ITIL-4-Transition日本語無料試験学習ガイド！（更新された63問あります)
ITIL-4-Transition日本語問題集にはITIL 4 Managing Professional認証済み試験問題と解答
質問 # 14
組織が高速化への変革を遅らせる最も可能性の高い理由は何ですか?
- A. 組織は急速に変化する顧客ニーズに直面しています
- B. 組織は高いレベルの情報セキュリティを維持する必要がある
- C. 組織は文化的な変化を受け入れる準備ができていません
- D. 組織は高レベルの IT サービス可用性を必要としています
正解：C
解説：
Explanation
The most likely reason for an organization to delay a transformation to high velocity is that the organization is not ready for a cultural change. High velocity IT requires a significant shift in the mindset, values, and behaviors of the organization and its people, as well as the adoption of new ways of working, such as agile, lean, and DevOps. These changes can be challenging and disruptive for some organizations, especially those that have a traditional, hierarchical, or siloed culture. Therefore, the organization may need to assess its readiness and willingness for a cultural change before embarking on a transformation to high velocity IT. This reason is supported by the following references:
ITIL 4 Specialist: High-velocity IT explores the ways in which digital organizations and digital operating models function in high velocity environments1 ITIL 4 High-velocity IT: the digital enterprise2 ITIL4 Specialist: High Velocity IT3
質問 # 15
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. サービスデスク従業員の労働時間の測定と報告
- C. サプライヤー関連のサービス中断回数の測定と報告
- D. 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
正解：A
質問 # 16
価値主導、データ主導、ユーザー中心のサービス設計の方法はどれですか?
- A. バランス スコアカード
- B. MoSCoW方式
- C. 利害関係者分析
- D. デザイン思考
正解：B
解説：
Explanation
Differential charging is a mechanism that allows the service provider to charge different prices for the same service depending on some pre-defined parameters, such as time of day, location, demand, etc. This way, the service provider can optimize the use of resources and encourage or discourage the consumption of the service at certain times or places. For example, a telecom operator may charge more for a phone call during peak hours than during off-peak hours. This is different from other charging mechanisms, such as:
Cost: The service provider charges the customer the exact amount of money that it costs to deliver the service, without any profit margin or overhead.
Cost plus: The service provider charges the customer the cost of delivering the service plus a fixed percentage or amount of profit.
Market price: The service provider charges the customer the price that is determined by the supply and demand of the service in the market, regardless of the actual cost of delivering the service. References:
Service financial management: ITIL 4 Practice Guide, section 2.2.1
Charging and ITIL Financial Management - What are the options?, section "Internal services - Living on the safe side"
質問 # 17
Web ホスティング プロバイダーは、サービス サポートに「シフト レフト」アプローチをさらに適用することを決定しました。プロバイダーは、ユーザーがビデオ チュートリアルや、インスタント メッセージングやソーシャル ネットワークを介したコミュニケーションを好むことを知っています。
ユーザーがサポートにアクセスする方法を拡張し、ユーザー エクスペリエンスを向上させるために、サービス プロバイダーは何を使用する必要がありますか?
- A. オムニチャネル管理
- B. サービスの相互作用方法
- C. サービスレベル管理
- D. ベネフィット依存ネットワーク
正解：A
質問 # 18
デザイン思考とサービスドミナント ロジックの共通点は何ですか?
- A. どちらも明確に定義された要件と受け入れ基準が必要です
- B. どちらも、お客様のニーズを確実に満たすためにお客様と協力することを含みます
- C. 製品の機能と新機能の構築の両方に焦点を当てています。
- D. どちらも消費者のニーズと問題のみに焦点を当てています
正解：B
解説：
Explanation
Design thinking and service-dominant logic have in common that both involve collaborating with customers to ensure their needs are met. Design thinking is a human-centered approach to problem solving that emphasizes empathy, creativity, and experimentation. Service-dominant logic is a framework for understanding value creation, which focuses on the exchange of services between two or more entities. Both concepts share the following principles:
Value is co-created by the provider and the customer in the context of use. The provider does not deliver value, but rather offers value propositions that the customer can accept or reject. The customer is an active participant in the value creation process, not a passive recipient of goods or services.
The customer is the ultimate judge of value. The provider cannot determine the value of the offering in advance, but rather has to understand the customer's needs, preferences, and expectations. The provider has to engage with the customer in an ongoing dialogue and feedback loop to ensure that the offering meets or exceeds the customer's expectations.
The offering is a holistic solution that integrates goods, services, and experiences. The provider does not differentiate between tangible and intangible products, but rather offers a complete solution that addresses the customer's problem or opportunity. The provider has to design the offering in a way that delivers a positive customer experience and enhances the customer's well-being. References:
Exploring Overlaps and Differences in Service Dominant Logic and Design Thinking Service-Dominant Logic: Key Principles and History Service-Dominant Logic and How It Reframes Our Business Operations The New Paradigm: H2H Marketing
質問 # 19
カスタマージャーニーを説明しているのはどれですか?
- A. 顧客がサービス プロバイダーと得られるエンドツーエンドのエクスペリエンス
- B. サービスプロバイダーが新規顧客を獲得するために行うアクション
- C. サービスを利用するためにユーザーが行う行為
- D. サービス利用者がサービスプロバイダーから得られるエクスペリエンス
正解：A
解説：
Explanation
The correct answer is B. The end-to-end experience customers have with service providers. This is because the customer journey is a term that describes the complete lifecycle of a customer's interaction with a service provider, from the initial awareness and engagement, to the purchase and consumption, to the retention and advocacy12. The customer journey helps to understand the customer's needs, expectations, emotions, and satisfaction at each touchpoint, and to identify the opportunities for improvement and innovation.
A: The actions that the user undertakes to be able to use the service is not the correct answer, because this is only a part of the customer journey, not the whole definition. The user is the person who uses the service, not necessarily the person who pays for it or decides to use it. The actions that the user undertakes to be able to use the service are also known as the user journey, which is a subset of the customer journey12.
C: The actions that the service provider takes to attract new customers is not the correct answer, because this is also only a part of the customer journey, not the whole definition. The service provider is the organization that provides the service, not the customer. The actions that the service provider takes to attract new customers are part of the marketing and sales activities, which are the first stages of the customer journey12.
D: The experience the service user gets from the service provider is not the correct answer, because this is also only a part of the customer journey, not the whole definition. The service user is another term for the user, who may or may not be the customer. The experience the service user gets from the service provider is part of the service delivery and support activities, which are the middle stages of the customer journey12. References:
ITIL 4 Managing Professional Transition Module Sample Paper - English, page 11, question 4, answer B ITIL 4 Managing Professional Transition Module Candidate Syllabus - English, page 12, learning outcome 1.6
質問 # 20
価値主導、データ主導、ユーザー中心のサービス設計の方法はどれですか?
- A. デザイン思考
- B. バランス スコアカード
- C. 利害関係者分析
- D. MoSCoW方式
正解：A
質問 # 21
ある企業が、IT が新しいシステムをサポートする方法を変えた新しいグローバル ライン オブ ビジネスを開始しました。必要な変更に関する双方向のコミュニケーションが緊急に必要であることを認識した IT マネージャーは、スタッフ ミーティングで議題を決めるよりも、フィードバックを得るためのより良い方法を見つけようとしています。
効果的なフィードバック チャネルを確立するための最良のアプローチはどれですか?
- A. スタッフがアポなしで立ち寄って、懸念事項を話し合うことを奨励するオフィスアワーを設定します。
- B. 個々のチームが社内でどのようにコミュニケーションしているかを調査し、最も一般的なコラボレーション ツールを使用してフィードバックを収集します。
- C. スタッフとの双方向のコミュニケーションを促進するためのコラボレーション ツールを選択して実装するプロジェクトを開始します。
- D. 明確かつ一貫して変化を伝える印刷された週刊ニュースレターを発行する
正解：C
質問 # 22
オンボーディングにはどれが含まれますか?
1. お客様とのサービス目標の交渉
2. 新しい消費者の意識を高める
3. サービス提供のためのリソースの確保
4. サービス コンポーネントとインフラストラクチャの設計
- A. 1 と 2
- B. 3 と 4
- C. 1 と 4
- D. 2 と 3
正解：D
解説：
Explanation
Onboarding is one of the six activities in the service value chain, which is the set of interconnected activities that an organization performs to deliver a valuable product or service to its consumers and other stakeholders1. Onboarding involves providing the consumer with the agreed service and ensuring that they can use it as intended1. This includes building awareness of the new consumer, such as informing them about theservice features, benefits, and costs, as well as ensuring resources are prepared for service provision, such as allocating staff, equipment, and facilities2. Negotiating service targets with customers is part of the engage activity, which involves understanding the needs and expectations of the stakeholders and establishing agreements on how to meet them1. Designing the service components and infrastructure is part of the design and transition activity, which involves ensuring that products and services continually meet stakeholder expectations for quality, costs, and time to market1. References:
ITIL 4 Foundation: Service Value Chain
Transforming customer journeys with ITIL 4 DSV
質問 # 23
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. サービス提供者と顧客スタッフの変更
- C. コミュニケーションをタイムリーに処理できない
- 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：C
質問 # 24
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. 組織構造
- 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. 従業員満足度測定
正解：A
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 # 25
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. 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
- C. 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
- 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 # 26
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. 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
- B. 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
- C. 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
- D. 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
正解：A
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 # 27
ソフトウェア開発チームは、多くの新しいアプリケーションとサービスを開発する予定です。これを達成するには、さまざまな実践からの貢献が必要です。これらの活動をどのように組み合わせる必要がありますか?
- A. ソフトウェア開発マネージャーは、すべての実践の要件を定義し、それらがサービス全体に確実に貢献するようにする必要があります。
- B. 「サプライヤー管理」慣行からのガイダンスを使用して、業務は相互にサプライヤーとして機能する必要があります。
- C. バリュー ストリームは、必要なすべての実践からの活動を含むように設計される必要があります。
- D. 各プラクティスは、生成する出力と、成功するために必要な入力を定義する必要があります。
正解：C
質問 # 28
大規模な多国籍組織の CIO は、IT 部門全体のパフォーマンスが悪いことに気付きました。CIO は、IT 部門全体のパフォーマンスを向上させるために、スタッフの行動パターンを変えることに取り組んでいます。
次のうち、スタッフの行動を改善するのに最も役立つのはどれですか?
- A. かんばんボードを採用して、ソフトウェア開発チーム間の作業の流れを視覚化する
- B. ソフトウェアを迅速にデプロイするための CI/CD ツールの実装
- C. 学習の機会を提供する、失敗しても安全な実験の実行
- D. 作業項目間の「遅延のコスト」を比較して、財務的に価値のある作業が優先されるようにする
正解：C
解説：
Explanation
Running safe to fail experiments that provide learning opportunities is the best option to improve staff behaviour, as it aligns with the ITIL 4 guiding principle of progress iteratively with feedback1. This principle encourages the use of experimentation and learning from failures to improve the service and the organization. By running safe to fail experiments, the staff can test new ideas, learn from the outcomes, and adapt their behaviour accordingly. This can foster a culture of innovation, collaboration, and continuous improvement in the IT department. The other options are not directly related to improving staff behaviour, but rather to improving the efficiency and effectiveness of the service delivery. Comparing the cost of delay between work items to ensure that financially valuable work is prioritized is a technique for value stream optimization, which is part of the ITIL 4 practice of service value stream management2. Implementing CI/CD tools to deploy software quickly is a method for achieving high-velocity IT, which is one of the ITIL 4 specialist modules3. Adopting Kanban boards to visualize the flow of work across software development teams is a tool for implementing agile and lean approaches, which are also part of the ITIL 4 framework3. While these options may have some positive impact on staff behaviour, they are not the primary focus or the best way to achieve it. References: 3, 2, 1
質問 # 29
ある Web ホスティング プロバイダーは、サービス サポートにさらに「シフト レフト」アプローチを適用することを決定しました。プロバイダーは、ユーザーがインスタント メッセージングやソーシャル ネットワークを介したコミュニケーションだけでなく、ビデオ チュートリアルを好むことを知っています。
ユーザーがサポートにアクセスする方法を拡張し、ユーザー エクスペリエンスを向上させるには、サービス プロバイダーは何を使用する必要がありますか?
- A. 利益依存関係ネットワーク
- B. オムニチャネル管理
- C. サービス対話方式
- D. サービスレベル管理
正解：B
質問 # 30
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. 組織構造
- 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. 従業員満足度測定
正解：A
質問 # 31
ITIL の基本原則を考慮すべき 2 つの状況はどれですか?
1. あらゆる取り組みにおいて
2. ステークホルダーとのあらゆる関係において
3. 原則が関連する特定の取り組みのみ
4. 原則が関連する特定の利害関係者関係のみ
- A. 1 と 2
- B. 2 と 3
- C. 3 と 4
- D. 1 と 4
正解：A
質問 # 32
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. 安全文化
- C. 価値ある投資
- D. デザイン思考
正解：B
質問 # 33
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. 排除できるムダの領域を伝える
- B. 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
- C. 変化に抵抗するスタッフの是正計画を作成する
- D. 変化の内容とその価値を明確に示す
正解：D
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 # 34
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. ITIL の指針となる原則
- C. サービス管理の 4 つの側面
- D. 継続的改善
正解：A
解説：
Explanation
The correct answer is B. The service value chain because it is the core component of the ITIL 4 service management framework that describes how an organization orchestrates its IT capabilities to achieve its strategic objectives. The service value chain is an operating model that covers all the key activities to flexibly manage products and services1. It consists of six interconnected value chain activities: plan, improve, engage, design and transition, obtain/build, and deliver and support2.
Option A is not correct because the four dimensions of service management are not an operating model, but rather a holistic perspective that should be considered for the effective and efficient facilitation of value co-creation2. The four dimensions are: organizations and people, information and technology, partners and suppliers, and value streams and processes2.
Option C is not correct because the ITIL guiding principles are not an operating model, but rather a set of recommendations that can guide an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure2. The ITIL guiding principles are: focus on value, start where youare, progress iteratively with feedback, collaborate and promote visibility, think and work holistically, keep it simple and practical, and optimize and automate2.
Option D is not correct because continual improvement is not an operating model, but rather a recurring organizational activity performed at all levels to ensure that an organization's performance continually meets stakeholders' expectations2. Continual improvement is based on the continual improvement model, which consists of four steps: what is the vision, where are we now, where do we want to be, and how do we get there2.
References: : ITIL 4 Models - A New Operating Model in ITIL 4 - KnowledgeHut : ITIL 4 Managing Professional Transition Course Online - Simplilearn
質問 # 35
サービス サポート エージェントは、不満を抱いたユーザーからの電話に応じてサポート アクションを調整します。この動作を説明する概念はどれですか?
- A. ポジティブなコミュニケーション
- B. 従業員満足度管理
- C. 顧客志向
- D. チーム文化
正解：C
質問 # 36
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. 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
- B. サービス対話後の満足度調査の実施
- C. 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
- D. 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
正解：A
解説：
Explanation
The best way for the organization to collect the information needed to address the complaints is to collect customer experience and service level metrics. Customerexperience metrics are measures of how customers perceive the quality and value of the service and the interactions they have with the service provider. Service level metrics are measures of how well the service meets the agreed requirements and expectations of the customers and users. By collecting both types of metrics, the organization can identify the gaps and issues in the service delivery and the customer journey, and take actions to improve them. Some examples of customer experience metrics are customer satisfaction, net promoter score, customer effort score, and customer loyalty.
Some examples of service level metrics are availability, reliability, performance, and incident resolution time.
References:https://www.axelos.com/resource-hub/blog/itil-4-leads-to-value
https://www.genroe.com/blog/what-is-the-role-of-customer-feedback-in-the-itil-framework/861
質問 # 37
サービスプロバイダーの観点から、デジタル製品のライフサイクルはどのように始まりますか?
- A. オンボード mg の顧客と一緒に
- B. 顧客のオフボーディングに伴い
- C. 市場機会の探索
- D. 価値共創で
正解：C
解説：
Explanation
According to ITIL 4, the digital product lifecycle is a model that describes how digital products are created, delivered, and operated. The digital product lifecycle starts with the exploration of market opportunities, where the service provider identifies the needs and expectations of potential customers and stakeholders, and evaluates the feasibility and viability of creating a digital product that can meet those needs and expectations.
The exploration phase involves activities such as market research, customersegmentation, value proposition design, prototyping, and testing. The exploration phase aims to validate the problem-solution fit and the product-market fit of the digital product idea, and to generate feedback and insights that can inform the subsequent phases of the digital product lifecycle. References:
Digital product lifecycle: more speed, less chaos | Axelos
ITIL 4 High-velocity IT (HVIT) - Your companion to the ITIL 4 Managing Professional HVIT certification
質問 # 38
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. 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。
- C. 椅子にとって何が重要かをユーザーのために決定する
- 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：D
質問 # 39
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