An organization creates a small continual improvement team and tells everyone else to refer all improvement ideas to it and otherwise concentrate on their day jobs. Why is this approach flawed?
ITIL 4 Foundation, objective 7. Seven ITIL practices in detail medium
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The options
Not correct A dedicated improvement team is unnecessary because improvement is fully covered by problem management
Problem management addresses causes of incidents. Most improvement opportunities are not failures at all, and a coordinating capability is genuinely useful.
Not correct Improvement teams have no authority to implement changes, so any idea they receive will stall
A coordinating team can perfectly well make business cases and get improvements authorised. The defect is that ideas would never be raised in the first place, not that they cannot be actioned.
Not correct Improvement should be owned by the service owner for each service, not by any central group
This just relocates the same mistake. Concentrating responsibility in service owners still excludes everyone else from contributing.
Correct Continual improvement is everyone's responsibility; a dedicated team may coordinate and encourage it, but improvement must be embedded in how everyone works
Correct. A small team can own coordination, methods and the register, but the practice depends on people at all levels contributing improvement in their own work.
Why
ITIL 4 treats continual improvement as a responsibility shared across the organization, with commitment needed at every level. A dedicated team is legitimate and often helpful for coordination, methods and maintaining the register — but if it becomes the only place improvement happens, the vast majority of improvement opportunities, which are visible only to the people doing the work, are never surfaced.
Where this comes from
- Cited
- ITIL 4 syllabus clause 7
Practise this
Reading one question is not practice. The trainer will draw a short set from objective 7 and space the ones you get wrong.
More questions on this objective
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