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| Section | Objectives |
|---|---|
| Topic 1: High-Velocity IT Techniques and Practices | - Testing and validation - Automation - Architecture and design - Security and risk management - Cloud computing |
| Topic 2: Digital Product Lifecycle | - Digital product lifecycle - Value streams - Service value creation - ITIL operating model |
| Topic 3: Understand High-Velocity IT Concepts | - Digital organization - Digital technology - Digital products - IT transformation - Digital transformation - High-velocity IT |
| Topic 4: Contribute to Value with Digital Products | - Fast development - Assured conformance - Resilient operations - Co-created value - Valuable investments |
| Topic 5: Guiding Principles for High-Velocity IT | - Continuous improvement - Application of ITIL guiding principles - Lean practices - DevOps culture - Agile methods |
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NEW QUESTION # 33
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: B
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 # 34
An organization decomposes a monolithic application into independently deployable components with well-defined interfaces.
Which benefit is MOST relevant to high-velocity IT?
Answer: A
Explanation:
A loosely coupled architecture allows individual components to be developed, tested, and deployed without coordinating a release of the entire system. This reduces dependencies between teams, shortens lead time for changes, and limits the impact of failures to smaller parts of the service.
NEW QUESTION # 35
An organization's executive management team is trying to build a Lean culture. The line managers in this organization have historically focused on ensuring that employees meet performance quotas and that the employees follow documented procedures. The executive management team is working with line managers to reinforce new ways of thinking, acting, and supporting employees. To do this, they are modelling new behaviours.
Which TWO behaviours of the line managers BEST align with Lean culture?
1. Talking directly to employees to understand how work is actually
done
2. Asking team leaders to define new procedures that ensure goals will
be met
3. Asking team leaders what help employees need and offering that help
4. Using coaching techniques to encourage and incentivize employees
Answer: C
Explanation:
In a Lean culture, line managers should talk directly to employees to understand how work is actually done (1) and use coaching techniques to encourage and support employees (4). These behaviors promote respect, continuous improvement, and empowerment, which are central to Lean principles.
NEW QUESTION # 36
A service provider has engaged with a new service consumer who requires a mobile app to be developed so that they can exploit new markets. The service provider has appointed product owners to ensure that investments in new digital products are property justified.
How can the 'relationship management' practice help the product owners to achieve this objective?
Answer: A
Explanation:
The relationship management practice focuses on establishing and maintaining strong connections with stakeholders to ensure mutual understanding of needs, expectations, and priorities. By identifying and actively involving service consumer stakeholders, product owners can better understand business priorities for the mobile app, ensuring investments are properly justified and aligned with what delivers the most value to the consumer.
NEW QUESTION # 37
An organization is experiencing significant cultural change as a result of introducing Agile and DevOps practices.
How can managers use Toyota Kata to help employees adjust to these different ways of working?
Answer: C
Explanation:
Toyota Kata focuses on developing adaptive thinking and continuous improvement through structured routines and coaching. By encouraging the practice of routines, managers help employees gradually shift from old working habits to new ones in Agile and DevOps environments. This iterative learning approach supports behavior change through repetition, reflection, and experimentation rather than rigid planning or directive control.
NEW QUESTION # 38
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