Know How to Place Decision-Making Authority at the Correct Level (2.2.2) ITIL-4-STRATEGIC-LEADER-MODULES Practice Questions (Page 2)

Questions 6–10

1. 6expert · hard

   A company with a strong culture of individual accountability is merging with another company that has a collaborative, team-based culture. The merged IT department must decide how to handle change approvals. The first company's managers are used to making decisions independently, while the second company's teams expect consensus. What is the most important contextual factor to consider when placing decision-making authority?

   • AThe size of the merged IT department, which will be larger and need more formal processes.
   • BThe need to harmonize the two different organizational cultures to avoid conflict and resistance.
   • CThe regulatory environment, which may require specific approval levels for changes.
   • DThe technology stack, which must be integrated and may require centralized decisions.
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2. 7foundation · easy

   In an organization, which decision-making authority level typically has the scope to approve the overall IT service strategy and major investment priorities?

   • AService desk team
   • BExecutive leadership
   • CIndividual service owner
   • DIT support technician
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4. 8foundation · easy

   Which statement best describes the typical scope of decision-making authority at the operational level in an organization?

   • AIt includes setting the organization's long-term vision and mission.
   • BIt covers day-to-day activities and routine choices within established policies and procedures.
   • CIt involves approving major capital expenditures and mergers.
   • DIt determines the overall organizational structure and reporting lines.
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5. 9expert · hard

   A multinational bank is decentralizing its IT operations to regional hubs to improve local responsiveness. However, the bank's risk department requires that all changes to core banking systems be approved by a central authority to ensure regulatory compliance. The regional hubs complain that this slows down innovation. What is the best approach to balance these conflicting requirements?

   • ACreate a regional risk officer in each hub to approve all changes locally, with central oversight after the fact.
   • BKeep central approval for core system changes, but delegate approvals for regional, non-core applications to the hubs.
   • CDelegate all change approvals to regional hubs, trusting them to follow central guidelines.
   • DHave the central risk department approve all changes, but with a service-level agreement to respond within 24 hours.
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6. 10application · medium

   A software development company is adopting ITIL 4 and wants to empower its DevOps teams to deploy changes to production without waiting for a change advisory board (CAB) approval. However, the company must comply with a regulation that requires documented approval for any change that affects customer financial data. What is the best way to delegate deployment authority?

   • AKeep the CAB approval for all changes to ensure compliance, even though it slows down deployment.
   • BDefine a standard change procedure for low-risk deployments that includes pre-approved criteria, and require CAB approval only for changes affecting financial data.
   • CAllow DevOps teams to deploy all changes independently, trusting them to follow the regulation.
   • DHave the DevOps team document their decisions after deployment, without prior approval.
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