ITIL ITIL-4-Transition Certification Exam Dumps with 63 Practice Test Questions
New ITIL-4-Transition Exam Dumps with High Passing Rate
ITIL 4 Managing Professional Transition Certification Exam is an essential step for IT professionals who want to stay relevant in the ever-changing IT industry. It provides a comprehensive understanding of the ITIL 4 framework and its applications in real-world situations. Passing the exam demonstrates to employers that you have the knowledge and skills to provide high-quality IT services that meet the needs of today's businesses.
ITIL-4-Transition certification exam covers four key modules – Create, Deliver and Support, Drive Stakeholder Value, High Velocity IT, and Direct Plan and Improve. These modules are designed to provide professionals with a comprehensive understanding of the ITIL 4 framework and how it can be applied in real-world scenarios. ITIL-4-Transition exam consists of 40 multiple-choice questions that must be completed within 90 minutes with a passing score of 70%.
NEW QUESTION # 18
An organization wants to become more efficient by reducing the amount of unnecessary work they do. Which approach would be MOST helpful?
- A. Lean OK
- B. DevOps
- C. Safety culture
- D. Site reliability engineering
Answer: A
Explanation:
Explanation
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
NEW QUESTION # 19
In which TWO situations should be ITIL guiding principles be considered?
1. In every initiative
2. In all relationships with stakeholders
3. Only specific initiatives where the principle is relevant
4. Only specific stakeholder relationships where the principle is relevant
- A. 2 and 3
- B. 1 and 2
- C. 1 and 4
- D. 3 and 4
Answer: B
NEW QUESTION # 20
How should the seven guiding principles be combined when an organization is making a decision?
- A. By using the focus on value' principle and one or two others that are relevant to the specific decision
- B. By using the one or two guiding principles that are most relevant to the specific decision
- C. By using all the guiding principles equally when making any decision
- D. By reviewing each guiding principle to decide how relevant it is to the specific decision
Answer: D
Explanation:
Explanation
The seven guiding principles of ITIL 4 are not meant to be applied equally or rigidly in every situation. Rather, they are intended to provide guidance and encourage decision making and continual improvement at all levels.
Therefore, when an organization is making a decision, it should review each guiding principle to decide how relevant it is to the specific decision, and use the ones that are most appropriate and helpful. For example, some decisions may require more collaboration and visibility than others, or some decisions may benefit from more iteration and feedback than others. The guiding principles are not rules or prescriptions, but rather suggestions and recommendations that can help the organization achieve its objectives and deliver value to its stakeholders. References:
The 7 Guiding Principles of ITIL 4 - IFS Blog1
The 7 ITIL 4 Guiding Principles: Explained in Detail2
The Seven ITIL 4 Guiding Principles & Business Value - Belgium3
NEW QUESTION # 21
Which is included in onboarding?
1. Negotiating service targets with customers
2. Building awareness of the new consumer
3. Ensuring resources are prepared for service provision
4. Designing the service components and infrastructure
- A. 2 and 3
- B. 1 and 4
- C. 1 and 2
- D. 3 and 4
Answer: A
NEW QUESTION # 22
A software development team is intending to develop many new applications and services. They will need contributions from various practices to achieve this. How should these activities be combined?
- A. A value stream should be designed to include activities from all practices that are needed
- B. Each pratice should define the outputs it will produce and the required inputs it needs to succeed
- C. Practices should operate as suppliers to each other, using guidance form the 'supplier management' practice
- D. The software development manager should define requirements for all practices and ensure that they contribute to the over all service
Answer: A
Explanation:
Explanation
A value stream is a way of describing how an organization responds to specific types of demand and opportunity, by combining and integrating various activities from different practices. A value stream is based on the service value chain, which is a flexible operating model that outlines the key activities required to facilitate value creation through the delivery 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 can be supported by one or more practices, which are sets of organizational resources and capabilities that help perform work or accomplish an objective. By designing a value stream that includes activities from all practices that are needed, the software development team can ensure that they are creating value for their customers and users, as well as capturing value for themselves and other stakeholders. A value stream also helps to optimize the use of resources, eliminate waste, and improve efficiency and effectiveness.
References:
ITIL 4 Foundation: ITIL 4 Edition, section 4.2.1
ITIL 4 Value System: Chain and Stream Differences | SysAid, section "Value Streams"
NEW QUESTION # 23
The CIO of a large multi-national organization has noticed that the whole IT department are performing poorly. The CIO is committed to changing the behaviour patterns of their staff to improve performance across the whole IT department.
Which of the following will BEST help to improve staff behaviour?
- A. Comparing the cost of delay' between work items to ensure that financially valuable work is prioritized
- B. Implementing CI/CD toots to deploy software quickly
- C. Running safe to fail experiments that provide learning opportunities
- D. Adopting Kanban boards to visualise the flow of work across software development teams
Answer: C
NEW QUESTION # 24
An organization's customers have historically been satisfied with the functionality and performance of its service. Recently, hovewer, the organization is getting complaints about both the performance of the services and areas such as sales and customer support. How BEST can the organization collect the information needed to address these complaints?
- A. Conduct satisfaction surveys after service interactions
- B. Use feedback from service reviews to assess value realization
- C. Collect customer experience and service level metrics
- D. Gather customer service performance metrics and map to SLAs
Answer: C
NEW QUESTION # 25
A large service provider with many staff has built a relationship with a customer and agreed a 10-year contract. Both organizations have shared information freely and responded to requests.
Which is MOST LIKELY to be a threat to maintaining the relationship?
- A. Scheduling interactions between customer and service provider
- B. Failing to deal with communication in a timely fashion
- C. Failing to explain service provider actions that impact the customer
- D. Changes in service provider and customer staff
Answer: C
Explanation:
Explanation
The correct answer is C because failing to explain service provider actions that impact the customer can erode the trust and transparency that are essential for maintaining a long-term relationship. If the service provider does not communicate the reasons and consequences of their actions, the customer may feel ignored, misled, or dissatisfied. This can lead to conflicts, complaints, or even termination of the contract.
The other options are not as likely to be a threat to the relationship as option C. Scheduling interactions between customer and service provider (option A) can help to ensureregular communication and feedback, which can enhance the relationship. Changes in service provider and customer staff (option B) can be managed by ensuring a smooth handover and orientation process, which can also provide opportunities for building rapport and understanding. Failing to deal with communication in a timely fashion (option D) can cause delays and frustration, but it can be resolved by improving the communication channels and protocols, and by apologizing and explaining the reasons for the delay.
References:
ITIL 4 Managing Professional Transition Module Sample Paper - English, Question 1, Page 5 ITIL 4 Managing Professional: Transition Module | Axelos, Section "What is the ITIL 4 Managing Professional Transition Module?", Paragraph 3 ITIL 4 Managing Professional Transition Course Online - Simplilearn, Section "Course Overview", Paragraph 2
NEW QUESTION # 26
Which guiding principle would help the MOST in breaking down silos and elimating conflicting goals?
- A. Progress iteratively with feedback
- B. Optimize and automate
- C. Start where you are
- D. Collaborate and promote visibility
Answer: D
Explanation:
Explanation
Collaborate and promote visibility is the guiding principle that would help the most in breaking down silos and eliminating conflicting goals. This principle encourages working together across boundaries and sharing information and knowledge with relevant stakeholders. By doing so, the organization can achieve a common understanding of the vision, objectives, and progress of the service value system. This also helps to avoid duplication of work, reduce errors, and improve efficiency and effectiveness. Collaborate and promote visibility also fosters a culture of trust, openness, and learning, which are essential for continual improvement and innovation. References:
ITIL 4 Foundation: ITIL 4 Edition, section 4.3.4
6 reasons why ITIL 4's guiding principle of collaborate and promote visibility is important, section
"Collaboration and value co-creation"
NEW QUESTION # 27
What is the MOST LIKELY reason for an organization to delay a transformation to high velocity?
- A. The organization is not ready for a cultural change
- B. The organization is facing rapidly changing customer needs
- C. The organization needs to maintain high levels of information security
- D. The organization needs high levels of IT service availability
Answer: A
NEW QUESTION # 28
Which is an example of results-based measurement and reporting?
- A. Measuring and reporting the number of hours worked by service desk employees
- B. Measuring and reporting the customer satisfaction with closed incidents
- C. Measuring and reporting the cost of providing a service to customers and users
- D. Measuring and reporting the number of supplier-related interruptions to a service
Answer: B
Explanation:
Explanation
Results-based measurement and reporting is a method of measuring and reporting the outcomes and value delivered by products and services, rather than the activities and outputs involved in their creation and delivery12. Results-based measurement and reporting focuses on the achievement of objectives and the satisfaction of stakeholders, rather than the consumption of resources and the completion of tasks12.
An example of results-based measurement and reporting is measuring and reporting the customer satisfaction with closed incidents. This is because customer satisfaction is an indicator of the value and quality of the incident management practice and the service provided to the customers. Customer satisfaction reflects the extent to which thecustomers' expectations and needs have been met by the resolution of the incidents. Customer satisfaction can also influence the customer loyalty, retention, and advocacy for the service provider34.
The other options are not examples of results-based measurement and reporting, because they measure and report the inputs and outputs of the service delivery, rather than the outcomes and value. Measuring and reporting the number of hours worked by service desk employees, the number of supplier-related interruptions to a service, and the cost of providing a service to customers and users are all examples of activity-based or output-based measurement and reporting. These metrics do not indicate the effectiveness or efficiency of the service delivery, nor the satisfaction or value perceived by the customers and users12.
References: 1: ITIL 4 Create, Deliver and Support, AXELOS, 2019, p. 29-30 2: Measurement and reporting management: ITIL 4 Practice Guide, AXELOS, 2020, p. 5-6 3: ITIL 4 Direct, Plan and Improve, AXELOS,
2019, p. 97-98 4: Reporting on value in service management, AXELOS, 2021, 3
NEW QUESTION # 29
A designer has been asked by an organization to design a new office chair. The designer has proposed a plant that they have been asked to validate. In 'design thinking', what should the designer do to BEST validate the plan
- A. Adopt the user's point of view of using the chair
- B. Ask the user to provide feedback on a prototype of the chair
- C. Decide for the user what is important for the chair
- D. Ask the user to communicate their needs for the chair
Answer: D
Explanation:
Explanation
Large batch sizes of work are considered a barrier to high performance in Lean and Agile because they increase the amount of work in progress (WIP), which leads to longer cycle times, higher variability, lower quality, and reduced feedback and learning. Large batches also increase the risk of waste, rework, and delays, as well as the complexity and uncertainty of the work. Lean and Agile advocate for reducing batch sizes and limiting WIP, which enables faster flow, shorter feedback loops, higher quality, and more value delivery.
Some of the practices that help reduce batch sizes and limit WIP are:
Pulling versus pushing work, which means that work is initiated only when there is a demand and capacity for it, rather than being assigned or scheduled in advance.
Making work visible, which means that the status and progress of work are transparent and accessible to all stakeholders, using tools such as Kanban boards, burn-down charts, and dashboards.
Limiting work-in-progress, which means that the number of work items in each stage of the workflow is restricted, based on the available resources and throughput, to prevent bottlenecks and overloading.
References:
Integrating ITIL 4 and Design Thinking | Cognixia, section "What is Design Thinking?" Service design: ITIL 4 practice guide | Axelos, section 2.1.1 ITIL 4 , DESIGN THINKING & RAPID - Devoteam, section "Design Thinking" ITIL4 meets design thinking | Axelos, section "Design thinking"
NEW QUESTION # 30
Which high velocity IT objective considers an organization's ability to continue providing business services when disruptive events affect its digital products?
- A. Resilient operations
- B. Valuable investments
- C. Assured conformance
- D. Fast development
Answer: A
NEW QUESTION # 31
A service provider is planning a major change to its services and the way it delivers them. The project will include many changes to the working practices of staff. The service provider expects resistance to these changes and would like to manage communication in a sensitive way. Which is the MOST appropriate approach?
- A. Send an email to the affected staff and ensure that as much detail as possible is included to promote transparency
- B. Use a mix of communication methods and ensure that a feedback mechanism is included that allows anonymity to be retained if desired
- C. Use a mix of communication methods and ensure that any feedback received is shared openly on a public forum to promote visibility
- D. Use instant messaging for both communicating and receiving feedback to ensure a quick response for all affected staff.
Answer: B
Explanation:
Explanation
The most appropriate approach for the service provider is to use a mix of communication methods and ensure that a feedback mechanism is included that allows anonymity to be retained if desired. This is because the service provider expects resistance to the changes and would like to manage communication in a sensitive way. By using a mix of communication methods, the service provider can reach a wider audience and cater to different preferences and needs of the staff. By ensuring that a feedback mechanism is included, the service provider can collect valuable input from the staff and address any concerns or issues that may arise. By allowing anonymity to be retained if desired, the service provider can encourage honest and candid feedback from the staff and avoid any fear of retaliation or negative consequences. This approach is aligned with the ITIL guiding principles of collaborate and promote visibility, keep it simple and practical, and optimize and automate12. It also follows the ITIL best practices for effective communication, such as communication is a two-way process, timing andfrequency matter, and there is no single method of communication that works for everyone34. References:
The 7 Guiding Principles of ITIL 4 - IFS Blog1
The 7 Guiding Principles of ITIL 4: Practical Advice to Help You Make Decisions2 Using ITIL's concepts: 5 principles of good communication3 Importance of IT Communications in ITIL Implementation - Invensis Learning4
NEW QUESTION # 32
How should the seven guiding principles be combined when an organization is making a decision?
- A. By using the focus on value' principle and one or two others that are relevant to the specific decision
- B. By using the one or two guiding principles that are most relevant to the specific decision
- C. By using all the guiding principles equally when making any decision
- D. By reviewing each guiding principle to decide how relevant it is to the specific decision
Answer: D
NEW QUESTION # 33
An organization is undergoing a significant cultural change as a result of introducing Agile and DevOps practices.
How can managers use Toyota Kata to help employees adjust to these different ways of working?
- A. By encouraging widespread changes that involve the teams starting from scratch
- B. By making hard decisions for the teams and providing step-by-step guidance
- C. By creating detailed plans that predetermine how to approach large changes
- D. By encouraging the practicing of routines to unlearn old habits and learn new ones
Answer: D
Explanation:
Explanation
Toyota Kata is a way of managing teams, teaching them to adopt the methods used and perfected by Toyota. It is based on the idea of practicing routines or patterns that help people learn new skills and behaviors. By encouraging the practicing of routines to unlearn old habits and learn new ones, managers can help employees adjust to the different ways of working that Agile and DevOps require. For example, managers can use the Improvement Kata to help teams set challenging goals, experiment with solutions, learn from obstacles, and adapt to changing conditions. Managers can also use the Coaching Kata to provide feedback and guidance to teams, and help them develop scientific thinking and problem-solving skills. References:
Toyota Kata - Wikipedia
What is the Toyota Kata? | Kanban Tool
Toyota Kata - Habits for Continuous Improvements
NEW QUESTION # 34
Which ITIL guiding principle recommends using existing services, processes and tools when improving services?
- A. Keep it simple and practical
- B. Start where you are
- C. Progress iteratively with feedback
- D. Focus on value
Answer: B
NEW QUESTION # 35
From the perspective of a service provider how does the digital product lifecycle start?
- A. With the offboarding of customers
- B. With the co creation of value
- C. With the exploration of market opportunities
- D. With the onboard mg of customers
Answer: C
Explanation:
Explanation
According to ITIL 4, the digital product lifecycle is a model that describes how digital products are created, delivered, and operated. The digital product lifecycle starts with the exploration of market opportunities, where the service provider identifies the needs and expectations of potential customers and stakeholders, and evaluates the feasibility and viability of creating a digital product that can meet those needs and expectations.
The exploration phase involves activities such as market research, customersegmentation, value proposition design, prototyping, and testing. The exploration phase aims to validate the problem-solution fit and the product-market fit of the digital product idea, and to generate feedback and insights that can inform the subsequent phases of the digital product lifecycle. References:
Digital product lifecycle: more speed, less chaos | Axelos
ITIL 4 High-velocity IT (HVIT) - Your companion to the ITIL 4 Managing Professional HVIT certification
NEW QUESTION # 36
When an organization has initiated an IT transformation project, which 'organizational change management' activity should it carry out FIRST?
- A. Develop a value stream map of the desired future changes
- B. Create corrective action plans for staff who are resistant to the change
- C. Communicate areas of waste that can be eliminated
- D. Create a clear picture of what is changing and why it is valuable
Answer: D
NEW QUESTION # 37
What BEST describes the relationship between planning and risk?
- A. Planning is a high level function, risk management is a tactical activity
- B. Risk management is the exclusive domain of dedicated risk managers
- C. Planning focuses on what needs to be accomplished, risk management is part of how work is to be performed
- D. Planning should always consider risks and how to mitigate them
Answer: D
Explanation:
Explanation
The correct answer is B because planning is the process of defining and organizing the activities and resources needed to achieve the objectives of a service or product. Planning should always consider the risks that may affect the delivery of value, and how to mitigate them. Risk management is the practice of identifying, analyzing, evaluating, and treating uncertainties that could prevent the achievement of goals or objectives.
Risk management is an integral part of planning, as well as other service management practices, such as governance, continual improvement, and change control.
The other options are not correct because they do not describe the relationship between planning and risk accurately. Option A is wrong because planning and risk management are both strategic and tactical functions, depending on the scope and level of detail. Option C is wrong because planning does not only focus on what needs to be accomplished, but also how, when, who, and why. Risk management is not just part of how work is to be performed, but also why and what. Option D is wrong because risk management is not the exclusive domain of dedicated risk managers, but a shared responsibility of all stakeholders involved in service management.
References:
ITIL 4 Managing Professional Transition Module Sample Paper - English, Question 2, Page 5 ITIL 4 Managing Professional: Transition Module | Axelos, Section "What is the ITIL 4 Managing Professional Transition Module?", Paragraph 3 ITIL 4 Managing Professional Transition Course Online - Simplilearn, Section "Course Overview", Paragraph 2
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.1, Page 54
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.2, Page 55
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.3, Page 56
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.4, Page 57
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.5, Page 58
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.6, Page 59
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.7, Page 60
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.8, Page 61
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.9, Page 62
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.10, Page 63
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.11, Page 64
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.12, Page 65
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.13, Page 66
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.14, Page 67
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.15, Page 68
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.16, Page 69
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.17, Page 70
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.18, Page 71
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.19, Page 72
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.20, Page 73
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.21, Page 74
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.22, Page 75
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.23, Page 76
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.24, Page 77
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.25, Page 78
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.26, Page 79
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.27, Page 80
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.28, Page 81
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.29, Page 82
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.30, Page 83
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.31, Page 84
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.32, Page 85
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.33, Page 86
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.34, Page 87
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.35, Page 88
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.36, Page 89
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.37, Page 90
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.38, Page 91
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.39, Page 92
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.40, Page 93
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.41, Page 94
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.42, Page 95
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.43, Page 96
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.44, Page 97
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.45, Page 98
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.46, Page 99
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.47, Page 100
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.48, Page 101
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.49, Page 102
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.50,
NEW QUESTION # 38
Which is a purpose of the customer journey?
- A. To understand the interactions between the user and the service provider
- B. To understand the service consumer resources required to deliver the service
- C. To maximize the co-creation of value from both an outcome and experience perspective
- D. To maximize the number of contacts with the customer in order to enhance the service
Answer: A
NEW QUESTION # 39
Which concept is PRIMARILY concerned with multiple teams moving to a cross-functional way of working?
- A. Working to a customer oriented mindset
- B. The value of positive communications
- C. Organizational structure
- D. Employee satisfaction measurement
Answer: C
Explanation:
Explanation
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 toadapt 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
NEW QUESTION # 40
An organization is planning to communicate information about a new improvement initiative by providing information on the IT portal, sending emails, and holding meetings with affected groups.
Which communication principle are they applying?
- A. Timing and frequency matter
- B. There is no single method of communicating
- C. We are all communicating all the time
- D. Communication is a two-way process
Answer: B
NEW QUESTION # 41
An organization's customers have historically been satisfied with the functionality and performance of its service. Recently, hovewer, the organization is getting complaints about both the performance of the services and areas such as sales and customer support. How BEST can the organization collect the information needed to address these complaints?
- A. Conduct satisfaction surveys after service interactions
- B. Use feedback from service reviews to assess value realization
- C. Collect customer experience and service level metrics
- D. Gather customer service performance metrics and map to SLAs
Answer: C
Explanation:
Explanation
The best way for the organization to collect the information needed to address the complaints is to collect customer experience and service level metrics. Customerexperience metrics are measures of how customers perceive the quality and value of the service and the interactions they have with the service provider. Service level metrics are measures of how well the service meets the agreed requirements and expectations of the customers and users. By collecting both types of metrics, the organization can identify the gaps and issues in the service delivery and the customer journey, and take actions to improve them. Some examples of customer experience metrics are customer satisfaction, net promoter score, customer effort score, and customer loyalty.
Some examples of service level metrics are availability, reliability, performance, and incident resolution time.
References:https://www.axelos.com/resource-hub/blog/itil-4-leads-to-value
https://www.genroe.com/blog/what-is-the-role-of-customer-feedback-in-the-itil-framework/861
NEW QUESTION # 42
......
Get ITIL-4-Transition Braindumps & ITIL-4-Transition Real Exam Questions: https://pass4sure.actualpdf.com/ITIL-4-Transition-real-questions.html
