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

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: 

• Integrating ITIL 4 and Design Thinking | Cognixia, section “What is Design Thinking?”
• Service design: ITIL 4 practice guide | Axelos, section 2.1.1
• ITIL 4 , DESIGN THINKING & RAPID - Devoteam, section “Design Thinking”
• ITIL4 meets design thinking | Axelos, section “Design thinking”

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

 A value stream is a way of describing how an organization responds to specific types of demand and opportunity, by combining and integrating various activities from different practices. A value stream is based on the service value chain, which is a flexible operating model that outlines the key activities required to facilitate value creation through the delivery and management of products and services. The service value chain consists of six activities: plan, improve, engage, design and transition, obtain/build, and deliver and support. Each activity can be supported by one or more practices, which are sets of organizational resources and capabilities that help perform work or accomplish an objective. By designing a value stream that includes activities from all practices that are needed, the software development team can ensure that they are creating value for their customers and users, as well as capturing value for themselves and other stakeholders. A value stream also helps to optimize the use of resources, eliminate waste, and improve efficiency and effectiveness. References:

• ITIL 4 Foundation: ITIL 4 Edition, section 4.2.1
• ITIL 4 Value System: Chain and Stream Differences | SysAid, section “Value Streams”

 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 andcheck 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.

References: 1: ITIL 4 Foundation: ITIL 4 Edition, AXELOS, 2019, p. 13-15 2: ITIL 4 Direct, Plan and Improve, AXELOS, 2019, p. 97-98 3: Reporting on value in service management, AXELOS, 2021, 3 4: ITIL 4 Create, Deliver and Support, AXELOS, 2019, p. 17-18 5: ITIL 4 Drive Stakeholder Value, AXELOS, 2019, p. 25-26

Customer orientation is an approach to business that focuses on assisting customers in achieving their goals, as opposed to adopting a sales oriented methodology12. It involves understanding the needs, expectations, and preferences of the customers and delivering value that meets or exceeds them. Customer orientation also implies adapting to the feedback and behavior of the customers and tailoring the service accordingly. Therefore, when a service support agent adjusts support actions following a call from a frustrated user, they are demonstrating customer orientation, as they are trying to resolve the user’s issue in a way that suits their emotional state and satisfaction level. Customer orientation is one of the key concepts in ITIL 4, as it helps to create value co-creation and drive stakeholder value34. It is also aligned with the ITIL guiding principles of focus on value, collaborate and promote visibility, and keep it simple and practical34. References:

• The customer journey and ITIL 4 | Axelos3
• Holistic IT – a non-siloed approach with ITIL 4 | Axelos4
• Customer Orientation: What it Is and How to Implement It [+Examples]1
• Mastering Customer Orientation: Definition, Importance and Strategies2

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

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

The ITIL guiding principle of start where you are advises service providers to avoid starting from scratch when improving services, but rather to assess the current state and use existing services, processes and tools as a basis for improvement. This principle helps to avoid wasting resources, reinventing the wheel, or losing useful elements of the current state. It also helps to identify and leverage the strengths, weaknesses, opportunities and threats of the current situation. References:

• ITIL 4 Managing Professional Transition Module, page 16
• ITIL 4 Foundation: Complete Course with 2 Practice Exams, section 3.2.3
• The 7 Guiding Principles of ITIL 4 - IFS Blog, paragraph 2
• The 7 ITIL 4 Guiding Principles: Explained in Detail, paragraph 5

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 digital organization is an organization that leverages digital technology to create value for its customers, employees, and other stakeholders. A digital organization is not just an organization that uses IT to support its operational processes, or an organization that has undergone an IT transformation, or an organization that uses IT to improve its ‘service desk’ practice. These are examples of IT-enabled organizations, but not necessarily digital organizations. A digital organization is an organization that uses IT to change its strategic direction, to create new business models, to innovate and differentiate itself from competitors, and to deliver value faster and more effectively. A digital organization is an organization that adopts a digital mindset, culture, andcapabilities to thrive in the digital era. References:https://www.axelos.com/resource-hub/blog/itil-4-leader-dits-guide-for-digital-transformation

https://assets.website-files.com/6372a610b17ef0b86547d1ae/6400e103a11a9d3d6dc0abb7_ITIL4_Digital%20and%20IT%20Strategy_Syllabus.pdf

 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”

This working practice is not focused on creating value because it does not involve the customers or users in defining the requirements and expectations of the service. It also assumes that the developers’ previous experience is relevant and sufficient for the current situation, which may not be the case. This practice may lead to delivering a servicethat does not meet the needs and preferences of the customers or users, or that is not aligned with the organization’s strategy and objectives. References:

• ITIL 4 Managing Professional Transition Module Sample Paper - English1, page 6, question 1, answer A
• ITIL 4 Foundation: ITIL 4 Edition2, page 67, section 4.1.1, paragraph 2
• ITIL 4 Managing Professional: Create, Deliver and Support3, page 9, section 1.1, paragraph 3
• ITIL 4 Managing Professional: Direct, Plan and Improve4, page 11, section 1.1, 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

 The correct answer is B. The end-to-end experience customers have with service providers. This is because the customer journey is a term that describes the complete lifecycle of a customer’s interaction with a service provider, from the initial awareness and engagement, to the purchase and consumption, to the retention and advocacy12. The customer journey helps to understand the customer’s needs, expectations, emotions, and satisfaction at each touchpoint, and to identify the opportunities for improvement and innovation.

A. The actions that the user undertakes to be able to use the service is not the correct answer, because this is only a part of the customer journey, not the whole definition. The user is the person who uses the service, not necessarily the person who pays for it or decides to use it. The actions that the user undertakes to be able to use the service are also known as the user journey, which is a subset of the customer journey12.

C. The actions that the service provider takes to attract new customers is not the correct answer, because this is also only a part of the customer journey, not the whole definition. The service provider is the organization that provides the service, not the customer. The actions that the service provider takes to attract new customers are part of the marketing and sales activities, which are the first stages of the customer journey12.

D. The experience the service user gets from the service provider is not the correct answer, because this is also only a part of the customer journey, not the whole definition. The service user is another term for the user, who may or may not be the customer. The experience the service user gets from the service provider is part of the service delivery and support activities, which are the middle stages of the customer journey12. References:

• ITIL 4 Managing Professional Transition Module Sample Paper - English, page 11, question 4, answer B
• ITIL 4 Managing Professional Transition Module Candidate Syllabus - English, page 12, learning outcome 1.6