According to ITIL DPI, planning occurs atstrategic, tactical, and operational levels. Astrategic plandefines long-term direction, includingmulti-year infrastructure expansionthat aligns with business goals. Tactical plans break this down into departmental objectives, while operational plans manage day-to-day execution. Project plans are temporary and specific but not long-term vision documents.

(Reference: ITIL® 4 Strategist DPI, section on "Planning levels – strategic, tactical, operational")

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")

In DPI, KPIs must beSMART(Specific, Measurable, Achievable, Relevant, Time-bound). Option B is the only one that fully meets SMART criteria:

Specific (user satisfaction with the application),

Measurable (30% increase),

Achievable (reasonable improvement target),

Relevant (directly tied to usability),

Time-bound (six months).

Options A and D lack measurable objectivity, while C is too broad and long-term.

(Reference: ITIL® 4 Strategist DPI, section on "Measurement and reporting – setting SMART objectives and KPIs")

DPI emphasizes that improvements should be prioritized based onstrategic alignment with the organizational vision. This ensures that the most valuable outcomes are delivered first, maximizing stakeholder benefit. While “quick wins” (A), minimizing staff disruption (B), and waste reduction (D) are important considerations, they are secondary tomoving closer to the strategic vision.

(Reference: ITIL® 4 Strategist DPI, section on "Prioritizing improvements – alignment with vision and strategy")

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")

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")

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")