ILSS: ITIL Intermediate Module - Service Strategy
Public ClassStarting FromRM 5900.00
On DemandStarting FromRM 3500.00
HRDF SBL Claimable
Lunch & refreshment provided
Certificate of Attendance available
Private ClassAll of our private classes are customized to your organization's needs.
HRDF SBL Claimable
Certificate of Attendance available
90 days of access from date of activation
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Course DetailsExpand All
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 and understanding of the service strategy stage of the ITIL v3 service lifecycle
This program will be presented via interactive lecture and practical hands-on activities
Upon completion of this program, participants should be able to :
- Lead discussions on Service Strategy
- Define services and market spaces
- Conduct strategic analysis
- Apply financial management
- Manage demand
- Drive strategy through the service lifecycle
- Understand critical success factors and risks
ModulesExpand AllThis unit introduces the candidate to the core concepts and practices in Strategy and organization applied to Service Management and IT
- The logic of value-creation within the context of the ITIL Service Lifecycle
- Capabilities and resources
- Service provider types, and be able to choose between the types
- Dynamics of a service model based on the concept of value networks
- Strategic perspectives, plans, positions and patterns as applied to service management and IT in their own organization
This unit covers the core concepts and practices in internal marketing, business development, and opportunity analysis.
- Formal definitions of services suitable for planning and execution across the Service Lifecycle
- Businesses outcomes of customers and relating them to customer assets and service assets
- Services into customer outcomes, service assets, utility and warranty elements
- Market spaces, opportunities for new or changed services, and services as configurations and patterns
This unit covers the process of conducting strategic assessment with respect to customers, market spaces and existing capabilities of a service provider
- Strategic assets of an organization their performance and potential for serving particular customers or market spaces
- Critical Success factors and degree of alignment of existing services, capabilities, and strategies with customer’s business
- Business potential within existing customers and in adjacent market spaces through analysis of patterns within Service Catalogue, business strategy of customers, and environmental factors such as business trends, technological innovation and regulatory compliance
This unit covers Financial management and investments applied to Service Management
- Service evaluation, financial modeling, service provisioning and analysis and business impact analysis
- Funding the Service Portfolio and phases of the Service Lifecycle and defining expectations or return on investments
- Service Portfolio Management, methods, and processes related to service management and services
- Challenges, opportunities and risks in fulfilling demand for particular customer o0r market space
- High-level strategies for demand management that can be supported by capabilities across the Service Lifecycle
- Demand with respect to customer outcomes, patterns of business activity and user profiles. Sources of demand and capacity within the Service Catalogue and Service Pipeline
- Core Service Packages and Service Level packages
- The roles of product manager and Business Relationship Manager
- How Service Strategy is driven through and informed by other elements of the Service Lifecycle
- Policies and constraints for Service Design that will encode strategic objectives and customer needs
- Requirements for Service Transition to act on behalf of Service strategy in reducing costs and risks as service progress through the Lifecycle
- Tactical plans for the Service catalogue to be effectively hosted by Service Operation phase, with adjustments by customers and contracts
- Opportunities for improvement across the Service Portfolio and Service Lifecycle
- The role of organization development and sourcing as Critical Success Factors
- Automation and tools to meet strategic objectives through the framework of service management
- Benefits and risks from factors such as complexity, coordination, intangible assets, and total cost of utilization
- Types of risks across the Lifecycle and high level approaches for mitigating risks
Noordin Bin Aboo Talib Khalid
Noordin Aboo Talib Khalid has over 13 years of working experience in Information Communication Technology (ICT) industry, especially in automotive manufacturing and logistic areas. He specializes in ITIL (Expert), Cobit, Prince2 and ISO20000
He has an analytical, professional skill with strong result oriented work ethic and emphasis on strategic planning and decision-making. He has experienced in large system development work including managing a complex integrated logistics and manufacturing implementation projects. He is able to negotiate and balance competing business issues, anticipates strategic project requirements, migration, development and risks, and is able to communicate effectively with all levels of professionals within the organization.
Olivia Lee Pei Wern
Olivia Lee graduated from University of Warwick, United Kingdom with a BSc. in Industrial Economics.
She is an ITIL V3 Expert and a certified ISO/IEC 20000 Consultant and Auditor.
Olivia has over 16 years of experience in service management and strategy consulting, project management, user training and communication. She has previously worked with KPMG Consulting and Accenture providing governance consulting; and implementing and supporting efficient SAP and/or Oracle ERP systems. Her work experience has taken her to multiple countries within the APJ region, as well as to the UK. She has delivered IT service management engagements across the region, ranging from ITIL assessments, process design, service improvement and roadmap planning. She has also been involved in IT transformation strategy and planning engagements, providing IT strategy consulting and implementation to realize their transformation objectives. She provides thought leadership consulting to enterprise customers with regards to Strategy and Planning, Service Management, Operations Improvement and Organizational Design. She advises customers on “Running IT as a Business", providing industry experience and best practice know-how on process improvement and organizational alignment.
In many previous engagements, Olivia has successfully addressed a customer's needs and developed a workable solution based on best practices, proven methodologies and frameworks. Her strengths are in understanding a customer's needs, expected future state and working closely with the customer to define, develop and deliver value to the organization; and building a trusted relationship with the customer. By leveraging her experience and expertise in IT strategy planning, process consulting, value engineering and realization engagements, she has delivered and led multiple successful projects and achieved consistently high customer satisfaction results.
Aaron Ho KhongAaron Ho is certified in ITIL V3 Intermediate, Prince2 Practitioner and Project Management Professional PMP). He has over 14 years of working experience in the information and communication technology industry specializing in Telecom Value Added Services Management, Contact Center Management and IT Service Management.He has good analytical and business acumen skills which helps him to better understand business needs and identify opportunities. He is result oriented with good work ethics and is able to translates business goals into project/program requirements and engages the stakeholders to obtain expertizes, resources and support.His emphasis is on strategic planning, decision-making, negotiating, balancing competing business issues, anticipating strategic project requirements, migration, development and risks. He communicates effectively with all levels of professionals within the organization.
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