Free Practice Questions for ITIL ITIL-4-Transition Exam

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

Comprehensive Explanation:

A known error is defined as:

A problem that has been analyzed, has a known root cause, and may or may not have a workaround.

It may still be unresolved.

Therefore, Option C is correct.

The communication principle that the organization is applying is that there is no single method of communicating that works for everyone. Different communication methods have different advantages and disadvantages, and different audiences may prefer or respond better to different modes of communication. By providing information on the IT portal, sending emails, and holding meetings with affected groups, the organization is using a variety of communication methods to maximize their reach and effectiveness. They are also ensuring that the information is consistent and clear across all channels, and that they can receive feedback and questions from the stakeholders. This communication principle is one of the five principles of good communication based on ITIL 4 concepts1, and it is also related to the ITIL 4 guiding principle of collaborate and promote visibility2, which emphasizes the importance of sharing information and knowledge across the organization and with external partners. References:

Using ITIL’s concepts: 5 principles of good communication1

The 7 ITIL 4 Guiding Principles: Explained in Detail2

The user is requesting information or guidance — specifically, how to create a report.

ITIL classifies this type of inquiry as a service request, because service requests include:

Requests for information

Requests for guidance

Requests for access

Requests for standard support activities

Service Request Management is the ITIL practice responsible for handling such user-initiated requests.

Option A: Incident management handles interruptions or degradations of service — not applicable here.

Option B: Service level management focuses on service performance agreements — not user questions.

Option D: Change enablement is about assessing and authorizing changes — unrelated to user guidance.

Comprehensive Explanation:

A Configuration Item (CI) is defined as:

Any component that must be managed in order to deliver an IT service.

Thus, Option C fits the exact ITIL 4 definition.

Comprehensive Explanation:

Problem management focuses on:

Identifying causes of incidents

Producing workarounds

Managing workarounds and known errors

Thus, the missing term is “workarounds”.

 The best approach for validating service value in a partnership relationship with a service consumer is to work together to identify methods of checking service value and check that value propositions are still valid. This is because this approach aligns with the ITIL 4 guiding principles of focus on value, collaborate and promote visibility, and progress iteratively with feedback1.

By working together, the service provider and the service consumer can co-create value and ensure that the services delivered meet the needs and expectations of the service consumer and other stakeholders. They can also share information and feedback, and adjust the services accordingly to respond to changing requirements and opportunities. Moreover, they can jointly define the criteria and indicators for measuring and validating the value of the services, such as the outcomes, costs, risks, and benefits23.

The value propositions of the services are the statements that describe the benefits and value that the services offer to the service consumer and other stakeholders. They are based on the understanding of the service consumer’s needs, preferences, and goals. The value propositions should be regularly reviewed and validated to ensure that they are still relevant and accurate, and that they reflect the current and future value of the services45.

The other options are not the best approach for validating service value, because they are either too narrow, too passive, or too reactive. They do not involve the active collaboration and co-creation of value between the service provider and the service consumer, nor do they account for the complexity and agility of the services provided.

Comprehensive Explanation:

The practices have different purposes:

Incident Management:

Focuses on restoring normal service operation as quickly as possible after interruptions.

Service Desk:

Acts as the single point of contact for users, ensuring communication, updates, and support.

Option A correctly captures these distinct roles:

Incident management = restoration

Service desk = communication interface

 Employee satisfaction management is the process of measuring and improving how happy and engaged employees are with their work, their employer, and their organization. It involves conducting surveys, analyzing data, implementing strategies, and monitoring outcomes. Employee satisfaction management can help organizations improve productivity, retention, innovation, and customer satisfaction12.

An organization that designs a survey to assess the needs and expectations of its staff is engaging in employee satisfaction management, as it is trying to understand what factors influence employee satisfaction and how to address them. A survey is a common and effective method of collecting feedback from employees, as it can provide quantitative and qualitative data on various aspects of employee satisfaction, such as work environment, compensation, recognition, development, and alignment34.

The other options are not correct because they are not related to employee satisfaction management. CI/CD stands for continuous integration and continuous delivery, which are software development practices that aim to deliver high-quality software faster and more frequently5. Integration and data sharing are processes of connecting different systems and applications and exchanging information between them6. Customer-orientation is a business philosophy that focuses on meeting the needs and expectations of customers and creating value for them7. References:

1: How To Improve Employee Satisfaction (With 11 Strategies) | Indeed.com

2: The Five Fundamentals Of Employee Satisfaction - Forbes

3: The Key To Employee Satisfaction and How To Achieve It | Indeed.com

4: How To Measure Employee Satisfaction | Indeed.com

5: ITIL 4 Managing Professional: Transition Module | Axelos

6: ITIL® 4 Managing Professional Transition Course Online - Simplilearn

7: ITIL 4 MP Transition: a transformed framework | Axelos

According to ITIL 4, change enablement is the practice of ensuring that risks are properly assessed, authorizing changes to proceed, and managing a change schedule in order to maximize the number of successful IT changes. ITIL 4 recognizes that changes can vary in size, complexity, and risk, and therefore proposes different types of changes that require different levels of authorization and control. One of these types is standard change, which is a low-risk, pre-authorized change that is well understood and follows an agreed procedure. Standard changes are typically delegated to the service provider or the service consumer, depending on the nature of the change. For example, a software development team that makes many hundreds of small changes every week can be authorized to approve and implement these changes themselves, as long as they follow the agreed change model and comply with the relevant policies and standards. This way, the software development team can benefit from faster and more efficient change delivery, while minimizing the overhead and bureaucracy of the change enablement process. Therefore, the best answer is D. The other members of the software development team, as they can act as the change authority for standard changes within their scope of work. References:

ITIL 4 Change Management Process | Blog | Digital.ai1

ITIL 4’s Move from Change Management to Change Enablement2