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

DPI highlights thatcompliancerefers to meetinglegal, regulatory, and policy requirements. By following local laws, the organization ensuresimproved compliance. Governance (A) is the system of oversight but does not automatically result from law adherence. Risks (B) are reduced, not increased, by compliance. Value (D) is indirectly supported but not guaranteed. Thus, compliance is the direct outcome.

(Reference: ITIL® 4 Strategist DPI, section on "Governance, risk, and compliance (GRC)")

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")

In DPI, sustainable continual improvement requires embedding it into theorganization’s governance structures. Governance ensures accountability, decision-making, and cultural reinforcement that prevents improvements from being short-lived. Option A is part of the continual improvement model but does not ensure sustainability. Option B helps with funding, not culture. Option D is useful for visualization but not long-term adoption. Onlystrong governanceembeds continual improvement as anongoing culture.

(Reference: ITIL® 4 Strategist DPI, section on "Governance and continual improvement culture")

DPI emphasizesusing existing, familiar, and effective communication channelsto encourage staff feedback and engagement. By leveraging collaboration tools that teams already use (Option A), managers minimize resistance and maximize participation. Option B is localized and limited in scale. Option C delays feedback until a project is implemented. Option D is one-way communication, not interactive.

(Reference: ITIL® 4 Strategist DPI, section on "OCM – communication and feedback channels")

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")

In DPI,effective communication is critical in organizational change management. For large user bases, the communication plan must:

Engage customers directly in reviews (two-way communication),

Provide clear, proactive messaging to users (email with dates and benefits).

This ensures visibility and minimizes confusion. Options A and D lack adequate two-way engagement, and C provides fragmented communication. Option B reflects DPI’s emphasis ontimely, consistent, and role-appropriate communication.

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

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")

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")

DPI highlightsSWOT analysisas a key assessment tool for mergers, acquisitions, or major integrations. SWOT helps organizations understandinternal capabilities (strengths/weaknesses)andexternal market factors (opportunities/threats). This is critical when combining practices and cultures to ensure strengths are leveraged and weaknesses are mitigated. Customer satisfaction (B) and SLA analysis (D) are narrow operational measures. Change readiness (C) is useful but does not fully assess strategic alignment.

(Reference: ITIL® 4 Strategist DPI, section on "Assessment methods – SWOT analysis in organizational change")