In DPI,value stream mappingidentifies bottlenecks, redundancies, and delays. Eliminating repeated activities to save time is an example ofworkflow optimization(Option C). This reflects Lean principles embedded in DPI - improving flow, reducing waste, and enhancing efficiency. Cascading goals (A), effective practices (B), and objectives for assessments (D) are unrelated to workflow waste elimination.
(Reference: ITIL 4 Strategist DPI, section on "Value stream mapping - optimizing workflow and eliminating waste")

DPI defines avalue streamas "a series of steps an organization undertakes to create and deliver products and services to consumers." It describeshow value is created and flowsthrough the service value chain. Option A directly reflects this definition. Options B, C, and D refer to resources, guidance, or change management, not the definition of value streams.
(Reference: ITIL 4 Strategist DPI, section on "Value stream mapping - definition and purpose")

In ITIL 4 DPI,governance ensures that high-cost, high-priority initiatives align with strategic direction.
For initiatives that affectcustomer base and retention,executive sponsorship is crucialto secure resources and overcome resistance. TheDirector of Salesis the key stakeholder since this system directly impacts sales growth and customer management. While service level, security, and call centre roles are important operationally, only executive-level oversight ensures the initiative is prioritized and funded.
(Reference: ITIL 4 Strategist DPI, section on "Governance at multiple levels - Strategic oversight and sponsorship")

DPI explains that a business case must include anevaluation of constraints(financial, technical, cultural, and organizational) that might affect adoption of the solution. This ensures feasibility and realistic planning.
Option A (strategy techniques) is irrelevant here. Option B is vendor-focused, not organizational. Option D (guiding principles) supports implementation but is not central to justifying the case.
(Reference: ITIL 4 Strategist DPI, section on "Business cases - evaluating options and constraints")

In DPI, thecontinual improvement modelstresses the importance ofcapturing lessons learnedto ensure that successes and failures inform future work. By creating alessons learned reportduring project closure, the organization systematically records challenges, inefficiencies, and solutions. This enables organizational learning and prevents repeating mistakes. SWOT (B) and communication planning (D) are useful tools, but they do not directly address past project issues. Customer satisfaction analysis (C) focuses on user experience, not internal resource challenges.
(Reference: ITIL 4 Strategist DPI, section on "Continual improvement feedback and learning loops")