Peoplecert ITIL-DSV ITIL 4 Specialist: Drive Stakeholder Value (ITL4SDSV) Online Training

Question #1

An organization wants to grow its customer base as it is currently experiencing a decline in users. The target group includes people of 65+ of age, with at least one grandchild.

During which stage is this usually done?

A . Define
B . Ideate
C . Empathize
D . Prototype

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Question #2

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

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Correct Answer: D
D

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.

Question #3

Which of the following is an advantage of a user community?

A . Super users are always available to help out users.
B . Peer support will reduce the risk of privacy violations.
C . Demand for user support decreases from the service provider.
D . A user community does not require any interference from the service provider.

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Question #4

In consideration to the complaints of long waiting times, an organization wants to improve its service desk.

Which is the most appropriate action that the Service Desk Manager should consider?

A . Investigate when the users are calling the service desk.
B . Merge the service desk and the engineering team to handle calls faster.
C . Modify the Service Level Agreement to allow longer waiting times.
D . Increase the number of service desk employees.

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Question #5

An organization is considering outsourcing its data center. The Supplier Manager is analyzing the

potential external service providers.

Which factor should NOT be considered by the Supplier Manager in the decision making process?

A . Geographic presence
B . Patents filed year to date
C . Financial situation
D . Size of the organization

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Correct Answer: B
B

Explanation:

In the context of ITIL 4 and supplier management, certain factors are critical when evaluating and selecting external service providers. These factors generally include the provider’s geographic presence, financial situation, and size of the organization, all of which directly impact the ability of the provider to meet the organization’s needs and maintain reliable service delivery.

Geographic Presence:

This factor is important because the location of a supplier can affect service delivery, especially in terms of logistics, compliance with local laws, and the ability to provide on-site support if necessary. Analyzing geographic presence helps ensure that the supplier can effectively meet regional service requirements.

Reference: ITIL 4 emphasizes the importance of aligning supplier strategies with the geographic and regulatory needs of the organization (Drive Stakeholder Value, Section 5).

Financial Situation:

The financial health of a supplier is critical for assessing long-term viability and reliability. A supplier with a strong financial background is less likely to face operational disruptions that could affect service quality.

Reference: ITIL 4 highlights that understanding a supplier’s financial stability is crucial for assessing risk and ensuring that the supplier can sustain service levels (Drive Stakeholder Value, Section 5.3.4). Size of the Organization:

The size of a supplier can influence their ability to scale services, manage large contracts, and invest in innovation. Larger suppliers may offer more robust resources, but smaller suppliers might provide more specialized and flexible services.

Reference: ITIL 4 considers the size of a supplier as a factor in determining their capacity to meet current and future needs, ensuring they align with the organization’s requirements (Drive Stakeholder Value, Section 5.3.5).

Patents Filed Year to Date:

This factor, while potentially interesting in a general business context, is not relevant to the decision-making process in supplier management as per ITIL 4 guidelines. The number of patents a supplier has filed does not directly influence their capability to deliver the required services or meet the organization’s specific needs.

Reference: ITIL 4 does not consider patents filed as a relevant criterion in supplier selection or evaluation processes.

Question #6

An organization finds value in moving to a ‘platform as a service’ solution. The organization understands that it is crucial to optimize its own way of working to make this a success.

What is this an example of?

A . Partnership
B . Basic Relationship
C . Cooperative Relationship
D . Co-creation Relationship

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Question #7

An organization will navigate through a digital transformation.

What would help the service provider to maintain a good relationship during this time of organizational change?

A . Carry out customer satisfaction surveys regularly and take action on the results.
B . Lower the billing margin during the transformation period.
C . Increase the service levels during the transformation period.
D . Guarantee all downtimes will be solved within the agreed targets.

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Question #8

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

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Question #9

A service provider is onboarding a large customer with a complex user base.

It is advised that the service provider manages this as a:

A . Programme
B . Project
C . Emergency Change
D . Normal Change

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Correct Answer: A
A

Explanation:

When onboarding a large customer with a complex user base, the service provider needs to manage various interrelated projects and activities that contribute to the overall outcome. This scenario requires a coordinated approach that can handle complexity, scale, and the need for multiple outcomes.

Programme:

A programme is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. In the context of onboarding a large and complex customer, a programme ensures that all projects and activities are aligned with the overall objectives, facilitating effective management of dependencies, risks, and resources.

Reference: ITIL 4 emphasizes that large-scale, complex initiatives involving multiple projects should be managed as a programme to ensure alignment with strategic objectives and to manage the delivery of benefits across various interdependent projects (ITIL 4 Managing Professional, Drive Stakeholder Value).

Project:

A project typically focuses on delivering a specific output within a defined timeframe. While projects are essential components of a programme, managing the onboarding of a large, complex customer as a project alone would not address the multiple, interrelated aspects that need to be coordinated.

Reference: ITIL 4 highlights that projects are suited for delivering specific deliverables but are not sufficient for managing complex, large-scale initiatives where multiple projects are interlinked.

Emergency Change:

Emergency changes are unplanned and typically implemented to resolve a major incident or prevent a significant disruption. This is not relevant to the scenario of customer onboarding.

Reference: ITIL 4’s Change Enablement practice identifies emergency changes as critical, unplanned changes necessary to resolve an urgent issue, which does not apply to planned onboarding activities.

Normal Change:

Normal changes are pre-approved, routine changes that follow a standard process. Managing the onboarding of a large customer is far more complex than what normal change processes handle.

Reference: ITIL 4 describes normal changes as standard changes that are not suitable for complex, multi-faceted initiatives like onboarding a large customer.

Conclusion:

Managing the onboarding of a large customer with a complex user base should be done as a programme, which allows for coordinated management of multiple related projects and activities to achieve the overall strategic goals.

Question #10

A start-up wants to launch a new service.

As funding is limited, which of the following is the best technique that they can use?

A . Weighted Job First
B . Minimum Viable Product
C . Establish Pull
D . User Story Mapping

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Correct Answer: B
B

Explanation:

For a start-up with limited funding, the focus should be on launching a new service quickly while minimizing costs and risks. The Minimum Viable Product (MVP) approach is ideally suited for this purpose.

Minimum Viable Product (MVP):

MVP is a product development strategy where a new product is developed with sufficient features to satisfy early adopters. The final, complete set of features is only designed and developed after considering feedback from the product’s initial users. This approach minimizes the risk and investment required by enabling the organization to test the market with a basic version of the product.

Reference: ITIL 4 suggests using the MVP approach, especially in environments with limited resources, as it enables organizations to deliver value quickly, learn from customer feedback, and iterate the product without significant upfront investment (Drive Stakeholder Value, ITIL 4 High-velocity IT).

Weighted Job First:

This is a prioritization technique used in Agile methodologies, focusing on delivering the most valuable features first. While useful, it is not as effective as MVP in managing financial constraints during a service launch.

Reference: ITIL 4 mentions prioritization techniques like Weighted Shortest Job First in the context of backlog management, but this is more relevant to ongoing development rather than initial service launch.

Establish Pull:

This concept comes from Lean methodologies, emphasizing that work should only be done in response to demand (pull) rather than pushing work through the system. While important, it does not directly address the need for minimizing investment in a start-up scenario.

Reference: ITIL 4’s use of Lean principles, such as establishing pull, focuses on process efficiency rather than initial product development strategies.

User Story Mapping:

User Story Mapping is a technique for visually organizing user stories to understand functionality, identify gaps, and plan releases. While useful for planning and prioritization, it does not directly help in minimizing upfront investment.

Reference: ITIL 4 recognizes User Story Mapping as a tool for understanding and prioritizing user needs but not necessarily as a method for launching with limited funds.

Conclusion:

For a start-up with limited funding, the best technique to launch a new service is the Minimum Viable Product (MVP) approach, which allows for early market entry with minimal investment and the ability to iterate based on user feedback.

Peoplecert ITIL-DSV ITIL 4 Specialist: Drive Stakeholder Value (ITL4SDSV) Online Training