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
  2. Home
  3. Exams
  4. PEOPLECERT
  5. ITIL-DSV

PEOPLECERT ITIL-DSV Exam
ITIL 4 Specialist: Drive Stakeholder Value (Page 9 )

Updated On: 12-Jan-2026
Page 4 of 21
PDF with 80 Questions

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.



After drawing the service value streams, some bottlenecks are apparent. To improve this, an organization will make use of:

  1. User-Centered Design
  2. Lean Techniques
  3. Service Design Thinking
  4. Agile Development

Answer(s): B

Explanation:

When bottlenecks are identified in service value streams, it is crucial to apply methodologies that are specifically designed to optimize processes, eliminate waste, and improve flow. Lean techniques are most appropriate for this purpose.
Lean Techniques:
Lean techniques focus on optimizing processes by identifying and eliminating waste, improving flow, and increasing efficiency. This approach is well-suited for addressing bottlenecks in service value streams as it emphasizes continuous improvement and the elimination of non-value-adding activities.


Reference:

ITIL 4 integrates Lean principles to enhance value stream effectiveness by reducing waste and improving process flow, particularly when bottlenecks are identified (ITIL 4 High-velocity IT, Drive Stakeholder Value).

User-Centered Design:
User-Centered Design focuses on designing products and services that meet the specific needs of users, emphasizing usability and user experience.
While valuable, it is not primarily aimed at process optimization or addressing bottlenecks.


ITIL 4 mentions User-Centered Design in the context of enhancing user experience, but it does not focus on resolving operational bottlenecks.
Service Design Thinking:
Service Design Thinking is an approach used to design and improve service experiences.
While it involves improving service delivery, it does not specifically target the identification and removal of process inefficiencies.


ITIL 4 includes Service Design Thinking as part of service design but not necessarily as a tool for process optimization in response to identified bottlenecks.
Agile Development:
Agile Development focuses on iterative development and delivering incremental value.
While Agile principles can be used to adapt and improve processes, Lean techniques are more directly related to eliminating inefficiencies in value streams.


ITIL 4 highlights Agile methodologies for their flexibility and iterative nature but emphasizes Lean for process optimization and efficiency.
Conclusion:
To address bottlenecks in service value streams effectively, an organization should use Lean Techniques, which are designed to optimize processes, reduce waste, and improve the overall flow of work.



A hotel organization launched an app to enable their customers to customize their menu during their stay.
What is this an example of?

  1. Wants
  2. Emotions
  3. Needs
  4. Stereotype

Answer(s): A

Explanation:

In the context of ITIL 4 and "Drive Stakeholder Value," the introduction of an app by a hotel organization to allow customers to customize their menu during their stay is a response to customer "wants." Wants refer to desires or preferences that enhance the customer experience but are not strictly necessary. This app likely addresses the customer's desire for convenience and personalization, which goes beyond basic needs and touches on what customers want to improve their experience.
Option A (Correct): This is the correct answer. The app enables customers to express their personal preferences, which aligns with their wants rather than basic needs. Option B (Incorrect): While emotions are important in customer experience, the app primarily addresses wants rather than emotions directly.
Option C (Incorrect): Needs are more fundamental requirements, like having access to food in general, rather than the customization of a menu.

Option D (Incorrect): Stereotype is not relevant in this context and does not relate to the customer's interaction with the app.



Viewing page 9 of 21
Viewing questions 33 - 36 out of 80 questions



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

Join the ITIL-DSV Discussion