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Exam Code: EX0-001 Practice exam 2022 by team
EX0-001 ITIL Foundation (syllabus 2011)

The purpose of the ITIL Foundation certificate in IT Service Management is to certify that the candidate has gained knowledge of the ITIL terminology, structure and basic concepts and has comprehended the core principles of ITIL practices for service management.
The ITIL Foundation certificate in IT Service Management is not intended to enable the holders of the certificate to apply the ITIL practices for service management without further guidance.

Candidates can expect to gain knowledge and understanding in the following upon successful completion of the education and examination components related to this certification.
 Service management as a practice (comprehension)
 The ITIL service lifecycle (comprehension)
 Generic concepts and definitions (awareness)
 Key principles and models (comprehension)
 Selected processes (awareness)
 Selected functions (awareness)
 Selected roles (awareness)
 Technology and architecture (awareness)
 Competence and training (awareness)

The syllabus will guide the design, development and use of training materials as well as training aimed at raising individuals understanding of, and competence in, IT service management as described in the ITIL Service Strategy, ITIL Service Design, ITIL Service Transition, ITIL Service Operation, ITIL Continual Service Improvement, ITIL Introduction and ITIL Glossary publications. The syllabus has been designed with ease of reference, extensibility and ease of maintenance in mind.
Candidates for the ITIL Foundation certificate in IT service management have to complete all units and successfully pass the corresponding examination to achieve certification.
Training providers are free to structure and organize their training in the way they find most appropriate, provided the units below are sufficiently covered. It is strongly recommended that training providers do not structure their courses by simply following the order of the training units as described in this document. It has been designed to be flexible so that training providers can add value as appropriate. The recommended number of study days is 3 when taught in a classroom environment, which can include the final exam.

ITIL Foundation (syllabus 2011)
Exin Foundation plan
Killexams : Exin Foundation plan - BingNews Search results Killexams : Exin Foundation plan - BingNews Killexams : Service Integration and Management (SIAM™) Foundation Body of Knowledge (BoK), Second edition

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Mon, 26 Jul 2021 15:58:00 -0500 en text/html
Killexams : Creating a foundation to build on

Jul. 30—New Lawrence County Community Foundation starts with $2M endowment

A new organization has been created with the goal of improving Lawrence County and it has $2 million to get things going.

Called the Lawrence County Community Foundation, it was started to nurture philanthropy throughout the county. Its formation was announced at the end of the Lawrence County Economic Development's meeting on Thursday morning at the courthouse.

LEDC director Bill Dingus said the foundation will be able to do things like deliver a no-interest loan to a small business that needs economic help but doesn't necessarily qualify for a conventional bank loan.

The new foundation was started with help of the Foundation for Appalachian Ohio which matches up to $1 million after funding comes from Lawrence County sources. The Lawrence County Commission, the Ironton-Lawrence County CAO and the Lawrence County Economic Development Corporation provided $250,000 each and the foundation is looking for another $250,000 from other people or entities. How those funds are used will be guided by a Community Foundation board consisting of entities who helped with seed funding of the project.

Dingus said that over the years, he had watched as other counties created foundations, and wanted something similar in Lawrence County. A few years ago, the State of Ohio gave the Foundation for Appalachian Ohio $20 million to create new philanthropy foundations. Dingus said they were contacted a couple of time by the Foundation for Appalachian Ohio about starting a foundation but at $250,000 or $500,000 level.

"I said 'Make that a million and we will talk about uniting to match your money so we can have a $2 million endowment,'" Dingus said. "Well, they called a few weeks ago and said they had a couple of counties that couldn't match the plan and we have a position where we can allocate $1 million, if you in Lawrence County can match $1 million."

Dingus said that he contacted the CAO about putting in $250,000 and the board agreed to it, as did the commissioners and the board of the LEDC.

Commissioner DeAnna Holliday said the commissioners could not be more pleased to be a part of the founding membership for the Lawrence County Community Foundation.

She said that too often that when opportunity arose they weren't able to take advantage of it.

"But today is a different day, opportunity knocked and we were able to accept," she said.

She said that too often she saw people with great ideas but there wasn't the support mechanism to help push them to the next level and that the new foundation "is a turning point for Lawrence County, that we are going to be able to identify needs and have the resources to support them" and this foundation can help create a strong, solid base to help people.

Ironton-Lawrence County CAO executive director D.R. Gossett took the podium next and said that getting the initial money for a project is the hardest part.

"If you have something up and going, you might be able to find investments, you might be able to find grants," he said. "But, when you have speculation, when you have need, it is kind of silent. So that's what exciting about a foundation, you get to invest in things that really can spark something special."

He explained that the mission statement of the CAO is to Boost the community by providing opportunities and to have their customers seize on those opportunities.

"This foundation gives us a tool to see opportunities," Gossett said. "I think the funds will be strategically invested and I am excited about it. I couldn't be more happy with the foundation."

Dan Evans, LEDC president, said that when Dingus brought the idea to the LEDC they were all very encouraged at the possibilities.

"We are going to affect Lawrence County from now on and forever," he said. "This foundation will continue to grow. There will be lots of opportunities to provide seed money for special projects — anything that will benefit the community."

Tracy Mann, the director of planned giving for Foundation for Appalachian Ohio, said it was very exciting and a privilege to be in Lawrence County for the creation of the foundation.

She said there are 14 foundations under the Foundation for Appalachian Ohio's umbrella because it is their passion to let community have flexible dollars to invest in things that are needed for the future.

She said that many times, when a community gets money in, it has to be used for something specific, while the foundation's money is flexible.

"That's money you can use for you can use for your biggest needs and opportunities, not just for today but for the future," she said. "I truly believe that efforts you are making with the foundation, they are going to make such a difference in the way the county looks in the future. The possibilities are going to be endless, much greater than you can imagine."

Sat, 30 Jul 2022 10:22:00 -0500 en-US text/html
Killexams : Homegrown foundation leader builds bridges, trust in Flint

FLINT, Mich. (AP) — Isaiah Oliver carefully parks his car in the crumbling parking lot of North Flint’s Greater Holy Temple Church. The lot at the church was meant for parishioners coming to worship, not 18-wheelers carrying pallets of bottled water.

But as the city grapples with its water crisis, the church has been one of the main distribution hubs for donated water, food, clothing, and other essential items. That disaster exposed thousands to dangerously high levels of lead in 2014 when an emergency manager switched the city’s water source to save money. Officials failed to treat the water, a step that would have prevented pipe corrosion.

“The water crisis opened up our eyes to the needs in the city,” says Sandra Jones, who directs the R.L. Jones Community Outreach Center housed at the church.

With no easy access to a grocery store or social services, the center has met the evolving needs of residents — like providing COVID-19 vaccines through the pandemic.

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On a visit this spring, “Mother Jones” as she’s known to many, embraced Oliver before they tour the center.

As CEO of the Community Foundation of Greater Flint, Oliver is well known throughout the city. He grew up here and took the helm of the foundation in 2017 after working there for nearly three years.

“If it were not for the community foundation, we wouldn’t exist,” Jones says. The foundation has supported the outreach center with more than $430,000 in grant funding over the years. Other foundations provide support as well.

Jones says Oliver and his colleagues understand the community’s plight because many have lived it. “They’ve been boots on the ground. They’ve got their ears to the ground,” she says. “If my water is not good, theirs isn’t, either. If I have housing around me that needs to be fixed, they do, too.”

Now as families recover from the water crisis and the pandemic, the foundation and Oliver are building on their reserve of trust and their proximity to the community. As the foundation’s first Flint native and first Black leader since it was founded in 1988, Oliver works to build bridges between marginalized people and wealthy donors.

“It’s so clear that Isaiah feels a real sense of accountability to his community,” says Susan Taylor Batten, president of ABFE: a Philanthropic Partnership for Black Communities, where Oliver is a board member.

Even more than the erosion of the city’s water pipes, “the erosion of trust was the biggest issue that came out of the water crisis,” Oliver said in an interview in his office. Rebuilding trust in institutions is a continuing process. Despite reassurances that the city’s water is safe, many residents still don’t trust the tap and drink bottled water instead.

The crisis also presented opportunities, Oliver says, to help others learn the value of community foundations and for his leadership to shine through.

“The exposure that we’ve had has given me a platform to talk about what we can do to support people in marginalized communities,” he says.

To show some of the work the foundation has supported, Oliver gave a reporter a tour of the city. As he drove, he shared stories of Flint.

The tour cruises through Civic Park, the first General Motors planned neighborhood. Here homes were built for workers and their families. As jobs and workers left, and the tax base eroded, the neighborhood became a shell of itself. Residents are working to revitalize it.

On the south side, near the city’s cultural district with its museums and concert halls, are the grand mansions built for Flint’s elites when the city was a thriving center for GM’s manufacturing. Upper-income residents as well as some elected officials live in the neighborhood today.

As the leader of the community foundation, Oliver, 41, tries to be the link between Flint’s pockets of wealth and disadvantage.

“I’m a bridge between those folks who have resources and those who need resources in order to get things done,” he says.

The bonds Oliver has built were evident as a who’s who of Flint gathered to dedicate a rebuilt public library in the cultural district. Funded by foundation grants, wealthy donors, and government dollars, the $20 million building is symbolic of the central role philanthropies play in support of Flint’s civic life.

Oliver could hardly walk a few feet without stopping for a hug, handshake, or fist bump with someone he knew. The same thing happened during the short walk to the farmers’ market as he greeted people by name as they worked at food stands or grabbed a bite of lunch.

For most of Oliver’s youth, he lived with his mother, who supported them with a part-time job and government benefits.

“I lived poor as hell, and I didn’t exactly know it,” Oliver says. “My mom protected me from that reality and allowed me to dream.”

After he graduated from high school, he attended Central Michigan University in Mount Pleasant. He graduated in 2003. Returning to majority Black Flint after living in the predominantly white college town helped him see some of the divisions there that hadn’t been as clear before.

In 2004, he was hired as an administrator at Mott Community College, where he focused on building partnerships with local organizations. In 2011, he ran for and won a seat on the board of Flint Community Schools. He served for six years, including one as president.

At the college, he became involved in a plan to Boost literacy. Many students entering the college weren’t academically prepared for their courses. Representatives from schools, businesses, churches, and philanthropies began meeting to discuss how they could serve the area’s most vulnerable students. Oliver was asked to guide the discussions. During one of those meetings, Kathi Horton, then president of the community foundation, saw him in action.

“It was obvious he was a very good listener,” Horton recalls. “He was just masterful in bringing out everyone’s voices and helping the group get comfortable with the fact that there wasn’t an immediate consensus.”

Later Horton encouraged Oliver to apply for a job at the community foundation. In 2014, he joined as vice president. When Horton retired in 2017, Oliver was named CEO. As the community foundation became the recipient of millions of dollars from other foundations supporting water-crisis recovery, it was moving away from a top-down style of grant making.

“We needed to involve community members who before had not been involved in our grant-making decisions,” Horton recalls. Oliver had a reputation as a leader invested in making Flint a better place to live.

Last year, the foundation and its donor-advised fund holders made $9.6 million in grants, ending 2021 with more than $299 million in assets.

Improving literacy remains a grantmaking priority, along with increasing access to healthy food and supporting the well-being of children affected by the water crisis. The foundation has worked to keep racial equity as a focus through all of its work, including with its COVID-19 rapid-response fund and addressing the causes of the pandemic’s heavy toll on Black residents.

In 2017, not long after Oliver became CEO, residents demanded to know how the foundation was spending the influx of water-crisis donations. He made a commitment to answer every question about the foundation’s grantmaking and finances. Flintstones, as residents call themselves, “reserve the right to question everything,” Oliver says. He wants to be known as an approachable leader.

“When you come to our door, I’m going to know you or somebody you know,” Oliver says. “I’m a member of the community who just happens to be the leader of the community foundation.”

This article was provided to The Associated Press by the Chronicle of Philanthropy. Eden Stiffman is a senior editor at the Chronicle. Email: The AP and the Chronicle receive support from the Lilly Endowment for coverage of philanthropy and nonprofits. The AP and the Chronicle are solely responsible for all content. For all of AP’s philanthropy coverage, visit

Copyright 2022 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed without permission.

Tue, 09 Aug 2022 00:16:00 -0500 en text/html
Killexams : First Foundation: Q2 Earnings Snapshot No result found, try new keyword!The Dallas-based bank said it had earnings of 59 cents per share. The results beat Wall Street expectations. The average estimate of five analysts surveyed by Zacks Investment Research was for ... Wed, 27 Jul 2022 20:12:00 -0500 text/html Killexams : Service Integration and Management (SIAM™) Professional Body of Knowledge (BoK), Second edition

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