course overview
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Overview
Many people completing the ITIL 4 Foundation course ask where they can go next to gain insight, assistance, and tools to enable the practical application of the ITIL practices in their real environment.
This set of Practical Application courses are designed to meet that demand. In these courses attendees/learners will spend two days with an instructor talking through the practical application and delivery of a specific practice.
This course is focussed upon Problem Management. Whether in a public or private enterprise, whether you work in a new agile company, or your company is structured more traditionally Whether your focus is profit, health, societal improvement or safeguarding the nation, everyone requires the ability to address problems, deal with problems and ultimately resolve problems. This course provides you with some of the skills, the insight and even some of the tools required to be successful in implementing, improving or considering Problem management in your organisation
Audience
As an attendee our aim is that you will:
Prerequisites
An ITIL 4 foundation certificate holder is preferred, however a rudimentary familiarity with ITIL is sufficient
Target Audience
This course is appropriate for all. Anyone with an interest or responsibility for Problem management, or the Problem management activities, in an organisation will find this course useful.
Outline
This course follows the ITIL continual improvement model in its delivery but has a 100% focus upon Change enablement. Providing activities, tools, and consideration points for the practice throughout.
1. What’s the vision – Consider the vision to metrics trail - Explores the purpose of Problem management- Explores the objectives of Problem management-RACI -Three phases of Problem management.
2. Where are we now – Looking at existing problem models (if they exist) - Consider volume of incidents - Explores resource utilisation – Stakeholders - Problem identification - Problem control - Error control.
3. Where do we want to be – Setting definitions around Major Incidents, problems and known errors - Creating a business justification for Problem management - Creating an improvement plan - Setting measurable targets (SMART) - Resource use – Problem models.
4. How do we get there – Looking at role competencies -Thinking about Problem Management (Cynefin) - Looking at Problem management techniques - Agreeing Change authorities (for problem resolutions) - Considers improvement measures/KPIs/CSF/PSFs for Problem management.
5. Take Action – Planning the improvement of Problem management - Role identification – who’s doing what? - Communication plan - Reviewing RACI for the improvements - Observing and monitoring progression -Practice interfaces.
6. Did we get there – Dashboards and reporting - Benefits realisation - Review of Problem records/tickets - Review of Known error database - Considers the value stream(s) for Problem management - Recognises the current status quo through measures/baselines and compares to the baseline.
7. How to keep the momentum going – Considers the next cycle of improvement -Explores new technologies and thus an avenue for new problems -Considers improving the value stream(s) for Problem management -Considers the efficacy of the known error database -Considers whether an organisation is proactive enough in Problem management -Considers whether Problem management is fully utilising all four dimensions.
If you need training for 3 or more people, you should ask us about onsite training. Putting aside the obvious location benefit, content can be customised to better meet your business objectives and more can be covered than in a public classroom. Its a cost effective option. One on one training can be delivered too, at reasonable rates.
Submit an enquiry from any page on this site and let us know you are interested in the requirements box, or simply mention it when we contact you.
All $ prices are in USD unless it’s a NZ or AU date
SPVC = Self Paced Virtual Class
LVC = Live Virtual Class
Our clients have included prestigious national organisations such as Oxford University Press, multi-national private corporations such as JP Morgan and HSBC, as well as public sector institutions such as the Department of Defence and the Department of Health.
