management to determine the underlying cause of a recurring incident?

  1. Service level agreement review
  2. Change advisory board voting
  3. Root cause analysis such as the 'five whys' or Ishikawa diagrams Correct answer.
  4. Capacity and demand forecasting

Explanation

Problem management applies root cause analysis techniques, including the five whys and cause-and-effect (Ishikawa) diagrams, to move beyond symptoms to the underlying cause. These techniques structure the investigation and help avoid premature conclusions. The other options belong to different practices or governance activities.

Question 12Problem management concepts and principles

Why does ITIL 4 problem management emphasise linking problems to incidents and to related changes?

  1. To reduce the number of known errors recorded
  2. To allow the service desk to bypass incident logging
  3. To ensure every incident results in a change being raised
  4. To provide context, support prioritisation, and verify that a resolution actually prevents recurrence Correct answer.

Explanation

Linking problems to incidents and changes gives investigators context about impact and frequency, supports prioritisation, and allows verification that a change actually removed the cause. It also helps identify known errors that affect multiple services. Not every incident requires a change, and linking does not bypass logging.

Question 13Problem management concepts and principles

A problem is assessed as high priority. Which combination of factors most appropriately drives that prioritisation?

  1. The impact of related incidents and the likelihood of recurrence Correct answer.
  2. The age of the underlying hardware in the data centre
  3. The seniority of the person who reported the first incident
  4. The number of changes raised in the last quarter

Explanation

Problem prioritisation considers the impact of the incidents it causes and the likelihood or frequency of recurrence, so that effort goes where it reduces risk most. Severity, urgency, and business criticality of affected services also inform the decision. Reporter seniority or asset age alone are not reliable priority drivers.

Question 14Problem management concepts and principles

Which statement correctly distinguishes a problem from an incident?

  1. An incident is the cause of a problem
  2. A problem may exist even when no incident has yet occurred Correct answer.
  3. An incident and a problem are the same thing viewed at different times
  4. A problem always generates at least one incident before it can be logged

Explanation

Because a problem is a cause or potential cause of incidents, it can be identified proactively before any incident occurs. An incident is the observable effect or interruption, so it cannot be the cause of a problem. The two concepts are related but distinct records with different purposes.

Question 15Problem management concepts and principles

Under ITIL 4, which practice is most likely to be involved when a permanent fix for a problem requires modifying a production service?

  1. Service desk
  2. Supplier management
  3. Change enablement Correct answer.
  4. Relationship management

Explanation

A permanent fix usually requires a change, so problem management works with change enablement to assess, authorise, and schedule it. Change enablement maximises the number of successful service and product changes. The other practices may be involved but do not authorise the modification itself.

Question 16Problem management concepts and principles

A known error has been documented with a workaround. What should happen to the problem record while a permanent fix is pending?

  1. It should be reclassified as an incident
  2. It should be closed because a workaround exists
  3. It should be deleted to avoid cluttering the known error database
  4. It should remain open and be reviewed until the root cause is resolved Correct answer.

Explanation

A workaround reduces impact but does not remove the cause, so the problem remains open and is periodically reviewed until a permanent resolution is implemented and verified. Closing it early risks losing the opportunity to eliminate recurrence. Known errors are retained so the workaround stays available.

Question 17Problem management concepts and principles

Which source of information is most useful for proactive problem management?

  1. Records of completed service requests only
  2. The organisation's marketing plan
  3. Trend reports and monitoring data showing patterns of incidents and errors Correct answer.
  4. Individual complaints raised by a single user

Explanation

Proactive problem management relies on trend analysis, monitoring, and reporting to spot patterns and potential causes before incidents become significant. Aggregated data reveals recurring themes that individual reports cannot. A single complaint or completed service request records rarely reveal systemic causes.

Question 18Problem management concepts and principles

What is the main benefit of maintaining a known error database within problem management?

  1. It helps staff resolve incidents faster by matching symptoms to documented causes and workarounds Correct answer.
  2. It replaces the need for incident management
  3. It guarantees that no further incidents will occur
  4. It removes the need to perform root cause analysis

Explanation

A known error database stores analysed problems with their symptoms, causes, and workarounds so that incidents can be matched and resolved more quickly. It improves consistency and reduces resolution time. It complements rather than replaces incident management and root cause analysis.

Question 19Problem management concepts and principles

A problem investigation concludes that the root cause lies with a third-party supplier's component. Which action best reflects effective problem management?

  1. Record the known error, implement a workaround, and engage the supplier through supplier management to pursue a permanent fix Correct answer.
  2. Close the problem because the cause is outside the organisation's control
  3. Ignore the problem until the supplier announces a fix
  4. Reassign the problem to the service desk to handle as an incident

Explanation

Problem management remains accountable even when the cause is external: it documents the known error, mitigates impact with a workaround, and works with supplier management to secure a permanent resolution. Closing the problem because the cause is external abandons accountability. Passive waiting leaves users exposed to continued impact.

Question 20Problem management concepts and principles

Which statement about the relationship between problem management and continual improvement is most accurate?

  1. Problem management is unrelated to continual improvement
  2. Problem management only records improvements made by other practices
  3. Findings from problem management feed continual improvement by identifying systemic weaknesses and improvement opportunities Correct answer.
  4. Continual improvement replaces problem management in ITIL 4

Explanation

Problem management generates insight into systemic weaknesses, recurring causes, and improvement opportunities that inform continual improvement initiatives. The two practices reinforce each other: investigation findings drive improvement, and improvement reduces future problems. Neither replaces the other.

Question 21Problem management concepts and principles

Which set of inputs is most relevant when deciding whether to raise a problem record?

  1. Recurring incidents, major incidents, and monitoring signals of potential failure Correct answer.
  2. Only incidents that a single user reports
  3. Only changes that were approved by the change authority
  4. Only service requests that were fulfilled on time

Explanation

Problem records are typically raised from recurring incidents, major incidents, and monitoring or trend signals that indicate potential causes. These inputs reveal patterns and significant impact worth investigating. Single user reports or unrelated change and request records are weaker triggers on their own.

Question 22Problem management concepts and principles

A problem record shows many linked incidents across several services but no confirmed root cause. Which action is most appropriate next?

  1. Close the problem to keep the backlog low
  2. Downgrade priority because the cause is unknown
  3. Continue analysis, document interim findings as a known error if applicable, and apply a workaround to reduce impact Correct answer.
  4. Convert all linked incidents into problems

Explanation

When the cause is not yet confirmed, the practice continues investigation while documenting interim findings and applying workarounds to limit impact on users. Closing the record or downgrading priority because the cause is unknown would ignore significant impact. Converting every linked incident into a problem would duplicate records without adding value.

Question 23Problem management concepts and principles

Which situation best illustrates the risk of skipping problem management after a major incident is resolved by a workaround?

  1. The service desk records fewer incidents overall
  2. The underlying cause persists and the incident is likely to recur, causing repeated disruption Correct answer.
  3. Known errors are documented more thoroughly
  4. The change authority gains more time to approve changes

Explanation

A workaround restores service but leaves the cause in place, so without problem management the incident is likely to recur and cause repeated disruption. Documenting known errors and reducing recurrence require the investigation that problem management performs. Skipping it therefore increases, rather than reduces, long-term risk.

Question 24Problem management concepts and principles

Two problems affect the same service. Problem A causes frequent low-impact incidents; Problem B causes rare incidents with severe business impact. How should prioritisation typically treat them?

  1. Defer both until the service is retired
  2. Prioritise A purely because it generates more incident records
  3. Treat them as equal because they affect the same service
  4. Weigh both frequency and business impact, often prioritising B because of its severe impact Correct answer.

Explanation

Problem prioritisation balances the frequency of related incidents against their impact on the business, so a rare but severe problem can outrank a frequent minor one. Incident count alone is an incomplete measure. Treating them as equal ignores the differing risk each presents.

Question 25Problem management concepts and principles

A team resolves a problem by changing a configuration item. What must problem management do to confirm the resolution was effective?

  1. Assume effectiveness because the change was approved
  2. Delete the known error record immediately
  3. Monitor related incidents after the change and verify that the cause no longer produces incidents before closing the problem Correct answer.
  4. Close the problem as soon as the change is deployed

Explanation

Resolution must be verified by observing whether related incidents recur after the change, which confirms the cause has actually been removed. Approval of a change does not prove the fix worked. Closing immediately or deleting the known error record risks losing the fix if the problem returns.

Question 26Problem management concepts and principles

In ITIL 4, what does the term 'problem' specifically refer to?

  1. An unplanned interruption to a service
  2. A cause, or potential cause, of one or more incidents Correct answer.
  3. A change to a configuration item made without approval
  4. A request from a user for something to be provided

Explanation

ITIL 4 defines a problem as a cause, or potential cause, of one or more incidents. This makes the problem a causal entity rather than the visible disruption itself. The disruption experienced by users is the incident, which the problem may explain.

Question 27Problem management concepts and principles

Which term describes a problem that has been analysed but does not yet have a confirmed root cause and permanent fix?

  1. Workaround
  2. Incident model
  3. Service level breach
  4. Known error Correct answer.

Explanation

A known error is a problem that has been analysed but not yet resolved, often with a documented workaround. It records that the cause is understood well enough to manage impact even though a permanent fix is pending. This distinguishes it from an incident, which is the disruption itself.

Question 28Problem management concepts and principles

What is the primary purpose of the problem management practice in ITIL 4?

  1. To negotiate and manage service level agreements with customers
  2. To reduce the likelihood and impact of incidents by identifying actual and potential causes Correct answer.
  3. To restore normal service operation as quickly as possible after disruption
  4. To authorise and schedule changes to the production environment

Explanation

Problem management aims to reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents and managing workarounds and known errors. Restoration speed is the goal of incident management, not problem management. This causal focus is the defining purpose of the practice.

Question 29Problem management concepts and principles

Which practice is responsible for managing workarounds and known errors once a problem has been analysed?

  1. Problem management Correct answer.
  2. Change enablement
  3. Service desk
  4. Release management

Explanation

Problem management owns the lifecycle of problems, known errors and workarounds. It documents workarounds and known errors and ensures they are available for use. Other practices may consume this information but do not own it.

Question 30Problem management concepts and principles

Which term describes the practice of identifying problems before any related incident has occurred?

  1. Trend analysis of incidents
  2. Reactive problem management
  3. Proactive problem management Correct answer.
  4. Major incident review

Explanation

Proactive problem management identifies causes and potential causes before incidents arise, for example through analysis of trends and data. Reactive problem management responds to incidents that have already happened. Both are part of the practice, but only proactive work precedes the incident.

Question 31Problem management concepts and principles

Which statement best describes the role of the problem owner in ITIL 4 problem management?

  1. The person who operates the service desk shift when the incident occurs
  2. The person accountable for managing a problem through to resolution and for its outcomes Correct answer.
  3. The person who first reports the incident that triggers the problem record
  4. The person who approves the budget for any resulting corrective change

Explanation

A problem owner is accountable for the problem's management and outcomes across its lifecycle. This accountability differs from simply reporting an incident or approving funding. Clear ownership helps ensure investigations progress and workarounds are maintained.

Question 32Problem management concepts and principles

Which output of problem management most directly helps the service desk handle future recurrences of an incident?

  1. A documented workaround associated with a known error Correct answer.
  2. A revised service level agreement
  3. A capacity plan for the coming year
  4. A new release calendar

Explanation

A documented workaround attached to a known error lets the service desk restore service faster when the same incident recurs. It directly targets the recurrence rather than broader planning concerns. This is a core value of known error information.

Question 33Problem management concepts and principles

Which statement correctly describes how problem management interacts with the 'improve' value chain activity?

  1. Problem management blocks improvements until all incidents are closed
  2. Problem management supplies identified causes and improvement opportunities that feed continual improvement Correct answer.
  3. Problem management only reports financial metrics to continual improvement
  4. Problem management replaces continual improvement for technical services

Explanation

Problem management generates insight into causes and recurring weaknesses, which continual improvement can act on. It informs improvement rather than replacing it. The two work together to raise service quality over time.

Question 34Problem management concepts and principles

A service desk notices that a printer in a branch office jams whenever a specific large report is printed, and users must reboot the printer each time. Which action best reflects problem management?

  1. Close the incident each time and take no further action
  2. Escalate the incident to the change advisory board immediately
  3. Log a problem to investigate why that report triggers the jam and record the reboot as a workaround Correct answer.
  4. Raise a service request to order more printer paper

Explanation

A repeating pattern with a consistent trigger signals a potential cause worth investigating, which is the essence of problem management. Recording the reboot as a workaround preserves service while the cause is analysed. Repeatedly closing incidents without analysis leaves the cause unaddressed.

Question 35Problem management concepts and principles

An organisation wants to reduce the number of incidents caused by a recently deployed application. Which activity is most aligned with proactive problem management?

  1. Waiting for users to report failures before investigating
  2. Raising the priority of all incidents from that application
  3. Analysing incident trends and monitoring data from the new application to find latent weaknesses Correct answer.
  4. Extending the service desk opening hours

Explanation

Proactive problem management uses trends and monitoring data to find weaknesses before they cause incidents. Analysing the new application's data fits this aim directly. Waiting for reports is reactive, and priority changes or longer hours do not address causes.

Question 36Problem management concepts and principles

A problem record has a confirmed root cause and an approved permanent fix that will be deployed in three weeks. What is the most appropriate status handling for the known error during this period?

  1. Keep the known error and its workaround available until the fix is verified in live operation Correct answer.
  2. Convert the known error into an incident record
  3. Delete the known error immediately because the cause is now known
  4. Reclassify the problem as a service request

Explanation

The known error and workaround remain valuable until the permanent fix is verified, because incidents may still occur in the interim. Removing the information early would deprive the service desk of guidance. Closure follows verification, not the approval of a fix.

Question 37Problem management concepts and principles

A problem is linked to twelve incidents across three services, all with high business impact, and no workaround exists. How should the problem be prioritised?

  1. As low priority, because the incidents are already being handled separately
  2. As medium priority regardless of impact, to keep the queue balanced
  3. As high priority, reflecting broad impact, incident frequency and absence of a workaround Correct answer.
  4. As low priority, because no root cause has yet been found

Explanation

Problem prioritisation considers impact, frequency and the availability of workarounds, among other factors. Broad impact across services, many incidents and no workaround all point to high priority. The absence of a root cause does not lower priority; it makes resolution more urgent.

Question 38Problem management concepts and principles

Investigation shows that a recurring outage is caused by a misconfigured load balancer. Which practice should problem management engage to implement the permanent fix?

  1. Service level management, to renegotiate targets
  2. Change enablement, to authorise and schedule the configuration change Correct answer.
  3. Supplier management, to terminate the vendor contract
  4. Service desk, to close all open incidents

Explanation

A permanent fix that alters a production configuration item requires a controlled change, so change enablement must authorise and schedule it. Problem management identifies the cause but does not itself deploy the change. This separation keeps production changes governed.

Question 39Problem management concepts and principles

A problem's root cause is traced to a defect in a third-party component. What is the most appropriate problem management response?

  1. Downgrade the problem to an incident and await recurrence
  2. Record the known error, maintain a workaround and engage the supplier through supplier management to obtain a fix Correct answer.
  3. Close the problem because the cause lies outside the organisation
  4. Reassign the problem to the service desk for monitoring

Explanation

When the cause sits with a supplier, problem management still owns the known error and workaround while engaging the supplier to deliver a fix. External causation does not remove accountability for managing impact. Supplier management is the appropriate channel for the external action.

Question 40Problem management concepts and principles

Which combination of information is most useful when deciding whether to raise a problem record?

  1. The customer satisfaction score for the last quarter
  2. Recurrence of similar incidents, their business impact and whether the cause is understood Correct answer.
  3. The number of changes awaiting approval and the release calendar
  4. The service desk's staffing levels and shift patterns

Explanation

The decision to raise a problem hinges on whether incidents recur, how much impact they cause and whether the cause is already understood. These factors indicate whether investigation will add value. Staffing, change queues and satisfaction scores are not direct indicators of an unknown cause.

Question 41Problem management concepts and principles

Two problems affect the same service. Problem A causes frequent low-impact incidents with a reliable workaround. Problem B causes rare incidents with severe impact and no workaround. Which prioritisation is most defensible?

  1. Problem A ranks higher because it generates more incident records
  2. Problem A ranks higher because a workaround already exists
  3. Problem B ranks higher because of severe impact and the absence of a workaround Correct answer.
  4. Both rank equally because they affect the same service

Explanation

Problem prioritisation weighs impact and the availability of workarounds alongside frequency. Severe impact without a workaround represents greater risk than frequent low-impact incidents that can be worked around. Raw incident counts alone do not determine priority.

Question 42Problem management concepts and principles

A major incident is resolved by a workaround, and the team moves on without raising a problem. Which risk does this create?

  1. The underlying cause persists and the disruption is likely to recur without a permanent fix Correct answer.
  2. The incident record will be deleted by the service desk
  3. The service level agreement will be voided
  4. The workaround will automatically expire and stop working

Explanation

Skipping problem management after a workaround leaves the cause in place, so the same disruption is likely to recur. The workaround masks the symptom rather than removing it. Raising a problem ensures the cause is investigated and a permanent fix is pursued.

Question 43Problem management concepts and principles

A problem is closed after a configuration change. What should problem management do to confirm the change actually resolved the cause?

  1. Monitor related incidents and verify that recurrences have stopped before final closure Correct answer.
  2. Rely on the change implementer's assurance alone
  3. Delete the known error at the moment of deployment
  4. Close the problem as soon as the change is deployed

Explanation

Verification requires evidence that the incidents the problem caused no longer recur. Monitoring after deployment provides that evidence. Closing on deployment alone risks declaring success before the outcome is known.

Question 44Problem management concepts and principles

Which statement best explains why problem management links problem records to incidents and to changes?

  1. Links allow incidents to be closed without resolution
  2. Links replace the need for a known error record
  3. Links provide evidence of impact and traceability from cause through to the corrective change Correct answer.
  4. Links are required only to satisfy audit reporting requirements

Explanation

Linking problems to incidents shows the impact and frequency that justify investigation, while linking to changes traces the corrective action. Together the links give end-to-end traceability from cause to fix. They support decision-making rather than merely satisfying audit.

Question 45Problem management concepts and principles

Which technique is most appropriate for a problem team trying to determine why incidents cluster around a particular time of day?

  1. Surveying users about their general satisfaction with the service
  2. Analysing incident timestamps and related event data to identify a common triggering condition Correct answer.
  3. Reviewing the annual budget for the affected service
  4. Comparing supplier contract terms across the organisation

Explanation

Clustering by time of day points to a triggering condition, which can be found by correlating incident timestamps with event data. This is a data-driven causal technique suited to problem investigation. Satisfaction surveys, budgets and contracts do not explain timing patterns.

Question 46Problem management concepts and principles

A problem has many linked incidents and no confirmed root cause after initial analysis. What is the most appropriate next step?

  1. Reclassify the problem as a service request
  2. Wait for the next major incident before resuming work
  3. Close the problem to keep the backlog small
  4. Continue structured investigation, keep the workaround current and reassess priority as evidence grows Correct answer.

Explanation

An unresolved problem with significant impact warrants continued structured investigation and a maintained workaround. Priority should be reassessed as new evidence emerges. Closing or parking the record leaves the cause unaddressed.

Question 47Problem management concepts and principles

An organisation wants to demonstrate that its problem management practice is effective. Which measure is most meaningful?

  1. The count of service desk staff trained in problem management
  2. A reduction over time in the number and impact of incidents attributable to known causes Correct answer.
  3. The total number of problem records opened each month
  4. The average length of problem descriptions

Explanation

Effectiveness is shown by outcomes, namely fewer and less severe incidents linked to identified causes. Volume metrics such as records opened measure activity rather than results. Outcome measures align with the purpose of reducing likelihood and impact.

Question 48Problem management concepts and principles

A known error has a workaround that is safe only when applied by experienced engineers. How should this be reflected in the known error record?

  1. Mark the known error as resolved so the constraint is irrelevant
  2. Record the workaround only in the engineer's personal notes
  3. Document the workaround with its constraints and required competence so it is applied correctly Correct answer.
  4. Omit the constraints so the workaround appears simpler to use

Explanation

A workaround record must state its constraints and the competence required so it is applied safely and correctly. Hiding constraints invites misuse and further incidents. Personal notes fail to make the knowledge available to others.

Question 49Problem management concepts and principles

Problem management identifies that a recurring failure stems from a design limitation in a service. Which action best reflects the practice's contribution to continual improvement?

  1. Raise an improvement opportunity describing the design limitation and its expected benefit Correct answer.
  2. Suppress the incidents so the limitation is no longer visible
  3. Record the limitation only in the incident log
  4. Immediately rewrite the service design without involving other practices

Explanation

Feeding a documented improvement opportunity into continual improvement lets the limitation be addressed through proper governance and prioritisation. Acting unilaterally on design bypasses the practices that own design and change. Suppressing incidents hides rather than resolves the problem.

Question 50Problem management concepts and principles

A problem team must decide whether to pursue a permanent fix or rely on an existing workaround. Which consideration is most relevant to that decision?

  1. Whether the service desk prefers closing incidents quickly
  2. Whether the incident count is a round number
  3. Whether the workaround was documented by a senior engineer
  4. The balance of cost and risk of the fix against the ongoing impact and effort of the workaround Correct answer.

Explanation

Deciding between a permanent fix and a workaround involves weighing the cost and risk of the fix against the continuing impact and effort of the workaround. This is a value judgement grounded in the practice's aim to reduce impact. Documentation authorship, counts and desk preferences are not decisive.