IT Process Management Capability Modules Training


What you will learn:
SSDN Technologies offers the unsurpassed training in India for learning the application of IT Process Management Capability Module for better implementation of lifecycle management within the IT Service Management industry for effective growth of a business.

Itil Capability


Target Audience

  • Individuals wanting to IT professionals who have secured the IT Process Management Foundation certification are best suited for this course since they would want to transition into the IT Process Management Expert level and want to study how different stages and lifecycle processes package themselves into one Service Management project.
  • This certification is intended to help prior holders of the ‘IT Process Management Foundation certificate’ in IT Service Management to acquire necessary skills required to begin the practical application of the learned concepts in Service Management lifecycle projects.

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

  • Implement planning, protection and optimization of an IT lifecycle
  • Have a thorough understanding of all core PPO concepts and terms
  • Add value to your business with PPO activities
  • Manage a PPO based lifecycle
  • Have a thorough understanding of key service design principles

Duration: 21 Hours

  • Introduction to operational support and analysis

    • The value to the business of OSA activities
    • The lifecycle within the OSA context
    • Optimizing service operation performance
  • Event management

    • The event management process inclusive of its design strategy, components, activities and operation including its organizational structure, as well as any interfaces with other processes
    • Efficient event management and provision of examples showing how it is used to ensure service quality within OSA
    • The benefits and business value that can be gained from event management.
  • Incident management

    • The incident management process inclusive of its components, activities and operation including its organizational structure, as well as any interfaces with other processes
    • The measurement model and the metrics that would be used to support incident management within OSA practices
    • The benefits and business value that can be gained from incident management.
  • Request fulfilment

    • The request fulfilment process inclusive of its components, activities and operation including its organizational structure, as well as any interfaces with other processes
    • The measurement model and the metrics that would be used to support incident management within OSA practices
    • The benefits and business value that can be gained from request fulfilment as related to OSA.
  • Problem management

    • The end-to-end process flow for problem management inclusive of problem analysis techniques, error detection, components, activities and operation including its organizational structure, as well as any interfaces with other processes
    • A measurement model and the metrics that would be used to support problem management within OSA practices
    • The benefits and business value that can be gained from problem management
  • Access management

    • The end-to-end process flow for access management process inclusive of components, activities and operation including its organizational structure, as well as any interfaces with other processes
    • A measurement model and the metrics that would be used to support access management within OSA practices
    • The benefits and business value that can be gained from access management as related to OSA.
  • The service desk

    • The complete end-to-end process flow for the service desk function inclusive of design strategy, components, activities and operation, as well as any interfaces with other processes or lifecycle phases
    • The service desk validation components and activities (e.g. service desk role, organizational structures, challenges, issues safeguards, etc.) and how these test components are used to ensure service quality within OSA
    • A measurement model and the metrics that would be used to support the service desk function within OSA practices.
  • Functions and Roles

    • The end-to-end process flow for OSA functions (i.e. technical management, IT operations management, and applications management) inclusive of design strategy, objectives, components, activities, roles and operation including its organizational structure, as well as any interfaces with other processes
    • The roles within each OSA process and generic roles
    • The benefits and business value that can be gained from functions as related to OSA.
  • Technology and implementation considerations

    • Technology requirements for service management tools and where/how they would be used within OSA for process implementation
    • What best practices should be used in order to alleviate challenges and risks when implementing service management technologies.

Duration: 21 Hours

  • Syllabus at a Glance

    • Introduction to planning, protection and optimization.
    • Bloom’s Level 2 Objectives – Full understanding of PPO terms and core concepts.
    • The value to the business of PPO activities
    • The lifecycle within the PPO context
    • The purpose and objective of service design as it relates to PPO
    • The basic service design principles
  • CAPACITY MANAGEMENT

    • Bloom’s Level 4 Objectives – The knowledge, interpretation and analysis of capacity management principles, techniques and relationships and their correct application to enable effective services planning, protection and optimization.
    • The end-to-end process flow for capacity management, including its design strategy, components, activities, roles and operation, organizational structure and its interfaces with other processes
    • A measurement model and the metrics that would be used to support capacity management within PPO practices
    • The benefits and business value that can be gained from capacity management
  • Continual service improvement process

    • Bloom’s Level 4 Objectives – The knowledge, interpretation and analysis of improvement principles, techniques and relationships, and their application to ensure continual service improvement.
    • 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
  • AVAILABILITY MANAGEMENT

    • Bloom’s Level 4 Objectives – The knowledge, interpretation and analysis of availability management principles, techniques and relationships and their correct application to enable effective services planning, protection and optimization.
    • The end-to-end process flow for availability management, including its design strategy, components, activities, roles and operation, organizational structure and its interfaces with other processes
    • The benefits and business value that can be gained from availability management
    • A measurement model and the metrics that would be used to support availability management within PPO practices
    • How techniques within availability management, capacity management, IT service continuity management and problem management can be used by CSI
  • IT SERVICE CONTINUITY MANAGEMENT (ITSCM)

    • Bloom’s Level 4 Objectives – The knowledge, interpretation and analysis of ITSC management principles, techniques and relationships and their correct application to enable effective services planning, protection and optimization.
    • The end-to-end process flow for ITSCM, including its design strategy, components, activities, roles and operation, organizational structure and its interfaces with other processes
    • The four stages of ITSCM (i.e. initiation, requirements and strategy, implementation and on-going operation) and how each can be used to support PPO
    • A measurement model and the metrics used to support ITSCM within PPO practices
    • The benefits and business value that can be gained from ITSCM
  • Implementing continual service improvement

    • Bloom’s Level 4 Objectives – The knowledge, interpretation and analysis of improvement principles, techniques and relationships, and their application to ensure continual service improvement.
    • CSI implementation: strategy, planning, governance, communication, project management, operation, as well as how to deal with cultural and organizational change
  • INFORMATION SECURITY MANAGEMENT

    • Bloom’s Level 4 Objectives – The knowledge, interpretation and analysis of information security management principles, techniques and relationships and their correct application to enable effective services planning, protection and optimization.
    • The end-to-end process flow for security management , including its design strategy, components, activities, roles and operation, its organizational structure and its interfaces with other processes
    • A measurement model and the metrics that would be used to support security management within PPO practices
    • The benefits and business value that can be gained from security management
  • DEMAND MANAGEMENT

    • Bloom’s Level 4 Objectives – The knowledge, interpretation and analysis of demand management principles, techniques and relationships and their correct application to enable effective services planning, protection and optimization.
    • The end-to-end process flow for demand management, including its design strategy, components, activities, roles and operation, organizational structure and its interfaces with other processes
    • Activity-based demand management as it relates to business and user activity patterns and how these contribute to core and service packages
    • The benefits and business value that can be gained from demand management in support of PPO
  • PLANNING, PROTECTION AND OPTIMIZATION ROLES AND RESPONSIBILITIES

    • Bloom’s Level 4 Objectives – The knowledge, interpretation and analysis of organizational roles, principles, techniques and relationships and their correct application to enable effective services planning, protection and optimization.
    • The roles and responsibilities related to capacity, availability, ITSCM and information security management, how they fit and are used within the service design organization to support PPO.
  • TECHNOLOGY AND IMPLEMENTATION CONSIDERATIONS

    • Bloom’s Level 4 Objectives – The knowledge, interpretation and analysis of technology and implementation principles, techniques and relationships and their correct application to enable effective services planning, protection and optimization.
    • Service management tools, where and how they can be used within PPO for process implementation .
    • The types of tools that support service design as related to PPO
    • What best practices should be used in order to alleviate challenges and risks when implementing service management technologies and designing technology architectures.

Duration: 21 Hours

  • INTRODUCTION TO RELEASE, CONTROL AND VALIDATION (RCV)

    • The purpose, objectives and scope of service transition lifecycle phase
    • The RCV processes in relation to service transition
    • Activities related to overall transition planning and ongoing support
  • CHANGE MANAGEMENT

    • The end-to-end process flow for change management , including its policies, design strategy, concepts, activities, and interfaces with other processes .
    • A measurement model and the metrics that would be used to support change management within RCV practices
    • The benefits and business value that can be gained from change management and the challenges and risks to be managed
  • SERVICE ASSET AND CONFIGURATION MANAGEMENT (SACM)

    • The end-to-end process flow for service asset and configuration management, including its policies, design strategy, concepts, activities and interfaces with other processes .
    • A measurement model and the metrics that would be used to support service asset and configuration management within RCV practices
    • The benefits and business value that can be gained from service asset and configuration management and the challenges and risks to be managed
  • SERVICE VALIDATION AND TESTING (SVT)

    • The end-to-end process flow for the SVT process, including its policies, concepts, activities and interfaces with other processes
    • Test modelling techniques and testing concepts (for example, stakeholder requirements, test conditions, environments, data) and how these test components are used to ensure service quality
    • A measurement model and the metrics that would be used to support service validation and testing within RCV practices
    • The benefits and business value that can be gained from SVT and the challenges and risks to be managed .
  • RELEASE AND DEPLOYMENT MANAGEMENT (RDM)

    • The end-to-end process flow for release and deployment management , including its policies, concepts, phases, activities and interfaces with other processes
    • Release and deployment models and related activities (for example, design, planning, build, pilots, test, transfer, deployment, retirement). and how these activities ensure service quality
    • A measurement model and the metrics that would be used to support release and deployment management within RCV practices
    • The benefits and business value that can be gained from release and deployment management
  • REQUEST FULFILMENT

    • The end-to-end process flow for request fulfilment, including its policies, concepts, activities, and interfaces with other processes (for example, RDM, SACM and change management)
    • Request fulfilment models and related activities (for example, effectiveness of designs, changes, performance) and how these activities help to ensure quality service within RCV
    • A measurement model and the metrics that would be used to support request fulfilment within RCV practices
    • The benefits and business value that can be gained from request fulfilment and the challenges and risks to be managed .
  • CHANGE EVALUATION

    • The end-to-end process flow for change evaluation, including its policies, concepts, activities interfaces with other processes
    • Perspectives and considerations for evaluating the effectiveness of a service change
    • A measurement model and the metrics that would be used to support change evaluation within RCV practices
    • The benefits and business value that can be gained from change evaluation and the challenges and risks to be managed .
  • KNOWLEDGE MANAGEMENT (KM)

    • The end-to-end process flow for knowledge management, including its policies, concepts, activities and interfaces with other processes (for example CSI processes)
    • Related concepts (for example, data-information-knowledge-wisdom (DIKW)) and how these activities help to ensure knowledge transfer and improved decision- making VA
    • The benefits and business value that can be gained from knowledge management and the challenges and risks to be managed
  • RELEASE, CONTROL AND VALIDATION ROLES AND RESPONSIBILITIES

    • Generic roles that support service transition and the RCV processes
    • The roles and responsibilities related to transition planning and support, change management, service asset and configuration management, service validation and testing, release and deployment management, request fulfilment, change evaluation, and knowledge management. Where and how these are used, as well as how they fit within the context of service transition.
    • Technology and Implementation Considerations .
    • Bloom’s Level 4 Objectives – The knowledge, interpretation and analysis of technology and implementation considerations and their application for the effective management of release, control and validation
    • The technology requirements for service management tools, where and how these would be used within RCV (for example, knowledge management and service asset and configuration management)
    • The need and benefits of tools that support service transition as related to RCV
    • Implementing RCV processes in the context of planning and managing change, service operation, project management, risk management, and staff considerations
  • TECHNOLOGY AND IMPLEMENTATION CONSIDERATIONS

    • The technology requirements for service management tools, where and how these would be used within RCV (for example, knowledge management and service asset and configuration management)
    • The need and benefits of tools that support service transition as related to RCV .
    • Implementing RCV processes in the context of planning and managing change, service operation, project management, risk management, and staff considerations.

Duration: 21 Hours

  • Introduction to service offerings and agreements (SOA)

    • The value to the business of SOA activities
    • The lifecycle within the SOA context .
    • How services deliver value to customers and the business and the relevance to the SOA processes
    • How requirements are identified through the SOA processes
    • Understanding return on investment (ROI) and the business case
  • Service portfolio management

    • Service portfolio management, including concepts, methods, activities, roles and operation as well as its organizational structure and the interfaces with other processes .
    • Service portfolio management in relationship to the service catalogue and service pipeline and how these support SOA
    • Metrics and critical success factors (CSFs) associated with service portfolio management in support of SOA
  • Service catalogue management

    • Service catalogue management, including its concepts, activities, roles and operation as well as its organizational structure and the interfaces with other processes .
    • Service catalogue in relationship to the service portfolio, the business catalogue, the technical service catalogue and how these components are used to ensure service quality within SOA
    • Metrics and CSFs associated with service catalogue management in support of SOA
  • Service level management

    • Service level management (SLM), including its concepts, activities, roles and operation as well as its organizational structure and any interfaces with other processes .
    • SLM components and activities, including service level agreements (SLAs) structures, service level requirements (SLRs), operational level agreements (OLAs), CSFs, underpinning contracts (UCs), their metrics, performance and monitoring
    • How these components are used to ensure service quality within SOA
  • Demand management

    • Demand management process, including its concepts, activities, roles and operation as well as its organizational structure and any interfaces with other processes .
    • Demand for services especially in relation to patterns of business activity and how it is used within SOA
    • Service portfolio interaction with demand management and how demand can be managed for service in relation to providing business benefits and in support of SOA
    • Metrics and CSFs associated with demand management in support of SOA
  • Supplier management

    • Supplier management process inclusive of its concepts, activities, roles and operation including its organizational structure as well as any interfaces with other processes
    • Supplier management components and activities (for example supplier categorization, supplier evaluation, supplier and contract database, metrics and CSFs) and how these are used to ensure service quality within SOA
  • Financial Management for IT services

    • Financial management for IT services, including its concepts, activities, roles and operation as well as its organizational structure and any interfaces with other processes.
    • Financial management for IT services components and activities, including budgeting, accounting and charging and how these are used to ensure service quality within SOA .
    • Metrics and CSFs associated with financial management for IT services in support of SOA
  • Business relationship management

    • Business relationship management, including its concepts, activities, roles and operation as well as its organizational structure and any interfaces with other processes .
    • Metrics and CSFs associated with business relationship management in support of SOA
  • SOA roles and responsibilities

    • The roles and responsibilities related to all of the SOA processes
  • Technology and implementation considerations

    • Service management tools and where/how they would be used within SOA for process implementation .
    • The tools that support SOA
    • What best practices should be used in order to alleviate challenges and risks when implementing Service Management technologies and designing technology architectures .
Batch Date Course Duration
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