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NEW QUESTION # 25
An IT department is functioning as a service provider for the company it is a part of.
Which statement about this provider's governance is CORRECT?
- A. An internal service provider is not subject to governance because they are part of the same company
- B. An internal service provider cannot govern itself unless it has specifically delegated the authority by the company's governing body
- C. An internal service provider's governance is limited to external factors such as regulations and legislation
- D. An internal service provider must use the service value system instead of governance
Answer: B
Explanation:
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")
NEW QUESTION # 26
The manager of a team of highly skilled professionals often handles challenging problems personally in an effort to demonstrate expertise.
Which TWO are the MOST LIKELY consequences of this behaviour?
* Decisions take longer
* Employee morale improves
* Decisions are made quickly
* Employee morale suffers
- A. 3 and 4
- B. 1 and 4
- C. 2 and 3
- D. 1 and 2
Answer: B
Explanation:
DPI governance principles highlight that when managers centralize decisions and problem-solving, it creates bottlenecks(delays in decision-making) and reduces team empowerment, leading tolower morale. Thus, options 1 (decisions take longer) and 4 (employee morale suffers) are the consequences. The behaviour underminesdelegation of authority and staff empowerment, which DPI stresses as essential for effective governance and oversight.
(Reference: ITIL 4 Strategist DPI, section on "Delegation of authority and empowerment of teams")
NEW QUESTION # 27
Which type of plan would outline the organizational vision for a multi-year infrastructure expansion?
- A. Tactical
- B. Operational
- C. Strategic
- D. Project
Answer: C
Explanation:
According to ITIL DPI, planning occurs atstrategic, tactical, and operational levels. Astrategic plandefines long-term direction, includingmulti-year infrastructure expansionthat aligns with business goals. Tactical plans break this down into departmental objectives, while operational plans manage day-to-day execution.
Project plans are temporary and specific but not long-term vision documents.
(Reference: ITIL 4 Strategist DPI, section on "Planning levels - strategic, tactical, operational")
NEW QUESTION # 28
An internet service provider has recently acquired a smaller competitor and has performed an analysis of internal and external factors affecting both companies. The competitor was acquired because of their popularity in the market due to excellent service levels. The management are about to integrate the staff and practices of the two organizations and would like to ensure that this is successful.
Which assessment method is BEST for them to adopt?
- A. Strengths, weaknesses, opportunities, threats (SWOT)
- B. SLA achievement
- C. Customer/user satisfaction
- D. Change readiness
Answer: A
Explanation:
DPI highlightsSWOT analysisas a key assessment tool for mergers, acquisitions, or major integrations.
SWOT helps organizations understandinternal capabilities (strengths/weaknesses)andexternal market factors (opportunities/threats). This is critical when combining practices and cultures to ensure strengths are leveraged and weaknesses are mitigated. Customer satisfaction (B) and SLA analysis (D) are narrow operational measures. Change readiness (C) is useful but does not fully assess strategic alignment.
(Reference: ITIL 4 Strategist DPI, section on "Assessment methods - SWOT analysis in organizational change")
NEW QUESTION # 29
An organization is transitioning to a new customer relationship management (CRM) system with the aim of expanding its customer base and increasing customer retention. The new cloud-based system will be used both internally and by an outsourced call centre. This high-cost, high-priority initiative has many critics who are concerned with lack of resources.
Which stakeholder's support for this initiative is MOST needed to obtain necessary resources and overcome concerns?
- A. Director of Sales
- B. Service Level Manager
- C. Information Security Manager
- D. Call Centre Manager
Answer: A
Explanation:
In ITIL 4 DPI,governance ensures that high-cost, high-priority initiatives align with strategic direction.
For initiatives that affectcustomer base and retention,executive sponsorship is crucialto secure resources and overcome resistance. TheDirector of Salesis the key stakeholder since this system directly impacts sales growth and customer management. While service level, security, and call centre roles are important operationally, only executive-level oversight ensures the initiative is prioritized and funded.
(Reference: ITIL 4 Strategist DPI, section on "Governance at multiple levels - Strategic oversight and sponsorship")
NEW QUESTION # 30
An organization has determined that a significant percentage of incidents have delayed resolutions because they are escalated to the wrong team, and need to be reassigned before they can be resolved. They plan to improve the flow of work by improving the accuracy of incident escalation.
What is this an example of?
- A. Collecting feedback
- B. Elimination of waste
- C. Organizational change management
- D. Addressing the four dimensions
Answer: B
Explanation:
ITIL DPI appliesLean principlessuch as theelimination of waste. Repeated reassignments and delays in incident handling represent a form of waste in workflow. Improving accuracy of escalation removes unnecessary handoffs and accelerates resolution, optimizing flow. This aligns with Lean-inspired waste elimination. OCM (D) is about managing people through change, not fixing workflow inefficiencies.
(Reference: ITIL 4 Strategist DPI, section on "Lean principles - eliminate waste and optimize flow")
NEW QUESTION # 31
A project team recently delivered a new service on time and to specification. However, the team encountered a number of issues during the project that resulted in an increase in the resources utilized. The project is about to close and the project team will immediately move on to the next project.
Which is the BEST way to avoid similar issues in the future?
- A. Conduct a customer satisfaction analysis at the end of the project
- B. Complete a SWOT analysis before starting the next project
- C. Develop a stakeholder communication plan before starting the next project
- D. Create a lessons learned report when closing the project
Answer: D
Explanation:
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")
NEW QUESTION # 32
When planning a new service, which three factors should be considered when defining the value that the service will create?
- A. Goals, success factors, and key performance indicators
- B. Cost, risks, and outcomes
- C. Measures, methods, and metrics
- D. Efficiency, effectiveness, and outcomes
Answer: B
Explanation:
The DPI guidance highlights thatvalue is defined by outcomes achieved, costs optimized, and risks reduced. When creating a new service, organizations must assess:
* Costs(resources required to deliver the service),
* Risks(potential threats to performance and adoption),
* Outcomes(the results and benefits expected).
This reflects the ITIL service value system's definition of co-creating value between provider and consumer.
(Reference: ITIL 4 Strategist DPI, section on "Value creation and value drivers")
NEW QUESTION # 33
As a result of feedback from customers received at regular service reviews, an organization with a large number of users is migrating an important IT service to a cloud service provider. The service functionality and the user interface will not change, but the availability and performance should improve.
Which communication plan is MOST appropriate?
- A. Launch the upgraded service then discuss its effects at a future service review; use the service desk to deal with any user issues
- B. Discuss the impact of the changes on the customers at the next service review; send users an email detailing change dates and the expected benefits
- C. Explain the benefits to customers in an email; hold discussions with users to explain the changes
- D. Launch the project using a self-help portal to ensure maximum coverage; ensure the same message gets to customers and users
Answer: B
Explanation:
In DPI,effective communication is critical in organizational change management. For large user bases, the communication plan must:
* Engage customers directly in reviews (two-way communication),
* Provide clear, proactive messaging to users (email with dates and benefits).
This ensures visibility and minimizes confusion. Options A and D lack adequate two-way engagement, and C provides fragmented communication. Option B reflects DPI's emphasis ontimely, consistent, and role- appropriate communication.
(Reference: ITIL 4 Strategist DPI, section on "OCM - communication and stakeholder engagement in change")
NEW QUESTION # 34
An organization uses an external service provider to develop and support a critical application. They have asked the supplier to make improvements as users have been complaining that the application is difficult to use.
What would be a suitable SMART KPI for measuring this improvement?
- A. User satisfaction with the application measured in a monthly survey increases by 30% over the next six months
- B. Customer satisfaction with the application measured by using net promoter score increases by 5% each year
- C. A significant number of user interface improvements implemented over the next six months
- D. Usability of the application evaluated by the application manager improves from "poor" to "good" over the next six months
Answer: A
Explanation:
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")
NEW QUESTION # 35
An organization has IT divisions distributed globally. As the organization has grown, it has become difficult to align the activities of the IT divisions with the organization's objectives.
How can the organization ensure that all IT activities are aligned with the organization's objectives?
- A. Prioritize risk mitigation strategies in alignment with the organization's risk appetite
- B. Establish increasingly detailed objectives at each level of the organization that align directly with the objectives of the layer above
- C. Collect feedback from both organizational and IT leadership from each region
- D. Put compliance controls in place to ensure that all centres of expertise are following the same practices
Answer: B
Explanation:
In DPI,alignment is achieved through cascading objectives: breaking down high-level organizational goals into increasingly detailed objectives at each layer of the organization. This ensures thatevery division, team, and activity is aligned to the overall strategic vision. Compliance controls (A) only enforce uniformity, not alignment. Risk prioritization (B) is important but narrower in scope. Collecting feedback (D) helps communication but does not ensure systematic alignment.
(Reference: ITIL 4 Strategist DPI, section on "Cascading objectives and alignment of organizational layers")
NEW QUESTION # 36
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?
- A. Implement the policy for service desk staff before informing other affected support teams
- B. Ensure that all teams involved in incident resolution collaborate in the development of the policy
- C. Ensure that any identified exceptions are excluded from the policy to improve clarity
- D. Engage with stakeholders to ensure that as much detail as possible is included in the policy
Answer: B
Explanation:
DPI emphasizes thatpolicies must be co-created and supported across all stakeholdersto be effective. By ensuring all teams involved in incident resolution collaborate in developing the policy, the organization promotesbuy-in, shared ownership, and alignment. Excluding exceptions (A) may cause operational issues, C undermines collaboration, and D risks overcomplication.Collaborative designis a principle of both OCM and DPI governance.
(Reference: ITIL 4 Strategist DPI, section on "Policy creation - stakeholder involvement and collaboration")
NEW QUESTION # 37
A company has a new, global line of business that has changed how the IT department supports the systems.
Recognizing the need for two-way communication for the required changes, IT managers need better ways of obtaining feedback.
Which describes the BEST approach for establishing effective feedback channels?
- A. Research how individual teams communicate internally and use the most popular collaboration tools to collect feedback
- B. Initiate a project to select and implement a collaboration tool to facilitate two-way communication with staff
- C. Establish office hours where staff are encouraged to visit without appointments and discuss their concerns
- D. Publish a printed weekly newsletter that clearly and consistently communicates change
Answer: A
Explanation:
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")
NEW QUESTION # 38
A legacy financial system requires the user to manually enter the time and date of transactions to meet regulatory requirements. A recent internal audit has shown that these fields are often blank.
Which are TWO effective controls that could improve compliance?
* Modify the application to automatically add the current date and time when a transaction is entered
* Establish a communication plan to remind users of the importance of including the date and time on transactions
* Develop a goals cascade so that all staff know their role in achieving company goals
* Create a report showing non-compliant records and take appropriate action to correct them
- A. 3 and 4
- B. 1 and 4
- C. 2 and 3
- D. 1 and 2
Answer: B
Explanation:
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 a detective 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 controls are stronger than relying on human reminders.
(Reference: ITIL 4 Strategist DPI, section on "Controls - preventive and detective mechanisms in governance")
NEW QUESTION # 39
In an organization, IT teams are working on documented, structured, and systematic processes for all customer-facing work.
Which concept is this an example of?
- A. A balanced scorecard
- B. A risk
- C. A control
- D. A method
Answer: D
Explanation:
In DPI, amethodis defined as a structured and systematic approach to performing work, ensuring consistency and repeatability. Documented processes for customer-facing work represent methods applied to service management. Acontrolis something put in place to manage risk, abalanced scorecardis a performance measurement tool, and ariskis a potential event. Hence, "method" is the correct categorization.
(Reference: ITIL 4 Strategist DPI, section on "Policies, controls, and methods")
NEW QUESTION # 40
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