Select Two (Multi-Select) Questions

Audit

Why wrong: Audit is not an activity of the service value chain.

Monitor and control

Why wrong: Monitor and control is not a separate activity; it is embedded in Deliver & Support.

All changes must be approved by a change advisory board (CAB).

Why wrong: Standard changes are pre-authorized and do not require CAB approval.

The change schedule is used to authorize changes.

Why wrong: The change schedule is used for planning and communication, not authorization.

Normal changes can be implemented without authorization if they are low risk.

Why wrong: Normal changes always require authorization before implementation.

Supplier contracts

Why wrong: Supplier contracts are part of the Partners and Suppliers dimension.

Organisational culture

Why wrong: Organisational culture is part of the Organisations and People dimension.

Risk

Why wrong: Risk is managed but not a trigger.

Budget

Why wrong: Budget is a constraint, not a trigger.

Compliance

Why wrong: Compliance is a requirement, not a direct trigger.

Increase speed

Why wrong: Increase speed is not a guiding principle.

Manage risk

Why wrong: Manage risk is not a guiding principle; it's a concept.

Reduce cost

Why wrong: Reduce cost is not a guiding principle.

Finance and accounting

Why wrong: Finance is not a separate dimension; it's part of organizations.

Security and compliance

Why wrong: Security is part of information and technology.

Deliver services efficiently

Why wrong: This is not an ITIL guiding principle.

Embrace continuous improvement

Why wrong: This is a component of the Service Value System, not a guiding principle.

Keep it simple and practical

Why wrong: Simplicity is important but not one of the three most relevant.

Start where you are

Why wrong: From scratch, there is no existing state to start from.

It encourages waiting for complete feedback before proceeding

Why wrong: Feedback is continuous, not waiting for completion.

It suggests making small changes without any coordination

Why wrong: Coordination is still needed; changes should be managed.

Products and services

Why wrong: These are outputs, not a dimension.

Governance

Why wrong: Governance is part of the organizations and people dimension, not a separate dimension.

Customers

Why wrong: Customers are stakeholders, not a dimension.

Setting up a monitoring tool for server performance

Why wrong: This applies the information and technology dimension, but it is not the only way; the question asks for three examples, and B is also an example, but we need exactly three correct. Since A, D, E are clearly correct, B is extra.

Designing a new service desk process

Why wrong: This applies the value streams and processes dimension, but it is also a valid example. However, we need exactly three, and A, D, E are correct.

Focusing only on incident resolution speed

Why wrong: Focusing on one metric ignores broader service quality.

Optimizing a single process without considering other processes

Why wrong: Sub-optimization is the opposite of holistic.

Updating a database without assessing the impact on related applications

Why wrong: This ignores system interconnections, violating holistic thinking.

The four dimensions are only relevant for new services.

Why wrong: They apply to existing services and continual improvement as well.

The four dimensions replace the need for a service value system.

Why wrong: The dimensions are part of the service value system, not a replacement.

Each organization must define its own unique dimensions.

Why wrong: The four dimensions are universal; organizations apply them, not create new ones.

Organizations and people

Why wrong: This is a dimension of the four dimensions of service management, not a direct component of the SVS.

Service request management

Why wrong: Service request management is a practice, but it is not a key component of the SVS (practices are, but the specific practice is not listed as a component).

ITIL maturity model

Why wrong: The ITIL maturity model is not a component of the SVS.

Manage the performance of suppliers to meet business outcomes

Why wrong: Performance management is more aligned with Service Level Management.

Define and agree on service level targets with suppliers

Why wrong: Defining service levels is part of Service Level Management.

Ensure that suppliers are audited regularly

Why wrong: Auditing is an activity, not a primary purpose.

Four dimensions of service management

Why wrong: The four dimensions are a separate model, not part of the SVS.

Service level agreements

Why wrong: SLAs are outputs of practices, not components of the SVS.

Organizational structure

Why wrong: Organizational structure is not a defined component of the SVS.

Mean Time to Resolve (MTTR)

Why wrong: MTTR is more associated with Incident Management, though service desk may contribute, ITIL 4 lists FCR and CSAT as primary service desk KPIs.

Number of changes implemented

Why wrong: This is a Change Enablement metric.

Percentage of SLA targets met

Why wrong: This is a Service Level Management metric.

Urgent change

Why wrong: The correct term is emergency change.

Routine change

Why wrong: Routine is not an official type; standard change covers routine.

Planned change

Why wrong: Planned is not an official type.

Service Desk

Why wrong: Service Desk is a practice, not a component of SVS.

Change Enablement

Why wrong: Change Enablement is a practice, not a component of SVS.

Incident Management

Why wrong: Incident Management is a practice, not a component of SVS.

Identifying root causes of incidents

Why wrong: Problem management identifies root causes.

Managing the lifecycle of all changes

Why wrong: Change enablement manages change lifecycle.