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質問 # 13
組織は、不必要な作業の量を減らして効率を高めたいと考えています。どのアプローチが最も役立つでしょうか?
- A. サイト信頼性エンジニアリング
- B. リーンOK
- C. DevOps
- D. 安全文化
正解：B
質問 # 14
組織は、階層構造を使用してサービスのユーザーをサポートします。2 次および 3 次の問題解決チームには、長い間組織で働いてきた多くのスペシャリストがいます。組織は、サービスに多くの変更を展開している最中です。これにより、多数の複雑なインシデントが発生する可能性があります。さらに、第 2 および第 3 の解決チームが完了しなければならない長い未処理の作業があります。
この状況を解決するための最良のアプローチまたは手法はどれですか?
- A. サービスの統合と管理
- B. 情報モデル
- C. スウォーミング
- D. 機械学習
正解：C
解説：
Explanation
Swarming is a technique to more effectively resolve complicated and complex issues, which typically require more than one person or group to complete an activity effectively1. Swarming involves stakeholders working together to resolve the issue, rather than escalating it through a tiered structure2. Swarming can reduce the time toresolution, improve the customer experience, and enhance the knowledge sharing and collaboration among the support teams3. Swarming is also a concept used in Agile and DevOps methodologies, which are part of the ITIL 4 framework4.
Service integration and management (SIAM) is a management methodology that can help coordinate multiple service providers and ensure consistent and seamless service delivery to the customers. However, SIAM is not a technique to resolve complex incidents within an organization, but rather a way to manage the relationships and interactions among different service providers.
Machine learning is a branch of artificial intelligence that enables systems to learn from data and improve their performance without explicit programming. Machine learning can help automate some aspects of service management, such as incident classification, routing, and resolution. However, machine learning is not a technique to resolve complex incidents that require human intervention and collaboration.
An information model is a representation of concepts, relationships, constraints, rules, and operations to specify the semantics of something. An information model can help define and structure the data and information used in service management, such as configuration items, incidents, problems, changes, etc.
However, an information model is not a technique to resolve complex incidents, but rather a way to organize and manage the information.
Therefore, the best approach or technique to resolve the situation described in the question is swarming.
References: 1: ITIL 4 Foundation, page 77 2: ITIL 4 & swarming - finding the right people & process | Axelos 3: Swarming vs Tiered Support Models Explained - BMC Software 4: ITIL 4 Specialist: Create, Deliver and Support, page 33 : ITIL 4 Foundation, page 81 : ITIL 4 Specialist: High-Velocity IT, page 36 :
ITIL 4 Specialist: High-Velocity IT, page 37 : ITIL 4 Foundation, page 83 : ITIL 4 Specialist: Create, Deliver and Support, page 35
質問 # 15
多くのスタッフを抱える大手サービス プロバイダーは、顧客との関係を構築し、10 年間の契約に合意しました。
両組織は自由に情報を共有し、要求に応じてきました。関係を維持する上で脅威となる可能性が最も高いのはどれですか?
- A. 顧客とサービスプロバイダー間のやり取りのスケジュール設定
- B. コミュニケーションをタイムリーに処理できない
- C. サービスプロバイダーおよび顧客スタッフの変更
- D. 顧客に影響を与えるサービスプロバイダーの行動を説明していない
正解：D
質問 # 16
次の文で欠けている単語を特定してください。
サービス構成管理プラクティスの目的は、[?] の構成とそれをサポートする CI に関する正確で信頼性の高い情報が、必要なときに必要な場所で利用できるようにすることです。
- A. 組織
- B. IT資産
- C. 結果
- D. サービス
正解：D
解説：
Comprehensive Explanation:
The ITIL 4 definition states:
Service configuration management ensures that accurate and reliable information about the configuration of services and the configuration items (CIs) that support them is available when needed.
Therefore, the missing word is "services".
質問 # 17
ITIL の基本原則を考慮すべき 2 つの状況はどれですか?
1. あらゆる取り組みにおいて
2. ステークホルダーとのあらゆる関係において
3. 原則が関連する特定の取り組みのみ
4. 原則が関連する特定の利害関係者関係のみ
- A. 1 と 4
- B. 1 と 2
- C. 2 と 3
- D. 3 と 4
正解：A
解説：
An 'outside in' approach is one that focuses on the customer perspective and value, rather than the internal processes and governance of the IT organization. According to ITIL 4, this approach helps to co-create value with customers and users, and align the IT services with the business strategy and outcomes. Therefore, conducting customer and user satisfaction surveys to gather feedback on how customers and users perceive the support of IT services is an example of an 'outside in' approach, as it helps to understand the customer needs, expectations, and experiences. The other options are examples of an 'inside out' approach, as they focus on the internal aspects of the IT organization, such as the suppliers, the technical teams, and the software tools, rather than the customer value and outcomes. References:
* ITIL and Value: Co-Creating Value in Organisations with ITIL 41
* Using ITIL to move to a service culture2
* ITIL 4 Managing Professional Transition Module
* ITIL 4 Managing Professional Transition Module - Courseware
質問 # 18
結果に基づく測定と報告の例はどれですか?
- A. 解決済みインシデントに対する顧客満足度の測定と報告
- B. 顧客およびユーザーにサービスを提供するためのコストを測定して報告する
- C. サプライヤー関連のサービス中断回数の測定と報告
- D. サービスデスク従業員の労働時間の測定と報告
正解：A
解説：
Explanation
Results-based measurement and reporting is a method of measuring and reporting the outcomes and value delivered by products and services, rather than the activities and outputs involved in their creation and delivery12. Results-based measurement and reporting focuses on the achievement of objectives and the satisfaction of stakeholders, rather than the consumption of resources and the completion of tasks12.
An example of results-based measurement and reporting is measuring and reporting the customer satisfaction with closed incidents. This is because customer satisfaction is an indicator of the value and quality of the incident management practice and the service provided to the customers. Customer satisfaction reflects the extent to which thecustomers' expectations and needs have been met by the resolution of the incidents. Customer satisfaction can also influence the customer loyalty, retention, and advocacy for the service provider34.
The other options are not examples of results-based measurement and reporting, because they measure and report the inputs and outputs of the service delivery, rather than the outcomes and value. Measuring and reporting the number of hours worked by service desk employees, the number of supplier-related interruptions to a service, and the cost of providing a service to customers and users are all examples of activity-based or output-based measurement and reporting. These metrics do not indicate the effectiveness or efficiency of the service delivery, nor the satisfaction or value perceived by the customers and users12.
References: 1: ITIL 4 Create, Deliver and Support, AXELOS, 2019, p. 29-30 2: Measurement and reporting management: ITIL 4 Practice Guide, AXELOS, 2020, p. 5-6 3: ITIL 4 Direct, Plan and Improve, AXELOS,
2019, p. 97-98 4: Reporting on value in service management, AXELOS, 2021, 3
質問 # 19
サービス設計に対する価値主導のアプローチを説明しているのはどれですか?
- A. 初期の顧客を満足させるのに十分な機能を設計し、将来の開発のためにフィードバックを提供する
- B. ビジネスを分析し、そのニーズを定義し、利害関係者に価値を生み出すソリューションを推奨する実践
- C. リソース効率よりもフロー効率を優先するプロセス改善哲学
- D. 頻繁なフィードバック、継続的な実験、価値の共創を確実にするための学習に基づく反復的なアプローチ
正解：B
質問 # 20
組織が IT 変革プロジェクトを開始した場合、どの「組織変更管理」活動を最初に実行する必要がありますか?
- A. 変化の内容とその価値を明確に示す
- B. 変化に抵抗するスタッフの是正計画を作成する
- C. 望ましい将来の変化のバリュー ストリーム マップを作成する
- D. 排除できるムダの領域を伝える
正解：A
解説：
The correct answer is A because creating a clear picture of what is changing and why it is valuable is the first step in organizational change management. Organizational change management is the practice of ensuring that changes are effectively and smoothly implemented, and that the lasting benefits of change are achieved.
Creating a clear picture of the change involves defining the vision, scope, objectives, and benefits of the change, and communicating them to the stakeholders. This helps to create a sense of urgency, alignment, and commitment for the change, and to overcome resistance and ambiguity.
The other options are not correct because they are not the first activity in organizational change management.
Developing a value stream map of the desired future changes (option B) is a useful technique to identify and optimize the flow of value, but it is not the first activity. It requires a clear understanding of the change and its value proposition, which is established in option A. Creating corrective action plans for staff who are resistant to the change (option C) is a reactive and punitive approach to change management, which can create more resentment and distrust. It is not the first activity, nor the best practice, in organizational change management.
Communicating areas of waste that can be eliminated (option D) is a part of the lean approach to service management, which aims to optimize value by reducing waste and inefficiencies. However, it is not the first activity in organizational change management, as it does not address the vision, scope, objectives, and benefits of the change, which are essential for creating a clear picture of the change.
:
ITIL 4 Managing Professional Transition Module Sample Paper - English, Question 3, Page 5 ITIL 4 Managing Professional: Transition Module | Axelos, Section "What is the ITIL 4 Managing Professional Transition Module?", Paragraph 3 ITIL 4 Managing Professional Transition Course Online - Simplilearn, Section "Course Overview", Paragraph 2
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 7, Section 7.2.1, Page 146
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 7, Section 7.2.2, Page 147
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 7, Section 7.2.3, Page 148
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 7, Section 7.2.4, Page 149
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 7, Section 7.2.5, Page 150
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 7, Section 7.2.6, Page 151
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 7, Section 7.2.7, Page 152
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 7, Section 7.2.8, Page 153
質問 # 21
組織はインシデントの解決方法で困難に直面しています。サービスデスクのスタッフは、インシデントをどのチームにエスカレーションすればよいかわからないことがよくあります。その後、インシデントは、正しいチームに到達するまで、さまざまなチーム間で渡されます。また、サービス デスクのアナリストは、問題を解決するチームが必要とする正しい種類の情報と詳細レベルを常に知っているとは限りません。同組織は、正式に組織された段階的なサポートグループのシステムからの移行を検討している。状況を改善するのに役立つ、この構造に代わるものはどれですか?
- A. データ分析
- B. ロボットによるプロセスオートメーション
- C. 継続的インテグレーション
- D. 群がる
正解：D
質問 # 22
組織は、IT ポータルで情報を提供し、電子メールを送信し、影響を受けるグループとミーティングを開催することによって、新しい改善イニシアチブに関する情報を伝達することを計画しています。
彼らはどのコミュニケーション原則を適用していますか?
- A. 私たちは皆、常にコミュニケーションを取っています
- B. 通信方法は 1 つではありません
- C. タイミングと頻度の問題
- D. コミュニケーションは双方向のプロセスです
正解：B
質問 # 23
組織は、IT サービスのサポートを見直しています。
「アウトサイド イン」アプローチの例はどれですか?
- A. 顧客およびユーザーの満足度調査を実施して、顧客およびユーザーが IT サービスのサポートをどのように認識しているかについてフィードバックを収集します。
- B. 組織の ITSM ソフトウェア ツール プロバイダーに連絡して、サービスのサポートを改善する可能性のあるソフトウェアの更新について確認する
- C. インフラストラクチャとアプリケーションのサプライヤーが、サービスをサポートするエンド ツー エンドのバリュー チェーンにどのように関与しているかを理解する
- D. 社内の技術チームからのフィードバックを求めて、サポート要件を確実に満たすことができるようにする
正解：A
質問 # 24
計画とリスクの関係を最もよく表しているのはどれですか?
- A. 計画は常にリスクとその軽減方法を考慮する必要があります
- B. リスク管理は、専任のリスク管理者の独占的な領域です
- C. 計画は何を達成する必要があるかに焦点を当て、リスク管理は作業の実行方法の一部です
- D. 計画は高レベルの機能であり、リスク管理は戦術的な活動です
正解：A
解説：
The correct answer is B because planning is the process of defining and organizing the activities and resources needed to achieve the objectives of a service or product. Planning should always consider the risks that may affect the delivery of value, and how to mitigate them. Risk management is the practice of identifying, analyzing, evaluating, and treating uncertainties that could prevent the achievement of goals or objectives. Risk management is an integral part of planning, as well as other service management practices, such as governance, continual improvement, and change control.
The other options are not correct because they do not describe the relationship between planning and risk accurately. Option A is wrong because planning and risk management are both strategic and tactical functions, depending on the scope and level of detail. Option C is wrong because planning does not only focus on what needs to be accomplished, but also how, when, who, and why. Risk management is not just part of how work is to be performed, but also why and what. Option D is wrong because risk management is not the exclusive domain of dedicated risk managers, but a shared responsibility of all stakeholders involved in service management.
:
ITIL 4 Managing Professional Transition Module Sample Paper - English, Question 2, Page 5 ITIL 4 Managing Professional: Transition Module | Axelos, Section "What is the ITIL 4 Managing Professional Transition Module?", Paragraph 3 ITIL 4 Managing Professional Transition Course Online - Simplilearn, Section "Course Overview", Paragraph 2
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.1, Page 54
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.2, Page 55
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.3, Page 56
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.4, Page 57
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.5, Page 58
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.6, Page 59
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.7, Page 60
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.8, Page 61
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.9, Page 62
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.10, Page 63
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.11, Page 64
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.12, Page 65
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.13, Page 66
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.14, Page 67
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.15, Page 68
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.16, Page 69
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.17, Page 70
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.18, Page 71
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.19, Page 72
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.20, Page 73
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.21, Page 74
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.22, Page 75
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.23, Page 76
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.24, Page 77
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.25, Page 78
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.26, Page 79
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.27, Page 80
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.28, Page 81
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.29, Page 82
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.30, Page 83
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.31, Page 84
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.32, Page 85
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.33, Page 86
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.34, Page 87
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.35, Page 88
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.36, Page 89
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.37, Page 90
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.38, Page 91
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.39, Page 92
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.40, Page 93
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.41, Page 94
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.42, Page 95
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.43, Page 96
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.44, Page 97
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.45, Page 98
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.46, Page 99
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.47, Page 100
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.48, Page 101
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.49, Page 102
[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.50,
質問 # 25
高速 IT への移行を検討する際に正しい記述はどれですか?
- A. 通常、高性能は変更の一部です。
- B. 高速 IT を組織全体に適用する必要があります
- C. すべての組織が高速化の恩恵を受けます
- D. 顧客向けシステムは変更から除外する必要があります
正解：A
解説：
A transformation to high velocity IT is a change that involves adopting digital operating models and practices that enable organizations to deliver products and services faster, better, and cheaper. High velocity IT is not suitable for all organizations or all parts of an organization, as it depends on the context, culture, and objectives of each situation. Therefore, statements A and C are incorrect. High velocity IT is especially relevant for customer-facing systems, as they need to meet the changing needs and expectations of customers in a competitive and dynamic environment. Therefore, statement D is also incorrect. High performance is usually part of the change, as high velocity IT aims to improve the quality, value, and outcomes of the products and services delivered, as well as the efficiency, effectiveness, and agility of the processes and practices involved. Therefore, statement B is correct. References:
* ITIL 4 Specialist: High-velocity IT | Axelos
* ITIL 4 High-velocity IT: the digital enterprise | Axelos
* ITIL 4 High Velocity IT (HVIT) Book - EVERYONE - Skillsoft
* ITIL 4 Specialist: High Velocity IT - Good e-Learning
質問 # 26
インシデント、変更、問題を管理するためのプロセスが確立されている組織には、問題が効率的に解決されないという苦情の電話がユーザーから大量に届きます。状況を改善するために組織が取るべき最初のステップは何ですか?
- A. ツールの統合を改善して、プロセス間にギャップがないようにします。
- B. チームがユーザーの価値に集中できるように協力するよう奨励します。
- C. バリュー ストリーム マッピングを使用して、ユーザー サポートのエンドツーエンド フローを理解するのに役立ちます。
- D. ユーザー サポート スタッフのスキルと能力をレビューし、必要な能力を備えていることを確認します。
正解：C
質問 # 27
組織は、スタッフのニーズと期待を評価するための調査を計画しています。
これは何の例ですか？
- A. 顧客志向
- B. 従業員満足度管理
- C. 統合とデータ共有
- D. CI/CD
正解：B
解説：
Explanation
Employee satisfaction management is the process of measuring and improving how happy and engaged employees are with their work, their employer, and their organization. It involves conducting surveys, analyzing data, implementing strategies, and monitoring outcomes. Employee satisfaction management can help organizations improve productivity, retention, innovation, and customer satisfaction12.
An organization that designs a survey to assess the needs and expectations of its staff is engaging in employee satisfaction management, as it is trying to understand what factors influence employee satisfaction and how to address them. A survey is a common and effective method of collecting feedback from employees, as it can provide quantitative and qualitative data on various aspects of employee satisfaction, such as work environment, compensation, recognition, development, and alignment34.
The other options are not correct because they are not related to employee satisfaction management. CI/CD stands for continuous integration and continuous delivery, which are software development practices that aim to deliver high-quality software faster and more frequently5. Integration and data sharing are processes of connecting different systems and applications and exchanging information between them6. Customer-orientation is a business philosophy that focuses on meeting the needs and expectations of customers and creating value for them7. References:
1: How To Improve Employee Satisfaction (With 11 Strategies) | Indeed.com
2: The Five Fundamentals Of Employee Satisfaction - Forbes
3: The Key To Employee Satisfaction and How To Achieve It | Indeed.com
4: How To Measure Employee Satisfaction | Indeed.com
5: ITIL 4 Managing Professional: Transition Module | Axelos
6: ITIL 4 Managing Professional Transition Course Online - Simplilearn
7: ITIL 4 MP Transition: a transformed framework | Axelos
質問 # 28
組織が意思決定を行う際に、7 つの基本原則をどのように組み合わせる必要がありますか?
- A. 特定の決定に最も関連する 1 つまたは 2 つの指針となる原則を使用する
- B. 意思決定を行う際に、すべての基本原則を平等に使用することによって
- C. 価値重視の原則と、特定の決定に関連する他の 1 つまたは 2 つの原則を使用することによって
- D. 各基本原則を見直して、特定の決定との関連性を判断する
正解：D
解説：
The seven guiding principles of ITIL 4 are not meant to be applied equally or rigidly in every situation.
Rather, they are intended to provide guidance and encourage decision making and continual improvement at all levels. Therefore, when an organization is making a decision, it should review each guiding principle to decide how relevant it is to the specific decision, and use the ones that are most appropriate and helpful. For example, some decisions may require more collaboration and visibility than others, or some decisions may benefit from more iteration and feedback than others. The guiding principles are not rules or prescriptions, but rather suggestions and recommendations that can help the organization achieve its objectives and deliver value to its stakeholders. References:
* The 7 Guiding Principles of ITIL 4 - IFS Blog1
* The 7 ITIL 4 Guiding Principles: Explained in Detail2
* The Seven ITIL 4 Guiding Principles & Business Value - Belgium3
質問 # 29
サービス価値体系の要素はどれですか?
- A. ガバナンス、サービス バリュー チェーン、プラクティス
- B. サービス提供、サービス消費、サービス関係管理
- C. 結果、有用性、保証
- D. 顧客価値、ステークホルダー価値、組織
正解：A
解説：
The service value system is a model that describes how all the components and activities of an organization work together as a system to enable value creation. The service value system consists of five elements:
governance, service value chain, practices, guiding principles, and continual improvement. Governance is the means by which an organization is directed and controlled. It ensures that the organization's strategy, policies, and objectives are aligned with the value proposition and the stakeholder needs. Service value chain is a set of interconnected activities that an organization performs to deliver a valuable product or service to its consumers and to facilitate value realization. Practices are sets of organizational resources designed for performing work or accomplishing an objective. Practices include processes, roles, tools, techniques, and methods that enable the organization to carry out its work effectively and efficiently. The other two elements of the service value system are guiding principles and continual improvement, which are not part of the answer options. References:
* The ITIL 4 Service Value System Explained - ITSM.tools
* Service Value System in ITIL 4 Explained | Sprintzeal
質問 # 30
価値主導、データ主導、ユーザー中心のサービス設計の方法はどれですか?
- A. バランス スコアカード
- B. デザイン思考
- C. 利害関係者分析
- D. MoSCoW方式
正解：D
解説：
Differential charging is a mechanism that allows the service provider to charge different prices for the same service depending on some pre-defined parameters, such as time of day, location, demand, etc. This way, the service provider can optimize the use of resources and encourage or discourage the consumption of the service at certain times or places. For example, a telecom operator may charge more for a phone call during peak hours than during off-peak hours. This is different from other charging mechanisms, such as:
* Cost: The service provider charges the customer the exact amount of money that it costs to deliver the service, without any profit margin or overhead.
* Cost plus: The service provider charges the customer the cost of delivering the service plus a fixed percentage or amount of profit.
* Market price: The service provider charges the customer the price that is determined by the supply and demand of the service in the market, regardless of the actual cost of delivering the service. References:
* Service financial management: ITIL 4 Practice Guide, section 2.2.1
* Charging and ITIL Financial Management - What are the options?, section "Internal services - Living on the safe side"
質問 # 31
ソフトウェア開発チームは、毎週何百もの小さな変更を加えています。
それぞれの変更を受け入れるかどうかを決定できるのは誰ですか?
- A. ソフトウェア開発マネージャー
- B. IT チェンジ マネージャー
- C. サービス消費者組織のスポンサー
- D. ソフトウェア開発チームの他のメンバー
正解：D
解説：
Explanation
According to ITIL 4, change enablement is the practice of ensuring that risks are properly assessed, authorizing changes to proceed, and managing a change schedule in order to maximize the number of successful IT changes. ITIL 4 recognizes that changes can vary in size, complexity, and risk, and therefore proposes different types of changes that require different levels of authorization and control. One of these types is standard change, which is a low-risk, pre-authorized change that is well understood and follows an agreed procedure. Standard changes are typically delegated to the service provider or the service consumer, depending on the nature of the change. For example, a software development team that makes many hundreds of small changes every week can be authorized to approve and implement these changes themselves, as long as they follow the agreed change model and comply with the relevant policies and standards. This way, the software development team can benefit from faster and more efficient change delivery, while minimizing the overhead and bureaucracy of the change enablement process. Therefore, the best answer is D. The other members of the software development team, as they can act as the change authority for standard changes within their scope of work. References:
ITIL 4 Change Management Process | Blog | Digital.ai1
ITIL 4's Move from Change Management to Change Enablement2
質問 # 32
サービス価値システムへの入力はどれですか?
- A. 利害関係者の期待に応えるためのモデル
- B. 組織を指導し、管理するシステム
- C. 組織の業務のあらゆる側面を支援するための推奨事項
- D. 消費者からの新規または変更されたサービスに対するニーズ
正解：D
解説：
Comprehensive and Detailed Explanation From Exact Extract of ITIL 4 Managing Professional Transition:
In ITIL 4, the Service Value System (SVS) transforms inputs into outputs through the use of various components.
The input to the SVS is opportunity and demand.
* Demand refers to the need or desire for products and services from internal or external consumers.
* Opportunity represents options or possibilities to add value.
* The SVS uses this input to produce value as the output.Therefore, Option D - "A need from consumers for new or changed services" - accurately describes an input into the SVS.
質問 # 33
高速 IT への移行を検討する際に正しい記述はどれですか?
- A. 通常、高性能は変更の一部です。
- B. 高速 IT を組織全体に適用する必要があります
- C. すべての組織が高速化の恩恵を受けます
- D. 顧客向けシステムは変更から除外する必要があります
正解：A
質問 # 34
複雑なインシデントを調査するのに最適なリソースの種類はどれですか?
- A. 詳細な作業手順
- B. 知識豊富なサポートスタッフ
- C. 災害復旧計画
- D. セルフヘルプシステム
正解：B
解説：
Comprehensive Explanation:
Complex incidents typically require:
* High-level diagnostic skills
* Deep technical or service knowledge
* Experience with similar issues
Knowledgeable support staff are the primary resource capable of analyzing and resolving complex incidents.
Self-help is for simple issues; procedures are useful but not sufficient for complex diagnosis; disaster recovery plans are for major disasters, not normal incident handling.
Thus, Option B is correct.
質問 # 35
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