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| Section | Weight | Objectives |
|---|---|---|
| Enabling Resilient Operations | 10% | - Problem management, service continuity, infrastructure and platform management - Capacity and performance management, monitoring and event management |
| Enabling Assured Conformance | 7% | - Information security management, risk management, compliance |
| Enabling Co-Created Value | 8% | - Relationship management, service design, service desk practices |
| Enabling Valuable Investments | 15% | - Strategic alignment, portfolio management, business case development - Prioritization and value assessment practices |
| Enabling Fast Development | 15% | - Automation, cloud-native practices, and rapid deployment - Agile, DevOps, and continuous integration/delivery practices |
| 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 - Objectives of digital products: valuable investments, fast development, resilient operations, co-created value, assured conformance - Core terms: High-velocity IT, digital organization, digital transformation, digital technology |
| Guiding Principles and Foundational Concepts for Velocity | 20% | - Lean, agile, resilient, and continuous principles - Service-dominant logic, design thinking, complexity thinking - Ethics, safety culture, lean culture, Toyota Kata |
1. How can the 'business analysis' practice contribute to a loosely coupled system architecture?
A) By aligning service levels with consumer expectations
B) By designing how the components of the solution interact
C) By defining the minimal viable requirements for the product
D) By translating user needs into requirements for each component
2. 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) Service level management
B) Deployment management
C) Problem management
D) Incident management
3. An organization sells products which have rapidly-changing features and functionality. The organization has always taken a traditional approach to development and deployment, aiming to deliver products with full functionality after extensive requirements analysis. The organization's sales and revenues have recently decreased.
Which technique would be MOST BENEFICIAL for the organization to adopt?
A) Cost of delay
B) A/B testing
C) Return on Investment (ROI)
D) Minimum viable products
4. A development and operations team experienced a major service outage during a release. After recovery, senior leaders want to understand what happened and prevent recurrence, but they also want to avoid a blame culture that discourages openness.
Which approach is BEST?
A) Suspend the staff involved until the investigation is complete
B) Limit the review to technical logs only
C) Escalate the issue directly to supplier management
D) Conduct a blameless post-mortem focused on learning
5. What is the BEST way for a software development organization to encourage ethical behaviours?
A) By using agile methods to ensure people focus on the detail of each individual sprint
B) By running workshops where people discuss scenarios that have ethical significance
C) By using machine learning algorithms to take decisions, instead of relying on people
D) By defining policy that requires ethics to be considered by staff
Solutions:
| Question # 1 Answer: D | Question # 2 Answer: A | Question # 3 Answer: D | Question # 4 Answer: D | Question # 5 Answer: B |
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