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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Enabling Valuable Investments | 15% | - Prioritization and value assessment practices - Strategic alignment, portfolio management, business case development |
| Topic 2: High-Velocity IT Concepts and Digital Enterprise | 25% | - Alignment with four dimensions of service management, ITIL Service Value System, service value chain, and digital product lifecycle - Core terms: High-velocity IT, digital organization, digital transformation, digital technology - Objectives of digital products: valuable investments, fast development, resilient operations, co-created value, assured conformance |
| Topic 3: Guiding Principles and Foundational Concepts for Velocity | 20% | - Service-dominant logic, design thinking, complexity thinking - Ethics, safety culture, lean culture, Toyota Kata - Lean, agile, resilient, and continuous principles |
| Topic 4: Enabling Assured Conformance | 7% | - Information security management, risk management, compliance |
| Topic 5: Enabling Resilient Operations | 10% | - Capacity and performance management, monitoring and event management - Problem management, service continuity, infrastructure and platform management |
| Topic 6: Enabling Co-Created Value | 8% | - Relationship management, service design, service desk practices |
| Topic 7: Enabling Fast Development | 15% | - Agile, DevOps, and continuous integration/delivery practices - Automation, cloud-native practices, and rapid deployment |
1. Following a major service failure, an organization holds a review where team members openly describe the decisions they made and the information available at the time, without fear of punishment.
Which concept does this demonstrate?
A) Technical debt management
B) Safety culture
C) Service level management
D) Continuous testing
2. A financial services organization wants to adopt continuous delivery, but regulators require evidence that high-risk changes receive additional scrutiny before release.
Which is the BEST way to support both rapid delivery and regulatory expectations?
A) Reject continuous delivery for all regulated services
B) Delay all releases until a monthly governance meeting
C) Apply the same approval path to every change
D) Use change models with different controls based on risk
3. A software development team works in a heavily-regulated organization that is undergoing a digital transformation. The team carried out a pilot to demonstrate that CI/CD could significantly reduce the lead time for making quality changes. Although impressed with the results, the organization's leadership team has concerns and is unwilling to support the use of CI/CD until their concerns are addressed.
Which are the TWO MOST LIKELY reasons for the leadership team's concerns?
1. The pilot did not adequately address governance, risk, and
compliance issues
2. The organization is focused on innovation and lead time is not a
priority
3. Leaders desire smaller, more frequent, and more reliable deployments
4. The company's policies require that Dev, testing and Ops are
separated duties
A) 3 and 4
B) 2 and 3
C) 1 and 4
D) 1 and 2
4. A new digital service is being designed. The team needs to make sure the service will meet agreed response times, availability targets, and support hours expected by customers.
Which practice should take the LEAD in defining and agreeing these targets?
A) Problem management
B) Deployment management
C) Service level management
D) Incident management
5. An organization manages its servers, networks, and cloud resources by defining them in version- controlled configuration files that are applied automatically.
Which benefit is MOST directly achieved?
A) Warranty requirements are eliminated
B) Business cases no longer need to be approved
C) Customer satisfaction surveys become unnecessary
D) Environments can be created rapidly and consistently
Solutions:
| Question # 1 Answer: B | Question # 2 Answer: D | Question # 3 Answer: C | Question # 4 Answer: C | Question # 5 Answer: D |
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