Apply the Following Approaches to Strategy Coordination and Implementation ITIL-4-STRATEGIC-LEADER-MODULES Practice Questions (Page 2)

Questions 6–10

1. 6application · medium

   A retail chain is incrementally rolling out a new point-of-sale (POS) system to its stores, with 10 stores going live each month. After the first month, the strategy lead reviews the adoption metrics and finds that stores are using the new system for transactions but not for inventory management, which was a key benefit. What should the strategy lead do?

   • ARemove the inventory management feature from the scope of the rollout to avoid confusion.
   • BInterview store managers from the first wave to understand why inventory management is not being used, and adjust the training and support for the next wave.
   • CDelay the next wave of stores until the first wave fully adopts the inventory feature.
   • DAdd a mandatory inventory count to the new POS system to force stores to use the feature.
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2. 7foundation · easy

   What is a common coordination challenge when integrating IT strategies during a merger or acquisition?

   • AFocusing only on the technology and ignoring the people involved.
   • BAvoiding any changes to the existing IT systems of either organization.
   • CManaging the differences in IT cultures, processes, and technologies between the two organizations.
   • DEnsuring that the IT teams of both organizations never communicate with each other.
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4. 8expert · hard

   A national bank is merging with a regional credit union. The bank's IT strategy is a large-scale transformation to a new core banking platform, scheduled to start next year. The credit union's systems are older but stable. The merger must be completed within 12 months for regulatory approval. What should the strategy lead recommend?

   • AOutsource the merger integration to a third-party integrator to free up internal resources for the large-scale transformation.
   • BComplete the merger integration using the credit union's existing systems in the short term, and defer the large-scale core platform transformation until after the merger is stable.
   • CMigrate the credit union's customers to the bank's existing legacy platform, and cancel the large-scale transformation.
   • DAccelerate the large-scale core platform transformation to start immediately, so that the merger and the transformation are completed together.
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5. 9expert · hard

   A national railway operator is undertaking a large-scale transformation to introduce a new ticketing and passenger information system. The program is scheduled to run for four years and affects all stations, trains, and customer touchpoints. Midway through the program, a new CEO is appointed and asks whether the program should be continued. The program has already consumed 60% of its budget but delivered only 30% of the expected benefits. What should the strategy lead recommend?

   • AReplace the program manager and continue with the same plan, assuming the under-delivery is a management issue.
   • BContinue the program as originally planned because stopping would waste the 60% of budget already spent.
   • CImmediately cancel the program and write off the 60% of budget spent, because the benefits are clearly not being delivered.
   • DConduct a formal program review to assess whether the remaining 40% of budget can deliver the remaining 70% of benefits, and if not, re-scope the program to focus on the highest-value outcomes.
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6. 10application · medium

   A regional bank is replacing its core banking platform, a multi-year program affecting every branch, product line, and customer-facing channel. The program office has set a hard go-live date in 30 months and is planning a single 'big bang' cutover. The head of digital strategy is concerned that the organization has never executed a change of this magnitude. Which approach should the strategy lead recommend to reduce risk while still meeting the deadline?

   • AMaintain the single big-bang cutover but add a parallel-run period of six months where the old and new platforms operate side by side.
   • BDefer the go-live date by 12 months to allow for a full rehearsal of the cutover, then proceed with the big-bang approach.
   • COutsource the entire transformation to a systems integrator with a fixed-price contract and a contractual penalty for late delivery.
   • DBreak the program into a sequence of smaller, independently valuable releases that progressively replace platform components, while keeping the 30-month end state as the target.
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