ILCSI: ITIL Intermediate Module - Continual Service Improvement | IT Training & Certification | Info Trek
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ILCSI: ITIL Intermediate Module - Continual Service Improvement

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Starting From
RM 5900.00
  1. 4 Days
  1. HRDF SBL Claimable
  2. Lunch & refreshment provided
  3. Certificate of Attendance available
Starting From
RM 3500.00
  1. 32 Hours
  1. HRDF SBL Claimable
  2. Certificate of Attendance available
  3. 90 days of access from date of activation
  1. 4 Days
  1. All of our private classes are customized to your organization's needs.
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ILCSI: ITIL Intermediate Module - Continual Service Improvement

OBJECTIVES

At the end of this course, participants can expect to gain competencies in:

  • Introduction to Continual Service Improvement
  • Continual Service Improvement process
  • Continual Service Improvement methods and techniques
  • Continual Service Improvement technology related activities
  • Organization and technology for Continual Service Improvement
  • Understand implementation approaches. Challenges, critical success factors and risks

WHO SHOULD ATTEND

This course is targeted for IT Managers, IT staff and process owners, Application Project and Business Managers directly involved in IT, any member of an IT organization in delivery of IT services and existing holders of the ITIL v3 Foundation certificate who want to gain in-depth knowledge.

METHODOLOGY

This program will be presented via interactive lecture and practical hands-on activities

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Modules

Introduction To Continual Service Improvement
This unit introduces the candidate to concepts and terminology in the field of Continual Service Improvement.
  • The purpose and objectives of Continual Service Improvement
  • The scope of Continual Service Improvement
  • The approach to Continual Service Improvement
  • The interfaces with other ITIL Lifecycle stages


Continual Service Improvement Principles
  • How the success of CSI depends upon an understanding of change upon an organization
  • How CSI drives the adoption of, and is influenced by Service Level Management
  • How the Deming Cycle is critical to both the implementation and application of CSI
  • How CSI can make effective use of the various aspects of Service Measurement
  • How Knowledge Management is a mainstay of any improvement initiative
  • How CSI can make effective use of internal and external benchmarks
  • How CSI can be used to ensure good governance where goals are aligned and good management is achieved
  • How frameworks, models, standards and quality systems fully support the concepts embodied in CSI

Continual Service Improvement Process

This unit covers in detail the ITIL processes primarily covered in the Continual Service Improvement stage, and the relevant activities relating to other ITIL processes

  • The 7 step improvement process. Specifically the candidate will be babble to articulate what is being done at every step and where the information is actually found
  • How CSI integrates with the other stages in the Service Lifecycle
  • Service Reporting and articulate reporting policies and rules
  • Service Measurement Specifically, the candidate will be able to describe targets, and describe, use ad interpret metrics and reports
  • The importance of property defining metrics and measurements
  • The concept of Return on Investment for CSI. Specifically the candidate will be able to demonstrate how to create a return on investment, establish a business case and measure the benefits achieved
  • The various Business questions for CSI
  • The relationship between CSI and Service Level Management


Continual Service Improvement Methods And Techniques

This unit will provide detailed coverage of the activities primarily used to deliver Continual Service Improvement phase.

  • What to assess and when to use Assessments
  • How a gap analysis can provide insight into the areas that have room for improvement
  • Benchmarking
  • The Measuring and Reporting frameworks such as the Balance Scorecard and the SWOT analysis
  • The Deming Cycle and its uses for service improvement
  • The relationships and interfaces between CSI and the other service management processes
  • How availability management techniques such as CFIA, FTA, FSA, TO and the expanded Incident Lifecycle can be used by CSI
  • How capacity management techniques such as business, service and component capacity management, workload and demand management, the iterative activities of capacity management can be used by CSI
  • How CSI needs to take IT Service Continuity Management requirements into consideration and how CSI can use Risk Management to identify areas for improvement
  • Problem management supports the activities of CSI


Organization For Continual Service Improvement

The nature of the activities and the skills required for the 7-step improvement process

The responsibilities, skills and competencies for:

  • Service Manager
  • CSI Manager
  • Service Owner

How authority matrices (RACI) can vary used when defining communication procedures in the CSI processes.


Technology For Continual Service Improvement

This unit covers the appropriate technology and tools to support the Continual Service Improvement processes and activities

How the following tools can be used to assist some or all of the activities of the Continual Service Improvement process

  • IT service management suites
  • System and network management
  • Event management
  • Automated Incident / problem resolution
  • Performance Management
  • Statistical Analysis tools
  • Project and Portfolio Management
  • Financial management
  • Business Intelligence Reporting


Implementing Continual Service Improvement

This unit covers the key considerations in implementing CSI

  • Where to start
  • The role of Governance to CSI
  • The effect of Organizational Change for CSI
  • A Communication Strategy and Plan


Critical Success Factors And Risks

This unit addresses the positive and negative factors affecting the Continual Service Improvement process as well of the effect of CSI upon the organization

  • The effects on an organization of the challenges facing Continual Service Improvement
  • The appropriate critical success factors for Continual Service Improvement
  • The potential impact if the risks associated with implementing CSI
  • The potential value to business, benefits and costs

Summary, Exam Preparation And Directed Studies
Kaustuv De

Kaustuv De

Kaustuv has had 10 years of experience in Information Communication Technology (ICT) industry especially in Retail, logistics and IT Service Management in Asia and Europe. He has an analytical, professional skill with strong result oriented work ethic. He places emphasis on strategic planning and decision-making. Kaustuv is experienced in large system development work. This includes managing complex integrated logistics and manufacturing implementation projects. He is able to negotiate and balance competing business issues and anticipate strategic project requirements such as migration, development and risks. He is also a skilled communicator.Kaustuv is an accredited trainer with the APM Group & EXIN. He has successfully trained and coached more than 2000 IT professionals within Asia Pacific and the Middle East, including India, Malaysia, Dubai and Singapore.
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Raja Segaran AL Amasi

Raja Segaran AL Amasi

Raja Segaran Amasi has over 10 years of working experience in ICT operations with large telecommunication and outsourcing companies. During this period, he was involved in multiple projects in process improvement to achieve organizational efficiency.He was actively involved in the setup of an IT service desk and service management best practices process (incident, problem and change management) implementation within the IT support structure. His specialization is in data centre operations and service operations. During his professional career with a large outsourcing company, he was actively involved in ISO20000 certification and in the initial stage of design ITIL based service management process owners for at least 3 processes.Raja Segaran's strengths are his seniority, combining experience and helicopter-view, sense of humour and enthusiasm. He strongly believes that IT is about achieving results together and being a team player. His impressive list of clients included DH: ITSC, Shell IT International, Dell Asia Pacific, HP India, Microsoft Thailand, Microsoft Korea, EMC Australia, Wipro India, Infosys India, Siemens India, Prudential Asia Pacific, Intel Penang, AMD Penang, CSA Penang, Fairchild Semiconductor Penang and MISC. Read More

Kui Tze Lin

Kui Tze Lin

Experienced consulting in the IT industry focusing on supporting the operations of supply chain planning and optimizing solutions. Started career in IT as a technical/application support consultant. In less than 2 years, he was promoted as the Team Lead to set up and run 24/7 support operations before taking up the role as an Account Manager in 2017.As a grew up in a family of educators are potential life changers and able to facilitate someone to be successful in life. Since his high school and college days, he enjoyed imparting his knowledge to his peers who needed help by organizing group study sessions. Once he finished his A-level examinations, he was teaching in a primary school for half a year before he started university. After he graduated, he continues to deliver customized 1-on-1 tutoring high school pupils during weekends simply because he loves teaching and helping other. Read More

Sean Low

Sean Low

Sean Low is a Diploma holder in Graphic Design from Saito Academy & Higher Diploma and Master's Degree in Business with Infromation Technology from University of Northumbria, NewCastle. He is Management Consultant for Pink Elephant with the responsibility for delivery (consulting projects), training and development in the Asian region. Service Management Process and Applications Manager with the responsibilities of defining, documenting and implementing IT service management processes and policies across the World Vision International (WVI) global partnership that consists of more than 50 countries. Technical Services Manager with HP (formerly EDS) with the responsibility of managing the Wintel support team with 100-150 staffs supporting over international/multinational customers which includes daily operational responsibility for people, customer and day-to-day project management activities of the team. IT Manager for Malaysia’s premier business weekly The Edge. Responsibilities include managing a team of web designers, programmers and system support staff. Other responsibilities include providing strategic direction to implementation of IT processes within the organisation Read More

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