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ITIL® Expert : Managing Across the Lifecycle (MALC)

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本中心為 ITIL® 官方授權教育中心,課程以認可導師及教材教授。

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本中心為 ITIL® 官方授權教育中心,課程以認可導師及教材教授。

IT Infrastructure Library (ITIL®) 由英國政府的電腦和電信局 (The Central Computer and Telecommunications Agency) 所開發。ITIL® 制定一系列 IT 服務管理架構,有效而靈活地運用資源,提升服務水平,實現服務價值。

ITIL® 認證分為四個級別,分別為 ITIL® Foundation, ITIL® Intermediate, ITIL® Expert 及 ITIL® Master。Managing Across the Lifecycle (MALC) 是成為 ITIL® Expert的必經之路。

ITIL® 的認證體系是採用「積分制」的方式計算,每個 ITIL® 認證都有一定的積分,例如ITIL® Foundation值 2 分,ITIL® Expert : Managing Across the Lifecycle值 5 分。累計達22分就可以取得 ITIL® Expert 資格。詳情可參考下圖。



課程時數: 30 小時
授課語言: 以廣東話為主,輔以英語
課程筆記: 本中心導師親自編寫英文為主筆記,而部份英文字附有中文對照。

本中心為 ITIL® 官方授權教育中心,課程以認可導師及教材教授。

1. ITIL® 認可導師: 專業ITIL® 認可導師教授。
2. ITIL® 認可教材: 本課程會使用本中心編制的ITIL® 認可教材教授。
3. 考試合格保障: 本中心 ITIL® Expert : Managing Across the Lifecycle 學員於第一次考 ITIL® Expert : Managing Across the Lifecycle 若不合格,可申請半費重考 ITIL® Expert : Managing Across the Lifecycle 一次,但必須符合下列的三項要求:
1. 於 ITIL® Expert : Managing Across the Lifecycle 出席率須達 100%。 (ITIL® 官方要求)
2. 必須到臨本中心完成網上練習。
3. 於上課結束日之 1 個月內作出申請。
4. 免費重讀: 傳統課堂學員可於課程結束後三個月內免費重看課堂錄影。

本中心為 ITIL® 官方授權教育中心,課程以認可導師及教材教授。

ITIL® Expert : Managing Across the Lifecycle 是高級證書。高級證書意即你不能直接考取 ITIL® Expert : Managing Across the Lifecycle ,而必須首先考取到以下證書,才可考取 ITIL® Expert : Managing Across the Lifecycle !

  • ITIL® Foundation
  • ITIL® Intermediate : Service Strategy
  • ITIL® Intermediate : Service Design
  • ITIL® Intermediate : Service Transition
  • ITIL® Intermediate : Service Operation
  • ITIL® Intermediate : Continual Service Improvement

取得合格成績後,就獲頒 ITIL® Expert 證書

考試費及向授權機構安排考試的行政費 : HK$3,400 (可在本中心應考)

欲知道作答時間、題目總數、合格分數等詳細考試資料,可瀏覽本中心網頁 "各科考試分數資料"。



本中心為 ITIL® 官方授權教育中心,課程以認可導師及教材教授。


1 ITIL® qualification scheme
1.1 Levels of qualifications
1.2 Levels of difficulties
1.3 Prerequisite
1.4 Eligibility for examination
1.5 Format of the examination

2 Quoted ITIL® text from core publications

3 Key concepts of the service lifecycle (MALC01)
3.1 Managing services and service management
3.1.1 Services and IT services
3.1.1.1 Core, enabling and enhancing services
3.1.2 Service management
3.1.3 IT service management
3.2 The service lifecycle
3.2.1 Five lifecycle stages and their interactions
3.2.2 The service lifecycle
3.2.2.1 Structure
3.2.2.2 Coordination and specialization
3.2.2.3 Processes and process integration
3.2.2.4 Conclusion
3.3 Service value across the different stages of the service lifecycle
3.3.1 Value from service strategy
3.3.2 Value definition and measurement
3.3.2.1 Characteristics of value
3.3.2.2 How services contribute value
3.3.2.3 How value is created
3.3.2.4 How customers percept value
3.3.2.5 Marketing mindset
3.3.2.6 From value added to value realized
3.3.2.7 Value realization
3.3.2.8 Value capture
3.3.3 Realizing business value in service operation
3.3.4 Testing and demonstrating the service value in service transition
3.3.5 Monitoring service measurements and using them to support all stages of the service lifecycle
3.4 Organizing service management
3.4.1 Processes and functions
3.4.1.1 Functions
3.4.1.2 Group, team, department and division
3.4.2 Roles and RACI model
3.4.2.1 Steps to build the RACI chart
3.4.2.2 Roles and activities analysis
3.4.2.3 RACI-VS and RASCI
3.4.2.4 RACI and processes
3.4.3 Risk management
3.4.3.1 Risk assessment
3.4.3.2 Risk handling
3.4.3.3 Residual risk
3.4.4 Managing risks across the lifecycle
3.4.5 Sharing knowledge across the service lifecycle
3.4.5.1 Service knowledge management system (SKMS)
3.4.5.2 Knowledge identification and capture
3.4.5.3 Knowledge transfer
3.4.5.4 Challenges in today’s knowledge management
3.4.5.5 Critical output from knowledge management

4 Communication and stakeholder management (MALC02)
4.1 Coordination of business relationship management across the service lifecycle
4.1.1 Business relationship management
4.1.1.1 Customer portfolio
4.1.1.2 Customer agreement portfolio
4.1.1.3 Service portfolio
4.1.1.4 Project portfolio
4.1.1.5 Application portfolio
4.1.2 Business relationship management and service strategy
4.1.3 Business relationship management and service design
4.1.4 Business relationship management and service transition
4.1.5 Business relationship management and service operation
4.1.6 Business relationship management and continual service improvement
4.2 The role of business relationship management in communication
4.2.1 Business relationship manager
4.2.2 Process owner of business relationship management
4.2.3 Process manager of business relationship management
4.2.4 Customers and users
4.3 Stakeholder management and communication
4.3.1 General stakeholder in a service
4.3.2 Stakeholder management
4.3.2.1 Identifying stakeholders
4.3.2.2 Analysing stakeholders
4.3.2.3 Stakeholder commitment
4.4 The value of good communication and ensuring its flow across the service lifecycle
4.4.1 The use of service models to aid communication on service strategy and value creation
4.4.2 Communication during service design
4.4.2.1 The role of communication of the service catalogue in communication
4.4.3 Communication during service transition
4.4.3.1 Communication plan
4.4.3.2 Methods of communication
4.4.3.3 Communication path
4.4.4 Communication during service operation
4.4.5 Communication during continual service improvement
4.4.5.1 Preparing communication plan in continual service improvement
4.4.5.2 Transformation in communication

5 Integrating service management processes across the service lifecycle (MALC03)
5.1 The integration of service management through the service lifecycle
5.2 The impact of service strategy on other service lifecycle stages
5.2.1 Impacts from service strategy to service design
5.2.2 Impacts from service strategy to service transition
5.2.3 Impacts from service strategy to service operation
5.2.4 Impacts from service strategy to continual service improvement
5.3 The value of a service lifecycle perspective when designing service solutions
5.4 The inputs and outputs of processes and stages in the service lifecycle
5.4.1 Inputs to SS and outputs from SS
5.4.2 Inputs to SD and outputs from SD
5.4.3 Inputs to ST and outputs from ST
5.4.4 Inputs to SO and outputs from SO
5.4.5 Inputs to CSI and outputs from CSI
5.4.6 Inputs and outputs across the service lifecycle
5.5 The value to business and the interfaces of SS processes
5.5.1 Strategy management for IT services
5.5.1.1 Value to business
5.5.1.2 Interfaces
5.5.2 Service portfolio management
5.5.2.1 Value to business
5.5.2.2 Interfaces
5.5.3 Financial management for IT services
5.5.3.1 Value to business
5.5.3.2 Interfaces
5.5.4 Demand management
5.5.4.1 Value to business
5.5.4.2 Interfaces
5.5.5 Business relationship management
5.5.5.1 Value to business
5.5.5.2 Interfaces
5.6 The value to business and the interfaces of SD processes
5.6.1 Design co-ordination
5.6.1.1 Value to business
5.6.1.2 Interfaces
5.6.2 Service catalogue management
5.6.2.1 Value to business
5.6.2.2 Interfaces
5.6.3 Service level management
5.6.3.1 Value to business
5.6.3.2 Interfaces
5.6.4 Availability management
5.6.4.1 Value to business
5.6.4.2 Interfaces
5.6.5 Capacity management
5.6.5.1 Value to business
5.6.5.2 Interfaces
5.6.6 IT service continuity management
5.6.6.1 Value to business
5.6.6.2 Interfaces
5.6.7 Information security management
5.6.7.1 Value to business
5.6.7.2 Interfaces
5.6.8 Supplier management
5.6.8.1 Value to business
5.6.8.2 Interfaces
5.7 The value to business and the interfaces of ST processes
5.7.1 Transition planning and support
5.7.1.1 Value to business
5.7.1.2 Interfaces
5.7.2 Change management
5.7.2.1 Value to business
5.7.2.2 Interfaces
5.7.3 Service asset and configuration management
5.7.3.1 Value to business
5.7.3.2 Interfaces
5.7.4 Release and deployment management
5.7.4.1 Value to business
5.7.4.2 Interfaces
5.7.5 Service validation and testing
5.7.5.1 Value to business
5.7.5.2 Interfaces
5.7.6 Change evaluation
5.7.6.1 Value to business
5.7.6.2 Interfaces
5.7.7 Knowledge management
5.7.7.1 Value to business
5.7.7.2 Interfaces
5.8 The value to business and the interfaces of SO processes
5.8.1 Event management
5.8.1.1 Value to business
5.8.1.2 Interfaces
5.8.2 Incident management
5.8.2.1 Value to business
5.8.2.2 Interfaces
5.8.3 Request fulfilment
5.8.3.1 Value to business
5.8.3.2 Interfaces
5.8.4 Problem management
5.8.4.1 Value to business
5.8.4.2 Interfaces
5.8.5 Access management
5.8.5.1 Value to business
5.8.5.2 Interfaces
5.9 The value to business and the interfaces of CSI processes
5.9.1 The seven-step improvement process
5.9.1.1 Value to business
5.9.1.2 Interfaces

6 Managing services across the service lifecycle (MALC04)
6.1 Identifying, assessing and prioritizing customer needs and requirements
6.1.1 Balanced design
6.1.2 Service and business requirements and drivers
6.1.3 Documenting requirements and drivers
6.2 The relationship between SDP and SD / ST / SO
6.3 Managing cross-lifecycle processes to ensure appropriate impact and involvement at all required service lifecycle stages
6.3.1 Knowledge flow
6.3.2 Experience and skill flow.
6.3.3 Service transition early involvement
6.3.4 Service operation, customers, users and other stakeholders involvement
6.3.4.1 Service rehearsals
6.4 Using key sources of information for identifying the need for improvement and implementing improvement
6.4.1 SLM review meetings
6.4.1.1 Service reviews
6.4.2 Customer satisfaction surveys
6.4.3 Reviewing business trends and changed priorities, and keeping ahead of business projections
6.4.3.1 Internal environment analysis
6.4.3.2 External environment analysis
6.4.3.3 Market space
6.5 The challenges, critical success factors and risks of the service lifecycle stages
6.5.1 Challenges, critical success factors and risks of service strategy
6.5.1.1 Challenges
6.5.1.2 Critical success factors
6.5.1.3 Risks
6.5.2 Challenges, critical success factors and risks of service design
6.5.2.1 Challenges
6.5.2.2 Critical success factors
6.5.2.3 Risk
6.5.3 Challenges, critical success factors and risks of service transition
6.5.3.1 Challenges
6.5.3.2 Critical success factors
6.5.3.3 Risks
6.5.4 Challenges, critical success factors and risks of service operation
6.5.4.1 Challenges
6.5.4.2 Critical success factors
6.5.4.3 Risks
6.5.5 Challenges, critical success factors and risks of continual service improvement
6.5.5.1 Challenges
6.5.5.2 Critical success factors
6.5.5.3 Risks

7 Governance, roles, people, competence and the organization (MALC05)
7.1 Governance
7.1.1 The importance and impact of good governance on service management
7.1.1.1 Dysfunction organizations
7.1.2 The use of governance in sourcing
7.1.2.1 Sourcing strategy
7.1.2.2 What to source
7.1.2.3 Critical activities and distinctive activities
7.1.2.4 Sourcing structure
7.1.2.5 Multi-vendor sourcing
7.1.2.6 Service provider interfaces (SPI)
7.1.2.7 Sourcing governance
7.1.2.8 Critical success factors of sourcing
7.1.3 The role of the IT strategy or steering group
7.1.4 The application of governance in change management
7.1.4.1 Change advisory board (CAB)
7.1.4.2 The role of governance and change authorization
7.1.5 Governance and management systems
7.1.5.1 Management systems
7.2 Organizational structure, skills and competence
7.2.1 Organizational development
7.2.1.1 Organizational development stages
7.2.1.2 Stage 1: Network
7.2.1.3 Stage 2: Directive
7.2.1.4 Stage 3: Delegation
7.2.1.5 Stage 4: Coordination
7.2.1.6 Stage 5: Collaboration
7.2.2 Applying various organizational structures
7.2.2.1 Organizational departmentalisation
7.2.2.2 Organizational design
7.2.2.3 Logical organization structure for an IT service provider
7.2.2.4 Logical organization structure – strategic components
7.2.2.5 Logical organization structure – tactical and operational components
7.2.3 Examples of organization structure
7.2.3.1 Examples of organization structure in service design.
7.2.3.2 Examples of organization structure in service transition
7.2.3.3 Organization by technical specialization
7.2.3.4 Organization by activity
7.3 Skills and competence across the service lifecycle
7.3.1 Skills and competence required in each service lifecycle stage
7.3.1.1 Skills and competence required in service strategy
7.3.1.2 Skills and competence required in service design
7.3.1.3 Skills and competence required in service transition
7.3.1.4 Skills and competence required in service operation
7.3.1.5 Skills and competence required in continual service improvement
7.3.2 Competence and skills framework
7.3.3 Training
7.4 Service provider types and service strategies
7.4.1 Service provider types
7.4.1.1 Type I service provider
7.4.1.2 Type II service provider
7.4.1.3 Type III service provider
7.4.1.4 Type I, type II or type III service provider?
7.4.1.5 Changes among type I, type II and type III service provider
7.4.1.6 Incumbency
7.4.1.7 Implementation though the lifecycle
7.4.2 The selection of appropriate service delivery strategies
7.4.3 Delivery model options
7.4.4 Choosing service delivery strategies

8 Measurement (MALC06)
8.1 Measuring and demonstrating business value
8.2 Determining and using metrics
8.2.1 Service measurement
8.2.1.1 Baseline
8.2.1.2 Four reasons of measurement
8.2.1.3 The seven-step improvement process
8.2.2 Service, process and technical metrics
8.2.3 “Position” of metric
8.2.4 CSFs and KPIs
8.2.4.1 Qualitative KPIs, metrics and measurements
8.2.4.2 Quantitative KPIs, metrics and measurements
8.2.4.3 “Suitable” KPIs
8.2.5 Using measurements and metrics.
8.2.5.1 For driving decisions
8.2.5.2 For comparison
8.3 Design and development of measurement frameworks and methods
8.3.1 Design and development of a service measurement framework
8.3.1.1 Service measurement framework
8.3.1.2 Measurement framework grid
8.3.1.3 Designing measurement systems and metrics
8.4 Monitoring and control systems
8.4.1 Monitoring, reporting and control
8.4.1.1 Monitoring
8.4.1.2 Reporting
8.4.1.3 Control
8.4.2 Monitor control loops
8.4.2.1 Basic monitor control loops
8.4.2.2 Complex monitor control loop
8.4.2.3 ITSM monitor control loop
8.5 Using event management tools to increase visibility and delivery of IT services

9 Implementing and improving service management capability (MALC07)
9.1 Implementing service management
9.1.1 Understanding the high-level goals and objectives of the organization
9.1.2 Identifying internal and external drivers
9.1.2.1 Internal drivers
9.1.2.2 External drivers
9.1.3 Service strategy implementation through service lifecycle approach
9.1.3.1 Defining the strategy implementation
9.1.3.2 Service strategy transition
9.1.3.3 Service strategy operation
9.1.3.4 Continual improvement of service strategy
9.2 Assessing service management
9.2.1 Assessing the current situation regarding service provision
9.2.1.1 Strategic assessment
9.2.1.2 SWOT analysis
9.2.1.3 Gap analysis
9.2.1.4 IT service management maturity and CMMI
9.2.1.5 ISO/IEC 20000
9.2.1.6 Six sigma
9.2.1.7 COBIT
9.2.2 Assessing and defining current and future requirements
9.2.2.1 Assessment
9.2.2.2 Advantages and risks of assessments
9.2.2.3 After assessment
9.2.2.4 Value and maturity
9.2.3 Using benchmarking to identify need for improvement
9.2.3.1 Benchmarking techniques
9.2.3.2 Cost of benchmarking
9.2.3.3 Value of benchmarking
9.2.3.4 Benchmarking as lever and steering instrument
9.2.3.5 Benchmarking categories
9.2.3.6 Benefits from benchmarking
9.2.3.7 Who is going to participate in benchmarking
9.2.3.8 What to benchmark
9.3 Improving service management
9.3.1 Identifying and planning short-, medium- and longer-term improvement
9.3.1.1 CSI register
9.3.1.2 Using the CSI approach and Deming Cycle to ensure that the organization continues to move forward with continual improvement
9.3.2 The seven-step improvement process, to measure progress and enable potential improvements to the service lifecycle to be identified
9.4 Key considerations for implementation and improvement of both the practice of service management and the services themselves
9.4.1 Return on investment (ROI) and business case
9.4.1.1 Return on investment (ROI)
9.4.1.2 Business case
9.4.2 Stakeholder change management
9.4.2.1 Emotional cycle of change
9.4.2.2 Ingredients of changes
9.4.2.3 Organizational culture
9.4.2.4 Plan and implement change
9.4.2.5 Outputs of change
9.4.2.6 Outsourcing changes
9.4.2.7 Eight steps to transform your organization
9.4.2.8 Step 1: Create a sense of urgency
9.4.2.9 Step 2: Form a guiding coalition
9.4.2.10 Step 3: Create a vision
9.4.2.11 Step 4: Communication the vision
9.4.2.12 Step 5: Empower others to act the vision
9.4.2.13 Step 6: Plan for and create short-term wins
9.4.2.14 Step 7: Consolidate improvements and produce more change
9.4.2.15 Step 8: Institutionalize the change
9.5 Key considerations of planning and implementing service management technologies
9.5.1 Managing licenses
9.5.2 Managing deployment
9.5.3 Technology and timing deployment

10 Summary, exam preparation and directed studies (MALC08)
10.1 MALC exam format
10.2 Tips
10.3 Strategies


本中心為 ITIL® 官方授權教育中心,課程以認可導師及教材教授。

恭喜以下同學成功取得 ITIL® Intermediate / Expert 認證:

  • Alban Ng
  • Anthony Lam
  • C. F. Cho
  • C. W. Li
  • Chi Ling Ko
  • Chie Fung Mak
  • Chris Ho
  • Chris Man
  • Chun Ting Lau
  • Derek Chan
  • Derrick Chu
  • Dickson Lau
  • Frank Ng
  • G. Cheung
  • Heidi Wong
  • Henry Ng
  • Him Tat Wong
  • Hoi Shun Chen
  • Hui Pui Chan
  • J. T. Lau
  • Jacky Ho
  • Jessica Cheung
  • Jim Wong
  • K. M. Mok
  • Ka Kei Leung
  • Ka Man Chan
  • Kai Ip Chan
  • Kevin Li
  • Kim Chung Chan
  • King Fai Lim
  • M. C. Kan
  • Manson Law
  • Maurice Lai
  • Ming Lung Wu
  • Ming Min BI
  • Ming Sze
  • Ningyu Yi
  • Perry Fan
  • Raymond Sao
  • Rex Chung
  • Rick Tam
  • S. L. Chan
  • S. Wong
  • S.W. Ho
  • Sam Tsui
  • Sang Ho Loh
  • Shun Kit Leung
  • Tak Ming Chan
  • Tak Po Chan
  • Tak Sang YIP
  • Tat Chai Ng
  • Terry Yau
  • Tung Wa Ng
  • Vincent Leung
  • W.H. Pin
  • Wai Hong Chan
  • Wai Kong Kwan
  • Wai Ming Chang
  • Wei Ping Wang
  • Wilkin Lo
  • Wilson Yu
  • Y. Yang
  • Y.Y. Yu
  • Yan Kin Tang
  • 由於人數眾多,因此未能盡錄。

 

 

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