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ILST: ITIL Intermediate Module - Service Transition

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RM 3500.00
  1. 32 Hours
  1. HRDF SBL Claimable
  2. Certificate of Attendance available
  3. 90 days of access from date of activation

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  1. 4 Days

ILST: ITIL Intermediate Module - Service Transition

INTRODUCTION

The intermediate level ITIL® v3 (version 3) Service Lifecycle Module Service Transition offers candidates the ability to specialize in one of the five stages of the service lifecycle.

This compact 4-day training includes an optional exam. Passing this exam adds 3 credits towards the 22 required credits to enter the advanced level in IT service management certification based on ITIL v3.

Each module of the lifecycle series covers an introduction to the service lifecycle, the principles, processes, functions and activities within that stage of the ITIL service management lifecycle, along with technology and implementation considerations.

AUDIENCE

The course, ITIL v3 Lifecycle Module Service Transition, is targeted towards existing holders of the ITIL v3 Foundation certificate who want to gain in-depth knowledge and understanding of the service transition

stage of the ITIL v3 service lifecycle.

Candidates who wish to certify for ITIL v3 at intermediate or advanced level can earn 3 credits by passing the optional exam.

PREREQUISITES

An ITIL v3 Foundation certificate and preferably about two years work experience in an IT service management environment.

METHODOLOGY

This program will be conducted with interactive lectures, PowerPoint presentation, discussions and practical exercise

COURSE OBJECTIVES

Upon completion of this program, participants should be able to:

  • Introduction to service transition
  • Service transition principles
  • Service transition processes
  • Service transition related activities
  • Organization and technology for service transition
  • Understanding implementation approaches, service transition roles, challenges and critical success factors and risks

Expand All

Modules

Introduction
  • Service Transition as a practice
  • Service, its value proposition and value composition
  • Functions, Processes and Roles
  • The purpose, goals and objectives of Service Transition
  • The scope of Service Transition and the types of processes used by Service Transition
  • The position of Service Transition within the Service Lifecycle, the interfaces, inputs and outputs
  • Potential value to business


Principles
  • The concept of service and role of utilities, warranties, capabilities and resources in delivering the service
  • The key policies and best practice principles that aid effective Service Transition

Exercise - Principles


Processes
  • Transition Planning and Support
  • Change Management
  • Service Asset and Configuration Management
  • Release and Deployment Management
  • Service Validation and Testing
  • Evaluation
  • Knowledge Management

Exercises -

  • Transition Planning and Support
  • Change Management
  • SACM
  • Release and Deployment Management
  • Service Validation and Testing
  • Service Evaluation
  • Knowledge Management



Activities
  • Managing Communications and Commitment
  • Managing Organizational and Stakeholder Change
  • Organizational roles, responsibilities and Service Transition Roles within organizational change
  • Planning and Implementing organizational change, and the outputs from other lifecycle stages which assist with managing organizational change
  • Assessing organizational readiness for and monitoring progress of organizational change
  • Methods, practices and techniques used in managing change
  • Stakeholder Management

Exercise - Activities


Organization
  • Service Transition Roles and Responsibilities
  • Organizational context for Service Transition
  • The relationship of Service Transition with other lifecycle phases

Exercise - Roles and Responsibilities


Technology
  • Technology requirements for Service Transition that support Service Transition as a whole and support Service Transition’s integration into the whole lifecycle

Exercise - Technology


Implementation

The stages of introducing Service Transition to an organization including:

  • Justification
  • Design
  • Management of cultural change and risks and beneficial values
  • Measurements through analyzing Critical Success Factors and Key Performance Indicators
  • Challenges, prerequisites for success and risks that affect the likely viability of new and changed services
  • Challenges facing Service Transition and the external factor that affect the approach to Service Transition

Exam Preparation

  • Mock examination

ST Exam

  • Exam


Noordin Bin Aboo Talib Khalid

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.


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Olivia Lee Pei Wern

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.

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Aaron Ho Khong

Aaron Ho Khong

Aaron 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. Read More

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