Free Peoplecert ITIL-DSV Practice Exams

Question #65

Why is a designated forwarder required in a multihomed CE-to-PE VXLAN environment using EVPN signalling?

A . The designated forwarder is required to prevent packets from looping between the PEs.
B . The designated forwarder is required to prevent flooding of MAC addresses to multihomed hosts.
C . The designated forwarder is required to prevent a traffic storm from being received on multihomed hosts.
D . The designated forwarder is required to prevent duplicate packets from being received on multihomed hosts.

Question #2

Which statement about the end-to-end customer journey is CORRECT?

Which approach would be BEST aligned to the ‘design thinking’ methodology at this initial ’empathy’ stage?

A . It reflects an overall perception
B . It involves optimizing touchpoints
C . It focuses on achieving outcomes
D . It represents a pre-determined path

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Question #3

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?

A . Carry out customer satisfaction surveys regularly and take action on the results.
B . Lower the billing margin during the transformation period.
C . Increase the service levels during the transformation period.
D . Guarantee all downtimes will be solved within the agreed targets.

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Question #4

An organization is looking for a service provider to support them in their digital transformation.

As part of the service provider, what would be the first focus of your interactions?

A . Display the proof of the capabilities to deliver your products consistently.
B . Display solutions implemented at other customers within the same industry.
C . Understanding the customer purposes, issues, and needs.
D . Understanding the utility and warranty requirements to create the most value for the customers.

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Question #5

A user is using the self-service portal to download an application.

What is this an example of?

A . Automated Service Action
B . Tailored Service Action
C . Pull Service Action
D . Push Service Action

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Question #6

A service provider is onboarding a large customer with a complex user base.

It is advised that the service provider manages this as a:

A . Programme
B . Project
C . Emergency Change
D . Normal Change

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Correct Answer: A
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.

Reference: 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.

Reference: 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.

Reference: 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.

Question #6

A service provider is onboarding a large customer with a complex user base.

It is advised that the service provider manages this as a:

A . Programme
B . Project
C . Emergency Change
D . Normal Change

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Correct Answer: A
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.

Reference: 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.

Reference: 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.

Reference: 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.

Question #8

An organization is rebranding and renovating its branches. As part of the renovation, the physical network cabling is to be upgraded.

You are responsible to manage the supplier.

How will you engage with the cabling provider?

A . Forecast the required demand and planning to the provider.
B . Focus on the value the cables are delivering to the bank and praise them for it.
C . Create user accounts for the provider during the onboarding stage.
D . Invite the provider as part of the project board.

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Correct Answer: D
D

Explanation:

When managing suppliers, particularly in a scenario involving significant changes like upgrading physical network cabling during branch renovations, ITIL 4 emphasizes the importance of effective engagement with suppliers to ensure alignment with the organization’s goals and successful delivery of value. Here’s a detailed explanation of why inviting the provider as part of the project board is the correct approach:

Collaboration and Visibility (ITIL Guiding Principle: Collaborate and Promote Visibility): ITIL 4 stresses that collaboration is key when engaging with suppliers. By inviting the cabling provider to be part of the project board, you are fostering a collaborative environment where the supplier is fully aware of the project’s scope, objectives, and timelines. This ensures that the provider can align their efforts with the organization’s expectations and contribute to decision-making processes, enhancing project visibility and reducing the risk of misalignment.

Ensuring Stakeholder Value (Drive Stakeholder Value – Engagement): According to the ITIL 4 Drive Stakeholder Value module, successful engagement involves understanding and influencing stakeholder needs and ensuring their value is realized. Including the cabling provider in the project board allows for direct communication, enabling the provider to understand the value the organization expects from the project. It also allows the organization to influence the provider’s work to ensure it meets the necessary standards and timelines.

Governance and Accountability (ITIL 4 – Governance): Governance in ITIL 4 ensures that all participants are accountable for their roles within the service value system. By having the provider on the project board, the organization can ensure that the provider is held accountable for their responsibilities in the project, including adherence to timelines, quality standards, and budget constraints. This structured approach to governance helps in mitigating risks associated with the supplier’s performance.

Service Value System Integration (ITIL 4 – Service Value Chain Activities): Inviting the supplier to the project board integrates them into the organization’s service value chain. It enables better coordination across the value chain activities such as "Plan," "Engage," and "Deliver and Support." This integration is crucial for ensuring that the supplier’s contributions effectively support the overall project outcomes.

Experience and Outcome Focus (Drive Stakeholder Value – Experience): ITIL 4 emphasizes the importance of managing stakeholders’ expectations and focusing on outcomes. Direct involvement of the supplier in the project board helps in setting clear expectations regarding the project outcomes, such as the quality and performance of the network cabling. This engagement ensures that the supplier is fully committed to delivering the desired results, thereby enhancing the overall experience for the organization.

Why Not the Other Options?

Option A (Forecasting demand and planning): While forecasting and planning are important, they are typically part of the initial engagement and do not constitute ongoing collaboration during the project execution, which is crucial for complex projects like network upgrades.

Option B (Focusing on the value delivered): Praising the provider for the value delivered is positive, but it does not involve them in the strategic decision-making process or hold them accountable in the way that participation in the project board does.

Option C (Creating user accounts during onboarding): While onboarding is important, creating user accounts is a technical step rather than a strategic engagement. It does not contribute to the strategic alignment and oversight that being on the project board provides.

Question #9

A service provider wants to track if a customer is emotionally satisfied with the service it is providing.

Which metric would help the MOST?

A . Number and frequency of users errors
B . Customers churn rate
C . Average rating given by the users to the service
D . Number of transactions where users used the interface help

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Question #10

Which statement about the reporting of service outcomes and performance is CORRECT?

A . Return on investment (ROI) should be mapped to customer outcomes
B . Customer satisfaction feedback should be mapped to service provider outcomes
C . IT component scorecards should be mapped to service provider outcomes
D . Service performance metrics should be mapped to customer outcomes

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