Accredited ITIL®4 Direct, Plan, and Improve

ITIL®4 DPI31 H 34 M

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  • 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
    • Tactics and Operations
    • 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
  • Waste Optimization
    • The World of Agile, Lean, and DevOps
    • Tools to Get Rid of Waste
    • Building the Perfect Process
  • Applying the Guiding Principles
    • Using the Guiding Principles in DPI
    • Guiding Principles Part Deux
  • Preparing for the ITIL Strategist Exam
    • What does the Exam Look Like


3 M

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  • 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

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