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Peoplecert ITIL-4-CDS Exam Syllabus Topics:

Section	Objectives
Value Streams and Service Delivery	- Value stream mapping 1. Incident-to-resolution value streams 2. Design-to-transition value streams - Workflow optimization 1. Eliminating waste in processes 2. Lean principles in service delivery
Organizational Structure and Service Value System	- Service value chain integration 1. Plan, improve, engage activities 2. Design and transition considerations - ITIL Service Value System (SVS) 1. Governance and value co-creation concepts 2. Guiding principles application
ITSM Practices in Create, Deliver and Support	- Service Level Management 1. SLAs and service expectations - Change Enablement 1. Change control and risk assessment - Service Desk 1. User support and communication channels - Incident Management 1. Incident lifecycle and resolution - Problem Management 1. Root cause analysis and prevention
Team Collaboration and Shift-Left Approach	- Collaborative practices 1. Cross-functional teamwork 2. Agile and DevOps integration - Shift-left principles 1. Knowledge management empowerment 2. Early resolution of incidents
Service Performance and Measurement	- Metrics and KPIs 1. Service level metrics 2. Performance indicators alignment - Continual improvement 1. Improvement models and practices 2. Feedback loops and reporting

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Peoplecert ITIL 4 Specialist: Create, Deliver and Support Sample Questions (Q70-Q75):

NEW QUESTION # 70
A software development company wants to improve its service delivery by implementing a value stream for a new service creation. The company aims to balance speed and quality of service delivery. How should the company structure its value stream to meet this objective?

A. Define and optimize an individual value stream for each team involved in service creation
B. Integrate feedback loops and escalation mechanisms in the workflow
C. Use comprehensive complex simulations to test the workflow
D. Enable variance of quality and cost of services

Answer: B

NEW QUESTION # 71
A global IT service provider is migrating several mission-critical legacy applications to a cloud- native platform while its support team struggles with a growing backlog of incident and service requests. Development, operations, and support each maintain separate work queues, resulting in duplicated effort, handover delays, and unclear task priorities. As the Service Delivery Lead, which ONE of the following actions would MOST effectively coordinate and prioritize work across all teams to ensure smooth migration and timely support?

A. Prioritize support tickets and migration tasks strictly according to their arrival time to ensure fairness
B. Establish a single, cross-functional Kanban board with work-in-progress (WIP) limits applied across development, operations, and support streamsright
C. Implement a RACI matrix for all migration and support activities to clarify roles, responsibilities, and approval authorities
D. Conduct a detailed value stream mapping exercise to identify end-to-end process bottlenecks and handover delays

Answer: B

Explanation:
A unified Kanban board with WIP limits visualizes all incoming work, highlights interteam dependencies, enforces flow control, and prevents any one queue from becoming overloaded.
This approach drives collaboration, reduces handover delays, and makes prioritization transparent across development, operations, and support.

NEW QUESTION # 72
To stay ahead of its competition, an organization's leadership team is focused on ensuring that product innovations reach customers quickly. A team is discussing how it can leverage value stream mapping in support of this goal. The team wants to improve the entire end-to-end value stream. Which improvement is MOST LIKELY to improve the entire value stream?

A. Designing a continuous integration/continuous delivery pipeline
B. Reducing the time it takes to provide environments for projects
C. Reducing the time spent assessing and approving changes
D. Minimizing handoffs between specialists within a development team

Answer: A

NEW QUESTION # 73
In which circumstances should an organization buy, rather than build, software?

A. The requirements of the organization are frequently changing because of rapid expansion
B. The organization is part of a regulated industry and has a strong focus on internal policies
C. The consumers of the software have many and varied customization requirements
D. The software is widely available and its features are standardized across most organizations

Answer: D

NEW QUESTION # 74
What is the goal of the `shift-left' approach?

A. Integrating multiple suppliers in a value stream for effective service management
B. Automating repetitive processes using robots and AI
C. Implementing Agile practices for continuous software development
D. Repositioning tasks to earlier stages in the process to boost workflow efficiency

Answer: D

NEW QUESTION # 75
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