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[General] ITIL-4-Transition Reliable Exam Pdf, ITIL-4-Transition Latest Exam Practice

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【General】 ITIL-4-Transition Reliable Exam Pdf, ITIL-4-Transition Latest Exam Practice

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ITIL 4 Managing Professional Transition Sample Questions (Q29-Q34):NEW QUESTION # 29
A software development team makes many hundreds of small changes every week.
Who can BEST make the decision of whether to accept each change?
  • A. The software development manager
  • B. The IT change manager
  • C. The other members of the software development team
  • D. The sponsor in the service consumer organization
Answer: C
Explanation:
Explanation
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

NEW QUESTION # 30
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. Failing to deal with communication in a timely fashion
  • B. Scheduling interactions between customer and service provider
  • C. Failing to explain service provider action that impact the customer
  • D. Changes in service provider and customer staff
Answer: C
Explanation:
The correct answer is A. Failing to explain service provider action that impact the customer. This is because a lack of transparency and communication can erode the trust and satisfaction of the customer, and lead to misunderstandings and conflicts. The service provider should always inform the customer of any changes, issues, or decisions that affect the customer's services, expectations, or outcomes. The service provider should also seek feedback from the customer and address any concerns or complaints promptly and effectively.
B). Scheduling interactions between customer and service provider is not a threat, but a good practice to maintain the relationship. Regular interactions can help to align the goals, values, and needs of both parties, and foster collaboration and mutual understanding. The service provider should also use these interactions to demonstrate value and performance, and to identify opportunities for improvement or innovation.
C). Changes in service provider and customer staff is not a threat, but a challenge that can be overcome with proper knowledge management and relationship management. The service provider should ensure that the knowledge and experience of the staff are captured, shared, and transferred to the new staff, and that the new staff are trained and competent to deliver the services. The service provider should also introduce the new staff to the customer and establish rapport and trust.
D). Failing to deal with communication in a timely fashion is a threat, but not the most likely one. Delayed or ignored communication can frustrate the customer and damage the reputation of the service provider. The service provider should respond to the customer's communication as soon as possible, and provide clear and accurate information. The service provider should also follow up on the communication and ensure that the customer's needs are met. References:
* ITIL 4 Managing Professional Transition Module Sample Paper - English, page 8, question 1, answer A
* ITIL 4 Managing Professional Transition Module Candidate Syllabus - English, page 9, learning outcome 1.3
* ITIL 4 Managing Professional Transition Course Online - Simplilearn, section 3.2, lesson 3.2.2, topic
"Relationship Management"

NEW QUESTION # 31
What do design thinking and service-dominant logic have in common?
  • A. Both require clearly defined requirements and acceptance criteria
  • B. Both focus on product functionality and on building new features
  • C. Both focus solely on the needs and problems of the consumers
  • D. Both involve collaborating with customers to ensure their needs are met
Answer: D
Explanation:
Design thinking and service-dominant logic have in common that both involve collaborating with customers to ensure their needs are met. Design thinking is a human-centered approach to problem solving that emphasizes empathy, creativity, and experimentation. Service-dominant logic is a framework for understanding value creation, which focuses on the exchange of services between two or more entities. Both concepts share the following principles:
* Value is co-created by the provider and the customer in the context of use. The provider does not deliver value, but rather offers value propositions that the customer can accept or reject. The customer is an active participant in the value creation process, not a passive recipient of goods or services.
* The customer is the ultimate judge of value. The provider cannot determine the value of the offering in advance, but rather has to understand the customer's needs, preferences, and expectations. The provider has to engage with the customer in an ongoing dialogue and feedback loop to ensure that the offering meets or exceeds the customer's expectations.
* The offering is a holistic solution that integrates goods, services, and experiences. The provider does not differentiate between tangible and intangible products, but rather offers a complete solution that addresses the customer's problem or opportunity. The provider has to design the offering in a way that delivers a positive customer experience and enhances the customer's well-being. References:
* Exploring Overlaps and Differences in Service Dominant Logic and Design Thinking
* Service-Dominant Logic: Key Principles and History
* Service-Dominant Logic and How It Reframes Our Business Operations
* The New Paradigm: H2H Marketing

NEW QUESTION # 32
An organization is reviewing the support of its IT services.
Which is an example of an 'outside in' approach?
  • A. Conducting customer and user satisfaction surveys to gather feedback on how customers and users perceive the support of IT services
  • B. Asking for feedback from the internal technical teams to ensure they are able to deliver against the support requirements
  • C. Understanding how infrastructure and application suppliers are involved in the end-to-end value chain for the support of services
  • D. Contacting the organization's ITSM software tool provider to learn about software updates which might improve the support of the services
Answer: A

NEW QUESTION # 33
Which is an example of results-based measurement and reporting?
  • A. Measuring and reporting the number of supplier-related interruptions to a service
  • B. Measuring and reporting the customer satisfaction with closed incidents
  • C. Measuring and reporting the number of hours worked by service desk employees
  • D. Measuring and reporting the cost of providing a service to customers and users
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 # 34
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