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| Section | Objectives |
|---|---|
| Understand High-Velocity IT Concepts | - Digital transformation - Digital organization - Digital products - Digital technology - IT transformation - High-velocity IT |
| Digital Product Lifecycle | - ITIL operating model - Value streams - Digital product lifecycle - Service value creation |
| Guiding Principles for High-Velocity IT | - Lean practices - DevOps culture - Agile methods - Application of ITIL guiding principles - Continuous improvement |
| High-Velocity IT Techniques and Practices | - Automation - Architecture and design - Cloud computing - Security and risk management - Testing and validation |
| Contribute to Value with Digital Products | - Resilient operations - Valuable investments - Co-created value - Assured conformance - Fast development |
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NEW QUESTION # 76
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 # 77
A development team consistently chooses quick fixes to meet release deadlines, knowing that these will make future changes more difficult and costly.
What is this an example of?
Answer: A
Explanation:
Technical debt is the accumulation of work that is deliberately or accidentally deferred in favour of faster delivery. Like financial debt, it accrues "interest" in the form of increased effort and risk for future changes, and if left unmanaged it undermines resilient operations and slows development.
NEW QUESTION # 78
Which TWO are characteristics of the service value system within a digital operating model?
1. There are dedicated value streams for each product
2. High performance value co-creation is a part of the culture
3. The service consumer owns the service provider resources
4. A narrow band of visibility is part of the service's design
Answer: D
Explanation:
The service value system in a digital operating model emphasizes collaboration, shared responsibility, and value co-creation between service providers and consumers. A key characteristic is fostering a culture of high performance where value is jointly created rather than delivered in isolation. It also reflects closer alignment and integration between providers and consumers, supporting shared accountability for outcomes rather than strict ownership boundaries.
NEW QUESTION # 79
A retail organization is in the process of creating and delivering many new and changed products and services. A service to create a new website has a tight deadline, while the live 'point of sale' service has product backlogs relating to new features which would help to retain customers.
Which practice would MOST help the organization to understand the order these changes should be implemented?
Answer: A
Explanation:
Service design would most help the organization determine the order of implementing changes, as it balances requirements, priorities, and constraints to design services and changes that deliver value while meeting deadlines and customer needs.
NEW QUESTION # 80
How can a service provider BEST improve its use of the 'capacity and performance management' practice to achieve more 'resilient operations'?
Answer: B
Explanation:
The capacity and performance management practice can best improve resilient operations by assessing improvement opportunities to reduce technical debt, which minimizes performance risks, prevents failures, and strengthens overall system stability.
NEW QUESTION # 81
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