ITIL ITIL-4-Transition Exam With Confidence Using Practice Dumps

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 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
• ITIL®4 Specialist: High Velocity IT3

Resilient operations is the high velocity IT objective that considers an organization’s ability to continue providing business services when disruptive events affect its digital products. Resilient operations ensure the availability, reliability, and performance of the digital products and services, as well as the ability to recover quickly from failures and incidents. Resilient operations also involve proactive practices such as technical debt management, chaos engineering, and site reliability engineering, which aim to improve the quality and resilience of the digital solutions. References:

• ITIL® 4 High-velocity IT (HVIT) - Your companion to the ITIL 4 Managing Professional HVIT certification, Chapter 7: Ensuring resilient operations
• ITIL 4 Specialist: High-Velocity IT Training, Course Outline, Module 2: The digital product lifecycle