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  • [更新されたのは2024年]ITIL ITIL-4-Transition日本語問題準備には無料サンプルのPDF [Q29-Q48]

[更新されたのは2024年]ITIL ITIL-4-Transition日本語問題準備には無料サンプルのPDF [Q29-Q48]

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[更新されたのは2024年]ITIL ITIL-4-Transition日本語問題準備には無料サンプルのPDF

2024年最新の認定サンプル問題ITIL-4-Transition日本語問題集と練習試験合格させます

質問 # 29
リーンとアジャイルでは、ハイパフォーマンスの障壁となるものは何だと考えていますか?

  • A. 仕事の見える化
  • B. 大きなバッチサイズの作業
  • C. 引く作業と押す作業
  • D. 仕掛品の制限

正解：B


質問 # 30
カスタマージャーニーの目的はどれですか?

  • A. 成果と体験の両面から価値共創を最大化する
  • B. サービスの提供に必要なサービス利用者のリソースを理解する
  • C. ユーザーとサービス プロバイダーの間の相互作用を理解するため
  • D. サービス向上のため、お客様との接点を最大化するため

正解：A

解説：
Explanation
The customer journey is the complete end-to-end experience customers have with one or more service providers and/or their products through the touchpoints and service interactions with those providers1. The purpose of the customer journey is to understand the needs, expectations, and preferences of the customers and users, and to design, deliver, and improve services that meet those requirements and create value for them. The customer journey also helps to identify the opportunities and challenges for co-creating value with the customers and users, and to optimize the customer experience throughout the service relationship23. By mapping the customer journey, the service provider can ensure that the services are aligned with the customer outcomes and that the service interactions are positive and satisfying for the customers and users4. References:
ITIL 4 Managing Professional: Drive Stakeholder Value5, page 14, section 2.1, paragraph 1 ITIL 4 Foundation: ITIL 4 Edition, page 20, section 2.3, paragraph 2 ITIL 4 Managing Professional: Create, Deliver and Support, page 10, section 1.1, paragraph 4 ITIL 4 Managing Professional: Direct, Plan and Improve, page 12, section 1.1, paragraph 3 ITIL 4: Connecting the key concepts Part 4 | Axelos3, paragraph 2 The customer journey and ITIL 4 | Axelos1, paragraph 2 ITIL4 - Mapping the Customer Journey - ITSM Professor2, paragraph 2


質問 # 31
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. リスク管理は、専任のリスク管理者の独占的な領域です
  • B. 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
  • 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：B

解説：
Explanation
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.
References:
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 # 32
リーンとアジャイルでは、ハイパフォーマンスの障壁となるものは何だと考えていますか?

  • A. 仕事の見える化
  • B. 大きなバッチサイズの作業
  • C. 引く作業と押す作業
  • D. 仕掛品の制限

正解：B

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:


質問 # 33
組織の運用モデルとして機能するのはどれですか?

  • A. サービスバリューチェーン
  • B. 継続的改善
  • C. ITIL の指針となる原則
  • D. サービス管理の 4 つの側面

正解：A


質問 # 34
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. 高速 IT を組織全体に適用する必要があります
  • B. すべての組織が高速化の恩恵を受けます
  • C. 通常、高性能は変更の一部です。
  • 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：C


質問 # 35
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. 機械学習
  • C. スウォーミング
  • D. 情報モデル

正解：C


質問 # 36
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：
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 # 37
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. 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
  • B. 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
  • C. コミュニケーションをタイムリーに処理できない
  • D. サービス提供者と顧客スタッフの変更

正解：B

解説：
Explanation
The correct answer is C because failing to explain service provider actions that impact the customer can erode the trust and transparency that are essential for maintaining a long-term relationship. If the service provider does not communicate the reasons and consequences of their actions, the customer may feel ignored, misled, or dissatisfied. This can lead to conflicts, complaints, or even termination of the contract.
The other options are not as likely to be a threat to the relationship as option C. Scheduling interactions between customer and service provider (option A) can help to ensureregular communication and feedback, which can enhance the relationship. Changes in service provider and customer staff (option B) can be managed by ensuring a smooth handover and orientation process, which can also provide opportunities for building rapport and understanding. Failing to deal with communication in a timely fashion (option D) can cause delays and frustration, but it can be resolved by improving the communication channels and protocols, and by apologizing and explaining the reasons for the delay.
References:
ITIL 4 Managing Professional Transition Module Sample Paper - English, Question 1, 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


質問 # 38
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. アジャイル
  • B. 価値ある投資
  • 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 # 39
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. 椅子にとって何が重要かをユーザーのために決定する
  • B. ユーザーの視点で椅子を使用する
  • C. 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。
  • D. 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。

正解：C


質問 # 40
ユーザー コミュニティについて正しい記述はどれですか?

  • A. ユーザーが設定したコミュニティは、サービス プロバイダーによって認識およびサポートされる場合があります。
  • B. すべてのユーザー コミュニティには、少なくとも 1 人のスーパー ユーザーが必要です。
  • C. 非公式のユーザー コミュニティは解散し、正式なグループに統合する必要があります。
  • D. ユーザー コミュニティは、サービス プロバイダーが問題の原因を調査するために作成します。

正解：A

解説：
Explanation
User communities are groups of people who share a common interest or need related to a service or product.
They can be formal or informal, online or offline, and may be initiated by service providers or users themselves. User communities can provide valuable feedback, insights, and support for service providers, as well as enhance the user experience and satisfaction. Therefore, service providers may recognize and support user communities that are set up by users, as long as they respect their autonomy and do not interfere with their activities. User communities are not created by service providers to investigate the cause of problems (option A), nor should they be disbanded or merged into official groups (option C). User communities may or may not have super-users, who are users with advanced skills or knowledge who canhelp other users, but this is not a requirement for every user community (option D). References: ITIL 4 Foundation, page 77; ITIL 4 Specialist: Drive Stakeholder Value, page 33.


質問 # 41
IT 部門は、機能要件を満たすサービスを迅速に開発できます。しかし、これらのサービスに対する全体的な満足度は低いです。
IT 部門が直面する問題に対処しながら、新しいサービスの開発に取り掛かるための最良の方法はどれですか?

  • A. 顧客の期待に応える方法でサービスを提供するために必要な領域に優先順位を付けて、IT チームの能力を評価し、改善します。
  • B. システム要件の明確なセットを作成し、それぞれを最初から最後まで追跡して、提供されるサービスが規定の要件を満たしていることを確認します。
  • C. 顧客の意図する目標と期待を明確に理解し、それぞれを最初から最後まで追跡して、サービスが必要な結果を確実にサポートするようにします。
  • D. サービスの実装を成功させるために、できるだけ早く上級管理職を関与させて要件を定義し、「組織の変更管理」を支援します。

正解：C

解説：
Explanation
The best way to start working on developing new services while addressing the issues faced by the IT department is to develop a clear understanding of the customers' intended goals and expectations, and track each of them from start to finish to ensure that the service supports the required outcomes. This is because ITIL 4 emphasizes the importance of co-creating value with customers and focusing on the outcomes that they need and want, rather than just the outputs that the service provider delivers1. By understanding the customers' goals and expectations, the IT department can design and deliver services that are aligned with the customer's needs, preferences, and context, and that provide value for both parties2. Moreover, by tracking the customers' goals and expectations throughout the service lifecycle, the IT department can ensure that the service remains relevant, effective, and efficient, and that any changes or improvements are based on customer feedback and satisfaction3.
Developing a clear set of system requirements and tracking each of them from start to finish to ensure that the delivered service meets the stated requirements (option A) is not the best way to start working on developing new services, because it focuses on the functional aspects of the service, rather than the outcomes that the customer values. System requirements are the specifications of what the service should do, but they do not necessarily reflect the customer's needs, wants, and context. Therefore, a service that meets the system requirements may not meet the customer's expectations or provide value for them4.
Involve senior management as early as possible to define requirements and help with 'organizational change management' to ensure successful implementation of the service (option C) is not the best way to start working on developing new services, because it does not involve the customer in the service design and delivery process. Senior management may have a different perspective and agenda than the customer,and may not fully understand the customer's goals and expectations. Therefore, involving senior management alone may not result in a service that meets the customer's needs or provides value for them. Moreover, organizational change management is a process that helps the organization adapt to changes in the internal or external environment, but it does not necessarily address the issues faced by the IT department in developing new services.
Assess and improve capabilities of IT teams prioritizing areas that are required to deliver the service in a way that meets customer expectations (option D) is not the best way to start working on developing new services, because it assumes that the IT department already knows what the customer expects from the service.
However, without developing a clear understanding of the customer's goals and expectations, the IT department may not be able to identify the areas that need improvement or the capabilities that are required to deliver the service in a way that meets customer expectations. Therefore, assessing and improving capabilities of IT teams is a secondary step that should follow after developing a clear understanding of the customer's goals and expectations.
Therefore, the best way to start working on developing new services while addressing the issues faced by the IT department is to develop a clear understanding of the customers' intended goals and expectations, and track each of them from start to finish to ensure that the service supports the required outcomes.
References: 1: ITIL 4 Foundation, page 4 2: ITIL 4 Foundation, page 6 3: ITIL 4 Foundation, page 8 4: ITIL 4 Foundation, page 9 : ITIL 4 Foundation, page 10 : ITIL 4 Foundation, page 11 : ITIL 4 Foundation, page 12


質問 # 42
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。第 2 および第 3 線の解決チームには、組織で長年働いてきた専門家が多数います。組織は、サービスに多くの変更を導入する過程にあります。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 線および第 3 線の解決チームが完了すべき作業の長い未処理の作業が残っています。
この状況を解決するための最良のアプローチまたはテクニックはどれですか?

  • A. サービスの統合と管理
  • B. 機械学習
  • C. 群がる
  • D. 情報モデル

正解：C


質問 # 43
サービス関係において、消費者の役割を特定する利点は何ですか?

  • A. 効果的な利害関係者管理を可能にします
  • B. 共有サービスの期待を提供します
  • C. 顧客から制約を取り除きます
  • D. 共通の価値定義を可能にする

正解：A


質問 # 44
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. 価値の実現
  • B. 顧客エンゲージメント
  • C. サービスの価値の流れ
  • D. 実践の応用

正解：A

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 # 45
組織の顧客はこれまで、そのサービスの機能とパフォーマンスに満足してきました。しかし最近、組織はサービスのパフォーマンスと、販売やカスタマーサポートなどの分野の両方について苦情を受けるようになりました。組織はこれらの苦情に対処するために必要な情報を収集するにはどうすればよいでしょうか?

  • A. 顧客サービスのパフォーマンス指標を収集し、SLA にマッピングする
  • B. サービス対話後の満足度調査の実施
  • C. サービス レビューからのフィードバックを使用して価値の実現を評価します
  • D. カスタマー エクスペリエンスとサービス レベルの指標を収集する

正解：D


質問 # 46
サービス価値体系の要素はどれですか?

  • A. サービス提供、サービス消費、サービス関係管理
  • B. 結果、有用性、保証
  • C. ガバナンス、サービス バリュー チェーン、プラクティス
  • D. 顧客価値、ステークホルダー価値、組織

正解：C


質問 # 47
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. リスク管理は、専任のリスク管理者の独占的な領域です
  • B. 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
  • 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：B


質問 # 48
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