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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Guiding Principles and Foundational Concepts for Velocity | 20% | - Service-dominant logic, design thinking, complexity thinking - Ethics, safety culture, lean culture, Toyota Kata - Lean, agile, resilient, and continuous principles |
| Topic 2: Enabling Co-Created Value | 8% | - Relationship management, service design, service desk practices |
| Topic 3: Enabling Fast Development | 15% | - Automation, cloud-native practices, and rapid deployment - Agile, DevOps, and continuous integration/delivery practices |
| Topic 4: Enabling Assured Conformance | 7% | - Information security management, risk management, compliance |
| Topic 5: Enabling Valuable Investments | 15% | - Strategic alignment, portfolio management, business case development - Prioritization and value assessment practices |
| Topic 6: High-Velocity IT Concepts and Digital Enterprise | 25% | - Objectives of digital products: valuable investments, fast development, resilient operations, co-created value, assured conformance - 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 |
| Topic 7: Enabling Resilient Operations | 10% | - Problem management, service continuity, infrastructure and platform management - Capacity and performance management, monitoring and event management |
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NEW QUESTION # 93
A project team was under pressure to create a minimum viable product as part of a new online banking service. The functionality was tested but errors have occurred in the live environment and these might impact customer retention rates.
Which practice has activities to help protect the organization from these errors?
Answer: A
Explanation:
Problem management includes activities to identify and address the underlying causes of errors in the live environment, helping protect the organization from recurring issues that could negatively affect customer retention.
NEW QUESTION # 94
An organization releases a new feature to five percent of its users first, monitors service behaviour and user feedback, and only then extends the release to all users.
Which type of deployment approach is this?
Answer: C
Explanation:
A canary release exposes a change to a small subset of users or infrastructure before full rollout.
This limits the blast radius of any defect, provides live feedback on real usage, and allows rapid rollback, supporting both fast development and resilient operations.
NEW QUESTION # 95
A software development team is experiencing issues understanding the requirements of an unpredictable and fluctuating market. This has resulted in some releases missing valuable features.
Which technique will BEST support the software development team in resolving these issues?
Answer: B
Explanation:
Continual business analysis best supports the team in an unpredictable and fluctuating market, as it ensures ongoing engagement with stakeholders and constant refinement of requirements, reducing the risk of missing valuable features in releases.
NEW QUESTION # 96
A development team has too much work in progress. Features are started quickly, but many remain unfinished for long periods, causing delays and confusion.
Which technique would BEST help the team improve flow?
Answer: C
Explanation:
Kanban is specifically designed to improve flow by visualizing work, limiting work in progress, and helping teams identify bottlenecks. In this scenario, the problem is not lack of effort but poor flow discipline. Too much simultaneous work causes delay, context switching, and reduced throughput.
NEW QUESTION # 97
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: C
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 # 98
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