ITIL ®4 Strategist: Direct, Plan and Improve (DPI) - Online Classroom (exam included)

ITIL®4 Strategist: Direct, Plan and Improve (DPI) - Online Classroom (exam included)

ITIL® 4 Strategist Direct Plan and Improve (ITIL 4 DPI) is the universal module, that is a key component of both, ITIL 4 Managing Professional and ITIL 4 Strategic Leader streams. The module covers the influence and impact of Agile and Lean ways of working, and how they can be leveraged to an organization's advantage.

This is a 2-day (online) intensive classroom course.

Prerequisites

• Passed the ITIL 4 Foundation examination
• Attended an accredited training course for this module

Target Audience

This ITIL Strategist course is aimed at IT leaders and managers at all organizational levels who are pursuing either the ITIL Managing Professional (MP) or ITIL Strategic Leader (SL) designation or those involved in shaping IT direction and strategy. It is also well-suited for the following professionals:

• ITSM managers
• ITSM practitioners managing IT-enabled products and services
• Existing ITIL qualification holders wishing to expand their knowledge

Learning Objectives

When you complete this course, you will be able to accomplish the following:

• How to use practical, strategic methods to plan and deliver continual improvement with the necessary agility
• The impact of agile and lean ways of working, and how they can be leveraged to an organization's advantage

Course Outline

Course 1:Course Introduction

Course 2: Key Concepts of DPI

• 2.01 Key Concepts of Direct, Plan, and Improve (DPI)
• 2.02 Direction
• 2.03 Policies and Guidelines
• 2.04 Risks and Controls
• 2.05 Planning
• 2.06 Improvement
• 2.07 Governance, Compliance, and Management
• 2.08 Applying the Guiding Principles
• 2.09 Operational Model
• 2.10 Value, Outcomes, Costs, and Risks
• 2.11 Key Takeaways

Course 3: Key Principles and Methods of Direction and Planning

• 3.01 Key Principles and Methods of Direction and Planning
• 3.02 Strategy and Cascading Goals and Requirements
• 3.03 Define Effective Policies, Controls, and Guidelines
• 3.04 Effective Controls
• 3.05 Effective Guidelines
• 3.06 Decision-Making at the Right Level
• 3.07 Key Takeaways

Course 4: Governance, Risk, and Compliance

• 4.01 Governance, Risk, and Compliance
• 4.02 Structures and Methods for Decision Making
• 4.03 Governance of Service Provider
• 4.04 Role of Risk Management
• 4.05 Key Takeaways

Course 5: Continual Improvement

• 5.01 Continual Improvement
• 5.02 Continual Improvement Culture
• 5.03 Continual Improvement in Organization
• 5.04 The Continual Improvement Model
• 5.05 Step One: What Is the Vision?
• 5.06 Step Two: Where Are We Now?
• 5.07 Step Three: Where Do We Want to Be?
• 5.08 Step Four: How Do We Get There?
• 5.09 Creating an Action Plan
• 5.10 Step Five: Take Action?
• 5.11 Step Six: Did We Get There?
• 5.12 Step Seven: How Do We Keep the Momentum Going?
• 5.13 Measurement and Reporting in Continual Improvement
• 5.14 Assessments
• 5.15 Gap Analysis
• 5.16 SWOT Analysis
• 5.17 Change Readiness Analysis
• 5.18 Customer or User Satisfaction Analysis
• 5.19 SLA Achievement Analysis
• 5.20 Benchmarking
• 5.21 Maturity Assessment
• 5.22 Business Case
• 5.23 Building a Business Case
• 5.24 Communicating and Advocating for a Business Case
• 5.25 Key Takeaways

Course 6: Communication and Organizational Change Management

• 6.01 Communication and Organizational Change Management
• 6.02 Communications Principles
• 6.03 Communication Is a Two-Way Process
• 6.04 We Communicate All the Time
• 6.05 Timing and Frequency Matter
• 6.06 No Single Method of Communication Works for Everyone
• 6.07 The Message Is in the Medium
• 6.08 Communication Methods and Media
• 6.09 Examples of Communication Methods
• 6.10 Defining and Establishing Feedback Channels
• 6.11 Identifying and Communicating with Stakeholders
• 6.12 Stakeholder Mapping
• 6.13 Understanding Stakeholders
• 6.14 Basics of Organizational Change Management (OCM)
• 6.15 Essentials for Successful Improvement
• 6.16 OCM Throughout Direction, Planning, and Improvement
• 6.17 Establishing Effective Interfaces across the Value Chain
• 6.18 Key Takeaways

Lesson 7: Measurement and Reporting

• 7.01 Measurement and Reporting
• 7.02 Basics of Measurement and Reporting
• 7.03 Key Concepts of Measurement and Reporting
• 7.04 Defining and Using Measurement and Reporting
• 7.05 Reasons for Measuring
• 7.06 Types of Measurement
• 7.07 Relationship between Measurement and Behavior
• 7.08 Measurement Cascades and Hierarchies
• 7.09 Balanced Scorecard
• 7.10 Success Factors and KPIs
• 7.11 Key Takeaways

Course 8: Value Streams and Practices

• 8.01 Value Streams and Practices
• 8.02 Value Stream Mapping
• 8.03 Developing a Value Stream Map
• 8.04 Types of Waste
• 8.05 Increasing the Detail in Value Stream Maps
• 8.06 Measurement and the Four Dimensions
• 8.07 Measurement of Partners and Suppliers
• 8.08 Measurement of Value Stream and Processes
• 8.09 Process Metrics
• 8.10 Value Stream and Processes in the SVS
• 8.11 Relationship between Value Streams and Practices
• 8.12 Relationship between Value Streams and Processes
• 8.13 Designing a Workflow
• 8.14 Workflow Metrics
• 8.15 Key Takeaways