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| Section | Weight | Objectives |
|---|---|---|
| Craft and deliver a focused digital and IT strategy | 25% | - Apply the strategic approach to digital and IT services - Understand the scope and key concepts of a digital and IT strategy - Recognize the components of an effective digital and IT strategy |
| Manage the journey to a service value stream | 25% | - Identify the components and activities of a service value stream - Understand the concept of a service value stream - Apply the service value stream approach to design and deliver services |
| Adopt and adapt the ITIL framework to deliver value in a digital era | 25% | - Map ITIL v3 practices to ITIL 4 practices - Understand the principles and key concepts of ITIL 4 - Apply ITIL guiding principles in different contexts |
| ITIL 4 Specialist: Create, Deliver and Support | 15% | - Understand the concepts and challenges of value stream mapping - Understand the key practices for effective service delivery - Apply the concepts of value streams to design and deliver services - Understand the key practices for reliable and effective support |
| ITIL 4 Strategist: Direct, Plan and Improve | 10% | - Understand the scope of the Direct, Plan and Improve practice - Apply the key principles and methods for effective direction and planning - Understand the key practices for direction and planning |
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NEW QUESTION # 91
Which statement about user communities is CORRECT?
Answer: B
Explanation:
User communities are groups of people who share a common interest or need related to a service or product.
They can be formal or informal, online or offline, and may be initiated by service providers or users themselves. User communities can provide valuable feedback, insights, and support for service providers, as well as enhance the user experience and satisfaction. Therefore, service providers may recognize and support user communities that are set up by users, as long as they respect their autonomy and do not interfere with their activities. User communities are not created by service providers to investigate the cause of problems (option A), nor should they be disbanded or merged into official groups (option C). User communities may or may not have super-users, who are users with advanced skills or knowledge who can help other users, but this is not a requirement for every user community (option D). References: ITIL 4 Foundation, page 77; ITIL 4 Specialist: Drive Stakeholder Value, page 33.
NEW QUESTION # 92
What is the expected outcome from using a service value chain?
Answer: C
Explanation:
The expected outcome from using a service value chain is value realization. Value realization is the process of ensuring that the intended benefits of a product or service are achieved or exceeded. Value realization is not only about delivering value to customers, but also capturing value for the service provider and other stakeholders. The service value chain is an operating model that outlines the key activities required to respond to demand and facilitate value realization through the creation and management of products and services. The service value chain consists of six activities: plan, improve, engage, design and transition, obtain/build, and deliver and support. Each activity contributes to value creation by transforming various inputs into specific outputs. The service value chain can be configured in different ways to form service value streams, which are the end-to-end workflows that deliver a specific product or service to a customer or user. The service value chain also enables the application of practices, which are sets of organizational resources and capabilities that help perform work or accomplish an objective. The service value chain is flexible and adaptable to different contexts and scenarios, allowing the service provider to optimize the use of resources and deliver value in the most effective and efficient way. References:
* ITIL 4 Foundation: ITIL 4 Edition, section 4.2.1
* ITIL4 Service Value Chain [ITIL4 SVC Activities with Examples], section "ITIL 4 Service Value Chain Model"
NEW QUESTION # 93
A company has begun a new global line of business that has changed how IT supports the new systems.
Recognizing the urgent need for two-way communication on the required changes, IT managers are trying to find better ways to obtain feedback than a standing agenda at staff meetings.
Which describes the BEST approach for establishing effective feedback channels?
Answer: C
Explanation:
Explanation
According to ITIL 4, one of the guiding principles is to progress iteratively with feedback. This means that IT service providers should break down complex tasks or changes into manageable chunks, seek feedback after each iteration, and use the feedback to improve and adapt their actions. Feedback is essential for co-creating value with customers and stakeholders, as well as for learning and improving the quality of IT services.
Therefore, IT managers should establish effective feedback channels that enable two-way communication with staff and other parties involved in the IT service delivery. The best approach for establishing effective feedback channels is to research how individual teams communicate internally and use the most popular collaboration tools to collect feedback. This way, IT managers can leverage the existing communication preferences and habits of the staff, and avoid imposing a new tool or method that may not be suitable or convenient for them. By using the most popular collaboration tools, IT managers can also ensure that the feedback is timely, relevant, and accessible for all parties. This approach aligns with the ITIL 4 principle of collaborating and promoting visibility, which encourages IT service providers to work together across boundaries, share information, and make use of diverse perspectives and feedback. Therefore, the answer is A.
Research how individual teams communicate internally and use the most popular collaboration tools to collect feedback. The other options are not the best approach for establishing effective feedback channels, because they either do not facilitate two-way communication, or do not consider the needs and preferences of the staff.
For example, option B. Establish office hours where staff are encouraged to drop by without appointments and discuss any concerns they have, may not be convenient or practical for staff who work remotely or have different schedules. Option C. Initiate a project to select and implement a collaboration tool to facilitate two-way communication with staff, may take too long and may not match the expectations or requirements of the staff. Option D. Publish a printed weekly newsletter that clearly and consistently communicates change, may not be effective or efficient for collecting feedback, as it is a one-way communication channel that does not allow for immediate or interactive responses. References:
The 7 Guiding Principles of ITIL 4: Progress iteratively with feedback1 Guiding Principles of ITIL 4: Progress Iteratively with Feedback2 The customer journey and ITIL 43
NEW QUESTION # 94
An organization is undergoing a 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: B
Explanation:
Toyota Kata is a way of managing teams, teaching them to adopt the methods used and perfected by Toyota.
It is based on the idea of practicing routines or patterns that help people learn new skills and behaviors. By encouraging the practicing of routines to unlearn old habits and learn new ones, managers can help employees adjust to the different ways of working that Agile and DevOps require. For example, managers can use the Improvement Kata to help teams set challenging goals, experiment with solutions, learn from obstacles, and adapt to changing conditions. Managers can also use the Coaching Kata to provide feedback and guidance to teams, and help them develop scientific thinking and problem-solving skills. References:
* Toyota Kata - Wikipedia
* What is the Toyota Kata? | Kanban Tool
* Toyota Kata - Habits for Continuous Improvements
NEW QUESTION # 95
A software development team makes many hundreds of small changes every week.
Who can BEST make the decision of whether to accept each change?
Answer: A
NEW QUESTION # 96
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