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ITIL 4 Specialist: Drive Stakeholder Value (ITL4SDSV) Sample Questions (Q75-Q80):

NEW QUESTION # 75
A service provider has built a 'cooperative relationship' with a customer.
Which activity are they MOST LIKELY to use to validate the services that are provided?

A. Review of costs of service provider technology upgrades
B. Joint service reviews of achievements of service targets
C. Continual tracking and analysis of the outcomes, costs, and risks
D. Ad-hoc joint service reviews of costs and benefits

Answer: B

Explanation:
In a 'cooperative relationship,' the activity most likely to validate the services provided is "Joint service reviews of achievements of service targets." ITIL 4 suggests that cooperative relationships involve regular and collaborative reviews of service performance against agreed targets. This joint approach helps in aligning the service outcomes with the customer's expectations and fostering a cooperative spirit.

NEW QUESTION # 76
An organization is looking for a service provider to support the less critical services. How would you describe the needs of the organization?

A. Measurable financial targets to optimize the value of the service and total cost of ownership.
B. Measurable outcomes and goals giving the service provider the opportunity to take ownership of the service it is providing.
C. Value-based value streams to be followed by the service provider with clear and measurable targets.
D. Utility based requirements linked to the current service solution to reduce the impact during the digital transformation.

Answer: B

Explanation:
When an organization seeks a service provider for less critical services, it is essential to define clear, measurable outcomes and goals. This approach allows the service provider to take ownership of the service delivery, ensuring accountability and alignment with the organization's objectives.
* Option A (Incorrect):While financial targets are important, they are not the primary focus when dealing with less critical services where outcomes and ownership are more significant.
* Option B (Incorrect):Utility-based requirements focus more on the functionality of the service, which is less relevant for less critical services where outcomes are key.
* Option C (Correct):This is the correct answer. Defining measurable outcomes and goals allows the service provider to take ownership, which is crucial for maintaining service quality and ensuring that the service meets the organization's needs, especially for less critical services.
* Option D (Incorrect):Value-based value streams are important, but the key here is the ownership and measurable outcomes, which directly tie into the service provider's ability to manage the service effectively.

NEW QUESTION # 77
An organization is rebranding and renovating its branches. As part of the renovation, the physical network cabling is to be upgraded.
You are responsible to manage the supplier. How will you engage with the cabling provider?

A. Focus on the value the cables are delivering to the bank and praise them for it.
B. Invite the provider as part of the project board.
C. Forecast the required demand and planning to the provider.
D. Create user accounts for the provider during the onboarding stage.

Answer: B

Explanation:
When managing suppliers, particularly in a scenario involving significant changes like upgrading physical network cabling during branch renovations, ITIL 4 emphasizes the importance of effective engagement with suppliers to ensure alignment with the organization's goals and successful delivery of value. Here's a detailed explanation of why inviting the provider as part of the project board is the correct approach:
* Collaboration and Visibility (ITIL Guiding Principle: Collaborate and Promote Visibility):ITIL 4 stresses that collaboration is key when engaging with suppliers. By inviting the cabling provider to be part of the project board, you are fostering a collaborative environment where the supplier is fully aware of the project's scope, objectives, and timelines. This ensures that the provider can align their efforts with the organization's expectations and contribute to decision-making processes, enhancing project visibility and reducing the risk of misalignment.
* Ensuring Stakeholder Value (Drive Stakeholder Value - Engagement):According to the ITIL 4 Drive Stakeholder Value module, successful engagement involves understanding and influencing stakeholder needs and ensuring their value is realized. Including the cabling provider in the project board allows for direct communication, enabling the provider to understand the value the organization expects from the project. It also allows the organization to influence the provider's work to ensure it meets the necessary standards and timelines.
* Governance and Accountability (ITIL 4 - Governance):Governance in ITIL 4 ensures that all participants are accountable for their roles within the service value system. By having the provider on the project board, the organization can ensure that the provider is held accountable for their responsibilities in the project, including adherence to timelines, quality standards, and budget constraints. This structured approach to governance helps in mitigating risks associated with the supplier's performance.
* Service Value System Integration (ITIL 4 - Service Value Chain Activities):Inviting the supplier to the project board integrates them into the organization's service value chain. It enables better coordination across the value chain activities such as "Plan," "Engage," and "Deliver and Support." This integration is crucial for ensuring that the supplier's contributions effectively support the overall project outcomes.
* Experience and Outcome Focus (Drive Stakeholder Value - Experience):ITIL 4 emphasizes the importance of managing stakeholders' expectations and focusing on outcomes. Direct involvement of the supplier in the project board helps in setting clear expectations regarding the project outcomes, such as the quality and performance of the network cabling. This engagement ensures that the supplier is fully committed to delivering the desired results, thereby enhancing the overall experience for the organization.
Why Not the Other Options?
* Option A (Forecasting demand and planning):While forecasting and planning are important, they are typically part of the initial engagement and do not constitute ongoing collaboration during the project execution, which is crucial for complex projects like network upgrades.
* Option B (Focusing on the value delivered):Praising the provider for the value delivered is positive, but it does not involve them in the strategic decision-making process or hold them accountable in the way that participation in the project board does.
* Option C (Creating user accounts during onboarding):While onboarding is important, creating user accounts is a technical step rather than a strategic engagement. It does not contribute to the strategic alignment and oversight that being on the project board provides.

NEW QUESTION # 78
Just minutes before the service desk operations close for the day, a user calls with an urgent request. What would be the BEST way to respond to the request?

A. Listen and empathize with the user. Ask the user to call back during the agreed business hours.
B. Log a ticket and work on it during the agreed business hours.
C. Escalate to the second line team, the ticket remains within the service level agreement.
D. Assess the impact and decide to help the user even outside of the agreed business hours.

Answer: D

Explanation:
In situations where a request is urgent, particularly just before the close of service desk operations, it is crucial to assess the impact of the request on the user's business or operations. If the impact is significant, providing assistance outside of the agreed business hours is justified. This approach reflects theITIL 4 guiding principlesof"Focus on Value"and"Collaborate and Promote Visibility." By assessing the impact first, the service provider ensures that resources are allocated effectively to situations that truly need immediate attention, thereby protecting the overall service value and maintaining high levels of customer satisfaction.
Logging the ticket and addressing it during business hours (A) may be appropriate for non-urgent issues, but in this scenario, it could negatively impact the user. Escalating to the second line team (B) is also viable but may not be necessary if the first line can handle the issue. Simply asking the user to call back during business hours (D) could harm the relationship with the user and does not align with the principle of ensuring user satisfaction.

NEW QUESTION # 79
Which TWO are examples that can be handled as service requests?
1. A customer asks a service provider to design an app for staff to submit vacation requests
2. A staff member asks for a new barcode scanner from an internal IT department
3. A manager requires swift changes to user access rights for an employee
4. A service provider establishes a channel for users to submit emergency changes

A. 1 and 2
B. 3 and 4
C. 1 and 4
D. 2 and 3

Answer: D

Explanation:
The examples that can be handled as service requests are "A staff member asks for a new barcode scanner from an internal IT department" (2) and "A manager requires swift changes to user access rights for an employee" (3). According to ITIL 4, service requests are predefined and standard requests for services, which often include requests for hardware or changes in access rights. Both examples fit within the typical scope of service requests.

NEW QUESTION # 80
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ITIL 4 Specialist: Drive Stakeholder Value (ITL4SDSV) Sample Questions (Q75-Q80):

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