Free ITIL ITIL4-DPI Practice Exam with Questions & Answers

DPI stresses that KPIs should directly measureprogress toward the defined success factor. Here, the success factor isimproved user satisfaction with the service desk. Increasing the number of calls resolvedwithout escalation(Option B) directly contributes to satisfaction: faster resolutions, fewer transfers, and better customer experience. Options A and C measure efficiency but not directly user satisfaction. Option D worsens satisfaction by increasing wait times.

(Reference: ITIL® 4 Strategist DPI, section on "Defining and measuring critical success factors and KPIs")

DPI emphasizesusing existing, familiar, and effective communication channelsto encourage staff feedback and engagement. By leveraging collaboration tools that teams already use (Option A), managers minimize resistance and maximize participation. Option B is localized and limited in scale. Option C delays feedback until a project is implemented. Option D is one-way communication, not interactive.

(Reference: ITIL® 4 Strategist DPI, section on "OCM – communication and feedback channels")

DPI defines avalue streamas “a series of steps an organization undertakes to create and deliver products and services to consumers.” It describeshow value is created and flowsthrough the service value chain. Option A directly reflects this definition. Options B, C, and D refer to resources, guidance, or change management, not the definition of value streams.

(Reference: ITIL® 4 Strategist DPI, section on "Value stream mapping – definition and purpose")

In DPI, KPIs must beSMART(Specific, Measurable, Achievable, Relevant, Time-bound). Option B is the only one that fully meets SMART criteria:

Specific (user satisfaction with the application),

Measurable (30% increase),

Achievable (reasonable improvement target),

Relevant (directly tied to usability),

Time-bound (six months).

Options A and D lack measurable objectivity, while C is too broad and long-term.

(Reference: ITIL® 4 Strategist DPI, section on "Measurement and reporting – setting SMART objectives and KPIs")

Thecontinual improvement modelis applied to evaluate, prioritize, and implement improvements acrossservices, practices, and processes. Here, the focus is thecloud storage service, not just the practice of problem management. Option B reflects the model’s purpose—identify improvement opportunities, assess priorities, and act to prevent recurrence of failures. Options A, C, and D misapply the model to either specific practices or operational recovery, not holistic improvement.

(Reference: ITIL® 4 Strategist DPI, section on "Applying the continual improvement model to services and practices")

In DPI,controls are mechanisms to ensure compliance and mitigate risks. Modifying the system to auto-capture date/time (1) is apreventive control, while reporting and correcting non-compliant records (4) is adetective control. Together, these are effective and practical. Communication plans (2) and goals cascades (3) improve awareness but do not guarantee compliance. DPI stresses thattechnical and reporting controlsare stronger than relying on human reminders.

(Reference: ITIL® 4 Strategist DPI, section on "Controls – preventive and detective mechanisms in governance")

DPI highlights thatcompliancerefers to meetinglegal, regulatory, and policy requirements. By following local laws, the organization ensuresimproved compliance. Governance (A) is the system of oversight but does not automatically result from law adherence. Risks (B) are reduced, not increased, by compliance. Value (D) is indirectly supported but not guaranteed. Thus, compliance is the direct outcome.

(Reference: ITIL® 4 Strategist DPI, section on "Governance, risk, and compliance (GRC)")

In DPI, thecontinual improvement modelstresses the importance ofcapturing lessons learnedto ensure that successes and failures inform future work. By creating alessons learned reportduring project closure, the organization systematically records challenges, inefficiencies, and solutions. This enables organizational learning and prevents repeating mistakes. SWOT (B) and communication planning (D) are useful tools, but they do not directly address past project issues. Customer satisfaction analysis (C) focuses on user experience, not internal resource challenges.

(Reference: ITIL® 4 Strategist DPI, section on "Continual improvement feedback and learning loops")

DPI clarifies thatgovernance always comes from the organization’s governing body. Internal service providers do not operate independently; they must follow the governance structures of the parent organization. They may only self-governif explicitly delegated authority. Option A is incorrect (governance covers internal and external). Option B is false—governance always applies. Option D is misleading; theSVS supports governance, not replaces it.

(Reference: ITIL® 4 Strategist DPI, section on "Governance in internal and external service provider contexts")

DPI and the guiding principle“Keep it simple and practical”stress that guidance should beclear, concise, and user-friendly. With 5000 users, simple guidelines prevent confusion and reduce support overhead. Explicit instructions onwho to contact for exceptionsensures smooth adoption. Options A and D risk overwhelming users with detail, while B shifts responsibility to the service desk instead of empowering users.

(Reference: ITIL® 4 Strategist DPI, section on "Organizational change management – communication and adoption support")