CIS-FSM test plan - ServiceNow Certified Implementation Specialist ? Field Service Management Updated: 2024
|Survey CIS-FSM real question and answers before you step through exam
Exam Code: CIS-FSM ServiceNow Certified Implementation Specialist ? Field Service Management test plan January 2024 by Killexams.com team
|ServiceNow Certified Implementation Specialist ? Field Service Management
ServiceNow Implementation test plan
Other ServiceNow examsServiceNow-CSA ServiceNow Certified System Administrator 2023
Servicenow-CAD ServiceNow Certified Application Developer
Servicenow-CIS-CSM Certified Implementation Specialist - Customer Service Management
Servicenow-CIS-EM Certified Implementation Specialist - Event Mangement
Servicenow-CIS-HR Certified Implementation Specialist - Human Resources
Servicenow-CIS-RC Certified Implementation Specialist - Risk and Compliance
Servicenow-CIS-SAM Certified Implementation Specialist - Software Asset Management
Servicenow-CIS-VR Certified Implementation Specialist - Vulnerability Response
Servicenow-PR000370 Certified System Administrator
Servicenow-CIS-ITSM Certified Implementation Specialist IT Service Management
ServiceNow-CIS-HAM Certified Implementation Specialist - Hardware Asset Management
CIS-RCI ServiceNow Certified Implementation Specialist ? Risk and Compliance (CIS-RCI)
CAS-PA ServiceNow Certified Application Specialist ? Performance Analytics
CIS-FSM ServiceNow Certified Implementation Specialist ? Field Service Management
CIS-VRM ServiceNow Vendor Risk Management
CIS-CPG ServiceNow Certified Implementation Specialist ? Cloud Provisioning and Governance (CIS-CPG)
|Some people have really good knowledge of CIS-FSM test subjects but still they fail in the exam. Why? Because, real CIS-FSM test has many tricks that are not written in the books. Our CIS-FSM dumps questions contain real test scenarios with vce test simulator for you to practice and pass your test with high scores or your money back.
A regional bank servicing its Automated Teller Machines (ATMs) is an example of what type of field service?
A. Reactive field service
B. Internal field service
C. External field service
D. Predictive field service
When can work order tasks be dispatched?
A. Parts have been sourced
B. Field agent is assigned
C. Customer books an appointment
D. Dispatch group is assigned
Which reasons can field agents provide when rejecting tasks that were assigned to them? (Choose two)
A. Type of work not preferred
B. Skills mismatch
C. Not a preferred customer
D. Parts unavailable
What criteria are utilized in auto-assignment of work order tasks? (Choose three.)
A. SLA status
B. Age of task
D. Task windows
How are dispatch groups that can be selected from work order tasks filtered?
A. By Manager
B. By Location coverage
C. By Group type
D. By Group members
Agents and managers cannot create knowledge articles from Community questions.
Information about a customerâs service contract is found in Knowledge.
From what places in SN can an agent create a case? (Choose three.)
A. Customer Service Application
What are the conditions that matching rules are based on? (Choose two.)
A. Agent resources best suited to work on a case
B. Specific routing rules
C. Filters set up in advanced work assignment
D. Specific case attributes
Predictive Intelligence improves Case management by:
A. Predicting what values should have gone into empty fields in historical records
B. Reducing the number of records needed to accurately predict a value
C. Replacing legacy routing rules
D. Predicting Case values without manual intervention
Which of the following is a condition for matching rules?
A. Agent domain
D. Specific case attributes
What do blue circles in the timeline of a case form represent?
Predictive Intelligence improves triage quality by eliminating the guesswork.
Predictive Intelligence supports which of the following decisions? (Choose two.)
A. Case Escalation
B. Case State
C. Case Categorization
D. Case Prioritization
Which Business Rules are part of the Customer Service Management baseline configuration? (Choose two.)
A. Apply Role by Customer
B. Auto Assessment
C. Change Update to Close
D. Update Case Entitlement
What are the Critical Success Factors that are related to CSM Suite Implementations? (Choose four.)
A. Define the Business Pain Points
B. Provide consistent service to customers
C. Have a clear understanding of the use cases
D. Define the number of hours needed to develop the associated requirements
E. Implementation is only as good as the underlying process
What should be emphasized when designing solutions? (Choose three.)
A. Minimize customizations
B. Focus Out-of-the-box functionality
C. Design for Scalability
D. Mobile friendly functionality
What role does the Engagement Manager play before the Workshop? (Choose two.)
A. Project Manager
B. Acts as intermediary
C. Provides answers to technical problems
D. Assists with technical requirements
What should be part of the pre-engagement collateral?
A. Frequently Asked Questions (FAQ)
B. Scoping Guide
C. Customer Service roles template
D. Stock Keeping Unit (SKU) and pricing sheet
Following Steps for Implementation
Simon Fraser Universityâ€™s (SFU) Strategic Research Plan (SRP) provides a list of priority areas and approaches to performing research and other scholarly work at the university from 2023-2028. It is (necessarily) a high-level document describing long-term strategic priorities. In order to support the SRP, concrete steps will need to be taken by the Office of the Vice-President, Research and International (VPRI) and by the university community as a whole.
This implementation plan describes the actions planned by the VPRI in response to the SRP and to community feedback. It is a living document, with regular updates planned throughout the five-year period of the SRP. It identifies projects and initiatives that are meant to support SFU scholars, lower administrative barriers and create new opportunities for the SFU community. Many of the initiatives have been selected as a result of the extensive community consultation undertaken as part of the SRP process.
Some of the initiatives listed below are short-term with clearly measurable outcomes. Others require deeper change over longer timescales in order to complete. For longer-term initiatives, milestones have been created for the first year of the plan. There are some initiatives that, due to capacity constraints, are listed in this plan but will not start in the first year.
Priority projects and initiatives
Each initiative lists a challenge and a planned action (with timeline) to address the challenge. The descriptions in this document are brief butâ€”as projects spin-upâ€”more detailed documentation will be created for each. The first project is specific to the priority areas identified in the SRP. Those that follow it are cross-cutting initiatives, designed to lower barriers to success in all priority areas.
Supporting SRP priority areas
Challenge: Solving societyâ€™s great research challenges requires collaboration across departmental, institutional, sectoral and international boundaries. The strategic priority areas described in the SRP are each multi-disciplinary in nature. Researchers are sometimes faced with barriers to collaboration across departmental, faculty and institutional boundaries. Researchers also sometimes do not feel connected to the priority areas described in a Strategic Research Plan.
Action: Working with deans, chairs and directors, faculty members, postdoctoral fellows and graduate students, we will identify a program of support for internal community-building and external partnership tailored for each strategic priority area. We will also identify institutional barriers to collaboration and feelings of inclusion in these internal communities. In year one, we will implement a set of supports around one of the priority areas. In future years, external (including international) partnership strategies for each priority area will be developed.
Priority areas include:
Supporting research graduate students
Challenge: Graduate students are key drivers of research activity in an institution. Vancouver is an attractive destination, but the high cost of living presents a challenge to our graduate students.
Action: Working closely with the provost, the dean of graduate and postdoctoral studies, SFU Advancement and with graduate students (through the Graduate Student Society), we will study ways to shift our limited resources to better support research graduate students. This includes study of tuition waivers, scholarships and bursaries. We will also work with SFU Advancement, provincial and federal funding agencies to grow resources available for graduate student support both for existing graduate students and to grow our research graduate student body. Within a year, we will set a university-wide minimum funding level for PhD students.
Supporting postdoctoral fellows
Challenge: SFU hosts a relatively small number of postdoctoral (postdoc) fellows for our number of faculty members. Existing postdocs sometimes feel like they â€śfall between the cracksâ€ť at SFU. They are neither faculty members nor students, and they have identified that many systems at SFU do not cope well with their in-between status.
Action: Working with the provost, the dean of graduate and postdoctoral studies, SFU Human Resources, and the Postdoctoral Association we will identify the concerns of postdocs andâ€”within a yearâ€”provide a central managed point for support of postdocs. We will work with SFU Advancement to create an institutional postdoc program.
Valuing and measuring scholarly impact
Challenge: The ways in which we generate scholarly impact are varied. They include publications in high-impact journals, publishing books, performances, exhibitions, the engagement of community in research and the mobilization of knowledge to the non-academic community. Current incentive and reward structures within the university do not always reflect modern measures of research impact.
Action: Working with the provost, deans, chairs and directors, the library, and SFU Faculty Relations, we will examine SFUâ€™s incentive and support structures to assess whether they align with the way the university values research impact as well as equity, diversity and inclusion. Materials to support departmental processes (e.g., Tenure and Promotion Committee) will be developed and made available to the community. Within a year, a working group will be formed, a broad assessment will be completed, and needed materials and support structures will be identified.
Decolonizing Indigenous research ethicsâ€”Responding to the ARC Call #34
Challenge: Walk this Path With Usâ€”the final report of the SFU Aboriginal Reconciliation Councilâ€”included call-to-action #34: â€śConvene an Indigenous Research Committee to establish respectful and ethical protocols and practices for researching in and with Indigenous communities; and to ensure that Indigenous perspectives, knowledge systems, and ways of knowing are respected and supported in the scholarship of faculty and students.â€ť
Action: In the first year, we will continue to support the ongoing work in Ethical Foundations, led by Professor Vicki Kelly (Faculty of Education). We will then implement changes to our human ethics processes and approaches based on what is learned from the work of the ethical foundations group. We will also build principles of â€śtwo-eyed-seeing" and â€śwalking on two legsâ€ť into major institution-led research initiatives such as the application to the Canada First Research Excellence Fund.
Building world-class research space and infrastructure
Challenge: World-class research facilities are key to the performance of world-class research. The availability of high-quality research space is currently an important limiting factor in our research growth. The availability of appropriate digital infrastructure is key to many research programs.
Action: Working with the provost, SFU Facilities Services and deans, we will prioritize existing research space for capital improvements. We will continue to work as part of the team advocating for additional buildings on our three campuses. Within a year, plans for research space upgrades will be created and some upgrade projects will be underway. The VPRI will work with the library, ITS and others to prioritize digital infrastructure needed to support researchers.
Involving undergraduates in research
Challenge: SFU is a research-intensive institution, doing world-class work across a wide range of disciplines. Our undergraduate students should have the opportunity to learn about and to participate in that research.
Action: We will review the VPRI Undergraduate Student Research Awards program to consider its goals, funding levels and accessibility. We will create web resources to highlight and support undergraduate researchers. Working with the provost, deans, and the library, we will consider new ways to provide undergraduates with exposure to SFU research including opportunities to participate and potentially to earn degree credits for the work. With communications and marketing (C&M) teams across the university, including SFU's central C&M portfolio, we will consider how to raise the profile of SFU research among undergraduates at the institution.
Protecting time for research
Challenge: Faculty members have identified â€ślack of timeâ€ť as the biggest constraint in increasing their research output. For individual faculty members, balancing the competing demands of research, teaching and service is challenging. For department chairs, school directors and deans, balancing the need to deliver academic programmingâ€”and to support a dynamic research environmentâ€”is also challenging.
Action: Consulting with deans, chairs and directors, ADRs and SFU Faculty Relations, we will identify barriers to availability and effective use of research time for faculty members. Best practices across faculties, schools and departments will be shared and places where flexibility exists in the system (e.g., course scheduling/stacking) and within the current collective agreement will be examined.
Supporting early-career researchers (faculty)
Challenge: New faculty members at the university face a number of challenges in starting their SFU research careers. These challenges may include obtaining research grants, recruiting students and research personnel, modifying research space, and purchasing and installing research equipment at the same time they are teaching new (to them) courses and settling into a new community.
Action: Working closely with the vice-president, people, equity and inclusion, SFU Faculty Relations, deans, associate deans research (ADR) and early career researchers, we will examine mentorship programs, internal peer-review platforms for grants, educational materials and other resources for new faculty, and streamlining of processes for support including for research space and equipment.
Funding research chairs
Challenge: In priority research areas our university competes for talent with institutions around the world. Externally funded research chairs provide a mechanism by which the university can attract world-class researchers to our institution. Once they arrive, chair funding can support their program of research. SFU has a limited supply of research chairs that have been accumulated (generally) in an ad-hoc manner over time.
Action: Working with SFU Advancement and deans, we will develop fundraising cases for research chairs aligned with the SRP priority areas.
This Implementation Plan sets out how the Transparency International Secretariat will contribute to the TI movementâ€™s strategy, Together against Corruption, in the years leading up to 2020.
While the Implementation Plan provides a road map for the Secretariatâ€™s work over the next five years, it does not describe everything the Secretariat does. Rather, the Implementation Plan specifies how the TI Secretariat will focus its efforts to help the TI movement achieve its collective ambition in the three areas identified as priorities by the TI 2020 strategy: 1) People and Partners; 2) Prevention, Enforcement and Justice and 3) Strong Movement.
Master Plan Implementation Team
Enhancing the student experience
The Master Plan Implementation Team (MPIT) is charged with shaping the campus environment andÂ enhancing theÂ student experience, both now and in the future, so that Western Illinois University continues to provide a quality education, as well as a quality teaching environment for faculty and staff. Since the teamâ€™s first meeting in the fall of 2013,Â MPIT Â has identified and implemented tactical renovations (i.e., small projects with high visibility and relatively low cost) throughout campus, as well as working towards identifying strategic renovations (i.e., construction of new facilities and/or major renovation of existing facilities).Â MPIT Â has also established a framework to prioritize these items in the future.
Thursday, April 23 at 1:00 pm
For More Information
Ted N. Renner, Deputy Director
Coloradoâ€™s oil and gas industry will need to reduce emissions of nitrogen oxides, which contribute to smog along the Front Range, under new rules that state air-pollution regulators are calling a bold plan.
However, critics of the new regulations say they donâ€™t go far enough in requiring the oil and gas industry, which is one of the largest sources of nitrogen oxides, to cut emissions. And as a result, Colorado once again will fail to meet federal air quality standards and will face the consequences imposed on residents and businesses.
And those who advocated for more stringent regulations on behalf of people who live and work in the most polluted areas of the state said the new rules fail those communities.
The new emissions rules, approved Friday by the stateâ€™s Air Quality Control Commission, will require oil and gas companies to reduce nitrogen oxides emissions during the summer months when pollution is at its highest levels. Companies also will have to reduce emissions during fracking and cut emissions from stationary engines, including engines in large equipment parked at drilling sites.
Dan Haley, president of the Colorado Oil and Gas Association, said the industry already has taken steps to reduce nitrogen oxides emissions and will find innovative ways to meet the new requirements.
â€śColorado has among the toughest air quality rules for oil and natural gas development in the nation, and those rules just got even tougher,â€ť Haley said in a news release.
Haley pushed back on further regulation, saying Coloradoâ€™s ozone problem is closely tied to weather and that more rules arenâ€™t likely to move the Front Range any closer to achieving its ozone reduction goals.
The rules were written because of a federal requirement for Colorado to create a â€śstate implementation plan,â€ť which is a road map for moving the state into compliance with federal air quality standards.
The state wrote a plan last year to outline steps for meeting the Environmental Protection Agencyâ€™s 2008 standard for ozone pollution. But air quality regulators were forced to rework portions of that plan after the Air Pollution Control Division admitted it miscalculated how much pollution the oil and gas industry spews into the air. Those emissions of nitrogen oxides from drilling and fracking were more than double what the division first estimated.
So the rules approved Friday mostly addressed the oil and gas industry.
Colorado for years has missed two sets of goals for air quality established by the EPA, and in 2022 the nine-county northern Front Range region was designated as a severe violator when it comes to air pollution.
The Colorado Department of Public Health and Environment said in a news release that the new rules will help the state meet the 2008 goal and will help it move closer to meeting a stricter 2015 goal to curb ozone pollution, although everyone acknowledges Colorado will miss the 2015 goal and the state will not be back in the EPAâ€™s good graces for years to come.
â€śColorado has to work extra hard to reduce ozone pollution because of the stateâ€™s topography, but we are up to the task,â€ť Michael Ogletree, the director of the state health departmentâ€™s Air Pollution Control Division, said in a news release. â€śThese new measures demonstrate our commitment to improving our air quality, protecting communities overburdened by pollution and making sure companies are doing their part, too.â€ť
Air pollution regulators said they went â€śabove and beyond federal requirements by conducting environmental justice analysesâ€ť when writing the new rules.
â€śThe state may have drafted this plan, but community members made it really shine. They helped us add in even more ways to reduce ozone pollution,â€ť Trisha Oeth, Coloradoâ€™s director of environmental health and protection, said in the news release. â€śOur policies are stronger when we work together with a diverse set of stakeholders. We all share the goal of making sure every Coloradan has clean air to breathe.â€ť
However, EarthJustice, an organization that provides legal representation for environmental advocates, warned the commission in an 11-page letter it would fail to achieve environmental equity if the plan was approved.
Thatâ€™s exactly what happened, said Ean Thomas Tafoya, executive director of GreenLatinos Colorado, one of five environmental organizations represented by EarthJustice in the letter.
â€śOnce again the AQCC fails its mission to protect public health by authorizing a plan that will undermine our ability to clean up our air,â€ť Tafoya said.
The problem with the air commissionâ€™s plan, as far as environmental justice, is how it regulates engines at fracking and drilling sites, said Rebecca Curry, an EarthJustice lawyer based in Colorado.
Engines only have to become cleaner in areas defined as â€ścumulatively impactedâ€ť rather than disproportionately impacted, which is a much broader area in Colorado.
â€śTheyâ€™ve essentially required these cleaner engines but theyâ€™re in areas where there hasnâ€™t been a new permit issued in two years,â€ť Curry said.
Environmentalists also questioned how the nitrogen oxides emissions will be counted under the new plan.
The air quality commission approved something known as â€śintensity verification,â€ť which requires oil and gas companies to reduce emissions created in a set unit of production rather than placing a cap on total emissions at a drilling site.
So a company could limit its emissions on every barrel of oil produced, but if it increases its production, then its emissions will increase, too, Tafoya said.
â€śIt doesnâ€™t actually stop you from producing more and more and more,â€ť he said. â€śIf you reduce emissions per unit but make more units, then youâ€™re still increasing pollution.â€ť
The state already put an intensity verification rule in place for methane emissions from the oil and gas industry, but after two years itâ€™s still undetermined whether it actually reduces pollution, said Andrew Klooster, a Colorado field advocate with Earthworks.
The state also hasnâ€™t figured out how to enforce the methane intensity rules, he said. So itâ€™s unlikely thereâ€™s any kind of enforcement plan for nitrogen oxides emissions.
â€śItâ€™s kind of questionable to what it really achieves,â€ť he said.
The type of pet you insure is only one factor in determining your pet insurance costs. For example, the average cost of pet insurance for a dog is $48 per month and $28 per month for a cat, according to Forbes Advisorâ€™s analysis. Thatâ€™s based on a policy with $5,000 of annual coverage, a $250 deductible and an 80% reimbursement level.
Here are some other common factors that determine pet insurance costs.
Annual Maximum, Deductible and Reimbursement Level
These are the three main variables that determine how much reimbursement youâ€™ll get if you file a pet insurance claim: annual maximum, deductible amount and reimbursement percentage. Pet insurance will cost more if you choose a high annual maximum, low deductible and/or high reimbursement level.
Younger pets are typically cheaper to insure than older pets. Thatâ€™s because older pets are more likely to have injuries and illnesses, which means higher vet bills. Those higher insurance claims are passed on to policyholders in the form of higher pet insurance premiums. We found the best prices for pet insurance are after a petâ€™s first birthday until around age six.
Certain breeds are predisposed to hereditary problems and illnesses, which could result in more vet visits and higher medical costs.
For example, a small mixed breed dog costs $33 per month to insure compared to $76 per month for a French bulldog, according to a Forbes Advisor analysis of the most expensive dogs to insure.
Pet insurance companies have found that female pets usually have fewer claims compared to males, so some insurers use pet gender in pricing. Male pets cost about 5% more than females for pet insurance, according to the National Association of Insurance Commissioners.
The average cost for a veterinarian visit is about $61, based on Forbes Advisorâ€™s analysis. Since average vet costs vary around the country, insurers account for that when setting rates.
CIS-FSM education | CIS-FSM approach | CIS-FSM Free PDF | CIS-FSM study help | CIS-FSM test | CIS-FSM study help | CIS-FSM plan | CIS-FSM test success | CIS-FSM information | CIS-FSM Topics |
Killexams test Simulator
Killexams Questions and Answers
Killexams Exams List