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| Section | Weight | Objectives |
|---|
| Topic 1: Enabling Valuable Investments | 15% | - Strategic alignment, portfolio management, business case development - Prioritization and value assessment practices
|
| Topic 2: Enabling Resilient Operations | 10% | - Capacity and performance management, monitoring and event management - Problem management, service continuity, infrastructure and platform management
|
| Topic 3: Guiding Principles and Foundational Concepts for Velocity | 20% | - Lean, agile, resilient, and continuous principles - Service-dominant logic, design thinking, complexity thinking - Ethics, safety culture, lean culture, Toyota Kata
|
| Topic 4: High-Velocity IT Concepts and Digital Enterprise | 25% | - 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 - Objectives of digital products: valuable investments, fast development, resilient operations, co-created value, assured conformance
|
| Topic 5: Enabling Assured Conformance | 7% | - Information security management, risk management, compliance
|
| Topic 6: Enabling Fast Development | 15% | - Automation, cloud-native practices, and rapid deployment - Agile, DevOps, and continuous integration/delivery practices
|
| Topic 7: Enabling Co-Created Value | 8% | - Relationship management, service design, service desk practices
|
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Peoplecert ITIL 4 Specialist: High-Velocity IT Sample Questions (Q32-Q37):
NEW QUESTION # 32
A service provider provides a cloud-based social media tool to many service consumers. It is essential that the service is reliable and has very few failures. Recently there have been issues where the performance dropped to unacceptable levels following service updates. Some technical staff claim this is due to unexpected patterns of business activity.
How can the 'capacity and performance management' practice contribute to resolving the issues?
- A. By estimating the resources required to develop a minimum viable product in order to identify costs
- B. By creating chaos engineering tools to test the resilience of the service under various conditions
- C. By developing plans to ensure that the service can recover quickly from outages
- D. By ensuring that demand forecasting is considered as a part of the 'definition of done'
Answer: D
Explanation:
Capacity and performance management ensures that services can meet current and future demand by analysing usage patterns and forecasting workload. Incorporating demand forecasting into the definition of done ensures that new or updated services are assessed against expected usage before release, helping prevent performance degradation caused by unexpected business activity patterns.
NEW QUESTION # 33
An organization's efforts to maintain high levels of availability have significantly impacted its ability to make fast and frequent changes.
Which action BEST represents how the 'availability management' practice can support both of these aims?
- A. Automating the handling of detected events
- B. Using site reliability engineering techniques
- C. Using chaos engineering techniques
- D. Measuring the frequency of component failures
Answer: B
Explanation:
Site reliability engineering (SRE) techniques within the availability management practice balance availability with the need for speed and frequent change. SRE applies error budgets and automation to maintain resilience while enabling rapid delivery.
NEW QUESTION # 34
Which statement is CORRECT when considering a transformation to high velocity IT?
- A. High velocity should be applied throughout the organization's IT
- B. High-velocity transformation should not come at the expense of the quality of the solution
- C. Customer-facing systems should be excluded from the high-velocity transformation
- D. All organizations benefit from high-velocity transformations
Answer: B
Explanation:
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.
NEW QUESTION # 35
Several teams repeatedly resolve the same type of incident without addressing why it keeps occurring.
Which practice should be strengthened?
- A. Deployment management
- B. Problem management
- C. Service desk
- D. Availability management
Answer: B
Explanation:
Problem management is concerned with identifying and managing the causes of incidents, reducing their likelihood and impact. In high-velocity environments this practice works continually alongside development and operations teams, using techniques such as swarming and blameless reviews so that recurring failures are eliminated rather than repeatedly resolved.
NEW QUESTION # 36
What is the MOST LIKELY reason for an organization to delay a transformation to high velocity?
- A. The organization is not ready for a cultural change
- B. The organization needs to maintain high levels of information security
- C. The organization's customers value resilience over speed
- D. The organization already uses an Agile approach to software development
Answer: A
Explanation:
The most likely reason to delay a transformation to high velocity is that the organization is not ready for a cultural change, since high-velocity IT requires new mindsets, collaboration models, and behaviors that cannot succeed without cultural readiness.
NEW QUESTION # 37
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