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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: ITIL 4 Strategist: Direct, Plan and Improve | 10% | - Apply the key principles and methods for effective direction and planning - Understand the key practices for direction and planning - Understand the scope of the Direct, Plan and Improve practice |
| Topic 2: Adopt and adapt the ITIL framework to deliver value in a digital era | 25% | - Apply ITIL guiding principles in different contexts - Map ITIL v3 practices to ITIL 4 practices - Understand the principles and key concepts of ITIL 4 |
| Topic 3: Craft and deliver a focused digital and IT strategy | 25% | - Understand the scope and key concepts of a digital and IT strategy - Recognize the components of an effective digital and IT strategy - Apply the strategic approach to digital and IT services |
| Topic 4: Manage the journey to a service value stream | 25% | - Apply the service value stream approach to design and deliver services - Understand the concept of a service value stream - Identify the components and activities of a service value stream |
| Topic 5: ITIL 4 Specialist: Create, Deliver and Support | 15% | - Understand the concepts and challenges of value stream mapping - Understand the key practices for effective service delivery - Apply the concepts of value streams to design and deliver services - Understand the key practices for reliable and effective support |
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NEW QUESTION # 21
A designer has been asked by an organization to design a new office chair. The designer has proposed a plant that they have been asked to validate. In 'design thinking', what should the designer do to BEST validate the plan
Answer: D
Explanation:
Explanation
Large batch sizes of work are considered a barrier to high performance in Lean and Agile because they increase the amount of work in progress (WIP), which leads to longer cycle times, higher variability, lower quality, and reduced feedback and learning. Large batches also increase the risk of waste, rework, and delays, as well as the complexity and uncertainty of the work. Lean and Agile advocate for reducing batch sizes and limiting WIP, which enables faster flow, shorter feedback loops, higher quality, and more value delivery.
Some of the practices that help reduce batch sizes and limit WIP are:
Pulling versus pushing work, which means that work is initiated only when there is a demand and capacity for it, rather than being assigned or scheduled in advance.
Making work visible, which means that the status and progress of work are transparent and accessible to all stakeholders, using tools such as Kanban boards, burn-down charts, and dashboards.
Limiting work-in-progress, which means that the number of work items in each stage of the workflow is restricted, based on the available resources and throughput, to prevent bottlenecks and overloading.
References:
Integrating ITIL 4 and Design Thinking | Cognixia, section "What is Design Thinking?" Service design: ITIL 4 practice guide | Axelos, section 2.1.1 ITIL 4 , DESIGN THINKING & RAPID - Devoteam, section "Design Thinking" ITIL4 meets design thinking | Axelos, section "Design thinking"
NEW QUESTION # 22
A designer has been asked by an organization to design a new office chair. The designer has proposed a plant that they have been asked to validate. In 'design thinking', what should the designer do to BEST validate the plan
Answer: B
NEW QUESTION # 23
Which is an example of results-based measurement and reporting?
Answer: C
Explanation:
Results-based measurement and reporting is a method of measuring and reporting the outcomes and value delivered by products and services, rather than the activities and outputs involved in their creation and delivery12. Results-based measurement and reporting focuses on the achievement of objectives and the satisfaction of stakeholders, rather than the consumption of resources and the completion of tasks12.
An example of results-based measurement and reporting is measuring and reporting the customer satisfaction with closed incidents. This is because customer satisfaction is an indicator of the value and quality of the incident management practice and the service provided to the customers. Customer satisfaction reflects the extent to which the customers' expectations and needs have been met by the resolution of the incidents. Customer satisfaction can also influence the customer loyalty, retention, and advocacy for the service provider34.
The other options are not examples of results-based measurement and reporting, because they measure and report the inputs and outputs of the service delivery, rather than the outcomes and value. Measuring and reporting the number of hours worked by service desk employees, the number of supplier-related interruptions to a service, and the cost of providing a service to customers and users are all examples of activity-based or output-based measurement and reporting. These metrics do not indicate the effectiveness or efficiency of the service delivery, nor the satisfaction or value perceived by the customers and users12.
1: ITIL 4 Create, Deliver and Support, AXELOS, 2019, p. 29-30 2: Measurement and reporting management: ITIL 4 Practice Guide, AXELOS, 2020, p. 5-6 3: ITIL 4 Direct, Plan and Improve, AXELOS,
2019, p. 97-98 4: Reporting on value in service management, AXELOS, 2021, 3
NEW QUESTION # 24
Which high velocity IT objective considers an organization's ability to continue providing business services when disruptive events affect its digital products?
Answer: C
Explanation:
Explanation
Resilient operations is the high velocity IT objective that considers an organization's ability to continue providing business services when disruptive events affect its digital products. Resilient operations ensure the availability, reliability, and performance of the digital products and services, as well as the ability to recover quickly from failures and incidents. Resilient operations also involve proactive practices such as technical debt management, chaos engineering, and site reliability engineering, which aim to improve the quality and resilience of the digital solutions. References:
ITIL 4 High-velocity IT (HVIT) - Your companion to the ITIL 4 Managing Professional HVIT certification, Chapter 7: Ensuring resilient operations ITIL 4 Specialist: High-Velocity IT Training, Course Outline, Module 2: The digital product lifecycle
NEW QUESTION # 25
Which is an example of a digital organization?
Answer: A
Explanation:
Explanation
A digital organization is an organization that leverages digital technology to create value for its customers, employees, and other stakeholders. A digital organization is not just an organization that uses IT to support its operational processes, or an organization that has undergone an IT transformation, or an organization that uses IT to improve its 'service desk' practice. These are examples of IT-enabled organizations, but not necessarily digital organizations. A digital organization is an organization that uses IT to change its strategic direction, to create new business models, to innovate and differentiate itself from competitors, and to deliver value faster and more effectively. A digital organization is an organization that adopts a digital mindset, culture, andcapabilities to thrive in the digital era. References:
https://www.axelos.com/resource-hub/blog/itil-4-leader-dits-guide-for-digital-transformation
https://assets.website-files.com/6372a610b17ef0b86547d1ae/6400e103a11a9d3d6dc0abb7_ITIL4_Digital%20an
NEW QUESTION # 26
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