In DPI,scope of controlrefers to theauthority and influence a manager has over people and activities. It defines how far their decision-making power extends-essential for ensuring clarity in governance and accountability. It is not about risks owned (B), reporting relationships (D), or specific improvement content (A).
(Reference: ITIL 4 Strategist DPI, section on "Governance structures - scope of control vs. span of control")

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")

Thecontinual improvement modelin ITIL DPI explicitly requires reviewing data and performance outcomes to determine what is successful and what requires adjustment. This is the essence ofimprovement-using measurement and feedback to guide future action. Direction (A) and vision (D) are long-term guiding elements, while planning (B) organizes work. Onlyimprovementis about data-driven reflection and adaptation.
(Reference: ITIL 4 Strategist DPI, section on "Continual improvement model - steps to evaluate and adapt")

DPI highlights thatcompliancerefers to meetinglegal, regulatory, and policy requirements. By following local laws, the organization ensuresimproved compliance. Governance (A) is the system of oversight but does not automatically result from law adherence. Risks (B) are reduced, not increased, by compliance. Value (D) is indirectly supported but not guaranteed. Thus, compliance is the direct outcome.
(Reference: ITIL 4 Strategist DPI, section on "Governance, risk, and compliance (GRC)")

In DPI,planning and risk management are inseparable. Every plan should consider uncertainties and include mitigation strategies. Option B captures this integration directly. Option A is misleading: both planning and risk management happen at all levels. Option C partially reflects the relationship but is incomplete. Option D contradicts DPI guidance:risk management is an organizational responsibility, not just for specialists.
(Reference: ITIL 4 Strategist DPI, section on "Integration of planning and risk management")