Plan practices prioritize All


1. What form of organizational structure arranges resources based on control, lines of authority or technical domain?
A. Functional structure
B. Divisional structure
C. Matrix structure
D. Flat structure
A    (1.1a)
2. Which is the BEST example of team collaboration?
A. Working with others to achieve individual goals
B. Implementing technology to facilitate communication between team members
C. Working together to achieve a shared organizational objective
D. Aligning the goals and KPIs of all individuals and groups
C    (1.1b)
3. What is ESSENTIAL for effective collaboration between two teams?
A. Each team helping the other to meet their goals
B. Both teams cooperating by sharing information
C. A high level of trust between the teams
D. Both teams having suitable technology to support working together
C    (1.1b)
4. Which competency profile is required by an individual who has been asked to motivate others to adopt the new ways of working required to support the organization's goals?
A. Administrator
B. Leader
C. Coordinator/communicator
D. Technical expert
B    (1.1c)
5. Which will help create a good team culture?
A. Minimizing the number of team meetings to increase focus on individual productivity in specialist areas
B. Discouraging informal teams to ensure that shared organizational goals are met
C. Ensuring team members understand their roles and how they fit with the organization's objectives
D. Focusing on building team member's specialism to minimize confusion over cross-functional roles
C    (1.1d)
6. Which statement about employee surveys is CORRECT?
A. They are intended to be conducted across an entire organization
B. They are typically conducted annually
C. They are conducted at several levels formally and informally
D. They can only be conducted electronically so have limited application
C    (1.1f)
7. Which concept is concerned with creating good working relationships with other people by considering their intellectual and emotional needs?
A. Employee satisfaction measurement
B. The value of positive communications
C. Organizational structure
D. Automated interactions
B    (1.1g)
8. Which focuses on listening to and acknowledging customers and their needs?
A. Positive communications
B. Shift-left
C. Information model
A    (1.1g)
9. How does an information model provide value to an organization?
A. By automating repetitive and mundane tasks
B. By creating a shared understanding of how data is created and used by the organization
C. By reducing reporting lines within an organization
D. By creating an understanding of how well the organization is meeting the needs of staff
B    (1.1h)
10. What is a challenge when applying a 'shift-left' approach?
A. Persuading service desk staff to escalate incidents to 2nd-line support teams
B. Ensuring that staff have the necessary skills to perform the new activities given to them
C. Moving testing activities to later stages in the pipeline
D. Increasing the variety of tasks and projects for all team members
B    (1.2)
11. Which step in building a 'shift-left' approach involves the activities of communicating the benefits to stakeholders, and sharing the approach with them?
A. Identify shift-left opportunities and goals
B. Clarify the costs and benefits of improvement
C. Set up the improvement initiative
D. Set targets
C    (1.2)
12. An organization has decided to move some of its testing activities to earlier phases in the software development lifecycle.

Which concept has the organization applied?
A. Shift-left
B. Robotic process automation
C. Service integration and management
D. Integration and data sharing
A    (1.2)
13. Which approach enables a greater proportion of incidents to be resolved by frontline staff, rather than by second-line staff?
A. Shift-left
B. Service integration and management
C. Employee satisfaction measurement
D. Results-based measuring and reporting
A    (1.2)
14. Which is part of applying the 'shift-left' approach?
A. Identifying opportunities to reduce testing
B. Moving defect detection tasks to the end of the lifecycle
C. Merging highly interdependent tasks
D. Reducing the skills and knowledge required
C    (1.2)
15. An organization is working with its partners to develop a proof of concept for a new service. The proof of concept will enable the organization to collect fast feedback from the customer and to verify the customer's requirements.

Which concept is being applied?
A. Machine learning
B. Workforce planning
C. Integration and data sharing
D. Shift-left
D    (1.2)
16. A start-up organization has introduced new ways of working in its projects. Project team members are now encouraged to give feedback on actions rather than people to establish a 'no-blame' culture, and to ensure that communication is honest and respectful.

Which concept has been applied by the start-up?
A. Workforce talent and management
B. Collaboration
C. Shift-left
D. Employee satisfaction management
B    (1.3a)
17. An organization manages the support of its services by using established procedures. However, there have been many complaints from support staff that these established procedures prevent them from being creative when resolving complex incidents.

Which approach would help to improve this situation?
A. Machine learning
B. Shift-left
C. Algorithmic tasks
D. Heuristic tasks
D    (1.3a)
18. A service provider is planning to provide a new set of cloud based hosting services to external users. The service provider is developing a workforce planning strategy and has already identified:
• the emerging technologies required by the hosting services
• the leadership and organizational changes required

Which other consideration should be included in the strategy?
A. Design the infrastructure components required for the hosting service and identify potential suppliers
B. Plan a new staff structure and appoint managers with knowledge and experience of hosting services
C. Identify the skills and knowledge of the potential users of the cloud service and plan training sessions
D. Create role profiles for new staff including required skills and knowledge sets to enable recruitment
D    (1.3b)
19. An organization has reviewed the way it assesses the performance of its internal IT teams. It has decided that the IT teams need to be more focused on customers, and it has assigned the teams new targets to reflect this change. For example, the IT teams now have targets relating to the business impact caused by IT failures, and customer satisfaction with the IT teams' work and behaviour.

Which approach is being demonstrated by these examples?
A. Service integration and management
B. Managing work as tickets
C. Results-based measuring and reporting
D. Prioritization and demand management
C    (1.3c)
20. An organization measures the performance of its service desk staff by the number of incidents they resolve, and the average time taken to resolve incidents.

Which is the BEST additional measurement for the service desk staff?
A. The average number of hours worked per month by each member of staff
B. The average time taken for the IT organization to detect that an incident has occurred
C. The quality of incident records completed by each member of staff
D. The percentage of users who complete satisfaction surveys issued by the service desk
C    (1.3c)
21. An organization has set up an 'ideas' page on an internal website and is encouraging its employees to experiment with different working methods when they experience issues that prevent the achievement of outcomes.

Which concept is involved in these changes?
A. Integration and data sharing
B. Advanced analytics
C. Team culture
D. The culture of continual improvement
D    (1.3d)
22. An organization has established a continual improvement register and a simple process for collecting employee feedback. Over time, the organization has found that its employees have become hesitant to suggest improvements.

Which is MOST LIKELY the reason for the employees' hesitation?
A. Unclear procedures for submitting ideas
B. The lack of a reward system for submitting ideas
C. The employees’ ideas have not resulted in the desired cost savings
D. A lack of transparency into how ideas are reviewed and acted upon
D    (1.3d)
23. Which tool is MOST likely to be used to automate workflows, as well as communicate with stakeholders?
A. Robotic process automation
B. Continuous integration and delivery/deployment
C. Integrated service management toolset
D. Reporting and advanced analytics
C    (1.4a)
24. What technology is PRIMARILY used to examine and transform data in order to make predictions and generate recommendations?
A. Robotic process automation
B. Advanced analytics
D. Integrated service management toolsets
B    (1.4c)
25. Which is a key aspect of collaboration and workflow?
A. Understanding the complexity of data to assess if it will add value
B. Ensuring that interactions are designed with an understanding of the human behaviour involved in each step
C. Deciding on a model which can help an organization to manage and control its suppliers
D. Designing surveys to baseline employee satisfaction and identify actions for improvement
B    (1.4d)
26. Which concept assists with the automation of processes which are repetitive, high-volume, and based on simple decision-making rules?
B. Integration and data sharing
C. Robotic process automation
D. Results-based measuring and reporting
C    (1.4e)
27. What does the performance of a supervised machine-learning system depend on?
A. The quality of output data
B. The quality of training
C. Neural networks
D. Dynamic baselining
B    (1.4f)
28. Which is a characteristic of CI/CD?
A. Linear development frameworks
B. Long periods between releases
C. Frequent changes of code for the production environment
D. Tactical work which is reactive
C    (1.4g)
29. Which concept helps organizations to understand the structure of, and relationships between, their business and technology services?
A. Swarming
B. An information model
C. Shift-left
D. Integration and data sharing
B    (1.4h)
30. An organization wants to introduce a new service. There are many teams that will contribute to the design, development and transition of the service.

Which approach should the organization follow when creating a value stream for this new service?
A. Create separate value streams for every project phase, to ensure that each milestone is achieved in an agile way
B. Create one value stream for the entire project, to enable an end-to-end, holistic vision of the service
C. Create one value stream for each team, to allow the teams to focus on their different objectives
D. Create separate value streams for practices, people, tools and suppliers, to ensure that the 'four dimensions' are considered equally
B    (2.1)
31. An organization that has a hierarchical structure is reviewing its project management practice and is considering the various ways to introduce a new or changed service.

Which is an advantage of an agile approach in this situation?
A. The focus on increasing speed to market and making changes that align to business objectives
B. The option of using industry-standard models for project management to deliver a phased, predictable project
C. The focus on a clear release date which the various work streams can be aligned to
D. The ability to maintain its current structure which would speed up decision-making
A    (2.1)
32. An organization uses internal and external development teams that collaborate effectively to produce new and upgraded services. When the changes are released, users complain that the service desk staff are often not aware of the changes, and that any support issues relating to the changes take a long time to resolve.

What would prevent this situation from occurring in the future?
A. Outsource the organization's internal support provision to the external development organization
B. Introduce a self-service system for users so that they do not have to rely on the support teams
C. During the development phase, engage the support staff who are involved in the value stream for the service
D. Allow users direct access to second-line support teams by bypassing the service desk
C    (2.1)
33. An organization is reviewing the way it handles its requirements for new projects.

Which is an example of an 'outside in' approach?
A. Understanding how suppliers will be used to deliver new or changed services, and ensure that their services are the foundation for the project
B. Understanding the customer's view of the new or changed services, and tracking project deliverables against customer requirements
C. Understanding the impact of the new or changed service on the internal technical teams, to ensure they are able to deliver against the new requirements
D. Understanding the functional structures and work according to the organization’s capability to deliver to the new requirements
B    (2.1)
34. An organization has a value stream for the creation of new services. The value stream is initiated by the customer requirements and ends with the applications being ready for deployment. Customers have complained that they have to wait too long for the services.

Which is the BEST way to improve the value stream?
A. Reduce the amount of testing in each step to speed up the time to market for the services
B. Create actions within the value stream to update customers on the proposed go live dates of the services
C. Examine the steps and actions in the value chain to identify improvements to their durations
D. Extend the scope of the value stream to include the steps needed to make the service available to users
D    (2.1)
35. An IT team in a large multinational organization wants to document the work they do by using value streams.

What should they do FIRST?
A. Agree on the appropriate level of detail and perspective describing the value stream
B. Identify all the practices the organization is currently using
C. Make the team aware of the organization's governance policies
D. Start a request for proposal (RFP) exercise to find a consultant who can document the value streams
A    (2.1)
36. An organization is documenting its value streams to help communication and collaboration.

Which is an example of a complete value stream?
A. 'Upgrade a database', which starts with the deployment of new components ('design & transition' activity) and ends with handing the database to the IT operations team
B. 'Request and process feedback', which starts with contacting the customer ('engage' activity) and ends with taking action on the feedback ('improve' activity)
C. 'Purchase new equipment', which starts with planning the funding of the purchase ('plan' activity) and ends with the purchase of the equipment ('obtain/build' activity)
D. 'Provision user with a new phone', which starts with the user demand for a new phone and ends with value for the phone supplier and for the user
D    (2.1)
37. An organization has allocated budget to an initiative to improve the productivity of staff by providing a new mobile application. There are no existing designs, but there is a long list of desired features which has recently been collected from a broad survey of the staff. It will not be possible to deliver all of the requests in a suitable timeframe.

Which approach would be BEST aligned to the 'design thinking' methodology at this initial 'empathy' stage
A. Host a workshop with a small group of the most experienced members of staff to prioritize the desired features
B. Identify a minimum viable product and build a prototype, then trial it with a small group of staff members
C. Visit and observe a varied selection of staff members to understand their concerns and issues
D. Survey the entire group of staff members and ask them to prioritize the desired features
C    (2.2a)
38. How does 'design thinking' recommend that initial user requirements for a new service should be established?
A. By watching users as they carry out their normal work
B. By running a workshop and ask the users relevant questions
C. By creating working prototypes and see how users react to them
D. By asking management to define the problem that the new service will solve
A    (2.2a)
39. A financial organization is developing a new mobile app. There are many stakeholders who cannot agree on what features are needed.

What development approach is MOST appropriate for this situation?
A. Waterfall
B. Timeboxing
C. Linear iterative
D. Parallel experimentation
D    (2.2b)
40. An organization has automated most of its activities to create and change its products and services, but it still has a final manual check before releasing software to the live environment.

Which approach is this an example of?
A. Continuous integration
B. Continuous delivery
C. Continuous deployment
D. Service validation and testing
B    (2.2c)
41. An organization wants to ensure that its vendors fulfil the responsibilities defined in their contracts as they deliver, stage and install IT equipment in a new building. This includes ensuring that the status of the equipment and any related documentation is captured in the organization's configuration management system.

What would MOST help the vendors to fulfil their responsibilities?
A. Deployment models
B. Robotic process automation
C. Continuous integration
D. MoSCoW method
A    (2.2c)
42. An organization wants to ensure that the introduction of new services is as smooth as possible. Some of the key activities it has identified are: educating support teams with lessons from development and testing; preparing self-service knowledge articles for users; and making development team members available in case there are any issues immediately after go-live.

Which practice is the MOST important for these activities?
A. Release management
B. Software development and management
C. Deployment management
D. Service design
A    (2.2d)
43. An organization releases service upgrades in response to changing market demand. The market demand needs to be fulfilled quickly to capture market value. Some members of the product team believe that some tests can be skipped because of the need to release quickly. Other team members believe that everything should be tested carefully, therefore they have proposed increasing the number and scope of tests.

Which is the BEST approach to resolve this situation?
A. Limit testing to the minimum required for compliance, and allocate resources for solving incidents that might follow releases
B. Increase the frequency and strength of testing, and delay releases if necessary for tests to be completed
C. Review the testing strategy, considering the probability and impact of failures to define what should be tested
D. Review the release plans to ensure there is enough time for detailed testing, especially for complex systems
C    (2.2e)
44. An organization is developing a value stream for maintaining and improving a service and is planning the involvement of the 'service validation and testing' practice. It is critical that updates do not affect the reliability of the service. Functional tests will be included in all test phases and these have already been added to the plan.

Which 'service validation and testing' activity is missing from this plan?
A. Ensuring that requirements are fully understood
B. Selecting a software development approach during non-functional testing
C. Testing of new features required by service consumers during acceptance testing
D. Ensuring that the system still functions as expected after changes
A    (2.2e)
45. An organization has noticed that the number of changes which have failed has increased during the last few months. The feedback from many of the reviews of these changes shows that some of the relevant stakeholders were not consulted at any time during the development cycle, during which there have been some formal advisory meetings.

Which approach would BEST help to imp
A. Establish a change advisory board and have weekly meetings to ensure that all the stakeholders have the opportunity to contribute to discussions about all the changes
B. Define the stakeholder roles required to be involved in the different types of change, and review opportunities to invest in automation to reduce the dependency on formal meetings
C. Publish a calendar of potential changes and allow all possible stakeholders to access the calendar, so they can decide whether they need to provide input
D. Classify all future changes, except emergency changes, as ‘standard’ pre-approved changes, so that they can be quickly processed
B    (2.2f)
46. An organization has experienced many changes to its IT environments, such as some services being moved to the public cloud and other services being implemented and changed by automated pipelines. The organization is concerned about how its 'change enablement' practice should operate for new services.

Which is the BEST approach to take?
A. Adopt a centralized approach to change enablement, ensuring that all changes are assessed and authorized in the same way
B. Allow the teams in each environment to decide how changes will be enabled, according to the technology and local practices in use
C. Consider how the approaches to change enablement will need to vary for the different types of environment
D. Amend the scope of the 'change enablement' practice so that it is limited to non-automated changes, which require more oversight
C    (2.2f)
47. An organization is designing a value stream to provide user support. People from several internal and external teams, who will potentially be involved in the value stream, are discussing its design. The discussion highlighted different opinions on the design of the value stream.

Which statement about the design of the value stream is MOST CORRECT?
A. If an external team is involved in support workflow, the organization should define a separate value stream for that team’s work
B. Each internal or external team involved in support workflow should have its own separate value stream for their team’s work
C. A value stream can include steps performed by different internal and external teams
D. A value stream can only include steps performed by different internal teams; external teams cannot be involved in an organization's value stream
C    (2.3)
48. An organization is experiencing delays to incident resolutions because there is a lack of clarity about escalation paths among support teams. These delays sometimes cause the organization to lose a lot of money. The organization has decided to investigate the activities involved in incident resolution, and to produce a flow of activities which are connected from the time a disruption occurs until a resolution has been identified.

Which concept is this an example of?
A. Organizational structure
B. Collaboration
C. A Value stream
D. Workforce planning
C    (2.3)
49. Which TWO are the possible sources of demand for a value stream to restore a live service?

1. Someone is unable to log into their user account for the service
2. A monitoring tool detects a service failure
3. The service desk calls a user to provide a status update for an incident
4. A user provides feedback to the incident manager when an incident is closed
A. 1 and 2
B. 2 and 3
C. 3 and 4
D. 1 and 4
A    (2.3)
50. An organization intends to improve the quality of support of its services. It recognizes that some ways of working are not focused on creating value.

Which is an example of a working practice which the organization should STOP?
A. Discussing requirements and expectations of service availability with customers to determine incident prioritization categories
B. Conducting a survey to collect feedback from users on how they would like the interface of the self-service portal to look
C. Engaging with consumers to understand if the service support model will be fit for purpose following a planned organizational re-structure
D. Using the response and fix times from the organization's hardware vendor to drive incident resolutions times for customers
D    (2.3)
51. An organization is documenting value streams for the first time.

How should the organization put together a value stream for the resolution of an incident which affects users?
A. Start with incident detection and work through the steps until restoration of service
B. Start with the monitoring tools and work through the other tools for diagnosis and recovery until the incident is fixed
C. Start with the service desk function and work through the other support teams until the user is satisfied
D. Start with the initiation of the incident management practice and work through the activities until incident closure
A    (2.3)
52. An organization is designing a value stream for the restoration of live service to a user. They have agreed that the value stream will be initiated by a request from a user, and documented the steps through to restoration of the service.

What should they do next?
A. Agree which types of incident will be escalated to second line support
B. Identify the practices that are required to restore the service
C. Define the use case that describes the demand for incident resolution
D. Identify the value chain activities related to the value stream steps
D    (2.3)
53. An organization has released a major upgrade to one of its applications and is experiencing large volumes of incidents as a result.

Which is an example of how the 'service desk' practice could contribute to the value stream for supporting the incidents?
A. Developing solutions to incidents that relate to this upgrade and might occur again
B. Communicating with users to update them on the status of incidents which they have raised
C. Performing trend analysis on the incidents to understand which type occurs most frequently
D. Creating an early life support team to focus on the issues caused by the upgrade
B    (2.4a)
54. A user logged an incident using chat, and was put through to a service desk agent on the phone. The agent asked all the same questions that the user had already provided answers to by chat.

What tool or technique would BEST help to avoid this situation?
A. Multichannel communications
B. Omnichannel communications
C. Shift-left
D. Service empathy
B    (2.4a)
55. When verifying that an incident has been resolved, which is an example of value as perceived by a user?
A. An incident resolved within the target SLA time, enabling efficient use of service desk resources
B. An accurate and complete incident record, enabling subsequent trend analysis of incidents
C. A quick restoration of an electronic payment system, enabling customers to be served with minimal disruption
D. A better understanding of a complex networking scenario, enabling the creation of a new knowledge article
C    (2.4b)
56. A service uses many different servers, and it can continue to operate when some of them have failed. One server has failed, with no impact on services, and a technician is working to restore the server to normal operations.

How should the technician document the work they are doing?
A. Log an incident, because the server has failed and needs to be restored
B. Log a change because it may be necessary to change a part to fix the server
C. Keep records within the support team, these do not need to be logged on a central tool
D. Log a problem because the cause of the incident is not known and needs to be investigated
A    (2.4b)
57. An organization performs many activities related to reactive problem identification. It wants to put more emphasis on proactive problem identification.

Which is an example of an activity that the organization should focus on?
A. Holding discussions with a software development partner about an ongoing error in a critical application
B. Examining real-time performance data to understand the locations of bottlenecks causing capacity-related incidents
C. Examining relationships between service components to determine the cause of a group of incidents which seem to be related
D. Holding discussions with a hardware supplier to understand the product errors in the next upgrade
D    (2.4c)
58. Which is an example of how the 'problem management' practice contributes to a value stream for user support?
A. Analysing the details of closed incidents after a major release to understand the symptoms
B. Updating knowledge records after the cause of a network incident has been identified
C. Assessing the impact of the decision to add automated diagnostic scripts to a customer relationship management service
D. Writing code to fix an error in an application which is part of a business-critical service
A    (2.4c)
59. An organization has undergone an audit to evaluate the effectiveness and efficiency of its practices. The audit findings state that the organization wastes a lot of time and effort in resolving incidents when the solution is known to another team. The organization does not ensure that lessons learned from employees, who are leaving the business soon, are transitioned to other employees. The audit also found that the same types of mistakes regularly occur.

Which ITIL practice would help the organization to overcome these issues?
A. Knowledge management
B. Release management
C. Service validation and testing
D. Service level management
A    (2.4d)
60. An organization has a large population of employees who are near retirement age. The organization is concerned that these employees’ experience will be lost when they leave the organization.

In the context of the socialization, externalization, combination, internalization (SECI) model, which TWO approaches should this organization take?

1. Convert the employees' tacit knowledge to explicit knowledge
2. Ensure that vendor solutions are available as knowledge articles
3. Convert the employees' explicit knowledge to tacit knowledge
4. Transfer the employees' explicit knowledge to others in the organization
A. 1 and 2
B. 2 and 3
C. 3 and 4
D. 1 and 4
D    (2.4d)
61. An organization would like to apply the 'focus on value' guiding principle to the 'service level management' practice.

Which is the BEST way to do this?
A. Create concise SLAs which can be easily measured and reported
B. Understand how users interact with the service and how this contributes to achieving their goals
C. Create awareness of expected service levels with the users, including the reasons behind them
D. Use the current measurements as a baseline which SLAs can be developed from
B    (2.4e)
62. A support team has deployed a fix for an incident and is verifying that it has been resolved.

Which is an example of the value stream contribution made by the 'service level management' practice at this step in the value stream?
A. Providing information to assess the impact of an incident
B. Providing information to assess sufficiency of the achieved service level
C. Providing information about the fix and the restoration of the incident
D. Providing information to assess the service level improvement initiatives
B    (2.4e)
63. An organization's application development team has too much development work for them to complete. In addition to this, the team members are also frequently asked to help resolve incidents and assist operations teams by explaining elements of an application's performance.

Which concept would help to overcome the challenge of interruptions to the application develop
A. Managing work as tickets
B. Build vs buy considerations
C. Service integration and management
D. Workforce planning and management
A    (3.1a)
64. An organization uses escalation procedures as part of its ‘incident management’ practice. Each incident follows a defined escalation path. If the initial resolution group is unable to diagnose or resolve the incident, then it is transferred to a new resolution group. The initial resolution group is not aware of the workload that the new resolution group has. Users have complained that incidents take a long time to resolve when they are escalated.

Which approach or concept would BEST help to resolve this situation?
A. Service integration and management
B. Machine learning
C. Advanced analytics
D. Managing work as tickets
D    (3.1a)
65. An organization has received feedback from users that their experience when creating tickets for incidents and service requests is impersonal.

Which is the BEST improvement to make in response to this feedback?
A. Replace the use of tickets with collaborative swarming activities to improve teamwork
B. Reduce the visibility of systems and records to create an intuitive front-end experience
C. Revise prioritization levels and reduce the time taken to resolve incidents and service requests
D. Increase the number of fields in tickets for incidents and service requests to gather more personal information
B    (3.1a)
66. Which is an example of swarming?
A. A second line support engineer is allocated a period of time to resolve an incident before escalation
B. A group of developers convene to decide who is best to resolve a specific coding problem
C. A group of users contact the service desk at the same time with related incidents
D. Multiple support teams are allocated to work through separate ticket queues
B    (3.1a)
67. An IT department has limited staff available for fulfilling service requests. Additional staff are not available and the organization wants to implement a short-term solution to manage demand during busy periods.

Which is the BEST method they could use to manage demand?
A. Create a new self-service portal to allow users to log and monitor service requests
B. Agree that requests received after 1pm will not be processed until the following day
C. Increase charges to senior management for providing a 'gold service' for service requests
D. Employ contractors to deal with the extra service request workload at busy periods
B    (3.1a)
68. An organization prioritizes incidents as high, medium or low so that it can decide the order of resolving incidents. The organization always resolves high-priority and medium-priority incidents before low-priority incidents, which sometimes means that low-priority incidents are never resolved. The organization has received complaints from users with low-priority incidents because of the long resolution times.

Which is the BEST approach for the organization to take to resolve this situation?
A. Close the low-priority incidents for which complaints have been received, and open complaints records instead
B. Create a separate backlog for each priority, to reduce the complexity of the incidents assignment and processing
C. Create problem records for the low-priority incidents which have been open for a long time, to ensure they are escalated to the correct teams
D. Periodically examine the outstanding low-priority incidents and escalate incidents where necessary
D    (3.1b)
69. An organization is struggling to respond to and resolve incidents in accordance with business needs and expectations. High-priority incidents are often ignored because low-priority incidents can be easier and quicker to solve.

What would MOST improve this situation?
A. A triage system
B. A CI/CD pipeline
C. Service Integration and management
D. Deep learning
A    (3.1b)
70. An organization has development teams which respond to requests for change to their applications. The requests have a range of urgency levels. The development teams have realized that low-priority requests take a very long time to be resolved because there are always higherpriority requests.

Which concept would BEST help to address this situation?
A. Team culture and differences
B. Prioritizing work
C. 'Build vs buy' considerations
D. Advanced analytics
B    (3.1b)
71. A service desk team uses a collaboration tool to work with subject matter experts (SMEs). The tool notifies relevant SMEs that their assistance is needed. The team can then collaborate with the responding SMEs in real time to resolve incidents more quickly.

What is this an example of?
A. Swarming
B. Shift-left
C. Robotic process automation
D. Continuous integration
A    (3.1b)
72. A support team uses weighted shortest job first (WSJF) to prioritize their work.

Which task should they work on next?
A. Task 1: Cost of delay = £50 per hour, Time to complete = 1 hour
B. Task 2: Cost of delay = £50 per hour, Time to complete = 2 hours
C. Task 3: Cost of delay = £100 per hour, Time to complete = 1 hour
D. Task 4: Cost of delay = £100 per hour, Time to complete = 2 hours
C    (3.1b)
73. Under which circumstances should an organization build, instead of buy, software?
A. When the organization needs the software to be ready to use quickly
B. When commercially available software applications are highly commodified
C. When the solution is not commercially available and the organization has internal resources which can be applied to provide a quantifiable competitive advantage
D. When the software isn't necessary to execute the organization's strategy or to maintain the organization's competitive advantage
C    (3.2a)
74. An organization wants to create a consolidated set of requirements from its stakeholders for a new tool. The organization is in the process of rating and prioritizing each requirement to determine the importance of each one.

Which concept or approach would BEST assist the organization in making these decisions?
A. Managing work as tickets
B. Service integration and management
C. Integration and data sharing
D    (3.2a)
75. Which TWO are reasons why an organization would choose to buy a product from a supplier instead of building it in house?

1. The organization's processes for creating the product are immature
2. The work required to create the product is predictable and repetitive
3. The creation of the product relies on knowledge held by the organization's staff
4. The compliance to standards and policies is essential
A. 1 and 2
B. 2 and 3
C. 3 and 4
D. 1 and 4
A    (3.2a)
76. Which sourcing model involves an organization using its own staff and infrastructure?
A. Nearshoring
B. Onshoring
C. Offshoring
D. Insourcing
D    (3.2b)
77. An organization has selected a vendor based in a country far away from the organization's principal country.

Which is this an example of?
A. Offshoring
B. Insourcing
C. Nearshoring
D. Onshoring
A    (3.2b)
78. Which concept refers to the management of IT delivery and value chains by a single entity that coordinates the various suppliers?
A. Integration and data sharing
B. Service integration and management
D. Organizational structure
B    (3.2c)
79. What provides value to an organization by ensuring that there is end-to-end management for the organization's suppliers through a single entity?
A. Workforce planning and management
B. Shift-left
C. Integration and data sharing
D. Service integration and management
D    (3.2c)
80. Which concept enables organizations to coordinate and combine activities from multiple suppliers in a value stream?
A. Service integration and management
B. Insourcing work
C. Commodification
D. MoSCoW model
A    (3.2c)