ITIL-4-Transition Exam Dumps - ITIL 4 Managing Professional Questions and Answers

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,

A transformation to high velocity IT is a change that involves adopting digital operating models and practices that enable organizations to deliver products and services faster, better, and cheaper. High velocity IT is not suitable for all organizations or all parts of an organization, as it depends on the context, culture, and objectives of each situation. Therefore, statements A and C are incorrect. High velocity IT is especially relevant for customer-facing systems, as they need to meet the changing needs and expectations of customers in a competitive and dynamic environment. Therefore, statement D is also incorrect. High performance is usually part of the change, as high velocity IT aims to improve the quality, value, and outcomes of the products and services delivered, as well as the efficiency, effectiveness, and agility of the processes and practices involved. Therefore, statement B is correct. References:

• ITIL 4 Specialist: High-velocity IT | Axelos
• ITIL 4 High-velocity IT: the digital enterprise | Axelos
• ITIL 4 High Velocity IT (HVIT) Book - EVERYONE - Skillsoft
• ITIL® 4 Specialist: High Velocity IT - Good e-Learning

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

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

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: 

The customer journey is the complete end-to-end experience customers have with one or more service providers and/or their products through the touchpoints and service interactions with those providers1. The purpose of the customer journey is to understand the needs, expectations, and preferences of the customers and users, and to design, deliver, and improve services that meet those requirements and create value for them. The customer journey also helps to identify the opportunities and challenges for co-creating value with the customers and users, and to optimize the customer experience throughout the service relationship23. By mapping the customer journey, the service provider can ensure that the services are aligned with the customer outcomes and that the service interactions are positive and satisfying for the customers and users4. References:

• ITIL 4 Managing Professional: Drive Stakeholder Value5, page 14, section 2.1, paragraph 1
• ITIL 4 Foundation: ITIL 4 Edition, page 20, section 2.3, paragraph 2
• ITIL 4 Managing Professional: Create, Deliver and Support, page 10, section 1.1, paragraph 4
• ITIL 4 Managing Professional: Direct, Plan and Improve, page 12, section 1.1, paragraph 3
• ITIL 4: Connecting the key concepts Part 4 | Axelos3, paragraph 2
• The customer journey and ITIL 4 | Axelos1, paragraph 2
• ITIL®4 – Mapping the Customer Journey - ITSM Professor2, paragraph 2

This is the best approach because it ensures that the policy is aligned with the needs and expectations of all the parties involved in incident management. It also fosters a culture of collaboration and trust among the teams, which can improve the efficiency and effectiveness of incident resolution. By involving all the teams in the policy development, the organization can also leverage the experience and knowledge of the staff, and identify any potential gaps or issues that may arise in the incident management process. This approach is consistent with the ITIL 4 guiding principles of collaborate and promote visibility, focus on value, and keep it simple and practical12. References:

• ITIL 4 Managing Professional Transition Module Sample Paper - English3, page 7, question 2, answer B
• ITIL 4 Foundation: ITIL 4 Edition4, page 20, section 2.3, paragraph 2
• ITIL 4 Managing Professional: Create, Deliver and Support5, page 10, section 1.1, paragraph 4
• ITIL 4 Managing Professional: Direct, Plan and Improve, page 12, section 1.1, paragraph 3

Safety culture is a concept that refers to the shared beliefs, perceptions, and values in relation to risks within an organization. A safety culture encourages people to be open and honest about their mistakes, learn from them, and improve their performance. A safety culture also fosters trust, collaboration, and visibility among IT staff, which can help to obtain the information needed to resolve problems. According to ITIL 4, safety culture aligns with the guiding principle of “collaborate and promote visibility”, which states that “working together across boundaries produces results that have greater buy-in, more relevance to objectives, and increased likelihood of long-term success” 1. Safety culture is also one of the key elements of the high-velocity IT approach, which aims to enable organizations to thrive in the digital era 23. References:

• ITIL 4 Information security and risk management practices: embedding safety culture and behaviour
• Safety cultures and happy employees
• The importance of Safety Culture in the success of IT