DevOps enhances service management by promoting the principle of "shifting left." This involves integrating operational and service management concerns (such as quality assurance, security, and supportability) earlier in the development pipeline. By doing so, potential issues are identified and addressed sooner, breaking down traditional silos between development and operations teams. This early and continuous collaboration, supported by automation, results in faster feedback loops, higher quality releases, and leaner, more efficient end-to-end service delivery processes, which is a core goal of the VeriSM approach.

A. DevOps is a set of practices and a cultural movement that integrates with service management frameworks; it is not the foundational framework itself.

C. DevOps is applicable to the entire lifecycle of both new and existing services, focusing on continuous improvement, not just initial development.

D. While a more recent movement, DevOps directly and significantly contributes to the evolution and advancement of traditional service management practices.

1. IFDC, EXIN, APMG, BCS. (2017). VeriSM™: A service management approach for the digital age. Van Haren Publishing.

Section 3.4.3, DevOps, Page 58: This section describes DevOps as a movement that "stresses communication, collaboration and integration between software developers and IT operations professionals." This integration is the mechanism for "shifting left." The text also mentions applying "lean principles," which directly supports the idea of creating "leaner and more efficient processes."

Section 3.2, The VeriSM™ model, Page 45: The VeriSM Management Mesh is shown to incorporate various practices, including DevOps, demonstrating that DevOps is an enhancing component within a broader service management approach, not the foundation (refuting option A).

"Shadow behavior," commonly known as "Shadow IT," refers to the practice where organizational units or individuals procure and implement technology solutions and services without the explicit approval or oversight of the central IT department. This behavior often stems from a desire for greater agility and responsiveness than traditional IT processes can offer. While it can sometimes lead to rapid problem-solving, it introduces significant risks, including security vulnerabilities, data silos, compliance issues, and increased costs. The VeriSM framework acknowledges the prevalence of this behavior in the digital age and advocates for a flexible governance model (the Management Mesh) to manage and integrate these solutions rather than simply prohibiting them.

A. This option describes "job-shadowing," which is a sanctioned and recognized method for on-the-job training and professional development.

B. This describes a cultural or team dynamic related to personality clashes and influence, not the unsanctioned use of technology.

D. This describes an ideal outcome of highly mature and efficient IT service management, where technology seamlessly supports the business.

1. International Foundation for Digital Competences. (2017). VeriSM™: A service management approach for the digital age. Van Haren Publishing.

Page 31, Section 3.4 The changing role of IT: The text explicitly discusses "shadow IT," stating, "In the past, many organizations have tried to prevent ‘shadow IT’, where parts of the business buy their own IT solutions... VeriSM recognizes that in the digital age, this is no longer a realistic or even a desirable approach. Instead, the capabilities of the organization need to be harnessed and supported." This directly aligns with the definition of implementing solutions without explicit organizational endorsement.

2. Winkler, T. J., & Brown, C. V. (2014). Governing and Managing Shadow IT. MIS Quarterly Executive, 13(3).

Page 132, Section: What is Shadow IT?: The article defines Shadow IT as "IT devices, software, and services outside the ownership or control of IT organizations." This academic definition corroborates that the core of the concept is the lack of official endorsement and control, as stated in option C.

The VeriSM™ framework defines emotional intelligence as having two primary competencies: personal and social. Social competence is specifically concerned with how an individual understands others' moods and manages relationships. This competency is broken down into two core skills: social awareness (the ability to sense and understand others' emotions and perspectives) and relationship management (the ability to inspire, influence, develop others, and manage conflict). These two skills are fundamental to effective collaboration and leadership within a service-oriented environment.

A. This is a general outcome of social competence but does not name the two specific, defined skills of social awareness and relationship management as outlined in the framework.

B. Understanding social media is a specific technical or digital literacy skill, not a core component of the broader psychological concept of social competence in emotional intelligence.

D. This phrasing implies a manipulative or superficial approach ("curating content," "employing techniques") rather than the genuine understanding and connection central to emotional intelligence.

1. International Foundation for Digital Competences. (2018). VeriSM™: A service management approach for the digital age. Van Haren Publishing. Chapter 4, Section 4.3.2, "Developing capabilities," discusses emotional intelligence, stating, "Social competence is made up of... Social Awareness... [and] Relationship Management."

2. Goleman, D. (2004). What Makes a Leader? Harvard Business Review, 82(1), 82-91. (This foundational academic article, which informs the VeriSM approach, explicitly defines the four components of emotional intelligence, grouping Social Awareness and Relationship Management under the Social Competence heading).

The VeriSM™ model is adapted to an organization's specific context by first establishing a set of guiding Service Management Principles. These principles act as "guardrails" for all service management activities. Following this, the organization uses the Management Mesh concept to select and combine a tailored set of management practices (e.g., Agile, DevOps, ITIL®, Lean) that are appropriate for its unique environment, resources, and the specific product or service being delivered. The outcome of this process is a flexible and adaptive Target Operating Model (TOM) that can evolve with changing business needs, rather than a rigid, one-size-fits-all framework.

A. This is incorrect because VeriSM focuses on integrating a mesh of practices, not just selecting "processes." The approach is also more holistic and iterative than a simple sequential process might imply.

C. The term "mandated across the organization" contradicts the flexibility of the VeriSM Management Mesh, which allows different teams or products to use different combinations of practices as needed.

D. This is incorrect as VeriSM explicitly advocates for integrating multiple management practices through the Management Mesh, not selecting and implementing a single "most suitable" one.

1. Source: Van Haren Publishing. (2017). VeriSM™: A service management approach for the digital age.

Section 4.3, Service Management Principles (Page 55): "The service management principles are the guardrails for the products and services delivered by the organization... They are defined at an organizational level and communicated throughout the organization." This supports the "establishment of core principles."

Section 4.4, The Management Mesh (Page 57): "The Management Mesh is unique to each organization. It is a combination of resources, environment, emerging technologies and management practices that are established and used..." This supports the "selection of a tailored set of practices."

Section 1.3, What is VeriSM™? (Page 18): "VeriSM is a service management approach that helps service providers to create a flexible operating model to meet desired business outcomes." This supports the "creation of a flexible and adaptive operating model."

2. Source: Van Haren Publishing. (2018). VeriSM™: Unwrapped and Applied.

Chapter 3, Applying VeriSM™ (Page 38): The text describes the application of VeriSM starting with defining principles and then using the Management Mesh to help shape the Target Operating Model (TOM). This chapter explicitly outlines the practical steps that align directly with the components mentioned in the correct answer.

The "Respond" stage of the VeriSM™ model encompasses the activities that occur after a service has been made live. This stage is focused on the ongoing interaction with the consumer and supporting their use of the service. It involves reacting to consumer needs and issues, such as managing incidents, fulfilling service requests, and addressing problems to ensure the service continues to deliver the agreed-upon value. This is the "run" or operational phase of the service lifecycle within the VeriSM model.

A. Creating the service blueprint is a key activity of the "Define" stage, where consumer needs are translated into a detailed service design.

B. Creating the solution is the central focus of the "Produce" stage, which involves building, testing, and preparing the service for implementation.

D. Producing service components is an integral part of the "Produce" stage, where the actual elements of the service are created or acquired.

1. IFDC (International Foundation for Digital Competences). (2017). VeriSM™: A service management approach for the digital age. Van Haren Publishing.

Page 60, Section 4.3.4, Respond: "The Respond stage is where the service provider organization supports the consumer of the service. The consumer will interact with the service provider (incidents, service requests, information requests, etc.) and the service provider will respond." This directly supports option C.

Page 58, Section 4.3.1, Define: "The output of the Define stage is a service blueprint..." This confirms option A belongs to the Define stage.

Page 59, Section 4.3.2, Produce: "The Produce stage is where the product/service is created, built, tested and changed." This confirms options B and D belong to the Produce stage.

2. IFDC (International Foundation for Digital Competences). (2018). VeriSM™: Unwrapped and Applied. Van Haren Publishing.

Page 31, Section 3.2.4, Respond: "Respond is the stage where the consumer is supported during the use of the service. This is the stage where incidents are resolved, requests are fulfilled and any other interaction with the consumer is handled." This reinforces that "Respond" is about ongoing consumer support.