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Peoplecert ITIL-4-CDS Exam Syllabus Topics:

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

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Peoplecert ITIL 4 Specialist: Create, Deliver and Support Sample Questions (Q63-Q68):

NEW QUESTION # 63
A service desk uses triage to ensure they work on the most urgent tasks first. This sometimes causes user satisfaction issues, because low priority requests can wart a long time before anyone starts to work on them.
What is the BEST way to manage this issue?

A. Recruit more service desk staff so that they are able to work on low priority requests even when there are many higher priority tasks
B. Use first-in first-out prioritization instead of triage, to ensure that tasks are worked on in the order that they are requested
C. Train users so that they know their requests might be delayed if there are many higher priority tasks in the backlog
D. Increase the priority of requests that have been waiting a long time and are at risk of breaching agreed service levels

Answer: D

NEW QUESTION # 64
A service provider involves suppliers to resolve incidents related to third-party software.
Resolution of such incidents typically takes longer because of the time required to contact a supplier and other delays. The service provider needs to involve the supplier every time a similar incident occurs again. The incident manager wants to reduce the costs and improve the timeliness of incident resolution. What is the BEST way for the incident manager to achieve this?

A. Ensure that errors in the software that caused incidents are fixed
B. Ensure that solutions provided by suppliers are captured and shared in the support team
C. Ensure that solutions provided by the supplier are tested
D. Avoid transferring incidents to an external supplier as long as possible

Answer: B

NEW QUESTION # 65
An international e-commerce company is planning to launch a new mobile shopping application.
During the initial design, the project team has encountered challenges in ensuring the app aligns with regional customer preferences, while maintaining a consistent user experience. The team also needs to address scalability and security concerns. What approach should the company take to improve this situation?

A. Focus on app performance and security features
B. Adopt a design thinking approach based on customer and user feedback
C. Implement a global standard design
D. Establish a team of expert developers to revise the initial design

Answer: B

NEW QUESTION # 66
An organization uses value streams to help them deliver consistent services, and they use
`service integration and management' to manage many different suppliers. How does `service integration and management' work with the organization's value streams?

A. 'Service integration and management' manages multiple suppliers in a single value stream
B. 'Service integration and management' creates a separate value stream for each supplier
C. Service integration and management' is independent of the organization's value streams
D. Service integration and management' cannot be used in an organization that uses value streams

Answer: A

NEW QUESTION # 67
Sunrise Bank reorganized its customer support function into cross-functional, end-to-end value- stream teams that include service desk analysts, incident responders, problem managers, and change coordinators. After three months, teams still dispute task priorities, handoff delays persist, and customer satisfaction scores vary widely. According to ITIL 4 principles and the four dimensions of service management, which ONE action should leadership prioritize to establish clear accountability, align objectives, and improve collaboration?

A. Collaboratively develop a team charter that defines end-to-end value-chain responsibilities, shared outcome-focused KPIs, and decision-making guidelinesright
B. Implement strict, role-based SLAs for every handoff between functional specialties, with automated escalation on breach
C. Rotate members through each functional specialty on a one-month cycle to broaden individual skill sets
D. Institute weekly facilitated stand-up meetings for each value-stream team to review progress and reassign tasks

Answer: A

Explanation:
A jointly created team charter aligns all members on shared objectives, clarifies end-to-end ownership, embeds collective KPIs, and supports ITIL 4's guiding principles of collaborate and promote visibility.

NEW QUESTION # 68
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