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

According to DPI, thefirst step in value stream planning is to involve stakeholders. Stakeholders help identify requirements, expectations, and dependencies, ensuring the value stream design supportsutility (fit for purpose) and warranty (fit for use). Tools and practices (A and B) come later, once needs are clarified. Utility and warranty requirements (C) are critical, but they must be establishedwith stakeholder input, not in isolation.

(Reference: ITIL® 4 Strategist DPI, section on "Value stream mapping – stakeholder involvement in design")

DPI governance principles highlight that when managers centralize decisions and problem-solving, it createsbottlenecks(delays in decision-making) and reduces team empowerment, leading tolower morale. Thus, options 1 (decisions take longer) and 4 (employee morale suffers) are the consequences. The behaviour underminesdelegation of authority and staff empowerment, which DPI stresses as essential for effective governance and oversight.

(Reference: ITIL® 4 Strategist DPI, section on "Delegation of authority and empowerment of teams")

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")

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")

In DPI,alignment is achieved through cascading objectives: breaking down high-level organizational goals into increasingly detailed objectives at each layer of the organization. This ensures thatevery division, team, and activity is aligned to the overall strategic vision. Compliance controls (A) only enforce uniformity, not alignment. Risk prioritization (B) is important but narrower in scope. Collecting feedback (D) helps communication but does not ensure systematic alignment.

(Reference: ITIL® 4 Strategist DPI, section on "Cascading objectives and alignment of organizational layers")

SMART KPIs must beSpecific, Measurable, Achievable, Relevant, and Time-bound. Option A is specific towi-fi availability, measurable (10% increase), achievable, relevant, and time-bound (by end of Q3). Options B and C measure perceptions (complaints/satisfaction) but are indirect. Option D lacks a measurable percentage or defined metric. DPI stresses that success factors should be measured byclear, objective performance outcomes, not just subjective satisfaction.

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

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")

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")

DPI’s OCM guidance emphasizesengaging stakeholders earlyand ensuring communication methods aretailored to their needs. By first discussing preferred communication methods with the remote support team (B), the organization ensures their active involvement and reduces the risk of disengagement. Option A is one-way communication. Option C is irrelevant (they don’t make financial decisions). Option D assumes one-size-fits-all, which contradicts DPI’s principle ofstakeholder-specific communication.

(Reference: ITIL® 4 Strategist DPI, section on "OCM – stakeholder engagement and communication planning")