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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: 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 |
| Topic 2: Enabling Co-Created Value | 8% | - Relationship management, service design, service desk practices |
| Topic 3: Enabling Assured Conformance | 7% | - Information security management, risk management, compliance |
| Topic 4: High-Velocity IT Concepts and Digital Enterprise | 25% | - Objectives of digital products: valuable investments, fast development, resilient operations, co-created value, assured conformance - Alignment with four dimensions of service management, ITIL Service Value System, service value chain, and digital product lifecycle - Core terms: High-velocity IT, digital organization, digital transformation, digital technology |
| Topic 5: Enabling Valuable Investments | 15% | - Strategic alignment, portfolio management, business case development - Prioritization and value assessment practices |
| Topic 6: Enabling Resilient Operations | 10% | - Problem management, service continuity, infrastructure and platform management - Capacity and performance management, monitoring and event management |
| Topic 7: Enabling Fast Development | 15% | - Agile, DevOps, and continuous integration/delivery practices - Automation, cloud-native practices, and rapid deployment |
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問題 #16
After a significant expansion, an organization's employees have started to complain about the way they are managed. Complaints include difficulty contacting managers, short and impolite feedback, and micro-management.
What would BEST contribute to improving the 'trust and be trusted' behaviour?
答案：B
解題說明：
A strong safety culture promotes psychological safety, open communication, and respectful interactions between people at all levels of the organization. By encouraging trust, transparency, and constructive handling of feedback and mistakes, it directly addresses issues such as poor communication, lack of accessibility, and controlling management behaviors, thereby improving
"trust and be trusted" behaviour.
問題 #17
A product team releases new functionality to customers every week. Although customers like the frequent updates, the organization has recently failed an internal audit because several changes could not be traced back to approved requirements and test evidence.
Which high-velocity IT objective is MOST in need of improvement?
答案：A
解題說明：
This scenario shows that the organization is already achieving speed, because it releases weekly and customers appreciate the updates. However, it is failing to maintain the control, traceability, and evidence needed to satisfy governance and audit requirements. That directly points to assured conformance.
In HVIT, assured conformance means that the organization can move quickly while still meeting obligations for governance, compliance, security, quality, and risk control. The problem is not mainly about value, speed, or collaboration with customers. It is about the inability to demonstrate that work was properly governed and validated.
問題 #18
An organization has decentralized its IT function and assigned the responsibility for digital technologies to its business units. There is concern that this approach has made it difficult to manage risks that could impact the entire organization.
Which is the BEST approach this organization can take to initially address this concern?
答案：C
解題說明：
When IT and digital responsibilities are decentralized, organization-wide risk can become fragmented and inconsistently managed. To address concerns about risks that could impact the entire organization, the governing body must retain ownership of enterprise-level, existential risks.
This ensures that high-impact risks are identified, assessed, and managed at the appropriate strategic level, maintaining overall coherence in risk governance.
問題 #19
Members of a busy team are frustrated because they often do not have enough time to fully understand what they are doing. They also suspect there is duplication of effort among them. The team has a new manager.
Which is the BEST action for the team's manager to take?
答案：B
解題說明：
The best action is for the manager to observe the work and ask questions to see what really happens, as this provides direct insight into issues like time pressure and duplication, aligning with Lean practices such as going to the gemba (seeing work at the source).
問題 #20
An organization says it wants to become "high velocity," so it instructs all teams to release changes faster. As a result, failed changes increase, employees feel pressured, and customers complain about instability.
What is the BEST conclusion?
答案：D
解題說明：
HVIT is not simply about making teams move faster. It is about achieving the right balance across objectives such as fast development, resilient operations, co-created value, valuable investments, and assured conformance. In this scenario, the organization focused narrowly on speed and ignored reliability, people impacts, and customer outcomes.
問題 #21
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