A financial services organization is planning to introduce a new mobile banking application. The development team follows an Agile methodology with two-week sprints. The operations team, however, adheres to a traditional monthly release schedule for infrastructure changes. This misalignment has caused significant delays in previous projects. Which ITIL concept should be prioritized to bridge the gap between these two teams and improve the flow of value?
A logistics company has automated its warehouse management system. A key performance indicator (KPI) for the 'incident management' practice is 'time to restore service'. However, the team is struggling because different types of failures require vastly different resolution approaches. For example, a software bug takes hours to patch, while a stuck conveyor belt can be fixed in minutes by on-site staff. How should the company refine its measurement approach for this KPI to provide more meaningful insights?
A software-as-a-service (SaaS) provider is adopting a continuous delivery model. They need to ensure that new features are released frequently without compromising service stability. The current change enablement process requires a full review by the Change Advisory Board (CAB) for every single code commit, which is not feasible. Which TWO of the following approaches should be integrated into their value stream to support this goal? (Select TWO).
A service desk uses a tiered support model (L1, L2, L3). They are experiencing high resolution times because tickets are frequently passed between teams, with each transfer adding to a new queue. A review finds that many L2 and L3 engineers have specialized knowledge that could have resolved incidents at the first point of contact if they had been involved earlier. Which operating model should the organization adopt to address this issue most effectively?
True or False: In the context of ITIL 4, 'Service Integration and Management' (SIAM) is primarily focused on creating a separate, isolated value stream for each individual supplier to ensure accountability.
**Case Study:** A healthcare organization, MedInnovate, provides a critical patient data management service to hospitals. The service has a strict Service Level Agreement (SLA) requiring 99.95% availability. The current infrastructure is hosted on-premises and managed by a dedicated operations team. The development team releases new software updates on a quarterly basis using a 'big bang' deployment approach during a scheduled weekend maintenance window. Recently, a major incident occurred after a quarterly release, causing a 6-hour outage and a significant SLA breach. A post-incident review revealed that the failure was due to an unforeseen incompatibility between the new software and a patched operating system component. The issue was not detected during pre-production testing because the test environment was not an exact replica of production. MedInnovate's leadership wants to adopt a modern approach to software delivery that significantly reduces the risk of release-related outages while enabling more frequent updates. They have a mandate to minimize downtime during deployments and improve the ability to recover quickly from any failures. Which deployment method should MedInnovate adopt to BEST meet these new requirements?
A development team is building a new e-commerce service. To accelerate development, they decide to use a third-party payment processing API. During the 'design and transition' value chain activity, what is the MOST important consideration regarding this third-party component?
An organization is creating a value stream for fulfilling standard employee hardware requests (e.g., new laptops). The process involves multiple steps: user request, manager approval, IT procurement, device configuration, and finally, delivery to the user. Which ITIL practice is primarily responsible for managing the user-facing part of this process and ensuring efficient fulfillment?
A development team has adopted a 'shift-left' testing approach. They have integrated automated unit, integration, and security tests directly into their CI/CD pipeline. What is the PRIMARY benefit of this approach for the 'service validation and testing' practice?
A company is experiencing recurring failures with its customer relationship management (CRM) service. The incident management team is effective at restoring the service each time it fails, but the underlying cause is never identified, leading to repeated disruptions. Which ITIL practice should be initiated to address the root cause of these recurring incidents?