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| Section | Objectives |
|---|---|
| Topic 1: Contribute to Value with Digital Products | - Co-created value - Assured conformance - Fast development - Resilient operations - Valuable investments |
| Topic 2: Understand High-Velocity IT Concepts | - Digital transformation - Digital products - Digital technology - IT transformation - Digital organization - High-velocity IT |
| Topic 3: Digital Product Lifecycle | - Value streams - ITIL operating model - Service value creation - Digital product lifecycle |
| Topic 4: Guiding Principles for High-Velocity IT | - Lean practices - Agile methods - DevOps culture - Application of ITIL guiding principles - Continuous improvement |
| Topic 5: High-Velocity IT Techniques and Practices | - Security and risk management - Testing and validation - Architecture and design - Cloud computing - Automation |
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90. Frage
The governing body of an organization wishes to establish how much risk the organization is willing to accept in pursuit of its digital objectives.
What is this called?
Antwort: A
Begründung:
Risk appetite is the amount and type of risk that an organization is willing to take in order to meet its objectives. It is set by the governing body and provides the boundaries within which teams can make autonomous decisions quickly, which is essential when authority is delegated in a high- velocity environment.
91. Frage
An organization's executive management team is trying to build a Lean culture. The line managers in this organization have historically focused on ensuring that employees meet performance quotas and that the employees follow documented procedures. The executive management team is working with line managers to reinforce new ways of thinking, acting, and supporting employees. To do this, they are modelling new behaviours.
Which TWO behaviours of the line managers BEST align with Lean culture?
1. Talking directly to employees to understand how work is actually
done
2. Asking team leaders to define new procedures that ensure goals will
be met
3. Asking team leaders what help employees need and offering that help
4. Using coaching techniques to encourage and incentivize employees
Antwort: D
Begründung:
In a Lean culture, line managers should talk directly to employees to understand how work is actually done (1) and use coaching techniques to encourage and support employees (4). These behaviors promote respect, continuous improvement, and empowerment, which are central to Lean principles.
92. Frage
Which statement is CORRECT when considering a transformation to high velocity IT?
Antwort: A
Begründung:
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.
93. Frage
A service provider is performing a review that considers how well people use information that is presented on a particular screen.
Which high-velocity IT objective will this review support?
Antwort: A
Begründung:
Evaluating how effectively users interact with information on a screen supports improvements in usability and user experience design. This directly contributes to faster development by enabling teams to refine interfaces, reduce user friction, and deliver features more efficiently based on feedback, which aligns with the high-velocity IT objective of accelerating development and delivery.
94. Frage
Which TWO statements about the service value chain are CORRECT?
1. The service value chain describes the activities that are required
to effectively manage products and services
2. The service value chain provides a fixed sequence of activities that are required to design products and services
3. The service value chain describes a detailed model of the activities performed by each technical team
4. The service value chain is a model on which the steps in a value
stream are based
Antwort: D
Begründung:
The service value chain is a flexible operating model that describes the key activities needed to create value through products and services. It provides a high-level framework for managing work and is used as a foundation for designing value streams. It is not a fixed sequence of steps and does not describe detailed technical team activities.
95. Frage
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