support@Free-Braindumps.com
Register Login
Cisco
CompTIA
ISC
EC-Council
EXIN
Fortinet
ITIL
Juniper
Microsoft
VMware
Avaya
SAP
Google
NVIDIA
Salesforce
Amazon
Palo Alto Networks
ISC2
Splunk
ServiceNow
All Vendors
  1. Home
  2. Exams
  3. PEOPLECERT
  4. ITIL-DSV

PEOPLECERT ITIL-DSV Exam Actual Questions
ITIL 4 Specialist: Drive Stakeholder Value (Page 8 )

Updated On: 20-Jul-2026
Page 3 of 17
PDF with 80 Questions

An organization finds value in moving to a 'platform as a service' solution. The organization understands that it is crucial to optimize its own way of working to make this a success.
What is this an example of?

  1. Partnership
  2. Basic Relationship
  3. Cooperative Relationship
  4. Co-creation Relationship

Answer(s): D

Explanation:

In ITIL 4, a "Co-creation Relationship" is a collaborative approach where both the service provider and the service consumer work closely together to create value. In this scenario, the organization understands the importance of optimizing its own way of working to successfully leverage a 'Platform as a Service' (PaaS) solution. This demonstrates a recognition that both parties must contribute actively to the success of the service, which is the essence of co-creation.

Option A (Incorrect): A partnership is broader and may involve various degrees of collaboration but doesn't necessarily emphasize the mutual creation of value as strongly as co-creation does. Option B (Incorrect): A Basic Relationship is more transactional and does not involve the deep collaboration needed to optimize working processes for a PaaS solution. Option C (Incorrect): A Cooperative Relationship involves some level of collaboration but not to the extent where both parties are jointly optimizing their processes to create value. Option D (Correct): This is the correct answer. Co-creation is key in scenarios where success depends on the joint efforts of the service provider and the consumer, such as in adopting a PaaS solution.



An organization will navigate through a digital transformation.
What would help the service provider to maintain a good relationship during this time of organizational change?

  1. Carry out customer satisfaction surveys regularly and take action on the results.
  2. Lower the billing margin during the transformation period.
  3. Increase the service levels during the transformation period.
  4. Guarantee all downtimes will be solved within the agreed targets.

Answer(s): A

Explanation:

During a digital transformation, maintaining a good relationship with the customer is crucial. The most effective way to ensure this is by regularly gauging customer satisfaction and promptly addressing any issues or concerns that arise. This aligns with ITIL 4's guiding principle of "Progress Iteratively with Feedback," which emphasizes the importance of continuous improvement based on real-time feedback.
Option A (Correct): Regular customer satisfaction surveys and taking action on the results will help maintain a strong relationship by showing the customer that their feedback is valued and acted upon. This builds trust and ensures that the service provider can adapt to the customer's changing needs during the transformation.
Option B (Incorrect): Lowering the billing margin might be appreciated, but it doesn't directly address the quality of the relationship or service delivery during the transformation. Option C (Incorrect): Increasing service levels might not be feasible or necessary during a transformation and could lead to overcommitment and potential failure to meet those service levels. Option D (Incorrect): Guaranteeing all downtimes will be solved within the agreed targets is part of standard service management, but it doesn't specifically help maintain or improve the relationship during transformation unless paired with active engagement and feedback mechanisms.



An organization is looking for a service provider to support the less critical services. How would you describe the needs of the organization?

  1. Measurable financial targets to optimize the value of the service and total cost of ownership.
  2. Utility based requirements linked to the current service solution to reduce the impact during the digital transformation.
  3. Measurable outcomes and goals giving the service provider the opportunity to take ownership of the service it is providing.
  4. Value-based value streams to be followed by the service provider with clear and measurable targets.

Answer(s): C

Explanation:

When an organization seeks a service provider for less critical services, it is essential to define clear, measurable outcomes and goals. This approach allows the service provider to take ownership of the service delivery, ensuring accountability and alignment with the organization's objectives. Option A (Incorrect): While financial targets are important, they are not the primary focus when dealing with less critical services where outcomes and ownership are more significant. Option B (Incorrect): Utility-based requirements focus more on the functionality of the service, which is less relevant for less critical services where outcomes are key. Option C (Correct): This is the correct answer. Defining measurable outcomes and goals allows the service provider to take ownership, which is crucial for maintaining service quality and ensuring that the service meets the organization's needs, especially for less critical services. Option D (Incorrect): Value-based value streams are important, but the key here is the ownership and measurable outcomes, which directly tie into the service provider's ability to manage the service effectively.



A service provider is onboarding a large customer with a complex user base. It is advised that the service provider manages this as a:

  1. Programme
  2. Project
  3. Emergency Change
  4. Normal Change

Answer(s): A

Explanation:

When onboarding a large customer with a complex user base, the service provider needs to manage various interrelated projects and activities that contribute to the overall outcome. This scenario requires a coordinated approach that can handle complexity, scale, and the need for multiple outcomes.
Programme:
A programme is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. In the context of onboarding a large and complex customer, a programme ensures that all projects and activities are aligned with the overall objectives, facilitating effective management of dependencies, risks, and resources.


Reference:

ITIL 4 emphasizes that large-scale, complex initiatives involving multiple projects should be managed as a programme to ensure alignment with strategic objectives and to manage the delivery of benefits across various interdependent projects (ITIL 4 Managing Professional, Drive Stakeholder Value).
Project:
A project typically focuses on delivering a specific output within a defined timeframe.
While projects are essential components of a programme, managing the onboarding of a large, complex customer as a project alone would not address the multiple, interrelated aspects that need to be coordinated.

ITIL 4 highlights that projects are suited for delivering specific deliverables but are not sufficient for managing complex, large-scale initiatives where multiple projects are interlinked.
Emergency Change:
Emergency changes are unplanned and typically implemented to resolve a major incident or prevent a significant disruption. This is not relevant to the scenario of customer onboarding.

ITIL 4's Change Enablement practice identifies emergency changes as critical, unplanned changes necessary to resolve an urgent issue, which does not apply to planned onboarding activities.
Normal Change:
Normal changes are pre-approved, routine changes that follow a standard process. Managing the onboarding of a large customer is far more complex than what normal change processes handle.

ITIL 4 describes normal changes as standard changes that are not suitable for complex, multi-faceted initiatives like onboarding a large customer.
Conclusion:
Managing the onboarding of a large customer with a complex user base should be done as a programme, which allows for coordinated management of multiple related projects and activities to achieve the overall strategic goals.



A start-up wants to launch a new service. As funding is limited, which of the following is the best technique that they can use?

  1. Weighted Job First
  2. Minimum Viable Product
  3. Establish Pull
  4. User Story Mapping

Answer(s): B

Explanation:

For a start-up with limited funding, the focus should be on launching a new service quickly while minimizing costs and risks. The Minimum Viable Product (MVP) approach is ideally suited for this purpose.
Minimum Viable Product (MVP):
MVP is a product development strategy where a new product is developed with sufficient features to satisfy early adopters. The final, complete set of features is only designed and developed after considering feedback from the product's initial users. This approach minimizes the risk and investment required by enabling the organization to test the market with a basic version of the product.


Reference:

ITIL 4 suggests using the MVP approach, especially in environments with limited resources, as it enables organizations to deliver value quickly, learn from customer feedback, and iterate the product without significant upfront investment (Drive Stakeholder Value, ITIL 4 High- velocity IT).

Weighted Job First:
This is a prioritization technique used in Agile methodologies, focusing on delivering the most valuable features first.
While useful, it is not as effective as MVP in managing financial constraints during a service launch.


ITIL 4 mentions prioritization techniques like Weighted Shortest Job First in the context of backlog management, but this is more relevant to ongoing development rather than initial service launch.
Establish Pull:
This concept comes from Lean methodologies, emphasizing that work should only be done in response to demand (pull) rather than pushing work through the system.
While important, it does not directly address the need for minimizing investment in a start-up scenario.

ITIL 4's use of Lean principles, such as establishing pull, focuses on process efficiency rather than initial product development strategies.
User Story Mapping:
User Story Mapping is a technique for visually organizing user stories to understand functionality, identify gaps, and plan releases.
While useful for planning and prioritization, it does not directly help in minimizing upfront investment.


ITIL 4 recognizes User Story Mapping as a tool for understanding and prioritizing user needs but not necessarily as a method for launching with limited funds.
Conclusion:
For a start-up with limited funding, the best technique to launch a new service is the Minimum Viable Product (MVP) approach, which allows for early market entry with minimal investment and the ability to iterate based on user feedback.



  PDF
Viewing page 8 of 17
Viewing questions 36 - 40 out of 80 questions


Post your Comments and Discuss PEOPLECERT ITIL-DSV exam prep with other Community members:

AI Tutor AI Tutor 👋 I’m here to help!