[2024年最新] 完璧ITIL-4-Transition問題集問題と解答で一年無料最速更新 [Q19-Q41]

[2024年最新] 完璧ITIL-4-Transition問題集問題と解答で一年無料最速更新

更新されたのは2024年リアルな無敵ITIL-4-Transition問題集で100% 無料ITIL-4-Transition試験問題集

質問 # 19
An organization is experiencing difficulties with the way it resolves incidents. The service desk staff are often unsure which teams to escalate an incident to. The incident is then passed between different teams until it reaches the correct team. Also, the service desk analyst does not always know the correct type of information and level of detail which will be required by the team that resolved the issue. The organization is considering moving away from a formally organized system of tiered support groups. Which is an alternative to this structure that would help to improve the situation?

A. Swarming
B. Robotic process automation
C. Continuous integration
D. Data analytics

正解：A

解説：
Explanation
Swarming is an alternative to the tiered support structure that would help to improve the situation. Swarming is a workflow management method that features in ITIL 4 Specialist: Create, Deliver and Support. It is designed for organizations that support complex systems or services. Swarming involves stakeholders working together to resolve the issue, rather than escalating it through different levels of support. Swarming can be used to identify the responsible group for the next action, or a swarm might be responsible for resolution.
Swarming is a technique to more effectively resolve complicated and complex issues, which typically require more than one person or group to complete an activity effectively. Swarming can also help to disseminate knowledge and experience among the support staff, and reduce the queues and delays caused by the escalation process. The other options are not relevant to the situation. Data analytics is the process of analyzing data to generate insights and support decision making. Robotic process automation is the use of software robots to automate repetitive and rule-based tasks. Continuous integration is a software development practice that involves merging code changes frequently and testing them automatically. References:
ITIL 4 & swarming - finding the right people & process | Axelos1
Swarming vs Tiered Support Models Explained - BMC Software2

質問 # 20
A company has begun a new global line of business that has changed how IT supports the new systems. Recognizing the urgent need for two-way communication on the required changes, IT managers are trying to find better ways to obtain feedback than a standing agenda at staff meetings.
Which describes the BEST approach for establishing effective feedback channels?

A. Publish a printed weekly newsletter that clearly and consistently communicates change
B. Establish office hours where staff are encouraged to drop by without appointments and discuss any concerns they have
C. Research how individual teams communicate internally and use the most popular collaboration tools to collect feedback
D. Initiate a project to select and implement a collaboration tool to facilitate two-way communication with staff

正解：D

質問 # 21
Which is included in onboarding?
1. Negotiating service targets with customers
2. Building awareness of the new consumer
3. Ensuring resources are prepared for service provision
4. Designing the service components and infrastructure

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

正解：B

質問 # 22
An organization is planning to communicate information about a new improvement initiative by providing information on the IT portal, sending emails, and holding meetings with affected groups.
Which communication principle are they applying?

A. We are all communicating all the time
B. Communication is a two-way process
C. Timing and frequency matter
D. There is no single method of communicating

正解：D

質問 # 23
A service support agents adjusts support actions following a call form a frustrated user. Which concept describes this behavior?

A. Positive communication
B. Employee satisfaction management
C. Team Culture
D. Customer orientation

正解：D

質問 # 24
Which is an example of results-based measurement and reporting?

A. Measuring and reporting the customer satisfaction with closed incidents
B. Measuring and reporting the number of hours worked by service desk employees
C. Measuring and reporting the number of supplier-related interruptions to a service
D. Measuring and reporting the cost of providing a service to customers and users

正解：A

解説：
Explanation
Results-based measurement and reporting is a method of measuring and reporting the outcomes and value delivered by products and services, rather than the activities and outputs involved in their creation and delivery12. Results-based measurement and reporting focuses on the achievement of objectives and the satisfaction of stakeholders, rather than the consumption of resources and the completion of tasks12.
An example of results-based measurement and reporting is measuring and reporting the customer satisfaction with closed incidents. This is because customer satisfaction is an indicator of the value and quality of the incident management practice and the service provided to the customers. Customer satisfaction reflects the extent to which thecustomers' expectations and needs have been met by the resolution of the incidents. Customer satisfaction can also influence the customer loyalty, retention, and advocacy for the service provider34.
The other options are not examples of results-based measurement and reporting, because they measure and report the inputs and outputs of the service delivery, rather than the outcomes and value. Measuring and reporting the number of hours worked by service desk employees, the number of supplier-related interruptions to a service, and the cost of providing a service to customers and users are all examples of activity-based or output-based measurement and reporting. These metrics do not indicate the effectiveness or efficiency of the service delivery, nor the satisfaction or value perceived by the customers and users12.
References: 1: ITIL 4 Create, Deliver and Support, AXELOS, 2019, p. 29-30 2: Measurement and reporting management: ITIL 4 Practice Guide, AXELOS, 2020, p. 5-6 3: ITIL 4 Direct, Plan and Improve, AXELOS,
2019, p. 97-98 4: Reporting on value in service management, AXELOS, 2021, 3

質問 # 25
An organization is compiling information about how a new service will be used. It is considering how each set of stakeholders will experience the service. In the past, the suppliers have been unreliable, so the organization wants to identify the main risks and dependencies for the introduction of the service. What is this an example of?

A. Value stream mapping
B. Workforce planning
C. An agile approach
D. Shift left

正解：A

質問 # 26
In an organization, a service desk team employs experienced staff who have worked there for many years and have good relationships with support teams. The organization has a good improvement culture, and staff are encouraged to use their experience and identify improvements. They are developing a new policy for handling incidents.
Which is the BEST approach for this new policy?

A. Engage with stakeholders to ensure that as much detail as possible is included in the policy
B. Ensure that any identified exceptions are excluded from the policy to improve clarity
C. Implement the policy to the service desk staff initially before informing other affected support teams
D. Ensure that all teams involved in incident resolution collaborate in the development of the policy

正解：D

質問 # 27
An organization has IT divisions distributed globally. As the organization has grown, it has become difficult to align the activities of the IT divisions with the organization 's objectives How can the organization ensure that all IT activities are aligned with the organization 's objectives?

A. Put compliance controls in place to ensure that all centers of expertise are following the same practices
B. Collect feedback from both organizational and IT leadership from each region
C. Establish increasingly detailed objectives at each level of the organization that align directly with the objectives of the layer above
D. Priories risk mitigation strategies in alignment with the organization 's risk appetite

正解：C

質問 # 28
Which is an example of a digital organization?

A. An organization which uses IT to change its strategic direction
B. An organization which has undergone an IT transformation
C. An organization which uses IT to support its operational processes
D. An organization which uses IT to improve its 'service desk' practice

正解：A

解説：
Explanation
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%20an

質問 # 29
A service provider is in a partnership relationship with a service consumer. The services provided are complex with new functionality and improvements constantly being developed using agile methods.
Which is the BEST approach for validating service value?

A. Regularly perform user satisfaction surveys and an analysis of the costs and risks removed from the service consumer
B. Perform ad-hoc service reviews and produce reports of service outputs
C. Work together to identify methods of checking service value and check that value propositions are still valid
D. Produce service level reports and an analysis of the cost and risks of service delivery

正解：C

解説：
Explanation
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

質問 # 30
A designer has been asked by an organization to design a new office chair. The designer has proposed a plant that they have been asked to validate. In 'design thinking', what should the designer do to BEST validate the plan

A. Decide for the user what is important for the chair
B. Ask the user to communicate their needs for the chair
C. Adopt the user's point of view of using the chair
D. Ask the user to provide feedback on a prototype of the chair

正解：B

解説：
Explanation
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"

質問 # 31
Which is a purpose of the customer journey?

A. To maximize the co-creation of value from both an outcome and experience perspective
B. To understand the service consumer resources required to deliver the service
C. To understand the interactions between the user and the service provider
D. To maximize the number of contacts with the customer in order to enhance the service

正解：A

解説：
Explanation
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 ITIL4 - Mapping the Customer Journey - ITSM Professor2, paragraph 2

質問 # 32
Which value chain activity ensures that products deliver stakeholder expectations for quality?

A. Plan
B. Design and transition
C. Obtain/build
D. Engage

正解：B

質問 # 33
An organization with established processes for managing incidents, changes, and problems, receives a high volume of calls from users complaining that their issues are not being resolved efficiently. What is the FIRST step the organization should take to start to improve the situation?

A. Review skills and competencies of user support staff to ensure they have the required capability
B. Encourage teams to collaborate so they can focus on value of users
C. Improve the integration of tools to ensure there are no gaps between processes
D. Use value stream mapping to help understand the end-to-end flow of user support

正解：D

質問 # 34
Which describes the value driven approach to service design?

A. An iterative approach based on frequent feedback, continual experimentation, and learning to ensure value co-creation
B. Designing just enough features to satisfy early customers, and providing feedback for future development
C. A process improvement philosophy that prioritizes flow efficiency over resource efficiency
D. The practice of analyzing a business, defining its needs, and recommending solutions that create value for stakeholders

正解：A

解説：
Explanation
The value driven approach to service design is one of the seven guiding principles of ITIL 4, which are part of the ITIL 4 service value system (SVS). The SVS provides a flexible and adaptable approach to address service management challenges and utilize opportunities. It supports organizations in delivering value to their stakeholders in the form of goods, services, or other results1. The value driven approach to service design is based on the principle of focus on value, which states that everything an organization does should link back, directly or indirectly, to value for stakeholders2. This principle implies that service design should not be driven by technology, processes, or resources, but by the outcomes and benefits that customers and users expect from the service. To achieve this, service design should adopt an iterative approach based on frequent feedback, continual experimentation, and learning to ensure value co-creation. This means that service design should not be a one-time activity, but acontinuous cycle of improvement that involves testing, measuring, and validating assumptions and hypotheses about what customers and users value, and how the service can deliver it3. This approach also enables service design to respond to changing customer needs and expectations, as well as to emerging opportunities and threats in the market. By focusing on value, service design can ensure that the service is fit for purpose and use, and that it contributes to the organization's overall goals and objectives.
References:
ITIL 4 Managing Professional Transition Module, page 16
ITIL Service Design: Principles, Process and Its Importance, section 3.2.3 The ITIL 4 Service Value System Explained, paragraph 1 ITIL Service Value System (SVS), paragraph 1

質問 # 35
An organization is attempting to improve the design, development and transition of new services. It recognizes that some ways of working are not focused on creating value.
Which is an example of a working practice that the organization should STOP?

A. Defining the features and functionality of services by relying on the developers' previous experience of designing similar systems for customers
B. Involving customers and users in testing activities to understand whether the service meets the customers' and users' expectations
C. Designing systems with the continual involvement of customers to ensure that any changes in requirements are understood as early as possible
D. Involving users, customers and other stakeholders when communicating desired outcomes in the form of user stones

正解：A

質問 # 36
Which statement about user communities is CORRECT?

A. User communities are created by service providers to investigate the cause of problems
B. Communities set up by users may be recognized and supported by service providers
C. Every user community should have at least one super-user
D. Informal user communities should be disbanded and merged into official groups

正解：B

質問 # 37
A large service provider with many staff has built a relationship with a customer and agreed a 10-year contract.
Both organizations have shared information freely and responded to requests. Which is MOST LIKELY to be a threat to maintaining the relationship?

A. Failing to deal with communication in a timely fashion
B. Changes in service provider and customer staff
C. Failing to explain service provider action that impact the customer
D. Scheduling interactions between customer and service provider

正解：C

質問 # 38
Which concept is PRIMARILY concerned with multiple teams moving to a cross-functional way of working?

A. Working to a customer oriented mindset
B. Employee satisfaction measurement
C. The value of positive communications
D. Organizational structure

正解：D

質問 # 39
An organization wants to become more efficient by reducing the amount of unnecessary work they do. Which approach would be MOST helpful?

A. Safety culture
B. Site reliability engineering
C. Lean OK
D. DevOps

正解：C

解説：
Explanation
Lean OK is an approach that would be most helpful for an organization that wants to become more efficient by reducing the amount of unnecessary work they do. Lean OK is a combination of Lean and OKR (Objectives and Key Results), which are two complementary methodologies that aim to optimize value creation and eliminate waste. Lean is a philosophy and a set of principles and practices that focus on delivering value to customers and stakeholders, minimizing waste and inefficiencies, and continuously improving processes and products. OKR is a goal-setting and management framework that helps organizations align their objectives with their vision and strategy, communicate and track their progress, and measure their outcomes and impact.
By using Lean OK, an organization can define clear and ambitious objectives that are aligned with customer needs and organizational goals, and set measurable and achievable key results that indicate how well the objectives are met. Lean OK also helps the organization to identify and eliminate any activities or processes that do not contribute to value creation or goal achievement, and to prioritize and optimize the ones that do.
Lean OK enables the organization to become more efficient, effective, agile, and customer-centric. References:
https://unichrone.com/blog/it-service-management/lean-itil/
https://www.atlassian.com/blog/technology/what-the-new-itil-4-means-for-you-and-your-team

質問 # 40
An organization is designing a survey to assess the needs and expectations of its staff.
What is this an example of?

A. Employee satisfaction management
B. Integration and data sharing
C. CI/CD
D. Customer-orientation

正解：A

解説：
Explanation
Employee satisfaction management is the process of measuring and improving how happy and engaged employees are with their work, their employer, and their organization. It involves conducting surveys, analyzing data, implementing strategies, and monitoring outcomes. Employee satisfaction management can help organizations improve productivity, retention, innovation, and customer satisfaction12.
An organization that designs a survey to assess the needs and expectations of its staff is engaging in employee satisfaction management, as it is trying to understand what factors influence employee satisfaction and how to address them. A survey is a common and effective method of collecting feedback from employees, as it can provide quantitative and qualitative data on various aspects of employee satisfaction, such as work environment, compensation, recognition, development, and alignment34.
The other options are not correct because they are not related to employee satisfaction management. CI/CD stands for continuous integration and continuous delivery, which are software development practices that aim to deliver high-quality software faster and more frequently5. Integration and data sharing are processes of connecting different systems and applications and exchanging information between them6. Customer-orientation is a business philosophy that focuses on meeting the needs and expectations of customers and creating value for them7. References:
1: How To Improve Employee Satisfaction (With 11 Strategies) | Indeed.com
2: The Five Fundamentals Of Employee Satisfaction - Forbes
3: The Key To Employee Satisfaction and How To Achieve It | Indeed.com
4: How To Measure Employee Satisfaction | Indeed.com
5: ITIL 4 Managing Professional: Transition Module | Axelos
6: ITIL 4 Managing Professional Transition Course Online - Simplilearn
7: ITIL 4 MP Transition: a transformed framework | Axelos

質問 # 41
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