ITIL-4-Transition Sample Questions Answers

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

 Swarming is an alternative to the tiered support structure that would help to improve the situation. Swarming is a workflow management method that features in ITIL 4 Specialist: Create, Deliver and Support. It is designed for organizations that support complex systems or services. Swarming involves stakeholders working together to resolve the issue, rather than escalating it through different levels of support. Swarming can be used to identify the responsible group for the next action, or a swarm might be responsible for resolution. Swarming is a technique to more effectively resolve complicated and complex issues, which typically require more than one person or group to complete an activity effectively. Swarming can also help to disseminate knowledge and experience among the support staff, and reduce the queues and delays caused by the escalation process. The other options are not relevant to the situation. Data analytics is the process of analyzing data to generate insights and support decision making. Robotic process automation is the use of software robots to automate repetitive and rule-based tasks. Continuous integration is a software development practice that involves merging code changes frequently and testing them automatically. References:

• ITIL 4 & swarming – finding the right people & process | Axelos1
• Swarming vs Tiered Support Models Explained - BMC Software2

The service value system is a model that describes how all the components and activities of an organization work together as a system to enable value creation. The service value system consists of five elements: governance, service value chain, practices, guiding principles, and continual improvement. Governance is the means by which an organization is directed and controlled. It ensures that the organization’s strategy, policies, and objectives are aligned with the value proposition and the stakeholder needs. Service value chain is a set of interconnected activities that an organization performs to deliver a valuable product or service to its consumers and to facilitate value realization. Practices are sets of organizational resources designed for performing work or accomplishing an objective. Practices include processes, roles, tools, techniques, and methods that enable the organization to carry out its work effectively and efficiently. The other two elements of the service value system are guiding principles and continual improvement, which are not part of the answer options. References:

• The ITIL 4 Service Value System Explained - ITSM.tools
• Service Value System in ITIL 4 Explained | Sprintzeal

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

Digital transformation is the process of using digital technologies to create new or modify existing business processes, culture, and customer experiences to meet changing business and market requirements1. It is not just about implementing new technology, but also about changing the way an organization operates and delivers value to its customers. High velocity IT is one of the four dimensions of service management in ITIL 4, which refers to the rapid delivery and operation of IT-enabled products and services that can continuously evolve2. Digital organization and IT transformation are not specific terms defined in ITIL 4, but they could be related to digital transformation in some contexts. References:

• ITIL 4 and Digital Transformation
• [ITIL 4 Foundation: High Velocity IT]

The best way to start working on developing new services while addressing the issues faced by the IT department is to develop a clear understanding of the customers’ intended goals and expectations, and track each of them from start to finish to ensure that the service supports the required outcomes. This is because ITIL 4 emphasizes the importance of co-creating value with customers and focusing on the outcomes that they need and want, rather than just the outputs that the service provider delivers1. By understanding the customers’ goals and expectations, the IT department can design and deliver services that are aligned with the customer’s needs, preferences, and context, and that provide value for both parties2. Moreover, by tracking the customers’ goals and expectations throughout the service lifecycle, the IT department can ensure that the service remains relevant, effective, and efficient, and that any changes or improvements are based on customer feedback and satisfaction3.

Developing a clear set of system requirements and tracking each of them from start to finish to ensure that the delivered service meets the stated requirements (option A) is not the best way to start working on developing new services, because it focuses on the functional aspects of the service, rather than the outcomes that the customer values. System requirements are the specifications of what the service should do, but they do not necessarily reflect the customer’s needs, wants, and context. Therefore, a service that meets the system requirements may not meet the customer’s expectations or provide value for them4.

Involve senior management as early as possible to define requirements and help with ‘organizational change management’ to ensure successful implementation of the service (option C) is not the best way to start working on developing new services, because it does not involve the customer in the service design and delivery process. Senior management may have a different perspective and agenda than the customer,and may not fully understand the customer’s goals and expectations. Therefore, involving senior management alone may not result in a service that meets the customer’s needs or provides value for them. Moreover, organizational change management is a process that helps the organization adapt to changes in the internal or external environment, but it does not necessarily address the issues faced by the IT department in developing new services.

Assess and improve capabilities of IT teams prioritizing areas that are required to deliver the service in a way that meets customer expectations (option D) is not the best way to start working on developing new services, because it assumes that the IT department already knows what the customer expects from the service. However, without developing a clear understanding of the customer’s goals and expectations, the IT department may not be able to identify the areas that need improvement or the capabilities that are required to deliver the service in a way that meets customer expectations. Therefore, assessing and improving capabilities of IT teams is a secondary step that should follow after developing a clear understanding of the customer’s goals and expectations.

Therefore, the best way to start working on developing new services while addressing the issues faced by the IT department is to develop a clear understanding of the customers’ intended goals and expectations, and track each of them from start to finish to ensure that the service supports the required outcomes.

References: 1: ITIL 4 Foundation, page 4 2: ITIL 4 Foundation, page 6 3: ITIL 4 Foundation, page 8 4: ITIL 4 Foundation, page 9 : ITIL 4 Foundation, page 10 : ITIL 4 Foundation, page 11 : ITIL 4 Foundation, page 12

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”

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,

According to ITIL 4, one of the guiding principles is to progress iteratively with feedback. This means that IT service providers should break down complex tasks or changes into manageable chunks, seek feedback after each iteration, and use the feedback to improve and adapt their actions. Feedback is essential for co-creating value with customers and stakeholders, as well as for learning and improving the quality of IT services. Therefore, IT managers should establish effective feedback channels that enable two-way communication with staff and other parties involved in the IT service delivery. The best approach for establishing effective feedback channels is to research how individual teams communicate internally and use the most popular collaboration tools to collect feedback. This way, IT managers can leverage the existing communication preferences and habits of the staff, and avoid imposing a new tool or method that may not be suitable or convenient for them. By using the most popular collaboration tools, IT managers can also ensure that the feedback is timely, relevant, and accessible for all parties. This approach aligns with the ITIL 4 principle of collaborating and promoting visibility, which encourages IT service providers to work together across boundaries, share information, and make use of diverse perspectives and feedback. Therefore, the answer is A. Research how individual teams communicate internally and use the most popular collaboration tools to collect feedback. The other options are not the best approach for establishing effective feedback channels, because they either do not facilitate two-way communication, or do not consider the needs and preferences of the staff. For example, option B. Establish office hours where staff are encouraged to drop by without appointments and discuss any concerns they have, may not be convenient or practical for staff who work remotely or have different schedules. Option C. Initiate a project to select and implement a collaboration tool to facilitate two-way communication with staff, may take too long and may not match the expectations or requirements of the staff. Option D. Publish a printed weekly newsletter that clearly and consistently communicates change, may not be effective or efficient for collecting feedback, as it is a one-way communication channel that does not allow for immediate or interactive responses. References:

• The 7 Guiding Principles of ITIL 4: Progress iteratively with feedback1
• Guiding Principles of ITIL 4: Progress Iteratively with Feedback2
• The customer journey and ITIL 43

Differential charging is a mechanism that allows the service provider to charge different prices for the same service depending on some pre-defined parameters, such as time of day, location, demand, etc. This way, the service provider can optimize the use of resources and encourage or discourage the consumption of the service at certain times or places. For example, a telecom operator may charge more for a phone call during peak hours than during off-peak hours. This is different from other charging mechanisms, such as:

• Cost: The service provider charges the customer the exact amount of money that it costs to deliver the service, without any profit margin or overhead.
• Cost plus: The service provider charges the customer the cost of delivering the service plus a fixed percentage or amount of profit.
• Market price: The service provider charges the customer the price that is determined by the supply and demand of the service in the market, regardless of the actual cost of delivering the service. References:
• Service financial management: ITIL 4 Practice Guide, section 2.2.1
• Charging and ITIL Financial Management – What are the options?, section “Internal services – Living on the safe side”

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

 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”

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 …

The correct answer is D. Identifying and making request for outstanding payments for the service. This is because the service provider should ensure that the financial obligations of the customer are fulfilled before the service is terminated. The service provider should also update the billing and accounting records, and close any open invoices or disputes related to the service12.

A. Ensuring that user access rights are revoked for all services is not the correct answer, because the service provider should only revoke the user access rights for the service that is being retired, not for all services. The service provider should also ensure that the customer data and assets related to the service are securely deleted or transferred, and that the service provider staff are reassigned or released12.

B. Providing information to users about how to contact the service desk is not the correct answer, because the service desk is not relevant for the service that is being retired. The service provider should provide information to users about how to access alternative or replacement services, if any, and how to provide feedback or complaints about the service retirement process12.

C. Creating training schedules for users on how to use the service is not the correct answer, because the service is being retired, not introduced. The service provider should not invest any resources or efforts in training users on how to use a service that will no longer be available. The service provider should instead focus on communicatingthe service retirement plan and timeline, and managing the expectations and emotions of the users12. References:

• ITIL 4 Managing Professional Transition Module Sample Paper - English, page 10, question 3, answer D
• ITIL 4 Managing Professional Transition Module Candidate Syllabus - English, page 11, learning outcome 1.5

The correct answer is B. The service value chain because it is the core component of the ITIL 4 service management framework that describes how an organization orchestrates its IT capabilities to achieve its strategic objectives. The service value chain is an operating model that covers all the key activities to flexibly manage products and services1. It consists of six interconnected value chain activities: plan, improve, engage, design and transition, obtain/build, and deliver and support2.

Option A is not correct because the four dimensions of service management are not an operating model, but rather a holistic perspective that should be considered for the effective and efficient facilitation of value co-creation2. The four dimensions are: organizations and people, information and technology, partners and suppliers, and value streams and processes2.

Option C is not correct because the ITIL guiding principles are not an operating model, but rather a set of recommendations that can guide an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure2. The ITIL guiding principles are: focus on value, start where youare, progress iteratively with feedback, collaborate and promote visibility, think and work holistically, keep it simple and practical, and optimize and automate2.

Option D is not correct because continual improvement is not an operating model, but rather a recurring organizational activity performed at all levels to ensure that an organization’s performance continually meets stakeholders’ expectations2. Continual improvement is based on the continual improvement model, which consists of four steps: what is the vision, where are we now, where do we want to be, and how do we get there2.

References: : ITIL 4 Models - A New Operating Model in ITIL 4 - KnowledgeHut : ITIL® 4 Managing Professional Transition Course Online - Simplilearn