ITIL® Certification Training - United Kingdom

ITIL 4 Specialist: Create, Deliver and Support Course Outline

Module 1: Concepts and Challenges Across the Service Value System

• Organisational Structures
• Employee Satisfaction
• Building Effective Teams – Roles and Competencies
• Professional IT and Service Management Skills and Competencies
• Generalist or ‘T-shaped’ Models
• Developing a Broad Set of Competencies
• Developing Team Culture – What is Team Culture?
• What does Cultural Fit Mean and Why is it so Important?
• How to Develop and Nurture Good Team Culture?
• A Continual Improvement Culture
• A Collaborative Culture
• Align with the Type of Work
• Learn Through Collaboration
• Servant Leadership
• Customer Orientation: Putting the Customer First
• Customer Experience
• Positive Communication

Module 2: How to Use a ‘Shift-Left’ Approach?

• Shift-Left Approach
• Building a Shift-Left Approach

Module 3: How to Plan and Manage Resources in the Service Value System?

• Workforce Planning and management
• Results-Based Approach
• Challenges

Module 4: Use and Value of Information and Technology Across the Service Value System

• Integration and Data Sharing
• Integration Topologies
• Integration Approaches
• Reporting and Advanced Analytics
• Data Analytics
• Big Data
• Collaboration and Workflow
• Tools and Capabilities
• Robotic Process Automation
• RPA Technologies
• Artificial Intelligence
• Application and value
• Machine Learning
• Supervised Learning
• Benefits and Limitations of Machine Learning
• Continuous Integration, Continuous Delivery, and Continuous Deployment (CI/CD)
• Goals and Value Measurement
• CI/CD Pipeline
• Aligning CI/CD with ITIL®
• How Would ITIL Deploy a Change?
• CI/CD Does Not Suit Every Situation
• Value of an Effective Information Model
• Anatomy of an Information Model
• Integrated Service Management Toolsets
• Service Management Toolset Expectations

Module 5: How to Use a Value Stream to Design, Develop and Transition New Services?

• Value Streams to Create, Deliver, and Support Services
• ITIL® Service Value Streams
• Structure of an ITIL® Service Value Stream
• Value Streams and Organisations
• Design Thinking
• Designing a Service Value Stream
• Describing a Step of a Value Stream
• Value Stream Mapping
• Key Metrics When Analysing a Value Stream
• Process Timing
• Simple Representation of a Value Stream
• Complex Representation of a Value Stream
• Model Value Streams for Creation, Delivery, and Support
• Development of a New Service
• Design Considerations
• Demand to Value
• Development of a New Service
• Step 1: Acknowledge and Document the Service Requirements
• Step 2: Decide Whether to Invest in the New Service
• Step 3: Design and Architect the New Service to Meet Customer Requirements
• Step 4: Build, Configure, or Buy Service Components
• Step 5: Deploy Service Components in Preparation for Launch
• Step 6: Deliver and Support Within the Service Value Chain

Module 6: How ITIL® Practices Contribute to a Value Stream for a New Service?

• Service Design
• Software Development and Management
• Deployment Management
• Release Management
• Service Validation and Testing
• Change Enablement

Module 7: How ITIL® Practices Contribute to a Value Stream to Provide User Support?

• Restoration of a Live Service
• Design Considerations
• Demand and Value
• Journey from Demand to Value
• Restoration of a Live Service
• Step 1: Acknowledge and Register the User Query
• Step 2: Investigate the Query, reclassify it as an Incident, and Attempt to Fix it
• Step 3: Obtain a Fix from the specialist team
• Step 4: Deploy the Fix
• Step 5: Verify that the Incident has been Resolved
• Step 6: Request Feedback from the User
• Step 7: Identify Opportunities to Improve the Overall System

Module 8: How ITIL® Practices Contribute to a Value Stream for User Support?

• Service Desk
• Incident Management
• Problem Management
• Knowledge Management
• Service Level Management
• Monitoring and Event Management

Module 9: How to Co-Ordinate, Prioritise, and Structure Work and Activities to Create, Deliver, and Support Services?

• Why do we need to Prioritise Work?
• Managing Work as Tickets
• Prioritisation and Demand Management
• How to Prioritise Work?
• WSJF (Priority)
• Swarming
• Commercial and Sourcing Considerations
• ‘Build or Buy’ Considerations
• Commodification
• Defining Requirements for Service Components
• Selecting a Suitable Vendor
• Sourcing Options and Models
• Outsourcing Considerations
• Service Integration and Management

ITIL® 4 Strategist Certification: Direct, Plan and Improve (DPI) Course Outline

Module 1: Introduction and Key Concepts

• Direct, Plan, and Improve
• Scope of Control
• Direction
  • Mechanisms for Direction
  • Policies
  • Guidelines
  • Risks
  • Controls
• Planning
  • Strategy and Strategic Planning
  • Tactics and Tactical Planning
  • Operations and Operational Planning
  • Methods
• Improvement
  • The Role of Measuring and Reporting.
  • Operating Model
  • Operating Model – The ITIL Service Value Chain
  • Mapping Operating Models
  • Applying the Guiding Principles
• Value, Outcomes, Costs, and Risks in DPI

Module 2: Strategy and Direction

• Cascading Objectives
• Cascading Requirements
• Defining the Structures and Methods Used to Direct Behaviours and Make Decisions
• Governance Structures Used for Decisions-making
• Key Governance Structures and their Roles
• Governance Structures Used for Decisions-making
• Governance and the Service Provider
• Placing Decision-making at the Right Level
• Impacts of Governance on DPI
• Role of Risk Management in DPI
• Role of Risk and Risk Management in Planning and Improvement
• Portfolio Management
• Building, Communicating, and Advocating
• A Simple Business Case Structure
• Effective Policies
• Effective Controls
• Effective Guidelines

Module 3: Assessment and Planning

• Basics of Assessment
• Effective Assessment
• Types of Assessment
• Assessment Objectives
• Collection of Current State Data or Other Evidence
• Choosing an Assessment Method
• Assessment Methods and their Outputs
• Gap Analysis
• SWOT Analysis
• Change Readiness Assessment
• Customer/User Satisfaction Analysis
• SLA Achievement Analysis
• Benchmarking
• Maturity Assessments
• Defining Assessment Objectives and Criteria

Module 4: Introduction to Value Stream Mapping

• Introduction to Value Stream Mapping
• Lean
• Avoiding Local Optimisation
• Value of Value Stream Mapping
• Developing a Value Stream Map
• Types of Waste
• Muda Subcategories
• Developing a Value Stream Map
• Increasing the Detail in Value Stream Maps
• Typical Mistakes in Value Stream Mapping

Module 5: Measuring and Reporting

• Basics of Measuring and Reporting
• Developing a Value Stream Map
• Defining and Using Measurements and Reporting
• Reasons for Measuring
• Types of Measurements
• Measurement Cascades and Hierarchies
• Planning and Evaluation Model
• Balanced Scorecard
• IT Component-to-Scorecard Hierarchy: Metric Tree
• Organisational Improvement Cascade
• Success Factors and KPIs
• Leveraging SMART
• KPIs Influence Behaviour

Module 6: Measurement and the Four Dimensions

• Measurement of Organisation and People
• Measurement of Information and Technology
• Measurement of Partners and Suppliers
• Measurement of Value Streams and Processes
• Lagging and Leading Indicators
• Process Metrics
• Flow Efficiency

Module 7: Continual Improvement

• Creating a Continual Improvement Culture
• Continual Improvement of the Service Value Chain and Practices
• Continual Improvement in Organisations
• Continual Improvement Model
• What is the Vision?
• Visions for Planned Improvements
• Where are we now?
• Assessments
• Where Do We Want to be?
• Prioritising and Scoping Outcomes
• Making the Business Case and Reaching an Agreement
• Creating an Action Plan
• Working Iteratively
• Conducting an Improvement Review
• Identifying Additional Improvement Opportunities
• Using Measurement and Reporting in Continual Improvement

Module 8: Communication and Organisational Change Management (OCM)

• Communication Principles
• Communication is a Two-Way Process
• Method of Communication
• Message is in the Medium
• Defining and Establishing Feedback Channels
• Identifying and Communicating with Stakeholders
• Stakeholder Mapping

Module 9: Basic of Organisational Change Management (OCM)

• Basics of OCM
• Essentials for Successful Improvement
• OCM Throughout Direction, Planning, and Improvement
• OCM and Direction
• OCM and Planning
• OCM and Improvement
• OCM Throughout the Service Value Chain
• Feedback and Metrics
• Actions

Module 10: Developing a Service Value System

• Adopting the Guiding Principles
• Centre of Excellence for Service Management
• Dimensions of Service Management in the SVS
• Establish Effective Interfaces Across the Value Chain
• Partners and Suppliers in the SVS
• Value Streams and Processes in the SVS
• Focus on Value Streams
• Relationship Between Value Streams and Practices
• Designing a Workflow
• Considerations for Efficient Design
• Theory of Constraints
• Kanban Technique for Managing Work

ITIL® 4 Specialist: Drive Stakeholder Value Course Outline

Module 1: Understand How Customer Journeys are Designed

• Concept of the Customer Journey
  • Definition: Customer Journey
• Relationships Between Value Streams and Customer Journeys
• Customer Journey and Service Interaction
• Concept of Customer Journey
  • Customer Experience
  • User Experience
• Three Aspects of the Customer and User Experience
• Purpose of Identifying, Understanding and Mastering the Customer Journey
• Stages Involved in Designing an End-to-End Customer Journey and Experience
• Stakeholder Aspirations
• Touchpoints and Service Interactions
• Mapping the Customer Journey
• Personas and Scenarios
• Customer Journey Maps
• Example of a Customer Journey Map
• Understanding the Customer Experience
• Design Thinking
• Marc Stickdorn’s Five Principles of Service Design Thinking
• Design Thinking
• Leveraging Behavioural Psychology
• Design for Different Cultures
• Measuring and Improving the Customer Journey

Module 2: How to Target Markets and Stakeholders?

• Step 1: Explore
• Understanding Service Consumers and Their Needs
• Purpose of the Organisation
• The ‘Golden Circle’
• External and Internal Factors
• SWOT Analysis
• Objectives and Opportunities
• Risks and Mitigation
• Understanding Service Providers and their Offers
• Industry Standards and Reference Architectures
• Characteristics of Markets
  • Understanding Markets
  • Market Segmentation
  • Characteristic-Based Market Segmentation
  • Needs-Based Market Segmentation
  • Identifying and Analysing Service Consumers
• Marketing Activities and Techniques
  • Targeting Markets
  • Value Propositions
  • Marketplace and the Marketspace
  • Personalising and Profiling
  • Targeted Marketing
  • AIDA Model
  • Brand and Reputation
  • Sustainability and the Triple Bottom Line
  • Importance of Existing Customers

Module 3: How to Foster Stakeholder Relationships?

Step 2: Engage

• Communicating
• Cooperation and Collaboration
• Listening Modes
• Service Relationship Types
• Basic Relationship
• Cooperative Relationship
• Partnership
• Engaging and Fostering Relationships in Different Environments
• Building Service Relationships
• Service Relationship Ladder
• 5 Steps of the Service Relationship Ladder
• Creating an Environment that Allows Relational Patterns to Emerge
• Initial Engagement Tools
• Building and Sustaining Trust and Relationships
• Trust and Relationship Factors
• Three C’s Model Applied to a Service Relationship
• Three C’s Model
• How to Develop Customer Relationships?
  • Building of Trust and Relationships
  • Understanding Service Provider Capabilities
  • Understanding Customer Needs
  • Understanding Value Drivers
  • Value Drivers
  • Example of a Value Driver Framework
  • How Service, Services Interactions, Service Offerings, Products and Resources are Related
  • Assessing Mutual Readiness and Maturity
  • Types of Maturity Assessment in the Engage Step
  • Managing Suppliers and Partners
  • Relationship Management: Service Integrator Activities
  • Supplier Management Practice

Module 4: How to Shape Demand and Define Service Offerings?

• Step 3: Offer
• Managing Demand and Opportunities
• Patterns of Business Activity
• Optimising Capacity
• Capacity and Performance Management Practice
• Shaping or Smoothing Demand
• Pricing and Charging
• Building the Customer Business Case
• Building the Service Provider Business Case
• How to Collect, Specify, and Prioritise Requirements from a Diverse Range of Stakeholders?
  • Specifying and Managing Customer Requirements
  • Roles and Responsibilities
  • Managing Requirements
  • Minimum Viable Product – MVP
  • User Stories and Story Mapping
  • MoSCoW Method
  • Weighted Shortest Job First
• Methods for Designing Digital Service Experiences Based on Value-Driven, Data-Driven, and User Centred Service Design
  • Designing Service Offerings and User Experience
  • Lean Thinking
  • Agile Product and Service Development
  • User-Centred Design and Service Design Thinking
  • Service Blueprinting
  • Design for Onboarding
• Approaches for Selling and Obtaining Service Offerings
  • Selling and Obtaining Service Offerings
  • Pricing
  • Internal and External Sales
  • Business Analysis Management Practice

Module 5: How to Align Expectations and Agree Details of Services?

• Step 4: Agree
• Agreeing and Planning Value Co-Creation
• Types of Service Value Drivers
• Service Interaction Method
• Inherent and Assigned Characteristics of Services
• How to Negotiate and Agree Service Utility, Warranty, and Experience?
  • From Service Consumer Needs to Agreement
  • SLA Content and Structure
  • Service Level Management Practice
  • Negotiating and Agreeing Service Utility, Warranty, and Experience

Module 6: How to Onboard and Offboard Customers and Users?

• Step 5: Onboarding
• Purposes of Onboarding and Offboarding
• Onboard
  • Planning Onboarding
  • Onboarding Goals
  • Onboarding Scope
  • Examples of Consumer Resources to Onboard
  • Onboarding Customer and Users: Onboarding Actions
  • Examples of Service Provider, Service Consumer, and Supplier/Partner Onboarding Actions
  • Onboarding Control
• Ways of Relating with Users and Fostering User Relationships
  • Relating to Users and Fostering Relationships
  • Fostering Relationships with Corporate Users
  • Fostering Relationships with Individual Service Consumers
  • Providing User Engagement and Delivery Channels
  • Seamless User Journey with Omnichannel Management
  • Examples of Omnichannel Challenges that have to be Considered by Service Providers
  • Enabling Users for Services
  • Offboarding Customers and Users
  • Customer Offboarding
  • User Offboarding
  • Service Catalogue Management Practice
  • Service Desk Management Practice
• Understand How Users Can Request Services
  • On-going Service Interactions
  • Service Requests
  • Service Desk Interactions
  • When Things Go Wrong
  • Moments of Truth
  • Intelligent Disobedience
  • Customer and User Feedback
  • Challenges and Solutions for Continual Customer and User Feedback           

Module 7: How to Act Together to Ensure Continual Value Co-Creation?

• Step 6: Co-Create
• Fostering a Service Mindset
• Service Mindset for Service Provision
• Methods for Triaging of User Requests
• Concept of User Communities
  • Nurturing User Communities
  • Super-Users
  • Service Requests

Module 8: How to Realise and Validate Service Value?

• Step 7: Realise
• Realising Service Value in Different Settings
• Tracking, Assessing, and Evaluating Value Realisation in Different Types of Service Relationships
• Methods to Track and Monitor Service Value
  • Tracking Value Realisation
  • Tracking Performance, Output, and Outcome
  • Tracking Experience and Satisfaction
  • Tracking Service Usage
  • Assessing and Reporting Value Realisation
  • Evaluating Value Realisation and Improving Customer Journeys
  • Evaluation and Verification
  • Continual Improvement
  • Tracking, Assessing, and Evaluating Outcomes
• Charging Mechanisms
  • Charging and Billing
  • Portfolio Management
  • Drive Stakeholder Value – Conclusion

ITIL® 4 Leader: Digital and IT Strategy DITS​ Course Outline

Module 1: Introduction to ITIL®4: Digital and IT Strategy (DITS)

• About ITIL®4: DITS
• IT Service Management in the Modern World
• Continual Improvement Model
• ITIL Practices that Interact with ITIL®4: DITS
• Digital and IT Strategy Context
• Governance and Management Shift from Traditional to Digital Organisations
• Accelerated Innovation Has Brought Greater Urgency to Business Change
• Traditional Vs Continual Innovation Cycle
• What Happens When Innovation Accelerates?

Module 2: What is Digital and IT Strategy?

• Digital, Information, Operational, and Communications Technology
• Information Technology (IT)
• Operational Technology (OT)
• Communication Technology (CT)
• Digital Organisation
• Digitisation
• Digital Transformation
• Products and Services
• Wardley’s Strategy Cycle
• Situational Awareness Vs Action
• Tiers of Strategy
• Traditional Perspective of Business, Digital, and IT Strategy
• Business Strategy
• Digital Strategy
• Revised Perspective of Business, Digital, and IT Strategy
• IT Strategy
• Business Models
• Role of Business Models
• Business Models and Strategy
• Business Model Canvas
• Adapted Company Design Template
• Operating Models
• Operating Model Canvas
• Strategy and the Service Value System
• Opportunity and Demand
• Opportunity
• Demand 
• Value
• Governance
• Guiding Principles
• ITIL® 7 Guiding Principles
• Continual Improvement
• Practices

Module 3: Strategy Journey

• What is Strategy Journey?

Module 4: Introduction to Vision

• What is the Vision?
• Digital Disruption
• Three Levels of Digital Disruption
• Ecosystem Disruption
• Industry Disruption
• Market Disruption
• Organisational Disruption
• Being a Disruptor or Responding to Disruption
• Deciding on a Balanced Strategic Focus
• Customer/Market Relevance
• Operational Excellence
• Internal and External Focus
• A Balanced Approach
• ITIL®4 DITS Assignment 2*
• Positioning Tools for Digital Transformation
• Maturity Models
• Four Types of Digital Mastery
• Maturity Models
• Limits of Maturity Models
• Digital Positioning and Sense Making
• Digital positioning Assessment Framework
• Digital Positioning and Sense Making
• Positioning Assessment Framework Focused on Business, Operational, Cultural and Experience Transformation
• Positioning Assessment Framework Focused on Physical and Digital Presence, and Use of Emerging and Standard Technology
• ITIL®4 DITS Assignment 1*
• Creating a Vision
• What is a Vision?
• Confirming the Scope of the Vision
• Defining the Vision
• Environmental Analysis
• Context of Strategy Applied to the Four Dimensions of Service Management and PESTLE
• External Analysis
• Tools for External Environment Analysis
• Internal Analysis (The Four Dimensions of SM)
• Interactions Between the Organisation and its Environment
• Four Dimensions and Their Influence on Digital Strategy
• Tools for Internal Environmental Analysis
• Interactions Between the Organisation and its Environment
• Using the Results of Environmental Analysis
• Digital Readiness Assessment
• Evaluating Current Organisational Capabilities
• Gap Analysis
• Output
• Risks and Challenges of Digital Readiness Assessment

Module 5: Strategy Planning

• Strategy Cycles and Planning Horizons
• Strategy Cycles
• Strategy Structure and Content
• Strategy Consists of Many Artefacts
• Elements of a Strategy Document
• Oversight and Controls
• Financial Aspects of Digital and IT Strategy
• Funding Projects, Products, and Services
• Balancing the Cost of Innovation and Operation
• Full Cost Recovery Model
• Financial Policies
• Operational Vs Capital Expenditure
• Funding Mix
• Planning for Growth
• Tax-Based Strategies
• Charging Models
• Examples of Common Digital Charging Models
• Using Business Models for Strategy Planning
• Barrett Model

Module 6: Strategic Approaches for Digital Organisations

• Strategic Approaches for Digital Organisations
• Key Focus Areas for Digital Organisations
• Strategic Approaches for Customer/Market Relevance
• Customer Journeys
• Omnichannel Delivery and Support
• Seamless User Journey with Omnichannel Management
• Context-Sensitive Delivery and Support
• Customer Analytics
• Customer 360° Approach
• Staying Relevant: Evaluating and Responding to Customer Feedback
• Strategic Approaches for Operational Excellence
• Continual Improvement as the Basis for Strategy
• Automation
• Description of the Three Levels of Automation
• Service Optimisation
• Technology Modernisation
• Sourcing Strategies
• Workforce Strategies
• Employee 360 Approach

Module 7: Strategy Discussion and Approval

• Portfolio Optimisation
• An Organisation’s Portfolios Enable a Return on Investment
• Business Cases, Portfolio, and Strategy
• Business Cases for Strategy
• Costs
• Risks
• Returns and Benefits
• Opportunity Costs
• Communicating the Business Case
• Intended Audience
• Timing
• Format

Module 8: Take Action

• How Strategies Are Implemented?
• Kotter’s Eight-Step Process
• Satir Change Model
• Large-Scale Transformation
• Mergers and Acquisitions
• Individual Changes
• ITIL®4 DITS Assignment 3*
• Typical Activities of a Digital Transformation Programme
• Scenario 1: Building Capabilities to Become a Digital Organisation
• Scenario 2: Conducting a Single Digital Transformation Initiative

Module 9: Did We Get There?

• Key Facts About Measurement
• Types of Metric
• Lagging and Leading Metrics
• Outside-In and Inside-Out Metrics
• Metrics and Indicators
• Cascading and Linking Measurement
• Objectives and Key Results
• Measuring Strategy
• Measuring the Progress
• Measuring the Relevance
• Instrumenting Strategy
• Operational Reports and Dashboards
• Analytical Reports
• Operational Vs Analytical Reports
• Strategy Review

Module 10: How do we Keep the Momentum Going?

• Long Term Momentum – Ensuring Organisational Viability
• VUCA
• Digital Transformation
• Service Economy
• Ensuring the Viability of Digital Organisations
• ITIL®4 DITS Assignment 4*
• Key Behaviour Patterns and Organisational Characteristics
• Short-Term Momentum: Parallel Operation
• Parallel Operating Models (POMs)
• Cannibalism
• Erosion
• Concurrence
• Synergism
• Ineffective Operating Models
• Pace of Transition from the Old Model to a Digital Model
• Role of Continual Improvement in Parallel Operating Models

Module 11: Digital Leadership

• Digital Mind-Set
• Relationship Management
• Education and Learning
• Self-Education
• Evaluating Emerging Technology and Industry Trends
• Agile Management Techniques
• Defining and Using Strategic Metrics
• Orchestrating Diverse Environments
• Operationalising Strategy
• Business and Technology Management Skills

Module 12: Managing Innovation and Emerging Technologies

• Definition
• Managing Innovation as a Strategic Capability
• Managing Innovation as a mindset and Culture
• Achieving a Balanced Approach to Innovation
• Formal Approach to Innovation Management
• Organising Innovation Management
• Activities in Managing Innovation
• Generating New Ideas
• Filtering Ideas
• Incubating Ideas
• Evaluating Ideas
• Selecting Ideas
• Identify and Charter a Team to Build and Test the Innovation
• Developing Prototypes
• Design, Develop, and Testing
• Building a Culture that Supports Innovation
• Approaches to Innovation
• Evaluating and Adopting Emerging Technology
• Stages of Technology Adoption
• Emerging Technology in Context

Module 13: Managing Strategic Risk

• Definitions
• Risk Management in Digital Organisations
• Organising Risk Management
• Risk Identification
• Risk Identification – DICE
• Disruption Risks
• Innovation Risks
• Cybersecurity Risks
• Engagement Risks
• Qualitative Risk Analysis
• Risk Matrix
• Matrix Example for Qualitative Risk Analysis
• Scenario-Based Analysis
• Quantitative Risk Analysis
• Risk Triggers
• Risk Posture: Balancing Risk and Rewards of Digital Technology
• Risk Attitude
• Risk Treatment
• Achieving a Risk-Informed Mind-set or Culture

ITIL® 4 Specialist Certification: High Velocity IT Training Course Outline

Module 1: Introduction to ITIL® High-Velocity IT (HVIT)

• Introduction to ITIL® 4: High-Velocity IT (HVIT)
• ITIL® 4 HVIT and the Service Value Chain

Module 2: Key Concepts of High-Velocity IT

• High-Velocity IT
• Digital Technology
• Operational Technology
• Digital Organisation
• Digital Transformation
• IT Transformation
• IT Transformation – Model 1
• IT Transformation – Model 2
• IT Transformation – Model 3
• IT Transformation
• Digital Products and Services
• High-Velocity IT Objectives
• Key Characteristics of HVIT

Module 3: Adopting the ITIL Service Value System to Enable High-Velocity IT

• Mapping Operating Models
• Digital Products Lifecycles
• ITIL Service Value Chain
• Service Value Chain Activities and DevOps
• Service Consumer
• Service Consumer’s Perspective
• Interacting Service Value Chains
• Example Service Value Streams Referring to Service Value Chain Activities
• Value Streams

Module 4: Four Dimensions of Service Management

• Four Dimensions of Service Management Including the Six PESTLE Factors
• Organisation and People
• Information and Technology
• Partners and Suppliers
• Value Streams and Processes
• External Factors Streams and Processes

Module 5: High-Velocity IT Culture

• Key Behaviour Patterns
• Accept Ambiguity and Uncertainty
• Trust and Be Trusted
• Continually Raise the Bar
• Help Get Customers’ Jobs Done
• Commit to Continual Learning
• Models and Concepts of HVIT Culture
• Models and Concepts and Related Key Behaviour Patterns
• Purpose
• Ethics
• Why Ethics is Important?
• Education
• Organisational Design
• Habits and the Role of Failure
• Ethics and Artificial Intelligence
• Techno-Ethics (Tethics) Topics for Discussion
• Safety Culture
• Lean Culture
• Elements of Lean Culture
• ITIL® Continual Improvement Model
• Toyota Kata
• OODA Loop
• Key Characteristics of High-Velocity IT
• Lean
• Agile
• Resilient
• Continuous
• Combining HVIT Characteristics to Co-Create Value
• Design Thinking
• Working in Complex Environments
• Complexity Thinking
• Cynefin Framework

Module 6: High-Velocity IT Techniques

• High-Velocity IT Techniques

Module 7: Techniques for Valuable Investments

• Techniques for Valuable Investments
• Prioritisation Techniques
• Cost of Delay
• Buy/Hold/Sell
• Other Techniques
• Minimum Viable Products and Services
• Practices for Which Minimum Viable Product is Relevant
• Product or Service Ownership
• Practices for Which Product or Service Ownership is Relevant
• A/B Testing
• Practices for Which A/B Testing is Relevant
• Portfolio Management
• Relationship Management

Module 8: Techniques for Fast Development

• Infrastructure as Code
• Practices for Which Infrastructure as Code is Relevant
• Loosely Coupled Information System Architecture
• Practices for Which Loosely Coupled Information System Architecture is Relevant
• Reviews
• Retrospectives
• Practices for Which Retrospectives Are Relevant
• Blameless Post-Mortems
• Practices for Which Blameless Post-Mortems Are Relevant
• Continual Business Analysis
• Faster Value Realisation with an Iterative Approach
• Practices for Which Continual Business Analysis is Relevant
• Continuous Integration, Continuous Delivery, and Continuous Deployment
• Practices for Which CI/CD are Most Relevant
• Continuous Testing
• Types of Software Testing
• Practices for Which Continuous Testing is Most Relevant
• Kanban
• Practices for Which Kanban is Relevant

Module 9: Techniques for Resilient Operations

• Techniques for Resilient Operations
• Technical Debt
• Practices for Which Technical Debt is Relevant
• Chaos Engineering
• Chaos Monkey
• Practices for Which Chaos Engineering is Relevant
• Definition of Done
• Definition of Ready
• Practices for Which the Definition of Done is Relevant
• Version Control
• AIOps
• Practices for Which AIOps is relevant
• ChatOps
• Practices for Which ChatOps is Relevant
• Site Reliability Engineering
• Practices for Which SRE is Relevant
• Service Continuity Management
• Infrastructure and Platform Management

Module 10: Techniques for Co-Created Value

• Service Experience
• Practices for Which Service Experience is Relevant

Module 11: Techniques for Assured Conformance

• DevOps Audit Defense Toolkit
• Practices for Which the DevOps Audit Defense Toolkit is Relevant
• DevSecOps
• Practices for Which DevSecOps is Relevant
• Peer Review
• Practices for Which Peer Review is Relevant
• HVIT Summary

ITIL® 4 Specialist Acquiring and Managing Cloud Services ITIL® AMCS​ Course Outline

Unit 1: Understand the Role of Cloud Services in an Organisation

Module 1: Describe the Characteristics of the Cloud

• What is the Cloud?

Module 2: Describe the Approaches to Cloud Adoption

• Approaches to Migrating Existing Services
• One-Off Migrations
• Evolutionary Migrations
• Big-Bang Migrations

Module 3: Cloud Deployment Models and Cloud Service Models

• Types of Cloud Solution
• Cloud Service Models
• Standard and Non-Standard Services
• Deployment Models

Unit 2: Know How to Define an Organisation’s Requirements for Adopting, and Readiness to Adopt, Cloud Solutions

Module 4: Describe the Structure and Content of a Business Case for Cloud

• Business Case Structure

Module 5: Know How to Define Organisation’s Requirements for Cloud Solutions

• Defining Requirements for Cloud Services
• Impact of Cloud Services on Existing Customers
• Typical Requirements

Module 6: Carry Out an Organisational Readiness Assessment for Cloud Adoption

• Conducting a Cloud Readiness Assessment
• Steps in Conducting a Cloud Readiness Assessment
• Define the Assessment Scope
• Assess Current Resources
• Specify the Desired Scope of Cloud Services
• Assess Operational Readiness
• Produce an Assessment Report

Module 7: Know How to Communicate a Cloud Business Case

• Communicating a Business Case

Unit 3: Identify the Types of Cloud Services and Understand Their Applicability to an Organisation's Context

Module 8: Describe the Types of Cloud Service Providers

• Conducting a Cloud Readiness Assessment

Module 9: Describe the Key Elements of a Cloud Strategy for a Service Consumer

• Formulating the Cloud Strategy

Module 10: Identify the Available Services that are Relevant to the Organisation’s Context

• Researching What Services are Available
• Understanding the CSP Landscape

Unit 4:  Understand How Cloud Services are Selected and Procured in the ‘Offer’ Step of the Customer Journey

Module 11: Describe the Costs of Using Cloud Services

• Costs
• Exploring Cloud Services
• Onboarding and Offboarding
• Co-Creation
• Under- and Over-Utilisation
• Outages

Module 12: Describe the Benefits and Opportunities Created by Cloud Services

• Deciding to Use Cloud Services
• Benefits and Disbenefits of Using Cloud Services

Module 13: Describe the Key Risks and Disbenefits of Using Cloud Services

• Risks
• Shifts in Roles and Responsibilities
• Unauthorised Procurement of Cloud Services
• Security of Cloud Services
• API Vulnerability
• Maintaining Separation Between Tenants
• Vendor Lock-in
• Third-Party Contracting
• Migration

Module 14: Describe Security and Compliance Considerations of Using Cloud Services

• Security and Compliance Considerations
• Visibility
• Compliance
• Automation
• Conflict Between Development and Security Priorities
• Hybrid IT
• Role of Service Level Agreements with Onboarded Cloud Services

Module 15: Describe the Inputs and Outputs of a Return on Investment (ROI) for Cloud

• Return on Investment Process
• Define the Purpose, Objectives, and Scope of the Assessment
• Collect Data
• Review and Analyse the Data
• Calculate and Report
• Decide

Unit 5: Know How to Onboard and Offboard Cloud Services

Module 16: Describe the Key Approaches for Migrating to or from the Cloud

• Moving from In-House to Cloud Solutions
• Migrating from One Cloud Service Provider to Another
• Migrating Away from the Cloud

Module 17: Carry Out the Activities of Onboarding/Offboarding Cloud Services

• About the Onboard Step: General Considerations

Module 18: Know How to Modify an Operating Model to Support Migration to Cloud Services

• What Happens to an Operating Model When Moving to the Cloud?

Unit 6: How to Manage the Use of Cloud Services

Module 19: Shared Responsibility Model

• Shared Responsibility Model

Module 20: How to Measure the Quality of Consumed Cloud Services

• Managing Cloud Service Quality

Module 21: Describe the Tools, Techniques, Methods, and Controls Used to Manage the Use of Cloud Services

• Managing the Optimisation of Cloud Service Consumption

Unit 7: Know How to Evaluate and Improve a Cloud Strategy

Module 22: Adjustments for a Cloud Strategy to Respond to VUCA Challenges

• VUCA and the Value Co-Creation Map

Module 23:  Apply the Continual Improvement Model to an Organisation’s Cloud Strategy

• Continual Improvement and the Value Co-Creation Map for Cloud

ITIL® 4 Specialist: Sustainability in Digital and IT Training ITIL® SDIT​ Course Outline

Unit 1: Understand the Key Concepts of Sustainability

Module 1: Describe the Benefits of Sustainability for an Organisation

• Benefits of Sustainability

Module 2: Describe the Key Concepts of Sustainability

• What is Sustainability?
• Sustainability Models, Issues, and Concepts

Module 3: Explain the Purpose of the UN Sustainable Development Goals and their role in an Organisation’s Sustainability

• 17 UN Sustainable Development Goals
• Role of the UN SDGs for Sustainability Vision

Module 4: Explain the Purpose of the UN Global Compact Principles and their role in Organisations’ Sustainability

• Ten Principles of the UN Global Compact

Module 5: Describe the Triple Bottom Line Model and the Scope of Each of the Three Pillars

• Triple Bottom Line

Module 6: Describe the Concept of Externalities

• Impact of Sustainability Initiatives

Module 7: Describe the Key Challenges of Sustainability

• Growing Human Population
• Waste Management
• Greenhouse Gas Emission
• Digital Poverty
• Digital Carbon Footprint

Module 8: Describe the Key Sustainability Solutions

• Corporate Social Responsibility
• Responsible Sourcing
• Sustainable Consumption and Production
• Circular Economy

Unit 2: Understand the Value, Benefits, Costs, and Risks of Sustainability

Module 9: Describe the Purpose of a Materiality Assessment

• Materiality Assessment
• Why Conduct a Materiality Assessment?
• How to Conduct a Materiality Assessment?
• Materiality Assessment by DEFRA
• Materiality Assessment Outputs

Module 10: Describe the Key Sources of Organisational Sustainability Risks

• Sustainability Risk Assessment

Module 11: Describe the Key Organisation-Level Stakeholder Groups and their Expectations

• Stakeholders

Module 12: Describe the Key Types and Sources of Sustainability Standards and Regulations

• Regulations and Standards

Module 13: Explain the Role of Services and the Service Economy in Sustainability

• Other Kinds of Sustainable Business Model
• Approaches Supporting Sustainable Business Models

Module 14: Explain the Recommendations for Sustainability Return on Investment (ROI)/Value on Investment

• Return on Investment in Sustainability

Unit 3: How Digital and Information Technology Support Sustainability

Module 15: Explain the Role of Digital Technology in Sustainability

• Role of Technology in Sustainability
• Digital Transformation for Sustainability
• Sustainable IT

Module 16: Describe How Digital Technology Impacts Sustainability

• Digital Sustainability

Unit 4: Know How to Plan Sustainability for an Organisation

Module 17: Explain the Role of Sustainability in an Organisation’s Vision

• Business, Digital, and Sustainability Vision

Module 18: Describe the Key Due Diligence Considerations for Sustainability

• Diligence Analysis

Module 19: Explain the Key Concerns of Achieving Sustainability in a Volatile, Uncertain, and Complex Environment

• Principles-Based Approach Vs Procedures-Based Approach vs Model-Based Approach
• Using Cynefin and Sense-Making to Address Complexity

Module 20: Describe the Three Dimensions (Aspects) of Strategic Planning

• Sustainability Business Model
• Evolution of Sustainability Planning
• Sustainable Products and Services
• Designing Sustainable Products and Services
• Organisational Ecosystem

Module 21: Describe the Key Elements of an Organisational Sustainability Strategy

• Strategies for Sustainability

Module 22: Describe the Key Elements of Sustainability Culture

• Values and Culture

Module 23: Know How to Address Sustainability in an Organisation’s Vision

• Defining the Vision
• Triple Bottom Line for Vision

Unit 5: How Organisational Sustainability is Assessed, Maintained, and Improved

Module 24: Describe the Key Concepts of Measurement and Reporting

• Metrics and KPIs
• Common Sustainability Metrics

Module 25: Explain How the Following Support Sustainability

• Innovations
• Communication and Collaboration
• Governance and Audit

Module 26: Explain How the Following ITIL Practices Support Sustainability

• Organisational Change Management
• Strategy Management
• Software Development and Management
• Supplier Management

ITIL® 4 Specialist: Business Relationship Management Training Course Outline

Module 1: Key Concepts of Business Relationship Management

• Identify the Purpose, PSFs, and Value of the BRM Practice
• Key Challenges of Business Relationship Management
• Key Stakeholders of Service Relationships
• Service Journey Model
• Types of Service Relationships
• Role of BRM in Each Type of Service Relationship

Module 2: BRM Value Streams and Processes

• ITIL® Service Value Chain Model
• Roles and Relationships of Service Value Streams, Practices, and Processes in the Creation of Value
• Understand the Two Main Processes of the BRM Practice
• Know how to Develop and Apply Relationship Models
• Know how to Integrate BRM in the Organisation's Value Streams

Module 3: How to Apply the BRM Models and Techniques?

• How to Apply the Following in the Context of BRM?

Module 4: BRM Roles, Skills, and Organisational Solutions

• Understand the Key Skills Required for BRM
• Responsibilities of the Relationship Manager and Relationship Agent Roles
• Know how to Apply the LACMT Model to BRM Activities
• Know how to Position BRM within an Organisational Structure

Module 5: How Does Information and Technology Support and Enable BRM?

• Identify the Key Inputs and Outputs of the BRM Practice
• Describe the key BRM Automation Tools and their Role in the Practice

Module 6: Role of Partners and Suppliers in BRM

• Understand the Complexity of Service Relationships
• Understand the Dependencies of BRM on Third Parties

Module 7: How to Develop the BRM Capability in an Organisation?

• Understand the Key Concepts of the ITIL Maturity Model
• Know how to Apply Capability Criteria to Plan BRM Capability Development
• Identify Key Metrics and Methods for Improving BRM Capabilities
• Apply the Key Steps of the BRM Capability Development

ITIL® 4 Specialist: IT Asset Management Training Course Outline

Module 1: Key Concepts of ITAM

• Purpose, PSFs, and Value of the ITAM Practice
• Apply Iterative and Interdependent Scoping to IT Asset Types and IT Asset Register
• Benefits of Standard IT Assets
• ITAM’s Relationship with Governance, Compliance, and Policies of the Organisation
• Apply an Organisation's Sustainability Objectives to ITAM
• Identify the Key Challenges of ITAM

Module 2: ITM Value Streams and Processes

• Roles and Relationships of Service Value Streams, Practices, and Processes in the Creation of Value
• Value of a Common Approach to IT Asset Lifecycle Management
• Sustainability Aspects of IT Asset Decommissioning and Disposal Actions
• Know How to Verify, Audit, and Analyse IT Assets
• Apply IT Asset Lifecycle Models
• Critical Nature of Records and Documentation
• How to Integrate ITAM into the Organisation's Value Streams?
• Relationship between ITAM and the Service Configuration Management Practice

Module 3: ITAM Roles, Skills, and Organisational Solutions

• Key Skills required for ITAM
• Responsibilities of the Following Roles
  • IT Asset Manager
  • License Manager
  • IT Asset Owner
  • IT Asset Custodian
  • IT Asset Consumer
• How to Apply the LACMT Model to ITAM Activities?
• How to Position ITAM within an Organisational Structure?

Module 4: How Does Information and Technology Support and Enables ITAM?

• Key Inputs and Outputs of the ITAM Practice
• Key ITAM Automation Tools and their Role in the Practice

Module 5: Understand the Role of Partners and Suppliers in ITAM

• Types of Service Relationships
• Complexity of Service Relationships
• Consistent Approach to ITAM Across the Organisation's Ecosystem

Module 6: How to Develop ITAM Organisational Capabilities?

• Key Concepts of the ITIL Maturity Model
• How to Apply Capability Criteria to Plan ITAM Capability Development?
• Key Metrics and Methods for Improving ITAM Capabilities
• Apply the Key Steps of the ITAM Capability Development

ITIL® 4 Specialist: Monitor, Support, and Fulfil Training Course Outline

Module 1: Incident Management

• Introduction to Incident Management
• Value Streams and Processes
• Organisations and People
• Partners and Suppliers
• Incident Management Capability Development

Module 2: Service Desk  

• Key Concepts of the Service Desk
• Processes of the Practice
• Roles and Competencies of the Practice
• How does Information and Technology Support and Enable the Practice?
• Role of Partners and Suppliers in the Practice​
• ITIL Capability Model Used to Develop the Practice​
• Recommendations for The Practice Success​

Module 3: Problem Management

• Introduction to Problem Management
• Value Streams and Processes
• Organisation and People
• Information and Technology
• Partners and Suppliers
• Problem Management Capability Development

Module 4: Service Request Management

• Key Concepts of Service Management
• Value Streams and Processes
• Organisation and People
• Role of Information and Technology Support
• Role of Partners and Suppliers in the Practice​
• Service Request Management Capability Development

Module 5: Monitoring and Event Management

• Introduction to Monitoring and Event Management  
• Value Stream and Processes
• Organisations and People
• Information and Technology
• Partners and Suppliers
• Monitoring and Event Management Capability Development

ITIL® 4 Specialist: Plan, Implement and Control Training Course Outline

Module 1: IT Asset Management

• Key Concepts of the Practice
  • Purpose of the Practice
  • Practice Success Factors (PSF) and Key Metrics of the Practice
  • IT Asset Types
  • IT Asset Register
  • IT Asset Lifecycle
  • Models and Verification
  • Inventory and Discovery
  • IT Asset Audit
• Processes of the Practice
  • Inputs and Outputs of the Processes
  • Key Activities of the Processes
  • How to Integrate the Practice in the Organisation’s Value Streams?
• Roles and Competences of the Practice
  • IT Asset Manager
  • IT Asset Custodian
  • IT Asset Analyst
  • IT Asset Register Administrator
  • License Manager
  • IT Asset Owner
  • IT Asset Consumer
  • Know How to Position the Practice in the Organisational Structure
• How Information and Technology Support and Enable the Practice
  • Tools Application
  • Apply the Recommendations on Automation
• Role of Partners and Suppliers in the Practice
  • Dependencies of the Practice on Third Parties
  • Partners and Suppliers Can Support the Practice
• Recommendations for the Practice Success
  • Recommendations for IT Asset Management Success
  • Supported by the ITIL Guiding Principles

Module 2: Change Enablement (CE)

• Key Concepts of the Practice
  • PSFs and Key Metrics of the Practice
  • Change and Change Model
  • Standard Change
  • Emergency Change and Change Authority
• Processes of the Practice
  • Inputs and Outputs of the Processes
  • Key Activities of the Processes
  • Integrate the Practice in the Organisation’s Value Streams
• Roles and Competences of the Practice

• Responsibilities of the Key Roles of the Practice
  • Change Manager / Coordinator and Change Authority
  • Position the Practice in the Organisational Structure
• Information and Technology Support and Enable the Practice
  • Explain the Tools Application
  • Apply the Recommendations on Automation
• Role of Partners and Suppliers in the Practice
  • Dependencies of the Practice on Third Parties
  • Partners and Suppliers Can Support the Practice
• ITIL Capability Model Can Be Used to Develop the Practice
  • Capability Criteria Support the Practice Capability Development
• Recommendations for the Practice Success
  • Recommendations for Change Enablement Success
  • Recommendations Are Supported by the ITIL Guiding Principles?

Module 3: Deployment Management (DM)

• Key Concepts of the Practice
  • PSFs and Key Metrics of the Practice
  • Environment
  • Continuous Integration
  • Continuous Delivery
  • Continuous and Deployment
• Processes of the Practice
  • Inputs and Outputs of the Processes
  • Key Activities of the Processes
  • Integrate the Practice in the Organisation’s Value Streams
• Roles and Competences of the Practice
• Responsibilities of the Key Roles of the Practice
  • Deployment Manager
  • Deployment Practitioner
  • Position the Practice in the Organisational Structure
• Information and Technology Support and Enable the Practice
  • Tools Application
  • Apply the Recommendations on Automation
• Role of Partners and Suppliers in the Practice
  • Dependencies of the Practice on Third Parties
  • Partners and Suppliers Can Support the Practice
• ITIL Capability Model Can Be Used to Develop the Practice
  • Capability Criteria Support the Practice Capability Development
• Recommendations for the Practice Success
  • Recommendations for Deployment Management Success
  • How These Recommendations Are Supported by the ITIL Guiding Principles?

Module 4: Release Management (RM)

• Key Concepts of the Practice
  • Purpose of the Practice
  • PSFs and Key Metrics of the Practice
• Key Terms/Concepts
  • Release and CI/CD and Release Management
  • Release Model
  • Push/Pull Conditions
• Processes of the Practice
  • Inputs and Outputs of the Processes
  • Key Activities of the Processes
  • Integrate the Practice in the Organisation’s Value Streams
  • Roles and Competences of the Practice
• Responsibilities of the Key Roles of the Practice:
  • Release Manager
  • Position the Practice in the Organisational Structure
• Information and Technology Support and Enable the Practice
  • Tools Application
  • Apply the Recommendations on Automation
• Role of Partners and Suppliers in the Practice
  • Dependencies of the Practice on Third Parties
  • Partners and Suppliers Can Support the Practice
• ITIL Capability Model Can Be Used to Develop the Practice
  • Capability Criteria Support the Practice Capability Development
  • Recommendations for the Practice Success
  • Recommendations for Release Management Success
  • How These Recommendations Are Supported by the ITIL Guiding Principles?

Module 5: Service Configuration Management (SCM)

• Key Concepts of the Practice
  • Purpose of the Practice
  • PSFs and Key Metrics of the Practice
  • Configuration Item (CI)
  • Service Configuration Model
  • CI Lifecycle Model
  • Configuration Management System
  • Configuration Management Database
  • Baseline Configuration
  • Configuration Verification
  • Configuration Inventory
  • Configuration Audit
• Processes of the Practice
  • Inputs and Outputs of the Processes
  • Key Activities of the Processes
  • Integrate the Practice in the Organisation’s Value Streams
• Roles and Competences of the Practice
• Responsibilities of the Key Roles of the Practice:
  • Configuration Manager
  • Configuration Coordinator
  • Configuration Librarian
  • Resource Owner/Custodian
  • Position the Practice in the Organisational Structure
• Information and Technology Support and Enable the Practice
  • Recommendations on Automation
• Partners and Suppliers in the Practice
  • Dependencies of the Practice on Third Parties
  • Partners and Suppliers Can Support the Practice
• ITIL Capability Model Can Be Used to Develop the Practice
  • Capability Criteria Support the Practice Capability Development
• Recommendations for the Practice Success
  • Recommendations for Service Configuration Management Success
  • How These Recommendations Are Supported by the ITIL Guiding Principles?

Module 6: Plan, Implement, and Control

• Processes and Value Streams of the Plan, Implement, and Control Practices
  • Role of the Incident Resolution Service Value Stream
  • Role of the Request Fulfilment Service Value Stream
  • Plan, Implement, and Control Practices
• Information and Technology Support and Enable the Practices
  • Information Is Exchanged Between the Plan, Implement, and Control Practices
• Recommendations for the Plan, Implement, and Control Practices Success
  • Recommendations for the Plan, Implement, and Control Practices

Root Cause Analysis Course Outline

Module 1: Introduction to Root Cause Analysis 

• What is Root Cause Analysis?
• Casual Factors
• Direct Cause Vs Root Cause
• Goals of Root Cause Analysis
• Root Cause Identification

Module 2: Improvement Methodologies

• 3 Cs
• Eight Ds
• PDCA (Plan, Do, Check, Act):
• DMAIC
• Kaizen
• Kaizen Limitations
• Kepner-Tregoe Analysis

Module 3: Gather and Manage Data

• Overview
• Data Collection
• Gather Data

Module 4: Root Cause Analysis Techniques

• Introduction
• Five ‘Whys’
• Cause and Effect
• Pareto Analysis
• Change Analysis
• Barrier Analysis
• Scatter Diagrams Correlation and Regression
• Correlation and Causation
• Forecasting
• Pearson's Correlation Coefficient (R)
• Regression Analysis with Scatter Diagrams
• Events and Causal Factors Analysis / Flow (Process) Diagram
• Fault Tree Analysis
• Control Charts / Run Charts
• Benefits of using a Control Chart
• Run Charts

Module 5: Generate and Evaluate Effective Solutions

• Effective Solution Process
• 7 Steps of Problem Solving
• Edward De Bono and The Six Working Hats
• De Bono’s Six Working Hats
• Other Prioritisation/Consensus Tools

Certified IT Service Manager (CITSM) Course Outline

Module 1: Introduction to IT Service Management

• Overview of IT Service Management
• Role and Importance of IT Service Management in Organisations
• Key Concepts and Terminology

Module 2: Leadership in IT Service Management

• Leadership and Management Skills for IT Service Managers
• Strategic Planning and Decision Making
• Effective Communication and Team Building

Module 3: Formulating and Executing IT Service Strategies

• Crafting and Executing IT Service Strategies
• Fundamentals of IT Service Design
• Harmonising IT Services with Corporate Goals

Module 4: Managing IT Service Implementation and Activities

• Foundations of IT Service Provision
• Achieving Operational Excellence in IT Services
• Administration of IT Service Operations

Module 5: Customer Relationship Management in IT Services

• Understanding Customer Needs and Expectations
• Building and Maintaining Strong Customer Relationships
• Customer Feedback and Continuous Improvement

Module 6: Risk Management in IT Services

• Identifying and Managing IT Risks
• Business Continuity and Disaster Recovery Planning
• Compliance and Regulatory Considerations

Module 7: Performance Measurement and Management

• Key Performance Indicators (KPIs) for IT Services
• Techniques for Monitoring and Measuring Service Performance
• Using Data for Service Improvement

Module 8: Change Management in IT Services

• Principles of Effective Change Management
• Managing Change in IT Environments
• Communication and Stakeholder Engagement in Change Processes

Module 9: Technology Trends Impacting IT Service Management

• Emerging Technologies and Trends
• Leveraging Technology for Service Improvement
• Preparing for Future IT Challenges

Module 10: Project Management for IT Service Managers

• Fundamentals of Project Management
• Project Management Techniques for IT Service Managers
• Balancing Operational and Project Responsibilities