Free Exin CITM Practice Exam with Questions & Answers | Set: 2

To ensurecontinuityin vendor selection, the key criteria includehead count(vendor’s staffing capacity to deliver services),support(availability of ongoing technical and operational support), andfinancial stability(ensuring the vendor remains viable to provide services long-term). These factors directly impact the vendor’s ability to maintain service delivery without interruptions, which is critical for business continuity.

Scope, maintenance, and price (A):Scope and price are important but don’t directly ensure continuity; maintenance is a subset of support.

Terms and conditions, maintenance, and terms of engagement (B):These are contractual elements, but they don’t fully address operational continuity like staffing or financial stability.

Price, training, and support (C):Training is less critical for continuity compared to staffing capacity or financial health.

According tovendor management frameworks, continuity is ensured by evaluating the vendor’s operational capacity and long-term reliability, making head count, support, and financial stability the minimum criteria.

Security awareness programs require ongoing engagement to remain effective. If security incidents decrease initially but increase after eight months, the most likely cause is thatmessage materials are few and static, and renewal is not taking place(C). Static content becomes outdated or ignored over time, reducing its impact. Regular updates, new campaigns, and varied delivery methods (e.g., videos, quizzes) are essential to maintain employee awareness and adapt to evolving threats, as perISO/IEC 27001orNISTsecurity awareness guidelines.

Insufficient budget (A):While budget constraints could limit program scope, there’s no evidence in the scenario to suggest this is the primary issue.

Scope too narrow (B):A narrow scope might limit effectiveness initially, but the initial success suggests the scope was adequate; the issue is sustaining engagement.

Lack of resources for instructor-led sessions (D):Instructor-led sessions are one delivery method, but the core issue is likely outdated content rather than delivery format.

Given the constraints oflittle to no budgetandlimited time,internet job boardsare the ideal sourcing method. They are cost-effective (often free or low-cost), allow quick posting of job openings, and reach a wide pool of candidates, enabling rapid hiring.

Word of mouth (A) is informal and may not yield qualified candidates quickly. Internal IT staff based on SWOT analysis (B) is not a standard recruitment method and takes time to analyze. Recruitment agencies (D) are expensive and slower due to their processes, making them unsuitable for low-budget, urgent hiring.

In a fast-changing business environment, aChange Manager(D) is responsible for guiding the change process in a controlled manner. According toITIL, the Change Manager oversees the change management process, ensuring that changes to IT services or infrastructure are assessed, approved, and implemented with minimal disruption to business operations. This role is critical when rapid business changes require structured control to maintain stability and alignment with organizational goals.

Risk Manager (A):Focuses on identifying and mitigating risks, not directly managing change processes.

Service Level Manager (B):Ensures service levels meet agreed standards, focusing on service delivery rather than change control.

Business Relationship Manager (C):Manages relationships with business stakeholders to align IT services with needs, not specifically change processes.

The Change Manager’s role, as defined in ITIL’s change management framework, is essential for controlling the pace and impact of changes in a dynamic environment.

A high failure rate of changes duringPost Implementation Review (PIR)inITIL’s change management process suggests a deficiency in theassessment and evaluation of change requests(A). Proper assessment involves analyzing risks, impacts, and feasibility before approving changes. If this step is inadequate (e.g., overlooking conflicts or underestimating impacts), changes are more likely to fail, as they may not align with objectives or be poorly planned.

Insufficient resources (B):May cause delays but is less directly tied to failed objectives compared to poor assessment.

CAB meetings not taking place (C):The CAB reviews changes, but the scenario doesn’t indicate meetings are absent; poor assessment can occur even with CAB involvement.

Insufficient budget (D):May limit implementation but is less likely the primary cause of failed objectives.