ITIL-4-Transition日本語認証試験の問題集解答を提供しています [2024年08月]
更新されたITIL-4-Transition日本語試験練習テスト問題
質問 # 33
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. 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
- C. 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
- 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：D
解説：
Explanation
The value driven approach to service design is one of the seven guiding principles of ITIL 4, which are part of the ITIL 4 service value system (SVS). The SVS provides a flexible and adaptable approach to address service management challenges and utilize opportunities. It supports organizations in delivering value to their stakeholders in the form of goods, services, or other results1. The value driven approach to service design is based on the principle of focus on value, which states that everything an organization does should link back, directly or indirectly, to value for stakeholders2. This principle implies that service design should not be driven by technology, processes, or resources, but by the outcomes and benefits that customers and users expect from the service. To achieve this, service design should adopt an iterative approach based on frequent feedback, continual experimentation, and learning to ensure value co-creation. This means that service design should not be a one-time activity, but acontinuous cycle of improvement that involves testing, measuring, and validating assumptions and hypotheses about what customers and users value, and how the service can deliver it3. This approach also enables service design to respond to changing customer needs and expectations, as well as to emerging opportunities and threats in the market. By focusing on value, service design can ensure that the service is fit for purpose and use, and that it contributes to the organization's overall goals and objectives.
References:
ITIL 4 Managing Professional Transition Module, page 16
ITIL Service Design: Principles, Process and Its Importance, section 3.2.3 The ITIL 4 Service Value System Explained, paragraph 1 ITIL Service Value System (SVS), paragraph 1
質問 # 34
複数のチームが機能横断的な働き方に移行することに主に関係する概念はどれですか?
- A. 従業員満足度測定
- B. 顧客志向の考え方に取り組む
- C. 積極的なコミュニケーションの価値
- D. 組織構造
正解：D
解説：
Explanation
Organizational structure is the concept that is primarily concerned with multiple teams moving to a cross-functional way of working. Cross-functional teams are teams that consist of members from different functional areas or domains, such as development, testing, operations, marketing, etc. Cross-functional teams can help organizations achieve better collaboration, innovation, and customer satisfaction, as well as faster delivery and feedback. However, cross-functional teams also require changes in the organizational structure, such as breaking down silos, flattening hierarchies, and empowering teams to self-organize and make decisions. ITIL 4 encourages an integrated approach that combines best practices across all ways of working, such as Agile, DevOps, and Lean. These methodologies keep rules simple, allowing teams toadapt based on the situation, focus on good outcomes for the customer, and learn from failure. ITIL 4 also explores the four main types of organizational structures: functional, divisional, matrix, and flat. Each type has its own advantages and disadvantages, and organizations can choose the best fit for their context and goals.
References:
Using ITIL's concepts: four organizational structures | Axelos
What ITIL 4 means for you and your team - Atlassian
Cross-Functional Teams Definition & Advantages - KnowledgeHut
How to Build a Cross-Functional Team | The Workstream - Atlassian
質問 # 35
組織は、顧客とのやり取りを大幅に改善する新しいテクノロジを実装しています。
この状況を最もよく表している用語はどれですか?
- A. デジタル組織
- B. IT トランスフォーメーション
- C. 高速 IT
- D. デジタルトランスフォーメーション
正解：D
質問 # 36
サービスを改善する際に、既存のサービス、プロセス、およびツールを使用することを推奨している ITIL の基本原則はどれですか?
- A. シンプルで実用的なものにしてください
- B. 今いるところから始めましょう
- C. 価値重視
- D. フィードバックを繰り返しながら進行する
正解：B
質問 # 37
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. 統合とデータ共有
- B. 従業員満足度管理
- C. CI/CD
- D. 顧客志向
正解：B
質問 # 38
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する
- 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. 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。
- D. 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。
正解：D
解説：
Explanation
Value stream mapping is a technique that helps to understand the end-to-end flow of user support, from the demand to the value delivery. It is a tool that features in ITIL 4 Specialist: Create, Deliver and Support. Value stream mapping can help to identify the steps, activities, roles, responsibilities, tools, and outcomes involved in the user support process. It can also help to identify the value, waste, and opportunities for improvement in each step. Value stream mapping can help the organization to optimize the user support process and enhance the customer experience. Therefore, using value stream mapping is the first step the organization should take to start to improve the situation. The other options are not the first steps, but they could be considered after the value stream mapping is done. Reviewing skills and competencies of user support staff, improving the integration of tools, and encouraging teams to collaborate are all possible actions that could result from the value stream mapping analysis, but they are not the first step to understand the problem and the current state of the user support process. References:
ITIL 4 & swarming - finding the right people & process | Axelos1
Swarming vs Tiered Support Models Explained - BMC Software1
What ITSM Practitioners Need to Know About Value Stream Mapping2
質問 # 39
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. スウォーミング
- B. 機械学習
- C. 情報モデル
- D. サービスの統合と管理
正解：A
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 # 40
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. 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
- B. 変化の内容とその価値を明確に示す
- C. 排除できるムダの領域を伝える
- D. 変化に抵抗するスタッフの是正計画を作成する
正解：B
解説：
Explanation
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.
References:
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 # 41
顧客はサービスを終了し、サービスプロバイダーとのサービス契約を終了しました。サービスプロバイダーは引き続き他のサービスを顧客に提供します。サービスプロバイダーは、サービスをオフボードする計画にどれを含めるべきですか?
- A. サービスの未払いの支払いを特定してリクエストする
- B. すべてのサービスに対するユーザーのアクセス権が確実に取り消されるようにする
- C. サービスデスクへの問い合わせ方法をユーザーに提供するため
- D. サービスの利用方法に関するユーザー向けのトレーニングスケジュールの作成
正解：A
質問 # 42
問題解決に必要な情報がなかなか得られないのは、IT スタッフが自分のミスを責められるのではないかと心配しているからです。
これを解決するために最も役立つ概念はどれですか?
- A. 価値ある投資
- B. アジャイル
- C. 安全文化
- D. デザイン思考
正解：C
解説：
Explanation
Safety culture is a concept that refers to the shared beliefs, perceptions, and values in relation to risks within an organization. A safety culture encourages people to be open and honest about their mistakes, learn from them, and improve their performance. A safety culture also fosters trust, collaboration, and visibility among IT staff, which can help to obtain the information needed to resolve problems. According to ITIL 4, safety culture aligns with the guiding principle of "collaborate and promote visibility", which states that "working together across boundaries produces results that have greater buy-in, more relevance to objectives, and increased likelihood of long-term success" 1. Safety culture is also one of the key elements of the high-velocity IT approach, which aims to enable organizations to thrive in the digital era 23. References:
ITIL 4 Information security and risk management practices: embedding safety culture and behaviour Safety cultures and happy employees The importance of Safety Culture in the success of IT
質問 # 43
サービス バリュー チェーンを使用すると、どのような結果が期待されますか?
- A. 顧客エンゲージメント
- B. サービスの価値の流れ
- C. 価値の実現
- D. 実践の応用
正解：C
解説：
Explanation
The expected outcome from using a service value chain is value realization. Value realization is the process of ensuring that the intended benefits of a product or service are achieved or exceeded. Value realization is not only about delivering value to customers, but also capturing value for the service provider and other stakeholders. The service value chain is an operating model that outlines the key activities required to respond to demand and facilitate value realization through the creation and management of products and services. The service value chain consists of six activities: plan, improve, engage, design and transition, obtain/build, and deliver and support. Each activity contributes to value creation by transforming various inputs into specific outputs. The service value chain can be configured in different ways to form service value streams, which are the end-to-end workflows that deliver a specific product or service to a customer or user. The service value chain also enables the application of practices, which are sets of organizational resources and capabilities that help perform work or accomplish an objective. The service value chain is flexible and adaptable to different contexts and scenarios, allowing the service provider to optimize the use of resources and deliver value in the most effective and efficient way. References:
ITIL 4 Foundation: ITIL 4 Edition, section 4.2.1
ITIL4 Service Value Chain [ITIL4 SVC Activities with Examples], section "ITIL 4 Service Value Chain Model"
質問 # 44
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. サプライヤー関連のサービス中断回数の測定と報告
- C. 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
- 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 # 45
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. ロボットによるプロセスオートメーション
- B. 群がる
- C. データ分析
- D. 継続的インテグレーション
正解：B
解説：
Explanation
Swarming is an alternative to the tiered support structure that would help to improve the situation. Swarming is a workflow management method that features in ITIL 4 Specialist: Create, Deliver and Support. It is designed for organizations that support complex systems or services. Swarming involves stakeholders working together to resolve the issue, rather than escalating it through different levels of support. Swarming can be used to identify the responsible group for the next action, or a swarm might be responsible for resolution.
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 effectively. Swarming can also help to disseminate knowledge and experience among the support staff, and reduce the queues and delays caused by the escalation process. The other options are not relevant to the situation. Data analytics is the process of analyzing data to generate insights and support decision making. Robotic process automation is the use of software robots to automate repetitive and rule-based tasks. Continuous integration is a software development practice that involves merging code changes frequently and testing them automatically. References:
ITIL 4 & swarming - finding the right people & process | Axelos1
Swarming vs Tiered Support Models Explained - BMC Software2
質問 # 46
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. 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
- C. 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
- 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：
Explanation
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 # 47
多くのスタッフを抱える大手サービス プロバイダーは、顧客と関係を築き、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、要求に応えてきました。
関係を維持する上で脅威になる可能性が最も高いのはどれですか?
- A. コミュニケーションをタイムリーに処理できない
- B. サービス提供者と顧客スタッフの変更
- C. 顧客とサービス プロバイダー間の対話のスケジューリング
- D. 顧客に影響を与えるサービス プロバイダーのアクションを説明していない
正解：A
質問 # 48
サービス バリュー チェーンを使用すると、どのような結果が期待されますか?
- A. 顧客エンゲージメント
- B. サービスの価値の流れ
- C. 価値の実現
- D. 実践の応用
正解：C
質問 # 49
デザイナーは組織から新しいオフィスチェアのデザインを依頼されました。設計者はプラントを提案し、それを検証するよう依頼されました。「デザイン思考」において、計画を最良に検証するためにデザイナーは何をすべきか
- A. ユーザーの視点で椅子を使用する
- B. 椅子にとって何が重要かをユーザーのために決定する
- C. ユーザーに椅子に対するニーズを伝えるよう依頼します。
- D. 椅子のプロトタイプについてユーザーにフィードバックを求めます。
正解：C
解説：
Explanation
Large batch sizes of work are considered a barrier to high performance in Lean and Agile because they increase the amount of work in progress (WIP), which leads to longer cycle times, higher variability, lower quality, and reduced feedback and learning. Large batches also increase the risk of waste, rework, and delays, as well as the complexity and uncertainty of the work. Lean and Agile advocate for reducing batch sizes and limiting WIP, which enables faster flow, shorter feedback loops, higher quality, and more value delivery.
Some of the practices that help reduce batch sizes and limit WIP are:
Pulling versus pushing work, which means that work is initiated only when there is a demand and capacity for it, rather than being assigned or scheduled in advance.
Making work visible, which means that the status and progress of work are transparent and accessible to all stakeholders, using tools such as Kanban boards, burn-down charts, and dashboards.
Limiting work-in-progress, which means that the number of work items in each stage of the workflow is restricted, based on the available resources and throughput, to prevent bottlenecks and overloading.
References:
Integrating ITIL 4 and Design Thinking | Cognixia, section "What is Design Thinking?" Service design: ITIL 4 practice guide | Axelos, section 2.1.1 ITIL 4 , DESIGN THINKING & RAPID - Devoteam, section "Design Thinking" ITIL4 meets design thinking | Axelos, section "Design thinking"
質問 # 50
デジタル組織の例はどれですか?
- A. IT を活用して「サービス デスク」業務を改善する組織
- B. IT を活用して業務プロセスをサポートする組織
- C. ITを活用して戦略の方向性を変える組織
- D. IT変革を遂げた組織
正解：C
解説：
Explanation
A digital organization is an organization that leverages digital technology to create value for its customers, employees, and other stakeholders. A digital organization is not just an organization that uses IT to support its operational processes, or an organization that has undergone an IT transformation, or an organization that uses IT to improve its 'service desk' practice. These are examples of IT-enabled organizations, but not necessarily digital organizations. A digital organization is an organization that uses IT to change its strategic direction, to create new business models, to innovate and differentiate itself from competitors, and to deliver value faster and more effectively. A digital organization is an organization that adopts a digital mindset, culture, andcapabilities to thrive in the digital era. References:
https://www.axelos.com/resource-hub/blog/itil-4-leader-dits-guide-for-digital-transformation
https://assets.website-files.com/6372a610b17ef0b86547d1ae/6400e103a11a9d3d6dc0abb7_ITIL4_Digital%20an
質問 # 51
製品が利害関係者の品質に対する期待を確実に満たすことを保証するバリュー チェーン活動はどれですか?
- A. 計画
- B. エンゲージ
- C. 取得/ビルド
- D. 設計と移行
正解：D
質問 # 52
......
合格させるITIL 4 Managing Professional ITIL-4-Transition日本語試験には63問があります：https://jp.fast2test.com/ITIL-4-Transition-JPN-premium-file.html