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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: ITIL Service Value System | 13-17% | - Interaction between the service value chain and the guiding principles - The service value chain - Inputs, outputs, and activities of the service value chain |
| Topic 2: ITIL Service Management Framework | 2-4% | - ITIL guiding principles - ITIL service value system (SVS) - The four dimensions of service management |
| Topic 3: ITIL Practices | 34-38% | - Technical management practices - General management practices - Service management practices |
| Topic 4: Introduction to ITIL | 2-4% | - Key concepts of service management - Purpose of the ITIL Foundation qualification |
| Topic 5: ITIL Guiding Principles | 15-19% | - Optimize and automate - Focus on value - Progress iteratively with feedback - Collaborate and promote visibility - Keep it simple and practical - Start where you are - Think and work holistically |
| Topic 6: The Four Dimensions of Service Management | 13-17% | - Partners and suppliers - Organizations and people - Information and technology - Value streams and processes |
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NEW QUESTION # 78
Which practice has a purpose that includes managing risks to confidentiality, integrity and availability?
Answer: C
NEW QUESTION # 79
Which set correctly lists the components of the ITIL Value System (VS)?
Answer: B
Explanation:
The correct components of the ITIL Value System are guiding principles, governance, value chain, management practices, and continual improvement, so option D is correct. The ITIL Value System provides the overall model for how an organization ensures its products and services create value in a coherent, aligned, and adaptable way. The guiding principles provide universal recommendations for decision-making. Governance ensures direction, evaluation, and monitoring. The value chain defines the high-level activities used across the lifecycle.
Management practices provide the capabilities needed to perform work. Continual improvement ensures that the whole system evolves and remains effective over time.
NEW QUESTION # 80
An organization wants to evaluate how well the 'transition' value chain activity is performing.
Which metric would best support this evaluation?
Answer: C
Explanation:
The best metric for evaluating the transition activity is the success rate of releases deployed into the live environment, so option A is correct. Transition is responsible for introducing new or changed products and services into live use with minimal disruption and adequate readiness. A strong success measure is therefore how often releases enter production successfully and perform as intended.
NEW QUESTION # 81
Which is a key requirement for successful service level agreements (SLAs)?
Answer: B
Explanation:
An SLA is defined as a documented agreement between a service provider and a customer that identifies both services required and the expected level of service.
SLAs are used to measure the performance of services from the customer's point of view, and it is important that they are agreed in the wider business context.
Some of the key requirements for successful SLAs include:
They must be related to a defined `service' in the service catalogue. Individual metrics without a specified service context are unhelpful.
They should relate to defined outcomes and not simply operational metrics. This can be achieved with balanced bundles of metrics, such as customer satisfaction and key business outcomes.
They should reflect an `agreement': an engagement and discussion between the service provider and the service consumer. It is important to involve all stakeholders, including partners, sponsors, users, and customers.
They must be simply written and easy to understand and use for all parties.
NEW QUESTION # 82
A design team is creating a new workflow and tries to account for every possible exception. What is the consequence of designing the workflow in this way?
Answer: D
Explanation:
Trying to design a workflow for every possible exception usually creates unnecessary complexity, so option B is correct. ITIL explains that organizations operate in contexts of varying complexity and should avoid over-engineering workflows in an attempt to control every scenario in advance.
Highly detailed procedures may appear thorough, but they can become hard to understand, slow to use, difficult to maintain, and ineffective when real conditions change. Instead, ITIL recommends designing processes as practical high-level courses of action, supported by situational judgment and continual adaptation. Excessive detail can reduce agility and make work less efficient without improving value. Strong risk control comes from appropriate governance, visibility, learning, and resilience, not from trying to predict every possible exception. Therefore, over-designing workflows tends to add waste rather than improve performance.
NEW QUESTION # 83
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