ITIL 4 Managing Professional Transition Exam Questions and Answers
A designer has been asked by an organization to design a new office chair. The designer has proposed a plant that they have been asked to validate. In 'design thinking', what should the designer do to BEST validate the plan
Options:
Ask the user to communicate their needs for the chair
Ask the user to provide feedback on a prototype of the chair
Adopt the user's point of view of using the chair
Decide for the user what is important for the chair
Answer:
AExplanation:
Large batch sizes of work are considered a barrier to high performance in Lean and Agile because they increase the amount of work in progress (WIP), which leads to longer cycle times, higher variability, lower quality, and reduced feedback and learning. Large batches also increase the risk of waste, rework, and delays, as well as the complexity and uncertainty of the work. Lean and Agile advocate for reducing batch sizes and limiting WIP, which enables faster flow, shorter feedback loops, higher quality, and more value delivery. Some of the practices that help reduce batch sizes and limit WIP are:
- Pulling versus pushing work, which means that work is initiated only when there is a demand and capacity for it, rather than being assigned or scheduled in advance.
- Making work visible, which means that the status and progress of work are transparent and accessible to all stakeholders, using tools such as Kanban boards, burn-down charts, and dashboards.
- Limiting work-in-progress, which means that the number of work items in each stage of the workflow is restricted, based on the available resources and throughput, to prevent bottlenecks and overloading. References:
- Integrating ITIL 4 and Design Thinking | Cognixia, section “What is Design Thinking?”
- Service design: ITIL 4 practice guide | Axelos, section 2.1.1
- ITIL 4 , DESIGN THINKING & RAPID - Devoteam, section “Design Thinking”
- ITIL4 meets design thinking | Axelos, section “Design thinking”
An organization wants to become more efficient by reducing the amount of unnecessary work they do. Which approach would be MOST helpful?
Options:
Site reliability engineering
Lean OK
Safety culture
DevOps
Answer:
BExplanation:
Lean OK is an approach that would be most helpful for an organization that wants to become more efficient by reducing the amount of unnecessary work they do. Lean OK is a combination of Lean and OKR (Objectives and Key Results), which are two complementary methodologies that aim to optimize value creation and eliminate waste. Lean is a philosophy and a set of principles and practices that focus on delivering value to customers and stakeholders, minimizing waste and inefficiencies, and continuously improving processes and products. OKR is a goal-setting and management framework that helps organizations align their objectives with their vision and strategy, communicate and track their progress, and measure their outcomes and impact. By using Lean OK, an organization can define clear and ambitious objectives that are aligned with customer needs and organizational goals, and set measurable and achievable key results that indicate how well the objectives are met. Lean OK also helps the organization to identify and eliminate any activities or processes that do not contribute to value creation or goal achievement, and to prioritize and optimize the ones that do. Lean OK enables the organization to become more efficient, effective, agile, and customer-centric. References:
An organization supports the users of its services using a tiered structure. There are many specialists in the second- and third-line resolution teams who have worked for the organization for a long time. The
organization is in the process of deploying many changes to services. This is likely to result in a large number of complex incidents. In addition, there are long backlogs of work for the second and third-line
resolution teams to complete.
Which is the BEST approach or technique to resolve this situation?
Options:
Service integration and management
Machine learning
Swarming
An information model
Answer:
CExplanation:
Swarming is a technique to more effectively resolve complicated and complex issues, which typically require more than one person or group to complete an activity effectively1. Swarming involves stakeholders working together to resolve the issue, rather than escalating it through a tiered structure2. Swarming can reduce the time toresolution, improve the customer experience, and enhance the knowledge sharing and collaboration among the support teams3. Swarming is also a concept used in Agile and DevOps methodologies, which are part of the ITIL 4 framework4.
Service integration and management (SIAM) is a management methodology that can help coordinate multiple service providers and ensure consistent and seamless service delivery to the customers. However, SIAM is not a technique to resolve complex incidents within an organization, but rather a way to manage the relationships and interactions among different service providers.
Machine learning is a branch of artificial intelligence that enables systems to learn from data and improve their performance without explicit programming. Machine learning can help automate some aspects of service management, such as incident classification, routing, and resolution. However, machine learning is not a technique to resolve complex incidents that require human intervention and collaboration.
An information model is a representation of concepts, relationships, constraints, rules, and operations to specify the semantics of something. An information model can help define and structure the data and information used in service management, such as configuration items, incidents, problems, changes, etc. However, an information model is not a technique to resolve complex incidents, but rather a way to organize and manage the information.
Therefore, the best approach or technique to resolve the situation described in the question is swarming.
References: 1: ITIL 4 Foundation, page 77 2: ITIL 4 & swarming – finding the right people & process | Axelos 3: Swarming vs Tiered Support Models Explained - BMC Software 4: ITIL 4 Specialist: Create, Deliver and Support, page 33 : ITIL 4 Foundation, page 81 : ITIL 4 Specialist: High-Velocity IT, page 36 : ITIL 4 Specialist: High-Velocity IT, page 37 : ITIL 4 Foundation, page 83 : ITIL 4 Specialist: Create, Deliver and Support, page 35
An organization is designing a survey to assess the needs and expectations of its staff.
What is this an example of?
Options:
CI/CD
Integration and data sharing
Customer-orientation
Employee satisfaction management
Answer:
DExplanation:
Employee satisfaction management is the process of measuring and improving how happy and engaged employees are with their work, their employer, and their organization. It involves conducting surveys, analyzing data, implementing strategies, and monitoring outcomes. Employee satisfaction management can help organizations improve productivity, retention, innovation, and customer satisfaction12.
An organization that designs a survey to assess the needs and expectations of its staff is engaging in employee satisfaction management, as it is trying to understand what factors influence employee satisfaction and how to address them. A survey is a common and effective method of collecting feedback from employees, as it can provide quantitative and qualitative data on various aspects of employee satisfaction, such as work environment, compensation, recognition, development, and alignment34.
The other options are not correct because they are not related to employee satisfaction management. CI/CD stands for continuous integration and continuous delivery, which are software development practices that aim to deliver high-quality software faster and more frequently5. Integration and data sharing are processes of connecting different systems and applications and exchanging information between them6. Customer-orientation is a business philosophy that focuses on meeting the needs and expectations of customers and creating value for them7. References:
- 1: How To Improve Employee Satisfaction (With 11 Strategies) | Indeed.com
- 2: The Five Fundamentals Of Employee Satisfaction - Forbes
- 3: The Key To Employee Satisfaction and How To Achieve It | Indeed.com
- 4: How To Measure Employee Satisfaction | Indeed.com
- 5: ITIL 4 Managing Professional: Transition Module | Axelos
- 6: ITIL® 4 Managing Professional Transition Course Online - Simplilearn
- 7: ITIL 4 MP Transition: a transformed framework | Axelos
Which charging mechanism could cause the price of a service to change depending on the time of day?
Options:
Cost
Cost plus
Market price
Differential charging
Answer:
DAn IT department is able to rapidly develop services that meet functional requirements. However overall satisfaction with these services is low.
Which is the BEST way to start working on developing new services while addressing issues faced by the IT department?
Options:
Develop a clear set of system requirements and track each of them from start to finish to ensure that the delivered service meets the stated requirements
Develop a clear understanding of the customers' intended goals and expectations, and track each of them from start to finish to ensure that the service supports the required outcomes
Involve senior management as early as possible to define requirements and help with 'organizational change management' to ensure successful implementation of the service
Assess and improve capabilities of IT teams prioritizing areas that are required to deliver the service in a way that meets customer expectations
Answer:
BExplanation:
The best way to start working on developing new services while addressing the issues faced by the IT department is to develop a clear understanding of the customers’ intended goals and expectations, and track each of them from start to finish to ensure that the service supports the required outcomes. This is because ITIL 4 emphasizes the importance of co-creating value with customers and focusing on the outcomes that they need and want, rather than just the outputs that the service provider delivers1. By understanding the customers’ goals and expectations, the IT department can design and deliver services that are aligned with the customer’s needs, preferences, and context, and that provide value for both parties2. Moreover, by tracking the customers’ goals and expectations throughout the service lifecycle, the IT department can ensure that the service remains relevant, effective, and efficient, and that any changes or improvements are based on customer feedback and satisfaction3.
Developing a clear set of system requirements and tracking each of them from start to finish to ensure that the delivered service meets the stated requirements (option A) is not the best way to start working on developing new services, because it focuses on the functional aspects of the service, rather than the outcomes that the customer values. System requirements are the specifications of what the service should do, but they do not necessarily reflect the customer’s needs, wants, and context. Therefore, a service that meets the system requirements may not meet the customer’s expectations or provide value for them4.
Involve senior management as early as possible to define requirements and help with ‘organizational change management’ to ensure successful implementation of the service (option C) is not the best way to start working on developing new services, because it does not involve the customer in the service design and delivery process. Senior management may have a different perspective and agenda than the customer,and may not fully understand the customer’s goals and expectations. Therefore, involving senior management alone may not result in a service that meets the customer’s needs or provides value for them. Moreover, organizational change management is a process that helps the organization adapt to changes in the internal or external environment, but it does not necessarily address the issues faced by the IT department in developing new services.
Assess and improve capabilities of IT teams prioritizing areas that are required to deliver the service in a way that meets customer expectations (option D) is not the best way to start working on developing new services, because it assumes that the IT department already knows what the customer expects from the service. However, without developing a clear understanding of the customer’s goals and expectations, the IT department may not be able to identify the areas that need improvement or the capabilities that are required to deliver the service in a way that meets customer expectations. Therefore, assessing and improving capabilities of IT teams is a secondary step that should follow after developing a clear understanding of the customer’s goals and expectations.
Therefore, the best way to start working on developing new services while addressing the issues faced by the IT department is to develop a clear understanding of the customers’ intended goals and expectations, and track each of them from start to finish to ensure that the service supports the required outcomes.
References: 1: ITIL 4 Foundation, page 4 2: ITIL 4 Foundation, page 6 3: ITIL 4 Foundation, page 8 4: ITIL 4 Foundation, page 9 : ITIL 4 Foundation, page 10 : ITIL 4 Foundation, page 11 : ITIL 4 Foundation, page 12
Which two stakeholders co-create value in the service relationship?
Options:
The consumer and provider
The provider and supplier
The investor and consumer
The investor and supplier
Answer:
AExplanation:
According to ITIL 4, value is co-created by two stakeholders in the service relationship: the consumer and the provider. The consumer is the person or organization that defines the requirements for a service and takes responsibility for the outcomes of service consumption. The provider is the person or organization that provides services to consumers. Value is co-created when the consumer and the provider collaborate and communicate to ensure that the service meets the consumer’s needs, expectations, and outcomes. Value is not delivered by the provider alone, but rather emerges from the interactions between the provider and the consumer. The other options are not correct, as they do not involve the consumer and the provider. The supplier is a person or organization that provides goods or services to the provider, but does not directly co-create value with the consumer. The investor is a person or organization that provides funding or resources for the provider, but does not directly co-create value with the consumer. References:
- ITIL 4 and value co-creation | Axelos1
- ITIL 4 – from creating value to co-creating value | Axelos2
- What is co-creation in ITIL 4? - QRP International - Belgium3
- Deriving Value Through Cocreation: ITIL And Other Best Practices Frameworks4
What BEST describes the relationship between planning and risk?
Options:
Planning is a high level function, risk management is a tactical activity
Planning should always consider risks and how to mitigate them
Planning focuses on what needs to be accomplished, risk management is part of how work is to be performed
Risk management is the exclusive domain of dedicated risk managers
Answer:
BExplanation:
The correct answer is B because planning is the process of defining and organizing the activities and resources needed to achieve the objectives of a service or product. Planning should always consider the risks that may affect the delivery of value, and how to mitigate them. Risk management is the practice of identifying, analyzing, evaluating, and treating uncertainties that could prevent the achievement of goals or objectives. Risk management is an integral part of planning, as well as other service management practices, such as governance, continual improvement, and change control.
The other options are not correct because they do not describe the relationship between planning and risk accurately. Option A is wrong because planning and risk management are both strategic and tactical functions, depending on the scope and level of detail. Option C is wrong because planning does not only focus on what needs to be accomplished, but also how, when, who, and why. Risk management is not just part of how work is to be performed, but also why and what. Option D is wrong because risk management is not the exclusive domain of dedicated risk managers, but a shared responsibility of all stakeholders involved in service management.
References:
- ITIL 4 Managing Professional Transition Module Sample Paper - English, Question 2, Page 5
- ITIL 4 Managing Professional: Transition Module | Axelos, Section “What is the ITIL 4 Managing Professional Transition Module?”, Paragraph 3
- ITIL® 4 Managing Professional Transition Course Online - Simplilearn, Section “Course Overview”, Paragraph 2
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.1, Page 54
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.2, Page 55
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.3, Page 56
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.4, Page 57
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.5, Page 58
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.6, Page 59
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.7, Page 60
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.8, Page 61
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.9, Page 62
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.10, Page 63
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.11, Page 64
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.12, Page 65
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.13, Page 66
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.14, Page 67
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.15, Page 68
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.16, Page 69
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.17, Page 70
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.18, Page 71
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.19, Page 72
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.20, Page 73
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.21, Page 74
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.22, Page 75
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.23, Page 76
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.24, Page 77
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.25, Page 78
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.26, Page 79
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.27, Page 80
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.28, Page 81
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.29, Page 82
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.30, Page 83
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.31, Page 84
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.32, Page 85
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.33, Page 86
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.34, Page 87
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.35, Page 88
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.36, Page 89
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.37, Page 90
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.38, Page 91
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.39, Page 92
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.40, Page 93
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.41, Page 94
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.42, Page 95
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.43, Page 96
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.44, Page 97
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.45, Page 98
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.46, Page 99
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.47, Page 100
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.48, Page 101
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.49, Page 102
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.50,
An organization with established processes for managing incidents, changes, and problems, receives a high volume of calls from users complaining that their issues are not being resolved efficiently. What is the FIRST step the organization should take to start to improve the situation?
Options:
Review skills and competencies of user support staff to ensure they have the required capability
Improve the integration of tools to ensure there are no gaps between processes
Use value stream mapping to help understand the end-to-end flow of user support
Encourage teams to collaborate so they can focus on value of users
Answer:
CExplanation:
Value stream mapping is a technique that helps to understand the end-to-end flow of user support, from the demand to the value delivery. It is a tool that features in ITIL 4 Specialist: Create, Deliver and Support. Value stream mapping can help to identify the steps, activities, roles, responsibilities, tools, and outcomes involved in the user support process. It can also help to identify the value, waste, and opportunities for improvement in each step. Value stream mapping can help the organization to optimize the user support process and enhance the customer experience. Therefore, using value stream mapping is the first step the organization should take to start to improve the situation. The other options are not the first steps, but they could be considered after the value stream mapping is done. Reviewing skills and competencies of user support staff, improving the integration of tools, and encouraging teams to collaborate are all possible actions that could result from the value stream mapping analysis, but they are not the first step to understand the problem and the current state of the user support process. References:
- ITIL 4 & swarming – finding the right people & process | Axelos1
- Swarming vs Tiered Support Models Explained - BMC Software1
- What ITSM Practitioners Need to Know About Value Stream Mapping2
Which high velocity IT objective considers an organization’s ability to continue providing business services when disruptive events affect its digital products?
Options:
Valuable investments
Resilient operations
Fast development
Assured conformance
Answer:
BExplanation:
Resilient operations is the high velocity IT objective that considers an organization’s ability to continue providing business services when disruptive events affect its digital products. Resilient operations ensure the availability, reliability, and performance of the digital products and services, as well as the ability to recover quickly from failures and incidents. Resilient operations also involve proactive practices such as technical debt management, chaos engineering, and site reliability engineering, which aim to improve the quality and resilience of the digital solutions. References:
- ITIL® 4 High-velocity IT (HVIT) - Your companion to the ITIL 4 Managing Professional HVIT certification, Chapter 7: Ensuring resilient operations
- ITIL 4 Specialist: High-Velocity IT Training, Course Outline, Module 2: The digital product lifecycle
How should the seven guiding principles be combined when an organization is making a decision?
Options:
By using all the guiding principles equally when making any decision
By using the one or two guiding principles that are most relevant to the specific decision
By using the focus on value' principle and one or two others that are relevant to the specific decision
By reviewing each guiding principle to decide how relevant it is to the specific decision
Answer:
DExplanation:
The seven guiding principles of ITIL 4 are not meant to be applied equally or rigidly in every situation. Rather, they are intended to provide guidance and encourage decision making and continual improvement at all levels. Therefore, when an organization is making a decision, it should review each guiding principle to decide how relevant it is to the specific decision, and use the ones that are most appropriate and helpful. For example, some decisions may require more collaboration and visibility than others, or some decisions may benefit from more iteration and feedback than others. The guiding principles are not rules or prescriptions, but rather suggestions and recommendations that can help the organization achieve its objectives and deliver value to its stakeholders. References:
- The 7 Guiding Principles of ITIL 4 - IFS Blog1
- The 7 ITIL 4 Guiding Principles: Explained in Detail2
- The Seven ITIL 4 Guiding Principles & Business Value - Belgium3
When an organization has initiated an IT transformation project, which 'organizational change management' activity should it carry out FIRST?
Options:
Create a clear picture of what is changing and why it is valuable
Develop a value stream map of the desired future changes
Create corrective action plans for staff who are resistant to the change
Communicate areas of waste that can be eliminated
Answer:
AExplanation:
The correct answer is A because creating a clear picture of what is changing and why it is valuable is the first step in organizational change management. Organizational change management is the practice of ensuring that changes are effectively and smoothly implemented, and that the lasting benefits of change are achieved. Creating a clear picture of the change involves defining the vision, scope, objectives, and benefits of the change, and communicating them to the stakeholders. This helps to create a sense of urgency, alignment, and commitment for the change, and to overcome resistance and ambiguity.
The other options are not correct because they are not the first activity in organizational change management. Developing a value stream map of the desired future changes (option B) is a useful technique to identify and optimize the flow of value, but it is not the first activity. It requires a clear understanding of the change and its value proposition, which is established in option A. Creating corrective action plans for staff who are resistant to the change (option C) is a reactive and punitive approach to change management, which can create more resentment and distrust. It is not the first activity, nor the best practice, in organizational change management. Communicating areas of waste that can be eliminated (option D) is a part of the lean approach to service management, which aims to optimize value by reducing waste and inefficiencies. However, it is not the first activity in organizational change management, as it does not address the vision, scope, objectives, and benefits of the change, which are essential for creating a clear picture of the change.
References:
- ITIL 4 Managing Professional Transition Module Sample Paper - English, Question 3, Page 5
- ITIL 4 Managing Professional: Transition Module | Axelos, Section “What is the ITIL 4 Managing Professional Transition Module?”, Paragraph 3
- ITIL® 4 Managing Professional Transition Course Online - Simplilearn, Section “Course Overview”, Paragraph 2
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 7, Section 7.2.1, Page 146
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 7, Section 7.2.2, Page 147
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 7, Section 7.2.3, Page 148
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 7, Section 7.2.4, Page 149
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 7, Section 7.2.5, Page 150
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 7, Section 7.2.6, Page 151
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 7, Section 7.2.7, Page 152
- [ITIL 4 Foundation: ITIL 4 Edition], Chapter 7, Section 7.2.8, Page 153
Which is an example of a digital organization?
Options:
An organization which uses IT to support its operational processes
An organization which has undergone an IT transformation
An organization which uses IT to change its strategic direction
An organization which uses IT to improve its 'service desk' practice
Answer:
CExplanation:
A digital organization is an organization that leverages digital technology to create value for its customers, employees, and other stakeholders. A digital organization is not just an organization that uses IT to support its operational processes, or an organization that has undergone an IT transformation, or an organization that uses IT to improve its ‘service desk’ practice. These are examples of IT-enabled organizations, but not necessarily digital organizations. A digital organization is an organization that uses IT to change its strategic direction, to create new business models, to innovate and differentiate itself from competitors, and to deliver value faster and more effectively. A digital organization is an organization that adopts a digital mindset, culture, andcapabilities to thrive in the digital era. References:https://www.axelos.com/resource-hub/blog/itil-4-leader-dits-guide-for-digital-transformation
Which concept is PRIMARILY concerned with multiple teams moving to a cross-functional way of working?
Options:
Organizational structure
Employee satisfaction measurement
Working to a customer oriented mindset
The value of positive communications
Answer:
AExplanation:
Organizational structure is the concept that is primarily concerned with multiple teams moving to a cross-functional way of working. Cross-functional teams are teams that consist of members from different functional areas or domains, such as development, testing, operations, marketing, etc. Cross-functional teams can help organizations achieve better collaboration, innovation, and customer satisfaction, as well as faster delivery and feedback. However, cross-functional teams also require changes in the organizational structure, such as breaking down silos, flattening hierarchies, and empowering teams to self-organize and make decisions. ITIL 4 encourages an integrated approach that combines best practices across all ways of working, such as Agile, DevOps, and Lean. These methodologies keep rules simple, allowing teams toadapt based on the situation, focus on good outcomes for the customer, and learn from failure. ITIL 4 also explores the four main types of organizational structures: functional, divisional, matrix, and flat. Each type has its own advantages and disadvantages, and organizations can choose the best fit for their context and goals. References:
- Using ITIL’s concepts: four organizational structures | Axelos
- What ITIL 4 means for you and your team - Atlassian
- Cross-Functional Teams Definition & Advantages - KnowledgeHut
- How to Build a Cross-Functional Team | The Workstream - Atlassian
In an organization, a service desk team employs experienced staff who have worked there for many years and have good relationships with support teams. The organization has a good improvement culture, and staff are encouraged to use their experience and identify improvements. They are developing a new policy for handling incidents.
Which is the BEST approach for this new policy?
Options:
Ensure that any identified exceptions are excluded from the policy to improve clarity
Ensure that all teams involved in incident resolution collaborate in the development of the policy
Implement the policy to the service desk staff initially before informing other affected support teams
Engage with stakeholders to ensure that as much detail as possible is included in the policy
Answer:
BExplanation:
This is the best approach because it ensures that the policy is aligned with the needs and expectations of all the parties involved in incident management. It also fosters a culture of collaboration and trust among the teams, which can improve the efficiency and effectiveness of incident resolution. By involving all the teams in the policy development, the organization can also leverage the experience and knowledge of the staff, and identify any potential gaps or issues that may arise in the incident management process. This approach is consistent with the ITIL 4 guiding principles of collaborate and promote visibility, focus on value, and keep it simple and practical12. References:
- ITIL 4 Managing Professional Transition Module Sample Paper - English3, page 7, question 2, answer B
- ITIL 4 Foundation: ITIL 4 Edition4, page 20, section 2.3, paragraph 2
- ITIL 4 Managing Professional: Create, Deliver and Support5, page 10, section 1.1, paragraph 4
- ITIL 4 Managing Professional: Direct, Plan and Improve, page 12, section 1.1, paragraph 3
In which TWO situations should be ITIL guiding principles be considered?
1. In every initiative
2. In all relationships with stakeholders
3. Only specific initiatives where the principle is relevant
4. Only specific stakeholder relationships where the principle is relevant
Options:
1 and 2
1 and 4
3 and 4
2 and 3
Answer:
BExplanation:
An ‘outside in’ approach is one that focuses on the customer perspective and value, rather than the internal processes and governance of the IT organization. According to ITIL 4, this approach helps to co-create value with customers and users, and align the IT services with the business strategy and outcomes. Therefore, conducting customer and user satisfaction surveys to gather feedback on how customers and users perceive the support of IT services is an example of an ‘outside in’ approach, as it helps to understand the customer needs, expectations, and experiences. The other options are examples of an ‘inside out’ approach, as they focus on the internal aspects of the IT organization, such as the suppliers, the technical teams, and the software tools, rather than the customer value and outcomes. References:
- ITIL and Value: Co-Creating Value in Organisations with ITIL 4™1
- Using ITIL to move to a service culture2
- ITIL 4 Managing Professional Transition Module
- ITIL 4 Managing Professional Transition Module - Courseware
Which statement is CORRECT when considering a transformation to high velocity IT?
Options:
All organizations benefit from high velocity
High performance is usually part of the change
High-velocity IT should be applied throughout the organization
Customer-facing systems should be excluded from the change
Answer:
BExplanation:
A transformation to high velocity IT is a change that involves adopting digital operating models and practices that enable organizations to deliver products and services faster, better, and cheaper. High velocity IT is not suitable for all organizations or all parts of an organization, as it depends on the context, culture, and objectives of each situation. Therefore, statements A and C are incorrect. High velocity IT is especially relevant for customer-facing systems, as they need to meet the changing needs and expectations of customers in a competitive and dynamic environment. Therefore, statement D is also incorrect. High performance is usually part of the change, as high velocity IT aims to improve the quality, value, and outcomes of the products and services delivered, as well as the efficiency, effectiveness, and agility of the processes and practices involved. Therefore, statement B is correct. References:
- ITIL 4 Specialist: High-velocity IT | Axelos
- ITIL 4 High-velocity IT: the digital enterprise | Axelos
- ITIL 4 High Velocity IT (HVIT) Book - EVERYONE - Skillsoft
- ITIL® 4 Specialist: High Velocity IT - Good e-Learning
An organization's customers have historically been satisfied with the functionality and performance of its service. Recently, hovewer, the organization is getting complaints about both the performance of the services and areas such as sales and customer support. How BEST can the organization collect the information needed to address these complaints?
Options:
Collect customer experience and service level metrics
Use feedback from service reviews to assess value realization
Gather customer service performance metrics and map to SLAs
Conduct satisfaction surveys after service interactions
Answer:
AExplanation:
The best way for the organization to collect the information needed to address the complaints is to collect customer experience and service level metrics. Customerexperience metrics are measures of how customers perceive the quality and value of the service and the interactions they have with the service provider. Service level metrics are measures of how well the service meets the agreed requirements and expectations of the customers and users. By collecting both types of metrics, the organization can identify the gaps and issues in the service delivery and the customer journey, and take actions to improve them. Some examples of customer experience metrics are customer satisfaction, net promoter score, customer effort score, and customer loyalty. Some examples of service level metrics are availability, reliability, performance, and incident resolution time. References:https://www.axelos.com/resource-hub/blog/itil-4-leads-to-value
