Free ITIL ITIL-4-Transition Practice Exam with Questions & Answers | Set: 2

 The correct answer is A. Failing to explain service provider action that impact the customer. This is because a lack of transparency and communication can erode the trust and satisfaction of the customer, and lead to misunderstandings and conflicts. The service provider should always inform the customer of any changes, issues, or decisions that affect the customer’s services, expectations, or outcomes. The service provider should also seek feedback from the customer and address any concerns or complaints promptly and effectively.

B. Scheduling interactions between customer and service provider is not a threat, but a good practice to maintain the relationship. Regular interactions can help to align the goals, values, and needs of both parties, and foster collaboration and mutual understanding. The service provider should also use these interactions to demonstrate value and performance, and to identify opportunities for improvement or innovation.

C. Changes in service provider and customer staff is not a threat, but a challenge that can be overcome with proper knowledge management and relationship management. The service provider should ensure that the knowledge and experience of the staff are captured, shared, and transferred to the new staff, and that the new staff are trained and competent to deliver the services. The service provider should also introduce the new staff to the customer and establish rapport and trust.

D. Failing to deal with communication in a timely fashion is a threat, but not the most likely one. Delayed or ignored communication can frustrate the customer and damage the reputation of the service provider. The service provider should respond to the customer’s communication as soon as possible, and provide clear and accurate information. The service provider should also follow up on the communication and ensure that the customer’s needs are met. References:

• ITIL 4 Managing Professional Transition Module Sample Paper - English, page 8, question 1, answer A
• ITIL 4 Managing Professional Transition Module Candidate Syllabus - English, page 9, learning outcome 1.3
• ITIL 4 Managing Professional Transition Course Online - Simplilearn, section 3.2, lesson 3.2.2, topic “Relationship Management”

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

 Omnichannel management is the practice of providing a consistent and integrated user experience across multiple channels of communication, such as phone, email, web, chat, video, social media, etc. Omnichannel management enables users to access support through their preferred channel and switch between channels seamlessly. Omnichannel management also allows the service provider to collect and analyze user feedback and behavior data from different channels to improve the service quality and user satisfaction. A web hosting provider that wants to apply more of a ‘shift left’ approach to service support should use omnichannel management to expand how users access support and improve the user experience. By offering video tutorials, instant messaging, and social networks as additional channels of support, the service provider can empower users to solve simple problems independently, reduce the workload of the service desk, and enhance the user engagement and loyalty. References:

• ITIL® 4 High-velocity IT (HVIT) - Your companion to the ITIL 4 Managing Professional HVIT certification, Chapter 8: Co-creating value with users and customers
• ITIL 4 Specialist: High-Velocity IT Training, Course Outline, Module 3: Working with customers and stakeholders in the digital world
• A guide to understanding the shift left approach - LogRocket Blog

 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

The correct answer is B. The service value chain because it is the core component of the ITIL 4 service management framework that describes how an organization orchestrates its IT capabilities to achieve its strategic objectives. The service value chain is an operating model that covers all the key activities to flexibly manage products and services1. It consists of six interconnected value chain activities: plan, improve, engage, design and transition, obtain/build, and deliver and support2.

Option A is not correct because the four dimensions of service management are not an operating model, but rather a holistic perspective that should be considered for the effective and efficient facilitation of value co-creation2. The four dimensions are: organizations and people, information and technology, partners and suppliers, and value streams and processes2.

Option C is not correct because the ITIL guiding principles are not an operating model, but rather a set of recommendations that can guide an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure2. The ITIL guiding principles are: focus on value, start where youare, progress iteratively with feedback, collaborate and promote visibility, think and work holistically, keep it simple and practical, and optimize and automate2.

Option D is not correct because continual improvement is not an operating model, but rather a recurring organizational activity performed at all levels to ensure that an organization’s performance continually meets stakeholders’ expectations2. Continual improvement is based on the continual improvement model, which consists of four steps: what is the vision, where are we now, where do we want to be, and how do we get there2.

References: : ITIL 4 Models - A New Operating Model in ITIL 4 - KnowledgeHut : ITIL® 4 Managing Professional Transition Course Online - Simplilearn

The correct answer is B. Value stream mapping. This is because value stream mapping is a technique that helps to visualize how a service delivers value to the stakeholders, and identify the risks, dependencies, inefficiencies, and opportunities for improvement along the way12. Value stream mapping involves defining the service vision, mapping the current state, analyzing the current state, designing the future state, and implementing the future state12. By considering how each set of stakeholders will experience the service, the organization is defining the service vision and mapping the current state of the service.

A. An agile approach is not the correct answer, because an agile approach is a way of working that is flexible, iterative, and adaptive to changing requirements and feedback34. An agile approach does not necessarily involve compiling information about how a new service will be used, or considering how each set of stakeholders will experience the service.

C. Workforce planning is not the correct answer, because workforce planning is a process that ensures that an organization has the right people with the right skills at the right time to deliver its objectives . Workforce planning does not necessarily involve compiling information about how a new service will be used, or considering how each set of stakeholders will experience the service.

D. Shift left is not the correct answer, because shift left is a practice that aims to resolve issues as close as possible to their source, and prevent them from escalating to higher levels of support . Shift left does not necessarily involve compiling information about how a new service will be used, or considering how each set of stakeholders will experience the service. References:

• ITIL 4 Managing Professional Transition Module Sample Paper - English, page 9, question 2, answer B
• ITIL 4 Managing Professional Transition Module Candidate Syllabus - English, page 10, learning outcome 1.4
• ITIL 4 Managing Professional Transition Course Online - Simplilearn, section 3.2, lesson 3.2.1, topic “Agile Approach”
• ITIL 4 Managing Professional: Transition Module | Axelos, page 2, section “ITIL 4 Managing Professional Transition Module”
• [ITIL 4 Managing Professional Transition Course Online - Simplilearn], section 3.2, lesson 3.2.3, topic “Workforce Planning”
• [ITIL 4 MP Transition: a transformed framework | Axelos], paragraph 4, sentence 2
• [ITIL 4 Managing Professional Transition Course Online - Simplilearn], section 3.2, lesson 3.2.4, topic “Shift Left”
• [Course: ITIL 4 Managing Professional Transition | ITIL USA], paragraph 3, sentence 3

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

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