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| Section | Weight | Objectives |
|---|---|---|
| Enabling Assured Conformance | 7% | - Information security management, risk management, compliance |
| Guiding Principles and Foundational Concepts for Velocity | 20% | - Service-dominant logic, design thinking, complexity thinking - Lean, agile, resilient, and continuous principles - Ethics, safety culture, lean culture, Toyota Kata |
| High-Velocity IT Concepts and Digital Enterprise | 25% | - Alignment with four dimensions of service management, ITIL Service Value System, service value chain, and digital product lifecycle - Core terms: High-velocity IT, digital organization, digital transformation, digital technology - Objectives of digital products: valuable investments, fast development, resilient operations, co-created value, assured conformance |
| Enabling Resilient Operations | 10% | - Capacity and performance management, monitoring and event management - Problem management, service continuity, infrastructure and platform management |
| Enabling Fast Development | 15% | - Automation, cloud-native practices, and rapid deployment - Agile, DevOps, and continuous integration/delivery practices |
| Enabling Valuable Investments | 15% | - Prioritization and value assessment practices - Strategic alignment, portfolio management, business case development |
| Enabling Co-Created Value | 8% | - Relationship management, service design, service desk practices |
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NEW QUESTION # 94
Which statement is CORRECT when considering a transformation to high velocity IT?
Answer: C
Explanation:
A transformation to high-velocity IT focuses on increasing speed, responsiveness, and flow, but it must still maintain appropriate levels of quality, reliability, and control. If quality is compromised, the organization risks increased failures, rework, and customer dissatisfaction, which undermines the benefits of higher velocity.
NEW QUESTION # 95
Members of a busy team are frustrated because they often do not have enough time to fully understand what they are doing. They also suspect there is duplication of effort among them. The team has a new manager.
Which is the BEST action for the team's manager to take?
Answer: A
Explanation:
The best action is for the manager to observe the work and ask questions to see what really happens, as this provides direct insight into issues like time pressure and duplication, aligning with Lean practices such as going to the gemba (seeing work at the source).
NEW QUESTION # 96
An organization wants to validate a new digital product idea with real customers before committing to full-scale development.
Which approach would BEST support this?
Answer: B
Explanation:
A minimum viable product is a version of a product with just enough features to allow it to be released to real users and to generate validated learning. It supports the "valuable investments" objective by testing assumptions cheaply and quickly, avoiding large investments in products that may not deliver the expected value.
NEW QUESTION # 97
An organization wants to be able to understand the internal state of its digital services from the data they emit, including logs, metrics, and traces, so that unexpected behaviour can be investigated without deploying new code.
Which characteristic is being developed?
Answer: A
Explanation:
Observability is the ability to infer the internal state of a system from its external outputs. Rich telemetry allows teams to answer questions that were not anticipated when the system was designed, which is essential for diagnosing complex distributed services and maintaining resilient operations.
NEW QUESTION # 98
A service provider provides a cloud-based social media tool to many service consumers. It is essential that the service is reliable and has very few failures. Recently there have been issues where the performance dropped to unacceptable levels following service updates. Some technical staff claim this is due to unexpected patterns of business activity.
How can the 'capacity and performance management' practice contribute to resolving the issues?
Answer: C
Explanation:
Capacity and performance management ensures that services can meet current and future demand by analysing usage patterns and forecasting workload. Incorporating demand forecasting into the definition of done ensures that new or updated services are assessed against expected usage before release, helping prevent performance degradation caused by unexpected business activity patterns.
NEW QUESTION # 99
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