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

 The most likely reason for an organization to delay a transformation to high velocity is that the organization is not ready for a cultural change. High velocity IT requires a significant shift in the mindset, values, and behaviors of the organization and its people, as well as the adoption of new ways of working, such as agile, lean, and DevOps. These changes can be challenging and disruptive for some organizations, especially those that have a traditional, hierarchical, or siloed culture. Therefore, the organization may need to assess its readiness and willingness for a cultural change before embarking on a transformation to high velocity IT. This reason is supported by the following references:

ITIL 4 Specialist: High-velocity IT explores the ways in which digital organizations and digital operating models function in high velocity environments1

ITIL 4 High-velocity IT: the digital enterprise2

ITIL®4 Specialist: High Velocity IT3

Comprehensive and Detailed Explanation From Exact Extract of ITIL 4 Managing Professional Transition:

In ITIL 4, an outcome is defined as:

“A result for a stakeholder enabled by one or more outputs.”

Key points:

Outcomes depend on outputs — outputs are the deliverables, outcomes are the results enabled by them.

Option A is reversed; outcomes do not enable delivery of products.

Option B refers to costs, not outcomes.

Option D describes warranty, not outcomes.

Therefore, Option C is the accurate ITIL 4 definition.

 The expected outcome from using a service value chain is value realization. Value realization is the process of ensuring that the intended benefits of a product or service are achieved or exceeded. Value realization is not only about delivering value to customers, but also capturing value for the service provider and other stakeholders. The service value chain is an operating model that outlines the key activities required to respond to demand and facilitate value realization through the creation and management of products and services. The service value chain consists of six activities: plan, improve, engage, design and transition, obtain/build, and deliver and support. Each activity contributes to value creation by transforming various inputs into specific outputs. The service value chain can be configured in different ways to form service value streams, which are the end-to-end workflows that deliver a specific product or service to a customer or user. The service value chain also enables the application of practices, which are sets of organizational resources and capabilities that help perform work or accomplish an objective. The service value chain is flexible and adaptable to different contexts and scenarios, allowing the service provider to optimize the use of resources and deliver value in the most effective and efficient way. References:

ITIL 4 Foundation: ITIL 4 Edition, section 4.2.1

ITIL®4 Service Value Chain [ITIL4 SVC Activities with Examples], section “ITIL ® 4 Service Value Chain Model”

Comprehensive Explanation:

The purpose of Supplier Management includes:

Ensuring that the organization’s suppliers and their performance are adequately managed to support value creation through strong, collaborative relationships.

Thus, Option A is correct.

Limiting work-in-progress (WIP) is a technique that involves setting a maximum number of tasks that can be in progress at any given stage of the workflow. This helps to reduce the amount of time that tasks spend waiting in queues, which improves the flow of work and reduces the lead time. Limiting WIP also encourages the team to focus on completing the tasks that are already started, rather than starting new ones, which improves the quality and value of the work. Limiting WIP is a key practice of Kanban, which is one of the methods covered in the ITIL 4 Managing Professional Transition module. References:

Limiting Work in Progress (WIP) in Scrum with Kanban - What / When / Who / How

The Surprising Impact of Limiting Work in Progress on the Flow of Work …

Comprehensive Explanation:

A Configuration Item (CI) is defined as:

Any component that must be managed in order to deliver an IT service.

Thus, Option C fits the exact ITIL 4 definition.

 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

Comprehensive Explanation:

A Service Level Agreement (SLA) is specifically designed to:

Define expected levels of service

Set targets for performance

Provide a basis for measuring actual service performance

Thus, the SLA functions as the primary tool for defining and measuring service performance in ITIL 4.

Therefore, Option A is correct.

 The correct answer is B. The end-to-end experience customers have with service providers. This is because the customer journey is a term that describes the complete lifecycle of a customer’s interaction with a service provider, from the initial awareness and engagement, to the purchase and consumption, to the retention and advocacy12. The customer journey helps to understand the customer’s needs, expectations, emotions, and satisfaction at each touchpoint, and to identify the opportunities for improvement and innovation.

A. The actions that the user undertakes to be able to use the service is not the correct answer, because this is only a part of the customer journey, not the whole definition. The user is the person who uses the service, not necessarily the person who pays for it or decides to use it. The actions that the user undertakes to be able to use the service are also known as the user journey, which is a subset of the customer journey12.

C. The actions that the service provider takes to attract new customers is not the correct answer, because this is also only a part of the customer journey, not the whole definition. The service provider is the organization that provides the service, not the customer. The actions that the service provider takes to attract new customers are part of the marketing and sales activities, which are the first stages of the customer journey12.

D. The experience the service user gets from the service provider is not the correct answer, because this is also only a part of the customer journey, not the whole definition. The service user is another term for the user, who may or may not be the customer. The experience the service user gets from the service provider is part of the service delivery and support activities, which are the middle stages of the customer journey12. References:

ITIL 4 Managing Professional Transition Module Sample Paper - English, page 11, question 4, answer B

ITIL 4 Managing Professional Transition Module Candidate Syllabus - English, page 12, learning outcome 1.6

Value stream mapping is a lean tool that documents the step-by-step processes required to bring a product or service to market. It helps visualize, analyze, and improve all the steps involved by identifying waste and reducing process cycle times. The ultimate goal of VSM is to create more value for customers while improving overall efficiency1. An organization that receives a high volume of calls from users complaining that their issues are not being resolved efficiently should use value stream mapping to help understand the end-to-end flow of user support. By laying out each step in detail within the user support process, VSM helps the organization better understand and more easily identify optimization opportunities. VSM also helps the organization see more than waste in their user support process, including the sources of waste, the value-adding and non-value-adding activities, the material and information flow, and the decisions that affect the flow2. Using value stream mapping, the organization can create a current state map that shows the actual condition of the user support process, and a future state map that shows the target image of how the user support process should work after making improvements. VSM also forms the basis of an implementation plan, a blueprint for improvement, that helps the organization design how the whole user support process should operate2. Therefore, using value stream mapping is the first step the organization should take to start to improve the situation. References:

Understanding the Fundamentals of Value-Stream Mapping

Value stream mapping: Examples, process, template, and symbols