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Peoplecert ITIL-4-CDS Exam Syllabus Topics:

Peoplecert ITIL 4 Specialist: Create, Deliver and Support Sample Questions:

1. An organization has departments that are structured as Sales, Business Operations, and Quality Control. Each department has its own set of responsibilities, reporting lines and authorities, and they manage their internal processes independently. What type of organizational structure is this an example of?

A) Matrix
B) Functional
C) Divisional
D) Flat

2. Sunrise Bank reorganized its customer support function into cross-functional, end-to-end value- stream teams that include service desk analysts, incident responders, problem managers, and change coordinators. After three months, teams still dispute task priorities, handoff delays persist, and customer satisfaction scores vary widely. According to ITIL 4 principles and the four dimensions of service management, which ONE action should leadership prioritize to establish clear accountability, align objectives, and improve collaboration?

A) Institute weekly facilitated stand-up meetings for each value-stream team to review progress and reassign tasks
B) Collaboratively develop a team charter that defines end-to-end value-chain responsibilities, shared outcome-focused KPIs, and decision-making guidelinesright
C) Implement strict, role-based SLAs for every handoff between functional specialties, with automated escalation on breach
D) Rotate members through each functional specialty on a one-month cycle to broaden individual skill sets

3. At xyz organisation, five specialized departments Incident Management, Change Enablement, Release Management, Service Desk and Problem Management work with separate tools, processes and KPIs. Requests often stall at each handover, visibility is fragmented, and accountability is unclear. Leadership wants to reorganize around value streams to eliminate these barriers. Which ONE organizational approach will best align with ITIL 4 recommendations and break down functional silos?

A) Centralize specialist skills into a single center of excellence to drive deep expertise
B) Form cross-functional, product-focused teams responsible for all stages of the service lifecycleright
C) Strengthen hierarchical governance to enforce stringent SLAs between teams
D) Minimize handover points by assigning end-to-end ownership to existing departments

4. A service provider is aiming to optimize service management activities to ensure high quality of services and eliminate waste. Each practice and team have been working on continual improvement and implemented a large number of improvements. However, improvement in overall efficiency and in service quality has been lower than expected. What is the BEST approach for the service provider to take to resolve this?

A) Implement the continual improvement model for all teams to follow
B) Use automation to optimize service value streams
C) Implement Agile methods to improve software development
D) Use value stream mapping to analyze and optimize end-to-end workflows

5. A service operations team monitors a critical service. They receive thousands of events every day, and operators are trained, so they know which events require a response. Sometimes they miss an important event, and this causes service level targets to be breached. What is the BEST approach to resolve this issue?

A) Recruit and train additional operations staff
B) Renegotiate service level targets
C) Improve operations team training
D) Review and automate filtering of operations data

Solutions: