back

Accredited ITIL®4 Direct, Plan, and Improve (In Production)

ITIL®4 DPI29 H 32 M

Episodes
Episodes
  • Overview
    • Overview
  • The Direct, Plan, and Improve Exam
    • The Direct, Plan, and Improve Exam
  • Foundation Recap
    • Foundation: SVC Service Relationships
    • Foundation: Value, Outcomes, Costs, Risks
    • Foundation: Guiding Principles
    • Foundation: Four Dimensions of Service Management
    • Foundation: Service Value System
    • Foundation: SVC - Plan
    • Foundation: SVC - Improve
    • Foundation: SVC - Engage
    • Foundation: SVC - Design and Transition
    • Foundation: SVC - Obtain and Build
    • Foundation: SVC - Deliver and Support
    • Foundation: ITIL Practices
  • Key Terms
    • Key Terms: Direction
    • Key Terms: Planning
    • Key Terms: Improvement
    • Key Terms: Models and Methods
    • Key Terms: Risk
    • Key Terms: Scope of Control
  • Key Concepts
    • Key Concepts: Vision and Mission
    • Key Concepts: Governance and Management
    • Key Concepts: Compliance
    • Key Concepts: Policies, Guidelines, and Control
    • Key Concepts: Strategy
    • Key Concepts: Policies, Guidelines, Controls
    • Key Concepts: Policies
    • Key Concepts: Guidelines
    • Key Concepts: Controls
    • Key Concepts: External Influences
    • Key Concepts: Designing Controls
    • Key Concepts: Decision Making
  • Risk Management
    • Risk Management in Direct, Plan, Improve
    • Long-term, Medium-term, Short-term risks
    • Introduction to: ISO 31,000
    • ISO 31,000: Integrated
    • ISO 31,000: Structured and Comprehensive
    • ISO 31,000: Customised
    • ISO 31,000: Inclusive
    • ISO 31,000: Dynamic
    • ISO 31,000: Best Available Information
    • ISO 31,000: Human and Cultural Factors
    • ISO 31,000: Continual Improvement
    • Universal Risk Management
    • Risk Management in Planning
  • Governance
    • Governance in Direct, Plan, Improve
    • Governance Structures
    • Governance Decisions
    • The Governance, Risk, and Control Role
  • Continual Improvement
    • The Continual Improvement Model
    • The Measurement and Reporting Practice
    • Assessments
    • Key Elements of an Assessment
    • Objectives of the Assessment
    • Requirements for an Assessment
    • Outputs from the Assessment
    • Selecting the Assessment Method
    • Measuring and Reporting on the Assessment
    • Quantitative, Qualitative, or Hybrid?
    • Timing and Communication
    • Identifying Improvements: Lean
    • Identifying Improvements: Competition
    • Vision and Boundaries for Improvements
    • Goals and Objectives for Improvements
    • After the Assessment
    • Prioritising Improvements
    • Overcoming Resistance
  • The Business Case
    • What is a Business Case
    • Contents of a Business Case: Introduction
    • Methods and Assumptions
    • Business Impacts and Excepted Outcomes
    • Risks and Contingencies
  • Reviewing the Improvements
    • SWOT Analysis
    • Improvement Review
    • Don't Forget to Improve Improvement
  • Embedding Improvements
    • Embedding Improvements throughout the SVS
    • Improvements Vs Change
    • Improvements in the Service Value Chain
  • Communication and OCM
    • Introduction to Organisational Change Management
    • Improvement Success Through OCM
    • OCM and DPI
    • OCM and Planning
    • OCM in Improvement
    • Principles of Communicaiton / OCM Stakeholders
    • Principles of Comm / OCM Stakeholder Mapping
    • Communicating with Stakeholders
    • Planning Stakeholder Communication
    • Communication Principles: 2-Way Process
    • Communication Principles: All The Time
    • Communication Principles: Timing and Frequency
    • Communication Principles: No Single Method
    • Communication Principles: Message in The Medium
  • The Service Value Chain
    • Establishing Interfaces across the SVC
    • Embedding OCM in Plan
    • Embedding OCM in Engage
    • Embedding OCM in Design and Transition
    • Embedding OCM in Obtain / Build
    • Embedding OCM in Deliver & Support
    • Embedding OCM in Improvement Activities
    • Interfaces between the SVC and the 4 Dimensions
    • Interfaces between SVC, Information, Technology
    • Interfaces between SVC, Partners, Suppliers
    • Interfaces between SVC, Value Streams, Processes
  • Methods of Measurement
    • Defining Indicators to Support Objectives
    • 4 Reasons to Measure
    • 4 Types of Measurement
    • ITIL Purpose to Metrics Cascade
    • Balanced Scorecard
    • COBIT Goals Cascade
    • The Organisation Cascade
    • CSF, SF, PSF, KPI, and the Watermelon
  • Direct Plan Improve Value Streams and Practices
    • Value Stream Mapping
    • Focus on Value
    • Value Streams and the Four Dimensions
    • Measuring the Four Dimensions
  • The Four Dimensions and The Service Value System
    • The Service Value System and the Four Dimensions
    • The SVS and Organisations, People: Organisations
    • Roles and Jobs
    • RACI
    • Accountability
    • ITSM Roles
    • ITSM Skills
    • Organisational Culture
    • The SVS, Info and Tech: People, Information
    • Service Management Tool Suites
    • The Information Model
    • The SVS and Suppliers, Partners: Relationships
    • Service Relationship Types

Overview

3 M

itprotv course thumbnailitprotv course thumbnailitprotv course thumbnail
  • Episode Description

Based on AXELOS ITIL® material. Material is reproduced under license from AXELOS. All rights reserved. ITIL® is a registered trademark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. An overview of the ITIL®4 Direct, Plan, and Improve Course

Just you? Training a whole team? There's an ITProTV plan that fits.

With more than 5,800 hours of engaging video training for IT professionals, you'll find the courses you and your team need to stay current and get the latest certifications.