ITIL foundations - Complete introduction to ITIL phases, lifecycle and processesRichard Grieman
ITIL V3 Foundations introduction for certification study, classroom and training. Includes terms, objectives, functions and resource requirements for all five ITIL phases: Service Strategy, Service Design, Service Transition, Service Operation and Continuous Service Improvement. Study guide for ITIL training and certification
Managed IT Services Pricing Models And Strategies Powerpoint Presentation SlidesSlideTeam
"You can download this product from SlideTeam.net"
Presenting Managed IT Services Pricing Models And Strategies PowerPoint Presentation Slides. This complete PPT deck is made up of 40 professional slides. You can convert and save this PowerPoint slideshow in formats like PDF, PNG, and JPG. All the templates are fully customizable. You can edit text, fonts, patterns, colors, and background within seconds. Also, this PPT template deck is compatible with Google Slides. You can view this presentation on standard and widescreen formats. https://bit.ly/36YwIxW
Managed IT support service Provider secure, reliable remote monitoring and management of your entire business environment and well-received Managed Support solution.
ITIL foundations - Complete introduction to ITIL phases, lifecycle and processesRichard Grieman
ITIL V3 Foundations introduction for certification study, classroom and training. Includes terms, objectives, functions and resource requirements for all five ITIL phases: Service Strategy, Service Design, Service Transition, Service Operation and Continuous Service Improvement. Study guide for ITIL training and certification
Managed IT Services Pricing Models And Strategies Powerpoint Presentation SlidesSlideTeam
"You can download this product from SlideTeam.net"
Presenting Managed IT Services Pricing Models And Strategies PowerPoint Presentation Slides. This complete PPT deck is made up of 40 professional slides. You can convert and save this PowerPoint slideshow in formats like PDF, PNG, and JPG. All the templates are fully customizable. You can edit text, fonts, patterns, colors, and background within seconds. Also, this PPT template deck is compatible with Google Slides. You can view this presentation on standard and widescreen formats. https://bit.ly/36YwIxW
Managed IT support service Provider secure, reliable remote monitoring and management of your entire business environment and well-received Managed Support solution.
Historically, IT operations management (ITOM) teams have been focused on system health and up-time, while separately, IT service management (ITSM) teams manage and remediate end-user issues. The silos between these two functions have spurned challenges that can be overcome with improved integration, collaboration, and transparency across practices. ITSM and ITOM teams are working toward the same goals of up-time, accessibility and improved customer experience. So why can’t they integrate better for delivering on these objectives?
In this presentation, we explore:
The cause and business impact of silo'ed ITSM and ITOM practices
The benefits of improving integration, collaboration, and transparency across practices
Ways for you to exploit the inefficiencies and key metrics you can present the business in advocating for a better solution
And, we’ll introduce the solution of platform thinking, where silos are broken down between IT practices, and technology is operated and managed as a unified front with an open framework of adaptability.
Learn how to present a better solution for improving IT efficiencies, delivering improved customer experience, and enabling innovation throughout your organization, by bringing ITSM and ITOM practices together.
ITOM Platform features to look for if ITSM integration is important to your organization:
SERVICE HEALTH MANAGEMENT: Unified discovery and intelligence, Live asset Inventory, Unified service performance, Visual workflows in service maps
AIOPS MACHINE LEARNING: Intelligent event correlation, Noise suppression, Situational awareness, Incident Response
INTEGRATED TICKETING REQUESTS: Automated Escalations, Comprehensive Incident Collaboration
POLICY AUTOMATION SCRIPTS: Out of the box scripts, Customize scripts
SERVICE REMEDIATION: Enforce Process Governance, Automated Remediation Policies, Secure Infrastructure Access
Learn more at https://www.opsramp.com
Also, follow us on social media channels to learn about product highlights, news, announcements, events, conferences and more:
Twitter - https://www.twitter.com/OpsRamp
LinkedIn - https://www.linkedin.com/company/opsramp
Facebook - https://www.facebook.com/OpsRampHQ/
The Service Management Office - Driving it performance in the face of rising ...3gamma
Delivering IT services efficiently and effectively while managing a multi-vendor environment requires planning, coordination and a high degree of service management expertise. Establishing a Service Management Office (SMO) provides the single point of focus to achieve this.
ITIL, formally an acronym for Information Technology Infrastructure Library, is a set of practices for IT service management (ITSM) that focuses on aligning IT services with the needs of business. In its current form (known as ITIL V3),
Difference between ITIL v3 and ITIL 4 | ITIL® Foundation Training | EdurekaEdureka!
YouTube Link: https://www.youtube.com/watch?v=OqTtb0r-4QY
** ITIL® Foundation Certification Training: https://www.edureka.co/itil-foundation-sp **
This Edureka video on 'ITIL® v3 vs ITIL 4' will demystify the differences between the two versions of ITIL which are ITIL v3 released in 2011 and ITIL 4 released in 2019. This video will give you a brief overview of how ITIL v3 differs from ITIL 4 and what all have been updated.
Below are the topics covered in this tutorial:
What is the ITIL® v3 Framework?
What is ITIL® 4 Framework?
ITIL v3 vs ITIL 4
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
A Starter Guide to IT Managed ServicesDavid Castro
Making the switch to MSP is worth the time and effort because MSPs are approximately 200-400% more profitable than non-MSPs. And MSPs are 3x to 10x more valuable than traditional VARs. This 21-page guide will help you: --Develop and execute on a solid business strategy for running a managed services company --Choose the right IT systems management solution to help enable your vision --Price your managed services fairly, competitively, and profitably --Understand MSP pricing and profit scenarios including cost, profit, and MRR/project/breakfix calculations and analysis --Avoid some common pitfalls --Understand the benefits that come with implementing managed services correctly --Understand how an IT service provider successfully rolled out managed services for its customers and transformed into one of the largest MSPs in the country. December 2012.
IT value Frameworks- VAL-IT COBIT 5 and KPMGShwetha Bhat
Technology entrepreneurs must create value for customers in order to generate revenue. IT values frameworks helps CIO's of organization to take right decisions to formulate IT strategies to reap maximum benefits through IT.
CMDB - Strategic Role in IT Services - Configuration Management Moves Front a...Evergreen Systems
Most CMDB’s have not delivered any real value. Although we have collected and stored lots of data, the CMDB has been a solution in search of a problem. No longer. As IT moves from technical activities to customer centric IT services, the CMBD plays a critical, strategic role.
As we build and deliver IT services to our customers (employees), IT Service Owners will be very visible – and intently focused on delivering high quality outcomes, on time, with service availability and cost as advertised. Without effective configuration management, this cannot be done.
Please join us as we explore the new strategic role of the CMDB, and how processes, people, costs & technologies converge into services – with the CMDB aligning, connecting and managing the configuration items to make this all possible.
We will also demo our always evolving view of a very advanced, self-service catalog & portal, with a focus on the service owner & the role of the CMDB.
Full webinar recording available at:
http://content.evergreensys.com/cmdb-webinar-it-services-strategic-role
Although the Cloud is now mainstream for many large Enterprises, organisations who truly aim to maximise the value of their cloud platform also focus on refactoring the model by which they operate their IT. In this session you will learn about the latest developments in operations within the cloud, including operational processes, architecture, governance, organisation structure, and monitoring tools to maximise agility. This session will highlight the features of a Cloud-enabled IT operating model and how AWS customers benefit from delivering a new approach to IT.
Speaker: Andrew Mitchell, Solutions Architect, Amazon Web Services
Featured Customer - NAB
ITIL Practical Guide - Service OperationAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=251
This video provides a run through of the lifecycle stage, which manages the day-to-day operation of IT services for the identification and reporting of interruptions in the delivery of services and handling of service requests at agreed levels.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
ITIL Practical Guide - Service TransitionAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=266
Integrating services with the business environment can be a daunting task. This video explains how you set success criteria and provide real, measurable business value. You will also learn the fundamentals of transition and release policy.
Historically, IT operations management (ITOM) teams have been focused on system health and up-time, while separately, IT service management (ITSM) teams manage and remediate end-user issues. The silos between these two functions have spurned challenges that can be overcome with improved integration, collaboration, and transparency across practices. ITSM and ITOM teams are working toward the same goals of up-time, accessibility and improved customer experience. So why can’t they integrate better for delivering on these objectives?
In this presentation, we explore:
The cause and business impact of silo'ed ITSM and ITOM practices
The benefits of improving integration, collaboration, and transparency across practices
Ways for you to exploit the inefficiencies and key metrics you can present the business in advocating for a better solution
And, we’ll introduce the solution of platform thinking, where silos are broken down between IT practices, and technology is operated and managed as a unified front with an open framework of adaptability.
Learn how to present a better solution for improving IT efficiencies, delivering improved customer experience, and enabling innovation throughout your organization, by bringing ITSM and ITOM practices together.
ITOM Platform features to look for if ITSM integration is important to your organization:
SERVICE HEALTH MANAGEMENT: Unified discovery and intelligence, Live asset Inventory, Unified service performance, Visual workflows in service maps
AIOPS MACHINE LEARNING: Intelligent event correlation, Noise suppression, Situational awareness, Incident Response
INTEGRATED TICKETING REQUESTS: Automated Escalations, Comprehensive Incident Collaboration
POLICY AUTOMATION SCRIPTS: Out of the box scripts, Customize scripts
SERVICE REMEDIATION: Enforce Process Governance, Automated Remediation Policies, Secure Infrastructure Access
Learn more at https://www.opsramp.com
Also, follow us on social media channels to learn about product highlights, news, announcements, events, conferences and more:
Twitter - https://www.twitter.com/OpsRamp
LinkedIn - https://www.linkedin.com/company/opsramp
Facebook - https://www.facebook.com/OpsRampHQ/
The Service Management Office - Driving it performance in the face of rising ...3gamma
Delivering IT services efficiently and effectively while managing a multi-vendor environment requires planning, coordination and a high degree of service management expertise. Establishing a Service Management Office (SMO) provides the single point of focus to achieve this.
ITIL, formally an acronym for Information Technology Infrastructure Library, is a set of practices for IT service management (ITSM) that focuses on aligning IT services with the needs of business. In its current form (known as ITIL V3),
Difference between ITIL v3 and ITIL 4 | ITIL® Foundation Training | EdurekaEdureka!
YouTube Link: https://www.youtube.com/watch?v=OqTtb0r-4QY
** ITIL® Foundation Certification Training: https://www.edureka.co/itil-foundation-sp **
This Edureka video on 'ITIL® v3 vs ITIL 4' will demystify the differences between the two versions of ITIL which are ITIL v3 released in 2011 and ITIL 4 released in 2019. This video will give you a brief overview of how ITIL v3 differs from ITIL 4 and what all have been updated.
Below are the topics covered in this tutorial:
What is the ITIL® v3 Framework?
What is ITIL® 4 Framework?
ITIL v3 vs ITIL 4
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
A Starter Guide to IT Managed ServicesDavid Castro
Making the switch to MSP is worth the time and effort because MSPs are approximately 200-400% more profitable than non-MSPs. And MSPs are 3x to 10x more valuable than traditional VARs. This 21-page guide will help you: --Develop and execute on a solid business strategy for running a managed services company --Choose the right IT systems management solution to help enable your vision --Price your managed services fairly, competitively, and profitably --Understand MSP pricing and profit scenarios including cost, profit, and MRR/project/breakfix calculations and analysis --Avoid some common pitfalls --Understand the benefits that come with implementing managed services correctly --Understand how an IT service provider successfully rolled out managed services for its customers and transformed into one of the largest MSPs in the country. December 2012.
IT value Frameworks- VAL-IT COBIT 5 and KPMGShwetha Bhat
Technology entrepreneurs must create value for customers in order to generate revenue. IT values frameworks helps CIO's of organization to take right decisions to formulate IT strategies to reap maximum benefits through IT.
CMDB - Strategic Role in IT Services - Configuration Management Moves Front a...Evergreen Systems
Most CMDB’s have not delivered any real value. Although we have collected and stored lots of data, the CMDB has been a solution in search of a problem. No longer. As IT moves from technical activities to customer centric IT services, the CMBD plays a critical, strategic role.
As we build and deliver IT services to our customers (employees), IT Service Owners will be very visible – and intently focused on delivering high quality outcomes, on time, with service availability and cost as advertised. Without effective configuration management, this cannot be done.
Please join us as we explore the new strategic role of the CMDB, and how processes, people, costs & technologies converge into services – with the CMDB aligning, connecting and managing the configuration items to make this all possible.
We will also demo our always evolving view of a very advanced, self-service catalog & portal, with a focus on the service owner & the role of the CMDB.
Full webinar recording available at:
http://content.evergreensys.com/cmdb-webinar-it-services-strategic-role
Although the Cloud is now mainstream for many large Enterprises, organisations who truly aim to maximise the value of their cloud platform also focus on refactoring the model by which they operate their IT. In this session you will learn about the latest developments in operations within the cloud, including operational processes, architecture, governance, organisation structure, and monitoring tools to maximise agility. This session will highlight the features of a Cloud-enabled IT operating model and how AWS customers benefit from delivering a new approach to IT.
Speaker: Andrew Mitchell, Solutions Architect, Amazon Web Services
Featured Customer - NAB
ITIL Practical Guide - Service OperationAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=251
This video provides a run through of the lifecycle stage, which manages the day-to-day operation of IT services for the identification and reporting of interruptions in the delivery of services and handling of service requests at agreed levels.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
ITIL Practical Guide - Service TransitionAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=266
Integrating services with the business environment can be a daunting task. This video explains how you set success criteria and provide real, measurable business value. You will also learn the fundamentals of transition and release policy.
Get an overview of the ITIL v3 framework, along with key definitions, history of ITIL, and a summary of the ITIL processes contained within each ITIL publication.
Presenter: Shavon Lindley, Women Evolution
Do you look forward to going to work? How much time are you spending on projects that really fuel you? Are you confident you will get recognition for all your hard work? Have you found the right mentor to help guide you along the way? Join Shavon for an interactive discussion of specific strategies on how to get ahead in your career, all while staying true to yourself.
Discover:
• Your core values and how to spend more time on projects that will make you happy
• How to successfully navigate your performance review to achieve your desired outcome
• What you can do to create the necessary support system to succeed at work
The widespread popularity of ITIL has resulted in unprecedented levels of adoption globally. ITIL V3 has been with us for almost 2 years, yet there has been very little information available about its uptake... until now! Commissioned by Hornbill, “ITIL – The State of the Nation” was the first international survey of its kind. Using research from over 500 organizations, this session answers many of the questions practitioners have been asking. If you are considering adopting ITIL, contemplating upgrading from v2 to v3, or wish to benchmark your maturity levels against other adopters, this session is not to be missed.
Adopt Adapt and Apply IT Best Practices - David RatcliffePink Elephant
Adopt. Adapt. Apply!
No, this is not just a cute play on words. These particular three words strung together help to convey the notion that successful business results happens when there has been a “fit for purpose” approach applied to Continual Service Improvement (CSI).
The magic of successful execution of any business framework or model happens when organisations become experts at “adopting” and “adapting” best practices to solve their organisation’s challenges. Whether it’s ITIL®, COBIT®, or whatever, this means that to be a highly effective IT manager you need to understand the needs of your business first, and then what processes and guidance would be most valuable to help address those needs. When you boil it down, the challenge to IT organisations is to know the value of a particular framework, and how it can – and more importantly should – be adapted and applied to your environment. That’s when the magic happens!
David is on hand to take you through very important considerations for dealing with the realities of leveraging best practices and delivering business value. He’ll discuss the dangers of “implementing by the book”, and also highlight several important factors to consider for adopting, adapting and applying the guidance to deliver the desired business value.
Effective change management provides organizations with a mechanism whereby value is added and realized through reduced costs. Cost reductions are realized because change is implemented more effectively, causes fewer disruptions, and customer confidence is raised.
The purpose of this webinar is to give a clear picture of change management and its role in the organization. This webinar will explain the importance of change management, give an overview of how it works, and how it creates and adds value to the organization.
Additionally, this webinar seeks to demonstrate the extent to which change management can enhance organizational objectives and goals, how properly implemented change management enables the furtherance of the organizational strategy, and how it contributes to organizational planning.
This webinar will explain how change management is an essential part of a holistic, results-driven approach that reflects business initiatives. It also seeks to show the inter-relatedness between change management and varied business activities as well as the value-add it brings by enabling organizations to respond to needed business changes.
Areas covered:
1. Purpose, Objectives and Definitions
2. Value to the business
3. Change Authorities
4. Strategic-tactical-operational change
- 7 R’s of change management
5. Change processes, Roles, Activities, Interfaces
6. Change Management is the authority
- Service Asset & Configuration Management (SACM) works to assist in administering change
- Configuration Management is key
- Release & Deployment Management (RDM) executes change
7. RDM is the operational side of change
8. Assessment and Evaluation occurs at multiple points and levels
9. Change Advisory Board
10. Interfaces (Change is multi-faceted and multidisciplinary)
- Interrelatedness of change management
11. Measuring change from different perspectives
12. Challenges and Summary
About Invensis Learning:
Invensis Learning is a pioneer in providing globally-recognized certification training courses for individuals and enterprises worldwide. We have trained and certified 15,000+ professionals from 50+ courses through multiple training delivery modes. This ITIL® Foundation training from Invensis Learning is ideal for professionals who are looking to gain a deep understanding of the globally-recognized ITSM framework and clear your ITIL Foundation exam in the first attempt.
For more information on Change Management Certification Training and other courses, please visit our website: https://www.invensislearning.com
I hope this introductory presentation to ITIL v3 Foundation exam will be very useful to the readers. The time one needs to spend on study depends upon one's experience with ITIL related practices in real world. Nonetheless, it is very simple study, but the exam questions may be trickier than expectation. So, focus on learning ITIL concepts rather than adding ITIL certificate to your resume.
References for the slides used from:
http://taruu.com/Documents/ITIL%20v3%20Foundation%20Study%20Guide%20v4.2.2.5.pdf
The Art of Service – ITIL v3 Foundation Complete Certification Kit (book and online course)
Skillport - IT Infrastructure Library (ITIL) v3 Foundation Syllabus v4.2 exam
Slideshow used for a webinar to the Association of Enterprise Architects (https://www.globalaea.org/) on 28th June 2023) - promoting the development of the EA Mindset
A program description of an IT governance methodology for large and small programs where COBIT or ITIL may not be in your plans.
More at www.sqpegconsulting.com, Square Peg Consulting
John Goodpasture, PMP
An explanation of how Release, Change, Configuration, and Project Management work together to coordinate multiple implementations into test and production environments while reducing risk and business impact.
Similar to 5 itil v3 service transition 5 v1.8 (20)
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
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5 itil v3 service transition 5 v1.8
1. Page 1
Se rvice
De sig n
Se rvice
ITIL
Service
Strategy
Service
Operation
Service
Design
Continual Service
Improvement
SERVICE
TRANSITION
ITIL V3 Core Framework
Service Transition
Validates the service design
against service
requirements
2. Page 2
Service Transition (ST)
ST will ensure that the design will deliver the intended strategy and that it
can be operated and maintained effectively.
ST is concerned with managing change, risk & quality assurance and has
an objective to implement service designs so that service operations can
manage the services and infrastructure in a controlled manner.
Main Target Audience:
– IT Service Managers, Service Owners, operational staff.
Main Influencers:
– Customers, Service owners, support staff.
3. Page 3
ST – The Real World
The majority of IT projects do not yield desired results / outputs
Near 80% of incidents are caused by failed changes and activities within IT
Most IT organization need:
– Stability
– Improved Quality
– Increased Efficiency & Effectiveness
– Reduced IT Costs
4. Page 4
ST – Key Terms
Change : The addition, modification or removal of anything that could have an effect on
IT Service; scope should include all IT services, Configuration Items, Processes,
documentation, etc
Configuration Item (CI) : Any component that needs to be managed in order to deliver
an IT service
Build : The activity of assembling a number of Configuration Items to create part of an
IT service. It may also refer to a Release
Configuration Management DataBase (CMDB): Configuration Management identifies
the various components of IT infrastructure as Configuration Items (CIs). All the
information regarding CIs are help within the Configuration Management Database
(CMDB)
Configuration Management System (CMS) : A set of tools and databases that are
used to manage an It Service Provider’s configuration data
Definitive Media Library (DML) : One or more locations in which the definite and
approved versions of all software Configuration Items are securely stored
5. Page 5
ST – Key Terms
Release : A collection of hardware, software, documentation, process or other
components required to implement one or more approved Changes to IT
Services
Release Unit : Components of an IT service that are normally released
together.
Service Knowledge Management System (SKMS) : A set of tools and
databases that are used to manage knowledge and information which
includes the Configuration Management System.
Transition : A change in state, corresponding to a movement of an IT service
or other Configuration Item from one Lifecycle status to the next.
Validation : An activity that ensures a new or changed IT service, process,
plan or other deliverable meets the needs of the business.
6. Page 6
ST – Purpose, Goals & Objectives
How to introduce new services ( or change the existing services) with
appropriate balance of :
– Speed
– Cost
– Safety
– Focus on customer expectations and requirements
7. Page 7
ST - Activities
Two specific activities that are important to Service Transition:
– Organizational and stakeholder Change:
Reflecting the holistic nature of change that Service Transition must be based on,
organizations do not transform their IT service by only changing the IT services.
– Communications:
Service Transition must take on communication piece to ensure that the business, the end
user community and the IT staff are all aware of the services available, why they are
important, how they interrelate with and impact other services, and how they are supported.
8. Page 8
ST - Processes
Transition Planning & Support
Change Management
Service Asset & Configuration Management
Release & Deployment
Service Validation & Testing
Evaluation
Knowledge Management
9. Page 9
Transition Planning & Support Management
Purpose :
– Plans and coordinates the resources to move a new or changed service into
production within the predicted cost, quality and time estimates.
Goal :
– Manage the planning & coordination of resource to meet requirements.
Objectives :
– Ensure adoption of a common framework for making changes.
10. Page 10
KPIs - Transition Planning & Support Management
Key performance Indicator
(KPI)
Definition
Number of Projects
Number of major release rollouts under
the control of Project Management
Percentage of Projects with
Project Charters
Percentage of projects which are started
with a signed Project Charter in place
Number of Changes to Project
Charter
Number of changes to the Project
Charter after project start
Adherence to Project Budget
Actual vs. planned consumption of
financial and personnel resources
Project Delays
Actual vs. planned project completion
dates
11. Page 11
Change Management
Goal
To ensure that standardized methods and procedures are used for efficient
and prompt handling of all Changes, in order to minimize the impact of
Change-related Incidents
Benefits
Reduction in incidents and problems caused by unplanned change
Communication with appropriate parties before change occurs
Approval received from appropriate parties before change occurs
Time spent on preparation and prevention rather than fire fighting and
downtime
12. Page 12
Change Management– Key Concepts
Change : Addition, modification or removal of anything that could have an
effect on IT Services
Request for Change (RFC) : A formal proposal for a change to be made.
Change Window : A regular, agreed time when changes may be
implemented with minimal impact on services.
Change Advisory Board (CAB) : A group of people that advices the
Change Manager in the assessment, prioritization and scheduling of
changes.
13. Page 13
Type of Requests and Changes
An organization needs to ensure that appropriate procedures and forms are available
to cover the anticipated requests.
Different types of changes may require different types of change requests.
– Normal Changes
Changes to :
– Service Portfolios, Service definitions
– Project changes, User accesses, Operational Changes
– Standard Changes
Change to a service or infrastructure for which the approach is pre-
authorized by Change Management.
Has an accepted and established procedure.
– Emergency Changes
Changes that will have a high negative impact on the business.
14. Page 14
Standard Change
The crucial elements of a Standard Change are that:
– Pre-authorized Changes.
– The tasks are well-known, documented and low-risk tasks.
– Authority has been in advance.
– Budgetary approval is already set or is controller by the requestor
Example
– Installing workstation software from an proved list.
19. Page 19
Change Management – Authorizing Change
IT
Manageme
nt Board
Change Advisory
Board
Local Authorization
Decisions,Directio
Escalations,RFCs,Is
Level 1
Level 2
Level 3
Level 4
High Cost/Risk
Impact on
Multiple service
or divisions
Impact only on
Local or
service group
Standard
Changes
Business
Executives
20. Page 20
Change Advisory Board (CAB)
The Change Advisory Board (CAB) delivers support to the Change Management
team by
– approving requested changes and
– assisting in the assessment and prioritization of changes.
Generally made up of IT and Business representatives that include
– Change Manager
– User managers and groups
– Technical experts
– Possible third parties and customers (if required)
CAB is responsible for oversight of all changes in the production environment
CAB is tasked with reviewing and prioritizing requested changes, monitoring the
change process and providing managerial feedback
Emergency Change Advisory Board (ECAB): It is a subset of the CAB that considers
a RFC tagged as an Emergency Change.
21. Page 21
Change – Coordinate Change
Handoff to Change Builder(s)
– Formal Tracking
– Work Orders
Coordination Responsibility For
– Scheduled Delivery of Change
– Remediation Procedure development
– Quality Assurance Conformance
22. Page 22
Change – Review & Closure
Post Implementation Review
– Technical
Incident
Problems
Known Errors
– Business
Requirements
Desired Outcome
No Undesirable Effects
Time & Cost of Delivery
– Follow Up if Required
– Closure if Successful
23. Page 23
Change Management – The 7 R’s
Who RAISED the change?
What is the REASON for the change?
What is the RETURN required from the Change?
What are the RISKS involved with the change?
What RESOURCES are required to deliver the change?
Who is RESPONSIBLE for build, test & implementations of the change?
What is the RELATIONSHIP between this change and other changes?
24. Page 24
Change Management – Measures & Outcomes
Measures link to business goals, cost, service availability, and
reliability
– Percentage reduction in unauthorized changes
– Volume of change
– Frequency of change
by service
By business area
– Ratio of accepted to rejected change requests
– Time to execute a change.
25. Page 25
Change Management - Challenges
Major IT Cultural Shift
– Perceived as Bureaucratic
– Siloed Technical Functional Areas
– Organizational Behavioral Change
Establishment of the “New Normal”
– Attempts to Bypass
– Changes Only Made via Change Management
Vendor/Contractor Compliance
26. Page 26
Review and Close Change
Changer Review
– Meets objectives
– Users, Customers are happy
– Side effects
– Resources consumption
– Time and Cost
27. Page 27
Service Asset & Configuration Management (SACM)
Purpose:
– Establish control over the physical IT infrastructure
Goal :
– Document the content and the context of the IT infrastructure
Objective :
– Ensure all of the CIs are authorized and under a single processes.
28. Page 28
SACM – Key Concepts
Asset
– Any component of a business process
Process (Change Management)
Organization (Experience, Reports)
People, Infomration, Applications, Infrastructure
Financial Capital
– Configuration Item
“Any asset being a service component, or other item under control of
Configuration Management”
29. Page 29
SACM – Configuration Management System (CMS)
System used to manage the information under SACM
– Details of all the component of IT Infrastructure
– Maintain relationships
– Configuration Management Database (CMDB)
– Automated tools
30. Page 30
Configuration Management System (CMS)
The CMS is the heart of Service Asset and Configuration Management
The CMS maintains one or more CMDBs, and each CMDB stores attributes of CIs, and
relationships with other CIs.
The CMS also maintains several physical libraries, such as the Definite Media Library
(DML) for the secure storage of CIs. Although this is a physical library, the CMS
logically represent its content.
31. Page 31
Configuration Management DataBase (CMDB)
Details about CIs are stored in the Configuration Management DataBase
(CMDB) from which queries about the IT Infrastructure can be answered
The details of a CI that are mentioned in a CMDB include :
Unique Identifier (service tag)
Attributes (supplier, price)
Status (ordered, testing, production, archived)
History (past incidents, applied changes)
Category (hardware, software)
Relationship (is connected to, is a part of)
The scope of the Configuration Management database is defined by the area of
responsibility of the IT organization
The level of detail is defined by the need for information of the IT management
processes, the control of the information and the costs and benefits of a CMDB
32. Page 32
CMDB & CMS
CMDB is a database only, while the CMS also includes tools
CMS maintains one or more CMDBs
CMS is used by all IT Service Management processes
CMS Components
– Secure Libraries and Secure Stores
– Definitive Media Library (DML)
– Configuration baseline
– Snapshot
33. Page 33
Release & Deployment Management
Purpose :
– Ensure the structured release and deployment of IT Services
Goal :
– Deploy release into production & establish the effective use of the service.
Objective :
– Project the line environment through the use of formal procedures.
34. Page 34
Release & Deployment Management
Release & Deployment Management ensures well-planned, cost-effective and
properly implemented IT Service. It helps balance the customer’s demand for
change and IT stability.
Release and Deployment Management, deploys change into the live
environment, along with responsibility for quality control during development
and implementation.
It provides a clear plan that guides release activities with minimal unpredicted
impact to live services.
35. Page 35
Release and Deployment - Concepts
Release
– A collection of hardware, software, documentation, processes or other components
required to implement one or more approved changes to IT services.
Release Unit
– Components of an IT Service that are normally released together
Release Package / release Design
– One or more release units to upgrade from “as-is situation” to “to-be situation”
36. Page 36
Release and Deployment – Releases Approaches
Big Bang versus Phased approach
– Big Bang: The new or changed service is deployed to all user areas in one
operation. This will often be used when introducing an Application change and
consistency of service across the organization is considered important.
– Phased : The service is deployed to a part of the user base initially, and then this
operation is repeated for subsequent parts of the user base via scheduled rollout
plan.
Push versus Pull deployment
– A push approach is used where the service component is deployed from the centre
and pushed out to the target locations.
– A pull approach is used for software releases where the software is made available
in a central location but users are free to pull the software down to their own
locations at a time of their choosing or when user workstation restarts.
Automation versus Manual deployments
– Automation will help to ensure repeatability and consistency
37. Page 37
Release And Deployment Management - Roles
Release and Deployment Manager
– Responsible for planning, design, build, configuration and testing of all software and
hardware to create the release package for the designated service
Other roles
– Release Packaging and Build Manager
– Deployment Staff
– Early Life Support Staff
38. Page 38
Definite Media Library
The Definite Media Library (DML), maintained by Configuration Management,
provides a secure repository for the definitive versions of the software the
Release & Deployment Activities will use to complete its activities.
It stores master copies of versions that have passed quality assurance
checks.
Only authorized media should be accepted into DML, strictly controlled by
SACM.
39. Page 39
Release & Deployment Measures & Outcomes
Maintain integrity of release package through transition activities and
ensure recording in CMS
Comprehensive and clear release deployment plans with minimal
unpredicted impact.
Reduction in number of discrepancies
Reduced resources and cost
Reduced incidents against the service.
41. Page 41
Service Validation Management
Purpose:
– Provide for the Structured validation & testing of IT Service
Goal :
– Assure IT Service value is achieved for the benefit of the customer.
Objectives
– Ensure the IT Service delivers the expected outcomes & value.
42. Page 42
Service Validation Management
Service Testing and Validation establishes confidence that a new or changes
service will deliver the value and outcomes expected.
Service Testing and Validation provides a structured validation and testing
process that delivers quality assurance that the Service Design and release is
fit for purpose and fit for use.
43. Page 43
The Service “V” Model
The “Service V” model represent the different configuration levels to be built
and tested to deliver a service capability.
The left-hand side represents the specification of the service requirements
down to the detailed service design.
The right-hand side focuses on the validation activities that are performed
against the specifications designed on the left-hand side.
The V model approach is traditionally associated with the waterfall lifecycle,
just as applicable to other lifecycle including iterative lifecycle, such as
prototyping, RAD approaches.
44. Page 44
The Service “V” Model
Represents the different configuration levels to be built and tested to
deliver a service capability
46. Page 46
Evaluation
Purpose:
– Provide consistent means of determining the performance of a service
Goal :
– Set stakeholder & provide accurate information
Objectives :
– Evaluate the indented effects of a service change.
47. Page 47
Evaluation Model
Evaluation provides an overarching view of Service Transition.
Some common evaluations are:
– Service Design:
– Release and deployment
– Acceptance
48. Page 48
Knowledge Management
Purpose:
– Ensure the right knowledge at the right time place.
Goal :
– Improve quality of management decisions.
Objective :
– Ensure a clear and common understanding value of IT Services.
49. Page 49
Knowledge Management
Knowledge Management ensures that availability and quality of
knowledge assists in the direct support of IT Services across the
entire lifecycle.
51. Page 51
Service Knowledge Management System (SKMS)
SKMS is a broader concept that covers a much wider base of
knowledge, for example :
– The experience of staff
– Records of peripheral matters ( e.g., weather, user numbers and behavior,
organization’s performance figures)
– Supplier and partner requirements, abilities and expectations
– Typical and anticipated users skill levels.
52. Page 52
Service Knowledge Management System (SKMS)
Information, in the form of
knowledge, to base decisions
on.
– Consists of:
Staff experiences
Peripheral records
Supplier / Partner information
– Requirements
– Abilities
– Expectations
User skill levels