ITIL ITIL4-DPI ITIL 4 Strategist: Direct, Plan and Improve (DPI) Exam Practice Test

DPI stresses that KPIs should directly measureprogress toward the defined success factor. Here, the success factor isimproved user satisfaction with the service desk. Increasing the number of calls resolvedwithout escalation(Option B) directly contributes to satisfaction: faster resolutions, fewer transfers, and better customer experience. Options A and C measure efficiency but not directly user satisfaction. Option D worsens satisfaction by increasing wait times.

(Reference: ITIL® 4 Strategist DPI, section on "Defining and measuring critical success factors and KPIs")

In DPI,planning and risk management are inseparable. Every plan should consider uncertainties and include mitigation strategies. Option B captures this integration directly. Option A is misleading: both planning and risk management happen at all levels. Option C partially reflects the relationship but is incomplete. Option D contradicts DPI guidance:risk management is an organizational responsibility, not just for specialists.

(Reference: ITIL® 4 Strategist DPI, section on "Integration of planning and risk management")

DPI clarifies thatgovernance always comes from the organization’s governing body. Internal service providers do not operate independently; they must follow the governance structures of the parent organization. They may only self-governif explicitly delegated authority. Option A is incorrect (governance covers internal and external). Option B is false—governance always applies. Option D is misleading; theSVS supports governance, not replaces it.

(Reference: ITIL® 4 Strategist DPI, section on "Governance in internal and external service provider contexts")

ITIL DPI appliesLean principlessuch as theelimination of waste. Repeated reassignments and delays in incident handling represent a form of waste in workflow. Improving accuracy of escalation removes unnecessary handoffs and accelerates resolution, optimizing flow. This aligns with Lean-inspired waste elimination. OCM (D) is about managing people through change, not fixing workflow inefficiencies.

(Reference: ITIL® 4 Strategist DPI, section on "Lean principles – eliminate waste and optimize flow")

In ITIL 4 DPI,governance ensures that high-cost, high-priority initiatives align with strategic direction. For initiatives that affectcustomer base and retention,executive sponsorship is crucialto secure resources and overcome resistance. TheDirector of Salesis the key stakeholder since this system directly impacts sales growth and customer management. While service level, security, and call centre roles are important operationally, only executive-level oversight ensures the initiative is prioritized and funded.

(Reference: ITIL® 4 Strategist DPI, section on "Governance at multiple levels – Strategic oversight and sponsorship")

Thecontinual improvement modelin ITIL DPI explicitly requires reviewing data and performance outcomes to determine what is successful and what requires adjustment. This is the essence ofimprovement—using measurement and feedback to guide future action. Direction (A) and vision (D) are long-term guiding elements, while planning (B) organizes work. Onlyimprovementis about data-driven reflection and adaptation.

(Reference: ITIL® 4 Strategist DPI, section on "Continual improvement model – steps to evaluate and adapt")

Thecontinual improvement modelis applied to evaluate, prioritize, and implement improvements acrossservices, practices, and processes. Here, the focus is thecloud storage service, not just the practice of problem management. Option B reflects the model’s purpose—identify improvement opportunities, assess priorities, and act to prevent recurrence of failures. Options A, C, and D misapply the model to either specific practices or operational recovery, not holistic improvement.

(Reference: ITIL® 4 Strategist DPI, section on "Applying the continual improvement model to services and practices")

In DPI, amethodis defined as a structured and systematic approach to performing work, ensuring consistency and repeatability. Documented processes for customer-facing work represent methods applied to service management. Acontrolis something put in place to manage risk, abalanced scorecardis a performance measurement tool, and ariskis a potential event. Hence, “method” is the correct categorization.

(Reference: ITIL® 4 Strategist DPI, section on "Policies, controls, and methods")

In DPI,scope of controlrefers to theauthority and influence a manager has over people and activities. It defines how far their decision-making power extends—essential for ensuring clarity in governance and accountability. It is not about risks owned (B), reporting relationships (D), or specific improvement content (A).

(Reference: ITIL® 4 Strategist DPI, section on "Governance structures – scope of control vs. span of control")

DPI and the guiding principle“Keep it simple and practical”stress that guidance should beclear, concise, and user-friendly. With 5000 users, simple guidelines prevent confusion and reduce support overhead. Explicit instructions onwho to contact for exceptionsensures smooth adoption. Options A and D risk overwhelming users with detail, while B shifts responsibility to the service desk instead of empowering users.

(Reference: ITIL® 4 Strategist DPI, section on "Organizational change management – communication and adoption support")

DPI emphasizes thatOCM must create willing and prepared participantsby providing clarity on the change’s purpose and encouraging open discussion. This builds trust, reduces resistance, and increases engagement. Objectives (A) and leadership (B) are important but are managerial aspects, not participant readiness. Sustained improvement (D) occurs later. The direct outcome of early communication and dialogue isprepared participants.

(Reference: ITIL® 4 Strategist DPI, section on "Organizational change management – preparing participants")

The DPI guidance highlights thatvalue is defined by outcomes achieved, costs optimized, and risks reduced. When creating a new service, organizations must assess:

Costs(resources required to deliver the service),

Risks(potential threats to performance and adoption),

Outcomes(the results and benefits expected).

This reflects the ITIL service value system’s definition of co-creating value between provider and consumer.

(Reference: ITIL® 4 Strategist DPI, section on "Value creation and value drivers")