Free ITIL ITIL-4-Transition Practice Exam with Questions & Answers | Set: 3

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 to adapt 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

Comprehensive Explanation:

Service requests are:

Requests for something to be provided

Typically standard, pre-approved, low-risk

Examples include software installation, access requests, equipment provisioning

“Providing a virtual server for a development team” is a provisioning request — a type of standard service request, provided it follows an established request model.

Option A = incident.

Option B = change.

Option C = part of problem/error control.

Thus, Option D is correct.

Comprehensive Explanation:

Major incidents typically require:

Urgent coordinated effort

Involvement of multiple teams or specialists

Focused collaboration

Rapid restoration of service

ITIL describes forming a temporary major incident team as the standard response.

Options A and B are too simple; option D is procedural but not sufficient for major incidents.

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:

https://unichrone.com/blog/it-service-management/lean-itil/

https://www.atlassian.com/blog/technology/what-the-new-itil-4-means-for-you-and-your-team

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, and capabilities to thrive in the digital era. References: https://www.axelos.com/resource-hub/blog/itil-4-leader-dits-guide-for-digital-transformation

https://assets.website-files.com/6372a610b17ef0b86547d1ae/6400e103a11a9d3d6dc0abb7_ITIL4_Digital%20and%20IT%20Strategy_Syllabus.pdf

Comprehensive Explanation:

ITIL defines Change as:

“The addition, modification, or removal of anything that could have a direct or indirect effect on services.”

Therefore, removing something that affects a service is classified as a change.

Thus, Option C is correct.

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

The customer journey is the complete end-to-end experience customers have with one or more service providers and/or their products through the touchpoints and service interactions with those providers1. The purpose of the customer journey is to understand the needs, expectations, and preferences of the customers and users, and to design, deliver, and improve services that meet those requirements and create value for them. The customer journey also helps to identify the opportunities and challenges for co-creating value with the customers and users, and to optimize the customer experience throughout the service relationship23. By mapping the customer journey, the service provider can ensure that the services are aligned with the customer outcomes and that the service interactions are positive and satisfying for the customers and users4. References:

ITIL 4 Managing Professional: Drive Stakeholder Value5, page 14, section 2.1, paragraph 1

ITIL 4 Foundation: ITIL 4 Edition, page 20, section 2.3, paragraph 2

ITIL 4 Managing Professional: Create, Deliver and Support, page 10, section 1.1, paragraph 4

ITIL 4 Managing Professional: Direct, Plan and Improve, page 12, section 1.1, paragraph 3

ITIL 4: Connecting the key concepts Part 4 | Axelos3, paragraph 2

The customer journey and ITIL 4 | Axelos1, paragraph 2

ITIL®4 – Mapping the Customer Journey - ITSM Professor2, paragraph 2