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Peoplecert ITIL 4 Specialist: Create, Deliver and Support Sample Questions:

1. At xyz organisation, five specialized departments Incident Management, Change Enablement, Release Management, Service Desk and Problem Management work with separate tools, processes and KPIs. Requests often stall at each handover, visibility is fragmented, and accountability is unclear. Leadership wants to reorganize around value streams to eliminate these barriers. Which ONE organizational approach will best align with ITIL 4 recommendations and break down functional silos?

A) Form cross-functional, product-focused teams responsible for all stages of the service lifecycleright
B) Strengthen hierarchical governance to enforce stringent SLAs between teams
C) Minimize handover points by assigning end-to-end ownership to existing departments
D) Centralize specialist skills into a single center of excellence to drive deep expertise

2. An organization has many team members who work independently and spend time on the work which interests them the most.
Which recommendation is MOST applicable to this situation?

A) Incorporate the organization's vision into the team culture
B) Promote a culture of learning and development
C) Hold regular meetings focusing on problem solutions
D) Encourage informal teams across the organization

3. An organization uses value streams to help them deliver consistent services, and they use
`service integration and management' to manage many different suppliers. How does `service integration and management' work with the organization's value streams?

A) Service integration and management' is independent of the organization's value streams
B) Service integration and management' cannot be used in an organization that uses value streams
C) 'Service integration and management' manages multiple suppliers in a single value stream
D) 'Service integration and management' creates a separate value stream for each supplier

4. An organization has received complaints from customers regarding incident resolution times. The organization is using value stream mapping to visualize the activities involved in restoring service following an outage. The team has designed an optimized flow that begins with the incident being generated by a monitoring tool and ends when service is restored. Leadership is concerned that this approach has failed to provide the insight needed to reduce delays. Which is the BEST action the team can take to address leadership's concern?

A) Introduce additional sources of demand
B) Determine where work is sitting in queues
C) Compare the map to actual activities
D) Automate repeatable work activities

5. A technology firm has implemented a new ticketing system for managing customer support requests. However, the firm is facing challenges in effectively prioritizing and managing these tickets due to varying levels of urgency and complexity. Some high-priority issues are being delayed, while less critical requests are being addressed too soon, leading to customer dissatisfaction and inefficiencies in the workflow. How should the firm improve this situation?

A) Limit ticket submissions to reduce the workload on support staff
B) Develop a dynamic prioritization model that assesses the impact and urgency of each ticket
C) Prioritize tickets based on the order of receipt
D) Stop recording requests during exceptionally busy times

Solutions: