| 1. An IT organization has engaged a consultant to help them plan improvements. The consultant has reviewed documents and interviewed staff to understand the organization's vision, and its current state. What should the consultant and the organization do NEXT? |
| A. Agree a high-level direction for the improvement initiative B. Agree specific objectives for the improvement inititatives C. Start implementing new tools and processes required by the improvement initiative D. Communicate the benefits of the improvement initiative |
| B (4.1) |
| 2. An organization’s leadership team is enthusiastic about a series of recent improvements and the many additional improvement initiatives currently underway. The employees are less enthusiastic and the leaders have noticed signs of stress and increased absence. Even workers who are known to be high-performers are being less productive. What is the MOST LIKELY reason for the changes in the employees’ behaviour? |
| A. The lack of a continual improvement culture B. Failure to thoroughly plan each improvement C. Too many initiatives one after the other D. Failing to check progress using metrics |
| C (4.1) |
| 3. An organization has decided to use the ITIL continual improvement model to help them work more effectively. After six months, the IT director asked managers to show how much improvement they had made. The managers produced reports showing how well things were working, but did not have any data to show that this was better than the original situation. Which step of the continual improvement model was NOT followed effectively? |
| A. What is the vision? B. Where are we now? C. Where do we want to be? D. Did we get there? |
| B (4.1) |
| 4. A new technology company has experienced rapid growth and success. The management wants to introduce a holistic approach to continual improvement that ensures all improvement efforts are coordinated and support the company mission. Which two approaches would BEST support this objective? 1. Assign responsibility for the improvements to the executive team of the organization 2. Adopt a common set of guiding principles for continual improvement in the organization 3. Create and nurture an organization-wide culture embracing and promoting continual improvement 4. Analyse external requirements for the continual improvement system |
| A. 1 and 2 B. 2 and 3 C. 3 and 4 D. 1 and 4 |
| B (4.1c) |
| 5. A service provider must demonstrate compliance to an international standard before a new service consumer will sign a contract with them. What method would be MOST helpful in this situation? |
| A. SWOT analysis B. SLA achievement analysis C. Gap analysis D. Maturity assessment |
| C (4.2) |
| 6. A new CIO has been part of the executive team's development of a new strategic plan for the company. The plan calls for significant transformation of the IT department to meet aggressive goals and objectives. Before starting the major IT transformation, what should the CIO do? |
| A. Initiate a SWOT analysis to understand the factors that impact the ability to achieve goals B. Conduct a change readiness assessment to understand the factors that impact the teams' ability to adapt to change C. Perform a benchmark comparison to understand how the IT department compares to other IT departments in similar organizations D. Assemble a team familiar to conduct a process maturity assessment to understand the state of all IT processes |
| B (4.3) |
| 7. A service provider has a good reputation for delivering services to a fast changing market in which consumers find it easy to switch providers in response to social trends. The service provider wants to perform an assessment to identify how to improve its services and maintain their competitive position in the market. Which is the BEST assessment method for the service provider to use? |
| A. Customer and user satisfaction analysis B. SWOT analysis C. Maturity assessment D. SLA achievement analysis |
| B (4.3) |
| 8. As a result of a recent assessment, IT staff have created many ‘improvement outcomes' Recognizing that not all of them can be achieved, IT managers must prioritize some ‘improvement outcomes’ over others. What should their PRIMARY consideration be when prioritizing the ‘improvement outcomes’? |
| A. The greatest number of staff impacted B. The greatest impact on helping achieve the organization's vision C. The least effort required to achieve the outcome D. The longest known problems that staff have experienced |
| B (4.4) |
| 9. An organization has a vision to become the manufacturer which sells the most number of cars globally. The organization is considering many improvements and wants to prioritize the improvement outcomes. Which improvement initiative should be given the HIGHEST priority? |
| A. A low-cost, low-effort investment to upgrade an internal HR system, which will result in improved efficiency in the HR department B. A high-cost, medium-effort investment to improve the data structure relating to sales patterns, which will result in a 5% reduction in the cost of sales C. A medium-cost, high-effort investment to improve the training available to front-line staff, which will result in a 5% improvement in the number of cars sold D. A medium-cost, low-effort investment to improve the user interface in the online sales service, which will result in a 5% improvement in the number of cars sold |
| D (4.4) |
| 10. A CIO is trying to gain funding and executive level support for an enterprise data warehouse. Which is the BEST approach for gaining support for the new IT service? |
| A. Develop a value stream map detailing how existing IT staff and systems can be leveraged for the new service B. Build a proof of concept service and move some customer data into it to demonstrate the value the new service can deliver C. Develop an overall IT transformation programme that includes new IT investments required and how they work together to create business value D. Develop a business case that clearly describes the service, its benefits, why it is needed and the expected return on investment |
| D (4.5) |
| 11. An organization has received many complaints from users and customers of poor service from the service desk. They are creating a business case for replacing the service desk tool. The new tool will address some of the issues, however there is resistance to the expense of replacing the existing tool. What is MOST important for the business case should focus on? |
| A. How the tool will improve customer and user outcomes and reasons why these might not be achieved B. How the system will be easier to use for service desk staff and therefore improve their morale C. How the new system will require additional staff to maintain and therefore reduce the return on investment D. How the price of the tool might increase and exceed budget if a decision is not made quickly |
| A (4.5) |
| 12. An organization has made some changes to its website. The organization has asked users for their opinions of the new design. What is this activity part of? |
| A. A business case B. A gap analysis C. An improvement review D. A lessons-learned analysis |
| C (4.6a) |
| 13. An organization recently completed a major system implementation that is part of a wider modernization effort. Although the implementation was completed, there were many challenges and issues. Which approach can BEST help future implementation projects to be more successful? |
| A. Use new team members for each project to ensure failures are not repeated B. Increase funding for future initiatives so the team has more money to deal with unexpected issues C. Document and communicate lessons learned to avoid the same mistakes in the future D. Automate future implementations as much as possible to avoid human errors |
| C (4.6b) |
| 14. An organization is undergoing a digital transformation. One of their objectives is to increase customer engagement through the new digital services. Senior management believes the IT department is not evolving fast enough to deliver on the new organizational vision. Which IT management action is MOST LIKELY to produce long-term improvement in IT service delivery and customer value? |
| A. Implement a training programme to clarify the organization's digital transformation objectives and how this impacts staff jobs and roles B. Complete a staff skills assessment to identify where the organization is lacking the digital skills required for successful delivery C. Work to establish a culture of continual improvement that includes strong governance D. Complete a process inventory and identify those that are most likely to be contributing to poor performance for improvement efforts |
| C (4.7) |
| 15. An organization’s leadership team is working hard to develop a culture of continual improvement. The leaders want to encourage behaviours that support and enable successful and timely improvement initiatives. Which behaviour should NOT be encouraged by the leaders? |
| A. Risk-taking B. Celebrating successes C. Fast feedback D. Perfectionism |
| D (4.7) |