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| Section | Weight | Objectives |
|---|---|---|
| Enabling Valuable Investments | 15% | - Prioritization and value assessment practices - Strategic alignment, portfolio management, business case development |
| Enabling Resilient Operations | 10% | - Capacity and performance management, monitoring and event management - Problem management, service continuity, infrastructure and platform management |
| Enabling Fast Development | 15% | - Agile, DevOps, and continuous integration/delivery practices - Automation, cloud-native practices, and rapid deployment |
| Enabling Co-Created Value | 8% | - Relationship management, service design, service desk practices |
| Guiding Principles and Foundational Concepts for Velocity | 20% | - Ethics, safety culture, lean culture, Toyota Kata - Service-dominant logic, design thinking, complexity thinking - Lean, agile, resilient, and continuous principles |
| Enabling Assured Conformance | 7% | - Information security management, risk management, compliance |
| High-Velocity IT Concepts and Digital Enterprise | 25% | - Objectives of digital products: valuable investments, fast development, resilient operations, co-created value, assured conformance - Core terms: High-velocity IT, digital organization, digital transformation, digital technology - Alignment with four dimensions of service management, ITIL Service Value System, service value chain, and digital product lifecycle |
1. An organization is experiencing significant cultural change as a result of introducing Agile and DevOps practices.
How can managers use Toyota Kata to help employees adjust to these different ways of working?
A) By encouraging widespread changes that involve the teams starting from scratch
B) By making difficult decisions for the teams and providing step-by-step guidance
C) By encouraging the practising of routines to unlearn old habits and learn new ones
D) By creating detailed plans that predetermine how to approach large changes
2. A financial institution has created an app for end users to access their accounts. The software product owner is trying to decide which feature they should invest in next.
Which technique would BEST help with this decision?
A) Minimum viable approach
B) Definition of done
C) A/B testing
D) Continuous testing
3. An organization releases a new feature to five percent of its users first, monitors service behaviour and user feedback, and only then extends the release to all users.
Which type of deployment approach is this?
A) Phased withdrawal
B) Pull deployment
C) Canary release
D) Big bang deployment
4. A sales team is thinking of implementing a new customer relationship management (CRM) service to increase revenue and improve the customer experience. The sales manager has asked the provider of the CRM service to describe how the service will support the team's goals.
Which are the TWO BEST examples the service provider can present as evidence that value had been realized?
The sales team will be able to:
1. Use data analytics to sell more products to its customers
2. Send customers quick and personalized responses to enquiries
3. Receive training on the basic features of the service
4. Provide more frequent reports to the sales manager
A) 1 and 2
B) 2 and 3
C) 3 and 4
D) 1 and 4
5. A team limits the number of work items allowed in each stage of its workflow and visualizes the flow of work on a board.
Which outcome is this MOST likely to achieve?
A) Guaranteed regulatory compliance
B) Reduced work in progress and improved flow
C) Elimination of all defects
D) Increased utilization of every team member
Solutions:
| Question # 1 Answer: C | Question # 2 Answer: C | Question # 3 Answer: C | Question # 4 Answer: A | Question # 5 Answer: B |
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