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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: High Velocity IT (HVIT) | 20% | - Agile, Lean and DevOps principles and practices - Rapid service delivery and continuous improvement - Operating models for high-speed digital environments |
| Topic 2: Drive Stakeholder Value (DSV) | 20% | - Stakeholder relationship management - Customer journey mapping and experience management - Service consumption and value realization |
| Topic 3: Create, Deliver and Support (CDS) | 20% | - Value streams and processes for creation and delivery - Service performance and quality management - Service design, development and delivery |
| Topic 4: Direct, Plan and Improve (DPI) | 20% | - Governance and management control - Continual improvement and organizational change - Strategic planning and direction setting |
| Topic 5: ITIL 4 Core Concepts and Differences from Previous Versions | 20% | - Service value system and service value chain - Key concepts and definitions in ITIL 4 - Main differences between ITIL v3 and ITIL 4 |
>> Vce ITIL-4-Transition Format <<
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NEW QUESTION # 45
An organization is implementing new technology that will significantly improve how they interact with their customers.
Which term BEST describes this situation?
Answer: B
Explanation:
Explanation
Digital transformation is the process of using digital technologies to create new or modify existing business processes, culture, and customer experiences to meet changing business and market requirements1. It is not just about implementing new technology, but also about changing the way an organization operates and delivers value to its customers. High velocity IT is one of the four dimensions of service management in ITIL
4, which refers to the rapid delivery and operation of IT-enabled products and services that can continuously evolve2. Digital organization and IT transformation are not specific terms defined in ITIL 4, but they could be related to digital transformation in some contexts. References:
ITIL 4 and Digital Transformation
[ITIL 4 Foundation: High Velocity IT]
NEW QUESTION # 46
An organization is attempting to improve the design, development and transition of new services. It recognizes that some ways of working are not focused on creating value.
Which is an example of a working practice that the organization should STOP?
Answer: A
Explanation:
This working practice is not focused on creating value because it does not involve the customers or users in defining the requirements and expectations of the service. It also assumes that the developers' previous experience is relevant and sufficient for the current situation, which may not be the case. This practice may lead to delivering a service that does not meet the needs and preferences of the customers or users, or that is not aligned with the organization's strategy and objectives. References:
* ITIL 4 Managing Professional Transition Module Sample Paper - English1, page 6, question 1, answer A
* ITIL 4 Foundation: ITIL 4 Edition2, page 67, section 4.1.1, paragraph 2
* ITIL 4 Managing Professional: Create, Deliver and Support3, page 9, section 1.1, paragraph 3
* ITIL 4 Managing Professional: Direct, Plan and Improve4, page 11, section 1.1, paragraph 2
NEW QUESTION # 47
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 # 48
A good way to apply the ITIL guiding principle Focus on value is to:
Answer: C
Explanation:
Comprehensive and Detailed Explanation From Exact Extract of ITIL 4 Managing Professional Transition:
The guiding principle Focus on value emphasizes:
"Everything the organization does must map to value for stakeholders."
A key recommended practice under this principle is:
* Understanding how service consumers use the service and why it is valuable to them.
Options B and C relate to Think and work holistically.
Option D relates loosely to Keep it simple and practical or process streamlining.
Therefore, Option A is the correct application of Focus on value.
NEW QUESTION # 49
An organization's customers have historically been satisfied with the functionality and performance of its service. Recently, hovewer, the organization is getting complaints about both the performance of the services and areas such as sales and customer support. How BEST can the organization collect the information needed to address these complaints?
Answer: C
Explanation:
The best way for the organization to collect the information needed to address the complaints is to collect customer experience and service level metrics. Customer experience metrics are measures of how customers perceive the quality and value of the service and the interactions they have with the service provider. Service level metrics are measures of how well the service meets the agreed requirements and expectations of the customers and users. By collecting both types of metrics, the organization can identify the gaps and issues in the service delivery and the customer journey, and take actions to improve them. Some examples of customer experience metrics are customer satisfaction, net promoter score, customer effort score, and customer loyalty.
Some examples of service level metrics are availability, reliability, performance, and incident resolution time.
References: https://www.axelos.com/resource-hub/blog/itil-4-leads-to-value
https://www.genroe.com/blog/what-is-the-role-of-customer-feedback-in-the-itil-framework/861
NEW QUESTION # 50
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