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PEOPLECERT ITIL-DSV Exam Actual Questions
ITIL 4 Specialist: Drive Stakeholder Value (Page 2 )

Updated On: 20-Jul-2026
Page 2 of 17
PDF with 80 Questions

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?

  1. Define
  2. Ideate
  3. Empathize
  4. Prototype

Answer(s): C

Explanation:

In ITIL 4's approach to customer-centric service management, "Empathize" is a critical stage, particularly when an organization is looking to grow its customer base or address a decline in users. This stage involves understanding the users, their experiences, and the challenges they face.
Understanding the Customer Needs:
In the Empathize stage, the focus is on gaining deep insight into the target audience, which in this case includes individuals aged 65 and above with grandchildren. The goal is to develop a genuine understanding of their needs, preferences, and pain points.
Applying Empathy:
Empathy maps, customer journey maps, and personas are often used to capture and articulate the experiences of the target group. These tools help to visualize what the customers see, feel, and think, which is essential when the target audience is specific, like elderly individuals with a family focus.
Service Design and Customer Experience (CX):

The insights gathered during the Empathize stage inform the service design process. ITIL emphasizes that services should be designed to meet the users' needs effectively, creating value through positive customer experiences. This aligns with the ITIL principle of "focus on value." Reference to ITIL 4 Framework:
The Empathize stage corresponds to the "Engage" activity within the ITIL Service Value Chain. It ensures that the organization understands customer needs and how these can be met through the services provided. This stage directly impacts the organization's ability to design services that resonate with the targeted demographic, leading to higher user satisfaction and potential growth in the customer base.



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?

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

Answer(s): 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.



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

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

Answer(s): C

Explanation:

In the context of ITIL 4 and the "Drive Stakeholder Value" module, the concept of a user community is directly linked to the idea of peer support and self-service. User communities enable users to assist one another, which can effectively reduce the direct demand for support from the service provider. This aligns with the ITIL 4 guiding principle of "Collaborate and Promote Visibility," where engaging users through communities can lead to more efficient support processes and reduce the overall workload on the service provider.
Option A (Incorrect): While super users might be available to help out, this isn't the core advantage of a user community in an ITIL 4 context. The key benefit lies in reducing the support demand on the provider, not merely the presence of super users.
Option B (Incorrect): Peer support might help with issues resolution but does not inherently reduce the risk of privacy violations. Privacy concerns are managed through governance and security measures, not primarily through peer support.
Option C (Correct): This is the correct answer. A well-functioning user community encourages users to help each other, which can significantly reduce the number of support requests that reach the service provider. This is in line with the ITIL 4 emphasis on leveraging community engagement to improve service efficiency.
Option D (Incorrect): A user community still requires some level of management or facilitation from the service provider to ensure it is effective and aligns with organizational goals. The reduction of demand on the service provider is a significant advantage, as it allows the provider to focus on more complex issues or service improvements rather than handling routine queries that the community can resolve.



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?

  1. Investigate when the users are calling the service desk.
  2. Merge the service desk and the engineering team to handle calls faster.
  3. Modify the Service Level Agreement to allow longer waiting times.
  4. Increase the number of service desk employees.

Answer(s): A

Explanation:

When faced with complaints about long waiting times at the service desk, the most appropriate action according to ITIL 4's "Drive Stakeholder Value" practices would be to investigate the patterns of when users are contacting the service desk. This approach aligns with the ITIL 4 guiding principle of "Start Where You Are," which emphasizes the importance of understanding the current situation before making changes.
Option A (Correct): By investigating when users are calling, the Service Desk Manager can identify peak times, understand user behavior, and better allocate resources to meet demand. This approach ensures that any adjustments are data-driven and targeted, leading to more effective and efficient service improvements.
Option B (Incorrect): Merging the service desk with the engineering team may not necessarily result in faster call handling. It could create confusion and inefficiencies, as the roles and responsibilities of the service desk and engineering teams are typically distinct. Option C (Incorrect): Modifying the Service Level Agreement (SLA) to allow longer waiting times is counterproductive. It would likely lead to decreased user satisfaction and does not address the root cause of the issue.
Option D (Incorrect): Increasing the number of service desk employees might help reduce waiting times, but it should only be considered after understanding the specific causes of the delays. Without proper analysis, this could lead to unnecessary costs and may not be the most efficient solution.



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?

  1. Geographic presence
  2. Patents filed year to date
  3. Financial situation
  4. Size of the organization

Answer(s): 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.


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.


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.


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



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