ITIL4-DPI Exam Dumps - ITIL 4 Strategist Questions and Answers

In DPI, KPIs must beSMART(Specific, Measurable, Achievable, Relevant, Time-bound). Option B is the only one that fully meets SMART criteria:

Specific (user satisfaction with the application),

Measurable (30% increase),

Achievable (reasonable improvement target),

Relevant (directly tied to usability),

Time-bound (six months).

Options A and D lack measurable objectivity, while C is too broad and long-term.

(Reference: ITIL® 4 Strategist DPI, section on "Measurement and reporting – setting SMART objectives and KPIs")

DPI clarifies thatgovernance always comes from the organization’s governing body. Internal service providers do not operate independently; they must follow the governance structures of the parent organization. They may only self-governif explicitly delegated authority. Option A is incorrect (governance covers internal and external). Option B is false—governance always applies. Option D is misleading; theSVS supports governance, not replaces it.

(Reference: ITIL® 4 Strategist DPI, section on "Governance in internal and external service provider contexts")

DPI highlightsSWOT analysisas a key assessment tool for mergers, acquisitions, or major integrations. SWOT helps organizations understandinternal capabilities (strengths/weaknesses)andexternal market factors (opportunities/threats). This is critical when combining practices and cultures to ensure strengths are leveraged and weaknesses are mitigated. Customer satisfaction (B) and SLA analysis (D) are narrow operational measures. Change readiness (C) is useful but does not fully assess strategic alignment.

(Reference: ITIL® 4 Strategist DPI, section on "Assessment methods – SWOT analysis in organizational change")

The DPI guidance emphasizescollaboration and visibilityas essential principles in planning. By ensuringall stakeholders at every level are engaged, the organization promotes shared ownership and transparency. “Focus on value” (A) targets alignment to business outcomes, “Think and work holistically” (B) refers to systems thinking, and “Keep it simple and practical” (D) ensures clarity. The scenario most directly reflectscollaboration and visibility.

(Reference: ITIL® 4 Strategist DPI, section on "Guiding principles – Collaborate and promote visibility")

DPI defines avalue streamas “a series of steps an organization undertakes to create and deliver products and services to consumers.” It describeshow value is created and flowsthrough the service value chain. Option A directly reflects this definition. Options B, C, and D refer to resources, guidance, or change management, not the definition of value streams.

(Reference: ITIL® 4 Strategist DPI, section on "Value stream mapping – definition and purpose")

Thecontinual improvement modelis applied to evaluate, prioritize, and implement improvements acrossservices, practices, and processes. Here, the focus is thecloud storage service, not just the practice of problem management. Option B reflects the model’s purpose—identify improvement opportunities, assess priorities, and act to prevent recurrence of failures. Options A, C, and D misapply the model to either specific practices or operational recovery, not holistic improvement.

(Reference: ITIL® 4 Strategist DPI, section on "Applying the continual improvement model to services and practices")

According to DPI,value stream mapping is collaborative. Stakeholders must work together to identify inefficiencies, optimize flow, and agree on metrics to measure improvement. Option A removes staff engagement, leading to resistance. Option B limits collaboration to documentation, not co-design. Option C addresses change attitudes, not mapping effectiveness.Collaboration + waste elimination + measurement(Option D) reflects Lean/Agile influence in DPI.

(Reference: ITIL® 4 Strategist DPI, section on "Value stream mapping – collaborative optimization")

According to DPI, thecontinual improvement team’s role is to promote a culture of improvementacross the organization. Their purpose is not to own every improvement but toempower all staff to recognize and propose improvements. By enabling knowledge, training, and cultural reinforcement, they encourage everyone to participate. Options A and C are too narrow, and D is too rigid since the continual improvement model isguidance, not a strict sequence.

(Reference: ITIL® 4 Strategist DPI, section on "Continual improvement culture and responsibilities")

In DPI, sustainable continual improvement requires embedding it into theorganization’s governance structures. Governance ensures accountability, decision-making, and cultural reinforcement that prevents improvements from being short-lived. Option A is part of the continual improvement model but does not ensure sustainability. Option B helps with funding, not culture. Option D is useful for visualization but not long-term adoption. Onlystrong governanceembeds continual improvement as anongoing culture.

(Reference: ITIL® 4 Strategist DPI, section on "Governance and continual improvement culture")

DPI’s OCM guidance emphasizesengaging stakeholders earlyand ensuring communication methods aretailored to their needs. By first discussing preferred communication methods with the remote support team (B), the organization ensures their active involvement and reduces the risk of disengagement. Option A is one-way communication. Option C is irrelevant (they don’t make financial decisions). Option D assumes one-size-fits-all, which contradicts DPI’s principle ofstakeholder-specific communication.

(Reference: ITIL® 4 Strategist DPI, section on "OCM – stakeholder engagement and communication planning")