ITIL ITIL-4-Specialist-Create-Deliver-and-Support ITIL 4 Specialist: Create, Deliver and SupportExam Exam Practice Test

Service level managementfocuses on understanding and capturing customer expectations and experiences, making it the practice most likely toidentify dissatisfactionandinitiate improvement actions.

Following a predefined procedurefor investigating web performance incidents ensures astructured and efficient escalation, reducing delays and avoiding confusion about responsibility.

Understanding the situationswhereincidents and servicerequests areinitiated is the first step, as it defines how user needs trigger value streams and shapes the design of the overall support approach.

The best strategic approach is to invest in targeted training programmes for existing staff in relevant emerging technologies (B). The ITIL 4 Specialist: Create, Deliver and Support documentation (Section 3.3.2) states: "Investing in training leverages existing staff knowledge, aligns competencies with new market needs, and ensures cultural continuity, which is critical during expansion." This is cost-effective and builds internal capability, unlike option A (expensive hiring), option C (relinquishes control), or option D (disruptive restructuring). The guide notes: "Skill development supports the service value system’s adaptability."

The best way to improve the situation is to prioritize incoming queries based on their type and associated urgency (B). The ITIL 4 Specialist: Create, Deliver and Support documentation (Section 4.2.3) states: "Prioritization based on impact and urgency ensures that the most critical incidents are addressed promptly, optimizing resource use and minimizing business impact." The "first in, first out" rule fails when high-impact incidents are delayed, and this approach adjusts resource allocation dynamically. Option A increases costs without addressing prioritization; option C adds complexity; and option D shifts responsibility to users. The guide emphasizes: "Effective prioritization is a key practice in managing demand and ensuring service continuity."

Individual changes should be measured by the outcomethey create to ensure they deliver real value, and theoverall success of multiple changes should also be measured by the outcometo confirm that the cumulative improvements meet business objectives.

Reducing the charges for less busy periodshelpsinfluence and smooth out demand, encouraging customers to request services during lower-demand times and reducing peaks.

The company should adopt a design thinking approach based on customer and user feedback (C). This method, as outlined in the ITIL 4 Specialist: Create, Deliver and Support guide (Section 3.1.3), involves empathizing with users, defining problems, ideating solutions, prototyping, and testing, ensuring the app meets regional preferences while maintaining consistency. It also supports scalability and security by incorporating user needs into the design process. Option A focuses narrowly on technical aspects; option B ignores regional variations; and option D relies solely on expertise without a structured user-centric process.

The concept of swarming would help resolve this situation (D). The ITIL 4 Specialist: Create, Deliver and Support documentation (Section 4.3.5) defines swarming as: "A collaborative approach where multiple team members, including first- and second-line support, work together on an incident simultaneously to resolve it quickly, reducing queue buildup." This contrasts with the tiered structure’s escalation delays. Option A focuses on metrics; option B aids analysis; and option C shifts work externally, none addressing queue reduction directly. The guide notes: "Swarming enhances resolution times by leveraging collective expertise."

Measuring and reporting customer satisfactionwith closed incidents focuses directly on theoutcomes and value deliveredto customers, which is the essence of results-based measurement.

Increasing the priority of requeststhat have been waiting too long helpsprevent service level breachesand improves user satisfaction without undermining the triage approach for urgent tasks.

Incorporating the organization’s vision into the team culturealigns individual efforts with organizational goals, ensuring that team members focus on work that contributes to overall success rather than personal interests.

This is an example of service integration as a service (D). The ITIL 4 Specialist: Create, Deliver and Support study guide (Section 3.1.4) defines this model as: "A service integration approach where a third party coordinates and manages services, including supplier relationships and integration, on behalf of the organization." This matches the scenario where the provider handles supplier management and service coordination. Option A (retained service integration) involves internal retention; option B (single provider) implies full delivery; and option C (service guardian) is not a recognized ITIL model. The guide further notes: "This model enhances value streams by ensuring seamless service delivery across multiple parties."

Allowing users to reset their own passwords using an automated tool (A) is an example of the shift-left approach. The ITIL 4 Specialist: Create, Deliver and Support documentation (Section 3.3.1) defines shift-left as moving tasks to earlier stages or to the user, enhancing efficiency by reducing service desk workload. Options B, C, and D do not shift the task to the user or an earlier stage.

The manager should prioritize ensuring that diverse team cultures are aligned with the company’s values (B). This approach fosters inclusivity while maintaining a cohesive framework that supports service delivery goals. The ITIL 4 Specialist: Create, Deliver and Support documentation (Section 4.3.2) highlights that effective team management involves aligning diverse cultural perspectives with organizational values to enhance collaboration and service quality. Option A imposes a uniform culture, which may suppress diversity; option C lacks structure, risking inefficiency; and option D adjusts the corporate culture excessively, potentially diluting its integrity.

The importance of data analytics in this context is to improve decision-making based on patient data analysis (B). The ITIL 4 Specialist: Create, Deliver and Support guide (Section 3.2.4) states: "Data analytics enables organizations to derive actionable insights from data, enhancing decision-making processes by identifying trends, patterns, and opportunities for service improvement." In a healthcare setting, this means using patient data to optimize treatment plans, resource allocation, and service delivery, aligning with ITIL’s focus on value creation. Option A is a narrow operational task; option C is a subset of analysis; and option D addresses workflow issues rather than the primary goal. The guide further notes that "effective use of analytics supports the continual improvement of services by informing strategic and operational decisions."

The organization should first use value stream mapping to help understand the end-to-end flow of user support (A). The ITIL 4 Specialist: Create, Deliver and Support study guide (Section 2.3.1) states: "Value stream mapping is the initial step to visualize and analyze the flow of activities, identifying inefficiencies and delays in service delivery processes." This provides a foundation for addressing user complaints by pinpointing bottlenecks before implementing solutions like collaboration (B), tool integration (C), or skill reviews (D). The guide emphasizes: "Mapping ensures a holistic view, essential for effective planning and improvement."

The service provider should review the incident resolution value stream (D). The ITIL 4 Specialist: Create, Deliver and Support guide (Section 4.3.3) recommends analyzing the end-to-end value stream to identify delays across multiple teams and processes, including changes and supplier involvement. Options A, B, and C address specific elements but lack the holistic view needed.

The best way is to prioritize queues using a combination of criteria to maximize value and minimize risks (B). The ITIL 4 Specialist: Create, Deliver and Support study guide (Section 4.2.3) states: "Prioritization should balance impact, urgency, and value, ensuring efficient resource use and timely resolution, especially in uneven demand scenarios." This approach adapts to fluctuating query volumes, unlike option A which focuses on profit (less relevant for a charity), option C which is costly and may not address root causes, or option D which restricts access. The guide notes: "Dynamic prioritization enhances service desk resilience under variable workloads."

The best approach is to review and automate filtering of operations data (D). The ITIL 4 Specialist: Create, Deliver and Support guide (Section 4.2.4) states: "Automation of event filtering reduces human error by prioritizing critical events, ensuring operators focus on what matters and preventing breaches of service level targets." This leverages technology to address misses, unlike option A (costly staffing), option B (insufficient if overwhelmed), or option C (avoiding the root cause). The guide notes: "Effective event management relies on automated tools to enhance reliability."

The best approach is to create realistic user personas based on the gathered user data (B). The ITIL 4 Specialist: Create, Deliver and Support documentation (Section 3.1.3) states: "User personas, developed from data-driven insights, provide a focused representation of target users, enabling tailored design that aligns with their needs and circumstances." This method ensures practicality without overwhelming the process, unlike option A’s broad involvement. Option C is a data-gathering step; option D prioritizes technology over user needs. The guide notes: "Personas enhance service design by guiding decisions throughout the value stream."