ITIL-4-Transition ITIL 4 Managing Professional Transition Exam Free Practice Exam Questions (2025 Updated)

Value stream mapping is a lean tool that documents the step-by-step processes required to bring a product or service to market. It helps visualize, analyze, and improve all the steps involved by identifying waste and reducing process cycle times. The ultimate goal of VSM is to create more value for customers while improving overall efficiency1. An organization that receives a high volume of calls from users complaining that their issues are not being resolved efficiently should use value stream mapping to help understand the end-to-end flow of user support. By laying out each step in detail within the user support process, VSM helps the organization better understand and more easily identify optimization opportunities. VSM also helps the organization see more than waste in their user support process, including the sources of waste, the value-adding and non-value-adding activities, the material and information flow, and the decisions that affect the flow2. Using value stream mapping, the organization can create a current state map that shows the actual condition of the user support process, and a future state map that shows the target image of how the user support process should work after making improvements. VSM also forms the basis of an implementation plan, a blueprint for improvement, that helps the organization design how the whole user supportprocess should operate2. Therefore, using value stream mapping is the first step the organization should take to start to improve the situation. References:

Understanding the Fundamentals of Value-Stream Mapping

Value stream mapping: Examples, process, template, and symbols

The correct answer is D. Identifying and making request for outstanding payments for the service. This is because the service provider should ensure that the financial obligations of the customer are fulfilled before the service is terminated. The service provider should also update the billing and accounting records, and close any open invoices or disputes related to the service12.

A. Ensuring that user access rights are revoked for all services is not the correct answer, because the service provider should only revoke the user access rights for the service that is being retired, not for all services. The service provider should also ensure that the customer data and assets related to the service are securely deleted or transferred, and that the service provider staff are reassigned or released12.

B. Providing information to users about how to contact the service desk is not the correct answer, because the service desk is not relevant for the service that is being retired. The service provider should provide information to users about how to access alternative or replacement services, if any, and how to provide feedback or complaints about the service retirement process12.

C. Creating training schedules for users on how to use the service is not the correct answer, because the service is being retired, not introduced. The service provider should not invest any resources or efforts in training users on how to use a service that will no longer be available. The service provider should instead focus on communicatingthe service retirement plan and timeline, and managing the expectations and emotions of the users12. References:

ITIL 4 Managing Professional Transition Module Sample Paper - English, page 10, question 3, answer D

ITIL 4 Managing Professional Transition Module Candidate Syllabus - English, page 11, learning outcome 1.5

Limiting work-in-progress (WIP) is a technique that involves setting a maximum number of tasks that can be in progress at any given stage of the workflow. This helps to reduce the amount of time that tasks spend waiting in queues, which improves the flow of work and reduces the lead time. Limiting WIP also encourages the team to focus on completing the tasks that are already started, rather than starting new ones, which improves the quality and value of the work. Limiting WIP is a key practice of Kanban, which is one of the methods covered in the ITIL 4 Managing Professional Transition module. References:

Limiting Work in Progress (WIP) in Scrum with Kanban - What / When / Who / How

The Surprising Impact of Limiting Work in Progress on the Flow of Work …

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

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[ITIL 4 Foundation: ITIL 4 Edition], Chapter 4, Section 4.2.50,

 An ‘outside in’ approach is one that focuses on the customer perspective and value, rather than the internal processes and governance of the IT organization. According to ITIL 4, this approach helps to co-create value with customers and users, and align the IT services with the business strategy and outcomes. Therefore, conducting customer and user satisfaction surveys to gather feedback on how customers and users perceive the support of IT services is an example of an ‘outside in’ approach, as it helps to understand the customer needs, expectations, and experiences. The other options are examples of an ‘inside out’ approach, as they focus on the internal aspects of the IT organization, such as the suppliers, the technical teams, and the software tools, rather than the customer value and outcomes. References:

ITIL and Value: Co-Creating Value in Organisations with ITIL 4™1

Using ITIL to move to a service culture2

ITIL 4 Managing Professional Transition Module

ITIL 4 Managing Professional Transition Module - Courseware

 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

The ITIL guiding principle of start where you are advises service providers to avoid starting from scratch when improving services, but rather to assess the current state and use existing services, processes and tools as a basis for improvement. This principle helps to avoid wasting resources, reinventing the wheel, or losing useful elements of the current state. It also helps to identify and leverage the strengths, weaknesses, opportunities and threats of the current situation. References:

ITIL 4 Managing Professional Transition Module, page 16

ITIL 4 Foundation: Complete Course with 2 Practice Exams, section 3.2.3

The 7 Guiding Principles of ITIL 4 - IFS Blog, paragraph 2

The 7 ITIL 4 Guiding Principles: Explained in Detail, paragraph 5

 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

This is the best approach because it ensures that the policy is aligned with the needs and expectations of all the parties involved in incident management. It also fosters a culture of collaboration and trust among the teams, which can improve the efficiency and effectiveness of incident resolution. By involving all the teams in the policy development, the organization can also leverage the experience and knowledge of the staff, and identify any potential gaps or issues that may arise in the incident management process. This approach is consistent with the ITIL 4 guiding principles of collaborate and promote visibility, focus on value, and keep it simple and practical12. References:

ITIL 4 Managing Professional Transition Module Sample Paper - English3, page 7, question 2, answer B

ITIL 4 Foundation: ITIL 4 Edition4, page 20, section 2.3, paragraph 2

ITIL 4 Managing Professional: Create, Deliver and Support5, page 10, section 1.1, paragraph 4

ITIL 4 Managing Professional: Direct, Plan and Improve, page 12, section 1.1, paragraph 3

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

Digital transformation is the process of using digital technologies to create new or modify existing business processes, culture, and customer experiences to meet changing business and market requirements1. It is not just about implementing new technology, but also about changing the way an organization operates and delivers value to its customers. High velocity IT is one of the four dimensions of service management in ITIL 4, which refers to the rapid delivery and operation of IT-enabled products and services that can continuously evolve2. Digital organization and IT transformation are not specific terms defined in ITIL 4, but they could be related to digital transformation in some contexts. References:

ITIL 4 and Digital Transformation

[ITIL 4 Foundation: High Velocity IT]

 The best approach for validating service value in a partnership relationship with a service consumer is to work together to identify methods of checking service value andcheck that value propositions are still valid. This is because this approach aligns with the ITIL 4 guiding principles of focus on value, collaborate and promote visibility, and progress iteratively with feedback1.

By working together, the service provider and the service consumer can co-create value and ensure that the services delivered meet the needs and expectations of the service consumer and other stakeholders. They can also share information and feedback, and adjust the services accordingly to respond to changing requirements and opportunities. Moreover, they can jointly define the criteria and indicators for measuring and validating the value of the services, such as the outcomes, costs, risks, and benefits23.

The value propositions of the services are the statements that describe the benefits and value that the services offer to the service consumer and other stakeholders. They are based on the understanding of the service consumer’s needs, preferences, and goals. The value propositions should be regularly reviewed and validated to ensure that they are still relevant and accurate, and that they reflect the current and future value of the services45.

The other options are not the best approach for validating service value, because they are either too narrow, too passive, or too reactive. They do not involve the active collaboration and co-creation of value between the service provider and the service consumer, nor do they account for the complexity and agility of the services provided.

References: 1: ITIL 4 Foundation: ITIL 4 Edition, AXELOS, 2019, p. 13-15 2: ITIL 4 Direct, Plan and Improve, AXELOS, 2019, p. 97-98 3: Reporting on value in service management, AXELOS, 2021, 3 4: ITIL 4 Create, Deliver and Support, AXELOS, 2019, p. 17-18 5: ITIL 4 Drive Stakeholder Value, AXELOS, 2019, p. 25-26

 A value stream is a way of describing how an organization responds to specific types of demand and opportunity, by combining and integrating various activities from different practices. A value stream is based on the service value chain, which is a flexible operating model that outlines the key activities required to facilitate value creation through the delivery 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 can be supported by one or more practices, which are sets of organizational resources and capabilities that help perform work or accomplish an objective. By designing a value stream that includes activities from all practices that are needed, the software development team can ensure that they are creating value for their customers and users, as well as capturing value for themselves and other stakeholders. A value stream also helps to optimize the use of resources, eliminate waste, and improve efficiency and effectiveness. References:

ITIL 4 Foundation: ITIL 4 Edition, section 4.2.1

ITIL 4 Value System: Chain and Stream Differences | SysAid, section “Value Streams”

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”

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

 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

ITIL®4 Service Value Chain [ITIL4 SVC Activities with Examples], section “ITIL ® 4 Service Value Chain Model”

 The most appropriate approach for the service provider is to use a mix of communication methods and ensure that a feedback mechanism is included that allows anonymity to be retained if desired. This is because the service provider expects resistance to the changes and would like to manage communication in a sensitive way. By using a mix of communication methods, the service provider can reach a wider audience and cater to different preferences and needs of the staff. By ensuring that a feedback mechanism is included, the service provider can collect valuable input from the staff and address any concerns or issues that may arise. By allowing anonymity to be retained if desired, the service provider can encourage honest and candid feedback from the staff and avoid any fear of retaliation or negative consequences. This approach is aligned with the ITIL guiding principles of collaborate and promote visibility, keep it simple and practical, and optimize and automate12. It also follows the ITIL best practices for effective communication, such as communication is a two-way process, timing andfrequency matter, and there is no single method of communication that works for everyone34. References:

The 7 Guiding Principles of ITIL 4 - IFS Blog1

The 7 Guiding Principles of ITIL 4: Practical Advice to Help You Make Decisions2

Using ITIL’s concepts: 5 principles of good communication3

Importance of IT Communications in ITIL Implementation - Invensis Learning4