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| Section | Weight | Objectives |
|---|---|---|
| Enabling Assured Conformance | 7% | - Information security management, risk management, compliance |
| High-Velocity IT Concepts and Digital Enterprise | 25% | - Objectives of digital products: valuable investments, fast development, resilient operations, co-created value, assured conformance - Core terms: High-velocity IT, digital organization, digital transformation, digital technology - Alignment with four dimensions of service management, ITIL Service Value System, service value chain, and digital product lifecycle |
| Guiding Principles and Foundational Concepts for Velocity | 20% | - Ethics, safety culture, lean culture, Toyota Kata - Service-dominant logic, design thinking, complexity thinking - Lean, agile, resilient, and continuous principles |
| Enabling Fast Development | 15% | - Automation, cloud-native practices, and rapid deployment - Agile, DevOps, and continuous integration/delivery practices |
| Enabling Resilient Operations | 10% | - Capacity and performance management, monitoring and event management - Problem management, service continuity, infrastructure and platform management |
| Enabling Valuable Investments | 15% | - Strategic alignment, portfolio management, business case development - Prioritization and value assessment practices |
| Enabling Co-Created Value | 8% | - Relationship management, service design, service desk practices |
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NEW QUESTION # 27
When reviewing a recent project, the project manager asked questions about what outcomes were wanted, and how these were prioritized compared to other alternatives.
Which high-velocity IT objective were they assessing?
Answer: B
Explanation:
Valuable investments focus on ensuring that work is aligned with desired business outcomes and that priorities are based on the value delivered compared to other options. By asking what outcomes are wanted and how they are prioritized against alternatives, the project manager is assessing whether the investment decisions are delivering maximum value in line with organizational objectives.
NEW QUESTION # 28
A newly released IT service has been impacted by downtime. Time to market is critical with this service and so the development team is pushing to continue releasing new features. A site reliability engineering (SRE) team has been assigned to the service.
Which approach should the SRE team recommend to balance the requirements for high availability and short time to market?
Answer: D
Explanation:
In site reliability engineering, an error budget provides a controlled balance between innovation (new releases) and stability (availability). It defines how much unreliability is acceptable within a given period, allowing teams to continue releasing features while ensuring availability targets are not exceeded. This directly supports balancing rapid time to market with high system reliability.
NEW QUESTION # 29
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: C
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 # 30
An organization wants to increase its revenue by reducing the delay between the uploading of reference data for new products and the ability to place sales orders.
Which activity would MOST contribute to achieving this?
Answer: B
Explanation:
Continuous integration and continuous deployment (CI/CD) reduce the time between changes being made and being available in production. By automating build, test, and deployment processes, CI/CD enables faster and more frequent delivery of updates such as reference data changes, directly reducing delays between data upload and its availability for business use, thereby supporting faster revenue realization.
NEW QUESTION # 31
A development and operations team experienced a major service outage during a release. After recovery, senior leaders want to understand what happened and prevent recurrence, but they also want to avoid a blame culture that discourages openness.
Which approach is BEST?
Answer: A
Explanation:
A blameless post-mortem supports learning, transparency, and continual improvement without creating fear. In HVIT environments, organizations need fast learning loops and honest reporting, especially after failures. People are more likely to share important evidence and contributing factors when they know the goal is improvement, not punishment.
NEW QUESTION # 32
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