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PeopleCert ITIL-DSV Exam Questions
- PeopleCert ITIL Certifications
- PeopleCert ITIL 4 Specialist Certifications
- Topic 1: Understanding Stakeholder Needs and Expectations: This module guides IT service managers and professionals in identifying, assessing, and prioritizing the needs and expectations of diverse stakeholders, including customers, employees, partners, and regulators.
- Topic 2: Customer Experience Management: In this module, IT service managers and customer experience professionals will gain a deeper insight into the principles of creating and sustaining a positive customer experience. It focuses on strategies to ensure that services are designed and delivered with the customer as the central focus, thereby enhancing overall satisfaction.
- Topic 3: Service Relationships: This module teaches service relationship managers and IT professionals how to effectively manage relationships with various stakeholders, including customers, users, suppliers, and partners. It emphasizes the development of strong, collaborative relationships that are crucial for supporting service delivery and fostering value creation.
- Topic 4: Value Co-creation: In this module, IT service managers and business leaders will delve into the concept of value co-creation, learning how value is not merely delivered to customers but is also created collaboratively with them. The module highlights the significance of engaging customers as active partners in the service process.
- Topic 5: Service Level Management: This module equips IT service managers and service level managers with the skills to establish, monitor, and report on service levels to ensure they meet stakeholder requirements and agreements.
- Topic 6: Service Metrics and KPIs: In this module, IT service managers and performance analysts will learn how to define and utilize key performance indicators (KPIs) and metrics to measure, report, and enhance service performance.
- Topic 7: Customer Journey Mapping: This module provides customer experience professionals and service designers with the tools to map the customer journey. It involves identifying critical touchpoints, pinpointing pain points, and discovering opportunities for enhancing the customer experience, leading to improved service outcomes.
- Topic 8: Communication and Collaboration: In the final module, IT service managers and communication specialists will develop the skills needed to foster positive relationships with stakeholders through effective communication and collaboration.
Free PeopleCert ITIL-DSV Exam Actual Questions
Note: Premium Questions for ITIL-DSV were last updated On Jul. 19, 2025 (see below)
A service provider is onboarding a large customer with a complex user base. It is advised that the service provider manages this as a:
When onboarding a large customer with a complex user base, the service provider needs to manage various interrelated projects and activities that contribute to the overall outcome. This scenario requires a coordinated approach that can handle complexity, scale, and the need for multiple outcomes.
Programme:
A programme is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. In the context of onboarding a large and complex customer, a programme ensures that all projects and activities are aligned with the overall objectives, facilitating effective management of dependencies, risks, and resources.
Project:
A project typically focuses on delivering a specific output within a defined timeframe. While projects are essential components of a programme, managing the onboarding of a large, complex customer as a project alone would not address the multiple, interrelated aspects that need to be coordinated.
Emergency Change:
Emergency changes are unplanned and typically implemented to resolve a major incident or prevent a significant disruption. This is not relevant to the scenario of customer onboarding.
Normal Change:
Normal changes are pre-approved, routine changes that follow a standard process. Managing the onboarding of a large customer is far more complex than what normal change processes handle.
Conclusion: Managing the onboarding of a large customer with a complex user base should be done as a programme, which allows for coordinated management of multiple related projects and activities to achieve the overall strategic goals.
What is an attribute of a strategic partnership?
An attribute of a strategic partnership is that 'Trust needs to be developed.' ITIL 4 highlights that strategic partnerships are built on mutual trust and long-term collaboration rather than short-term, transactional relationships. Trust is essential for the sharing of knowledge, resources, and risks, which are critical elements in a strategic partnership.
Through a virtual call with the Service Manager, a top consumer is complaining about the response time of the staff o delivering new laptops. However, all targets are met. The Service Manager listens to the issue, considers its importance, and proposes to review the Service Level Agreement. Which type of listening is the most appropriate for this situation?
In ITIL 4, especially in the 'Drive Stakeholder Value' module, empathic listening is crucial when dealing with customer complaints, especially when they concern service perceptions that are not fully addressed by meeting formal targets. Empathic listening involves fully understanding the customer's feelings and concerns and responding in a way that shows genuine care and willingness to improve the service experience.
Option A (Incorrect): Positive Listening may involve an upbeat, affirmative approach but lacks the depth of understanding needed in this scenario.
Option B (Incorrect): Attentive Listening involves focusing on the speaker and their message but may not fully engage with the emotional content of the message.
Option C (Incorrect): Selective Listening refers to focusing on parts of the conversation, which is not appropriate in a situation requiring full understanding and empathy.
Option D (Correct): Empathic Listening is the correct answer. The Service Manager's willingness to consider the importance of the issue and propose a review of the Service Level Agreement shows an understanding of the customer's concerns beyond just the factual data.
An organization finds value in moving to a 'platform as a service' solution. The organization understands that it is crucial to optimize its own way of working to make this a success. What is this an example of?
In ITIL 4, a 'Co-creation Relationship' is a collaborative approach where both the service provider and the service consumer work closely together to create value. In this scenario, the organization understands the importance of optimizing its own way of working to successfully leverage a 'Platform as a Service' (PaaS) solution. This demonstrates a recognition that both parties must contribute actively to the success of the service, which is the essence of co-creation.
Option A (Incorrect): A partnership is broader and may involve various degrees of collaboration but doesn't necessarily emphasize the mutual creation of value as strongly as co-creation does.
Option B (Incorrect): A Basic Relationship is more transactional and does not involve the deep collaboration needed to optimize working processes for a PaaS solution.
Option C (Incorrect): A Cooperative Relationship involves some level of collaboration but not to the extent where both parties are jointly optimizing their processes to create value.
Option D (Correct): This is the correct answer. Co-creation is key in scenarios where success depends on the joint efforts of the service provider and the consumer, such as in adopting a PaaS solution.
An organization is selecting a service to develop strategic services. As you are leading the selection process, what would NOT be one of the factors that you will explore?
In selecting a service to develop strategic services, the concern for common goals is not typically a factor that would be explored. Strategic service development focuses more on the service's ability to produce results, improve over time, and perform as expected, rather than aligning with common goals.
The ITIL 4 Service Design and Strategy Management practices emphasize the importance of assessing a service's capability to meet strategic objectives, improve continuously, and deliver the expected outcomes. The key considerations include the ability to achieve the desired results, adaptability, and alignment with the organization's strategic direction, rather than a generalized concern for common goals, which is more of a collaborative or teamwork-related concern rather than a selection criterion.
Therefore, while common goals are important in broader organizational contexts, they are not a primary factor in selecting a service for strategic development.
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