This document provides a career summary for Ray Groom, an ITIL expert with over 10 years of experience in service design and transition. It details his roles and achievements in creating and implementing service design and transition processes at various companies, including managing the transition of over 28 new applications as Service Transition Lead at Crossrail. His experience includes developing support models, RACI matrices, and defining key business processes.
Abhilasha Kamre is a Lead Project Coordinator with over 7 years of experience in customer relationship management, project management, and IT service delivery. She has led project teams for global customers and managed all stages of projects from end to end. Her experience includes change management, IT service management, and ensuring processes are followed to meet SLAs. She holds ITIL certifications and aims to contribute her skills to an organization that offers growth opportunities.
The document provides an overview of Service Design according to ITIL. It discusses how Service Design translates strategic plans into service specifications and designs to be implemented through Service Transition and Operations. Key aspects of Service Design include designing new or changed services, service management systems, technology architecture, processes, and metrics. The document also covers topics like service portfolio and catalog management, sourcing approaches, key Service Design processes, and elements of Service Level Agreements.
This document provides a summary of Shashi Socrates' experience and qualifications. He has nearly 20 years of experience in IT service management roles, including problem management, project management, and team management. He is ITIL certified and has worked for companies like IBM, HCL Technologies, and Ortho Clinical Diagnostics in senior problem manager and process lead roles. His experience includes setting up problem management processes, conducting investigations, and managing escalations.
The document provides an overview of ITIL (Information Technology Infrastructure Library) IT service management. It discusses what ITIL is, its key concepts and processes. ITIL is a framework that provides best practices for IT service management. It aims to align IT services with business needs. The document outlines some of ITIL's core operational and tactical processes like service desk, incident management, problem management, change management etc. It also discusses how organizations can implement ITIL and some benefits of adopting ITIL practices.
9 Critical Components for A Successful Client Interaction Framework Chazey Partners
It’s not that complicated! Mastering client satisfaction through a comprehensive framework is made easy through this simple roadmap. Use it to build a strong basis for your Shared Services client relationships
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
C6 Advanced Information And Referral for Experienced Settlement Workers_Faed ...ocasiconference
This document provides an overview of an information and referral conference for experienced settlement workers. The conference objectives are to identify new developments and resources in the field, discuss essential skills and client expectations for quality information and referral, and identify key drivers of satisfaction and ways to measure service quality. The agenda covers topics such as the differences between providing information and referral to newcomers versus other groups, building knowledge bases, client service standards, and evaluating information and referral programs and websites. The document aims to help experienced settlement workers strengthen their skills in effectively researching and referring clients to community resources.
- ITIL is a framework that provides best practices for IT service management. It covers the entire service lifecycle from strategy to continual improvement.
- ITIL has evolved through multiple versions with the current version being ITIL v3 from 2007. ITIL v3 defined 5 core publications and 26 processes.
- Implementing ITIL helps organizations improve customer satisfaction, reduce costs, and align IT with business goals through standardized processes and collaboration between IT and business teams.
Abhilasha Kamre is a Lead Project Coordinator with over 7 years of experience in customer relationship management, project management, and IT service delivery. She has led project teams for global customers and managed all stages of projects from end to end. Her experience includes change management, IT service management, and ensuring processes are followed to meet SLAs. She holds ITIL certifications and aims to contribute her skills to an organization that offers growth opportunities.
The document provides an overview of Service Design according to ITIL. It discusses how Service Design translates strategic plans into service specifications and designs to be implemented through Service Transition and Operations. Key aspects of Service Design include designing new or changed services, service management systems, technology architecture, processes, and metrics. The document also covers topics like service portfolio and catalog management, sourcing approaches, key Service Design processes, and elements of Service Level Agreements.
This document provides a summary of Shashi Socrates' experience and qualifications. He has nearly 20 years of experience in IT service management roles, including problem management, project management, and team management. He is ITIL certified and has worked for companies like IBM, HCL Technologies, and Ortho Clinical Diagnostics in senior problem manager and process lead roles. His experience includes setting up problem management processes, conducting investigations, and managing escalations.
The document provides an overview of ITIL (Information Technology Infrastructure Library) IT service management. It discusses what ITIL is, its key concepts and processes. ITIL is a framework that provides best practices for IT service management. It aims to align IT services with business needs. The document outlines some of ITIL's core operational and tactical processes like service desk, incident management, problem management, change management etc. It also discusses how organizations can implement ITIL and some benefits of adopting ITIL practices.
9 Critical Components for A Successful Client Interaction Framework Chazey Partners
It’s not that complicated! Mastering client satisfaction through a comprehensive framework is made easy through this simple roadmap. Use it to build a strong basis for your Shared Services client relationships
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
C6 Advanced Information And Referral for Experienced Settlement Workers_Faed ...ocasiconference
This document provides an overview of an information and referral conference for experienced settlement workers. The conference objectives are to identify new developments and resources in the field, discuss essential skills and client expectations for quality information and referral, and identify key drivers of satisfaction and ways to measure service quality. The agenda covers topics such as the differences between providing information and referral to newcomers versus other groups, building knowledge bases, client service standards, and evaluating information and referral programs and websites. The document aims to help experienced settlement workers strengthen their skills in effectively researching and referring clients to community resources.
- ITIL is a framework that provides best practices for IT service management. It covers the entire service lifecycle from strategy to continual improvement.
- ITIL has evolved through multiple versions with the current version being ITIL v3 from 2007. ITIL v3 defined 5 core publications and 26 processes.
- Implementing ITIL helps organizations improve customer satisfaction, reduce costs, and align IT with business goals through standardized processes and collaboration between IT and business teams.
CommonFloor Groups Pre-sales Brochure Digital Tarun Verma
The document describes how CommonFloor Groups helps residential communities manage various tasks more efficiently compared to traditional methods. It provides examples of how CommonFloor Groups has helped communities track maintenance dues payments online instead of physical collection, improve community participation and issue resolution, and reduce the treasurer's workload related to financial management and auditing through automated accounting features. The document promotes CommonFloor Groups as a comprehensive online community management portal that can transform residential complexes into well-managed, happy communities.
This document contains the resume of Anne-Marie de Jong, who has over 20 years of experience in business analysis, process improvement, and project management roles in the IT and telecommunications industries in New Zealand and the UK. She has a proven track record of successfully implementing major systems, improving business processes, and mentoring coworkers. Her skills include requirements gathering, process mapping, data analysis, quality assurance, and business case development. She holds a Yellow Belt in Six Sigma and has experience with Agile methodologies and various applications.
This document provides an overview of ITIL (Information Technology Infrastructure Library) concepts including the ITIL service lifecycle. It defines key terms like service, service management, and discusses ITIL versions 2 and 3. It also covers ITIL principles such as focusing on customer satisfaction and the strategic role of IT. Process models, organizational roles, and the five stages of the ITIL service lifecycle are outlined.
Itil & Process Concepts Awareness Tadawul 5 Of March 2007Abdulaziz AlFaify
1. The document provides an introduction to ITIL (Information Technology Infrastructure Library) framework and IT processes, focusing on key concepts such as processes, service management, and ITIL certifications.
2. It explains important ITIL processes like incident management, problem management, change management, and release management. The goal of these processes is to improve service quality and reduce costs.
3. Implementing ITIL involves understanding processes, aligning people and roles, and using technology to support efficient service delivery and management. ITIL adoption brings benefits like improved services, reduced costs, and better alignment of IT with business needs.
IT Service Catalog: 5 Steps to Prepare Your Organization for Successful Servi...Evergreen Systems
Few Organizations have deep experience in planning for a successful Service Catalog project. Questions abound:
"What are the best practices? How will we measure success? What roles & responsibilities will we have? What are the customer & executive expectations...and how do we address them? What options do we have for getting started? Can we start simply and grow as we learn?"
Successful Service Catalog projects are dramatically different than many other IT projects. Please join Don Casson, CEO of Evergreen as he answers these questions and explains the 5 steps to prepare your team for success with your IT Service Catalog project.
Jeff Benedict, ITSM Practice Leader, will demo our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
Webinar recording with demo available at http://content.evergreensys.com/it-service-catalog-project-steps-prepare-organization
The document provides a summary of an individual's professional experience and qualifications. It includes over 9 years of experience in project management, delivery management, and IT service delivery roles. The individual holds an engineering degree and ITIL certifications, and is currently seeking new project or delivery management assignments.
The document provides an overview of key concepts, processes, roles, and activities involved in ITIL service design. It discusses requirements analysis, strategy concepts like the four P's, service value propositions, provider types, critical success factors, and accounting. Key processes include service portfolio management, demand management, and financial management. Key roles include the business relationship manager and product manager. The document also outlines design principles, the service design package, and stage activities.
- Jenny spent over $28,000 and 390 hours planning her wedding that had 150 attendees. She hired over 15 separate services and wanted in-person meetings for 4 of them.
- Managing payments for services on her wedding day and keeping track of all wedding details using various methods like spreadsheets, texts, emails was challenging.
- An all-in-one app for messaging vendors, tracking schedules and budgets, and handling payments would have alleviated stress during wedding planning.
Anoop Shyamsundar has over 12 years of experience in IT operations management, process management, project management, and service delivery. He currently works as a Business Process Consultant Lead at HCL Technologies, where he leads operational management, manages service delivery, and executes project activities. Previously he has held roles such as Service Lead, Process Associate, and Incident/Change Manager at various companies. He has certifications in ITIL, Lean Six Sigma, Prince 2, and ISO 27001.
This document discusses service portfolio management and how it can help IT organizations better align their resources and capabilities with business objectives. Service portfolio management presents IT services to customers in a catalog, tracks service usage and costs, and manages demand to optimize investments. It addresses challenges such as demonstrating business value, understanding how resources map to business needs, and presenting IT in a way customers understand.
This document provides an overview of the Service Transition stage of the ITIL framework. Service Transition focuses on moving new or changed services into live environments in a controlled and coordinated manner. Key processes covered include change management, knowledge management, service asset and configuration management, release and deployment management, and service validation and testing. The goals of Service Transition are to ensure services can be managed, operated and supported as specified after being deployed into production environments. Challenges include managing inputs from stakeholders, achieving process integration, and demonstrating benefits outweigh costs.
ITIL V3 And Service Transition - ITSM Academy Webinar ITSM Academy, Inc.
ITIL V3 and Service Transition focuses on the purpose, scope, and processes involved in service transition according to ITIL. The key processes covered include change management, service asset and configuration management, knowledge management, transition planning and support, release and deployment management, service validation and testing, and evaluation. Organizational change management is also an important consideration during service transition. The overall goal of service transition is to ensure new or changed services meet requirements and can be successfully implemented.
This document provides an overview of the Business Intelligence consulting services offered by Beetra Consultancy Services in Riyadh, Saudi Arabia. The company aims to become the leading BI/DW consulting provider in the Middle East through advisory, implementation, and training services. Advisory services include readiness assessments, project evaluations, solution architecture design, and data quality audits. Implementation involves full project development and knowledge transfer. Training courses cover BI fundamentals, requirements, program management, and data quality.
This document provides an overview and introduction to ITIL V3 Foundations. It discusses key concepts in IT service management including the ITIL framework, service lifecycle phases, and ITIL processes and functions. The goals of ITSM are to improve quality of service provisioning, justify costs, meet business demands, and provide measurable ROI. ITIL is a widely adopted best practice for ITSM based on standards, industry practices, and experience. It aims to align IT with business needs through the service lifecycle phases of strategy, design, transition, operation, and continual improvement.
The document provides a summary of Kalidas Sukumar's professional experience and technical skills. Over 10 years, he has worked as a business analyst, coder, tester, and project manager on various client/server, mainframe, and web applications across multiple industries including healthcare, insurance, banking, and pharmaceuticals. He has extensive experience in requirements gathering, testing, and project management. His technical skills include languages like Java, C++, SQL and databases like Oracle, SQL Server and DB2.
What Every Project Manager Should Know About ItilDaniel Cayouette
This presentation will provide a high-level view of ITIL and will identify where the ITIL Service Lifecycle Framework and the PMBOK Guide complement each other.
Understanding of ITIL will help the IT project manager over the lifecycle of their projects, from defining a better project charter focused on IT services to a smoother transition to operations and an increased satisfaction of all stakeholders.
The role of an IT PMO as the Voice of IT and its role with Service Level Management will also be discussed as a key enabler to align IT to the business.
Service architecture is a framework for organizing IT services and clearly representing how those services are supported. It improves business understanding of IT services and allows business to make key IT decisions. The key components of a service architecture include service requirements, support models, support organization, governance, communications, tools, and service management processes. A service architecture can be delivered in six phases: assess, design, build, validate, deploy, and monitor. It provides a structured approach to transitioning to a new operating model and flexible support of changing business needs.
This document contains a professional profile and resume for Geoffrey Harris. Some key points:
- Geoffrey Harris has over 20 years of experience as a senior business analyst across various industries including finance, superannuation, insurance, and higher education.
- He has a strong track record of gathering requirements, managing stakeholders, improving processes, and delivering projects on time while balancing quality.
- Recent roles include consultant roles at Araza Consulting and Telstra focusing on test automation, and a senior business analyst role at Superpartners focusing on superannuation products and a large program to replace backend systems.
- Geoffrey Harris has expertise in areas like business analysis, requirements gathering, process improvement, stakeholder management, and using method
CommonFloor Groups Pre-sales Brochure Digital Tarun Verma
The document describes how CommonFloor Groups helps residential communities manage various tasks more efficiently compared to traditional methods. It provides examples of how CommonFloor Groups has helped communities track maintenance dues payments online instead of physical collection, improve community participation and issue resolution, and reduce the treasurer's workload related to financial management and auditing through automated accounting features. The document promotes CommonFloor Groups as a comprehensive online community management portal that can transform residential complexes into well-managed, happy communities.
This document contains the resume of Anne-Marie de Jong, who has over 20 years of experience in business analysis, process improvement, and project management roles in the IT and telecommunications industries in New Zealand and the UK. She has a proven track record of successfully implementing major systems, improving business processes, and mentoring coworkers. Her skills include requirements gathering, process mapping, data analysis, quality assurance, and business case development. She holds a Yellow Belt in Six Sigma and has experience with Agile methodologies and various applications.
This document provides an overview of ITIL (Information Technology Infrastructure Library) concepts including the ITIL service lifecycle. It defines key terms like service, service management, and discusses ITIL versions 2 and 3. It also covers ITIL principles such as focusing on customer satisfaction and the strategic role of IT. Process models, organizational roles, and the five stages of the ITIL service lifecycle are outlined.
Itil & Process Concepts Awareness Tadawul 5 Of March 2007Abdulaziz AlFaify
1. The document provides an introduction to ITIL (Information Technology Infrastructure Library) framework and IT processes, focusing on key concepts such as processes, service management, and ITIL certifications.
2. It explains important ITIL processes like incident management, problem management, change management, and release management. The goal of these processes is to improve service quality and reduce costs.
3. Implementing ITIL involves understanding processes, aligning people and roles, and using technology to support efficient service delivery and management. ITIL adoption brings benefits like improved services, reduced costs, and better alignment of IT with business needs.
IT Service Catalog: 5 Steps to Prepare Your Organization for Successful Servi...Evergreen Systems
Few Organizations have deep experience in planning for a successful Service Catalog project. Questions abound:
"What are the best practices? How will we measure success? What roles & responsibilities will we have? What are the customer & executive expectations...and how do we address them? What options do we have for getting started? Can we start simply and grow as we learn?"
Successful Service Catalog projects are dramatically different than many other IT projects. Please join Don Casson, CEO of Evergreen as he answers these questions and explains the 5 steps to prepare your team for success with your IT Service Catalog project.
Jeff Benedict, ITSM Practice Leader, will demo our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
Webinar recording with demo available at http://content.evergreensys.com/it-service-catalog-project-steps-prepare-organization
The document provides a summary of an individual's professional experience and qualifications. It includes over 9 years of experience in project management, delivery management, and IT service delivery roles. The individual holds an engineering degree and ITIL certifications, and is currently seeking new project or delivery management assignments.
The document provides an overview of key concepts, processes, roles, and activities involved in ITIL service design. It discusses requirements analysis, strategy concepts like the four P's, service value propositions, provider types, critical success factors, and accounting. Key processes include service portfolio management, demand management, and financial management. Key roles include the business relationship manager and product manager. The document also outlines design principles, the service design package, and stage activities.
- Jenny spent over $28,000 and 390 hours planning her wedding that had 150 attendees. She hired over 15 separate services and wanted in-person meetings for 4 of them.
- Managing payments for services on her wedding day and keeping track of all wedding details using various methods like spreadsheets, texts, emails was challenging.
- An all-in-one app for messaging vendors, tracking schedules and budgets, and handling payments would have alleviated stress during wedding planning.
Anoop Shyamsundar has over 12 years of experience in IT operations management, process management, project management, and service delivery. He currently works as a Business Process Consultant Lead at HCL Technologies, where he leads operational management, manages service delivery, and executes project activities. Previously he has held roles such as Service Lead, Process Associate, and Incident/Change Manager at various companies. He has certifications in ITIL, Lean Six Sigma, Prince 2, and ISO 27001.
This document discusses service portfolio management and how it can help IT organizations better align their resources and capabilities with business objectives. Service portfolio management presents IT services to customers in a catalog, tracks service usage and costs, and manages demand to optimize investments. It addresses challenges such as demonstrating business value, understanding how resources map to business needs, and presenting IT in a way customers understand.
This document provides an overview of the Service Transition stage of the ITIL framework. Service Transition focuses on moving new or changed services into live environments in a controlled and coordinated manner. Key processes covered include change management, knowledge management, service asset and configuration management, release and deployment management, and service validation and testing. The goals of Service Transition are to ensure services can be managed, operated and supported as specified after being deployed into production environments. Challenges include managing inputs from stakeholders, achieving process integration, and demonstrating benefits outweigh costs.
ITIL V3 And Service Transition - ITSM Academy Webinar ITSM Academy, Inc.
ITIL V3 and Service Transition focuses on the purpose, scope, and processes involved in service transition according to ITIL. The key processes covered include change management, service asset and configuration management, knowledge management, transition planning and support, release and deployment management, service validation and testing, and evaluation. Organizational change management is also an important consideration during service transition. The overall goal of service transition is to ensure new or changed services meet requirements and can be successfully implemented.
This document provides an overview of the Business Intelligence consulting services offered by Beetra Consultancy Services in Riyadh, Saudi Arabia. The company aims to become the leading BI/DW consulting provider in the Middle East through advisory, implementation, and training services. Advisory services include readiness assessments, project evaluations, solution architecture design, and data quality audits. Implementation involves full project development and knowledge transfer. Training courses cover BI fundamentals, requirements, program management, and data quality.
This document provides an overview and introduction to ITIL V3 Foundations. It discusses key concepts in IT service management including the ITIL framework, service lifecycle phases, and ITIL processes and functions. The goals of ITSM are to improve quality of service provisioning, justify costs, meet business demands, and provide measurable ROI. ITIL is a widely adopted best practice for ITSM based on standards, industry practices, and experience. It aims to align IT with business needs through the service lifecycle phases of strategy, design, transition, operation, and continual improvement.
The document provides a summary of Kalidas Sukumar's professional experience and technical skills. Over 10 years, he has worked as a business analyst, coder, tester, and project manager on various client/server, mainframe, and web applications across multiple industries including healthcare, insurance, banking, and pharmaceuticals. He has extensive experience in requirements gathering, testing, and project management. His technical skills include languages like Java, C++, SQL and databases like Oracle, SQL Server and DB2.
What Every Project Manager Should Know About ItilDaniel Cayouette
This presentation will provide a high-level view of ITIL and will identify where the ITIL Service Lifecycle Framework and the PMBOK Guide complement each other.
Understanding of ITIL will help the IT project manager over the lifecycle of their projects, from defining a better project charter focused on IT services to a smoother transition to operations and an increased satisfaction of all stakeholders.
The role of an IT PMO as the Voice of IT and its role with Service Level Management will also be discussed as a key enabler to align IT to the business.
Service architecture is a framework for organizing IT services and clearly representing how those services are supported. It improves business understanding of IT services and allows business to make key IT decisions. The key components of a service architecture include service requirements, support models, support organization, governance, communications, tools, and service management processes. A service architecture can be delivered in six phases: assess, design, build, validate, deploy, and monitor. It provides a structured approach to transitioning to a new operating model and flexible support of changing business needs.
This document contains a professional profile and resume for Geoffrey Harris. Some key points:
- Geoffrey Harris has over 20 years of experience as a senior business analyst across various industries including finance, superannuation, insurance, and higher education.
- He has a strong track record of gathering requirements, managing stakeholders, improving processes, and delivering projects on time while balancing quality.
- Recent roles include consultant roles at Araza Consulting and Telstra focusing on test automation, and a senior business analyst role at Superpartners focusing on superannuation products and a large program to replace backend systems.
- Geoffrey Harris has expertise in areas like business analysis, requirements gathering, process improvement, stakeholder management, and using method
Global Consultancy and Management Solutions (GCMS) is an IT consultancy that provides a range of services including IT strategy, operations, network management, and system integration consulting. GCMS follows ITIL frameworks and aims to be a one-stop solution provider. It offers free consulting for the service strategy phase and then guides clients through the full IT service lifecycle of service design, transition, operations, and continual improvement. GCMS' goal is to help businesses optimize their use of IT to meet objectives and ensure return on investment.
Burns, Robert Career Portfolio 2015-05-01Robert Burns
The document provides a summary of Robert T. Burns' career portfolio as an IT management consultant. It describes several projects he led or contributed to for clients across multiple industries. The projects involved developing service management strategies, designing core IT service management processes, and planning the implementation of service management programs to address various client issues and needs. The summaries highlight Burns' leadership experience and success in delivering solutions that met client requirements.
1) The document discusses the increasing importance of service design and design thinking for businesses as problems become more complex and services become more important.
2) It provides an overview of service design, which aims to understand customer needs and design new service systems to address those needs in a way that benefits both customers and businesses.
3) The document then summarizes a survey of leading companies that have incorporated service design, finding it has led to transformations in strategies, organizational structures, and employee behaviors that have created new value.
This resume summarizes the professional experience of Vamshi Kiran, who has over 10 years of experience in IT service management, operations, project management, and critical incident management. The resume lists roles at NetApp India Pvt Ltd from 2012-2013 as Release, Problem & Recovery Manager and Release / Project Manager. Previous roles were at IBM (India) Pvt. Ltd. from 2009-2012 including Global Major Incident Manager and Process Lead – EMEA projects. Earlier experience includes roles at Avishk Globalisers from 2006-2008 and Hinduja TMT from 2003-2005. The resume highlights experience in incident, problem, change and release management as well as asset and configuration management.
A review of Review of IT Service Management at NNIT Robinson Omamo
The document provides a review of IT service management (ITSM) implementation at NNIT. It examines NNIT's use of service portfolio management and ITIL processes. The review finds that NNIT has effectively applied service portfolio management for service design, development, financial management, and catalog development. It recommends that NNIT add a team manager to its governance model to better communicate policy changes to staff. The document also analyzes NNIT's key ITSM tools and processes, and suggests additional tools that could improve its service portfolio management.
Customer-centric digital transformation isn't just a buzzword - it's essential for survival in today's digital age. Putting your customers first can create experiences that differentiate your brand and drive long-term success.
The document discusses key components of a service level agreement (SLA) and critical success factors for implementing IT service management. An SLA details client and service provider obligations and standards to reduce disputes. Key SLA components include customer requirements, service provider requirements, service assumptions, response times, and performance standards. Critical success factors for implementing IT service management include senior management support, a project champion, managing relationships with multiple vendors, changing corporate culture, realizing benefits, and effective project governance and execution. The document also discusses Queensland Health's experience implementing ITIL and establishing SLAs.
This document provides an introduction and overview of ITIL (Information Technology Infrastructure Library). ITIL is a framework of best practices for IT service management and focuses on aligning IT services with business needs. The document outlines the history of ITIL and describes the key aspects of its service lifecycle approach including service strategy, design, transition, operation, and continual service improvement. It also discusses the service desk function and provides examples of processes within each lifecycle stage like service portfolio management and incident management. Benefits of adopting ITIL include improved business alignment, standardized processes, increased productivity and efficiency, and better customer satisfaction.
Deepak has over 10 years of experience in IT service delivery and management. He has expertise in ITIL frameworks and best practices for service strategy, design, transition, operations, and continual service improvement. Deepak is seeking a leadership role in customer support where he can apply his experience in IT service management to achieve corporate goals. His professional experience includes managing remote infrastructure support teams, ensuring ITIL compliance, and maintaining high levels of customer satisfaction.
The document provides an overview of ITIL (IT Infrastructure Library), including its background, core concepts, and service lifecycle framework. ITIL is a best practice framework for IT service management that was published by the UK government. It describes five stages of the service lifecycle - service strategy, design, transition, operation, and continual service improvement. Each stage involves key processes to manage the planning, delivery, and improvement of IT services. The document also outlines some important ITIL roles and qualifications.
Information and communication technology consultancyBrijesh Rawat
GCMS is a management consulting firm that provides IT consulting services to help businesses optimize their use of technology. They follow ITIL frameworks and focus on delivering high quality, cost-effective solutions. Their services include strategic consulting, design, implementation, operations and continual improvement. They take a holistic, lifecycle approach to IT service management aimed at maximizing customer value and return on investment.
The document provides a summary of Abbey NIKWE's professional experience and qualifications. It outlines her 6+ years of experience in ServiceNow, Epic, and Cerner software and her skills in areas like requirements gathering, documentation, process mapping, application development, and ITIL framework. Her experience includes roles as an IT analyst, business analyst, and application analyst supporting EMR implementation projects.
5 Key Elements of IT Project ManagementOrangescrum
The wide range of project management, productivity, collaboration and time tracking tools in the market are testimony to it. Providing the teams with a centralized collaborative platform motivates them to deliver faster and with quality. https://blog.orangescrum.com/
This document will guide you about the procedures that Konstant follow in the Requirement Gathering Phase once the project is awarded to Konstant. As Konstant understands that requirement gathering is a vital part of successful project management and application development. We don’t want to blame the customers for not being sufficiently clear about their business requirements. Sometime clients/users are guided through a process that elicits their business requirements and facilitates accurate application development, but our analysts are well versed in both understanding the concepts of business requirement gathering AND the process that will best document them.
Building towards business service managementSandy Sukarto
By now, most organizations have various tools to manage their IT environment , from network fault monitoring to application performance management. Though the business service management concept of managing IT has been around for years , many are still struggling to put this into practice.
As a result, organizations are having challenges to put IT as business enablers and innovation center. Meanwhile, the IT management team are playing catching up with business dynamics, increasing cost, technology pace, security issues, and so on.
In this session, we will discuss the first set of steps towards building business service management.
Francis Peter D. Decena is seeking a position where he can utilize his 20+ years of experience in service delivery, project management, customer service, and operations management. He has held roles such as Service Delivery Manager, National Operations Manager, Project Delivery Manager, and Customer Service Manager for various companies. His experience includes managing day-to-day operations, implementing process improvements, resolving issues, maintaining quality of service, and developing strong client relationships. He is seeking to contribute his leadership, analytical, and customer service skills to a company's mutual success.
This document provides a summary of skills and experience for Jignes Derasari. It outlines over 10 years of experience in IT service management, including expertise in ITIL processes like incident, problem, change and release management. Key responsibilities included managing ITSM tools, implementing ITSM processes, and leading improvements to service delivery through the application of ITIL best practices. Technical qualifications and experience are also listed, along with details of professional roles held at Transport for NSW and previous employers.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...
Ray groom's CV 1 June 2017
1. Ray Groom
Career Summary
ITIL Expert qualified with ten years’ experience in Service Design and Transition through
following formal processes and great customer engagement.
Vastly experienced in creating Support Model documentation and managing handovers for
new applications, thereby securing support readiness.
Expertise in creating RACI matrixes so that all key IT related BAU roles are understood and
approved. Also well versed in the definition of key BAU processes for IT teams, e.g. on
Incident, new user requests and patching, so that new services are run professionally by IT.
Created and implemented Service Design and Transition processes in two companies.
Recently completed 8 months as a contractor for a Merchant Bank in the City of London.
Service Transition Lead at Crossrail for 6 years, responsible for ensuring that new
applications were fit for purpose prior to go-live and in effective operational support. Here I
had to manage a high volume of services in Transition promptly to a 3,500 customer base.
Career Summary
Close Brothers Limited (Banking Division)
Job title: Service Design Analyst August 2016 – April 2017
I was the lead person initially then worked on a team of 2. My remit was to create and
implement a new standard process with templates, then use it effectively for the
introduction applications. I originally had a 6 months contract and then was given a 2
months extension.
Achievements:
Developed a new Service Design process which I integrated into the project
methodology. It included gates for control, information sharing, and facilitate a
handover to Transition in a logical way. I met with stakeholders to make sure their
needs were met on the new process.
Created templates the new Service Design process. Key standards were developed by
me for a Service Design document, templates for the gateway meetings and a generic
plan for projects in Service Design.
Documented and presented the new Service Design process to key stakeholders. This
ensured we had a formal, repeatable process that was well communicated and
understood.
Designed-in support related non-functional requirements to new applications. This
involved meeting with the business to establish their needs on support targets for
Incident resolution, support hours, Recovery Time & Point Objectives and Availability. I
then worked with the suppliers on support SLAs, and with internal IT teams to come to a
consensus to meet the business’ requirements.
Ran workshops to understand IT operational roles for new applications. Including all
management with roles helped gain buy-in, ensured we put effective processes in place
and was practical with people engaged.
Documented each new application and major upgrade. The key audience and their
requirements were the business the understand IT’s offering; operational teams so they
understood their roles and how to do them, and IT management regarding business
alignment and key information such as on-going costs.
Worked very closely with Service Desk and Application support teams on the creation of
knowledge articles to help set-up support go-live.
2. Worked on a team to review and update the Operational Acceptance Criteria for new
applications. This meant working with operational teams for a standard list of criteria
which they needed to collaborate with projects on and see is fulfilled. A process activity
to define criteria from the standard set for each project was also created, along with an
agreed way to hand over to Service Transition.
The applications which I managed Service Design for were:
o Agreements and Liabilities Management system; this applications runs models to
help manage risk from areas such as interest rates and foreign exchange.
o Robotic Process Automation
o SWIFT (Society for Worldwide Interbank Financial Telecommunications) upgrade.
o New Bank intranet and collaboration site
o Banking Operational Risk Management database
o Group Board presentation pack aid (BoardPacks)
Crossrail Ltd May 2010 – May 2016
Job title: IT Service Planning Analyst. My key roles and responsibilities were:
Service Transition Lead
Achievements:
Created a Service Transition process. This was done collaboratively with our major IT
partner so was commercially bound, as well as integrated with the IT project delivery
lifecycle. The process’ aim was to ensure that new applications were fully tested,
communicated, in commercial support and that service aspects were in place such as
help guides, training and service request processes. I was also the gatekeeper to
ensure that Service Acceptance Criteria were met, and that gateways such as the
Go/No-go and handover to support were properly run. This meant that Crossrail had a
logical, organised and repeatable process for service introduction.
Created standard templates for the Service Transition process. Files were established
by me for the Service Acceptance Criteria, Support Model, RACI matrix and Gateway
agendas. These documents were then approved by IT management and our main IT
partner, so we had formal standards to return to. I also documented and presented the
Service Transition process in order set expectations with key stakeholders.
Managed the above Service Transition process for 28 new applications. This resulted
in minimal and understood risk at go live.
Created a shorter Service Transition process for minor applications. This involved
agreeing a definition of minor and major applications. This meant that IT and the
business had a bespoke process with bureaucracy minimalised.
Produced a weekly RAG status to report to management on IT services in Transition.
This tracker enabled management to see that agreed deadlines for deliverables and
gateways were being met and problem managed.
Ensured that excellent operational support was in place prior to new applications going
live. Worked with IT support teams to make them part of projects and arranged
successful handovers, including ensuring that their Knowledge Bases were updated.
Worked with IT Project Management, the business and support teams to create
warranty processes for post go-live.
Ensured that Service Acceptance Criteria was met by warranty support to handover to
BAU. E.g. I managed activities around the knowledge transfer of incident volumes,
known errors (with associated workarounds) and outstanding technical changes.
Ensured that new SLAs from vendors were fit for purposed for the business. I worked
with external parties to review their offerings against my customers’ requirements. This
resulted in service requirements for key elements such as Incident Management and
Availability being met at the right cost.
Provided a presentation to stakeholders on the Service Transition process. This raised
the profile of the process, and set expectations for how key groups such as Project
Managers and Application Support teams would be participating. Customers from the
business would also be made clear of the importance of Transition during Gateway 1.
3. Arranged and chaired Transition Gateway meetings. These had clear objectives and
standard agendas.
Chaired regular pipeline meetings with the Project Office to establish which projects
were being initiated and were hence within the scope of Service Transition for me to
manage. These sessions hence successfully ensured that all relevant projects followed
the formal Transition process.
Implemented a Service Decommissioning process. This helped make sure that
services were removed effectively, and benefits such as cost savings from licensing,
support and hosting were realised on time.
Arranged for new applications to be added to the IT Service Request System, with the
appropriate process flows around role types, approvals, software installation and
permissions. This benefited customers by them being able to request and receive
applications in an organised way.
Ran three annual reviews of the Service Transition process. I brought key stakeholders
together and we celebrated the successes, then brain stormed how the process could
be improved. This resulted in the regular improvement of Service Transition templates
and an increasingly efficient process.
Implemented a new process to manage requests from the business for small items of
new software. This involved creating a logical flow to gather requests in an organised
way, then for IT to review if it had an existing solution, assess each request by way of
cost/benefit, then purchase and deploy if appropriate. This made certain that IT was
listening and acting on the crucial matter of customers having the applications they
need to do their job.
IT Business Engagement Manager
Achievements:
Management of 2 IT Customer Forums. This involved inviting the main customers of
the IT Service team. IT’s key aims were to listen, log feedback and act. I organised
ways in which customers were encouraged to provide feedback, so that IT could listen
and evaluate improvement ideas. The Forums were also IT’s main means for
communicating key news in person. I created an agenda working with IT teams who
interacted most closely with our customers, then introduced the session and presented
parts of it.
Managed an IT Satisfaction Survey. Issued questions on the effectiveness of Crossrail
IT’s major service offerings to its customers. I then communicated the key findings, and
actioned follow-up initiatives such as raising Service Improvement Initiatives and
meeting with the most dissatisfied customers. I enjoyed the challenge, and my work
showed me that unhappy customers can change their minds when IT shows it listens
and acts!
Organised and chaired Service Review Meetings between the business, IT
management, vendors and operational support. We would methodically work through
problems and aim to build relationships.
Halcrow Group Ltd August 1998 – October 2009
My job titles and responsibilities were:
Service Transition Analyst October 2006 – October 2009
Achievements:
Managed the Service Transition process for new IT applications, including the
successful implementation of the HR system and WebEx.
Produced communication to IT and the business, including the promotion of new
applications. E.g. I gave presentations on new services and created communications to
be sent by IT to the business, meaning that customers and IT properly understood and
benefited from new applications.
4. Project Manager and Infrastructure Engineer January 2001 – October 2006
Achievements:
Project Managed the migration of 13 offices from NetWare to NT4
Third line server and infrastructure support.
Crisis manager - main person responsible for recovering business data on servers on 4
occasions from failed file and print servers.
Second Line Support Manager August 1998 – January 2001
Lead a team of 2 supporting a Business Unit of 170 staff.
Long Road Sixth Form College, Cambridge June 1997 – July 1998
Worked on a team of 4 supporting the IT needs of staff, teachers and students.
NB: I was a mature student from 1992-1997. See education section below.
Prudential Assurance Company Ltd November 1985 – July 1992
IT Technical Assistant. May 1987 – July 1992. 1st
and 2nd
line support.
Clerical Assistant. November 1985 – May 1987.
Education/Qualifications
ITIL v3 Expert. June 2011.
ITIL Manager’s Certificate in IT Service Management (Red Badge). July 2007.
ITIL v3 Intermediate Certificate in Service Transition. May 2009.
ITIL v3 Foundation Certificate (Green Badge). April 2009. Plus v2 March 2005.
Upper Second Class Honours degree in Business Administration. April 1997.
HND in Business and Finance. 7 distinctions and 10 Merits. July 1995.
BTEC National Certificate in Business and Finance. July 1993.
Expired qualifications: Prince 2 Foundation Certificate. IntraNetWare 4.11 Advanced
Administration, IntraNetWare 4.11 CNA, NT4 Workstation & Server.
Contact details:
Phone: 077 343 206 72
E-mail: RayGLondon@Yahoo.com