IT Process Management Lifecycle Module Certification


ITIL Life Cycle


These neatly segregated Lifecycle Modules will help individuals learn the essential aspects of successful Management, Operations Marketing and Organization Management to help a business efficiently use its resources optimally.


Target Audience

  • IT professionals who have secured IT Process Management Foundation certification and want to study how different stages of a lifecycle package themselves into one Service Management project.
  • Individuals wanting to transition into IT Process Management ‘Expert’ level

Course Objectives

This certification is intended to help prior holders of the ‘IT Process Management Foundation certificate’ in Service Management to acquire necessary skills required to begin the practical application of the learned concepts in the Service Management lifecycle oriented projects.
The IT Process Management V3 Lifecycle certification (Intermediate) stream consists of five individual sub-modules, each teaching you one of the core IT Process Management Service Lifecycle phases.


Each of these modules of the Lifecycle plan covers core introduction to the Service Lifecycle process, core principles, processes, and functions that happen within the specific stage of an IT Process Management ‘Service Management’ Lifecycle.

They are enumerated below:
  • Service Strategy
  • Service Design
  • Service Transition
  • Service Operation
  • Continual Service Improvement

Upon completion of this certificate program, you will be able to:

  • Implement planning, protection and optimization of a service strategy
  • Have a thorough understanding of service design and its effective operation
  • Add value to your business with application of IT Process Management core principles
  • Manage a service management based lifecycle with continual service improvement
  • Have a thorough understanding of key lifecycle design principles

Duration: 21 Hours

  • INTRODUCTION TO SERVICE STRATEGY

    • The purpose, goals and objectives of service strategy.
    • The scope of service strategy
    • The value to the business
    • The context of service strategy in relation to all other lifecycle stages.
  • SERVICE STRATEGY PRINCIPLES

    • The ability to decide on a service strategy.
    • How to utilize the four P’s of service strategy
    • How to define services, create value and leverage the combined use of utility and warranty
    • How to use service economics and sourcing strategies when meeting business outcomes.
  • SERVICE STRATEGY PROCESSES

    • The management level concepts for the five service strategy processes and how they flow and integrate with the lifecycle.
    • What the seven-step improvement process is, how each step can be applied and the benefits produced
    • The purpose, scope and objectives of each service strategy process and how they link to value for the business.
  • GOVERNANCE

    • The ability to analyse IT governance and use it to set strategy by leveraging governance frameworks, bodies.
    • When to use assessments, what to assess and how a gap analysis can provide insight into the areas that have room for improvement
  • ORGANIZING FOR SERVICE STRATEGY

    • The ability to create an organizational design using the relevant development and departmental methods.
  • TECHNOLOGY CONSIDERATIONS

    • Understand the relevance and opportunities for service automation and the importance and application of technology interfaces across the lifecycle..
  • IMPLEMENTING SERVICE STRATEGY

    • Develop implementation strategies that follow a lifecycle approach (e.g. design, transition, operation and improvement, programmes).
  • CHALLENGES, CRITICAL SUCCESS FACTORS AND RISKS

    • The ability to provide insight and guidance for strategic challenges, risks and critical success factors.

Duration: 21 Hours

  • Introduction to service design

    • The purpose, goals and objectives of service design.
    • The scope of service design
    • The context of service design in the IT Process Management service lifecycle
    • The context of service design in the IT Process Management service lifecycle
    • Service design inputs and outputs and the contents and use of the service design package and service acceptance criteria
  • Service design principles

    • Design service solutions related to a customer’s needs
    • Design and utilize the service portfolio to enhance business value
    • The measurement systems and metrics
    • Service design models to accommodate different service solutions
  • Service design processes

    • The interaction of service design processes
    • The flow of service design as it relates to the business and customer
    • The five design aspects and how they are incorporated into the service design process
  • Service design technology-related activities

    • Requirements engineering in the design process and utilizing the three types of requirements as identified for any system; functional, management/operations and usability
    • The design of technical architectures for data and information management, and application management
  • Organizing for service design

    • How to design, implement and populate a RACI diagram for any process that is within the scope of IT service management
    • The service design roles and responsibilities, where and how they are used and how a service design organization would be structured to use these roles
  • Technology considerations

    • Service design related service management tools, where and how they would be used
    • The benefits and types of tools that support service design
  • Implementation and improvement of service design

    • The six-stage implementation/improvement cycle and how the activities in each stage of the cycle are applied
    • How business impact analysis, service level requirements and risk assessment can affect service design solutions
  • Challenges, critical success factors and risks

    • Bloom’s Level 4 Objectives – The knowledge, interpretation and analysis of service design principles, techniques and relationships and their application to the design of effective service solutions.

Duration: 21 Hours

  • Introduction to service transition

    • The purpose, objectives and scope of service operation
    • The scope of service transition and ways that service transition adds value to the business
    • The context of service transition in relation to all other lifecycle stages
  • SERVICE TRANSITION PRINCIPLES

    • Service transition policies, principles and best practices for service transition
    • How to use metrics to ensure the quality of a new or changed service and the effectiveness and efficiency of service transition
    • The inputs to and outputs from service transition as it interfaces with the other service lifecycle phases
  • Service operation processes

    • A management perspective of the purpose and value of the service transition processes, how they integrate within service transition and how they interface with other lifecycle phases
  • MANAGING PEOPLE THROUGH SERVICE TRANSITIONS

    • How to address and manage the communication and commitment aspects of service transition
    • How to manage organizational and stakeholder change
    • How to develop a stakeholder management strategy, map and analyse stakeholders and monitor changes in stakeholder commitment
  • ORGANIZING FOR SERVICE TRANSITION

    • How the technical and application management functions interface with service transition.
    • The interfaces that exist between service transition and other organizational units (including programmes, projects, service design and suppliers) and the “handover points” required to ensure delivery of new or change services within the agreed schedule
    • Service transition roles and responsibilities, where and how they are used, as well as examples of how small or larger service transition organizations would be structured to use these roles.
    • Why service transition needs service design and service operation, what it uses from them and how
  • TECHNOLOGY CONSIDERATIONS

    • Technology requirements that support the service transition stage and its integration into the service lifecycle.
    • Types of knowledge management, service asset and configuration management and workflow tools that can be used to support service transition
  • IMPLEMENTING AND IMPROVING SERVICE TRANSITION

    • The key activities for introducing an integrated service transition approach into an organization
    • The design, creation, implementation and use of service transition in a virtual or cloud environment
  • CHALLENGES, CRITICAL SUCCESS FACTORS AND RISKS

    • Be able to provide insight and guidance for service transition challenges, risks and critical success factors

Duration: 21 Hours

  • Introduction to service operation

    • The purpose, objectives and scope of service operation
    • The value to the business
    • The context of service operation in the IT Process Management service lifecycle
    • The value to the business
    • The fundamental aspects of service operation and the ability to define them.
  • SERVICE OPERATION PRINCIPLES

    • How an understanding of the basic conflict between maintaining the status quo and adapting to changes in business needs can lead to better service operation.
    • Other service operation principles including: involvement in other lifecycle stages; understanding operational health; the need for good documentation and communication including a communication strategy
    • Service operation inputs and outputs
  • SERVICE OPERATION PROCESSES

    • The use, interaction and value of each of the service operation processes: event management, incident management, request fulfilment, problem management, and access management.
  • COMMON SERVICE OPERATION ACTIVITIES

    • How the common activities of service operation are co-ordinated for the ongoing management of the technology that is used to deliver and support the services.
    • How monitoring, reporting and control of the services contributes to the ongoing management of the services and the technology that is used to deliver and support the services.
    • How the operational activities of processes covered in other lifecycle stages contribute to service operation
    • How IT operations staff should look for opportunities to improve the operational activities.
  • ORGANIZING FOR SERVICE OPERATION

    • The role, objectives and activities of each of the four functions of service operation: service desk, technical management, IT operations management, and application management.
    • Service operation roles and responsibilities, where and how they are used as well as how a service operation organization would be structured to use these roles.
  • TECHNOLOGY CONSIDERATIONS

    • The generic requirements of technologies that support service management across all lifecycle stages
    • The specific technology required to support the service operation processes and functions.
  • IMPLEMENTATION OF SERVICE OPERATION

    • Specific issues relevant to implementing service operation including: managing change in service operation; assessing and managing risk in service operation; operations staff involvement in service design and service transition.
    • Planning and implementing service management technologies within a company.
  • CHALLENGES, CRITICAL SUCCESS FACTORS AND RISKS

    • The challenges (e.g. engagement with staff outside service operation, justifying funding), critical success factors (e.g. management and business support, staff retention) and risks (e.g. loss of service) related to service operation.

Duration: 21 Hours

  • INTRODUCTION TO CONTINUAL SERVICE IMPROVEMENT

    • The purpose, objectives and scope of CSI
    • The value to the business of adopting and implementing CSI.
    • The context of CSI in the IT Process Management service lifecycle
    • The approach to CSI, including key interfaces and inputs and outputs
  • CONTINUAL SERVICE IMPROVEMENT PRINCIPLES

    • How the success of CSI depends on understanding change in the organization and having clear accountability.
    • How service level management and knowledge management influence and support CSI
    • How the complete Deming Cycle works, and how it can be applied to a real world example
    • How CSI can make effective use of the various aspects of service measurement
    • What situations require the use of frameworks and models, and examples of how each type can be used to achieve improvement
  • CONTINUAL SERVICE IMPROVEMENT PROCESS

    • What the seven-step improvement process is, how each step can be applied and the benefits produced.
    • How CSI integrates with the other stages in the IT Process Management service lifecycle
    • How other processes play key roles in the seven-step improvement process
  • CONTINUAL SERVICE IMPROVEMENT METHODS AND TECHNIQUES

    • When to use assessments, what to assess and how a gap analysis can provide insight into the areas that have room for improvement.
    • How to use benchmarking, service measurement, metrics, service reporting, including balanced scorecard and SWOT, to support CSI.
    • How to create a return on investment, establish a business case and measure the benefits achieved.
    • How techniques within availability management, capacity management, IT service continuity management and problem management can be used by CSI.
  • ORGANIZING FOR CONTINUAL SERVICE IMPROVEMENT

    • The role of the CSI manager, and the roles of service owner, process owner, process manager and process practitioner in the context of CSI and how they can be positioned within an organization.
    • How to design, implement and populate a RACI (responsible, accountable, consulted, informed) diagram as well as how to use it to support CSI
  • Technology Considerations

    • The technology and tools required and how these would be implemented and managed to support CSI activities such as performance, project and portfolio management, as well as service measurement and business intelligence reporting
  • IMPLEMENTING COUNTINUAL SERVICE IMPROVEMENT

    • CSI implementation: strategy, planning, governance, communication, project management, operation, as well as how to deal with cultural and organizational change.
  • CHALLENGES, CRITICAL SUCCESS FACTORS AND RISKS

    • The challenges and risks such as staffing, funding, management, etc., which can be related to CSI and the details behind how each challenge can be addressed.
    • The critical success factors related to CSI as well as how to measure and monitor them.
Batch Date Course Duration
Citrix Authorize Learning Center Microsoft Partner Network Summer Training Training Center Amcat Partner Network
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